Completix

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Manufacturing

Manufacturing project management software for capital projects and NPD

Completix gives plant and corporate PMOs one place to score capital requests, see which named engineers are committed to what, hold gate reviews on the record, and keep CAPEX forecasts honest between now and commissioning.

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Capacity vs demand, Rivard and Selby plantsOct 2026 to Mar 2027, hours
Capacity 1,600 h
1,480
1,790
1,720
1,540
1,380
1,250
OctNovDecJanFebMar
Within capacityOver capacityCapacity line
Demand comes from active projects and is held per named person, so a month over capacity traces back to people.

Manufacturing project portfolio management, stage by stage

A packaging line upgrade rarely goes wrong during construction. It goes wrong when plants are compared on the loudest voice, when the gate review happens in a meeting nobody took notes in, or when a long lead order slips two weeks and the shutdown window is already booked. Completix holds the whole run in one system so the handoffs are visible.

The same platform carries plant upgrades, line expansions, obsolescence work, process improvement and new product development, from first request to handover. Plant PMOs, corporate capital committees and project managers work from one project portfolio management record, not a set of site spreadsheets.

Stage 1

Intake

Requests from every plant arrive on one form, with sponsor, plant, driver and requested funding captured the same way.

Details below
Stage 2

Prioritize

Each request carries a score you enter against your own criteria, so every plant is discussed on the same terms.

Details below
Stage 3

Gate review

A review at each gate under your approval policy. The reviewer approves, rejects or asks for more info, and it is recorded.

Details below
Stage 4

Procure

Long lead orders, FAT dates and vendor deliverables sit on the schedule, next to the work that depends on them.

Details below
Stage 5

Execute

People are allocated by name across projects, forecast runs against budget, and variance surfaces in the Warning Center.

Details below
Stage 6

Close

Gate outcomes, RAID history and the budget stay with the project after handover, so nothing has to be reconstructed.

Details below
Stages one and two

One capital intake form for every plant, scored on the same terms

Multi plant capital planning usually means competing spreadsheets and a long meeting. Completix takes every request through one intake form and one score field, so the list you bring to the capital committee can be explained line by line.

  • Requests from every site land on the same form, with sponsor, plant, driver and requested funding captured consistently.
  • The score is a field you define and fill in against your own criteria, so safety, throughput, compliance and asset condition carry the weight you decide. It informs the discussion, it does not approve anything.
  • Approval follows your policy. Rules can combine conditions on any intake field and name several approvers, and every action is logged with who and when.
  • An approved request becomes the project, and the funding decision is taken at that approval, so the business case and the delivery record stay attached to each other.
Capital intake, FY2714 requests, 4 shown
RequestPlantFundingScoreStatus
Line 4 packaging upgradeCAP-2214Rivard4,200,00086Approved
Compressed air replacementCAP-2231Rivard1,150,00074Pending
Palletizer retrofitCAP-2240Selby860,00069Need more info
Warehouse racking extensionCAP-2252Delmar620,00051Rejected
CAP-2240, Need more info. P. Halvorsen, 24 Sep 2026. Logged on the request itself, with who and when.
Stage three

Stage gate governance for capital projects and new product development

Some software in this category claims the system enforces the gate. Completix does not, and a plant that has been through a real commissioning knows why. What matters is that the review happened, that the decision was recorded, and that six months later you can show who decided what.

Approval follows your policy. Who may approve is set by policy, and gate sets can be templated so every plant starts from the same structure. Completix routes the review and holds the outcome. People decide it.

Three outcomes, all recorded. A reviewer approves, rejects or asks for more info. Each one is logged with the reviewer and the date, and deliverable files attached to the gate are versioned.

Funding is decided earlier. The funding decision is taken when the intake request is approved. Gates are project reviews, and no money is released by the system on a schedule.

Variance does not live in the gate. Cost and schedule movement between gates surfaces in the Warning Center, where the team sees it and decides what to do. The gate is where the review is booked, not where the alarm goes off.

