Role catalogs

CFO workflow catalog

a chief financial officer who leads a company’s finance function, overseeing reporting, capital, cash and the numbers behind major decisions

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87
workflows in this catalog
3
industriesManufacturing 14 · Construction 54 · Property Management 19
4
areas of workLargest: Project Controls & Cost (39)
55k
hrs/yr across these workflowsPlanning estimates from the Process Atlas

CFO

Industry
Area

87 workflows

CFO · 1 area · about 6,514 hrs/yr

Manufacturing (14 workflows)

Executive & Strategy (14)

about 6,514 hrs/yr

  1. Weekly operating review (Daily / Weekly, about 546 hrs/yr) Every week, operations leaders review shipments, bookings, backlog, on-time delivery, safety, and labor from the ERP and Power BI, compare each against plan, and record an owner and due date for every action item.
  2. Plant KPI review (Daily / Weekly, about 546 hrs/yr) Plant managers review OEE, scrap, labor efficiency, on-time job completion, and safety incidents by shift or day, drawing on ERP job data and Power BI dashboards, and log a corrective action against every miss.
  3. Working capital review (Daily / Weekly, about 546 hrs/yr) Treasury and operations review receivables aging, inventory days, and payables timing from ERP aging and valuation reports, compare them with targets, and agree actions such as collection pushes, inventory cuts, or payment-term changes.
  4. Product-line profitability review (Daily / Weekly, about 546 hrs/yr) Finance groups invoiced revenue and actual cost by product line from the ERP, allocates freight, warranty, and overhead by agreed drivers, and reviews which lines fall below margin targets for pricing or rationalization.
  5. Customer profitability review (Daily / Weekly, about 546 hrs/yr) Finance calculates margin by customer from invoiced sales, product cost, freight, rebates, deductions, and service cost in the ERP and AR records, then flags accounts where price or terms need renegotiation.
  6. Supplier concentration risk review (Daily / Weekly, about 546 hrs/yr) Purchasing reviews spend by supplier and commodity from ERP purchase history, identifies parts with one approved source or heavy dependence on one vendor, and records mitigation plans such as second sources or buffer stock.
  7. Enterprise risk register review (Daily / Weekly, about 546 hrs/yr) Leadership reviews the risk register in Excel or SharePoint.
  8. Strategic plan refresh (Weekly / Monthly, about 520 hrs/yr) Leadership revisits the multi-year plan against current results.
  9. Gross margin bridge analysis (Weekly / Monthly, about 520 hrs/yr) Finance explains the change in gross margin between periods by splitting it into price, volume, mix, material, labor, overhead, and scrap effects, using ERP sales and cost data reconciled to the income statement.
  10. Capital expenditure prioritization (Weekly / Monthly, about 520 hrs/yr) Department capital requests arrive with vendor quotes, payback or IRR estimates, and safety or capacity justifications.
  11. Capacity investment analysis (Weekly / Monthly, about 520 hrs/yr) When forecast demand exceeds available hours at key work centers, planners compare load with capacity in ERP reports, model extra shifts, overtime, outsourcing, or new equipment in Excel, and document the recommended investment case.
  12. Make-vs-buy analysis (Weekly / Monthly, about 520 hrs/yr) For a part or assembly, engineering and finance compare internal cost from the ERP cost rollup, capacity impact, and quality history against supplier quotes, then record a make or buy decision with the supporting math.
  13. Annual operating plan (Annual / Periodic, about 46 hrs/yr) Before the fiscal year starts, finance gathers departmental budget templates, volume forecasts, and headcount plans, reconciles them to ERP actuals, tests margin and capacity assumptions, and loads the approved plan as the budget version.
  14. Board reporting package (Annual / Periodic, about 46 hrs/yr) Before each board meeting, the CFO's team assembles financial statements, KPI trends, forecast updates, and risk items from the ERP, Power BI, and Excel into a board book tied to closed ledger figures.

