Plans that survive contact with a real project
Ezitech Project Management keeps scope, schedule, people and cost on one board, so a slipping task is visible the week it slips, not at the review that explains why the deadline moved.
- Plan, capacity and cost in one view
- Timesheets that feed billing directly
- Client visibility without extra meetings
Used by software teams, agencies, construction firms, consultancies and engineering companies
The plan was fine. It just stopped describing reality in week three.
Projects rarely fail suddenly. They drift quietly, while the status report keeps saying green.
Status is a report, not a fact
Progress is whatever people said in the meeting. Nobody can tell whether a task is genuinely seventy per cent done, or seventy per cent of the way to being started.
The same person is on four critical paths
Resourcing is planned project by project, so nobody notices your best engineer is committed at 160 per cent until two deliveries slip in the same week.
Profit is discovered at the end
Hours, expenses and subcontractor costs are added up after delivery. By the time you know a job lost money, you have already quoted the next one the same way.
One plan, one capacity view, one cost line: updated by the work itself.
Tasks carry estimates, owners and dependencies. Timesheets post against them, expenses and subcontractor bills attach to the same job, and the baseline stays fixed. Slippage on the critical path is visible the week it happens, capacity conflicts surface before you commit to a date, and margin becomes a number you watch rather than one you discover.
Nine modules from the work breakdown to the invoice
Most teams start with planning, tasks and timesheets. Costing and portfolio reporting only become useful once the time data is honest.
Projects & Planning
Work breakdown, milestones, dependencies, baselines and Gantt or board views. With change requests tracked against the scope you originally signed.
- WBS
- Gantt
- Dependencies
- Baselines
- Change requests
Tasks & Workflows
Boards per team with your own stages, checklists, attachments, approvals, and automation that moves work forward without somebody chasing it.
- Boards
- Custom stages
- Checklists
- Approvals
- Automation
Resources & Capacity
Who is committed to what across every project at once, with skills, availability and leave, and a heat map that shows over-allocation before it bites.
- Capacity view
- Skills
- Leave
- Over-allocation
Timesheets & Attendance
Time logged against tasks from web or mobile, approved by a manager, and flowing straight into billing, job costing and utilisation reporting.
- Task timers
- Approvals
- Utilisation
- Mobile entry
Budgets & Job Costing
Budget against actual per phase, labour cost drawn from real timesheets, expenses and subcontractor bills, and margin visible while the job is still running.
- Budget vs actual
- Labour cost
- Expenses
- Live margin
Billing & Invoicing
Fixed price, time and materials, retainers or milestone billing. With unbilled work visible and invoices raised from approved timesheets rather than memory.
- Milestone
- Time & materials
- Retainers
- Unbilled
Collaboration & Client Portal
Discussion on the task itself, file versions, and a client portal showing progress, approvals and deliverables without another status call.
- Task threads
- File versions
- Client portal
- Approvals
Risks & Issues
A risk register with named owners and mitigation plans, issues escalating on age, and a dependency map showing what a delay actually blocks downstream.
- Risk register
- Escalation
- Issue log
- Dependency map
Portfolio Reporting
Health across every project, forecast against capacity, revenue recognition, and profitability by project, client and service line.
- Portfolio health
- Forecast
- Revenue recognition
- Profitability
Three things that separate a task list from project control
Anything can hold a list of tasks. These three decide whether you find out in time to act.
You find out in week three, not at the review
Progress is calculated from tasks actually completed and hours actually logged, measured against a baseline that doesn’t quietly move. When the critical path slips, it appears as a date change on the portfolio board that same week. With the task and the owner attached to it.
The conflict is visible before you promise the date
Allocation is planned across the whole portfolio rather than project by project. Before you commit to a delivery date you can see who is already spoken for, by how much, and which project has to give. Instead of discovering it when two deadlines collide in the same fortnight.
Profit you can watch, not perform an autopsy on
Timesheets convert to labour cost at each person’s real rate, expenses and subcontractor bills post against the same job, and budget versus actual updates as the work happens. A job heading the wrong way becomes a conversation in week four rather than a finding in month three.
Delivery stops being a matter of who you asked.
Four changes delivery leads report first, measured against the same portfolio a quarter earlier.
How a delivery team moves across
The software is straightforward. Getting people to log time honestly is the real project, so we design around that from day one.
How you deliver
We map how a project actually runs here: who estimates, who approves, how change is handled, and how the work eventually gets billed.
3 to 5 daysStructure & templates
Project templates, task stages, approval rules, rate cards, cost centres and billing models configured to your delivery model.
1 weekPilot project
One live project runs end to end in the system (including timesheets, a change request and an invoice), before anyone else moves across.
