Good morning, Daniel
11 tasks assigned, and last week's timesheet is still unsubmitted.
My tasks113 due this week
Hours, this week22.5of 37.5
Unsubmitted1 weekweek 34
Utilisation78%target 75%
Needs doing
3 openWeek 34 timesheet not submittedBlocking billing on two projects - 4 days lateOverdue
Riverside migration - design reviewDue tomorrow, 6 hours estimated, not startedDue
Northgate rollout - blocked on client accessWaiting 5 days, escalated to ClaireBlocked
My tasks
What is assigned to you, on which project, and what it is worth.
Assigned to me
| Task | Project | Due | Estimate | Logged | Status |
|---|---|---|---|---|---|
| Design review | Riverside migration | 02 Sep | 6.0 | 0.0 | Not started |
| Data mapping | Riverside migration | 05 Sep | 12.0 | 8.5 | In progress |
| Client access setup | Northgate rollout | 29 Aug | 2.0 | 1.0 | Blocked |
| Integration testing | Northgate rollout | 12 Sep | 16.0 | 0.0 | Not started |
| Handover documentation | Kelso upgrade | 19 Sep | 8.0 | 0.0 | Not started |
| Post-launch support | Kelso upgrade | 26 Sep | 4.0 | 0.0 | Not started |
Nothing matches that search.
A task blocked on the client is shown as blocked, so it does not read as slow delivery.
Timesheet
Weekly entry, approved by the project manager, locked once billed.
Week 35, current
| Project | Task | Mon | Tue | Wed | Thu | Total |
|---|---|---|---|---|---|---|
| Riverside migration | Data mapping | 4.0 | 4.5 | - | - | 8.5 |
| Northgate rollout | Client access setup | 1.0 | - | - | - | 1.0 |
| Riverside migration | Design review | - | - | 3.0 | 4.0 | 7.0 |
| Internal | Team meeting | 1.0 | - | 1.0 | - | 2.0 |
| Internal | Training | - | 4.0 | - | - | 4.0 |
Week 34 is still unsubmitted and is blocking billing on two projects.
Plan
Tasks and milestones against a saved baseline, so slip is measured.
Riverside migration
| Phase | Baseline start | Baseline end | Forecast end | Slip | Progress | Status |
|---|---|---|---|---|---|---|
| Discovery | 12 May 2026 | 06 Jun 2026 | 06 Jun 2026 | 0 | 100% | Complete |
| Design | 09 Jun 2026 | 18 Jul 2026 | 25 Jul 2026 | +5 | 100% | Complete |
| Build | 21 Jul 2026 | 12 Sep 2026 | 19 Sep 2026 | +5 | 62% | Behind |
| Migration | 15 Sep 2026 | 03 Oct 2026 | 10 Oct 2026 | +5 | 0% | Not started |
| Handover | 06 Oct 2026 | 17 Oct 2026 | 24 Oct 2026 | +5 | 0% | Not started |
Slip is measured against the baseline, not against last week's guess.
Capacity
Assigned hours against available hours, before the plan is committed.
Daniel Novak112%
42 hrs assigned against 37.5 available
Elena Fischer88%
33 hrs assigned
Marta Kowalski46%
17 hrs assigned - available for work
Next 4 weeks
| Person | Available | Assigned | Load | Billable | Status |
|---|---|---|---|---|---|
| Daniel Novak | 150 | 168 | 112% | 84% | Over-allocated |
| Elena Fischer | 150 | 132 | 88% | 79% | Balanced |
| Tom Ellery | 150 | 141 | 94% | 88% | Balanced |
| Marta Kowalski | 150 | 69 | 46% | 42% | Capacity |
| Sara Duarte | 120 | 108 | 90% | 81% | Balanced |
Over-allocation is shown before the plan is committed rather than discovered when a date slips.
Margin
Billable value against the cost of delivered hours, per project.
