Without the platform
Information about CAPEX & Investments lives in separate spreadsheets, and nobody knows which version is current.
With Partiu Formatura
8 modules share the same class, graduate and event records.
Finance and management · CAPEX & Investments
Invest where it pays off, approve with criteria, and prove it delivered
Capital investments are no longer decided in hallway conversations. Every project starts with a budget by item and period, gets a business case that calculates NPV, IRR, payback, and ROI on its own, competes for the year's budget in a ranking with a cutoff line, goes through authority levels and the committee, and has its baseline frozen at approval. During execution, purchase orders and payables are linked without counting the same money twice, the S-curve shows planned versus actual, and overruns are blocked until someone approves extra budget. Once finished, the project becomes an asset in Fixed Assets and, months later, the review shows whether the promised benefit showed up.
The problem and the solution
What changes when CAPEX & Investments works inside the platform
This is connected information about classes, graduates and events across 8 modules, replacing scattered spreadsheets and messages.
Without the platform
A request for a number takes time because someone has to combine data from several places.
With Partiu Formatura
Portfolio, Annual Plans, and Projects and Business Case with NPV, IRR, and Payback update together, with figures ready for the next meeting.
Without the platform
The process depends on who is working that day, and its history disappears.
With Partiu Formatura
Everyone follows the same workflow, with recorded actions and role-based permissions.
Without the platform
Connecting with other departments means exporting spreadsheets and entering data again.
With Partiu Formatura
CAPEX & Investments shares information directly with other areas of the platform.
How it works
How information moves through CAPEX & Investments
Each step is a real module in this area. Its output moves to the next step without anyone entering the same information again.
What is available in CAPEX & Investments
- Portfolio, Annual Plans, and ProjectsEvery investment of the year, each area's budget, and the stage of each project.9
- Business Case with NPV, IRR, and PaybackReturn calculated by the system and explained in plain language.10
- Prioritization Against the BudgetWhich projects fit in the year's money, and why those.6
- Approval, Committee, and GatesWho approves depends on the amount, and the committee votes with a quorum.8
- Execution, S-Curve, and Overrun ControlWhere the approved money turned into orders, invoices, and payments.9
- Capitalization into Fixed AssetsThe finished project becomes an asset with value, useful life, and origin.6
- Post-Investment Review and AlertsDid the promised benefit show up? The answer with numbers.6
- Permissions and GovernanceWho proposes, who approves, who executes, and who configures.4
Featured
Every real invested with a calculated and tracked return
The project starts with a budget by item and a business case that calculates NPV, IRR, payback, and ROI. Prioritization draws the budget cutoff line, the committee approves with a frozen baseline, and execution shows committed and actual without adding the same money twice.
See this in action- Pessimistic, base, and optimistic scenarios in the same business case
- Authority levels by amount and committee with quorum
- S-curve with cost and schedule performance indexes
- Capitalization into Fixed Assets and post-investment review
Portfolio, Annual Plans, and Projects
Every investment of the year, each area's budget, and the stage of each project.
- Annual CAPEX plan with total budget, contingency reserve, and budget by category, cost center, or branch
- Ready-made investment categories: expansion, maintenance and replacement, technology, efficiency, regulatory and safety, sustainability
- Projects with a generated code, justification, sponsor, manager, priority, cost center, branch, and planned dates
- Project budget by item: equipment, construction, installation, software, service, vehicle, or furniture, with quantity, amount, and disbursement period
- Items marked as capitalizable or not, with useful life suggested by the category
- Project stages from idea to close, with suspension that remembers the previous stage to resume
- Portfolio dashboard with budget versus estimate by category and a health indicator for each project
- Timeline for every project showing who did what and when
- Proposals, supplier quotes, and technical designs kept as attachments on the project itself
Business Case with NPV, IRR, and Payback
Return calculated by the system and explained in plain language.
