Executive view
An executive wants cost, schedule and open items for a project on one screen, without asking the project manager to build a report. This page walks through what Fidrel puts on those screens, where each figure comes from, and where the numbers stop, including what a dashboard builder would add that Fidrel does not have.
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The monthly slide deck was assembled by hand from three spreadsheets. By the time the executive reads it, the schedule has moved and two invoices have been approved, and the decision is made on last week’s project.
The estimate at completion on the slide is different from the one in the cost sheet, and nobody can open the invoices behind either. A figure without a path back to its source starts an argument instead of a decision.
A dashboard with thirty tiles shows everything and prioritizes nothing. The executive needs a handful of figures that mean the same thing on every project: how far along, how far off the baseline, what it costs and what is open.
Progress comes from the schedule: each activity has how far along it is, entered by the team, compared with what should be done by today. Variance comes from a saved baseline and is shown in days on the end date. The status of the pace is one of Ahead of plan, On track, Behind plan or Overdue. The open issues and documents come from the project’s registers, and what is new is the latest activity in the project. Cost comes from the budget and from what has been committed and invoiced, so each figure on the screen is a count or a sum of records that someone has entered and that you can open.
Key metrics & reporting
The current budget is the original budget plus approved budget changes. Committed cost is the active and closed contracts plus recorded orders. Actual cost is the approved part of what has been invoiced. The estimate at completion is what has been invoiced plus what remains under the forecast, or the highest of budget, commitments and invoiced when no forecast exists. Variance is the estimate at completion minus the current budget, and a bridge shows the move from the original budget to the estimate at completion. Financial alerts tell you when commitments exceed the budget, with thresholds you set yourself.
Step 1
The overview shows how much of the project’s duration has passed, with tiles for documents, open issues and activities in progress, and what is new on the project. It is the one-screen answer to whether anything needs attention.
Step 2
Below the Gantt chart, the figures show the start and end dates, days remaining, overdue activities and a ring comparing actual progress with what the plan says for today. Once a baseline is saved, the end date shows its variance in days.
Step 3
Cost tracking shows the budget, costs and forecast: current budget, committed, invoiced, estimate at completion and variance. Every figure opens the items behind it, and an item leads to the invoices coded to it.
Step 4
Cost tracking exports to Excel and CSV, and the schedule exports to Excel, CSV, PNG and SVG. The export carries the same figures the screen shows, so the executive’s summary and the project team’s numbers do not drift apart.
Finance permissions are set per person, so an executive sees cost figures only when the project has given them access. For a person with access, the project’s costs are in cost tracking; for an organization with several projects, the Financials page lists every project with its budget, estimate at completion and variance and flags the ones that are over budget or need watching.
The figures are calculated when a page opens, from what has been recorded in the project, so a figure is only as current as the entries behind it. There is no dashboard builder: the screens are fixed, and Fidrel has no custom measures such as labor productivity or safety rates. Fidrel sends no scheduled report, and the data leaves as an Excel or CSV export that someone opens and sends. The trade-off is deliberate: a fixed set of figures that are defined the same way on every project is easier to trust than a screen each project manager has arranged differently.
Your trial applies to your first own project and starts when that project is created. No card required. Afterwards, choose card or invoice to continue.
The project system of the future connects people, documents and decisions. Discover the thinking behind Fidrel.
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On site, answers need to be close at hand. Fidrel displays DWG drawings in your mobile browser, within the project’s document structure.
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When everyone can see the next step, moving the project forward becomes easier. Fidrel brings activities, dates and reported progress together in a shared Gantt view.
Read moreAt least how far along the project is, how far it is from the baseline, what the budget, commitments and forecast are, and what is open. Fidrel shows each of these on its overview, schedule and cost tracking screens.
They are calculated when the page opens, from what is recorded in the project at that moment. Nobody compiles them by hand, but they are only as current as the entries behind them.
Yes. Every figure in the cost overview opens the items behind it, and from an item you can reach the invoices coded to it and the adjustments that have been made.
No. The screens are fixed and there are no custom measures such as labor productivity or safety rates. You can export the data to Excel or CSV and build your own summary there.
No. Fidrel sends no scheduled report. The figures are on the screens whenever the executive opens them, and the data can be exported to Excel or CSV when someone wants a file.
Finance permissions are per person, so an owner can be given access to costs. What each person sees follows what the project has allowed them to open.
