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From Quote to Completion: Managing Projects with TeamPoint

20.10.26inPlatform Capabilities

Written by

Rosie Cottell

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Platform Capabilities20.10.26

From Quote to Completion: Managing Projects with TeamPoint

From planning and scheduling to purchasing, variations, invoicing and profitability, discover how TeamPoint helps contractors manage projects of every size. Keep track of people, work, costs and compliance, all in one connected system.

Managing a project involves a lot more than getting the work booked into the diary. There are people to organise, materials to order, subcontractors to coordinate, budgets to monitor and customers to keep informed. Work needs to be carried out safely and to the required standard, with all the necessary documentation collected along the way.

And that's assuming everything goes to plan!

Whether you're managing an installation involving three visits or a substantial programme across hundreds of properties, you need to know what's been agreed, what's happening on site, what remains outstanding and how the project is performing financially.

The bigger the contract, the more difficult that becomes, especially when different people are relying on spreadsheets, diaries, emails and paperwork to keep everything moving.

TeamPoint's project management software connects the operational and financial sides of a contract, bringing quotations, jobs, scheduling, subcontractors, purchasing, variations, invoicing and profitability together. From monitoring committed expenditure to managing stage payments and retentions, it helps contractors keep track of both the work and the money.

In TeamPoint, a project is a customer-level record that groups related jobs together with their quotations, purchasing, variations, invoices, retentions and profit and loss. Each job can be scheduled and completed separately, while the project gives you a view of the whole contract.

Rather than treating a contract as one enormous job, you can divide it into manageable activities, each with its own requirements and records, while keeping everything associated with the overall project.

You can also explore the wider functionality on our Projects & Service Contracts feature page.

Here's how it works.

Planning and setting up a project

Before anyone arrives on site, you need to establish the scope of work, agree the specification, assess the resources required and prepare a price.

For larger contracts, that might involve several surveys, technical drawings, discussions with subcontractors and a detailed programme. For smaller projects, it could be a straightforward site visit followed by a quotation.

Either way, there's plenty to organise before the work begins.

And preparing a tender doesn't necessarily mean you'll win the contract. Research from the Southern Construction Framework, reported by Construction News in May 2026, found that subcontractor tender workloads were increasing, while conversion into projects starting on site remained inconsistent. Extended pre-construction periods and repeated changes to designs and budgets were adding to the work involved in preparing bids.

For contractors juggling several opportunities alongside existing commitments, keeping information organised matters from the very beginning.

From quotation to project

In TeamPoint, projects can be created manually or from an accepted quotation.

Project quotations can include alternative options and optional extras, allowing customers to compare specifications and decide which additional work they'd like included.

Customers can review and accept quotations online. Once accepted, TeamPoint automatically creates the project, carrying forward the customer, project name, agreed value, purchase order number and relevant quotation information.

TeamPoint project quotation showing customer details, project name, pricing options and agreed value, ready to create a project.

Project Quote

Alternatively, you can create a project manually when the contract has already been agreed or you're transferring existing work into TeamPoint.

Each project belongs to a customer rather than an individual site, so it can include work at any number of that customer's properties.

You can read more about this process in From Quote to Invoice: How TeamPoint Keeps the Commercial Process Connected.

Breaking the project into manageable chunks

A project doesn't have to be enormous.

Take a contractor replacing the roof on a single property. Instead of recording everything as one job, they might divide the contract into removing the existing covering, carrying out structural repairs, installing the new roof, replacing guttering and completing work to a porch. Each activity becomes an individual job that can be scheduled, assigned, documented and completed separately.

Meanwhile, the project keeps the work, purchasing, variations, invoices and recorded costs connected. The same approach works for a heating installation involving surveys, preparation and commissioning, or a refurbishment requiring several trades.

The individual jobs tell you what's happening on site. The project brings the whole contract together.

Keeping the information organised

TeamPoint's project record contains dedicated areas for Details, Checklists, Jobs, Purchasing, Invoices, Variations, P&L and Files. Projects have their own agreed value, customer purchase order number, description, tags and statuses, including Planned, In Progress, On Hold, Waiting Final Payment and Completed.