- Simple mode: investment, annual benefit, operating cost, life, and residual value, and the cash flow builds itself
- Detailed mode by annual or monthly period, with incremental revenue, cost savings, operating cost, and other items
- NPV discounted at the company's minimum attractive rate of return, which can be adjusted per project with a justification
- IRR calculated with a warning when it does not exist because the project never pays back the investment, and when the cash flow changes sign more than once
- Simple and discounted payback interpolated within the period, in months
- ROI and profitability index in the same panel
- Optional annual benefit growth, income tax, and tax depreciation
- Pessimistic, base, and optimistic scenarios with factors on investment and benefit
- Simulator that recalculates while the person types and explains in one sentence what each indicator means
- Business case versions, with the current one marked and the approved one frozen as the baseline
Prioritization Against the Budget
Which projects fit in the year's money, and why those.
- Ready-made criteria for strategic alignment, customer impact, risk eliminated, ease of execution, and urgency, with a described 1 to 5 scale
- Financial score from the profitability index compared with the best project in the plan, and negative NPV scores zero
- Weighted score by axis with the weights set by the company, and an axis without a score leaves the calculation
- Projects required by law go above the cutoff, whatever their score
- Budget cutoff line drawn right on the table, with the remaining balance
- Simulation of adding or removing projects without saving anything
Approval, Committee, and Gates
Who approves depends on the amount, and the committee votes with a quorum.
- Authority levels by amount and by category, with an individual approver or a committee
- Committee with members, chair, and quorum, and votes to approve, reject, or abstain with an opinion
- The manager and the sponsor do not vote on their own project
- Submitting requires items with amounts, a current business case when the category requires it, and prioritization scores
- Gates from idea to close with a checklist and a recorded decision
- Final approval freezes the approved amount and turns the business case into the baseline
- Extra budget beyond the tolerance goes through the approval chain for the total amount, not just the increase
- Approval inbox with the expected chain and the votes already cast
Execution, S-Curve, and Overrun Control
Where the approved money turned into orders, invoices, and payments.
- Project linked to purchase orders and payables picked from a list of documents not yet assigned to a project
- Committed and actual never added together: linking the payable of an already linked order deducts that order's committed amount
- Manual actual entries available and flagged as manual
- Budget, committed, actual, and available per project and for the portfolio
- Milestones with weight, planned date, and percent complete, forming the project's physical progress
- Status report with green, yellow, or red health, next steps, risks, and estimate at completion
- S-curve of planned cumulative versus actual cumulative, with cost and schedule performance indexes
- Overruns above the tolerance block new links until extra budget is approved
- Budget transfers between projects in the same plan, decided by someone other than the requester
Capitalization into Fixed Assets
The finished project becomes an asset with value, useful life, and origin.
- Only capitalizable items from finished projects are capitalized
- Value of each item from the actual linked to it, and actual without an item distributed by budget, with the breakdown in the draft
- Useful life, residual value, and asset category adjustable before sending
- Sending creates draft assets in Fixed Assets, with the project as origin, for the fixed asset team to confirm
- Reversal allowed while the asset is still a draft
- Disbursement series of approved projects published to Financial Planning by explicit action
Post-Investment Review and Alerts
Did the promised benefit show up? The answer with numbers.
- Realized benefit entered by period as revenue, savings, or avoided cost, with evidence
- Review with planned versus actual benefit and cost, and revised NPV and IRR
- Achievement rated as exceeded, achieved, partial, or not achieved
- Lessons learned and recommendations recorded for future projects
- Alerts for projects without updates, late milestones, budget overruns, and overdue reviews
- Daily routine that recalculates derived values and opens alerts without repeating the same warning
Permissions and Governance
Who proposes, who approves, who executes, and who configures.
- Separate permissions to view, create, approve, execute, delete, and configure
- Checks performed on screen and again on the server, on every call
- Settings, categories, criteria, and authority levels behind the configuration permission
- Every link picked from a list: plan, category, cost center, sponsor, order, and payable
Checklist
Everything included in CAPEX & Investments
All 58 features in this area, grouped by module so you can compare systems item by item.
