Chapter 3 — Executing your project on PZone ERP

01 Before we start

In Chapter 2 you built your library, created your project, pulled its Bill of Quantities items from the library and linked each item to its tasks, took off the quantities and priced them, and froze a baseline version. Now we move on to execution: monitoring tasks, scheduling them, and recording progress — until your project's status on its card moves from “Not started” to “Completed.”

And remember that the “stage” on the project card (Tender / Execution / Closed) is an identifying badge that you change from the project's edit button — or that the system sets to “Execution” automatically upon “Confirm project kickoff” — and it neither locks nor unlocks any screen.

02 Monitor: the execution hub

Its heading in the app: “Track project progress via the dashboard, Kanban, and Gantt — using a single shared filter.” Three tabs and one filter bar above them, and the app remembers your tab and filter as you navigate.

Filter bar

Scope: All projects, Specific project, or Function in a project (the functions you grouped in Chapter 2), then an optional tree Component → Level → Space derived from the take-off tags — so you see the tasks of specific spaces. The Reset filter button restores everything. The filter applies to the dashboard and the Gantt chart.

Dashboard

“A live view of your projects and tasks”: four cards — Projects (active + empty), Tasks (and how many are completed), Total progress (the average of all task percentages), Overdue tasks — then the “Tasks by status” donut, the “Project progress” bars, “Latest tasks,” and “Summary.” It updates in real time with any change to the tasks.

Kanban board · Gantt chart

The next two sections.

03 Kanban board: your tasks in three columns

Its heading: “Task board — organize and track your tasks.” Three fixed columns: Pending · In progress · Done, with a counter on each column, and a card for each task.

What's on the card?

The title (the task name from your library), 🎯 the activity, 📏 the quantity and its unit, 💰 the assumed cost and 🧾 the actual, 📅 the start and due dates, the priority in its color, and the completion-percentage bar. A bold red zero means “not entered yet.” A ⚠ Overdue badge and a red border for a task that has passed its due date without completion — it appears the moment the deadline passes, with no need to save anything.

Selecting the project

A search field at the top of the board, or All projects, which shows above the columns a summary card for each project (status · number of tasks · percentage).

Filtering

🔍 Search in titles, a priority list (High/Medium/Low), an ⚠ Overdue only button — and ✕ Clear.

Status is derived, not dragged

No drag-and-drop between columns. The fixed rule: 0% → Pending · between 0 and 100 → In progress · 100 → Done. Change the percentage and the card moves on its own.

Editing a task

Click the pencil icon on the card and the Edit task dialog opens, with the reminder beneath it: “The status is set automatically based on the completion percentage %.”

Fields

Project · Task (from the library) — choosing a different task replaces the title, priority, unit, and activity · Activity (read-only, comes from the task) · Priority · Unit · Start date · Due date · Completion percentage % — for tasks linked to the take-off it is shown read-only (calculated automatically from the executed take-off quantities), and remains writable for standalone tasks. There is no assignee field here — it is assigned from the Gantt chart.

Deleting

The trash-bin icon (for Owner and Admin) deletes the execution task after a confirmation message, and the task's link to the Bill of Quantities item remains without an execution task. It is safer to remove it from the item's “Tasks & products” screen (Chapter 2, Section 09) so it is removed from both sides.

A new task?

Two ways: (1) The ＋ New task button at the top of the board (for Owner, Admin, and Manager) opens the dialog blank to create a standalone task whose percentage you type in manually. (2) From the Bill of Quantities: open the item → “Tasks & products” → add a task from the template — this one is linked to the take-off, so its percentage is calculated automatically (see Section 06), and it appears with “Medium” priority and no dates.

04 Gantt chart: dates and assignees

Its heading: “Timeline — a Gantt view with editable dates and assignees.” Two panes that move together: a table you type into, and a chart that draws what you typed — one day per column.

Start from “Tasks without dates”

The tasks generated from the Bill of Quantities without dates are found at the bottom of the page in the Tasks without dates section, with columns: Task · Activity · Start · Due · Days · Assignee. The page's own hint: “Enter the start first, then the due date (or the days). As soon as the two dates are valid, the task appears in the Gantt chart above.”

The table

Columns: Task · Start · Due · Days · Percentage % · Actual start · Actual finish · Assignee. The rows are grouped: 📁 Project → 🎯 Activity → Tasks. Changing the start preserves the duration and shifts the due date; changing the days recalculates the due date; the percentage by clicking the cell; the assignee from your company's employee list. The Actual start and Actual finish columns are filled automatically from the percentage; typing in them is a manual override (see Section 05).

The chart

A bar for each task from start to due, filled to its completion percentage: amber in progress, green done (100%), red overdue. A thin black bar for each activity summarizes its tasks (from the earliest start to the latest due, at a duration-weighted percentage). A vertical red line marks “Today.”

