A project that knows what it cost.

The project is going well. Until someone asks about the margin.

The tasks sit in a project tool, the hours in time tracking, the supplier invoices in accounting and the quote in a PDF somewhere in an email thread. Each source is correct on its own. Whether the project made money still gets answered by nobody before month-end, because the answer only exists once somebody merges three exports into a spreadsheet. By the time it arrives, half the cost has already been incurred.

The variance you see in month three instead of month five.

Work it out with your own numbers. The effort that certainly disappears is the monthly merge of time tracking, accounting and the project tool, usually half a day to a full day each month for whoever does it. The bigger effect is elsewhere: a budget variance that becomes visible in the third month rather than the fifth is still negotiable. What that is worth depends on your project size, but anyone who has ever raised a change order too late already knows the answer.

Who this is built for.

Projects and tasks is built for Swiss B2B companies with five to fifty employees that work job by job: trades and construction, engineering and planning offices, plant and machine building, IT and consulting services. The typical case is a piece of work that runs for weeks or months, with several people booking hours against it, and with material, subcontracted work and change orders coming on top.

It pays off most for anyone working against a quote that was signed before the first move. There the margin is not decided at the end, but in the week when an extra service is promised. The longer a project runs and the more hands are on it, the more a continuously calculated figure carries.

What managing directors and project leads ask first.

We run projects in Excel and a task board today. What actually changes?

The tasks look much the same, the difference is underneath: hours, supplier invoices and the quote hang off the same project. The question of where a project stands therefore answers itself where the work happens, instead of at month-end in a separate spreadsheet. Anyone who hands out tasks today and recalculates at month-end will in future only do the first part by hand.

How do live projects get in without us re-entering everything?

Through a CSV file with project name, customer and tasks, plus the budget from the quote as a figure. For the past, one sum per project of hours already worked and costs already incurred is enough; from your cut-off date everything runs along. Planned against spent therefore stands from day one, even for a project that has been running for months.

Where do the actual costs come from, and how current are they?

From three sources that arise anyway: recorded hours at the stored rate, supplier invoices that are assigned to a project when they are captured, and expenses from the receipt. The figure updates as soon as one of these entries is approved, and not only at the month-end close. Ask about the variance on a Tuesday and you get Tuesday's figure.

Do our people have to record hours twice, once for the project and once for payroll?

No. An hour is recorded once, with project and activity, and is used onwards from there: in the budget comparison, in the billing to the customer and in payroll processing. It can be recorded at the desk, on the phone or dictated after the appointment. Later corrections stay traceable, with person and timestamp.

Where is our project and customer data, and what about the revFADP?

Your data is hosted in Switzerland. Before anything is sent to an external AI model, our Sensitive Data Guard masks or blocks personal, contract and financial data, only the released, non-identifying content is forwarded, under no-training agreements. Hosting is in Hostpoint's ISO 27001-certified data centres, and our own security processes are aligned with ISO 27001.

Does everyone see the budget and the hourly rates?

Not necessarily. Visibility can be set per role: the project lead sees budget, variance and rates, employees see their tasks and their own hours, management sees everything. A project can therefore be shared with external staff without disclosing the costing. Every change is in the audit chain, traceable with person and timestamp.

Does it work on the move, on site or at the customer's?

Yes. The task list, the deadline, the owner and the current budget figure look the same on a phone as at the desk. Recording an hour, attaching a photo of the delivery note or ticking off a task is one step each. Whatever is captured on site hangs on the right project immediately, without anyone re-entering it in the evening.

What happens when a project goes over budget?

The variance becomes visible as soon as it arises, together with the item causing it: too many hours on one line, subcontracted work above the assumption, a change order without a quote. From it, a change-order quote can be produced with the same line items and the same customer. It is only sent once you have checked and approved it.