A programme that survives contact with the site.
CPM on your own working calendar, durations worked out from the crew you actually have, and the day's work reported every evening against the same item you estimated. Nothing here is typed twice — it all reads the estimate you already made.
The programme and the estimate are the same file.
In most offices the estimate is one Excel and the programme is another. So the bar chart says 30 days for brickwork and nobody can tell you where 30 came from.
Here, brickwork is 120 cum because the Measurement Book says so, and it takes 15 days because you put 2 gangs on it and the gang does 4 cum a day. Change the quantity and the bar moves. Change the crew and the finish date moves.
- Durations come from the same consumption formulas that price the estimate
- Progress is weighted by value, so a ₹6 lakh item does not count the same as a ₹20,000 one
- Every activity can be reported against daily, from the office or from the site phone
- Earned value reads your real bills, invoices and payroll — not a separate cost sheet
- Works offline in a site office, on your own machine
Nine screens. One programme.
Planning, resources, the daily report, progress, cost and the site record — all reading the same items, the same quantities and the same rates.
Plan on your calendar, not on a spreadsheet's.
Set the working days once and every duration, every float and every finish date on the screen is counted in those days. This is the first step of any project — everything after it depends on it.
Your working days, your holidays
Pick Mon–Sat, Mon–Fri or all seven days, then add your holidays — one at a time, or tick them off a list of the common Indian festivals for the year.
Four link types with lead and lag
Finish-to-Start, Start-to-Start, Finish-to-Finish and Start-to-Finish, each with a lag in days, and marked as hard, soft or external logic.
Critical path and float
Float is late start minus early start. An activity with no float is on the critical path and its bar turns red. Push it by a day and the project finishes a day later.
The same window is not the same programme
A 69-day window is 60 working days on a Mon–Sat calendar and only 50 on Mon–Fri. Declare 15 August as a holiday and Mon–Sat drops to 59. That single setting decides whether your programme is honest or wishful.
Durations in working days, lag in calendar days
This distinction matters on every concrete job. Curing does not take Sunday off — the concrete cures through the weekend — but your men do not work through it. So a duration counts working days and a lag counts calendar days.
Link to brickwork FS + 7 days (cure)
Curing runs 20 Aug → 26 Aug (calendar days)
Next working day Thu 27 Aug — brickwork starts
Sundays and holidays inside the cure window are still cure days. The app counts them, then lands the successor on the next day the site actually works.
| Activity | Days | Logic | Start | Finish |
|---|---|---|---|---|
| Excavation | 5 | — | Mon 3 Aug | Fri 7 Aug |
| PCC | 5 | FS | Sat 8 Aug | Thu 13 Aug |
| RCC M25 | 5 | FS | Fri 14 Aug | Wed 19 Aug |
| Brickwork | 30 | FS +7d | Thu 27 Aug | Wed 30 Sep |
| Plaster | 25 | FS | Thu 1 Oct | Thu 29 Oct |
That red warning is the point of planning. Now you can shorten it: put a second gang on brickwork (30 days becomes 15) and a third on plaster (25 becomes 17), and the finish lands on 2 October with eight days in hand for a monsoon week.
Four things a planner needs, that most software makes hard
Milestones are cut by money, not by guesswork: ₹12,00,000 over 60 working days is a run-rate of ₹20,000 a day, so a ₹9,00,000 structure stage is given 45 days.
Duration is a decision you make, not a number you guess.
Every activity carries one formula, and it works in both directions. Type the crew and get the days. Type the days and get the crew you must mobilise.
Crew size = Quantity ÷ (Output × Duration)
Output = gang size ÷ man-days per unit
The output is not something you invent. It comes from the same consumption formula that gives cement and sand for that item — the one your estimate already used. Press the ƒ button beside the output and the app shows you the gang it built and the norm it came from.
Norm 0.10 man-days per sqm
1 gang 1 mason + 1 mazdoor = 2 persons
Output 2 ÷ 0.10 = 20 sqm per gang per day
With 2 gangs 1,000 ÷ (20 × 2) = 25 working days, 4 persons on site
Put a third gang on it and it becomes 17 days. That is how a planner buys back a slipped date — by choosing crews until the arithmetic lands where the contract needs it.
Demand against what you actually have
The histogram is drawn in people, not gangs — two gangs of two put four men on site. Read it week by week or day by day, as one total or stacked by trade, with a lighter twin bar beside each trade showing the crew you have available.
The green line over it is the real headcount from the labour muster, so plan and reality sit on the same chart.
| Column | Read it as |
|---|---|
| Required | What the next working day needs — plan tomorrow's mobilisation from this |
| Min / day | The lightest remaining day that still needs this trade |
| Avg / day | The typical day, counted only over the days that trade's own work runs |
| Peak | The heaviest day left in the programme |
| Allocated | How many are actually on site, and what they cost a day |
| Status | short matched surplus |
A painter is averaged over his painting days, never over the whole schedule — so painters allocated for December never make August look over-loaded.
Three ways out of an over-loaded week — and you see the answer before you commit
Level inside float
Delays non-critical activities later within their own float, in whole working days, keeping each activity's length. The project finish date does not move, critical work is not touched, and neither is anything already started or under a deadline.
Extend the finish
When float is not enough, the app says so and offers this instead of pretending. It moves work past its float, pins it, re-runs the whole schedule so every successor follows — and shows you the new completion date before anything is written.
Crash with spare crew
If the allocation table shows more crew than the schedule is using, spend it. One gang at a time on whichever critical activity gains the most days, re-planning after each step, and stopping the moment the finish stops improving.
Staff salaries, month by month
Put your site engineers, supervisors and incharge on the project from the Team Members list, with the salary this project carries. Salaries accrue by calendar day, because you pay on Sundays too: ₹60,000 a month from 16 August books ₹30,968 for August — sixteen of its thirty-one days.
The same person on two sites? Put half the salary on each. The name, designation and salary are copied onto the row, so removing someone from the master list later never rewrites last year's cost.
Site expenses that are nobody else's line
Site office rent, transport, JCB diesel, repairs, safety. An expense with a period spreads evenly across its calendar days — ₹30,000 of rent over a 30-day month books ₹1,000 a day, so by the 10th it has cost you ₹10,000.
Material cost is never typed here — it books from the inward invoice. Contractor cost books from RA bills, and your own labour from the attendance payroll. Every rupee enters once.
Three ways to record progress. One number comes out.
Different people prove work in different ways. A supervisor ticks it, a site engineer files the day's quantity, a QS clicks the pockets he has measured on the drawing. All three feed the same item.
Tick the item
Not Started, In Progress, Completed or On Hold. Completed forces that item to 100%. Click the pill again and it clears — the measured number comes straight back.
Let the daily report drive it
Executed quantity divided by required quantity. 60 of 120 cum of brickwork is 50%, with no one typing a percentage anywhere. A report still in draft counts as zero.
Click the shape on the drawing
Open the take-off in completion mode and tick the shapes that are built. Progress becomes the value of the ticked shapes over the value of all of them.
The highest honest number wins
= max(daily report, drawing, manual) otherwise
The manual box is only a floor, never a ceiling. If the daily reports say 60% and someone types 40, the item still reads 60. Type 70 and it reads 70. Nobody can quietly pull a number down.
Ticking three of eight slab pockets on a drawing earns you the value of those three — not a flat 37.5% of the item. Big pockets and small pockets are not the same work.
Rolled up by value, never by item count
Counting items finished is how a project reports 70% complete and 30% billed. Here the weight of an item is quantity × rate, so the numbers agree with the money.
Block A 20,000 + 80,000 + 3,00,000 + 3,00,000
Value earned ₹7,00,000 of a ₹12,00,000 job
Overall 7,00,000 ÷ 12,00,000 = 58.3%
Four items complete and brickwork half done — five items of five touched, but 58.3% of the money earned. That is the number worth reporting.
Plan it once. Then report it every evening, against the same item.
A daily report here is not a diary entry. You pick the measurement item the estimate already holds, and the row opens with what is required, what has been executed and what is left. Type today's figure and the balance moves as you type.
| Item | Required | Done | Today | Balance |
|---|---|---|---|---|
| Footing concrete M25 | 120 cum | 45 | 18 | 57 cum |
Because the row is the estimated item and not a line of free text, the app can check the day against the measurement. Push the quantity past what was measured and a variation line opens by itself and asks for the reason — extra work never slips in silently, and an approved change order writes the extra quantity straight back into the estimate.
Open yesterday's report to correct it and Executed to date reads 45, not 63: the report you are editing is left out of its own total, so a correction can never double-count the day.
- Manpower by trade, machinery by hours, materials received and consumed
- Hindrances with hours lost, weather and shift times
- Photos with captions — from the phone they carry latitude, longitude and time burnt into the image
- Billed to a contractor or to the client, decided on the report itself
- Draft, then submitted, then approved — a draft is worth nothing to progress, to the score or to the bill
- A printable A4 sheet the client's representative can sign
One entry. Four screens move.
Because the quantity is attached to the estimated item, nobody has to carry it anywhere. Each of these four reads the same 18 cum.
A week on site, in the app.
None of this works if the site has to do extra paperwork for the software. So the site does what it already does — the muster, the day's quantity, the inspection before the pour — and the programme, the bill and the reconciliation build themselves out of it.
The site team records all of it on the phone. It works with no signal and syncs when it finds one.
