Project Profitability
Revenue recognized vs. cost (labor at CostRate + expenses + subcontractor spend) per project, rolled up to Practice, Office, and Program. Drills into top and bottom 10% margin projects.
Change request to controlled delivery
Keep revised scope and external commitments tied to their approval evidence.
3 stages · 1 approval
Roles and responsibilities
Process steps
Follow the process from start to finish. Select a step to see who acts and what changes.
Approval required
Review the change
When scope, schedule, or budget drifts beyond tolerance, PM drafts a ChangeOrder with AmountDelta, HoursDelta, DateDelta. The CO routes for internal approval (Practice Lead → Services Leader over threshold), then to the client via a ClientApproval. On client approval, Project baseline updates: ContractValue, BudgetHours, BudgetCost, and/or EndDate shift.
Reconcile external work
Subcontractors log TimeEntries under their PO; those entries auto-accumulate against NotToExceedHours and NotToExceedAmount with early-warning alerts. Subcontractor submits SubcontractorInvoices, which are matched against the PO and approved hours. On Matched → Approved, the invoice enters the AP payment queue via the GL integration.
Close the engagement
PM reviews remaining tasks, assignments, issues, billing obligations and client decisions. Settle financial exceptions or carry them into an explicit reviewed close plan before closing the project. Prepare any final invoice and recognition movement through their existing review and accounting steps; closing the project does not mark them paid or posted. Roll off the remaining resource assignments, retain lessons learned and request the client’s final project-status acknowledgment.
Approvals and controls
1 approval required in this process
-
Review the change
Practice Lead or Services Leader / COO signs · reconcile external work waits
ChangeOrders, ClientApprovals - Follow the configured approval threshold for the applicable internal signer.
- Require the named client’s decision when policy calls for it.
- Reject duplicate baseline updatesUnapproved subcontractor charges.
Records and postings
| Stage | Records | Effect |
|---|---|---|
| 1 Review the change | ChangeOrdersClientApprovals | Apply the baseline change after all required decisions |
| 2 Reconcile external work | SubcontractorPOsSubcontractorInvoicesTimeEntries | Match approved work and committed limits |
| 3 Close the engagement | ProjectsResourceAssignments | Resolve delivery and financial exceptions before close |
Process reports
All reportsBillings vs Collections
Invoiced, collected, and outstanding per client and per project, aging buckets (current, 30, 60, 90+). Feeds AR follow-up.
Budget vs Actual per Project
Per project: budget hours vs. actual, budget cost vs. actual, burn curve (earned value style), and variance at completion estimate.
Change Order Impact
Sum of approved ChangeOrders per project with AmountDelta and HoursDelta, categorized by Type. Highlights projects where change orders now exceed baseline.
Subcontractor Spend
Spend per subcontractor, rolled up to project and practice, with on-sell margin (ClientBillRate − PayRate) × hours. Flags POs trending against NotToExceed.
Portfolio Health Scorecard
HealthScore distribution (Green/Amber/Red) with contributing dimensions (schedule, budget, scope) across Programs, Practices, and Offices. Time-series view of health trend.
Run by an agent
Agent support
Proto cannot independently approve its own prepared work, supply client consent, infer payment or claim accounting-policy compliance from a generated schedule. Required platform capabilities and external mappings must be verified before implementation.
# Example after configuration
$ curl -fsSL https://www.erp.ai/skill.md | paste into your agent
› change request to controlled delivery · review the change on ChangeOrders, ClientApprovals
⏸ approval · waiting for the practice lead or services leader / coo
# 2 more stages after approval: reconcile external work, close the engagement
Other processes
3 moreOpportunity to staffed engagement
Turn a confirmed client opportunity into a scoped project with reviewed staffing.
3 stages · 0 approvals
Time capture to billing eligibility
Review time and expenses before they enter a client invoice.
3 stages · 1 approval
Invoice preparation to financial reconciliation
Release a supported invoice and retain the evidence for its collection and recognition state.
3 stages · 1 approval