Keep the approved version of the scope
The quote, revision allowance, delivery stages and accepted changes should share a project reference. Requested work that has not been approved remains a separate item for the producer or manager. It should not silently increase expected collectible revenue.
Direct contractor costs, storage and other project purchases need the same reference. Shared software or technical staff can be allocated through an agreed method, with costs left in overhead clearly identified.
Illustrative example: extra versions create extra work
A Burnaby post-production studio has $45,000 of approved fees and forecasts $30,000 of defined direct costs. Its projected direct contribution is $15,000, or about 33.3% of the fee. The client then approves another $6,000 of work expected to add $4,500 of costs.
The revised figures are $51,000 in fees and $34,500 in direct costs, giving $16,500 contribution, or about 32.4%. The dollar contribution rises while the percentage falls. Both can be correct, and neither figure is the final business profit after excluded overhead, financing and tax.
Make the weekly estimate explainable
Review remaining contractor time, storage, delivery work and outstanding supplier invoices. Identify approved changes separately from disputed extras. The manager dates the forecast and records why major estimates changed rather than replacing the earlier total without explanation.
Compare incurred costs with open commitments to avoid counting the same supplier work twice. If the invoice has arrived, it should move from the commitment schedule into the recorded-cost reconciliation under the agreed process.
Close the project with a short final review
After delivery, confirm customer acceptance, final billing, contractor balances and unused credits. Late adjustments should retain the project reference so they do not distort the next job’s performance. Significant unresolved items stay visible in the close report.
Use the completed result to improve future quoting, with context about scope and delivery demands. A project needing many client revisions is not directly comparable to a straightforward repeat job unless the workload differences are understood. Consistent definitions make the comparison useful without turning a simple margin ratio into a complete pricing decision.
Put this into practice
Sources and current guidance
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