CFO · 2 areas · about 39k hrs/yr

Construction (54 workflows)

Project Controls & Cost (39)

about 32,048 hrs/yr

  1. Budget revision (Weekly / Monthly, about 1,118 hrs/yr) When the owner approves a change order, the job budget is revised by cost code so the revised budget equals original budget plus approved changes, with the change order number carried as reference.
  2. Budget transfer (Weekly / Monthly, about 1,118 hrs/yr) PMs move budget between cost codes, often from contingency or buyout savings, without changing the job total, and each transfer is documented with a reason and approval.
  3. Committed cost update (Weekly / Monthly, about 1,118 hrs/yr) Committed cost is refreshed from executed subcontracts, purchase orders, and approved change orders, so the cost report shows what the job is contractually bound to pay.
  4. Cost code correction (Weekly / Monthly, about 1,118 hrs/yr) Costs posted to the wrong job or cost code are moved with correcting entries, documented with the original transaction and the reason for the change.
  5. WIP adjustment entry (Weekly / Monthly, about 1,118 hrs/yr) The WIP schedule's totals for costs in excess of billings and billings in excess of costs are booked to the balance sheet with a journal entry, usually reversing the next month.
  6. Earned revenue calculation (Weekly / Monthly, about 1,118 hrs/yr) Earned revenue is calculated by percent complete, usually cost to date divided by estimated total cost, times revised contract value, with a full provision for any projected loss.
  7. Contingency draw tracking (Weekly / Monthly, about 1,118 hrs/yr) Every draw on the contractor's or owner's contingency is logged with amount, reason, and approval, keeping a running balance for owner reporting and forecasting.
  8. Allowance tracking (Weekly / Monthly, about 1,118 hrs/yr) Owner allowances in the contract are tracked against actual spend, and remaining allowance is returned or overruns billed through change orders at the end.
  9. Schedule status update (Weekly / Monthly, about 1,118 hrs/yr) The scheduler updates the schedule each period in P6 or MS Project with a new data date, actual starts and finishes, and remaining durations reported by the field.
  10. Schedule progress entry (Weekly / Monthly, about 1,118 hrs/yr) Progress on each schedule activity, measured by percent complete or installed quantities, is entered in P6 or MS Project from field reports and daily logs before the period update.
  11. Baseline vs current schedule analysis (Weekly / Monthly, about 1,118 hrs/yr) The current schedule is compared with the baseline to find activities and milestones that have slipped, and by how much, for the monthly report and owner updates.
  12. Delay analysis (Weekly / Monthly, about 1,118 hrs/yr) When delays occur, the team analyzes cause, responsibility, and completion impact using schedule updates, daily logs, RFIs, and correspondence, supporting any time extension request.
  13. Recovery schedule (Weekly / Monthly, about 1,118 hrs/yr) When the job falls behind, a recovery schedule shows how lost time will be regained through resequencing, added crews, or overtime, submitted to the owner if required.
  14. Resource loading (Weekly / Monthly, about 1,118 hrs/yr) Schedule activities are loaded with crew hours and equipment from the estimate to confirm manpower is realistic and to plan labor by trade and week in P6 or MS Project.
  15. Project risk register update (Weekly / Monthly, about 1,118 hrs/yr) Each month the PM updates the project risk register, listing threats and opportunities with owner, likelihood, impact, and response, from meetings, field reports, and change logs.
  16. Project risk quantification (Weekly / Monthly, about 1,118 hrs/yr) Project risks are given cost and schedule values, from likelihood times impact or range estimates, so contingency and the forecast reflect likely outcomes rather than hope.
  17. Margin fade/gain analysis (Weekly / Monthly, about 1,118 hrs/yr) Each month project controls break down why a job's margin moved, separating buyout, productivity, change orders, and estimate errors, using current and prior forecasts by cost code.
  18. Cost report distribution (Weekly / Monthly, about 1,118 hrs/yr) After close, the monthly job cost report is distributed to PMs, operations managers, and executives, and on some jobs an owner version is issued without internal figures.
  19. Project KPI dashboard (Weekly / Monthly, about 1,118 hrs/yr) A KPI dashboard in Power BI or another BI tool shows cost, schedule, safety, and quality metrics by project, refreshed on a set cadence for leadership.
