Accounting › Projects & Margin
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 → Projects & Margin · 12 screens
| 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 | 5 |
| 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 | 0 |
| 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 | 0 |
| 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 |
| 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 |