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Project Management Tools

Project analysis that runs in your browser — scheduling, estimating and responsibility, worked out from your own figures. No account, no upload, and no cloud task board to migrate into. A project plan carries client names, budgets and who is doing what, and none of that has any business leaving your machine.

Everything in one place

The tools below each answer one question well. This one puts a whole project in a single workspace, sharing one task list across every view.

Project LabTasks entered once drive the schedule, the resource histogram, the risk register, the dashboard and the status report — so the numbers cannot disagree. Save locally or export JSON you control. No account, no server.Start here

Critical Path CalculatorForward and backward pass over your dependency network: early and late dates, total and free float, every critical path, and real dates on the week you actually work. Handles FS, SS, FF and SF with leads and lags.Start here PERT CalculatorThree-point estimates weighted into an expected duration, with uncertainty combined the right way along a path — variances add, standard deviations do not — and P50 to P95 confidence.Open Working Day CalculatorFinish from a start, start from a deadline, or the days between two dates — on a configurable week including Sun–Thu and four-day weeks, with holidays and shutdowns removed.Open RACI Matrix BuilderAssign Responsible, Accountable, Consulted and Informed, and have the failures that matter flagged: no accountable owner, two accountable owners, and delivery concentrated on one person.Open Monte Carlo Schedule SimulatorSample every duration and recompute the critical path thousands of times. P50 to P95 finish dates, the probability of hitting a target, and a criticality index showing which activities the plan is hiding.Open Earned Value CalculatorCPI, SPI, cost and schedule variance, ETC, VAC and TCPI — plus four EAC forecasts, each stating the belief about the future it rests on rather than presenting one as correct.Open WBS BuilderType an indented structure and get automatic codes with estimates rolled up from the work packages, and the parent-plus-children double-count caught rather than summed.Open

Agile and flow

Metrics and forecasting for teams working in sprints or on a board. These need no estimates beyond what you already record.

Kanban Flow AnalyticsCycle and lead time with percentiles, throughput, a cumulative flow diagram, and — the actionable one — which work on the board is going stale right now.Open Monte Carlo Delivery ForecastResample your own throughput history to answer how long N items will take, or how many finish by a date. No story points required.Open Velocity CalculatorA 15th-to-85th percentile planning range from sprint history rather than an average that gets missed half the time.Open Little's Law CalculatorSolve for WIP, throughput or cycle time, and see what cutting a WIP limit would actually buy in delivery speed.Open Sprint Capacity CalculatorEffective hours from days off, part-time allocations, ceremonies and a focus factor. Hours only — no invented points conversion.Open Sprint PlannerFills a sprint in your priority order with a protected reserve, and lists what did not fit and why.Open Burndown & BurnupBoth charts from one dataset, because a burndown alone cannot tell a slowing team from a growing scope.Open

Decisions

Four methods for choosing between options, each honest about what it can and cannot settle. A simpler scorer without sensitivity analysis lives on the business decisions page.

AHP Decision ToolDerive criteria weights and option scores from pairwise comparisons, with Saaty's consistency ratio catching judgements that contradict each other — and naming which ones.Open Weighted Decision MatrixScoring with sensitivity analysis: how far each weight would have to move before the winner changes. Ratio normalisation keeps close options looking close.Open Pugh MatrixBetter, same or worse against a baseline. Deliberately coarse, because people compare reliably and score unreliably.Open Pairwise ComparisonRank a list by comparing two things at a time, with priorities from the eigenvector and a check on whether your answers agree.Open

Risk

Qualitative scoring, quantitative cost exposure, and the structural view. A simpler register is on the business decisions page.

Risk MatrixProbability × impact on a 3×3, 4×4 or 5×5 grid, plotting inherent and residual together so the gap shows whether a control is doing anything at all.Open Cost Risk SimulatorEstimating uncertainty and discrete risk events modelled separately, giving the contingency that covers you a stated share of the time rather than an expected value no outcome equals.Open Bow-Tie Risk DiagramThreats and preventive barriers on the left, consequences and mitigations on the right, with unguarded paths and common-mode controls flagged.Open

Resources and compression

Two ways to fix a plan that does not work: move the work, or buy time. Both are honest about what they cost.

