Manage covers multi-project and portfolio management, CapEx, OpEx, multi-year planning, and AI reporting. Users keep working in their existing Excel structures; AI transfers and structures the data in PROBIS, and Manage delivers the consolidated portfolio view and automated AI reporting.
Your existing ERP system remains in place. PROBISconnects directly to SAP, Yardi, Oracle, and MS Dynamics and retrieves the reports you need without interfering with your processes.
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Mainufer Tower II
Frankfurt · Office
Harbor District
Hamburg · Mixed Use
Isar Passage
Munich · Revitalization
Manage covers multi-project and portfolio management, CapEx, OpEx, multi-year planning, and AI reporting. Users keep working in their existing Excel structures; AI transfers and structures the data in PROBIS, and Manage delivers the consolidated portfolio view and automated AI reporting.
Your existing ERP system remains in place. PROBIS connects instantly to SAP, Yardi, Oracle, and MS Dynamics to provide the insights you need without disrupting your workflow.
Book a DEMORiverside Tower II
Chicago · Office
Harbor District
Baltimore · Mixed-Use
Peachtree Galleria
Atlanta · Refit
| Month | Plan | Is | Deviation | Coverage |
|---|---|---|---|---|
| Sept. | 45,3 | 48,2 | +2,9 | Discrepancy Reported · K. Hoffmann |
| Oct. | 49,1 | — | — | 5.1 months |
| Nov. | 52,7 | — | — | 4.8 months |
| Dec. | 50,9 | — | — | 4.6 months |
| Jan. | 47,4 | — | — | 4.3 months |
| Feb. | 43,7 | — | — | 4.1 months |
| Cash Outflow for 6 Months | 289,1 | 48,2 | +2,9 | Peak Nov. |
| Month | Needs | Available | Coverage | Status |
|---|---|---|---|---|
| Month 22 · Sep. | 8,4 | 50,2 | 5,0 | Within |
| Month 23 · Oct. | 9,2 | 41,8 | 4,5 | Within |
| Month 24 · Nov. | 10,1 | 32,6 | 4,2 | Within |
| Month 25 · Dec. | 10,8 | 22,4 | 4,1 | Within |
| Month 26 · Jan. | 11,1 | 11,7 | 3,8 | Below the Threshold · K. Hoffmann |
| Month 27 · Feb. | 10,3 | 0,6 | 0,1 | 7. Drawdown required |
| Unsecured Line of Credit | — | 50,2 | 5,0 | Covenant ≥ 4 months · 1 violation |
| Cost Group | Villa A | Ø Group | Delta |
|---|---|---|---|
| KG 330 Exterior Walls/Facade | 1.100 | 924,0 | +19,0 % |
| KG 340–350 Interior Walls & Ceilings | 810 | 647,0 | +25,2 % |
| KG 400 Technical Systems | 550 | 528,0 | +4,2 % |
| Total €/m² of gross floor area | 3.320 | 2.902,0 | +14,4 % |
| Project | Budget | Forecast | Deviation | Status |
|---|---|---|---|---|
| Mainufer Tower II | 203,1 | 206,2 | −1,5 % | Created |
| Harbor District | 233,2 | 243,0 | −4,2 % | Created |
| Hafenquartier Construction Lot E5 | 295,1 | 318,1 | −7,8 % | Created |
| Total: 3 projects | 731,4 | 767,3 | −4,9 % | Updates itself |
Steering consists of a small number of decisions made early enough to make a difference. Manage breaks this down into four components—the cash outflow, the funding source, the target figure, and the report that substantiates it. Each component triggers a threshold alert—with a designated owner and a deadline—before the decision becomes costly.
