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Financial calculations

Scopra uses project setup, timesheets, overtime, budgets, and invoices to calculate the financial figures you see across projects, clients, billing, and reports.

How to read this article

Each section explains what the figure means, then shows the calculation Scopra uses.

Pricing model matters throughout:

T&M projects calculate revenue from billable time and the project rate card.
Fixed price projects use the agreed project budget as the revenue value.
Non-client work follows the fixed price approach, but Scopra tracks delivery cost rather than client revenue.

Project summary tab

The Summary tab on a project shows the main financial figures for that project in one place.

You only see financial summary cards if your role can view project financials.

Project budget

Project budget shows the approved project budget that Scopra uses for financial calculations.

Project budget = usable budget

If the project has contingency, this value may be lower than the headline project budget because Scopra removes contingency when calculating usable budget.

Forecast revenue

Forecast revenue shows expected revenue across approved, submitted, and draft work.

Forecast revenue = approved revenue
  + submitted revenue
  + questioned revenue
  + draft revenue

The card also shows variance against budget.

Forecast revenue budget variance = forecast revenue - project budget

A positive variance means forecast revenue is above budget. A negative variance means forecast revenue is below budget.

Delivered value to date

Delivered value to date shows revenue Scopra counts as delivered so far.

Delivered value to date = invoiced revenue
  + approved uninvoiced revenue after the latest invoice date

Scopra excludes cancelled invoices from invoiced revenue.

Forecast cost

Forecast cost shows expected delivery cost for the project.

Forecast cost = approved delivery cost
  + submitted delivery cost
  + questioned delivery cost
  + draft delivery cost

The card also shows how much of the project budget has been consumed.

Consumed percentage = burned amount / project budget

Cost to date

Cost to date shows actual delivery cost from approved time and approved overtime.

Cost to date = approved timesheet delivery cost
  + approved overtime delivery cost

Forecast GP

Forecast GP shows expected gross profit using forecast revenue and forecast cost.

Forecast GP = forecast revenue - forecast cost

Forecast GP percentage = forecast GP / forecast revenue

For fixed price client work, forecast GP uses usable budget minus actual and future delivery cost.

GP to date

GP to date shows actual gross profit using delivered value to date and cost to date.

GP to date = delivered value to date - cost to date

GP to date percentage = GP to date / delivered value to date

Billed vs non-billed time

The billed vs non-billed time chart shows approved time split by billable and non-billable value.

Billed time = approved billable value
Non-billed time = approved non-billable value

Budget, burn, and project allocations

The budget, burn, and project allocations chart shows cumulative monthly values.

Budget = project budget
Burn = cumulative burned value
Project allocations = cumulative projected allocation value

Burn follows the project pricing model. T&M projects use actual revenue as burn. Fixed price and non-client work use delivery cost as burn.

GP trend

The GP trend chart shows monthly gross profit percentage against the project’s target GP threshold.

Monthly GP percentage = monthly gross profit / monthly revenue

Scheduled vs actual

The scheduled vs actual chart compares forecast values with approved actuals. You can view the chart by week or month, and switch between hours, days, revenue, and cost.

Difference = scheduled value - actual value

Selecting a period filters the resource table to that period. If no period is selected, Scopra groups the rows by resource and role across all visible periods.

Usable budget

Usable budget is the part of the project budget that Scopra treats as available for delivery.

If the budget includes contingency, Scopra removes the contingency first.

Usable budget = total budget - contingency

For example, a £10,000 budget with 10% contingency has a usable budget of £9,000.

Revenue forecast

Revenue forecast is Scopra’s estimate of the revenue a project is expected to produce.

For T&M projects, Scopra includes approved work, submitted work, future planned work, and billable overtime.

T&M revenue forecast = approved billable timesheets
  + submitted billable timesheets
  + planned billable time that has not happened yet
  + approved billable overtime
  + pending billable overtime

For fixed price and non-client work, Scopra uses the usable budget.

Fixed price revenue forecast = usable budget
Non-client revenue forecast = usable budget

Client revenue forecast is the total of the revenue forecasts across that client’s projects.

Actual revenue

Actual revenue is the revenue Scopra counts as delivered so far.

For T&M projects, Scopra uses approved billable timesheets and approved billable overtime.

T&M actual revenue = approved billable timesheets
  + approved billable overtime

For fixed price projects, Scopra uses the usable budget.

Fixed price actual revenue = usable budget

Delivery cost

Delivery cost is what the work costs your business to deliver.