  20. Actual cost reconciliation (Daily / Weekly, about 546 hrs/yr) Actual cost posted from AP, payroll, equipment charges, and journal entries is checked against source documents and the project platform, catching misposted, duplicate, or missing charges.
  21. Cost-to-complete forecast (Daily / Weekly, about 546 hrs/yr) Each month the PM estimates the remaining cost to finish every cost code, from quantities left, productivity to date, open commitments, and known risks, in the ERP forecast screen or Excel.
  22. Estimate-at-completion forecast (Daily / Weekly, about 546 hrs/yr) Estimate at completion equals cost to date plus cost to complete for each code and the job, compared with the revised budget to show projected overrun or underrun.
  23. Forecast narrative (Daily / Weekly, about 546 hrs/yr) PMs write a short narrative each month explaining forecast changes, major variances, pending changes, and risks, attached to the cost report for operations and finance.
  24. Over/under billing review (Daily / Weekly, about 546 hrs/yr) Controllers review jobs that are overbilled or underbilled beyond normal ranges, since underbilling can hide cost overruns and overbilling can mask cash problems.
  25. Percent-complete review (Daily / Weekly, about 546 hrs/yr) Cost-based percent complete is compared with the PM's physical estimate and the schedule to catch forecasts that distort revenue, such as front-loaded costs or stale estimates.
  26. Labor productivity review (Daily / Weekly, about 546 hrs/yr) Project controls compare actual labor hours with earned hours by cost code, spotting crews that run over budget early enough to change methods or crew mix.
  27. Quantity productivity review (Daily / Weekly, about 546 hrs/yr) Installed quantities per period are compared with plan by cost code to confirm production rates will finish the work on time and within budgeted hours.
  28. Change exposure review (Daily / Weekly, about 546 hrs/yr) The PM and project controls review pending and unapproved changes, both owner and subcontract, to measure how much cost is at risk if changes are not approved.
  29. Pending change forecast (Daily / Weekly, about 546 hrs/yr) Pending changes judged probable are carried into the forecast for revenue and cost, with the likelihood recorded, so the WIP schedule reflects realistic outcomes.
  30. Cash flow forecast (Daily / Weekly, about 546 hrs/yr) Project controls maintain a monthly cash flow forecast for each job in Excel, comparing expected billings and owner receipts with payments to subcontractors, suppliers, and payroll.
  31. Critical path review (Daily / Weekly, about 546 hrs/yr) After each update, the scheduler reviews the critical and near-critical paths in P6 or MS Project to confirm what drives completion and whether float is being consumed.
  32. Schedule-to-cost integration review (Daily / Weekly, about 546 hrs/yr) Project controls check that the schedule and cost forecast tell the same story on percent complete, remaining work, and completion date, since general conditions cost follows the finish date.
  33. Procurement schedule update (Daily / Weekly, about 546 hrs/yr) Each period the procurement schedule is updated with actual submittal, approval, order, and delivery dates, and with new need dates pulled from the current schedule update.
  34. Long-lead risk review (Daily / Weekly, about 546 hrs/yr) Long-lead items are reviewed for risk from supplier delays, submittal problems, or design changes, and mitigation is planned where delivery threatens a schedule milestone.
  35. Monthly project review package (Daily / Weekly, about 546 hrs/yr) Each month project controls assemble a review package for each job: cost report, forecast, WIP line, schedule status, change log, risks, and cash flow.
  36. Committed cost reconciliation (Daily / Weekly, about 546 hrs/yr) Committed cost in the ERP is reconciled with billed and paid amounts per commitment, catching subs billing past their contract value and commitments missing approved change orders.
  37. Open PO/subcontract review (Daily / Weekly, about 546 hrs/yr) Each month, open POs and subcontracts are reviewed for remaining balances that should be closed, reduced, or extended, so committed cost in the cost report stays accurate.
  38. Forecast approval workflow (Daily / Weekly, about 546 hrs/yr) Monthly forecasts pass through approval by the PM, operations manager, and sometimes the CFO before they lock in the ERP and feed the WIP schedule.
  39. Monthly WIP schedule (Monthly, about 432 hrs/yr) After month-end, accounting builds the WIP schedule for every open job: contract value, estimated cost, cost to date, percent complete, earned revenue, billings, and over or under billing.

