Approvals are deeply woven into the fabric of any financial software solution, and 4castplus is no exception.  The challenge with designing complex, multi-stage approvals workflows however – for key items such as purchase orders, change orders, timesheets, invoices, etc. – is that they can quickly bog things down, and introduce delays as approvals get stuck waiting for individuals to get around to dealing with them. Approvals can drone on and on and keep critical-path items stuck on hold for days or weeks, wasting time and money, if not attended to properly. This is what we refer to as “Approvals Bottlenecks” and they can be a massive drain on the efficient management of project finances. 

And bottlenecks can be very bad for business.

When it comes to general terminology in project management, project controls and procurement, not all organizations use the same terms when describing the same common concepts. For one simple example, some may refer to the lowest level of the Work Breakdown Structure as the “Activity”, whereas others may call it the “Task”.   As a provider of project-driven software, we at 4castplus need to always provide a consistent and standardized lexicon for all terms that are used in the software platform; and ensure those terms, where possible, are based on industry standards.  It is our policy to adhere to standard terminology, formulas and workflows where such standards exist.  Despite our efforts however, not every term out there has a standard or a standard meaning, so we’re forced to go forward in some cases with terms that, to us, make the most sense, or appear to be most widely used.

The funny thing is, even when there are standards, people and organizations are nevertheless free to use whatever terms they choose to mean whatever they want.  This works fine of course as long as they’re working in isolation; but it can cause confusion and misunderstanding when it comes time to communicate to the outside world.  Similarly, when it comes time to adopting a standards-driven solution like 4castplus, organizations will often go through a translation in terminology that takes place to normalize people’s use of core terms in the software. 

There is a very heated and divisive debate going on in many areas of North America about pipelines.  More specifically, a debate about whether or not to build new pipelines to move Oil and Gas from where it’s extracted, to one of the several refineries available across the continent.  It’s an ideological clash that is steeped in near-religious conviction, misinformation, economic consequences and two sides that have dug in their heels; neither of which is prepared to budge.

Pipeline proponents will argue that pipelines are the safest, cheapest and most reliable way to move oil and gas. They provide jobs, wealth and access to markets for a valuable commodity.  Opponents however, claim that we need to reduce our carbon footprint, so pipelines represent further destruction of our fragile environment.  Both sides, of course, have valid points, wherein lies the dispute.

We often get asked about the distinction between re-baselining a project and creating a change order. I can see why there’s a bit of confusion there because in many respects they accomplish a similar outcome. However, they are fundamentally different processes that serve unique purposes.

More and more companies are demanding greater visibility into construction project performance. Simply put, companies want to know that funds are being well spent and that their projects are going to run to plan.  As a result, increased demands are being made on project controllers to deliver timely and accurate cost and revenue forecasts to help shape business decisions.  But hey, you know all about this, don’t you?  

Labor Utilization is a critical metric to assess just how you’re doing as an organization – and a great way to benchmark yourself against your corporate objectives and your peers.