See the final cost before the invoice.
Cost forecasting and control tied to the schedule. Budget, commitments, actuals, trends and estimate at completion reviewed every period, so overruns arrive as decisions, not surprises.
Overruns show up all at once.
Forecast equals budget
Every month the forecast matches the budget, until the month it does not. Then it jumps.
Time left out of cost
Extended general conditions, escalation and standby all follow the schedule. A forecast that ignores the schedule misses them.
Contingency with no trail
Drawdowns approved one at a time, with no view of what remains against the risks still open.
How we forecast cost.
- 01
One code structure
Cost codes mapped to the schedule WBS, so cost and time are reported against the same pieces of work.
- 02
Commitments, not just invoices
Forecasts built from budget, committed cost, actuals, pending changes and accruals.
- 03
Trends logged early
Potential cost changes logged and priced when first heard, long before they become change orders.
- 04
EAC from the work remaining
Estimate at completion built from remaining quantities and current performance, then checked against the schedule forecast.
- 05
Contingency against risk
Remaining contingency compared with the open risk register every period, so leaders see whether it is enough.
What you walk away with.
Scoped to your project. Native files and plain-English outputs that stay yours when we leave.
Budget, commitments, actuals and EAC by cost code, with each variance explained in a sentence.
Every potential change with its estimated cost, schedule effect and current status.
Monthly spend forecast from the schedule, for draws, grants and lenders.
Use of contingency over time, set against the risks that are still open.
What one day of delay costs on this project, so every time decision carries a number.
When to call us.
The earlier we see the schedule, the more options you keep.
The forecast never moves
Months of identical numbers usually mean nobody is forecasting.
Change orders are stacking up
Pending changes have outgrown contingency, and nobody has added them up.
Someone needs a basis
A board or lender wants the cost to complete backed by evidence.
The schedule just slipped
A delay has a price. It belongs in this month’s forecast, not next quarter’s.
Where this work has run.
Every project is confidential. Names describe the work, not the client.
Hospitality · IllustrativeResort Hotel Renovation PhasingRooms came out of inventory in blocks that matched the booking curve. Peak season was never touched.
Manufacturing · IllustrativeBattery Module Assembly Plant BaselineA production start date was set before the site was graded. We built the baseline that shows what that date depends on.
Government & Civic · IllustrativeCounty Courts Building Baseline ReviewThe first baseline met the move-in date only on paper. Our review sent it back with fixes, and the accepted version held.Straight answers to fair questions.
Do you replace our cost system?
No. We work from your accounting and project cost data and turn it into one forecast that ties to the schedule.
Owner side or contractor side?
Both. Owners use us to see total project cost. Contractors use us to protect margin.
How do you price a day of delay?
Time-related costs such as general conditions, equipment, escalation and financing, summed per day. Try Cost of Delay in our Controls Lab.
How often should the EAC change?
Whenever the facts change. An EAC that never moves is not a forecast.
Related services.
Send the schedule. Act while you have options.
Share the project, the latest XER and the date you are protecting. We will tell you plainly what the schedule is telling you.