Who needs this every day
The product is built for organisations that work by project or by order. Six scenarios below differ not in the set of buttons but in the question that needs answering.
Which client brings money and which one eats the team
Orders look similar by contract value and behave nothing alike by effort. Without hours the difference is only visible through the art director instinct, and that instinct usually errs in favour of a favourite client.
Learn more- A project is linked to a contract and a customer, budget is kept by line
- Profitability is calculated by client, not only by project
- Revisions beyond the agreed scope show up as overrun on fixed price
- The effective rate shows what an hour actually cost
A lawyer logs hours where the work happens
A lawyer runs a case in A3.Lawyer and will not switch products to log an hour. The widget solves that in place, and an instruction on a case arrives here as an external assignment.
Learn more- The logging widget embeds into the case card
- The instruction stays in A3.Lawyer, its copy is visible in the shared list of work
- Time and materials as the payment model, billing rate by role
- The act for billable hours keeps a link to the contract act in A3.Lawyer
Sprints for the team, money for management
Engineering needs a backlog and velocity, the finance director needs the cost of a change. Agile methods are an extension, so the team sees sprints while the rest of the organisation does not.
Learn more- Backlog, sprints, burndown and kanban metrics in an extension
- Tasks from email and webhooks become an intake queue with no manual re-entry
- Cost of an internal project is calculated even with no revenue
- Load shows who is overloaded before a date slips
Dates that move together with their dependencies
A missed delivery shifts not one job but the whole tail behind it. Recalculating by hand on paper takes a day and still disagrees with reality.
Learn more- Four link types with lag and the critical path on a project of up to two thousand tasks
- Shifts are calculated against the working calendar of the country rather than in plain days
- The baseline sits next to the current plan: variance is visible without comparing two files
- Milestones marked billable tie stages to the money in the contract
A queue where a ticket does not get lost
Similar tickets with no assignee decided in advance need routing rather than manual distribution. Flows come as an extension and stay out of the way of other departments.
Learn more- Routing rules: round robin, by load, by qualification, first to take it
- A flow SLA with escalation on breach and a forecast of waiting time
- Metrics: throughput, time in queue, lead time and cycle time
- An email becomes a task, and a repeated message never creates a second one
One picture without assembling it by hand in a spreadsheet
Every direction reports its own way and consolidating takes a week. A portfolio answers the margin question with the same data the project manager already uses.
Learn more- Portfolios with a summary of dates and budget and a risk indicator that names reasons
- Projects in a portfolio compared by actual margin
- Scheduled reports are built under the permissions of each recipient separately
- Projects in different currencies roll up to the reporting currency at the rate on the report date
Do you not see your scenario?
Tell us how the work is organised at your company. We will show the product on your own example and say honestly if you do not need it.