What the work cost, while it is still running.

Project

Customer, type, status, dates, priority, department, and cost centre, with the sales order it came from and the estimated value carried on it.

Project templates

A standard task list with dependencies and durations, so a recurring engagement starts fully planned rather than being rebuilt each time.

Project types

Internal, external, or your own named types, which is what lets billable and non-billable work coexist without confusing the reports.

Cost centre and dimension

A project is a first-class accounting dimension, so any ledger report can be read by project without a separate structure.

Project updates

Dated progress notes against the project, kept as records rather than sent as emails.

Users and visibility

Named project users with their own access, so a client-facing project does not expose everything else.

Task tree

Tasks and sub-tasks nested to any depth, with progress rolling up from the children rather than being maintained twice.

Dependencies

A task that depends on others cannot start before they finish, and the system enforces it rather than noting it.

Expected and actual dates

Planned start and end held separately from actual, which is what makes a delay report possible at all.

Task weight and progress

Weighted tasks so project completion reflects effort rather than count.

Task types and priority

Named types and priorities, filterable, so a board actually sorts into the order work should be done.

Gantt and Kanban views

The same tasks read as a timeline or as a board, without maintaining two plans.

Assignment and notification

Tasks assigned to named people with due dates, appearing on their own list.

Expected time and holidays

Duration in hours against a holiday list, so a schedule does not place work on days nobody is there.

Timesheets

Time logs against a project and task with from and to times, checked for overlap so the same hour is not logged twice.

Activity types

Named activities — design, installation, support — which is how a rate is decided without typing one.

Activity costs

A costing rate and a billing rate per employee per activity, so internal cost and client price are separate numbers held in one place.

Billable flags per line

Some hours bill and some do not, decided on the line rather than by splitting the sheet.

Approval

Timesheets submitted and approved before they cost or bill anything, with the approver derived from the reporting line.

Invoice from timesheet

A sales invoice built directly from approved billable hours, with the detail carried onto it.

Payroll from timesheet

Salary slips built from the same submitted sheets where people are paid by logged hours.

Labour cost

Hours at the costing rate for that employee and activity, accumulated on the project as sheets are submitted.

Material cost

Stock issued against the project valued from the stock ledger, so the number is the real one rather than a standard.

Expense cost

Approved expense claims carrying a project on each line, posting to the project and the ledger together.

Purchase against the project

Purchase orders and invoices carrying the project, so subcontracted and bought-in cost is included rather than sitting elsewhere.

Gross margin on the record

Total costing amount against total billed, computed on the project itself and readable at any point during delivery.

Billable against billed

What could be invoiced against what has been, which is where revenue quietly leaks on long jobs.

Estimated against actual

The estimated cost on the project set against the accumulated real cost, per project and across the portfolio.

Time and material

Invoiced from approved billable timesheets, with the hours and activities shown on the invoice.

Milestone billing

A sales order payment schedule tied to project milestones, invoiced as each one completes.

Fixed price with retention

Staged payments with a retention portion held to a later date, on the same payment schedule mechanism.

Recurring and retainer

Subscriptions billing on a cycle against the project, with the work still costed as it happens.

Percentage complete

Progress read from weighted task completion, for revenue recognised on a stage-of-completion basis.

Cross-charge between companies

Internal projects charged between group entities with the inter-company entry posted properly.

Project summary

Status, progress, cost, billing, and margin for every open project on one screen.

Delayed tasks

Tasks past their expected end date, by owner and project, which is the standing daily list.

Utilisation

Logged hours against available hours per employee and team, over a period.

Profitability

Margin by project, customer, and type, from real cost rather than an allocation.

Stock against projects

Material issued and returned per project, valued, for jobs that consume inventory.

Forecast from open work

Remaining billable value across the portfolio, from what is planned and not yet delivered.

Timesheet chasing

Missing and unapproved sheets identified daily by person and project, before they hold up a billing run.

Slippage watch

Tasks whose dependencies or dates have moved, with the effect on the milestone and the billing date set out.

Margin alerts

Projects whose accumulated cost is tracking past estimate, raised while there is still something to be done about it.

Billing preparation

Billable but unbilled hours, completed milestones, and project expenses gathered into a draft for review.

Limits and approval

An agent may prepare and prompt. Approving time, issuing an invoice, and changing a contracted value are named people's decisions.