Requirements, a priced study, a project that carries the scope, tasks, materials bought against the job, and the margin it actually made.
48 étapes
Le parcours complet, sans commentaire audio.
A cold store wants its building insulated. Nobody can price that from a catalogue.

Mona Saleh at TRN-Horus Cold Storage.


Before any price: what exactly are we being asked to deliver, and how will we know it is done.
Requirements, assumptions, what the client must provide, and the estimate — in one place.

Fixed price for a scope like this — the customer wants a number, not an hourly rate.

450 EGP an hour here. Even on a fixed price, the offer is built from hours × rate — leave it blank and every line prices at zero.



"Survey the cold store and produce the insulation drawings"

Acceptance criteria, one per line. This is what protects you at handover.

Must / Should / Could. The customer sees which is which before they sign.

Best case, likely, worst case. The system weights them — a single number is a guess dressed up.



"Supply and install 50mm PU panels to walls and ceiling"

Acceptance criteria, one per line. This is what protects you at handover.

Must / Should / Could. The customer sees which is which before they sign.

Best case, likely, worst case. The system weights them — a single number is a guess dressed up.


Write it down now. A late site access is the commonest reason a job slips.

The scope is approved and frozen first — so the price is for something both sides have read.
Your own sign-off that the study is complete enough to price.

The offer is built FROM the requirements — the customer prices the thing they read.

Each requirement is a line, priced from its estimated hours.

Same as any offer: a private link, emailed to them.

Same private link as any other offer — no login for them.
Acceptance is what lets the work start — and it is on the record.

One press carries the requirements, their acceptance criteria and their estimates across.

Phases, a board, and every requirement — numbered, with its criteria and hours.

The board is how the work moves. Each card is somebody's next job.
Start with the survey — it is what the first requirement asks for.


This is the link that lets you prove at handover that every requirement was delivered.

An unassigned task belongs to nobody, and nobody chases it.


Drag it between stages as the work moves, or open it to log time against it.

A purchase booked to the project is what makes the job cost real at the end.


This one field is the difference between a cost you can explain and one you cannot.

Aluminium facing foil for the panels: 500 rolls at 120 EGP.

60,000 EGP — over the limit again, so it waits for two signatures, exactly as before.

Revenue, cost and margin for this job — from the documents, not from a spreadsheet.
Materials, staff time and purchases against this project, beside what it was quoted at.

A project of this size is signed. The contract carries the scope and the payment terms from the offer.
Built from the accepted offer, so the contract cannot say something the customer never agreed.

Its value, its dates and the project it belongs to — all carried over.

The offer said 50% on acceptance. That is what you bill now.

Same as any invoice: the amount, and how the money arrived.


A bank transfer again — so it lands in the Bank account, not the till.


Posting turns the documents into entries. Nothing is retyped.

Every entry names the document behind it, so an accountant can follow any figure back.

Enregistré sur un espace de démonstration. Les chiffres sont fictifs, les écrans sont réels.