2 to 3 weeksTeam rollout
Remaining projects migrated with their baselines, teams trained on boards and timesheets, and client portals opened where useful.
2 to 4 weeksPortfolio view live
Management reporting is switched on once the underlying data is trustworthy. Deliberately not before.
OngoingTypical timeline: 4 to 8 weeks. Timesheet habit is what determines whether the cost reporting is worth reading, and habit takes a few weeks rather than a training session.
Configured for the kind of work you actually deliver
A sprint, a BOQ line and a monthly retainer are all “projects” and none of them behave alike.
Software & Product Teams
Sprints, releases, capacity and cost per feature, with client-facing milestones tracked alongside the engineering work.
Construction & Contracting
Tasks linked to BOQ lines, site progress, subcontractor bills, retention money and certified work claimed on time.
Agencies & Consultancies
Retainers and project work side by side, utilisation per person, and profitability measured per client rather than per month.
Engineering & EPC
Multi-phase projects with procurement dependencies, long lead items, and progress measured against physical completion.
Distributed Teams
Work spread across cities and time zones, with asynchronous updates instead of a standing daily call.
Internal PMOs
Portfolio governance, stage gates, benefit tracking and consistent reporting across departments that don’t work the same way.
It should sit where the work already happens
Developers stay in their repository, everyone stays in their chat tool, and finance keeps its ledger. The project system connects them rather than asking anyone to abandon what works.
Ask about a specific integrationCost data and client data in one place
Which means permissions have to be precise about who sees margin and who sees only the plan.
Cloud or on-premise
Hosted by us, on your own cloud account, or inside your network where a client contract requires it.
Project-level permissions
A contractor sees one project. A client sees deliverables and approvals. A lead sees cost; the team doesn’t have to.
Baselines & audit trail
Approved baselines cannot be edited away, and every scope change, estimate revision and approval is logged with who and when.
Backups & recovery
Automated backups with tested restores, covering project records, timesheets and the document versions attached to them.
Pick the scope. We’ll price it in writing.
Pricing follows user count, how many billing models you run, and what has to integrate, so we quote after seeing how you actually deliver.
Essentials
A single delivery team of up to roughly 25 users.
- Projects, tasks and Gantt planning
- Timesheets with manager approval
- Budget against actual per project
- Standard reports and dashboards
- Team training, email support
Growth
Multiple teams or offices, up to roughly 150 users.
- Everything in Essentials, plus:
- Capacity planning across the portfolio
- Job costing, billing and unbilled tracking
- Client portal and approval workflows
- Risk register and change control
- Integrations and a dedicated project manager
Enterprise
Portfolio governance across a group or multiple companies.
- Everything in Growth, plus:
- Multi-company portfolio consolidation
- Stage gates and benefit tracking
- Revenue recognition and custom costing rules
- On-premise or private-cloud deployment
- Priority SLA with a named support engineer
You own your project data and the licence to your build. No per-user monthly fee that grows every time you hire.
Questions we get on the first call
Only if it takes seconds, which is why time is logged against the task already open in front of them, with timers, mobile entry and a weekly grid for people who prefer to fill it in at once. Adoption is a habit rather than a feature, so we build the timesheet around how your team already works and expect it to take a few weeks to settle.
Yes, including retainers and milestone billing, and often on the same client. Each project carries its own billing model, and the system tracks unbilled approved work separately from work in progress, so nothing delivered quietly goes uninvoiced.
Both, on the same project. Long-range planning, dependencies and baselines live on the Gantt; day-to-day execution happens on boards with your own stages. Construction teams tend to live in the Gantt, software teams in the boards, and management sees the same underlying data either way.
Yes. The client portal exposes exactly what you choose (milestones, deliverables, approvals and shared files), and nothing about internal cost, margin or capacity. Permissions are set per project, so a sensitive engagement can be tighter than the rest.
Allocation is planned across the whole portfolio, so committing someone to a new project immediately shows their total load including leave and existing work. Over-allocation is flagged during planning, which is the only point where it is still cheap to fix.
Ezitech ERP connects natively. For other accounting packages we integrate through their API or an agreed export, so approved timesheets, expenses and invoices flow through without re-entry. What is feasible with your specific system is confirmed during discovery rather than assumed.
Yes, and we usually migrate active projects with their current baseline rather than reconstructing history. Completed projects are better left in your existing records: we import what you will actually use for forecasting and estimating, not everything ever done.
A hypercare period through your first full billing cycle, because that is when the connection between timesheets, costing and invoices gets properly tested. After that you move to a support agreement with defined response times and a named engineer.
Bring us the project that went sideways
The one that slipped quietly, or the one that delivered on time and still lost money. We’ll rebuild it inside the system and show you the week it would have flagged.