Accounting › Revenue & Projects
Projects & Portfolios
A plan and a cost collector at once, from the investment envelope down to the work package the money lands on.
In Accounting → Revenue & Projects · 12 screens
WorkspaceProject PlanThe work breakdown, the network, the money and the critical path — drawn, because a project is a shape before it is a table.OpenRecordsProjectsA plan and a cost collector at once. The join between them is the work breakdown structure — a WBS element is simultaneously a piece of work and an account assignment.OpenRecordsWork BreakdownBoth a piece of work and an account assignment. A summary element plans and does not accept postings; a work package accepts them and is where the money actually lands.OpenRecordsNetwork ActivitiesThe scheduled work below the WBS. Float is the point: an activity with zero float is on the critical path, and a day lost on it is a day lost on the project.OpenRecordsActivity DependenciesWhat cannot start before what. A cycle in the network makes both scheduling passes non-terminating, so it is detected and named rather than survived.OpenRecordsMilestonesA billing milestone is what turns delivery into an invoice — the join between the plan and the cash.OpenRecordsProject BudgetsVersioned, because "what was the original budget" and "what is the budget now" are both asked and one mutable number answers neither.OpenViewProject CostsPlanned, committed, actual and billed in one table, because the four have to be compared and comparing four tables is how a project report disagrees with itself.OpenRecordsProject ResourcesWho is booked to what, and for how much of their week. A named person, or a requirement not yet filled — both are real and the second is what a resource manager works from.OpenRecordsRisks & IssuesThe exposure in money, so a risk register can be added up and compared with the contingency held.OpenRecordsProject ProgramsA program exists to deliver a BENEFIT, and a program whose benefit is not a measurable number is a group of projects with a shared letterhead.OpenRecordsPortfoliosThe envelope. A portfolio whose approved projects exceed its budget is the situation portfolio management exists to prevent, and it is invisible unless the envelope is a number.Open
Columns, fields and actions
| Screen | Kind | What it is | Columns | Fields | Actions |
|---|---|---|---|---|---|
| Project Plan | Workspace | The work breakdown, the network, the money and the critical path — drawn, because a project is a shape before it is a table. | 0 | 0 | 0 |
| Projects | List | A plan and a cost collector at once. The join between them is the work breakdown structure — a WBS element is simultaneously a piece of work and an account assignment. | 16 | 33 | 13 |
| Work Breakdown | List | Both a piece of work and an account assignment. A summary element plans and does not accept postings; a work package accepts them and is where the money actually lands. | 14 | 26 | 6 |
| Network Activities | List | The scheduled work below the WBS. Float is the point: an activity with zero float is on the critical path, and a day lost on it is a day lost on the project. | 13 | 26 | 0 |
| Activity Dependencies | List | What cannot start before what. A cycle in the network makes both scheduling passes non-terminating, so it is detected and named rather than survived. | 6 | 5 | 0 |
| Milestones | List | A billing milestone is what turns delivery into an invoice — the join between the plan and the cash. | 12 | 13 | 5 |
| Project Budgets | List | Versioned, because "what was the original budget" and "what is the budget now" are both asked and one mutable number answers neither. | 9 | 12 | 0 |
| Project Costs | Read-only list | Planned, committed, actual and billed in one table, because the four have to be compared and comparing four tables is how a project report disagrees with itself. | 14 | 0 | 0 |
| Project Resources | List | Who is booked to what, and for how much of their week. A named person, or a requirement not yet filled — both are real and the second is what a resource manager works from. | 12 | 17 | 0 |
| Risks & Issues | List | The exposure in money, so a risk register can be added up and compared with the contingency held. | 12 | 15 | 0 |
| Project Programs | List | A program exists to deliver a BENEFIT, and a program whose benefit is not a measurable number is a group of projects with a shared letterhead. | 12 | 18 | 0 |
| Portfolios | List | The envelope. A portfolio whose approved projects exceed its budget is the situation portfolio management exists to prevent, and it is invisible unless the envelope is a number. | 12 | 16 | 1 |