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# When the Project Changes, What Exactly Changed?
- URL: https://abundance.alloconomy.com/alloconomy/commerce-when-the-project-changes/
- Published: 2026-10-19T07:33:15.000Z
- Updated: 2026-10-22T22:20:46.000Z
- Description: Scope, RFIs, approved changes, progress claims and retention.
- Author: Sathya Narayanan
- Tags: Alloconomy, Supply Chain, Commerce, Behind the Buy Button, #series-detail, #Import 2026-10-18 23:22

Supply Chain · Sixteen essays

Behind the Buy Button

Complete reading path · You are in Part 10 of 16
1. Part 1 [I Bought a Book. What Had to Be Promised First?](https://abundance.alloconomy.com/alloconomy/behind-the-buy-button/) The cast, the cheat sheet, and the whole commercial system.
2. Part 2 [Maya Sells to eComm Inc. Maya Also Sells Through eComm Inc.](https://abundance.alloconomy.com/alloconomy/commerce-who-is-selling-to-whom/) Retail vendors, marketplace sellers, custody and direct fulfillment.
3. Part 3 [The Purchase Order Begins Before the Purchase Order](https://abundance.alloconomy.com/alloconomy/commerce-before-the-purchase-order/) Need, supplier identity, sourcing, approval and changing commitments.
4. Part 4 [Sent, Received, Accepted: Three Different Claims](https://abundance.alloconomy.com/alloconomy/commerce-sent-received-accepted/) Order lines, shipment assertions, receipt evidence and message status.
5. Part 5 [The $140 Disagreement Inside One Invoice](https://abundance.alloconomy.com/alloconomy/commerce-the-140-dollar-disagreement/) Two-, three- and four-way matching, disputes and settlement.
6. Part 6 [The Price After the Price](https://abundance.alloconomy.com/alloconomy/commerce-the-price-after-the-price/) Rebates, credits, working capital and realized supplier economics.
7. Part 7 [How Do You Receive an Hour of Work?](https://abundance.alloconomy.com/alloconomy/commerce-how-do-you-receive-an-hour/) Labor, maintenance and professional services need their own evidence.
8. Part 8 [Software Is a Promise Over Time](https://abundance.alloconomy.com/alloconomy/commerce-software-is-a-promise-over-time/) Access, usage, licenses, digital rights and renewal decisions.
9. Part 9 [A Printing Machine Is Not Yet Printing Capacity](https://abundance.alloconomy.com/alloconomy/commerce-a-machine-is-not-yet-capacity/) Manufacturing plans, advances, assets and readiness for use.
10. Part 10 **When the Project Changes, What Exactly Changed?**Current essay Scope, RFIs, approved changes, progress claims and retention.
11. Part 11 [Buying Power, Renting Space, Committing Time](https://abundance.alloconomy.com/alloconomy/commerce-power-space-and-time/) Electricity, financial energy settlements and leases.
12. Part 12 [Now eComm Inc Is the Seller](https://abundance.alloconomy.com/alloconomy/commerce-the-platform-becomes-the-seller/) Business purchasing, cloud billing and marketplace collection.
13. Part 13 [One Transaction, Several Accounting Clocks](https://abundance.alloconomy.com/alloconomy/commerce-one-transaction-several-clocks/) Commitments, accruals, cash, assets and financial-statement scale.
14. Part 14 [A System That Can Remember Why](https://abundance.alloconomy.com/alloconomy/commerce-a-system-that-remembers/) Linking documents, quantities, time, corrections and independent evidence.
15. Part 15 [Safety Before Speed: What a Green Tick Cannot Approve](https://abundance.alloconomy.com/alloconomy/commerce-safety-before-speed/) Payment authority, supplier changes, duplicates, incentives and AI limits.
16. Part 16 [Follow the Promises Back to My Book](https://abundance.alloconomy.com/alloconomy/commerce-follow-the-promises-home/) A worked capstone and the bridge to the inbound and outbound series.

**Illustrative examples. Public sources. Personal views.**

I am Sathya Narayanan, writing in a personal capacity as I learn in public. The views, interpretations and teaching models are my own; they do not represent my employer or any other organization and carry no employer approval or endorsement. No confidential, proprietary or nonpublic employer information is used. Factual background comes only from publicly available sources. Maya of Stories Inc, the book vendor; Mayan of Sapiens Inc, the printing-machine supplier; and eComm Inc, the ecommerce company, are fictional teaching characters and companies. I appear as the customer in imagined scenes, not as a report of my actual purchases. These scenes do not describe any real company or its internal systems. The cases are separate teaching examples, not one continuous ledger. Scenario amounts, rates, terms and policies are illustrative assumptions unless expressly identified as dated public facts. Actual contracts, regulations, operations and economics require case-by-case analysis.

**Visual guide: the steps and the records they create**

[Open the buying and selling graph and quick definitions →](https://abundance.alloconomy.com/alloconomy/behind-the-buy-button/#buyer-seller-construct-map) See the industry names for PO, sales order, ASN, receipt, invoice and payment, with the steps that create or update each record.

Companion maps: [Inbound receiving](https://abundance.alloconomy.com/alloconomy/before-the-shelf/#buyer-seller-construct-map) · [Customer fulfillment](https://abundance.alloconomy.com/alloconomy/from-click-to-doorstep/#customer-fulfillment-construct-map)

*Part 10 of 16 · Behind the Buy Button*

## The room needs to change before the printer can run

eComm Inc's planned printing room needs electrical and ventilation work. Mayan supplies the printing package; a separate, unnamed building contractor performs the building work. Keeping the two contracts distinct makes their different obligations visible.

