AWRA Help Center
Search the same approved public knowledge source used by AwraIQ. Results stay grounded in published AWRA resources, so buyers, customers, and support teams work from one source of truth.
What is new, release notes, changelog history, status updates, and product change tracking.
Human Resources — employee records, leave, attendance and time, payroll and payslips, and employee self-service.
Delivery management — projects and tasks, Kanban board and my tasks, planning and Gantt, agile sprints, time and budget tracking, and flexibility (labels, checklists, templates).
Support desk — tickets, department queues, categories and assignment, SLA timers and escalation, the public intake portal, and staff self-service (My Tickets).
Android, iOS, mobile workflows, barcode scanning, scanner bridge, and field operations.
APIs, webhooks, sync patterns, QuickBooks, connectors, and external system implementation.
Trust, security, privacy, compliance, uptime, access controls, and procurement review resources.
Pricing, plans, subscriptions, ROI estimates, billing conversations, and commercial review.
AWRA Academy courses, lessons, assessments, and verifiable certificates — learn the platform module by module.
Implementation, onboarding, migration, demos, training, rollout, and customer success guidance.
Common questions, support paths, issue diagnosis, exceptions, controls, and operational fixes.
Stock control — item master and locations, counts and adjustments, transfers and approvals, traceability and quality holds, replenishment, and warehouse operations.
Buying — requisitions and approvals, RFQs and quotation comparison, purchase orders and receiving, three-way matching, supplier prequalification, and landed cost.
Selling — quotations and orders, invoicing and credit notes, customer records and statements, receipts and collections, and point of sale with shift reconciliation.
Money — chart of accounts and journals, expenses, budgets and controls, vendor payments, the payments register, aging reports, and period close.
Asset register — tagging and custody, assignment and location history, condition and verification, maintenance, depreciation schedules, and disposal.
The supply base — supplier records and documents, performance scoring, the vendor portal and collaboration, and vendor-side self-service.
Seeing the business — the report catalog, BI Studio and custom report builder, saved filters and scheduled reports, dashboards, and predictive insights.
Making the system act — approval workflows, rules and triggers, the unified action queue, exception handling, alerts and notifications, and scheduled jobs.
Core product documentation, module explainers, operating concepts, and platform overviews.
Browse Help Sections
Each article is backed by approved public knowledge and links back to the authoritative AWRA resource for deeper context. Tap a section to expand it.
Delivery management — projects and tasks, Kanban board and my tasks, planning and Gantt, agile sprints, time and budget tracking, and flexibility (labels, checklists, templates).
Agile Delivery
Projects & Tasks runs agile delivery on the same tasks you track: a backlog and sprint-planning board, a per-sprint Kanban, story points, velocity across completed sprints, and a burndown computed from real completion times. Completing a sprint carries unfinished work back to the backlog automatically.
AWRA Blog
Singapore's security-of-payment Act defines a day, for every deadline in it, as any day other than a public holiday. Weekends count. That is a third unit of time, and most systems implement two.
AWRA Blog
No mandate means the decision has to stand on operational evidence alone. Three honest positions including buying nothing, seven things worth scoring, and what a joint venture's attribution really costs.
AWRA Blog
A cost that lands nowhere lands in overhead — and overhead is where project profitability goes to hide. The four routes cost reaches a job, and the one-field rule that closes all of them.
AWRA Blog
Projects end twice — when the work stops, and months later when the last invoice and the last claim land. Why the reported margin is never the real one, the retention trap, and the one review table that changes future bids.
AWRA Blog
Customers return because you know their car, and that knowledge lives in a folder that gets lost and a mechanic who leaves. How far a registration-prefix convention gets you, and the declined-work note that is worth more than any discount.
AWRA Blog
Most project plans are tasks with dates typed beside them, which is a wish rather than a schedule. What dependencies buy you, why slack decides which delays matter, and the procurement lead time nobody records.
AWRA Blog
A task dependency here carries a type, and the critical path treats every link as finish-to-start in day offsets. Reading that type — and teaching the calculation about weekends — is a straightforward addition we can make to your workspace.
AWRA Blog
ERP projects fail in predictable places — dirty master data, big-bang go-lives, demo-data training. The five-phase checklist from decision to retired spreadsheets.
AWRA Blog
Configuration takes a week. What takes ninety days is the organisation deciding which of its four stock figures is real, who is allowed to write off damage, and what replaces the WhatsApp group that currently approves purchases.
AWRA Blog
Three project plans, each realistic, each assuming it has the same engineer. Why nobody ever computes the sum, why a count of open tasks is not a measure of load, and the four contention signals you already have without a capacity model.
AWRA Blog
Every inventory system offers a forecast; few explain how the number was produced. The blended velocity, the risk grade that compares cover against lead time, the settings that change it, and the four cases where it is confidently wrong.
AWRA Blog
A job card runs as a project here, which gives you parts at stamped cost, labour hours and a real margin per job from day one. Vehicle history across visits is the piece we can add on top, and it is worth scoping early.
AWRA Blog
Donor-funded work moves the unit of account off the cost centre and onto the award. Four cost streams accumulate against a project here and they are properly filtered — but the budgeting tool that holds lines and periods is keyed to departments, and there is no link from a budget to a project anywhere in the schema.
AWRA Blog
A project here has one customer, which fits most delivery work cleanly. Organisations running one programme on money from three funders need a shared cost split across all three in set proportions — a funder dimension we can add to your workspace.
AWRA Blog
A project carries one money budget. Its actual cost arrives from four independent streams — logged time, purchases, expenses and stock issued to the job. So the system can say a job is eighty per cent through its money and cannot say which of the four is why.
AWRA Blog
A sprint belongs to a project, and a task can only join a sprint in its own project. For a squad built around one engagement that is invisible; for a standing team carrying a client portfolio it is one cadence turned into four records, four burndowns and four velocities.
AWRA Blog
Two years on, somebody asks what the branch cost and nobody can say. A budget line fragments by category and resets at year end; a project holds the whole thing — with two gaps worth planning for.
AWRA Blog
Running both systems is correct for one module, for four weeks, with a stop date announced in advance. The weekly reconciliation that makes the double work worth it, and the one thing that destroys the test entirely.
AWRA Blog
Phasing is the safe answer and it is not free — you pay in a seam somebody carries by hand. Which modules genuinely cannot be separated, and the three situations where switching everything on at once is the better risk.
AWRA Blog
Measured work is priced by the unit and consumed by the unit. Preliminaries are priced by the contract and consumed by the week — which is why a job that hit every material target still lost money on a six-week delay.
AWRA Blog
Donor-funded procurement is judged twice — by your finance team and by an auditor who was not in the room. The controls that make both pass: competitive sourcing you can prove, three-way matching, sub-grantee oversight, and a record that is a by-product of the transaction.
AWRA Blog
Rwanda holds public and donor-funded spending to a high bar, and the audit trail is where that bar is met or missed. What procurement software must enforce — competition, approvals, three-way matching, grant-tagged spend — and where the honest limits are.
AWRA Blog
Addis is one of Africa's great hubs for NGOs and development agencies — and donor-funded procurement is judged twice: by your finance team, and by an auditor who was not in the room. The controls that make both pass, across currencies.
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