What it does not have

No dragging of bars, no dependency links between tasks, no weekly/monthly zoom, while the baseline-vs-actual comparison lives in the “Schedule Adherence” report (Section 05). All scheduling is done by typing in the table.

Export

Export to Excel: Project · Activity · Task · Start · Due · Days · Percentage · Assignee — with “(activity summary)” rows.

05 Schedule adherence: planned vs actual

A report under “Reports” titled “Schedule Adherence” answers two questions: is every task — and every responsible person — keeping to the programme frozen at project kickoff? And when will the project really finish compared with the contractual completion date? Pick the project, set the evaluation date (As of), and everything is recomputed at once.

Where the numbers come from

Schedule baseline

Every baseline version freezes the planned dates of each execution task. Confirm Project Kickoff sets the “current” version; after that it only changes when an approved variation order carries EOT days — the system then creates a new schedule baseline automatically. Before kickoff the report compares against the current planned dates and says so in a warning strip.

Actual dates

Filled automatically from the progress percentage: the start on the first progress, the finish at 100%, and cleared again if the percentage drops. For a manual override the Gantt has two columns, Actual start and Actual finish — a highlighted cell means a manual date, and clearing both returns the task to automatic. Backfilled dates of older tasks (before this feature) are estimates.

Contractual completion

From the contract completion date or the time for completion in days entered in the kickoff form (stored in the contract-terms register), plus the EOT days of approved variation orders.

Cost

Each task's assumed cost from “Cost Control” (its linked BOQ task) — used for the cash-flow impact of the deviation.

What it shows

Cards

Baseline finish · Forecast finish (± days vs baseline) · Contractual completion (original + extensions) · Forecast vs contract (red when overrun) · Schedule performance index SPI (duration-weighted actual ÷ weighted planned) · Late tasks; then badges with the task count per status.

Comparative Gantt

Two bars per task: a thin grey one = baseline, and a coloured one = actual or forecast by status (green done on time, orange done late, blue on track, amber behind, red late start, grey not started). Three vertical lines: as of (blue), baseline finish (dashed grey), contract (dashed red). A late only / all tasks toggle — large projects open on late only.

By responsible person

Per person: tasks, done, late, SPI, late days (the sum of days their tasks overrun the planned finish), and their share of deviation = their late days ÷ all late days in the project.

By task

Responsible · subcontractor · planned (start → finish) · actual · planned % · actual % · forecast finish · start Δ · finish Δ · attributed (flag) · status. The ✎ mark next to the actual dates means a manual date.

Cash-flow impact

Each task's cost is spread evenly over the days of its baseline window, then over its actual/forecast window; the table shows, per month, planned and forecast outflow, the difference (positive = spending pushed into that month) and the cumulative difference.

Attribution of the deviation (delay events)

The computation above says how much we are late; this part says why and who. Each task in the task table has a flag that opens the Delay events window: pick the task's executing subcontractor, then record per event the date, the delay days, the cause from a fixed list of codes that carry their contractual liability (employer: owner instruction, late drawings, site access, late payment · neutral: authorities, weather, force majeure · contractor: subcontractor performance, material delivery, labour, equipment, rework, planning), the party it is attributed to (subcontractor / supplier / owner / consultant / own team) with its name from the parties register, the responsible person, description and evidence (IR, NCR, letter…), the recovery action and its due date, the status (open / mitigated / closed), and a link to a variation order when an extension is claimed. The report then shows recorded delay cards split into contractor risk (LD exposure), employer risk (supports an EOT) and neutral, plus two tables: by party with each party's share of the days, and by cause with its liability — next to the responsible-person share computed from the dates.

Contract terms (time and damages)

A collapsible panel under the cards: the contract completion date or time for completion, the delay-damages basis (% of contract value per day, or a fixed amount per day), the cap (% or amount), and an override of the contract value when it differs from (priced baseline + approved VOs). Import from FIDIC contract reads the time for completion [1.1.85] and the delay damages [8.8] from the project's generated contract.

Time variance and financial impact

Per FIDIC 8.8: forecast overrun = forecast finish − revised contractual completion; damages per day; gross exposure (capped); claimable relief = employer-risk and neutral days recorded in the events but not yet covered by an approved extension; net exposure; then the back-to-back charge to subcontractors: each one's attributed days × the LD rate of its agreement, capped, so only the residual stays with the company.

What each causer must do

A table per late task: the causer (subcontractor or responsible person and the main cause), days behind, remaining %, days left to the planned finish, the required rate compared with the current one, and the action: accelerate ×N to the planned finish, start now and compress by N days, or cannot recover on this task (its finish has passed) — the same party recovers the days on its following tasks or through a formal recovery programme.

