Integrated performance review
Connect planned value, earned value and actual cost where a suitable measurement basis exists. Let users inspect progress methods and data coverage before interpreting indices or comparing projects.
Business platforms
Project controls dashboards
Connect cost, schedule, risk and performance information in one decision-making view.
Built around a specific business need.
Project performance becomes difficult to interpret when cost, schedule and risk information use different dates, structures or assumptions. A favourable cost variance may coexist with delayed progress, and a forecast can appear precise while excluding the risks or changes that will shape the final outcome.
We build project controls dashboards that connect the control structure behind the numbers. Baselines, actual costs, measured progress, forecasts and risk provisions are presented with their definitions and effective dates. The purpose is to support a defensible control conversation, not simply to display more indicators.
Who this is for
- Project controls teams integrating cost, schedule and risk reporting.
- PMOs reviewing performance across projects with different reporting maturity.
- Sponsors seeking clear forecasts, assumptions and decisions requiring attention.
Where this can make a practical difference.
Forecast and scenario comparison
Show current forecasts alongside alternative assumptions, remaining work and uncertainty. Separate an approved forecast from a modelled scenario and explain what changed between reporting periods.
Risk and reserve visibility
Track agreed reserve categories, authorisations and movements with links to relevant risks or changes. Make the organisation’s reserve treatment explicit rather than combining differently governed provisions into an unexplained total.
How we approach the work.
Agree the control framework
Map work and cost structures, reporting dates, baseline ownership and progress-measurement methods. Clarify which measures are meaningful for each project before standardising portfolio displays.
Reconcile source information
Connect schedule, finance and risk records using stable identifiers and defined cut-offs. Identify missing actuals, unmatched work packages and inconsistent dates before calculating headline performance.
Implement transparent calculations
Document formulas, inclusion rules and forecast assumptions. Keep approved baseline changes and reserve movements traceable so a historical trend cannot be explained only by its latest total.
Design decision-focused views
Present trends, exceptions and forecast drivers with drill-down to supporting records. Show uncertainty and data-quality limitations alongside the information used in management decisions.
Validate with control specialists
Reconcile representative periods and test challenging scenarios such as late actuals, scope changes and revised progress. Agree ownership of interpretation, correction and release.
The sequence is tailored to the agreed scope, dependencies and risk. It describes our delivery approach, not a fixed timeline or performance guarantee.
What the engagement can deliver.
- Control-data map and reporting calendar definitions.
- Connected cost, schedule, progress and risk datasets.
- Documented measures, forecast scenarios and reserve views.
- Project and portfolio dashboards with traceable drill-down.
- Reconciliation checks and controls-team handover.
The proposal identifies the deliverables, acceptance evidence, responsibilities and support arrangements included in your engagement.
Measure what matters to this workflow.
Reporting reconciliation
Track unresolved differences between dashboard measures and the approved source records for a reporting period.
Forecast performance
Compare dated forecasts with subsequent outcomes, retaining the assumptions and scope understood when each forecast was made.
Decision traceability
Check whether significant interventions and reserve movements can be linked to evidence, authority and a recorded rationale.
These are measures to discuss and baseline. Targets are agreed for the specific system and data; no universal improvement percentage is assumed.
What to prepare for discovery.
- Baseline, actual-cost and progress records for representative periods.
- Agreed work structures, cut-off dates and measurement methods.
- Named owners for forecasts, risk provisions and change approval.
Questions worth asking.
Can earned value be added to every project?
Useful earned value reporting depends on a suitable baseline, meaningful progress measurement and aligned actual costs. We assess those foundations first rather than producing indices from incompatible or incomplete inputs.
Can the dashboard run Monte Carlo analysis?
Scenario simulation can be included where scope, input distributions and dependencies are defensible. Results should state their assumptions and model limitations; a percentile is not a guarantee about the future.
Will it prescribe how we classify reserves?
We document the control framework you adopt with the responsible specialists. Reserve categories and release authority must be explicit, particularly where different contracts or organisational methods use similar terms differently.