Project Scheduling Software
Scheduling here isn't a calendar you fill in. It's a constraint that runs continuously: a column can only hold so much, and nothing gets assigned past what someone's actual capacity allows.
A schedule that's a calendar is already out of date
The typical scheduling tool asks you to place tasks on a calendar grid against people's names. It looks precise. It's also wrong within days, because it doesn't know someone took sick leave, that yesterday's estimate was off, or that three "quick" tasks landed on the same person at once.
ShipSprint schedules by constraint instead of by calendar entry. Two numbers do the actual work: a WIP limit on each column, capping how much can be in progress at once, and a capacity figure per person that's adjusted for approved leave. Between them, it's mechanically harder to overload someone than to keep things balanced.
Nobody has to remember to check whether a person's calendar looks full. The limit either has room or it doesn't.
That's a genuinely different mental model from most scheduling software, which is built around placing things on dates. ShipSprint's version is built around limiting how much can be true at once: fewer things in flight, checked against how much time a person genuinely has, rather than a grid that assumes infinite parallel capacity as long as the dates don't visually overlap.
How the constraint actually runs
Five mechanics that do the job a scheduling calendar used to do.
Each column carries a ceiling on how many cards can sit in it at once. A new task can't be pulled in past that ceiling, regardless of who it would go to.
Workload is checked against real availability, not a flat assumption. Approved leave and time off reduce what a person is scheduled against, automatically.
New work queues in the triage inbox rather than getting assigned straight onto someone's plate; it moves into the schedule only once capacity actually opens up.
Because capacity and WIP limits sit on the same board, a person heading toward overcommitment is visible to a manager before the deadline, not during the postmortem.
Once work is scheduled and sprints are running, delivery forecasts are calculated from measured velocity, so a schedule that's quietly slipping surfaces weeks early instead of on the due date.
A near-overload, stopped before it lands
Picture a designer with three cards already in the "in progress" column, against a column WIP limit of three for that board. A fourth request clears triage and would normally go straight to her, since she's the obvious owner. It can't. The column's full, so the card holds in the scheduling queue instead of becoming a fourth thing she's nominally responsible for.
Meanwhile her measured capacity for the week is already reduced by a day of approved leave she booked last month. Even if the column had room, the leave adjustment would flag her as near her limit before anyone assigned anything. A manager glancing at the board sees both numbers at once, column near-full, capacity near-used, without needing to ask her how she's doing this week.
The fourth card ends up going to a teammate with two cards in progress and no leave booked. Nobody negotiated that; the constraint just made the obvious choice the only one available.
Scheduling versus planning versus tracking
These three get bundled together often enough that it's worth separating them plainly. Planning decides what enters the queue at all. Scheduling is the ongoing, continuous constraint on how much any person or column can hold once work is in motion. Tracking is what you check afterward to see where things actually landed.
ShipSprint keeps all three on one board rather than three tools, but they're mechanically different jobs: WIP limits and leave-adjusted capacity do the scheduling; triage does the planning; card position and forecasts do the tracking.
Teams that struggle usually have one of the three missing, not all of them. A team with good planning but no scheduling constraint plans sensibly and then quietly overloads whoever's willing to say yes. A team with scheduling but no tracking enforces sane workloads but has no idea whether what's scheduled is actually landing on time. ShipSprint's bet is that all three need to sit on the same record to actually work together, and it's usually the combination, not any one piece, that teams say changed how their weeks feel.
When someone works across more than one board
Plenty of people aren't dedicated to a single project. A designer might split time across a product board and a marketing board in the same week. ShipSprint's capacity number isn't scoped to one board in isolation; it reflects that person's total workload across everywhere they're assigned, so a manager on the product side can see that a teammate looking free on their board is actually near capacity because of commitments on someone else's.
That cross-board visibility is what stops the most common scheduling failure in matrixed teams: two managers, neither aware of the other's claim on the same person, both scheduling them at full capacity in the same week. The number either person checks is the same number, because there's one workspace behind it rather than two separate tools each holding half the picture.
What it costs
- Free runs full WIP-limit scheduling and the triage inbox for up to 5 users and 2 projects, permanently.
- Team (₹299/user/month, ₹2,899/year, up to 40 users) covers capacity views and leave-adjusted workload.
- Business (₹599/user/month, ₹6,499/year) adds forecasting so a schedule's slippage surfaces early, plus the owner command center; every paid plan trials 14 days on full Business access. See pricing.
Ask who's free
Connected to Claude and ChatGPT, a question like "who has room this sprint" or "move this off Arjun's plate" is answered and actioned against the live capacity numbers, not a calendar someone has to open and squint at.
Common questions
No. There's no calendar grid to place tasks on. Scheduling is enforced through WIP limits per column and capacity per person; a task either fits within those constraints or it waits, rather than getting dropped onto a date.
Approved leave reduces a person's available capacity automatically, so scheduling doesn't assume someone's around when they've booked time off. It's adjusted, not something you have to manually subtract yourself.
The WIP limit on their column and their capacity number are both visible on the same board a manager already looks at. Overload is visible before it's committed to, not discovered after the fact.
It's available from Team upward; Free covers WIP limits and triage without the leave adjustment. All the detail is at pricing, and every paid trial runs on full Business access for 14 days.
Yes. Each board sets its own limits per column, so a small design column might cap at two while a larger engineering "in progress" column caps at six. There's no company-wide number forced onto every team.
Limits are set by whoever owns the board and can be adjusted any time. They're a deliberate constraint, not a fixed rule. The point isn't to make the number impossible to change, it's to make overload a visible decision instead of a quiet accident.
Yes. WIP limits and capacity apply the same way whether the board is a client project, an internal HR process or a marketing campaign. The constraint is about how much any person can hold at once, not about what kind of work it is.
Related pages
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