Checklists help organise requirements and actions, and can be copied from similar projects. Notes and follow-ups provide further ways to keep track of what needs attention. The project list gives managers an overview of current contracts, including their statuses, values, checklist progress, linked records and financial figures. Projects can also be searched, filtered and exported, subject to user permissions.

Different staff can have different levels of access, helping businesses control who can create, manage or view project information.

Scheduling and coordinating the work

Once the project has been agreed, the next challenge is deciding when everything can happen and who's going to carry it out.

Different activities may require different trades, specialist qualifications, access arrangements or materials. And all this has to fit around everything else the business already has booked.

Finding the right people isn't always straightforward, either.

The Federation of Master Builders and Chartered Institute of Building State of Trade Survey, covering the second half of 2025, found that 72% of responding construction SMEs were affected by skilled labour shortages, with 49% reporting job delays as a result.

Software can't magic an electrician, but it can help you make better use of the people and time available.

Creating and scheduling jobs

Project jobs can be added individually or imported in bulk from a CSV spreadsheet.

TeamPoint supports importing up to 500 jobs at a time, using information such as site names, addresses, work descriptions and due dates. Column mappings can be saved and reused, with new customer sites created where necessary.

This is particularly useful when organising a programme of work across numerous properties.

Jobs can then be scheduled through TeamPoint's calendar and map, taking account of operative availability, working hours, skills, qualifications, locations, travel time, estimated duration, priorities and existing commitments.

The calendar highlights over-allocation, helping schedulers recognise when someone has more work assigned than their available hours allow.

Skills and tags help identify suitable operatives, while the final scheduling decisions remain with your team.

Following the project timeline

The project's Jobs tab includes a visual timeline showing individual jobs across their date ranges, with colours indicating whether work is entered, scheduled or complete.

It's a useful way to see how visits are arranged and identify what's outstanding.

Of course, a beautifully planned schedule is only useful until something changes.

Perhaps the materials haven't arrived, the electrician is urgently needed elsewhere or yesterday's inspection uncovered additional work. The difficulty isn't necessarily rearranging that one appointment. It's understanding what else is affected, who needs to know and whether the changes will increase costs.

Individual jobs can be rescheduled through TeamPoint's calendar, while the project timeline and associated records help managers review the wider picture.

When several projects are running simultaneously, the scheduling calendar also provides visibility across the workforce without losing the connection between individual jobs and their projects.

For a closer look at these tools, see From Planning to Dispatch: Scheduling in TeamPoint.

Managing subcontractors

Many projects involve specialist subcontractors working alongside your own employees, sometimes across several sites and at different stages of the work.

TeamPoint lets you manage subcontractor companies and their operatives within the same system as your own team. You can record their skills, qualifications, insurance details and other credentials, with alerts to help you keep track of expiry dates.

Subcontractors can be scheduled onto jobs, receive instructions through the mobile app, complete forms, upload photographs and record the work they've carried out. You can also hand over entire jobs to subcontractors while keeping them connected to the wider project.

This means you can see who's responsible for each part of the work, what's been completed and what still needs attention, without losing track of subcontracted work or managing it in a separate system.

Purchasing materials and services

Purchase orders can be raised against individual project jobs or against the project as a whole.

Orders record suppliers, products or services, quantities, prices and delivery information. TeamPoint supports supplier-specific pricing and discounts, alternative delivery addresses, collection arrangements and automatic purchase order numbering.

Purchase orders can be emailed directly to suppliers, with the associated PDFs and correspondence retained.

An optional Create POs tool can also generate supplier-grouped orders from the products recorded on a job, using their preferred suppliers.

Office administrator working across several screens to prepare project information in the office.

Project Purchasing

Managing work on site

A project may be carefully organised in the office, but the work still has to happen on site. And site conditions don't always match what was expected.

