Forward and backward pass CPM with all four dependency types and lags, baselines you can vary against, resource levelling and earned value computed from actuals.
If the engine cannot reproduce a Primavera critical path on the same network, it is not a scheduling engine — that is the bar this is built to.
A true critical-path-method scheduling engine - task dependencies with lead and lag, constraint types, calendars, and automatic forward and backward pass calculation.
The distinction that matters: a Gantt chart is a picture, CPM is an engine.
Identifying the longest dependent path determining the finish date, and calculating total and free float for every activity.
Float tells you where you can absorb delay for free and where you cannot.
Capturing an approved snapshot of schedule, cost and scope, retaining multiple baselines over time, and reporting actual and forecast against the baseline.
Without a baseline there is no such thing as a variance, and without variance there is no performance measurement.
Reusable project templates carrying pre-built WBS, lifecycle gates, RAID starters, document requirements, roles and reporting - so every project of a given type starts governed.
This is how a documented methodology becomes actual practice.
Storing project documents with version history, check-in and check-out, approval workflow, controlled distribution and retention.
Directly relevant to the document-versioning and withdrawn-document governance problem in your own process suite.
Budget, committed cost, actual cost and forecast at project and task level, covering labour, non-labour, capital and expense, with variance reporting.
Committed cost is the field most tools omit and the one that matters most.
Native calculation of planned value, earned value and actual cost, producing CPI, SPI, EAC, ETC, VAC and TCPI from the schedule and cost data.
EVM is the objective performance measure, integrating scope, schedule and cost into one signal.
Capturing actual effort against tasks, projects or cost codes, with submission, approval workflow, and feeding actual cost and progress calculations.
Actual effort is the input to actual cost, to EVM and to future estimating accuracy.
A hierarchical work breakdown structure with unlimited levels, summary and detail tasks, WBS coding, and roll-up of effort, cost and progress from leaf tasks upward.
The WBS is the structural backbone of a project plan and the basis for estimating, costing and progress measurement.
Assigning named people or generic roles to tasks with effort and availability, detecting over-allocation, and levelling or smoothing the schedule to resolve conflicts.
Over-allocation is the silent killer of project plans.
Structured risk and issue registers with probability, impact, scoring, mitigation and contingency actions, owners, due dates and escalation.
The register is the working tool of project risk management and the primary audit artefact.
Native mobile apps allowing status update, timesheet entry, approval, document access and dashboard viewing away from a desk, ideally with offline capability.
Essential where delivery happens in the field - meter installation crews, site engineers, regional managers.
Every capability above states the lowest plan that includes it. Nothing here is an add-on and nothing is metered.
The full matrix shows all 71 capabilities and the lowest plan that includes each one.
