Resources
Match project demand to skills and available capacity before confirming assignments.
StatusOpenProposed
Staffing — request and assignment
PM creates ResourceRequests for each Role needed, with required skills, dates, and allocation %. Requests go to the Resource Manager, who searches available Consultants matching Role + Skills + UtilizationTarget, proposes candidates, and on confirmation creates ResourceAssignments (Status: Soft → Confirmed → Active). Assignments snapshot the effective BillRate. Where internal capacity is short, a SubcontractorPO is issued (routed for approval per firm’s delegation-of-authority matrix) and the sub is added as a ResourceAssignment with Subcontractor set.
due todayStatusConfirmedActive
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.
Resolve competing assignment requests
A consultant can match the required role and skills while already having a confirmed assignment for the same period. Review ResourceAssignments against approved availability, calendar and leave inputs before confirming new capacity. The Resource Manager must see the existing commitment and the applicable allocation percentage; a missing calendar feed is an exception, not evidence that the person is free.
Keep a proposed assignment distinct from a confirmed one. A soft reservation helps planning but must not be counted as accepted work or client billing. When confirmation succeeds, preserve the effective BillRate and dates used for the decision. Later changes require another capacity check rather than silently replacing the committed interval.
If external capacity is used, record the Subcontractor and its approved SubcontractorPO. Do not also populate Consultant for that same assignment. The supplier’s access comes from the active purchase-order scope, including the permitted project and period. Internal utilization views must distinguish supplier capacity from the internal consultant population.
For example, two managers may request the same specialist for overlapping weeks. Evaluate both requests against the latest confirmed assignments before accepting either one. A second confirmation based on an earlier availability snapshot must refresh its capacity check and present the conflict for resolution. Preserve the first commitment until an authorized revision is accepted.
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 reportsUtilization & Bench
Billable hours ÷ capacity hours per consultant, rolled up to Role, Practice, Office, and firm total. Split into billable, non-billable chargeable (training, pre-sales), and bench. Forward 12-week view alongside trailing 13.
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.
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