- Annual CAPEX plan with total budget, contingency reserve, and budget by category, cost center, or branch
- Ready-made investment categories: expansion, maintenance and replacement, technology, efficiency, regulatory and safety, sustainability
- Projects with a generated code, justification, sponsor, manager, priority, cost center, branch, and planned dates
- Project budget by item: equipment, construction, installation, software, service, vehicle, or furniture, with quantity, amount, and disbursement period
- Items marked as capitalizable or not, with useful life suggested by the category
- Project stages from idea to close, with suspension that remembers the previous stage to resume
- Portfolio dashboard with budget versus estimate by category and a health indicator for each project
- Timeline for every project showing who did what and when
- Proposals, supplier quotes, and technical designs kept as attachments on the project itself
- Simple mode: investment, annual benefit, operating cost, life, and residual value, and the cash flow builds itself
- Detailed mode by annual or monthly period, with incremental revenue, cost savings, operating cost, and other items
- NPV discounted at the company's minimum attractive rate of return, which can be adjusted per project with a justification
- IRR calculated with a warning when it does not exist because the project never pays back the investment, and when the cash flow changes sign more than once
- Simple and discounted payback interpolated within the period, in months
- ROI and profitability index in the same panel
- Optional annual benefit growth, income tax, and tax depreciation
- Pessimistic, base, and optimistic scenarios with factors on investment and benefit
- Simulator that recalculates while the person types and explains in one sentence what each indicator means
- Business case versions, with the current one marked and the approved one frozen as the baseline
- Ready-made criteria for strategic alignment, customer impact, risk eliminated, ease of execution, and urgency, with a described 1 to 5 scale
- Financial score from the profitability index compared with the best project in the plan, and negative NPV scores zero
- Weighted score by axis with the weights set by the company, and an axis without a score leaves the calculation
- Projects required by law go above the cutoff, whatever their score
- Budget cutoff line drawn right on the table, with the remaining balance
- Simulation of adding or removing projects without saving anything
- Authority levels by amount and by category, with an individual approver or a committee
- Committee with members, chair, and quorum, and votes to approve, reject, or abstain with an opinion
- The manager and the sponsor do not vote on their own project
- Submitting requires items with amounts, a current business case when the category requires it, and prioritization scores
- Gates from idea to close with a checklist and a recorded decision
- Final approval freezes the approved amount and turns the business case into the baseline
- Extra budget beyond the tolerance goes through the approval chain for the total amount, not just the increase
- Approval inbox with the expected chain and the votes already cast
- Project linked to purchase orders and payables picked from a list of documents not yet assigned to a project
- Committed and actual never added together: linking the payable of an already linked order deducts that order's committed amount
- Manual actual entries available and flagged as manual
- Budget, committed, actual, and available per project and for the portfolio
- Milestones with weight, planned date, and percent complete, forming the project's physical progress
- Status report with green, yellow, or red health, next steps, risks, and estimate at completion
- S-curve of planned cumulative versus actual cumulative, with cost and schedule performance indexes
- Overruns above the tolerance block new links until extra budget is approved
- Budget transfers between projects in the same plan, decided by someone other than the requester
- Only capitalizable items from finished projects are capitalized
- Value of each item from the actual linked to it, and actual without an item distributed by budget, with the breakdown in the draft
- Useful life, residual value, and asset category adjustable before sending
- Sending creates draft assets in Fixed Assets, with the project as origin, for the fixed asset team to confirm
- Reversal allowed while the asset is still a draft
- Disbursement series of approved projects published to Financial Planning by explicit action
- Realized benefit entered by period as revenue, savings, or avoided cost, with evidence
- Review with planned versus actual benefit and cost, and revised NPV and IRR
- Achievement rated as exceeded, achieved, partial, or not achieved
- Lessons learned and recommendations recorded for future projects
- Alerts for projects without updates, late milestones, budget overruns, and overdue reviews
- Daily routine that recalculates derived values and opens alerts without repeating the same warning
- Separate permissions to view, create, approve, execute, delete, and configure
- Checks performed on screen and again on the server, on every call
- Settings, categories, criteria, and authority levels behind the configuration permission
- Every link picked from a list: plan, category, cost center, sponsor, order, and payable
Want to see CAPEX & Investments in your operation?
See a demonstration using your own numbers, with no obligation. A conversation will help you decide whether the module solves your needs.