Dependencies and the critical path

The link icon next to each task name opens the Task planning window: its predecessors (finish-to-start FS, start-to-start SS, finish-to-finish FF, start-to-finish SF, with a lag in days), its successors, and its own acceleration override (the shortest possible duration and the extra cost to reach it — a subcontractor's acceleration quote, say). With dependencies in place the report computes the critical path on the remaining durations (a task in progress keeps its actual start) and marks critical tasks with a CP badge and a red outline in the Gantt; without them, the latest-finishing tasks count as critical.

Schedule compression

When the owner asks for early completion: enter the target completion and the system proposes acceleration on the critical path by time–cost trade-off — one day at a time from the cheapest critical task, recomputing the path after every step — until the target is reached or nothing more can be cut. Per task: the party, the dominant resource type (labour / equipment / subcontract / material), the acceleration method (overtime, extra plant, subcontractor acceleration, expedited delivery), the days cut, the extra cost and the new window. Cost per saved day = the task's daily assumed cost × the resource type's premium, and the maximum cut is its percentage — from your company's Crash settings (editable) unless the task overrides them with its own quote. The Fast-track option turns critical FS links into SS links with half the predecessor's duration as lag, at no cost (with rework risk). Cards: current finish, target, achievable, days saved, extra cost, and delay damages avoided with the net benefit; then the resulting cash flow by month (remaining work + acceleration cost) against the current forecast.

Export

Excel exports the task table. PDF exports the full report: the summary cards, then the colored Gantt chart as shown on screen, then the task table across pages — with the company header and the evaluation date.

06 The progress loop: how does the project card move?

This is the most important section in the chapter. Previously the progress channels were separate; now they meet on a single axis: the project's take-off item. The executed take-off quantities move the task's completion percentage automatically, and site reports are linked to the task/item — so there is no conflict between three different progress figures.

(a) Task completion percentage

For tasks generated from the take-off it is calculated automatically = the executed quantity ÷ the item's planned quantity (so the percentage field in Kanban is read-only, with the note “calculated from the take-off”). Tasks created manually with the ＋ New task button keep a manual percentage. From it are derived the task status, the “Overdue” badge (a passed due date and a percentage below 100 — it appears in real time the moment the deadline passes), then project progress = the average of its tasks' percentages, and the project status: no tasks → “No tasks,” all at 100 → “Completed,” any percentage above zero → “In progress,” otherwise “Not started.”

(b) Earned value

The same executed take-off quantities feed the earned value and the CPI/EAC indicators in “Cost control” and the S-curve in the financial dashboard. A single source for the executed quantity (the take-off) moves progress and money together — with no double-counting.

(c) Daily site reports

They are now linked to the task/take-off item (you choose the task from a list) instead of free text — a daily record attributed to the task (Section 07). It remains for documentation and does not feed the take-off quantity, to avoid duplication.

07 Daily site reports

From the Reports module (an add-on activated by the platform administrator) → the Site reports tab. Its heading: “Record the daily progress for each activity: the planned quantity vs the executed, and the value of the work completed.”

1. Click + New report — available to all company members (the site engineer, for example), while editing and deleting are for editors.
2. Fill in: Project (optional), then the Task — you choose it from the project's take-off-linked task list (and if the project has no take-off tasks yet, a text Activity field appears instead), the Date (today by default), the Planned quantity, the Executed quantity, the Unit price, and Notes — then Save report.
3. It appears in the table: the activity (with the project beneath it) · Date · Planned · Executed · Value (= executed × unit price, automatically). Later editing is for the executed quantity only, and deletion is by confirmation.

08 Site logistics, inspection, and non-conformance

Two modules that serve execution from outside the task screens.

Site logistics Owner and Admin only

Five tabs: Housing (owned or rented units, their capacity, rent, cost center, and occupants), Movements (a housing or site move, an internal transfer — planned/executed/canceled), daily on-site Attendance (generate for a day, present/absent/leave/rest/in transit), Zones (code, name, and location), and the monthly financial posting (accrual, then settlement to the cost centers).

Inspection requests and non-conformance

In the Technical office module (an add-on): the Inspection requests tab, “inspection requests for works and materials (IR/WIR) with result and status” — a request can be assigned to a BOQ item — and the Non-conformance (NCR) tab. Neither affects completion percentages, but an open NCR holds the value of the relevant works in the payment certificates until it is closed.

09 Permissions on the execution screens — and the summary

In Kanban the Viewer sees a 👁 View only — you don't have edit permissions banner, and in Gantt a line beneath the guide “View only — editing requires Manager or Supervisor permission,” with the table fields disabled. These permissions are now enforced at the database level too, not the interface alone.