Executive & Strategy (15)

about 7,424 hrs/yr

  1. Bank covenant reporting (Weekly / Monthly, about 624 hrs/yr) Each reporting period, the controller calculates loan covenants such as current ratio, debt to tangible net worth, and minimum working capital from the financial statements, then delivers the signed compliance certificate to the lender.
  2. Equipment fleet investment plan (Weekly / Monthly, about 624 hrs/yr) Equipment and operations leadership decide which units to buy, rent, or retire, weighing utilization hours, repair history, age, and upcoming backlog demand, and record the approved capital plan for the next period.
  3. Strategic hiring plan (Weekly / Monthly, about 624 hrs/yr) Leadership matches upcoming backlog and expected wins against current project managers, superintendents, and estimators to decide which roles to hire and when, producing a staffing gap plan tied to project start dates.
  4. Backlog review (Daily / Weekly, about 546 hrs/yr) Every week, leadership walks remaining contract value by job and division against expected burn dates, using ERP contract and cost reports, and records revised burn curves and staffing gaps in the backlog workbook.
  5. Bid pipeline review (Daily / Weekly, about 546 hrs/yr) Business development and estimating review every open pursuit: bid date, estimated value, win probability, and estimator load from the CRM and bid calendar, producing a weighted pipeline report by month and division.
  6. Go/no-go market review (Daily / Weekly, about 546 hrs/yr) Leadership decides which markets, owners, and project types to chase, weighing win rates, closed-job margins, backlog mix, and bonding room, then records each go or no-go call in the pursuit criteria sheet.
  7. WIP executive review (Daily / Weekly, about 546 hrs/yr) After month-end, executives walk the WIP schedule job by job: contract value, cost to date, estimated cost at completion, percent complete, and over or under billing, marking jobs that need explanation before statements close.
  8. Cash forecast review (Daily / Weekly, about 546 hrs/yr) Treasury and the CFO review a rolling cash forecast built from AR aging, expected owner payments, subcontractor and AP payment runs, payroll dates, and retention receivable, then set the week's disbursement and borrowing plan.
  9. Bonding capacity review (Daily / Weekly, about 546 hrs/yr) Finance compares bonded backlog with the surety's single-job and aggregate limits, using the WIP schedule, backlog, and latest financial statements, before committing to new bonded pursuits or preparing the surety update package.
  10. Project portfolio risk review (Daily / Weekly, about 546 hrs/yr) Operations leadership screens every active job for margin fade, unapproved change orders, negative job cash, schedule slippage, and open claims, drawing on the ERP, project platform, and schedule updates to set watch-list priorities.
  11. Margin fade/gain review (Daily / Weekly, about 546 hrs/yr) Executives compare each job's projected gross margin with the bid margin and last month's forecast to find fade or gain, using WIP and forecast reports, and require the project manager to explain every material move.
  12. Regional performance review (Daily / Weekly, about 546 hrs/yr) Regional managers are measured on revenue, gross profit, overhead, backlog, and safety results against plan.
  13. Overhead budget review (Daily / Weekly, about 546 hrs/yr) The controller compares general and administrative spending by department with the overhead budget, questions variances in rent, salaries, IT, and vehicles, and updates the overhead rate carried into bids and job costing.
  14. Annual business plan (Annual / Periodic, about 46 hrs/yr) Once a year, leadership sets revenue, margin, and overhead targets from booked backlog, the weighted bid pipeline, WIP history, and cash flow, then publishes the approved plan workbook to SharePoint for division heads.
  15. Board reporting (Annual / Periodic, about 46 hrs/yr) Before each board meeting, finance and operations assemble the board pack: financial statements, backlog, WIP summary, safety metrics, cash, bonding, and major project status, pulled from the ERP, BI, and project reports.

