Approved does not always mean protected.
Connect scope, notice, pricing, cost, approval, billing, and collection so leadership can see whether change activity is protecting—or quietly eroding—project margin.
The dangerous gaps are usually between systems.
The review reconciles project records across commercial, cost, billing, and forecast views so management can see where the condition sits and what still has leverage.
Field execution outruns paperwork
Work starts immediately while pricing, approval, or documentation catches up later—leaving cost visible before revenue is secure.
Cost is coded but not connected
Change-related cost is buried in base-contract codes, general conditions, labor overruns, or subcontractor commitments without a clear commercial link.
Approved value understates total impact
The price may cover direct work while disruption, acceleration, stacking, supervision, remobilization, or indirect impact remains absorbed by the contractor.
Revenue stalls after approval
An executed change can still sit unbilled, partially billed, disputed in the pay application, or trapped in retainage and receivables.
Approved is not the finish line.
Change-order profit can leak at any handoff between field notice and final collection. The review follows the commercial record all the way through.
Timing, source, and entitlement start here.
The record needs to match the actual changed work.
Cost, markup, and exposure must be supportable.
Status must match the commercial evidence.
Approved value still has to reach the schedule of values.
The commercial cycle is not finished until value is collected.
The project record governs the conclusion.
MarginSpan does not manufacture entitlement or certainty that the evidence cannot support. Legal, accounting, engineering, tax, and other licensed questions remain with the appropriate qualified professionals.
Use MarginScan to establish the profitability picture.
One project. One evidence-backed commercial record. One prioritized set of findings for leadership.