Gate review, CAP-2214 Line 4 packaging upgradeRivard plant
G3 Readiness, to-dos2 of 4 done
FAT report filed
Shutdown window confirmed with operations
Commissioning plan v3 uploaded
Operator training schedule agreed
Decision history
GateDateReviewerOutcome
G0 Concept14 Nov 2025Capital committeeApproved
G1 Business case22 Jan 2026P. Halvorsen, VP OpsApproved
G2 Design freeze09 Apr 2026Capital committeeNeed more info
G2 Design freeze23 Apr 2026Capital committeeApproved
G3 ReadinessDue 16 Oct 2026Capital committeeOpen
Schedule, CAP-2214 long lead and commissioningAug 2026 to Jan 2027
AugSepOctNovDecJan
Filler unit fabrication
Factory acceptance test
Delivery to Rivard
Mechanical install
Controls and commissioning
Handover to operations
Shutdown window 09 to 22 Nov 2026, shadedFAT moved 11 days right on 18 Sep. Install now sits inside the window with four days of float, down from fifteen.
Stages four and five

Project scheduling that shows long lead slippage while you can still act

A fabrication date that moves in September is a manageable conversation. The same movement found in the last week of October is a lost shutdown window and a year of waiting for the next one. Completix keeps vendor milestones on the same schedule as the work that depends on them, so the squeeze is visible the day it happens.

  • Fabrication, FAT and delivery sit on the project schedule, not in a separate procurement tracker, and the critical path is calculated for you.
  • Schedule triggers are checked every time the data changes and surface in the Warning Center for the team to review. Completix flags it, your people decide the response.
  • Risks, assumptions, issues and dependencies each have their own log, so the FAT slip and its mitigation sit where the team already looks.
  • Status reports read live until you post them, so the readiness gate is reviewed against where the schedule stands that morning. See project scheduling, RAID logs and status reports.

Resource capacity planning across plants: three projects, one controls engineer

Capital plans are approved project by project and staffed from the same small group of people. Because Completix holds allocation against individual users, not role types, the double commitment is visible before the shutdown is booked, with a name and a week attached to it.

Member utilizationWeek 41, 05 to 11 Oct 2026
DF
D. FontaineControls engineer, Rivard plant
Assigned projects3
Current utilization130%
CAP-2214 Line 4 packaging
60%
CAP-2231 Compressed air
40%
MNT-1180 Line 2 obsolescence
30%
Total committed
130%
Weekly commitment, D. FontaineWeeks 40 to 45
W40W41W42W43W44W45
130%
130%
95%
80%
110%
85%

Hatched weeks are modeled demand from a what-if, shown apart from committed allocation. The color still shows how heavy the week would be.

Warning Center
Over-allocation, D. FontaineWeeks 40 to 41, 130% of capacity
Off Track
Over-allocation, M. RuizWeeks 42 to 43, 115% of capacity
At Risk

Raised from triggers you configure. Reviewing, resequencing or backfilling is up to your PMO.

Named, not notional

Capacity is tracked per individual user. A plan that works at role level and fails at person level fails on site, so the person level is where the check happens.

Across the portfolio

Commitments are visible across every active project a person touches, including maintenance and obsolescence work running alongside the capital program.

Before the window is booked

Seeing the clash in September is a scheduling decision. Seeing it in November is a shutdown you cannot use and a wait for the next one.

Stages five and six

CAPEX budget and forecast management for manufacturing projects

CAPEX erosion is rarely one bad decision. It is a run of small absorptions nobody netted off, found at close when the margin is already spent. Completix keeps approved budget, forecast and EAC on one card, with the quote-to-invoice view beside it, so the gap is a number somebody owns.

  • Approved (BAC), forecast, EAC and variance sit together, EAC is calculated for you, and the budget updates as actuals are entered. Budgets can be set at portfolio and line of business level.
  • Quotes, purchase orders and invoices are compared side by side per vendor, with flags where they differ. You mark which costs count toward the budget, and invoice approval stays in your ERP or finance system.
  • Budget variance is raised in the Warning Center from triggers you set. The reforecast, the trade off or the request for more funding is a human decision.
Total Budget, CAP-2214TotalCurrent FY
Line 4 packaging upgrade, Rivard plant. Updates as actuals are entered.
Approved (BAC)4,200,000
Forecast4,410,000
EAC4,410,000
Variance-210,000
Actuals vs BAC2,860,000 of 4,200,000
EAC vs BAC105%
Monthly Forecast vs ActualsActualsForecast
Jul Aug Sep Oct Nov Dec Jan
Quote to invoice, Nordholt Controls
Quote240,000
PO275,000
Invoice275,000
Above quote by 35,000

What a manufacturing PMO runs on inside Completix

Every capability below is a working part of the platform, used the same way whether the initiative is a plant upgrade, a line expansion, an obsolescence replacement or a new product introduction.