An operative might discover damage that wasn't visible during the survey, find that access is restricted or identify something that affects the next stage of work.

When that happens, the project manager needs to know. Does another visit need arranging? Will additional materials be required? Does the customer need to approve a variation? And what will it mean for the project costs?

TeamPoint connects the work taking place on site to the wider project. Operatives can access their assigned jobs through the mobile app, including instructions, drawings, safety documents and site information. They can record progress, complete worksheets, take photographs, collect signatures and report additional work.

The app also supports offline working, so information can be recorded where mobile coverage is limited and synchronised when a connection becomes available.

Each job retains its own records and evidence, while remaining connected to the overall project. This gives managers a clearer picture of what's been completed, what still needs attention and whether any changes could affect the schedule or budget.

Rather than waiting until the end of a project to discover that something has changed, the office has information from site to help decide what happens next.

For more on the mobile functionality, read Working on Site with the TeamPoint Mobile App.

Richard Manders from Churchill Integrated Services — Richard Manders, Managing DirectorChurchill Integrated Services

Safety, Compliance and Quality Control

On a project involving several jobs, different trades and multiple site visits, keeping everyone working safely and to the required standard takes careful coordination. It's not just a question of having the right paperwork. Project managers need to know that the necessary checks have been carried out, that the people doing the work are appropriately qualified and that any problems are identified before they affect the next stage.

Depending on the project, this might involve risk assessments, method statements, permits, inspections, certificates and photographic evidence of completed work. Some checks will be required before work begins, others during installation or before a particular stage can be signed off.

Project Checklists

TeamPoint allows businesses to build these requirements into their job workflows, rather than leaving them to be dealt with separately. Operatives can complete safety forms, record measurements, upload photographs and collect signatures while carrying out their work. Permit processes can include issue, approval and closure stages, and qualification expiry dates can be monitored through configurable alerts.

For a project manager overseeing several teams or subcontractors, having this information recorded against the individual jobs makes it easier to see what has been completed and what still needs attention.

TeamPoint's Checks functionality adds another level of control. Submitted work can be reviewed by the office using pass, fail and not-applicable responses, with progression held until specified checks have been completed. If an inspection reveals a problem or further work is required, this can be identified and dealt with before the job progresses.

The photographs, completed forms, certificates and other documentation remain associated with the relevant jobs, creating a record of work carried out throughout the project. This is particularly useful when customers require evidence at different stages, when work needs inspecting before it is covered up, or when documentation must be supplied as part of the final handover.

Rather than trying to gather everything together when a project finishes, TeamPoint helps contractors build a clear record of safety checks, inspections and completed work as the project progresses.

For a more detailed look at these capabilities, read Managing Compliance with TeamPoint: Checks, Evidence & Audit Trails.

Managing unexpected changes and variations

Even the best-planned project can take an unexpected turn once work begins.

A survey might uncover additional repairs, materials may become unavailable or the customer could decide to change the specification. Sometimes it's an inspection that reveals something nobody could have anticipated before the work started. Whatever the cause, changes need managing. They may affect the schedule, the costs, the people needed on site and, importantly, what the customer has agreed to pay.

TeamPoint keeps the individual jobs, notes, photographs, forms and project records connected, so there's a record of what has happened and why additional work may be needed. When a change requires the customer's approval, a variation quotation can be raised directly against the project. This allows the additional work to be described, priced and sent to the customer for approval, including online acceptance.

Let's return to our roofing contractor, working on a project originally agreed at £40,000.

During the work, the team discovers rotten roof timbers that weren't visible during the survey. Replacing them will require additional labour and materials, and the customer needs to approve the extra cost. The contractor raises a £5,000 variation through TeamPoint. Once it's accepted, the agreed project value is automatically increased to £45,000. The additional work can then be organised through the project's jobs. The accepted variation remains associated with the project, creating a record of the change and the customer's approval.

An accepted variation doesn't automatically create an invoice; the additional work must still be billed through the usual invoicing process. And if the scope of a project is reduced, its value can be adjusted manually.

Being able to revisit these decisions is particularly useful when a customer wants to understand why the final contract value differs from the original quotation.

Project invoicing, deposits and retentions

Getting the work finished and getting it invoiced are two different challenges.

Unlike smaller jobs that might be invoiced on completion, projects can have more complicated payment arrangements. There may be an initial deposit, invoices at agreed stages, charges for individual visits, approved variations and retention amounts that won't become payable until months after the work has finished.

For a contractor managing several projects at once, keeping track of what has been billed, what can be billed next and what remains outstanding is an important part of managing cash flow.

TeamPoint allows invoices to be raised directly against a project or from the individual jobs within it.

This means a business could invoice for an initial stage, raise another invoice as work progresses and issue a final invoice when the project is complete. Alternatively, it could invoice each job separately or raise one invoice covering the whole contract.

Stage invoice amounts are entered manually, giving the business control over when and how much it invoices. Percentage-based deposits are also available on individual jobs where appropriate.

Within the project's P&L tab, an Invoicing Progress bar compares the net value of invoices raised with the agreed project value.

If a £40,000 project has been invoiced for £20,000, for example, its invoicing progress would stand at 50%, provided the project value has been recorded on the same net basis.

The distinction matters because projects created from accepted quotations initially take the quotation's VAT-inclusive value, while invoicing progress uses net invoices. Keeping the project value consistent with net amounts makes the progress bar meaningful.

Of course, an invoice being raised doesn't mean the money has been received. TeamPoint's invoicing records help businesses manage billing, while payment and debt information must also be considered when reviewing the financial position.

Keeping track of retentions

Retentions are particularly relevant to construction and roofing projects, where the customer may withhold part of a payment until the work has been completed satisfactorily or a defects liability period has ended.

For a contractor, that can mean significant amounts of money remaining outstanding long after the operatives have left site.

TeamPoint supports multiple retention terms on an invoice, each with its own percentage and due date. The retained amount is deducted through the invoice's retention line and recorded separately, so it can be monitored until it becomes due.

TeamPoint retentions chart showing outstanding retention amounts due over the next twelve months.

Retention tracking

For example, a contract could include a 5% retention, with portions released at different agreed dates after completion. Rather than relying on a spreadsheet or somebody remembering to chase the payment, the Finance Retentions panel shows outstanding, upcoming, overdue and disputed amounts. A twelve-month view helps businesses see when retained sums are expected to become due.

When a retention becomes due, it can be invoiced from its record or marked as disputed. Dates and percentages can also be amended before the retention is processed.

This becomes especially useful when a business has numerous projects finishing at different times, each with its own payment terms.

TeamPoint's retention and variation features were developed with input from roofing contractors, including R.L. Lovatt Roofing. Read more in Beyond the Software: Making Job Management Software Work for Your Roofing Business.

Understanding project costs and profitability

A project can appear to be progressing perfectly well while its profit margin is quietly shrinking.

An additional visit here, an unexpectedly expensive delivery there, a subcontractor cost that wasn't anticipated or some extra work that hasn't been approved. None of these necessarily looks disastrous on its own. Add them together, though, and a contract that appeared profitable when it was quoted can look rather different by the time the final invoice is raised.

For contractors working on tight margins, it's important to understand the financial position while there's still an opportunity to investigate costs or make changes.

TeamPoint brings together the costs and invoiced revenue associated with a project, giving managers a financial overview without having to assemble the figures from separate jobs and purchase orders.

Each project has a P&L tab showing its financial activity, while the project list displays headline figures for costs, revenue, gross profit and margin.

The figures are based on:

Project value: The current agreed value of the contract, including accepted variations.
Revenue: The net value of invoices raised against the project and its associated jobs.
Costs: Recorded costs from job lines and the value of purchase orders linked to the project.
Gross profit: Invoiced revenue less recorded costs.
Margin: Gross profit expressed as a percentage of invoiced revenue.

Within the P&L, transactions appear in a date-ordered ledger, showing money invoiced, recorded costs and a running balance. Managers can open the associated jobs, invoices and purchase orders to investigate individual figures.

This is useful when a project contains dozens of visits or several different types of work. Rather than looking only at the agreed contract value, managers can examine the financial information associated with delivering it.

Understanding what the figures mean

It's important to understand how project costs are recorded, particularly when using purchasing and job costing together. A job contributes the costs recorded on its product and service lines. Purchase orders raised against the project, or against its jobs, also contribute to the project costs.

Purchase orders are counted from the point they're raised, rather than when the goods arrive or the supplier's invoice is paid. This means the P&L includes purchasing commitments as well as job costs. The project's Purchasing tab shows whether orders have been received and invoiced, but the P&L doesn't separately distinguish committed expenditure from money already spent.

Two colleagues reviewing business performance figures and financial reports on a large screen to assess project progress and profitability.

Financial Analysis

There is another important consideration: if materials are included as costs on a job's lines and also recorded through a purchase order, they can be counted twice. A consistent approach to recording materials, labour and subcontractor costs is essential if the figures are to be useful.

Supplier invoices matched to purchase orders don't add a second purchasing cost, although a difference between the order and the supplier's final invoice won't automatically alter the P&L.

Labour needs similar care. TeamPoint can record operative timesheets, and configured mobile workflows can add labour lines to jobs, but the standard Project P&L doesn't automatically calculate labour costs from employees' timesheet hours and individual pay rates. Labour costs need to be included appropriately in the job's costed lines.

Subcontractor amounts agreed when handing over work are not automatically included as project costs either. Raising a purchase order for the subcontracted work is one way to account for that expenditure.

These distinctions are worth knowing. Project profitability is only as accurate as the financial information recorded against the work.

Investigating individual jobs

An overall project margin is useful, but it doesn't necessarily explain where money has been made or lost. A contract might contain several profitable jobs and one particularly expensive visit that has affected the overall result.

TeamPoint allows managers to examine the financial information associated with individual jobs, including costs, purchasing, gross profit and margin. From the project list, the jobs associated with a particular project can be opened together, making it easier to investigate individual activities.

The separate Job Costings report provides further analysis across completed work, including comparisons by customer, division and job type. It shows revenue, costs, purchasing, gross profit, markup and margin, with the ability to examine the jobs behind the figures.

The report isn't specifically filtered by project, but it provides another way to understand how different kinds of work are performing across the business.

One final distinction is worth making: the Project P&L uses invoiced revenue, not the value of work completed or cash received. A project halfway through delivery, with substantial materials already ordered but only its first stage invoiced, may therefore show a negative balance. That doesn't necessarily mean the completed contract will make a loss. Nor should the current margin be mistaken for a forecast of final profitability.

What TeamPoint provides is visibility of the financial activity recorded so far, helping managers identify unexpected expenditure, investigate individual jobs and make better-informed decisions while the project is still under way.

Keeping Track of Project Progress

When several projects are running at once, managers need to know what's happening without having to investigate every individual job from scratch. Which projects are still planned? Which are progressing? What's on hold? Have the necessary arrangements been made for the next site visit, and is there anything outstanding that could delay the work? TeamPoint's project list gives managers an overview of their contracts, including statuses, agreed values, checklist progress, linked records and financial figures.

TeamPoint Projects dashboard showing project statuses, checklist progress, linked jobs and financial information in one overview.

Project Overview

Opening an individual project provides access to its jobs, timeline, purchasing, variations, invoices, notes, documents and P&L. The Jobs timeline provides a visual picture of work scheduled across the weeks ahead, while individual job statuses help identify what's been entered, scheduled or completed.

Project statuses can be tailored to suit the business and updated as work moves forward. Checklists help track tasks such as arranging access, obtaining permits, organising deliveries and preparing the information needed for handover.

Project and job information can also be exported for further analysis, and TeamPoint's wider reporting tools help businesses examine activity across customers, job types and different areas of the company.

