Project Forecasting, Capacity and Financial Control

The challenge

Project information was distributed across Jira tickets, worklogs, supplier references, purchase orders, and financial classifications. Traditional status reporting could describe what had already happened, but managers also needed to understand what a scope change meant for remaining effort, available capacity, financial exposure, and the forecast deadline. The real requirement was not another static dashboard; it was a traceable model that connected delivery progress with the decisions required next.

My role

I worked across business analysis, data-model design, Power BI development, forecasting logic, financial-control rules, PMO reporting, and stakeholder coordination to turn fragmented delivery data into a usable portfolio decision model.

Delivery approach

1. 1Defined the management questions first: project status, estimates versus actual effort, remaining work, capacity, supplier exposure, risks, ownership, and upcoming decisions.
2. 2Structured Jira ticket and epic data through a shared issue dimension, connected worklogs to actual effort, and integrated supplier and financial references into the reporting model.
3. 3Created CAPEX/OPEX control logic covering project and supplier cost calculation, monthly financial grouping, budget utilisation, and traceable exception handling.
4. 4Added measures for variance, burn, remaining work, burndown, delivery pace, and forecast completion.
5. 5Extended the model with scenario calculations: when scope changes, it can show the capacity adjustment required to preserve the deadline or the revised deadline required when capacity remains fixed.
6. 6Developed the wider portfolio-data architecture around SharePoint Lists, Power Automate, structured data exchange, authentication considerations, and Power BI integration.

Business value

• Created a working forecasting model under active development rather than a retrospective status report
• Connected project progress, estimates, actual effort, capacity, financial exposure, risks, dependencies, ownership, and actions
• Turned scope changes into explicit capacity-or-deadline management decisions
• Provided project, supplier, CAPEX/OPEX, monthly, and budget-utilisation views from traceable source data
• Made missing data, conflicting references, and financial exceptions visible for correction
• Established a stronger foundation for portfolio review, resource planning, and executive delivery governance