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Zemerc
Deliver · Project Delivery & Controls

Govern the project. See delivery clearly.

Cost, interfaces and delivery governance held on one project record, from portfolio view to stage gate.

Request a demoHow the record moves
3
Applications
5
Stages in the flow
Why this area

One version of project truth

Cost, interfaces and delivery governance held on one project record, from portfolio view to stage gate.

  • One version of project truth

    Estimate, budget, commitment, actual and forecast sit in one financial chain rather than in reconciled spreadsheets.

  • Gates read the record

    Stage gates and delivery health are read from the workspaces that hold the work, not declared in a status report.

  • Interfaces owed, not assumed

    What one party owes another on a capital project is registered, agreed and closed on evidence.

How the work moves

5 stages, each owned by an application.

Every stage is a working part of a Zemerc application today, and each application runs on its own. An operating area is how they are bought, not a bundle they have to be bought in.

Portfolio
Project workspace
Cost chain
Interfaces
Stage gate
Stage 1 of 5PDMS
Portfolio

Every project in one governed view.

Inside the application

PDMS: Project Delivery Management System

Integrated delivery governance: portfolio, project workspaces and stage gates.

The PDMS executive workspace: active projects, controlled documents, critical and high risks and portfolio health across scored projects, with what needs attention ranked by the condition behind it rather than by size, the portfolio condition split across good, watch, concern, critical and could-not-be-scored, and discipline posture across schedule, progress, cost, construction, engineering, governance, procurement and readiness

Portfolio health is scored across the estate, and a project that cannot be scored is named as unscoreable rather than dropped from the average.

  • Health that names its exclusions
    Portfolio health is scored across projects, and the ones that cannot be scored are listed rather than quietly left out of the average.
  • Forecast, or an honest refusal
    A completion forecast is projected from observed run-rate with a countable spread, and refused where the history will not support one.
  • Registers reported on their upkeep
    Risk registers with no review cadence, reviews past their date and escalations unacknowledged are reported as their own figures.
How the record moves

One delivery record, read by three applications.

Delivery governance, cost control and interface management are separate disciplines with separate owners. They fail together when each keeps its own copy of the project.

  1. Delivery governance
    Cost

    A stage gate reads the cost position rather than a reported summary of it

  2. Interfaces
    Delivery governance

    An unresolved interface surfaces as a constraint on the gate it blocks

  3. Cost
    Contracts

    A commitment becomes a contractual obligation with certification behind it

Site · the gate decision

Bring one project. We will show its delivery record.

A stage gate is taken by people standing in front of the work, against the evidence the workspaces hold rather than a status somebody typed the night before.

  • Governed cost record; BCMS keeps the whole financial chain in one place, with earned value derived from it.
  • Standalone applications; PDMS, BCMS and IFMS each run on their own; a project can start with one.
  • Traceable decisions; Interface decisions and their supersession are kept, so the history is auditable.
Between the parties

Capital projects fail at the boundary, not inside a company.

Engineering and contractual interface failures commonly arise where accountability is assumed rather than defined. IFMS numbers each interface, identifies accountable parties on both sides and measures closure against the agreed required-by date.

  • Technical, organisational, contractual and stakeholder interfaces in one register
  • Under review held apart from open, so waiting on somebody is visible
  • Performance reported per responsible organisation, not only per project
IFMS application page
The applications

3 applications, each operable on its own.

Adopt one and it works. Adopt the area and the records line up. No application here depends on another to run.

Project office · delivery review

Where this area is actually worked.

The portfolio review reads the same record the project team updates, which is what makes a recovery conversation about the work rather than about whose spreadsheet is right.

  • Office and site; operate from the same governed project record, so the position reviewed by the project office is derived from the records updated by the delivery team.
Questions we are asked

Before the first working session.

  • Which applications belong here?

    PDMS for delivery governance, BCMS for budget and cost, IFMS for interfaces. Contracts (CMS) sit in supply chain but pair closely.

  • Can they be deployed independently?

    Yes. Each is a standalone application. BCMS is a common first step for cost control.

  • Do they work together?

    Where records genuinely relate: commitments and payment certification connect BCMS and CMS; PDMS gates read the workspace records.

  • Governed cost record

    BCMS keeps the whole financial chain in one place, with earned value derived from it.

  • Standalone applications

    PDMS, BCMS and IFMS each run on their own; a project can start with one.

  • Traceable decisions

    Interface decisions and their supersession are kept, so the history is auditable.

  • Office and site

    operate from the same governed project record, so the position reviewed by the project office is derived from the records updated by the delivery team.

PDMS

Bring one project. We will show its delivery record

A working session on your portfolio, a live project or a cost baseline.

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