With teamspace you plan and control your project finances in one place.

Project finance covers both costs and expenses and services and revenue. To plan these figures and reconcile them, teamspace now gives you even more options.

Base values reflect the original plan data of your project, namely for revenue, expenses, project times and billable times.

With base values you can compare the originally planned expenses of your project with the purchase orders already placed and the expenses that have actually arisen as incoming invoices. At a glance you get several important pieces of information:

You can carry out this analysis in the same way for revenue. You see which planned revenue the project is intended to generate overall, what amount exists in the form of orders and which receivables you have already actually issued through invoices. This answers several questions:

Every billable time entry knows not only its assigned order position but also the revenue it is expected to generate. Two key insights follow from this.

First, you spot at a glance the time entries in your project that are not assigned to an order position. This is helpful whenever the time should really be billed by effort but the assignment was simply forgotten, or no suitable order position exists. In this way you discover, so to speak, hard cash that is just waiting to be billed.

Second, you can monitor monetary effort budgets granted via an order. Suppose a customer orders a consulting service worth €10,000. It is billed by effort across a junior and a senior consultant with different hourly rates. The effort-revenue view now lets you read off what share of the budget you have already consumed on the basis of the booked time, and that before you issue the invoice.

If plan data changes over time, you can adjust it on the order and, if you wish, transfer it into the project automatically. The original data is preserved as the base value and can be reconciled for controlling purposes.

The synchronisation can be applied, like the base values, to planned times as well as income and expenses. If you change the hour quota of an effort position from ten to twelve hours, for example, the plan budget of the assigned work package (or sub-project) updates to twelve hours accordingly. If you wish, general price positions can also be converted and synchronised via an hourly rate that can be defined freely within the project.

If you would like to go deeper into individual areas, these pages take you further: