Projects · Structure

Client, project,
and one level more.

Clients with the several contacts they actually have, projects beneath them and sub-projects beneath those. Team members are attached with their own billing rates, which is what makes a time entry worth money rather than just hours.

Three levels, deliberately. Deeper nesting is where project tools become filing systems nobody updates.

The hierarchy

Deep enough, and no deeper.

ClientsWith multiple contacts, because the person who signs and the person who approves are rarely the same.
ProjectsUnder the client, carrying the work.
Sub-projectsOne level down for phases or workstreams — and that is where it stops.
TagsFor the cross-cutting grouping a hierarchy cannot express.
Who is on it

Members, with rates.

Members per projectAssigned deliberately, which is also what decides who can see it.
Billing rate per memberThe same person can be worth a different rate on a different project, and that is how consultancies actually price.
Activity feedWhat happened on the project, in order, rather than reconstructed from memory at a review.
Visibility

Membership decides who sees it.

Members control accessA project is visible to the people on it, so a client engagement is not readable company-wide by default.
Client contactsSeveral per client, each with their own role, because the person who approves an invoice is rarely the one who briefs the work.
Tags across projectsFor the grouping that cuts across clients — a practice area, a year, a delivery risk.
Nearby

Related capabilities.

Tasks and issues · Time and timesheets · Invoicing

Structure that survives contact with a real client.

Three levels, real contacts, and a rate that makes the hours mean something.

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