During installation, someone asks whether an electrical panel needs to be moved. A question becomes a proposed change, then a price, then perhaps an authorized addition. Those steps must remain distinguishable.

[![Part 10: construction & projects. $850,000 authorized ≠ $890,000 forecast exposure Fictional teaching model.](https://storage.ghost.io/c/f5/a9/f5a9f801-5a10-44d6-b07c-6658660be1a9/content/images/behind-the-buy-button/figures/part-10.png)](https://storage.ghost.io/c/f5/a9/f5a9f801-5a10-44d6-b07c-6658660be1a9/content/images/behind-the-buy-button/figures/part-10.png?ref=abundance.alloconomy.com)

Approval and forecast can disagree honestly. ORIGINAL CONTRACT — $800,000 — Starting approved scope; APPROVED CHANGE — +$50,000 — Authorized contract: $850,000; PENDING REQUEST — +$40,000 — Forecast if included: $890,000\. The $1,000,000 project budget has a wider scope than this contract. Fictional example; see the nearby table and prose for an accessible explanation.  
[View the full-size diagram →](https://storage.ghost.io/c/f5/a9/f5a9f801-5a10-44d6-b07c-6658660be1a9/content/images/behind-the-buy-button/figures/part-10.png?ref=abundance.alloconomy.com)

## The project-language cheat sheet

| Term                         | Its job in our example                        | What it does not establish           |
| ---------------------------- | --------------------------------------------- | ------------------------------------ |
| Scope of work                | Define the promised work                      | Every later request is included      |
| Submittal                    | Present proposed technical details for review | Equipment has arrived or works       |
| RFI: request for information | Resolve an ambiguity                          | Extra compensation is approved       |
| Proposed change              | Describe a requested revision                 | Authority to spend is granted        |
| Approved change order        | Record an authorized revision                 | The revised work is complete         |
| Progress certification       | Confirm qualifying work under the contract    | All project obligations are closed   |
| Punch list                   | Identify remaining defects or tasks           | Every item prevents useful operation |

We use these objects as a general analytical vocabulary for the fictional project. They do not establish any real employer's approval thresholds, retention rate or software architecture.

## Budget, contract and forecast are different totals

Assume eComm Inc has an overall $1,000,000 project budget. The contractor's original construction contract is $800,000\. An authorized $50,000 change makes the contract $850,000\. A further $40,000 request remains under review.

**Authorized contract = $800,000 + $50,000 = $850,000.**

**Forecast exposure, if the pending request is expected to proceed = $850,000 + $40,000 = $890,000.**

The $890,000 is not yet an authorized contract amount. Nor is the $40,000 necessarily irrelevant because it is unapproved. It belongs in a clearly labeled forecast or exposure view while the responsible people assess authority and any accounting obligation.

The $1,000,000 budget is a wider envelope. The arithmetic difference of $150,000 from the authorized construction contract is not automatically spare cash: the project may also need equipment, design work and other costs. A budget comparison is only meaningful when the scope matches.

## Follow the reason for a change

Suppose the original electrical specification cannot support the installed printer. The RFI identifies the ambiguity. The technical response explains the required revision. The proposed change estimates cost and schedule. The authorized decision establishes which modification may proceed.

If the only surviving record is the latest purchase-order total, we cannot explain why the cost changed. We also cannot assess whether the problem arose from design, changed requirements, supplier performance or an earlier assumption.

Mayan's machine contract and the contractor's building contract remain separate even when their work depends on each other. The platform should not pay both businesses for the same scope merely because each has referred to the overall printing project.

## Retention changes payment timing

Assume $100,000 of work is certified, and the contract specifies 10% retention. These are fictional terms.

**Current payment = $100,000 × (1 − 10%) = $90,000.**

**Retained amount = $100,000 × 10% = $10,000.**

Under the stated assumption that the full certified work is recognizable, the work-related liability is $100,000\. Retaining $10,000 does not turn the work into a $90,000 acquisition. The retained obligation needs its own release conditions and subsequent review.

The team must also distinguish current-period work from cumulative progress. If cumulative certified work rises from $300,000 to $400,000, the increment is $100,000\. Billing the entire $400,000 again would count prior work twice unless previous billings were explicitly deducted.

## Completion has several meanings

The room may be operational while minor defects remain. The contractor may have received most cash while retention remains payable. A purchase order may be administratively closed while warranties continue. Those statements can coexist.

eComm Inc's leader needs a remaining-obligations list with owners and evidence. Mayan needs clarity about interfaces with the contractor's work. The contractor needs a traceable basis for its claims. The investor needs to distinguish reported construction spending from available productive capacity.

As the customer, I never see the RFI. I still depend on someone resolving it properly. That is the connection between project paperwork and the apparently ordinary book in my hands.

## Continue the series

Previous: [A Printing Machine Is Not Yet Printing Capacity](https://abundance.alloconomy.com/alloconomy/commerce-a-machine-is-not-yet-capacity/). Next: [Buying Power, Renting Space, Committing Time](https://abundance.alloconomy.com/alloconomy/commerce-power-space-and-time/). Return to [the introduction and cheat sheet](https://abundance.alloconomy.com/alloconomy/behind-the-buy-button/).

*Evidence and method: public references were checked on October 18, 2026\. The fictional scenarios, proposed controls and design conclusions are learning models, not claims about a real employer. Reported financial figures retain their stated measurement dates.*