Projects live82 below target margin
Blended margin34.2%target 35%
Unbilled WIP$62,40018 days average
Live projects
| Project | Contract | Cost to date | Billed | Margin | Complete | Status |
|---|---|---|---|---|---|---|
| Riverside migration | $186,000 | $96,400 | $104,000 | 38% | 62% | Healthy |
| Northgate rollout | $94,000 | $68,200 | $52,000 | 18% | 74% | Below target |
| Kelso upgrade | $142,000 | $41,800 | $48,000 | 42% | 31% | Healthy |
| Ashby integration | $62,000 | $49,600 | $44,000 | 12% | 88% | Below target |
| Halden support | $48,000 | $22,100 | $24,000 | 41% | 48% | Healthy |
Nothing matches that search.
Margin is visible at 40% complete, not at close - which is the only point it can still be fixed.
Rate cards
What each grade costs and what it bills at, per client where it differs.
Standard rate card
| Grade | Cost per hour | Standard rate | Margin | People | Status |
|---|---|---|---|---|---|
| Principal | $68 | $145 | 53% | 2 | Active |
| Senior | $52 | $110 | 53% | 6 | Active |
| Consultant | $38 | $85 | 55% | 11 | Active |
| Analyst | $28 | $62 | 55% | 8 | Active |
| Northgate, discounted | - | -15% | - | - | Client-specific |
The Northgate discount is why that project sits below target margin. That was a decision, not a surprise.
Why timesheets lock on billing
An editable timesheet is an invoice you cannot defend. Once time has been billed it becomes part of a commercial record, so corrections are adjustments rather than edits.
- Timesheets are submitted weekly and approved by the project manager
- Approved time locks once billing has run
- Corrections after billing are adjustments, with a reason
- Unsubmitted timesheets block billing and are escalated
- Cost of delivered hours comes from the grade, not a guess
- Every rate change is versioned and dated
Audit log
Every approval, rate change and adjustment. Retained for seven years.
Events
| When | Actor | Action | Target | Source |
|---|---|---|---|---|
| 01 Sep 08:00 | System | Escalated unsubmitted timesheet, week 34 | Daniel Novak | scheduler |
| 31 Aug 17:10 | Claire Dubois | Approved timesheets, week 34 | 8 people | web |
| 29 Aug 11:20 | Claire Dubois | Rebaselined phase, +5 days | Riverside migration | web |
| 22 Aug 09:40 | Lena Brandt | Applied client discount to rate card | Northgate rollout | web |
| 18 Aug 15:00 | Claire Dubois | Posted adjustment to billed time | Ashby integration | web |
Nothing matches that search.
Ostervall migration
One project, its money, its risks and its decision.
At riskFixed pricePRJ-0188 · Ostervall migration · $184,000 fixed · delivery 14 November
Ostervall data migration
Sixty-two per cent of the budget spent against forty per cent of the scope. The overrun is entirely in a phase that was scoped before anybody saw the source data.
Budget used62%of $184,000
Scope complete40%4 of 10 workstreams
Forecast at completion$248,000$64,000 over
Days to delivery68no float left
Where the money went
Discovery$28,000 · budgeted $24,000Close
Data cleansing$62,000 · budgeted $18,0003.4x over
Build$24,000 · budgeted $88,000Not started
Testing and cutover$0 · budgeted $54,000Not started
One phase accounts for the whole overrun. It was estimated from a data dictionary and the data did not match the dictionary.
Risks
Source data qualityRealised · $44,000 impactHappened
Client sign-off delaysOpen · 3 approvals outstandingLive
Key person on the client sideOpen · one person knows the schemaLive
Cutover windowOpen · one weekend, no second chanceLive
The first risk was logged in March at low likelihood. It is the one that happened, and the register was not revisited after discovery finished.
