Team and margin

Read capacity and engagement economics from the same delivery records. Team members have a delivery organization, role, bill rate, cost rate, weekly capacity and active flag. Their logged and billable hours roll up from work records.

• Set team context. Team members have a delivery organization, role, bill rate, cost rate, weekly capacity and active flag. Their logged and billable hours roll up from work records.
• Compare delivery with contract. The engagement combines contract value, delivered amount, delivered cost, approved service amount and invoiced service amount. Engagement Margin Desk shows realization, projected margin and over budget signals with a link to the engagement.
• Review capacity. Team utilization uses logged hours against weekly capacity. Managers can inspect service and time entries behind the numbers before deciding whether work needs a different owner or schedule.

The team can follow each decision through its source record. References connect work to the client engagement, while statuses keep the current queue readable. Review a record before changing its status so the next person can understand why it moved.

Agree who maintains cost and bill rates, the review period for utilization and which director can inspect margin. Confirm that engagement contract value and budget hours are current before reading the signals. Keep record ownership clear when a colleague is away. Use the status lists during a pilot to make sure submitted items are visible to the person expected to act.

A services director reviews an active engagement after a large delivery week. Delivered hours have risen, yet invoiced service amount trails approved service amount. The director opens the engagement from the margin desk and checks service lines and milestones before asking billing about the gap. At the same time, a senior engineer’s logged hours approach their weekly capacity. The manager reviews that person’s time entries and upcoming engagement dates before assigning further work. These are management decisions using recorded data, with no automatic staffing change implied.

The director opens the engagement from Engagement Margin Desk and checks the contract value, delivered amount, delivered cost and invoiced service amount before changing the staffing plan. For capacity, compare the team member’s logged hours with weekly capacity and inspect the underlying time records. Keep the review period consistent when comparing people.

• Engagement Margin Desk — Engagement value, delivery cost and budget signals with a link to the source record.
• Active Engagements — Current delivery commitments with contract and budget context.

Follow the related process and review the data model when preparing a pilot.