Resource LevellingPer-person load across the schedule, then levelling that spends only existing float so the finish date never moves — and says plainly when there is not enough float to fix it.Open Schedule CrashingBuys days from the cheapest activity on every critical path, recomputing the path after each one so you never keep paying for work that stopped governing the finish.Open

Governance and documents

Structured records with real validation. Nothing on these pages writes your document for you — a blank section is reported as blank, because invented text in a governance document ends a conversation that needed to happen.

Stakeholder MatrixPower and interest on a grid, attitude tracked separately, and the gap that stops projects flagged: a powerful opponent with nobody owning the relationship.Open Communication PlanAudience, purpose, channel, cadence and owner — with unowned communications, uncovered stakeholders and a single point of failure all called out.Open RAID LogRisks, assumptions, issues and dependencies kept properly apart, because logging an issue as a risk keeps a real problem looking hypothetical.Open Project Charter BuilderThirteen sections checked for the things that make a charter useless — no exclusions, unmeasurable success criteria. Nothing is ever generated.Open Lessons LearnedCaptures the cause rather than the event, and flags every lesson that will not reach the next project for want of a recommendation or an owner.Open Status Report BuilderIndicators derived from your numbers with the threshold shown, and an overall status that a late milestone can push off green on its own.Open

Seeing and testing the plan

Three views of the same schedule engine: what it looks like, what a change to it costs, and which promises it can keep.

Gantt Chart BuilderBars computed from dependencies and your working week, with critical path, float tails, milestones, weekend shading and a today marker — plus the same schedule as a table.Open Change Impact AnalyzerCompares a scenario against an immutable baseline and lists every activity that moved without being edited, along with the float the change consumed.Open Milestone PlannerForecast dates derived from the prerequisite work rather than typed in, so a target and a forecast that disagree show up immediately.Open

Cost

Earned value is above with the schedule tools. These two are about the money itself — what is committed, and what different assumptions do to it.

Project Budget PlannerBaseline, committed, actual and forecast, with commitments tracked separately — because money ordered is money gone whatever the invoice date says.Open Budget Forecast SimulatorScenarios built from named adjustments applied in order, each traceable to its assumption, plotted against the contingency you actually hold.Open

When it is not going to plan

Understanding the network, working back from a date that will not move, and comparing recovery options that all cost something.

Dependency MapperA network laid out in columns so every arrow points forward, with lags and dependency types labelled — and a flat refusal to draw a circular network.Open Deadline Backward PlannerGiven a date that will not move, the latest each activity can start — on your real working calendar, and saying plainly when the deadline has already gone.Open Project Recovery PlannerCrash, fast-track and scope cuts compared against a recomputed critical path, with cost per day bought and the options that buy nothing flagged.Open

Time and meetings

A single meeting cost calculator lives on the business operations page. This one is about the recurring ones.

Meeting Cost ScenariosWhat a recurring meeting costs a year in money and person-hours, and what trimming the length, the attendee list or the frequency would each save.Open

One scheduling engine, not four calculators

These tools share a single tested scheduling engine rather than each reimplementing the maths. The critical path calculator, the date calculator and anything added later all run the same forward and backward pass, the same working-calendar arithmetic, and the same dependency handling. That is worth stating because the alternative — a page of calculators that each do their own date maths — is how two tools on one site end up disagreeing about the same project.

The engine is covered by 301 tests, including a critical-path network worked by hand so a wrong answer fails loudly rather than quietly rendering.

What is deliberately not here

No cloud task board. There are excellent products for assigning tickets and chasing status, and they need accounts and servers to do it. This is for the analysis those tools are usually worst at: what is actually driving the date, how much float exists, what an estimate is really worth.

No invented conclusions. Every number traces to something you entered. Where a method rests on an assumption — and PERT rests on several — the assumption is stated on the page rather than buried.

No false precision. A probability from a three-point estimate is conditional on the estimates being honest and the delays being independent. Real delays are correlated, and the pages say so rather than quoting a percentage as though it were measured.

Nothing sent anywhere. Task names, owners, budgets and dates stay in the browser. Project content is never passed to the advertising or analytics scripts on these pages.

Related tools already on the site

Some of what a project needs is already here rather than duplicated into this section: meeting cost, decision matrix, risk register, scope creep impact, capacity planner and timesheet. Building second copies of those under a different heading would make the site larger and no more useful.