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Title: METHOD: Proposal plans - Assignments - Reforecasting from Assignments

Brief description:

This method is a combination of multiple scenarios and may be used if:

  • You want to do Bid and Proposal Planning in Unanet but don't need to roll that proposal work into the forecast on actual projects.
  • You use assignments to authorize people to charge time in Unanet.
  • You only replan if additional money is added or authorized changes made.

What’s covered in this document:


  • Two projects are utilized: this method puts plans on a separate Proposal project. Once the work is awarded, a new project is created. There are ultimately two projects, one which captures the original proposal concept, and the other which captures the actual work. (This also allows capture of original Fee % and Billing Type in the event that those change prior to or during the Award phase.)
  • Schedule Type "Plans" for TBD and real labor and expense are used.
  • Probability Percent may be used to weigh the impact of the plans.
  • Plans may be locked.
  • Assignments are generated from Plans.
  • Probability percent updated to 100% if used.
  • Plans are only edited if money is added.
  • Periodic (timesheet period) metric monitoring is used to determine if rebalancing is required.
  • Rebalancing (edits to assignments) is performed if the metrics indicate the projects are outside the threshold bounds for three factors: revenue (-500 through 2500), profitability (bill rates on TM, certain % profitability), and labor category allocation (contract language e.g., 10% labor allocation variance).
  • Reporting is either on plans alone, plans stacked with actuals, or a blend of actuals/assignments.
    • Portfolio reports are run on Actuals through prior time period end date and on Schedule Type "Budgets" for the forecast.
    • Backlog:
      • Planned - BOT-EOT Plans against Funded Value - how much have we not planned - may run this during project to see what we thought we were going to do.
      • Current - Actuals only - what do we have left to spend - Total Budget or Funded Value less Actuals (CSSR only on Actuals).
      • Future - the unallocated amount based on actuals and future assignments. This should always be zero.


  • If you are willing and interested in planning and rebalancing (reforecasting).
  • If you have a need to capture the original billing type, fee calculation, etc.
  • If you have struggled with At Risk conditions, struggled to forecast money and people, or have left money on the table (couldn't spend every dollar given). CP manages to revenue, TM to allocation, FP to profitability.
  • If you don't need to forecast in a blended view your proposal projects and your active projects.


Budgeting by TBD

Multiple Plan Sets


Proposal phase 

  • A separate proposal project is initiated.
  • The Initial Plan is developed including TBD resources to represent a best case scenario.

Award Phase (once contract has been signed) 

Initial steps

Assignments are generated from the initial plan, with Allow To Exceed off. When the timesheet red message appears that a person has overcharged, that person contacts the PM. PM then identifies whether it is appropriate to allow to exceed, or to bump the assignment budget up a few hours in order to still have a threshold of control. This is done in the Assignment grid.

Ongoing steps

  • Plans are only edited if money is added, or if we lose a team member, or other authorized changes.
  • On a regular basis, check actuals through previous period (after timesheet close/dilution) plus ASSIGNMENTS.

Additional Information

KC - Quick Topic (SUCCESS PACKAGE) - Timesheet periods and Fiscal weeks

KC - Resource Management

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