Project Dashboard Software
The point of a dashboard is to answer a question before you have to ask a person. ShipSprint's builds itself from work that is already happening, so nobody spends Thursday assembling it.
Built from board position and logged hours. Nobody assembled this.
Most dashboards are a manual report with a chart on it
The familiar version works like this. A manager sends a message asking for updates. People reply at various times with varying detail. Someone pastes it into a spreadsheet, colours a few cells red, and presents it. By the time it's shown, it describes last week.
That dashboard isn't a view of the work. It's a separate artefact about the work, maintained by hand, and it drifts the moment anyone stops maintaining it.
ShipSprint's project dashboard reads from the same records people are already touching: cards moving across a board, hours logged against tasks, sprints closing, someone tapping "I'm blocked." There's nothing to assemble, so there's nothing to fall behind. That's the actual difference teams notice in week one: the dashboard is already open and already right, before anyone thinks to update it.
Four questions, answered on one screen
These are the questions that otherwise get asked in a meeting.
Live status per project and per team, drawn from board position rather than a status field somebody has to remember to change. Stalled items surface on their own, with how long they've been stuck.
Delivery forecasts calculated from your team's measured velocity as sprints complete. A date at risk shows up weeks before the deadline, while there's still room to move scope or people.
Workload against real availability, adjusted for approved leave and out-of-office. It's the difference between "everyone looks busy" and knowing which two people are carrying a release.
Logged time rolled up by project, team and client, from the five-second logs people file next to their tasks. Billable work stops evaporating between the doing and the invoicing.
A dashboard per role, not one screen for everyone
A dashboard that tries to serve everybody usually serves the person who commissioned it. ShipSprint splits the view by what each person can actually act on:
For the person doing the work
A "my day" screen: today's items, a one-tap time log, and nothing else competing for attention. Their own scorecard is visible to them at all times, so a performance conversation never opens with a number they haven't seen.
For managers
Team throughput, cycle time, where work is queuing, and who's blocked right now. The useful signal is rarely the total; it's the item that hasn't moved in nine days while everything around it did.
For the owner
The command center: every team on one screen, projects at risk flagged, hours and capacity across the company, and a digest that arrives Monday morning without anyone preparing it. This is the view that replaces the standing status meeting.
Built on outcomes, not activity
Everything on the dashboard comes from work outcomes: items delivered, hours the person themselves logged, where something is stuck. ShipSprint takes no screenshots, logs no keystrokes and records no activity metrics. There's no idle timer, and no score derived from how often someone moves a mouse.
That's a deliberate constraint, and it has a practical payoff. A dashboard built on surveillance gets gamed or resented, and the data feeding it degrades. One built on delivered work stays honest because the people entering the data get something back from it, which is a big part of why the 91% hours-logged figure above is realistic rather than a number teams feel pressured to inflate.
Ask it in plain language
Because ShipSprint connects to Claude and ChatGPT, the dashboard is also queryable in conversation. "What slipped this week?", "who's over capacity in engineering?", "how many hours went to this client in March?" all get answered from the live workspace, and you can create or reassign work in the same exchange without opening a board.
Common questions
Status, workload and logged hours are useful from the first week, because they read directly from the board. Delivery forecasts need a few completed sprints before they're worth acting on; they're derived from your measured velocity, so they need something to measure.
Yes. Work rolls into a roadmap view intended to be shown outside the team, so you're not rebuilding progress in a slide deck before every client call.
Yes. HR, marketing and operations run on the same underlying system with their own templates and vocabulary, so the company-level view covers every department rather than just the one that bought a tracker.
The manager dashboard is on Team and above. The owner command center, weekly digest and manager performance analytics are on Business. Every trial runs on the full Business plan, so you can see all of it before deciding. See pricing.
Related pages
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