When the schedule moves, the forecast should move with it
Activity-level critical path scheduling and budget control in one system, with full earned value analysis — so a slipping activity becomes a cost forecast you can act on, not a surprise you discover at month end.
The schedule is in one tool and the money is in another
The programme sits in MS Project or P6. The budget sits in Excel. Someone reconciles them monthly, by hand, and by the time the reconciliation is finished it describes a project that no longer exists.
The practical consequence is late warning. Cost and schedule variance are visible only after the reporting cycle closes, which is precisely when the window to do something cheap about it has passed. Earned value exists to give that early signal — but only if the schedule and the cost data are in the same place and current.
One model for time and cost
duBizz calculates the critical path from your activity network — forward and backward pass, total and free float, resource calendars — and holds the budget against the same structure. Baselines are captured and retained, so variance is measured against what was agreed rather than what was last edited.
Earned value runs continuously on top: CPI, SPI, EAC, ETC and TCPI recalculated as progress and actuals land. Leadership sees the trend, not a month-old snapshot.
What you actually get
Full critical path calculation
Forward and backward pass across the activity network with total and free float, driving activities and critical path identification — not a Gantt chart with dependencies drawn on.
Baselines and variance
Capture and retain schedule and budget baselines, then measure actual performance against them. Variance is against the agreed plan, not against last week's edit.
Earned value, continuously
CPI, SPI, EAC, ETC and TCPI calculated from live progress and actual cost. The early-warning signal earned value was designed to provide, available between reporting cycles rather than after them.
Budget spread profiles
Budget items distributed across months with configurable spread profiles, so planned expenditure has a shape you can forecast cash against.
Resource calendars
Working calendars and resource allocation linked to the schedule, so availability constrains the plan rather than contradicting it.
Portfolio roll-up
Activity-level detail rolls into project health and portfolio RAG status, so the same data serves the planner and the board.
Where teams go next
Schedule and cost control is the wedge that most naturally pulls the rest of delivery in. Once variance is visible, the questions that follow are about why — which routes teams to the risk and issue register, and to the contract variations driving the cost movement.
Scheduler & CPM — common questions
Can we import an existing MS Project or Primavera P6 schedule?
Is this a replacement for P6 on a major programme?
Do we need a full-time planner to run it?
Start with the module that hurts most
Contract Management →
Contracts, line items, variations, claims, notices, determinations, retention and securities — with cash flow forecasting per contract item.
EDMS →
Document register, transmittals, version control and an external party portal — with every document traceable back to the contracted party that issued it.
Reporting & Analytics →
Portfolio dashboards, project health snapshots with RAG status, scheduled reports and a SQL-template report engine with CSV and PDF export.
See Scheduler & CPM against your own data
Bring a real example from your projects to a walkthrough and we will show you the fix for your situation — not a generic demo.