Every Activity Tracked.
Every Variation Owned.
Every Delivery Yours.
The project manager is accountable for the outcome, not the estimator who priced it, not the director who signed the contract, and not the site manager who runs the crew. QBaticEPM3 gives the PM the live cost intelligence, the commercial control, and the documented record to deliver on that accountability and prove it.
Request BriefingThe budget lives in a different system to the project
The estimating team prices the tender in their own system. The PM runs the project from a separate spreadsheet they built from the award summary. The two are never in sync. By the time a cost variance is visible on the management accounts, it has already been accumulating for weeks in data the PM was never looking at.
Variations that cannot be defended because they were never documented first
The client instructs extra work verbally on site. The PM directs the crew to proceed. The variation order is written up two weeks later from memory. At final account the client disputes the rate, disputes the scope, or disputes the instruction entirely, because there is no documented agreement from the day the work was authorised.
Half the day spent producing reports instead of managing the project
Monthly progress reports, cost reports, programme updates, and variation registers are each assembled from separate sources, site diaries, cost spreadsheets, supplier emails, and a project programme that only the PM knows how to read. The time spent producing that reporting package every month is time not spent managing the project it describes.
The estimate is the budget from day one. The field is the data source. Every day.
In QBaticEPM3 the tender estimate does not sit in the estimating team's system while the PM runs the project from a separate spreadsheet. The approved estimate becomes the project budget at contract award, every work activity, every resource allocation, every subcontract package already structured and waiting for costs to be posted. The PM starts the project with the budget live, not with a spreadsheet to build.
Site supervisors capture daily resource allocations against specific work activities. The PM's cost-to-complete is current to yesterday's field entry every morning. Variations are priced and issued before work starts. Payment applications are generated from the measured quantities and approved variation orders already in the system. The handover file is the project record that has been building itself from day one.
- Estimate becomes the live budget at contract award, no separate spreadsheet to build or maintain
- Daily cost-to-complete from field entries, current every morning, no reconciliation required
- Every variation priced and issued before work starts, full audit trail for every scope change
- Subcontractor accounts managed against committed scope, no surprises at final account
- Client reporting generated from live project data, no assembly, no discrepancy
The numbers that put the PM in control of the project, not chasing it.
What the PM Knows Every Morning That Delivery Requires
- 01
The estimate is the budget from day one, no rebuild, no guessing
In QBaticEPM3 the tender estimate does not sit in the estimating team's system while the PM runs the project from a separate spreadsheet. The approved estimate becomes the project budget at contract award, every work activity, every resource allocation, every subcontract package already structured in the system waiting for costs to be posted against it. The PM starts the project with the budget already live.
- 02
Subcontractor management from award to final account in one place
Every subcontract package is managed in QBaticEPM3 from the point of award, scope, rate, programme, and back-to-back terms all recorded. Progress is measured, payment claims are assessed against quantities, and the subcontractor's final account position is tracked against the main contract recovery at every point. The PM never certifies a payment for scope the main contract has not recovered because the misalignment is visible before the certificate is issued.
- 03
Material delivery risk visible in the programme before it becomes a site crisis
Purchase orders are placed against the procurement schedule and tracked to delivery. When a long-lead material is at risk of arriving late and threatening a critical activity, the PM sees it from the delivery commitment date in the purchase order, not from the site manager's phone call on the morning the pour was planned. The procurement risk is visible in the programme, and the mitigation options are assessed before the schedule impact is locked in.
- 04
Client reporting from live project data, accurate, consistent, and fast
Monthly progress reports, cost reports, programme updates, and variation registers are generated from the live project data, not compiled from sources the PM has to chase and reconcile before the reporting deadline. The client receives accurate, consistent reports that match the data the PM is working from every day. There are no discrepancies between what the PM told the client last month and what the finance team reported.
- 05
Handover with a complete project record, not an assembly exercise
At practical completion the PM does not assemble a handover file from scattered emails, site meeting minutes, and a file server that no one has organised. The full project record, variation log, payment history, subcontractor accounts, quality hold points, as-built deviations, and maintenance documentation, is already in QBaticEPM3, structured and complete. The handover is a data transfer, not a document production exercise.
"The best project managers spend the least time on reporting, because their data is always current, always structured, and always in one place. QBaticEPM3 gives the PM back the time that fragmented tools consume, and puts it into decisions that actually affect the project outcome."
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