It's a practical way of keeping the operational and financial sides of the contract connected, particularly where several people share responsibility for delivering the work.

Keeping customers informed

Customers don't necessarily want to see every internal project record, but they do want to know that the work is progressing. They may need confirmation of completed visits, details of upcoming appointments, photographs, certificates or evidence that a particular part of the contract has been finished.

With TeamPoint's Customer Portal, authorised customers can access relevant information about jobs at their sites, including statuses, scheduled dates, shared documents and completed worksheets. The portal also supports work requests, quotation processes and communication with the office. It doesn't provide customers with a separate view of the overall project or its internal financial information. However, the job-level records can help contractors prepare progress updates and respond to customer enquiries.

Configurable outbound email and SMS notifications can also be used to communicate relevant job information. For a facilities manager overseeing work across several properties, being able to revisit the records for individual visits can be particularly useful. For the contractor, it means the office has access to information already recorded by the teams carrying out the work.

Find out more in From First Enquiry to Ongoing Service: Managing Customer Relationships in TeamPoint.

Project Completion, Handover and Review

The last visit being marked complete doesn't always mean the project is finished. There may still be inspections to carry out, remedial work to organise, documents to provide, final invoices to issue and retention payments to monitor.

For projects involving several trades, multiple properties or work completed in stages, it's particularly important that nothing is overlooked during handover. TeamPoint's project checklists can help managers track outstanding tasks, while individual job records hold the forms, photographs, signatures, certificates and other evidence collected as the work was carried out.

Completed solar roof installation with scaffolding still in place, ready for final inspection and handover.

Project Handover

The office can review submitted work through configured Checks processes, identify missing information and organise any remedial jobs that need completing. Documents can also be stored against the project itself, bringing together information relevant to the overall contract. This is where recording information throughout the work becomes valuable. Rather than trying to reconstruct everything once the last operative has left site, managers can refer back to the individual jobs and the evidence already collected.

Finishing the financial work

Before a project is closed, there's also the financial side to consider.

Have all the relevant purchase orders been accounted for? Have the additional works been approved and invoiced? Have all stage payments been raised? Is the final invoice outstanding, and are retention dates being monitored? The project's Purchasing, Variations, Invoices and P&L tabs provide the records needed to review these questions.

Project statuses can be used to distinguish work that has finished from contracts still awaiting final payment. Once the project is complete, its records remain available. The associated jobs, variations, invoices, purchasing information and documents can all be revisited.

That history is useful for more than answering customer questions. Looking back at a completed project can help a contractor understand which types of work went well, where costs were higher than expected and what could be approached differently next time. After all, the knowledge gained from completing one project should be useful when planning and pricing the next.

Different projects, different requirements

A project doesn't have to be enormous to benefit from being managed as one connected piece of work.

A relatively small installation might involve a survey, materials ordering, two site visits and a final inspection.

A larger contract could involve hundreds of properties, specialist subcontractors, several months of scheduling, variations, staged invoices and extensive handover documentation.

TeamPoint can support both approaches.

New brick-built development behind site fencing, an example of a multi-stage project.

Manage multi-stage projects

For a roofing contractor, this might mean managing a major roof replacement, coordinating scaffolding, deliveries, specialist trades and additional repairs discovered during the work.

A solar PV contractor could use Projects to bring together surveys, equipment purchasing, installation, testing and commissioning.

In drainage, one contract might include inspections, excavation, repairs, reinstatement and multiple visits involving different teams.

A facilities management business could be coordinating improvement works across a customer's portfolio of properties, each with its own access arrangements and work requirements.

Retrofit projects can involve several improvement measures, subcontractors and compliance records across numerous properties. TeamPoint can help organise the operational delivery, including jobs, scheduling, purchasing, site evidence, variations and invoicing, while specialist software continues to manage retrofit design and PAS 2035 requirements.

The same principles apply to electrical contracting, heating and HVAC, utilities, building maintenance and other service industries.