The delay, expressed in rupees.
"We are about two weeks behind" is not a number anybody can act on. Earned value turns the same situation into a rupee figure, a pair of indices, and a forecast of what the job will finally cost.
| Term | What it is | Where it comes from |
|---|---|---|
| BAC | Budget at completion | Σ quantity × rate, from the estimate |
| PV | Planned value | Each item's value spread over its planned window |
| EV | Earned value | Effective % × item value, dated from the daily reports |
| AC | Actual cost | Contractor RA bills + material inward + payroll + overhead + site expenses |
| CPI | Cost index | EV ÷ AC — below 1 means you are over-spending |
| SPI | Schedule index | EV ÷ PV — below 1 means you are behind |
| EAC | Forecast at completion | BAC ÷ CPI — what the job will really cost |
| ETC | Still to spend | EAC − AC |
Actual cost is always built from the real documents you already entered — the inward invoices, the RA bills, the payroll and the expenses. Marking work as a contractor's scope changes what is shown as your cost; it never changes what actual cost is made of, so nothing is counted twice and nothing vanishes because a switch was set wrong.
Block A, on 30 September
PV = 20,000 + 80,000 + 3,00,000 + 6,00,000 + 1,14,286
= ₹11,14,286
Site says four items done, plaster 300 of 1,000 sqm
EV = ₹10,60,000
Bills 9,50,000 + material 1,80,000 + payroll 90,000
AC = ₹12,20,000
CPI = 10,60,000 ÷ 12,20,000 = 0.87
SPI = 10,60,000 ÷ 11,14,286 = 0.95
EAC = 12,00,000 ÷ 0.87 = ₹13,81,132
In one sentence: a ₹12 lakh job is heading for ₹13.81 lakh — an over-run of ₹1.81 lakh — and we are slightly behind as well. Both indices below 1 means you escalate now, not at the next monthly review.
Reading the S-curve in four lines
Pick a saved baseline as the planned line and the schedule index measures real drift. Measure against a schedule you re-planned last week and it will always flatter you by reading 1.00.
The muster on site becomes the wage bill in the office.
Mark present, half day or absent for every labour, day by day, on the site phone or on the desk. Office staff mark their own in and out. At month end the register is already made — nobody sits with a diary and a calculator on the 1st.
The same muster draws the green line on the resource chart, so the crew you planned and the crew that actually turned up are on one picture.
- Month-wise or week-wise payroll register, as PDF or Excel
- One labour's own sheet — every day he worked and how his wage was worked out
- Overtime paid at the hourly rate derived from his daily wage
- Labour payroll feeds actual cost, so earned value counts your own men too
Half day 2 days
Overtime 10 hours
Effective 20 + (0.5 × 2) = 21 days
Basic 21 × 700 = ₹14,700
OT rate 700 ÷ 8 = ₹87.50 per hour
Overtime pay 10 × 87.50 = ₹875
Total payable ₹15,575
A row with no mark at all is not saved. An unmarked labour is simply missing from that day's muster — he is never quietly recorded as absent.
Quality and material each get a page of their own.
Both of them begin with the day you have just read about — the pour that has to be inspected before it is covered, and the cement it ate. Both are big enough to deserve their own screen, so here is the short version and the door.
84 checklists, and a hold point that stops the work.
Every trade already has its checklist, split into what to check before the work, during it and after it, with the IS code and the acceptance limit printed on each line. A hold point is work that must not be covered until someone clears it, and it shows at every depth of checklist — you cannot lose it by choosing a shorter list. The whole library reads in English or in Hinglish, so "correct grade and size" becomes "sahi grade aur size" while the code, the grade and the tolerance stay exactly as they are. Approving the quality and releasing the work for billing are two separate clicks.
The quality module in fullFrom what the estimate needs, to the bag that is missing.
The programme knows when each activity starts and the estimate knows what it consumes, so the app can give you the last safe date to order: need-by minus the lead time. From there it is one approved chain — indent, quotation comparison, purchase order, receiving at the gate, store issue and the vendor bill.
At the end of that chain sits the reconciliation: what the billed work should have eaten, what the store received, what is still lying on site — and the wastage above your own permissible percentage, priced in rupees. Three of those four numbers already exist. Only the site stock has to be counted and typed.
This screen shows nothing until the estimate exists.
That is deliberate. Project Control is not a place to type a plan — it is a place to read one. Five things have to be in the estimate first, and our engineer sets all five up with you.
How the setup visit worksA programme is not a picture of dates. It is a set of decisions about crews, sequence and money — and the software's job is to show you what each decision costs before you commit to it.
Bring us a job that is running late.
Thirty minutes on a call. We will plan it on your working calendar, with your crews, and show you the finish date and what it costs to pull it back.