| Month | Planned | Actual | Variance | Cover |
|---|---|---|---|---|
| Sep | 45.3 | 48.2 | +2.9 | Drift Raised · A. Sullivan |
| Oct | 49.1 | — | — | 5.1 months |
| Nov | 52.7 | — | — | 4.8 months |
| Dec | 50.9 | — | — | 4.6 months |
| Jan | 47.4 | — | — | 4.3 months |
| Feb | 43.7 | — | — | 4.1 months |
| Six-Month Cash-Out | 289.1 | 48.2 | +2.9 | Peak Nov |
| Month | Requirement | Available | Cover | Status |
|---|---|---|---|---|
| Month 22 · Sep | 8.4 | 50.2 | 5.0 | Within |
| Month 23 · Oct | 9.2 | 41.8 | 4.5 | Within |
| Month 24 · Nov | 10.1 | 32.6 | 4.2 | Within |
| Month 25 · Dec | 10.8 | 22.4 | 4.1 | Within |
| Month 26 · Jan | 11.1 | 11.7 | 3.8 | Below Threshold · A. Sullivan |
| Month 27 · Feb | 10.3 | 0.6 | 0.1 | Advance 7 required |
| Remaining capacity | — | 50.2 | 5.0 | Covenant ≥ 6 flagged |
| Cost group | Villa A | Set avg | Delta |
|---|---|---|---|
| Superstructure | 123 | 102.5 | +19.9% |
| Interior Finishes | 90 | 71.8 | +25.3% |
| Services | 61 | 58.6 | +4.1% |
| Total $/sq ft | 369 | 321.8 | +14.7% |
| Project | Budget | Forecast | Variance | Status |
|---|---|---|---|---|
| Riverside Tower II | 203.1 | 206.2 | −1.5% | Compiled |
| Harbor District | 233.2 | 243.0 | −4.2% | Compiled |
| Seaport Block E5 | 295.1 | 318.1 | −7.8% | Compiled |
| Total for the three projects | 731.4 | 767.3 | −4.9% | Auto-updating |
Each fund drawdown answers three questions: Are the funds being directed where the financing plan specifies? Have the disbursement requirements for this tranche been met? Will the report stand up to scrutiny by the committee? PROBIS answers all three questions using a database owned by the bank—not the borrower’s spreadsheet.
| Source of Funds | Commitment | Retrieved | This drawdown | Remaining | Exam |
|---|---|---|---|---|---|
| Equity | 61,6 | 61,6 | — | 0,0 | Audited · Equity has priority |
| Senior Loans | 123,2 | 86,2 | 9,4 | 27,6 | LTC 68.4% · within |
| Mezzanine | 17,6 | 4,4 | — | 13,2 | Not accessed |
| Loan-to-Cost ≤ 70% | Is 68.4% | Within |
| Equity Capital Takes Precedence | Fully incorporated | Within |
| Funding coverage ≥ 4 months | 3.8 months as of January 2027 | Reported · K. Hoffmann |
Each fund drawdown answers three questions: Are the funds being directed where the financing plan specifies? Have the disbursement requirements for this tranche been met? Will the report stand up to scrutiny by the committee? PROBIS answers all three questions using a database owned by the bank—not the borrower’s spreadsheet.
| Source | Facility | Drawn | This advance | Remaining | Verification |
|---|---|---|---|---|---|
| Equity | 61.6 | 61.6 | — | 0.0 | Verified · equity-first |
| Senior debt | 123.2 | 86.2 | 9.4 | 27.6 | Within LTC 68.4% |
| Mezzanine | 17.6 | 4.4 | — | 13.2 | Undrawn |
| Loan-to-cost ratio ≤ 70% | Actual 68.4% | Within |
| Equity-first sequence | Fully contributed | Within |
| Funding to cover at least 6 months | Actual 5.0 months | Flagged · A. Sullivan |
The result is not a number, but a rationale. Villa A costs 13% more per square meter of gross floor area than Villa B—and you can see that the difference lies entirely in the facade, interior walls, and ceilings, because the comparison breaks it down precisely in those areas.
| Cost Group (DIN 276) | Villa A | Villa B | Villa C | Townhouse A | Townhouse B | Villa A vs. Ø Group |
|---|---|---|---|---|---|---|
| KG 320 Founding | 378 | 369 | 369 | 333 | 342 | +5,5 % |
| KG 330 Exterior Walls/Facade | 1,100outliers | 919 | 927 | 828 | 846 | +19,0 % |
| KG 340–350 Interior Walls & Ceilings | 810Outliers | 639 | 661 | 558 | 567 | +25,2 % |
| KG 400 Technical Systems | 550 | 531 | 558 | 497 | 504 | +4,2 % |
| KG 500 Outdoor Facilities | 189 | 207 | 180 | 144 | 135 | +10,5 % |
| KG 700 Incidental Construction Costs | 293 | 286 | 295 | 243 | 252 | +7,0 % |
| Total €/m² of gross floor area | 3.320 | 2.951 | 2.990 | 2.603 | 2.646 | +14,4 % |
Benchmarks are imported into Calculate → when you calculate a new project, and into Contract → when you review a quote.
The result isn't a number, but an explanation. Villa A costs 13% more per square foot than Villa B—and you can see that the difference lies entirely in the structural work and interior finishing, because that's exactly where the comparison breaks it down.
| Cost group (UNIFORMAT) | Villa A | Villa B | Villa C | Townhouse A | Townhouse B | Villa A vs. set average |
|---|---|---|---|---|---|---|
| Substructure | 42 | 41 | 41 | 37 | 38 | +5.5% |
| Superstructure | 123outlier | 101 | 103 | 92 | 94 | +19.9% |
| Interior Finishes | 90outlier | 71 | 73 | 62 | 63 | +25.3% |
| Services | 61 | 59 | 62 | 55 | 56 | +4.1% |
| Site Work | 21 | 23 | 20 | 16 | 15 | +10.5% |
| Professional Fees | 32 | 31 | 32 | 27 | 28 | +6.7% |
| Total $/sq ft | 369 | 326 | 331 | 289 | 294 | +14.7% |
Benchmarks are imported into Calculate → when you calculate a new project, and into Contract → when you review a quote.