What has to be decided
Absorb the overrunFixed price · $64,000 off the marginOption
Change request for the dataScope was written before the data was seenOption
Reduce scopeDrop two workstreams the client called optionalOption
Do nothingDelivery slips and the overrun growsNot an option
Sixty-eight days left and no float. Every week this stays undecided removes one of the first three options.
New project
What is being delivered, on what terms, and by when.
The engagement
Estimating basis
Recorded because it predicts the overrun better than anything else here. Phases estimated from a specification run over roughly three times as often as phases estimated from the real thing.
What is created with the project
- A phase per deliverable, each separately budgeted
- A risk register, reviewed at every phase end rather than at the start only
- A change request log, empty and visible
- A margin forecast that updates from timesheets, not from opinion
A fixed-price project over $100,000 needs a second approver.
Reconcile customer records
One task, who is on it and what it has cost.
In progress184% of estimateTSK-4412 · Ostervall migration · data cleansing · Rasmus Holt
Estimated at 40 hours from the data dictionary. Seventy-four hours in, with about thirty to go, because the source has four spellings of the same field.
Estimated40 hrsfrom the dictionary
Logged74 hrs185% of estimate
Remaining30 hrsengineer estimate
Cost so far$8,140at the blended rate
Time by person
Rasmus Holt48 hrs · senior$6,240
Lucia Marchetti18 hrs · analyst$1,440
Kian Boyle8 hrs · analyst$460
Most of it is senior time on work an analyst could do once the rules are known. Finding the rules is what needed the senior, and that is finished.
Why it overran
Field spellingsFour variants of the same fieldNot in the dictionary
Empty required fields18% of rowsNot in the dictionary
Duplicate customers2,140 pairsKnown, understated
EncodingTwo character sets mixedNot in the dictionary
Three of four were invisible until somebody opened the file. That is the argument for the change request rather than for a better estimator.
Change requests
What changed, who agreed, and what it was worth.
Open requests6$84,000 of unagreed work
Agreed this year$212,000across 22 requests
Rejected$62,0009 requests
Median to decision18 daystarget is 5
Requests
$84,000 unagreed| Request | Project | Reason | Value | Age | Status |
|---|---|---|---|---|---|
| CR-0142 | Ostervall migration | Source data unlike the dictionary | $44,000 | 0 days | Not raised |
| CR-0138 | Marchetti rollout | Two extra sites added | $28,000 | 24 days | With client |
| CR-0134 | Halvorsen build | Scope clarified after design | $18,000 | 31 days | With client |
| CR-0129 | Marchetti rollout | Training days doubled | $12,000 | 9 days | Agreed |
| CR-0121 | Nordvik integration | API version changed | $8,400 | 2 days | Agreed |
The top row has a value, a reason and no age, because it has not been raised. It is the largest number on this screen and the only one nobody has seen.
A change request raised at eighteen days is a negotiation. One raised at sixty is an apology. The median here is eighteen and the Ostervall one is at ninety and counting.
Utilisation
Who is billable, who is not, and what that costs.
Billable68%target is 75%
On fixed price31%of all billable hours
Unbilled overrun$64,000this quarter
People over 90%3no capacity for anything
This quarter
68% billable| Person | Role | Billable | Non-billable | Utilisation | Note |
|---|---|---|---|---|---|
| Rasmus Holt | Senior engineer | 164 | 12 | 93% | No slack |
| Lucia Marchetti | Analyst | 148 | 28 | 84% | Healthy |
| Kian Boyle | Analyst | 96 | 80 | 55% | Bench |
| Astrid Vang | Project manager | 132 | 44 | 75% | Healthy |
| Tomas Reiter | Senior engineer | 158 | 18 | 90% | No slack |
Two people at ninety per cent and one at fifty-five. The Ostervall overrun is senior time doing analyst work while an analyst sits at fifty-five.
High utilisation on a fixed-price overrun is worse than low utilisation. Those hours are billed to nobody and still count as billable, which is why the unbilled overrun sits on this screen rather than only in the margin report.