CFO · 1 area · about 9,082 hrs/yr

Property Management (19 workflows)

Executive & Portfolio Strategy (19)

about 9,082 hrs/yr

  1. Acquisition underwriting handoff (Weekly / Monthly, about 650 hrs/yr) When a deal closes, underwriting assumptions (rent roll, budget, capex plan, staffing, debt terms) pass from acquisitions to operations, so the new property's budget and reporting start from numbers the investment committee approved.
  2. Disposition preparation (Weekly / Monthly, about 650 hrs/yr) Before a sale, the team assembles due diligence: trailing twelve-month statements, the current rent roll, leases, service contracts, capex history, and open work orders, then posts everything to a data room for buyers.
  3. Portfolio occupancy review (Daily / Weekly, about 546 hrs/yr) Every week someone exports physical and economic occupancy, notices to vacate, and pre-leased units for each property, compares them to budget and last week, and sends leadership the properties slipping below target.
  4. NOI review (Daily / Weekly, about 546 hrs/yr) NOI review compares actual net operating income with budget and prior period for each property, using the income statement, rent roll, and expense detail, then explains which revenue or expense lines moved it.
  5. Same-store performance review (Daily / Weekly, about 546 hrs/yr) Acquisitions, sales, and lease-ups distort portfolio trends, so same-store review isolates properties owned and stabilized in both periods and compares their revenue, expense, NOI, and occupancy.
  6. Rent growth review (Daily / Weekly, about 546 hrs/yr) Rent growth review tracks new-lease and renewal trade-outs, effective rent after concessions, and in-place rent by unit type, comparing each property with budget, prior year, and its competitive survey.
  7. Delinquency trend review (Daily / Weekly, about 546 hrs/yr) Delinquency trend review compares resident balances by aging bucket, property, and month, separating current rent from older debt, payment plans, and pending evictions, to show whether collections are improving or slipping.
  8. Turnover trend review (Daily / Weekly, about 546 hrs/yr) Turnover review counts move-outs against average occupied units, sorts them by reason code (home purchase, relocation, rent increase, skip, eviction), and compares annualized turnover by property with budget and last year.
  9. Maintenance KPI review (Daily / Weekly, about 546 hrs/yr) Open work order counts, average days to complete, emergency response times, repeat requests, and make-ready days come from the work order system and are compared across properties and regions.
  10. Capex plan review (Daily / Weekly, about 546 hrs/yr) Capex plan review checks each approved capital project's budget, committed purchase orders, paid invoices, and schedule against the annual capex plan, catching overruns, stalled projects, and unspent reserves before quarter end.
  11. Portfolio cash forecast (Daily / Weekly, about 546 hrs/yr) The portfolio cash forecast projects each property's operating cash over the coming weeks: expected collections, scheduled payables, debt service, distributions, and capex draws, built from bank balances, AP aging, and the rent roll.
  12. Property watchlist review (Daily / Weekly, about 546 hrs/yr) Properties land on the watchlist when they breach set triggers: occupancy below target, delinquency above limit, NOI under budget, open life-safety items.
  13. Regional performance review (Daily / Weekly, about 546 hrs/yr) Regional review compares properties within one region on occupancy, leasing velocity, delinquency, NOI, turn time, and resident satisfaction, producing a ranked scorecard for the regional manager's weekly call with site teams.
  14. Staffing model review (Daily / Weekly, about 546 hrs/yr) Staffing model review compares actual headcount and payroll hours at each property with the staffing standard for its unit count and asset type, surfacing understaffed sites, excess overtime, and open positions.
  15. Management fee profitability review (Daily / Weekly, about 546 hrs/yr) Fee profitability review sets management fee revenue for each owner contract against allocated payroll, overhead, and staff time, showing which contracts make money and which need repricing at renewal.
  16. Portfolio risk review (Daily / Weekly, about 546 hrs/yr) Portfolio risk review surveys insurance coverage, open claims, litigation, code violations, loan covenant headroom, lease expirations, and life-safety inspections across properties, then updates a risk register for executives.
  17. Annual portfolio budget (Annual / Periodic, about 46 hrs/yr) Each budget season, property-level budgets for revenue, occupancy, operating expense, and capex arrive as Excel templates, get tied to actuals in the property system, and roll up into the board budget book.
  18. Annual operating plan (Annual / Periodic, about 46 hrs/yr) The operating plan turns the approved budget into targets for occupancy, rent growth, turnover, staffing, and capex timing by region, written into a SharePoint plan document and tracked against monthly KPIs in BI.
  19. Owner/board reporting (Annual / Periodic, about 46 hrs/yr) Owner and board reporting assembles financial statements, KPI summaries, capex status, and written commentary into a periodic package, formatted in the approved template and distributed by email or SharePoint.

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