Cost data is usually only verifiable in retrospect: someone spends three weeks reconstructing how a figure was arrived at. Manage continuously tracks this history and reports the same values in accordance with multiple accounting standards—HGB for general ledger entries, IFRS for consolidated and investor reporting, and US GAAP for international investors. This is precisely what shows the auditor that the system is built according to a standard and not based on personal preference.
The costs are reported in the general ledger in accordance with the German Commercial Code (HGB). The same figures are used in IFRS consolidated and investor reporting, as well as in US GAAP reporting for international investors. Three accounting standards from a single data set—and that is precisely where the audit evidence lies.
Whether an item is subject to capitalization or recognized as an expense is determined based on rules at the transaction level; it is not reconstructed at year-end. Production costs, construction-period interest pursuant to Section 255 of the German Commercial Code (HGB), and incidental construction costs are treated accordingly—the value you report in the financial statements is already chargeable.
Each value retains its creator, timestamp, and previous state. Nothing is overwritten without notice, and no number exists without the transaction that generated it—every value in every report can be traced back to its origin.
Read-only access with a defined scope, a complete change history, and reports that can be reproduced for any past date. The auditor works directly in the system rather than in a folder containing exported files.
Reports are generated on a fixed schedule based on current figures, in the agreed-upon format—the same figures used to manage the project, not a separately maintained set of data.
Cost data can usually only be verified after the fact: Someone spends three weeks reconstructing how a figure was arrived at. Manage keeps track of this history on an ongoing basis and reports the same figures in accordance with US GAAP—and in accordance with IFRS if a parent company or international investors require it. This is exactly what shows your auditors that the figures follow a defined standard rather than personal judgment.
The costs are recorded in your general ledger in accordance with U.S. GAAP. The same figures are used in IFRS reporting for international parent companies or investors—without the need for separate tables or manual reconciliation. Each standard is derived from a single data set, and that is precisely where the audit trail lies.
Whether a cost item is capitalized or recognized as an expense is determined based on rules at the transaction level and is not adjusted at year-end. Development costs, interest capitalized during the construction phase (ASC 835-20), and other real estate project costs (ASC 970) are treated consistently—meaning the amount on your balance sheet is already reliable.
Every value retains its creator, timestamp, and previous value. Nothing is overwritten without documentation, and no number exists without the transaction that generated it. Every value in every report can be traced back to its source—exactly the documentation that internal control audits such as SOX rely on.
Reviewers are granted read-only access with a defined scope, a complete change history, and reports that can be reproduced for any past cutoff date. They work directly in the system instead of having to track down exported files.
Reports are generated on a regular basis using current figures, in the format agreed upon with investors and lenders. They are based on the same figures you use to manage the project—not on a separately maintained dataset.
Define standards, thresholds, templates, roles, and escalation paths.
Each project adopts the standard while maintaining its own depth.
Key figures are recalculated based on current data, not on reports.
Exceedances result in warnings that specify the person responsible and a deadline.
Decision-making documents outline options and consequences; the outcome is documented.
| Project | Stage | Budget | Forecast var. | Status | Updated |
|---|---|---|---|---|---|
| Riverside Tower II | Construction | 203.1M | −1.5% | On track | Today |
| Harbor District | Construction | 233.2M | −4.2% | Watch | Today |
| Peachtree Galleria Renovation | Fit-out | 106.0M | +0.4% | On track | Today |
| Seaport Block E5 | Construction | 295.1M | −7.8% | Warning | Today |
| Northside Block C | Design | 82.4M | −0.2% | On track | Yesterday |
| Marina District | Construction | 155.9M | −2.1% | Watch | Today |
| Project | Phase | Budget | Forecast Variance | Status | Status |
|---|---|---|---|---|---|
| Mainufer Tower II | Construction | 203,1 | −1,5 % | On Schedule | Today |
| Harbor District | Construction | 233,2 | −4,2 % | Observe | Today |
| Isarpassage Revitalization | Expansion | 106,0 | +0,4 % | On Schedule | Today |
| Hafenquartier Construction Lot E5 | Construction | 295,1 | −7,8 % | Warning | Today |
| Nordstadt Block C | Planning | 82,4 | −0,2 % | On Schedule | Yesterday |
| Rheinauhafen Neighborhood | Construction | 155,9 | −2,1 % | Observe | Today |
Manage multiple projects as a single business unit.