Reports: activity
Volume and throughput, by owner and by phase.
Active projects34$2.84m of contracted work
Opened this month34against 18 closed
Median age96 daystarget is,
Owned by nobody2oldest is 11 days
Volume over time
12 weeksBillable hours per week. The shape is steady; what changes is how much of it sits on fixed-price work that has already overrun.
By phase
This quarterBy project manager
This quarter| Project manager | Open | Closed | Median days | Overdue |
|---|---|---|---|---|
| Astrid Vang | 9 | $842k | 88 | 1 |
| Bruno Salgado | 8 | $684k | 96 | 2 |
| Hedda Nilsen | 7 | $612k | 104 | 3 |
| Jonas Weiss | 8 | $588k | 118 | 5 |
| Unassigned | 2 | $114k | - | 11 |
Median days is start to delivery. Two projects have no manager and one of them is fixed price.
Reports: performance
Against target, with the gap named.
Against target31%average margin on delivered work
Best project managerTime and materials38% margin
WorstFixed price19% margin, and falling
Trend-4 ptson last quarter
Against target by phase
100 is the targetFixed price is not inherently worse. It is worse here because change requests are raised late or not at all, and the two rows are the same story.
What moved
Rule-derivedFixed-price margin down 4 pointsOne phase on one project accounts for most of itDown
Change requests agreed up $48,000On the projects that raise them within a weekUp
$84,000 of work done and unagreedHalf of it never raised as a request at allWatch
Threshold rules over the figures above, not a model. Each line names the number it came from so you can disagree with it.
Reports: exceptions
What breached, what is late and what nobody owns.
Breached6phases over budget
At risk84inside 48 hours
Unassigned2no owner at all
Reopened3closed then raised again
Exceptions
6 open| Project | Phase | Budget | Spent | Change request |
|---|---|---|---|---|
| Ostervall migration | Data cleansing | $18,000 | $62,000 | Never raised |
| Halvorsen build | Design | $32,000 | $44,000 | 31 days with client |
| Marchetti rollout | Training | $14,000 | $26,000 | Agreed |
| Nordvik integration | Build | $62,000 | $68,000 | Agreed |
| Calderon audit | Discovery | $8,000 | $14,000 | Never raised |
The two rows with no change request are the two largest overruns. That is not a coincidence: work that gets written up gets paid for.
Every overrun here was visible in the timesheets within a fortnight of starting. The ones that were raised were mostly agreed; the ones that were not are simply gone, and they are the larger number.
People
Who has an account, and what they own.
People
32 accounts| Name | Role | Practice | Last active | Status |
|---|---|---|---|---|
| Fredrik Aalto | Administrator | Operations | 14 minutes ago | Active |
| Astrid Vang | Project manager | Delivery | 30 minutes ago | Active |
| Rasmus Holt | Senior engineer | Delivery | 1 hour ago | Active |
| Lucia Marchetti | Analyst | Delivery | 2 hours ago | Active |
| Kian Boyle | Analyst | Delivery | Yesterday | Active |
| Ilona Petrescu | Finance | Finance | 3 hours ago | Active |
Deactivating somebody prompts you to reassign what they own rather than doing it silently, because an unowned record is how a register rots.
Roles
What each role is scoped to and what it may approve.
Roles
5 roles| Role | Type | People | Scope | Can approve to | Status |
|---|---|---|---|---|---|
| Administrator | Built in | 1 | Everything | No limit | Active |
| Project manager | Built in | 5 | Own projects | $10,000 change | Active |
| Member | Built in | 18 | Assigned tasks | - | Active |
| Finance | Built in | 3 | All, read and rates | Any change | Active |
| Client | Custom | 5 | Own project, read | Approves changes | Active |
A role carries a scope and an approval ceiling. Both are enforced on the server; hiding a button is not access control.