And not every piece of work needs to become a project. TeamPoint supports ordinary jobs and recurring Service Contracts alongside its Projects functionality, allowing businesses to use the approach that best suits the work they're delivering.

Projects: Frequently Asked Questions

Answers to common questions about planning, scheduling, invoicing, retentions and tracking the profitability of projects in TeamPoint.

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Yes. A TeamPoint project belongs to a customer rather than an individual site, so it can contain jobs across numerous properties. Jobs can be created individually or imported from a CSV spreadsheet, with up to 500 rows per import. Each job has its own dates, status, scheduling and documentation, while the project brings together the associated work, variations, purchasing, invoicing and financial records.

TeamPoint provides a visual project timeline showing jobs across their date ranges and indicating whether they are entered, scheduled or complete. It doesn't calculate a critical path or automatically reschedule dependent jobs. Projects also don't have formal phases or project-level start and finish dates. Individual job dates, tags, project checklists and scheduling tools can be used to organise the different parts of a contract.

Yes. Invoices can be raised directly against the project or from its individual jobs, allowing businesses to bill at agreed stages. Stage invoice amounts are entered manually. Percentage-based deposits are also supported on individual jobs. TeamPoint can manage multiple retention terms on invoices, each with its own percentage and due date. Retention records are tracked separately, including upcoming, overdue and disputed amounts, with a twelve-month view for monitoring future payments.

The Project P&L uses net invoiced revenue, recorded job costs and purchase orders to calculate gross profit and margin. Job costs come from the cost values recorded against their product and service lines. Purchase orders count from the point they're raised. The P&L doesn't automatically calculate labour costs from employees' timesheets and pay rates. Labour expenditure must be recorded through appropriately costed job lines. Businesses should also avoid recording the same materials or other expenditure against both job lines and purchase orders, as this can result in costs being counted twice. The P&L shows financial activity recorded so far, rather than a forecast of the project's final profit.

The Customer Portal allows authorised customers to view relevant job information, including scheduled dates, statuses, shared documents and completed worksheets. The portal doesn't provide a separate view of the overall project or its internal P&L, but the job records can support regular customer progress updates. Project and job information can also be exported where businesses need to prepare more detailed reports.

Bringing the whole project together

Managing a project involves a remarkable number of decisions.

For a small contract, one or two people might be able to keep track of most of this. But as projects become larger, more people are involved, and information passes between office staff, site teams, subcontractors, suppliers, customers and accounts departments. That's when having the information connected becomes especially valuable.

TeamPoint's Projects functionality brings together the individual jobs and activities involved in delivering a contract, alongside the purchasing, variations, invoicing and financial information needed to manage it. It doesn't require every contract to follow one rigid process. Workflows can be configured around the requirements of different businesses, whether they're carrying out a handful of visits at one property or delivering a programme of work across hundreds of sites.

TeamPoint is developed and supported in the UK, with a team that works directly with customers to understand their operations, adapt the system where appropriate and help people make effective use of it.

Good project management isn't about having a perfectly tidy plan. It's about knowing what's been agreed, what's actually happening, what still needs attention and how the project is performing. Because even when the work doesn't go quite as expected, the people managing it need to make informed decisions.

If you'd like to see how TeamPoint could support the way your business manages projects, we'd be happy to arrange a demonstration and talk through how you currently work.

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From Quote to Completion: Managing Projects with TeamPoint

Planning and setting up a project

From quotation to project

Breaking the project into manageable chunks

Keeping the information organised

Scheduling and coordinating the work

Creating and scheduling jobs

Following the project timeline

Managing subcontractors

Purchasing materials and services

Managing work on site

Safety, Compliance and Quality Control

Managing unexpected changes and variations

Project invoicing, deposits and retentions

Keeping track of retentions

Understanding project costs and profitability

Understanding what the figures mean

Investigating individual jobs

Keeping Track of Project Progress

Keeping customers informed

Project Completion, Handover and Review

Finishing the financial work

Different projects, different requirements

Projects: Frequently Asked Questions

Still have questions?

Bringing the whole project together

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