Multiple companies in a single client environment, clearly separated.
You determine what your company focuses on.
Delays as a Cost Indicator.
All values, creators, and timestamps are preserved.
Based on current data, on a regular basis.
Authorization levels and project scope by team.
Who finds out what—and how quickly.
This month, compared to any previous figure.
From a Manhattan landmark to Munich Airport to a healthcare real estate operator. Select a project to learn more.
110 William Street is a historic 32-story office tower in Lower Manhattan, built in 1918 and expanded in 1959, which is currently undergoing a comprehensive modernization to prepare over 640,000 square feet for the New York City Administration for Children's Services. PROBIS supports the redevelopment with its digital monitoring platform—providing stakeholders with a transparent, real-time view of the budget and schedule throughout the project's lifecycle.
Read the full project profile →Munich Airport is expanding Terminal 1 with a new pier and a central building complex. The pier connects to Modules A and B and extends 1,050 feet into the western apron. Its new gate area can accommodate up to 12 aircraft, two of which are Airbus A380s. PROBIS provides Germany’s second-largest hub with a single, comprehensive view of the program, with Calculate, Contract, and Control all drawing on the same underlying data.
Read the full project profile →Andaz Vienna Am Belvedere is a Hyatt hotel designed by Renzo Piano. Its buildings are connected by bridges surrounding an open ground-floor lobby, and it features a rooftop bar overlooking the city. PROBIS Project-Clock was implemented for the financing banks via the project monitor to plan cash outflows and liquidity. Cloud-based use-of-funds monitoring runs in the Finance Dashboard.
Read the full project profile →MCR, a healthcare real estate operator in Göttingen, replaced fragmented spreadsheets with centralized financial management on PROBIS. An integration with DATEV enables bidirectional data exchange without duplicate entry, so the figures used to manage the business are the same ones the accountants record. Reporting is audit-ready by design rather than having to be reconstructed at year-end.
Read the full project profile →From a Manhattan landmark to Munich Airport to a healthcare real estate operator. Select a project to learn more.
110 William Street is a 32-story, landmarked office tower in Lower Manhattan, built in 1918 and expanded in 1959. As part of a comprehensive modernization project, over 59,000 m² are being renovated for the New York City Administration for Children’s Services. PROBIS is supporting the revitalization with its digital monitoring platform, providing all stakeholders with a transparent, up-to-date overview of costs and schedules throughout the entire project.
Read the full project profile →Munich Airport is expanding Terminal 1 with a new pier and a central building complex. The pier connects to Modules A and B and extends 320 meters into the western apron. The new gate area can handle up to 12 aircraft, including two Airbus A380s. PROBIS provides Germany’s second-largest hub with an overview of the entire program—Calculate, Contract, and Control all draw on the same data.
Read the full project profile →The Andaz Vienna Am Belvedere is a Hyatt hotel designed by Renzo Piano. Its buildings are connected by bridges surrounding an open lobby on the ground floor, with a rooftop bar overlooking the city. PROBIS Project-Clock was used via the project monitor for the financing banks to plan cash outflows and liquidity. Cloud-based monitoring of fund usage is handled in the Finance Dashboard.
Read the full project profile →MCR, a healthcare real estate operator in Göttingen, has replaced scattered spreadsheets with a centralized controlling system in PROBIS. A DATEV integration ensures bidirectional data exchange without duplicate entry—the figures used to manage the company are the same ones recorded by the accounting department. Reporting is audit-ready from the ground up, rather than having to be reconstructed at the end of the year.
Read the full project profile →Any report you can describe: monthly variances across a project group, a summary of changes exceeding a threshold, a cash flow view for the financing bank. You specify projects and sources—cost estimates, contracts, invoices—and the report is generated from scratch and kept up to date with each new data set.
They stay up to date. A report is a persistent query on the same entries that also form the basis of the cost report—it updates as soon as new cost data becomes available. There is no generation step and no version that becomes outdated without anyone noticing.
Yes. Standards, workflows, thresholds, and permissions can be defined by company, client, or project type, yet they all come together in a single portfolio view.
Fund disbursements, statements of equity, and funding coverage are included in Cash Flow and Liquidity. The view for the bank or the bank’s project monitor is derived from the same data used to manage the project—making it verifiable rather than compiled.
"Manage" is the control level: thresholds, funding coverage with assigned personnel, and aggregation across all projects in the portfolio. "Control" handles the underlying transactions and the detailed cash flow model from which these values are calculated—an alert here opens directly to the transaction that triggered it.
Bring in a project that went off the rails. We'll show you where the warning signs were and when PROBIS would have alerted you to them.