Capital demand intake

One request form for every site, so proposals arrive comparable instead of in a different format from each plant.

Intake management

Portfolio prioritization

A score field you define and fill in against your own criteria, so requests are discussed on the same terms.

Portfolio prioritization

Stage gate governance

Gate reviews under your approval policy, with the outcome, reviewer and date recorded so the trail survives a role change or an audit.

Project governance

Resource capacity planning

Allocation held per named person across every project, with over-allocation surfaced in the Warning Center on your triggers.

Resource management

CAPEX budget and forecast

Approved, forecast, EAC and variance on one card, with budgets set at portfolio and line of business level.

Financial management

Vendor and contract tracking

Quotes, purchase orders and invoices per supplier, compared side by side with flags where they differ.

Vendor management

What if scenario modeling

Shift funding, push a date and re-plan resourcing together, compare two scenarios side by side, then apply the one you choose.

Scenario planning

Executive dashboards

Budget, schedule and risk read from each project and shown in one live view, so steering packs are read, not assembled.

Executive dashboards

Project document control

Drawings, specifications and permits held against the project they belong to, versioned, and inheriting that project's permissions.

Document management

Completix across other regulated and capital intensive sectors

The capital lifecycle on this page is the same one that runs under a defense program or a university capital envelope. What changes is the constraint the portfolio is judged against, so each industry page is written for that buyer.

Engineering and capital programs Defense programs and contracts Government and public sector Banking and financial services IT services and software Education and institutions Professional services delivery Marketing and creative teams

Manufacturing project management software, common questions

Can Completix manage capital projects and new product development in the same portfolio?

Yes. Capital projects, plant upgrades, obsolescence replacements, process improvement work and NPD initiatives can all sit in the same portfolio, with the same intake form, gate structure and budget model. Project managers work inside their own projects, while plant and corporate leaders see the portfolio together, including projects at other sites that draw on the same people.

Yes, with an important distinction. Completix structures the gates, routes the review and records the outcome, the reviewer and the date. It does not enforce or decide approval. Reviewers approve, reject or ask for more info, and who may approve is set by your approval policy. Gates are project reviews, and the funding decision is taken earlier, when the intake request is approved. Money is never released automatically by the system.

Allocation is held against named individuals across every active project. If a controls engineer is committed at 60 percent to one project, 40 percent to another and 30 percent to maintenance work, the total shows as 130 percent, and the Warning Center can surface the over-allocation based on triggers you configure. Completix shows the conflict and who it belongs to. Resequencing, backfilling or deferring is a decision your PMO makes.

Yes. Fabrication, factory acceptance testing, delivery and installation can sit on the same project schedule as the work that depends on them, and the critical path is calculated automatically, so a supplier date moving right shows up in the float straight away. Quotes, purchase orders and invoices are tracked per supplier, with a side-by-side quote-to-invoice view and flags where they differ.

No. Variance is surfaced in the Warning Center, from triggers built on hard numbers and dates and checked every time the data changes, for the project team and PMO to review. There is no automatic escalation and no automatic funding action, and nothing is resolved for you. The product makes the problem visible early. What happens next is a human decision.

Yes. Executive dashboards read budget, schedule and risk data from each project and show it in one live view, and budgets can be set at portfolio and line of business level. Status reports read live until they are posted, and a posted report is kept as it was, so you can see what was reported at the time.

Approved budget, forecast, EAC and variance are held together on one card, and the budget updates as actuals are entered. EAC is calculated automatically, and variance is approved budget minus EAC. Resource allocation changes affect the forecast. For fiscal years, you select a year and see that year's numbers. Financials can be locked as of a date by users with lock permission.

It depends on how much of your intake and gate setup you want configured up front, so we scope it against your actual capital process instead of quoting a number here. Microsoft Project files can be imported and exported as MPP files, which is file import and export, not a live two-way sync. Talk to us about scope.

Bring us your worst capital program

Completix is strategic portfolio management without enterprise implementation overhead, and the fastest way to judge that is with your own work. Pick the project with the contested resource, the moved FAT date and the forecast nobody wants to present. If you can share the data, we will build the walkthrough around it, from intake to gate review, schedule and budget, and you can judge whether the structure holds.

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