Margin does not disappear at the end of an engagement, it leaks a week at a time. Completix gives consulting, advisory, legal, marketing and IT services firms one place to see what every engagement was sold at, what it is now forecast to cost, and who is committed to it next week.
Built for the practice leader who has to answer for the fee, not just the delivery plan.
| Consultant | Primary engagement | W41 | W42 | W43 | W44 |
|---|---|---|---|---|---|
| D. Whitfield | ENG-2214 Operating model | 80% | 80% | 95% | 95% |
| A. Rasheed | ENG-2214 Operating model | 60% | 100% | 130% | 130% |
| M. Okonkwo | ENG-2190 Cost review | 70% | 70% | 45% | 45% |
| S. Villanueva | ENG-2237 Systems selection | 90% | 90% | 80% | 50% |
Most project tools were designed for internal teams building a product. A professional services firm is doing something structurally different: selling a defined outcome at a fixed or capped fee, staffing it from a shared pool of senior people who are also promised elsewhere, and reporting on it to somebody outside the organisation who can withhold payment or decline to renew.
That difference shows up in three places, and it is the reason a task board and a spreadsheet stop working somewhere around the fifteenth concurrent engagement. Completix is project portfolio management software built for the level above the task list, where the fee, the staffing and the client commitment all live.
A proposal is priced on an assumption about effort. Delivery then discovers the real shape of the problem. Unless the sold fee, the recorded cost and the current estimate at completion sit in one view, nobody notices the gap until the engagement is too far along to reprice. This is why portfolio financial management matters more in services than in almost any other sector.
Two engagements can both look healthy while quietly depending on the same three senior consultants in the same fortnight. Capacity has to be visible per named individual across every client at once, not per role or per project, because the conflict never appears inside a single engagement plan. That is what resource and capacity planning across the portfolio is for.
An internal steering committee tolerates a late status update. A client reads it as a signal about how the firm is run. Reporting has to come out of the delivery record rather than a deck rebuilt each Thursday, and the version you sent has to still exist unchanged when the conversation about scope gets difficult six months later.
Work is sold on one set of assumptions and delivered on another. Completix holds the record at each stage, so the difference between the two is visible while there is still time to do something about it.
New work enters through structured demand and intake management with the scope, the fee, the sponsor and the requested start date captured in one form rather than an email thread.
What is heldConsultants are allocated by name, not by role pool, across every active engagement, so resource and capacity planning shows a commitment on one account against all the others.
What is heldCosts post against the engagement budget as they are recorded, and financial management keeps the forecast under the delivery lead's control rather than inferred by the system.
What is heldScope movement is handled as a review at a defined gate under your own portfolio governance model. Approval is a decision a named person makes under your policy, not something the platform grants.
What is heldThe engagement ends with a reconciled budget and a RAID and decisions record of everything that was agreed, which is the evidence base for the next proposal to the same client.
What is heldActuals tell you about last month. Completix keeps the sold fee, the recorded costs and the current forecast on the same card, so the gap between what the client agreed to pay and what delivery now expects to cost is a number rather than a feeling.
Last snapshot posted 30 Sep by D. Whitfield. Variance flagged in the Warning Center on 14 Oct after the integration workstream was re-forecast.
The weekly rollup exists because the data lives in different places. When every engagement records its fee, forecast and stage in the same system, the executive dashboard across all clients is already there, and what-if scenario planning can test what happens if you move a team between accounts.
| Engagement | Client | Stage | Approved fee | EAC | Variance | Status |
|---|---|---|---|---|---|---|
| ENG-2214 | Northwind Retail Group | Delivery | 1,240,000 | 1,286,000 | -46,000 | At risk |
| ENG-2190 | Calder Manufacturing | Delivery | 385,000 | 371,000 | 14,000 | On track |
| ENG-2237 | Brayton Health | Change review | 640,000 | 658,000 | -18,000 | Watch |
| ENG-2251 | Harlow Legal Partners | Staffing | 210,000 | 210,000 | 0 | On track |
| ENG-2263 | Northwind Retail Group | Intake | 175,000 | 175,000 | 0 | On track |
Access is governed by role, so a delivery lead sees their engagements and a practice head sees the book. Tenant data is logically isolated and every record is scoped to your organisation.
Snapshot taken by the delivery lead when the period was posted. The live status page has moved on since, the posted record has not.
Project status reporting in Completix is live and current, drawn from the same records the delivery team works in. When a period is posted, that version becomes an immutable snapshot, so the report you sent in September stays exactly as it was sent even after the numbers move.
Nine capabilities carry most of the weight in a services practice, from the moment a proposal is submitted to the moment the final invoice is reconciled against what was sold.