Recent changes
Client role given change-request approval in the toolFredrik Aalto · 12 JuneLogged
Project manager change ceiling set at $10,000Fredrik Aalto · 2 MarchLogged
Role changes sit in the same audit log as record changes, because both change what somebody can do.
Why custom roles exist
- A member logs time and cannot see the rate it is charged at
- A project manager raises a change request but cannot approve their own over $10,000
- A client sees their own project only, and approves changes to it
- Nobody can edit a submitted timesheet, only correct it with a visible adjustment
Permissions
Every capability against every role, as enforced.
What each role can do
10 capabilities| Capability | Administrator | Manager | Member | Finance | Client |
|---|---|---|---|---|---|
| View a project | Yes | Own | Assigned | Yes | Own |
| Log time | Yes | Yes | Yes | No | No |
| See charge rates | Yes | Yes | No | Yes | Own |
| See project margin | Yes | Own | No | Yes | No |
| Raise a change request | Yes | Yes | No | Yes | No |
| Approve a change to $10,000 | Yes | Not own | No | Yes | Yes |
| Approve a change above $10,000 | Yes | No | No | Yes | Yes |
| Re-plan a phase | Yes | Yes | No | No | No |
| Edit a submitted timesheet | No | No | No | No | No |
| Read the audit log | Yes | Yes | No | Yes | No |
Enforced per query rather than by hiding controls. A scoped "yes" means the row exists but is limited, which is why some actions need a second person.
A member cannot see the rate their hour is charged at. That is a deliberate choice about what a delivery conversation should be about, and it is reversible in one row here.
Notifications
What the system sends, to whom, and when.
What is sent
Task passes its estimateTo the project manager, at 100%On
Phase passes 80% of budgetTo the project manager and financeOn
Change request unraised on an overrunWeekly, while the overrun standsOn
Change request with the client 14 daysTo the project managerOn
Timesheet not submittedFriday afternoon, to the personOn
Every message names the record it is about, so a reply lands somewhere.
Quiet hours
No routine notifications20:00 to 07:00, local to the personOn
Urgent overridesA fixed-price project forecast to lose moneyOn
Weekly digestMonday 08:00On
A notification that waits until morning is one that did not work, so the override is explicit rather than a setting nobody finds.
Notification rules are yours to set. What is here is a starting point drawn from how the queue actually behaves.
Integrations
Connected systems and their sync history.
Connected
3 connectedTimesheetsHours by person, task and projectConnected
AccountingInvoices, costs and revenue recognitionConnected
CalendarPlanned leave against capacityConnected
Source controlDelivery activity against planNot connected
Client portalChange requests and approvalsNot connected
What breaks without them
- Without timesheets the margin forecast is opinion, and opinion on a fixed-price overrun is always optimistic
- Without accounting the forecast at completion cannot include real costs
- Without the client portal a change request travels by email and ages for a month
- Projects still run; what stops is the early warning
Sync history
Last 24 hours| When | Source | Records | Result |
|---|---|---|---|
| Nightly | Timesheets | 4,120 hours | 9 not submitted |
| Nightly | Accounting | $412,000 invoiced | Posted |
| 06:00 today | Calendar | 32 people | Current |
| Nightly | Timesheets | 3,980 hours | 14 not submitted |
A sync that half-succeeded is listed as such rather than as a failure, because the records that did land still changed something.
Import and export
Bulk load and extract, with per-row validation.
Import
Validated before anything is written. A file with one bad row imports the rest and tells you which line failed and why.
Export
RangeEverythingThis yearFiltered view
Recent imports and exports
Last 30 days| When | What | Rows | Result | By |
|---|---|---|---|---|
| 2 Sep 08:40 | Import | 4,120 | Complete | Ilona Petrescu |
| 1 Sep 18:00 | Export | 34 | Complete | Fredrik Aalto |
| 25 Aug 16:10 | Import | 32 | Complete | Fredrik Aalto |
Every import is kept with its source file, so a bad load can be traced rather than argued about.