Engagements
Give every client engagement a clear scope, accountable owner and delivery baseline.
YouStatusPlanningActive
Opportunity handoff from CRM
When a CRM Opportunity reaches ClosedWon, the integration fires a project-creation handoff. The PM selects a ProjectTemplate and a BillingPolicy, confirms Client/Program/Practice/Office, sets ContractValue, BillingModel (TM / FixedFee / Milestone / Retainer), StartDate, EndDate, and BudgetHours/BudgetCost. SourceOpportunity is stored for traceback. The Project lands in Status: Planning.
Kickoff & planning
PM populates ProjectPhases (seeded from ProjectTemplate), ProjectTasks, and TaskDependencies. Milestone amounts are set on phases if BillingModel = Milestone. Initial RiskRegister is established; baseline is locked. Project advances to Status: Active at kickoff. Kickoff ProjectStatusReport goes out via client portal.
Project close
On project completion, PM closes open ProjectTasks, moves Project to Status: Closed, resolves open Issues and Risks, finalizes lessons-learned, and triggers final Invoice + final RevenueRecognition. Open ResourceAssignments move to Rolled Off and the consultants become bench or roll onto their next engagement. Client completes a final ProjectStatusReport acknowledgement.
Keep a changed engagement explainable
An engagement can begin from a confirmed CRM opportunity and later need a revised delivery date or additional scope. Keep SourceOpportunity with the project so the handoff can be retried without creating a second engagement. The project manager reviews the resulting client, practice, legal entity, billing policy and baseline before work becomes active.
A later request to extend delivery should identify which phases and tasks are affected. Record the proposal in ChangeOrders with its amount, hours and date implications. Keep the original baseline available while the request waits for the applicable internal decision and client acceptance. A comment in a status report cannot apply the contract change.
At close, distinguish completed delivery from outstanding obligations. A project may have no open tasks while a client decision, supplier invoice or financial acknowledgment remains unresolved. Record the reviewed close plan and the owner of each remaining exception. Releasing resource assignments does not erase their historical cost and allocation context.
Modules
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Engagements
Give every client engagement a clear scope, accountable owner and delivery baseline.
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Resources
Match project demand to skills and available capacity before confirming assignments.
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Timesheets
Capture time and expenses with the project context needed for independent review and billing.
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Changes and subcontractors
Control scope changes and external delivery commitments before they affect the project baseline.
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Billing
Prepare invoices from accepted delivery evidence and reconcile financial outcomes with accounting.
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Client portal
Give clients the status and decisions relevant to their own engagements.
Reports
All reportsProject Profitability
Revenue recognized vs. cost (labor at CostRate + expenses + subcontractor spend) per project, rolled up to Practice, Office, and Program. Drills into top and bottom 10% margin projects.
Portfolio Health Scorecard
HealthScore distribution (Green/Amber/Red) with contributing dimensions (schedule, budget, scope) across Programs, Practices, and Offices. Time-series view of health trend.
Roles and permissions
Runs the services business. Owns portfolio margin, utilization, revenue backlog, and delivery health. Approves largest-tier change orders and subcontractor POs.
Runs a service line. Owns practice utilization, bench, and delivery quality. Reviews all projects in the practice, approves mid-tier change orders and subcontractor POs.
Runs one or more engagements end-to-end. Owns project plan, staffing requests, approvals, client status, change orders, and invoicing prep.
Owns the forward capacity plan across practices. Matches open ResourceRequests to available Consultants; tracks bench and holds firm utilization to target.
Delivery-team member. Logs time, submits expenses, completes tasks, updates own task status.
External contractor — scoped to projects tied to an active SubcontractorPO.
External client user. Views project status, approves T&M time and expenses, approves milestones and deliverables, signs off on change orders.
Finance operator who reviews invoices, reconciles collection outcomes and releases approved recognition journals.
Related processes
Opportunity to staffed engagement
Turn a confirmed client opportunity into a scoped project with reviewed staffing.
3 stages · 0 approvals
Change request to controlled delivery
Keep revised scope and external commitments tied to their approval evidence.
3 stages · 1 approval
Invoice preparation to financial reconciliation
Release a supported invoice and retain the evidence for its collection and recognition state.
3 stages · 1 approval