infotechProject sales
Connect opportunity, estimation and contracting activity. Carry the commercial scope into delivery so project teams understand what has been promised.
Dynamics 365 Project Operations
From promising opportunity to profitable project.
Bring sales, resource planning, delivery and project finance into a connected project lifecycle.
Built forProfessional services, delivery leaders and project finance
The focusOpportunity to delivery to project economics
Our delivery approach The business perspective
Technology witha clear purpose.
A successful handover should carry the commercial promise into delivery. Shared project information helps teams manage commitments, allocate expertise and understand project performance.
Projects begin with a commercial promise and finish with an assessment of what was delivered, billed and learned. Project Operations connects those stages, but the operating model still needs to be agreed: how work is estimated, how resources are assigned and how changes affect the financial view. We help sales, delivery and finance design that model together so a project can move between teams without losing its assumptions or accountability.
Explore the possibilities
Built for the workthat matters.
A closer look at the capabilities and decisions that shape a useful solution.
Planning and tasks
Organise the work into a usable project structure. Align milestones, tasks and dependencies with the way delivery teams plan and review progress.
Resource management
Review resource demand, availability and skills. Bring staffing decisions closer to the project pipeline and the commitments already made to customers.
Time and expenses
Capture the effort and expenses associated with project delivery. Establish practical submission and approval processes that support reliable downstream reporting.
Billing and accounting
Connect project transactions with invoicing and financial processes. Select the deployment approach that fits your billing and accounting requirements.
Project performance
Review utilisation, cost and commercial performance. Give delivery and finance a shared basis for understanding changes and acting on project exceptions.
From capability to everyday value
See itin practice.
Explore possible starting points for your organisation. Each scenario connects a business need with work to consider and measures to review.
Professional services · Illustrative scenario
Protect the handover from sales to delivery.
A project begins with a proposal but little visibility of its assumptions. Define the information required at handover: scope, estimates, dependencies and commercial conditions. Use that shared baseline to review changes and ensure the delivery plan reflects the customer commitment.
What to measureHandover completeness and unplanned scopeAgree a baseline and targets with your business owners.
Resource planning · Illustrative scenario
Connect demand with realistic availability.
Project managers compete for the same specialists while the sales pipeline changes. Establish a planning rhythm that distinguishes confirmed work from potential demand. Review capacity and skills against those needs so staffing decisions are made with a common view.
What to measureResource utilisation and staffing lead timeAgree a baseline and targets with your business owners.
Project finance · Illustrative scenario
Bring delivery activity closer to billing.
Time and expense submissions arrive late, leaving invoices dependent on repeated follow-up. Design clear submission and approval steps, connect them to billing responsibilities and examine the exceptions. A useful dashboard shows which items need action and by whom.
What to measureUnapproved time and billing readinessAgree a baseline and targets with your business owners.
The Defacto approach
Clarity at every step.Ownership beyond launch.
We map your project-to-profit journey and configure the handovers between sales, delivery and finance. Your teams validate the process together.
Explore our approach- 01
Agree the commercial model
Review project types, contract structures, resourcing and billing requirements with sales, delivery and finance. Confirm the appropriate deployment model.
- 02
Connect project information
Define master data, integrations and the project structure. Validate estimates, staffing, time, expenses and invoicing as one connected journey.
- 03
Make ownership explicit
Train each role on its part of the process. Agree who maintains project forecasts, reviews exceptions and governs changes after the rollout.
A useful first conversation
Bring the context.
We’ll help shape the next step.
A few examples of your current work will make the discussion more specific.
- Project and contract types in scope
- Resource planning and time-approval responsibilities
- Billing rules and finance-system integration
- Existing project data and reporting definitions
Experience you can explore
See the workbehind the words.
Customer experienceOreta
Sales, service and projects. Working as one.
Dynamics 365 enabled Oreta to manage sales opportunities and pipeline more effectively, providing a unified view of all sales activities and customer interactions.
Explore the customer storyMake an informed decision
Your questions.Considered answers.
The right scope starts with a clear understanding of your business, the platform and the work ahead.
Does every deployment include the same finance capabilities?
No. Microsoft supports deployment options suited to different operational and accounting needs. We assess project sales, delivery, invoicing and accounting together before recommending an approach, including the relationship with your existing finance system.
Can we keep an existing project-management tool?
Potentially. Define which system owns tasks, resources, time and financial transactions, then assess the supported integration approach. The priority is a reliable source for each type of information and a workable experience for the people updating it.
How should we prepare project data?
Start with active projects, contracts, resource records and the history needed for ongoing delivery. Agree what should migrate and what can remain available for reference. Validate both project balances and operational information with their business owners.
Explore Microsoft guidance
Your next chapter starts here
What’s your next?
A challenge to solve. An idea to explore. Let’s talk.