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Because the proposal is a document and the project plan is a fresh start. Somebody reads the proposal, forms a view of the work, and sets up the plan from that view.
The caveats go first — the exclusion in paragraph nine, the assumption about who supplies the data. Six weeks later there is an argument about whether something was in scope, and both sides are reading different documents.
The quotation carries priced lines and stamped rates. On acceptance it becomes a sales order and opens a project whose phases are those lines, so the plan and the quote are the same content.
Exclusions and assumptions travel with it, visible on the project rather than filed with the proposal.
It will not prevent scope change. It makes change visible as change — priced, agreed and added — rather than absorbed silently until margin explains it.
It also does not plan the work. Turning quoted phases into a sequenced plan is delivery's job.
Scope conversations become specific. A request is either one of the lines that was quoted or it is not, and the plan says which.
Estimating improves, because the quoted hours and the logged hours sit on the same phases and the gap is readable per kind of work.
Phases open at that level and are broken down in Loop. The commercial lines stay as quoted.
Yes — how you deliver is yours. Changing what is delivered is a scope change.
Only what you expose through the portal.
We will run it end to end on your own numbers in half an hour, and tell you honestly which parts Treepie does not improve.