Project and program cost control
On a program of any size, the budget is one file, the purchase orders another, the invoices a third and the forecast a spreadsheet per workstream. Covirage joins them: budget, committed, actual and forecast to complete by workstream, work package and vendor, with contingency, change requests and the burn curve, reconciled to the ledger.
Most overruns are visible months early in the commitments: purchase orders raised above the work package budget, vendors billing faster than milestones, contingency drawn without a change request. Each is in a file the program already has.
Budget, committed, actual and forecast to complete, rolled up through the program, with variance at completion.
Spend against the planned curve, contingency drawn against remaining risk, and the change requests that moved the baseline.
Spend and commitments per vendor against each statement of work, with day rates against the rate card.
Three steps, in this order.
The program budget, purchase orders, invoices or ledger actuals, and the forecast by workstream.
Every cost maps to one work package, and the program total agrees with the ledger.
The watch list of work packages forecast over budget, ranked by value, with the vendor behind each.
Short answers. The Help center has the long ones.
No. It reads the financial files around it: budget, commitments, actuals and forecast. Schedule and delivery stay where they are.
Both are carried, with the split shown, because the program reports one total and finance reports two.
Each approved change moves the baseline with a date, so variance is shown against the original and the current budget.
Written for this job: the measures, the data you already hold, and the arithmetic.
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