Before the decision the maths is careful: business case, payback, scenarios. After approval the maths disappears into a slide deck. Costs run in the ERP, progress in the project, the expected effect in the plan — and nobody asks whether it materialised, because the baseline can no longer be found.
A business case in a file, an approval in minutes. The baseline is not frozen.
Commitment and actual cost run in the ERP and the project. They meet in a report.
The expected benefit sits in the plan. How much of it materialised is rarely set against the baseline.
The data is usually there. It just takes effect in different systems at different times.
Four steps, and the same cross-functional capabilities across every one of them.
Every module is a standalone entry point. This chain shows what comes together once several of them run on the same finance data model.
In active development
Holds the investment as an object: the approved envelope, the commitment, actual cost and the frozen baseline of the decision.
In active development
Where the investment is a project, progress, actual cost and estimate to complete arrive on the same object.
In active development
The expected effect on contribution and margin, set against how it actually developed.
In active development
The baseline is a plan version. Variances stay explainable because the version is kept.
In active development
Capitalisation, depreciation and accrual follow the record and carry its basis.
Continue, adjust, cut or stop — inside the authority that applies to this envelope and this entity. The decision stays on the investment object, together with the basis it was taken on.
Capitalisation, depreciation and posting stay there. FinanceOS runs decision, baseline and effect above them.
Progress and effort are created there. FinanceOS takes the financially relevant fields.
The same baseline-and-evidence logic applies to acquisitions. They are not the subject of this page.
What is not marked, we do not claim. The full state per capability is on the module pages and under what we can evidence today.
The maths before the decision stays where you do it today. This chain starts at approval: it freezes the baseline, runs commitment and actual cost against it, and makes realisation recalculable.
The assumptions behind the decision are kept as a plan version and are not overwritten when the plan is rolled forward. Only then is a variance explainable later.
The logic is the same, the subject matter is not. We do not set it out here — what is on this page applies to investments and projects.
Bring this case as it looks in your organisation. We work through it on your example and say where a common finance layer holds and where it does not.