Figure 1 S-curve — cumulative invoice against cumulative cost the gap between the two lines is margin · blue is actual, green is forecast

The whole job on one axis, from the project's first actual to its last forecast. Both lines are cumulative, so they only ever rise; the vertical rule is the cutoff — everything left of it happened, everything right of it is the forecast in Table 2. The shaded gap is margin in dollars, green where invoice leads cost and red where cost leads. The dashed reference is the cost budget the cost line is trying not to cross. Hover a month for its figures.

Table 1 WBS control summary sell budget, invoiced, cost and margin on one row each

One row per WBS, with the accounting codes that feed it. Budget is a sell figure. Cost is a separate side: actual where an imported cost file costs the row, derived at the row's own rate everywhere else. The method and rate are each row's estimate basis. Red is a negative margin.

Table 3 Total invoice and cost by month the same columns · net position and cumulative

The project rolled up: invoice, cost and the margin between them by month, and the running totals.

Table 4 Margin reconciliation margin at budget, to margin at forecast completion

Where the margin goes between the budget and the forecast. Cost variance per WBS is the bridge. Assumes every dollar of the invoice forecast is billed and collected.

Table 5 Spend with no budget behind it the exception report · what the API can see

Time booked to budget lines with a nil budget, lines invoiced and forecast past a real budget, and negative budget lines. These are not forecast errors — they are work on scope that was never priced, or priced short. The table says what it cannot see.

Table 6 Deviation commentary

Every WBS whose forward book has moved since the chosen baseline by more than — needs a reason. Reasons are saved here once the site can write; until then they travel with the forecast in ProjectWorks.

Notes on the model read this before quoting a figure