Scopra calculates delivery cost from each person’s cost per hour and the hours recorded against the project.

Delivery cost = hours recorded against the project x person's cost per hour

Actual delivery cost uses approved timesheets and approved overtime.

Actual delivery cost = approved timesheet delivery cost
  + approved overtime delivery cost

Forecast delivery cost uses actual hours where they exist, planned hours where actual time has not been entered yet, and overtime delivery cost.

Forecast delivery cost = actual delivery cost
  + planned delivery cost for time without actual hours
  + overtime delivery cost

This means the forecast becomes more accurate as people enter real time.

Gross profit

Gross profit shows what remains after delivery cost.

Gross profit = revenue - delivery cost

If a project has £20,000 of revenue and £12,000 of delivery cost, the gross profit is £8,000.

Gross profit percentage shows how much of the revenue remains after delivery cost.

Gross profit percentage = gross profit / revenue

In the same example, £8,000 gross profit on £20,000 revenue is 40%.

Scopra shows two gross profit figures:

Actual gross profit uses actual revenue and actual delivery cost.
Forecast gross profit uses forecast revenue and forecast delivery cost.

Timesheet billable value

Billable value turns billable hours into money.

The calculation depends on the rate card unit.

Daily rate value = billable hours / person's hours per day x day rate

Weekly rate value = billable hours / person's contracted hours per week x week rate

Monthly rate value = billable hours / person's average contracted hours per month x month rate

Timesheet non-billable value

Non-billable value uses the same approach as billable value, but with non-billable hours.

Non-billable value = non-billable hours converted using the project rate card unit

Scopra tracks this so reports can show how much time has been spent on work that does not become client revenue.

Timesheet delivery cost

Timesheet delivery cost uses all entered hours, both billable and non-billable, multiplied by the person’s cost per hour.

Timesheet delivery cost = all entered hours x person's cost per hour

If no actual hours have been entered yet, Scopra uses planned hours to estimate the cost.

Estimated timesheet delivery cost = planned hours x person's cost per hour

Overtime

Scopra keeps client revenue and internal delivery cost separate when it handles overtime.

Billable overtime can add revenue when the project allows overtime billing.

Billable overtime revenue = billable overtime hours x applicable rate

Overtime delivery cost adds cost based on the person’s cost per hour.

Overtime delivery cost = overtime hours x person's cost per hour

Budget burn

Budget burn shows how much of the project budget has been used.

For T&M projects, Scopra treats actual revenue as the burned amount.

T&M budget burn = actual revenue

For fixed price and non-client work, Scopra treats delivery cost as the burned amount.

Fixed price budget burn = delivery cost
Non-client budget burn = delivery cost

Budget burn percentage shows the burned amount as a share of usable budget.

Budget burn percentage = burned amount / usable budget

Remaining budget

Remaining budget is the usable budget minus the burned amount.

Remaining budget = usable budget - burned amount

For T&M projects, the burned amount is actual revenue.

For fixed price and non-client work, the burned amount is delivery cost.

Revenue to date

Revenue to date combines invoiced revenue with approved work that has not been invoiced yet.

Scopra looks at the latest invoice for the project, then adds approved uninvoiced revenue after that invoice date.

Revenue to date = invoiced revenue
  + approved uninvoiced revenue after the latest invoice date

Future revenue

Future revenue looks at planned work that has not happened yet.

For T&M projects, Scopra uses planned billable value and draft billable overtime.

T&M future revenue = planned billable value
  + draft billable overtime

For fixed price and non-client work, Scopra uses the forecast cost of draft timesheets.

Fixed price future revenue = forecast cost of draft timesheets
Non-client future revenue = forecast cost of draft timesheets

Reports

Scopra uses the same calculation rules in reports so project, client, billing, and finance views stay consistent.

The Overview tab shows forecast revenue, forecast cost, forecast GP, forecast GP%, ready to invoice, and forecast billable utilisation for the selected period. Each card also shows the previous period value so you can compare movement over time.

Forecast GP = forecast revenue - forecast cost
Forecast GP percentage = forecast GP / forecast revenue
Forecast billable utilisation = forecast billable hours / available capacity

The Finance tab compares forecast and actual values by month. You can switch the chart and table between hours, days, revenue, and cost.

Variance = forecast value - actual value

The client revenue and hours report adds together billable and non-billable totals across the client’s projects.

The budget, burn, and project allocations graph shows budget, burn, and allocation values over time. Burn follows the project’s pricing model, so T&M and fixed price projects may burn budget in different ways.