Project Management Software for Cloud Computing

The action item that never became a task

A customer's workload goes down at 2am. Someone on call fixes it, writes a decent postmortem, and lists three follow-ups: a retry-logic fix, a monitoring gap, a runbook update. Two of those three are still open in November. Not because anyone decided they didn't matter, because they lived in a doc nobody reopened, while the sprint board kept pointing at the region launch instead.

That's the specific tension of running a cloud or platform company: uptime work and roadmap work draw from the same small pool of engineers, and only one of them shows up on a burndown chart. Most project tools are built for the roadmap half. The reliability half runs on tribal memory, a pinned message, and whoever remembers to chase it.

ShipSprint doesn't separate the two. An incident follow-up becomes a task the same way a feature does. It sits in a column with a WIP limit, it counts against the sprint capacity, and it shows up in the same forecast as the new region you're trying to ship. Nothing about it depends on someone remembering to re-type it from a postmortem into a tracker three days later.

A fairly ordinary launch week

Say a new region is scheduled to go live in five weeks. Three engineers are staffed on it; two of them also carry on-call. Week two, a customer-facing outage eats a day and a half from each. On a status-meeting-driven process, that loss surfaces at the next check-in, if someone thinks to mention it. On ShipSprint, the hours are already logged against the incident task, the sprint capacity already reflects two engineers running short, and the forecast for the region launch has already moved, not because anyone flagged it, but because the math updates itself from what actually got worked on.

That's the difference between finding out a date is at risk with three weeks of runway left, and finding out the day someone was supposed to announce it.

Infra, platform and support rarely start moving together

A platform outage doesn't stay a platform problem for long. The infra team finds the root cause, the platform team needs to ship the fix, and support is already fielding tickets from customers who noticed before either team did. Three teams, three different priorities, and usually three different tools tracking each piece, which means nobody has the full picture until someone manually stitches it together for the postmortem.

On ShipSprint, all three sit in the same workspace, each with a board that fits how it actually works: infra tracks root-cause and remediation tasks, platform tracks the fix as a normal sprint item with its own GitHub-linked pull request, and support's ticket volume shows up as its own tracked load rather than an anecdote in a stand-up. The owner command center rolls all three into one answer to "where are we on this," instead of three answers that don't quite agree with each other.

That matters most in the week after an incident, when the temptation is to call it closed the moment the pager stops. The board keeps the follow-up work visible until it's actually done, not just until it stops being urgent.

Visibility that isn't a dashboard about people

Engineers who already work under uptime dashboards, paging rotations and SLO tracking tend to be, reasonably, wary of one more tool that watches them. ShipSprint takes no screenshots, logs no keystrokes and tracks no activity; it records delivered work and hours the person themselves logged, nothing else. Scorecards are visible to the person they describe and adjusted for leave, so a rough on-call week doesn't quietly dent someone's numbers.

ShipSprint also isn't an incident management or paging tool; it doesn't replace whatever pages your on-call rotation. It's where the follow-up work from an incident gets tracked once the immediate fire is out, which is usually the part that falls through.

Who this actually fits

This is built for the companies running the infrastructure: cloud hosting providers, DevOps tooling vendors, managed cloud services and consulting firms whose delivery work is measured in uptime and migration milestones as much as feature releases. If your engineers carry on-call, your roadmap competes with reliability work, and a launch means coordinating infra, platform and a customer-facing team at once, this is the shape of company the page is written for.

It's a different fit for a company that simply runs its own product on cloud infrastructure without selling infra-adjacent work itself, that's still a fine use of ShipSprint, just without the incident-follow-up emphasis this page is built around.

Starting with the team already firefighting

The easiest place to start isn't the whole engineering org, it's whichever team is already sitting on a backlog of incident follow-ups nobody's actively tracking. Give that team a board, load in what's already open from the last quarter's postmortems, and let the forecast run for two or three sprints before deciding whether platform or customer-facing engineering move over too.

Because every team sits on the same subscription once they do, extending it later is a template choice, not a second procurement cycle with its own approval chain. The Free plan covers a five-person team piloting exactly that scale, for as long as it takes to decide it's worth the rest of the org.

One subscription across every team touching the platform

• Engineering, HR, marketing and operations each get their own templates and vocabulary on one subscription, infra doesn't need a separate purchase order from customer support.
• ShipSprint connects to Claude and ChatGPT, so anyone can ask "what's overdue on the region rollout" in plain language instead of opening five boards.
• Free covers up to 5 users and 2 projects, permanently. Team is ₹299 per user monthly (₹2,899 yearly) for up to 40 users. Business is ₹599 per user monthly (₹6,499 yearly) and adds forecasts, scorecards and the owner command center.
• Every paid plan opens with a 14-day full-access trial on Business, a sample project preloaded, no card required. Billing is per seat in rupees with GST-compliant invoices; annual billing is available. See pricing.