Capture new client work with scope, fee, sponsor and requested dates in one structured request, and score it on criteria you define before it consumes a single consultant week.
Rank pursuits and internal investments against the same criteria, so the decision to chase a low-margin renewal instead of a strategic account is made deliberately rather than by whoever asked first.
Allocate named consultants across every active engagement and see the weeks where one person is committed twice, before the client is told the date can be met.
Hold the approved fee, actuals to date, forecast and estimate at completion on one card per engagement, with variance rolling up to the practice view.
Define the review points an engagement has to pass and record who approved what, on what date, under your own policy. Approval stays a human decision.
Budget, schedule and effort variances that cross your thresholds are surfaced in one list for review. Completix flags them, your delivery leads decide what to do.
Risks, assumptions, issues and decisions each kept in their own log per engagement, which is the record that settles a scope argument at renewal.
Report from live delivery data, then post the period to freeze an immutable snapshot of exactly what the client was shown at the time.
One view of every client engagement, its stage, its fee position and its status, without a partner asking five delivery leads for a spreadsheet.
The questions consulting, advisory, legal, marketing and IT services firms ask us most often during an evaluation, answered without the marketing gloss.
It is software that manages the layer above individual client projects: which engagements the firm has committed to, what each one was sold for, who is staffed on it, how it is tracking against that fee, and what the client is being told. A task tool manages the work inside one engagement. A project portfolio management platform manages the book of engagements as a whole, which is the level at which a practice leader is actually judged.
Yes. Engagements are managed as a portfolio, so a practice head can see every active client in one list with stage, approved fee, estimate at completion and variance side by side, and filter down to a single account or delivery lead. The same records feed both the practice view and the engagement view, so there is no second set of numbers to reconcile before a partner meeting.
Completix is a portfolio management platform, not a billing system. It tracks cost and effort against each engagement budget and holds the approved fee, actuals, forecast and estimate at completion together, which is what tells you whether an engagement will land at the margin it was sold at. It does not raise invoices or replace your finance or accounting system. If invoicing and revenue recognition are a hard requirement, ask about them explicitly in the demo rather than assuming the capability.
Two things do the work. The approved fee stays visible for the life of the engagement, so drift is always measured against what the client agreed to pay rather than against last month's plan. Scope movement is then handled as a review at a defined gate, where a named person records the decision under your own policy. Nothing is approved automatically and no funding is released by the system. What you get afterwards is a dated record of who agreed to the extra work and on what basis, which is the part that matters when the client disputes the final invoice.
Status reporting runs on live delivery data, and posting a period captures an immutable snapshot of exactly what was reported at that point, which is what most firms share with the client each month. Access inside the platform is governed by role. If you need client-side users with their own logins into a restricted view, raise it during the demo so we can walk through the access model against your specific requirement rather than leave it to assumption.
Allocation is recorded per named individual rather than per role pool, across every engagement that person is committed to. That is the only way a double booking becomes visible, because the conflict never appears inside a single engagement plan. From there you can model alternatives with what-if scenario planning before you promise a start date to a new client.
Yes. Firms routinely run a stage-gated transformation programme for one client and iterative sprints for another, and both need to appear in the same portfolio view. Completix holds the delivery method at the engagement level and rolls status, resourcing and financials up consistently regardless of how the underlying work is planned. The methodology and governance layer lets you define the review points each type of engagement has to pass.
Work management tools are excellent at coordinating tasks inside an engagement and were built for that job. They do not hold a sold fee against an estimate at completion, they do not model named-person capacity across a book of clients, and they do not give you a governance record of who approved a scope change. Completix sits at the portfolio level and is designed around those questions. If you are comparing categories, the work management alternative comparison lays out where each type of tool stops.
Implementation and configuration come directly from the Completix product team, not from a reseller or a system integrator, which is the main reason services firms get to a working portfolio in weeks rather than through a multi-quarter programme. The timeline depends on how much configuration your governance model needs and how many engagements you are migrating, so it is scoped during discovery rather than quoted from a brochure.
Yes. The underlying problem is the same across all of them: a fee agreed with an external client, a shared pool of specialists, and reporting that a paying party reads. Related sector pages cover the variants in more detail:
Every record is scoped to your tenant, and access within it is governed by role, so a delivery lead sees the engagements they are responsible for while a practice head sees the whole book. Isolation is logical rather than physical infrastructure per customer. If your clients impose specific contractual requirements on where and how their data is held, bring them to the demo and we will answer them directly rather than in general terms.
The portfolio problem changes shape by sector. Each page below is written for the buyer in that industry, from grant and term cycles in higher education to capital project contention in manufacturing.
We will load a real fee, a real staffing picture and a real forecast, then show you where the variance would have surfaced and who would have been asked to decide.
Direct pricing and implementation. No system integrator required.