Flowr connects the whole control lifecycle onto one project record. The plan knows what the timesheets said; the budget knows what the plan committed to; the report is produced from both.
One connected journey. One source of truth.
A project begins with a rationale, expected benefits and a decision basis. Flowr snapshots that at approval, so at closure you can compare what you promised with what you delivered rather than remembering it.
Every project records who is sponsor, business owner, assurance. Fifteen PRINCE2 and PMI roles ship with Flowr, and you can add your own.
Naming someone assurance lets them see the project. It does not let them edit, approve or administer anything. That stays with their access role.
Delivery splits into controlled stages with approval points, taken from an organisation template rather than invented per project.
The business case as approved survives the project, so the closure review has something to review.
Warning and critical are separate numbers, because deciding to watch something and deciding to stop it are separate decisions. Flowr measures every project against the same two.
Which stages need a decision before work continues is part of the template, not a convention people remember.
Registers with impact, likelihood, ownership and escalation, scored on a matrix your organisation sets.
Take a baseline and Flowr prices the plan behind it from the allocations and the rates in force, then freezes the figure. Correcting a rate next year cannot restate what you committed to.
The €139,524 in that footer is the same plan priced, and it is where the cost baseline comes from. Schedule drift and cost variance are then measured against one another rather than estimated separately.
Flowr watches the gap between what a project reports and what its own data says. At week 15 the demo project reports 66% of the work complete while 94% of the planned effort has been spent — a 28-point gap that opened in week 10 and that nobody wrote down.
Submitting a week counts its hours as actual cost. You are not waiting on an approval queue to find out what a project has spent. Approving records who checked and never moves the total.
Every flag comes with the numbers behind it: which task, how many hours, how big the gap. You can check it yourself before you act on it.
When Flowr flags something you either say why it is fine or you fix it. Either way your answer is on the record, and the flag stays until one of those happens.
The signal raises the question. It does not set the RAG — a person still decides what the project's status is.
Approved budget, actual cost, estimate to complete and estimate at completion in one model — and two variances, because over the plan and over the budget are different problems.
Every change records who approved it outside Flowr, on what date, against which reference. Nothing is overwritten.
Take a baseline and Flowr prices the plan behind it, then freezes the figure.
Numbers and snapshot captured at close, uneditable after. Reopening is recorded, and the figure reported before it stays visible, marked superseded.
Work Flowr cannot price is reported as exposure rather than quietly priced at nothing.
Scope, budget, planning, resources and quality each carry their own rating and their own paragraph, with the previous period beside the current one so a project cannot slip from amber to green to amber unnoticed.
It still concludes that delivery is on plan, because that part is a judgement and not a measurement. Flowr makes the measurement too, and puts them side by side rather than letting one stand in for the other.
Every project’s own figures, rolled up without being re-keyed. Nothing here is entered a second time.
Flowr Assist drafts status commentary from the project record and lists what it used. It will also argue against its own draft when the evidence is thin.
Accept, edit or regenerate. A suggestion is stored only once somebody accepts it into a report, at which point it is that person's text.
An administrator can switch AI off for the organisation, after which no AI request can be made.
A governed checklist, sign-off and handover, then a lessons library the next project can actually read — with the business case still there to compare against.