Project Management Software for Energy
A capital project or maintenance turnaround scheduled around a planned outage window doesn't get a second attempt if the window closes. ShipSprint is the coordination layer around that, not the control-room system.
The outage window is the whole constraint
Capital projects and major maintenance in energy run on a constraint most industries don't have: a planned outage window that opens on a fixed date, stays open for a fixed duration, and then closes whether or not the work is done. Miss it and the next opportunity might be months away, at a cost that has nothing to do with how close the team actually got.
These projects also run long, a capital upgrade can span a year or more of engineering, procurement and contractor coordination before the outage window even opens, with dozens of workstreams that all have to land ready at the same moment. The usual failure isn't any single task; it's losing track of which of forty parallel workstreams is quietly behind until the pre-outage readiness review, when there's no longer room to fix it.
ShipSprint's forecasts are built for exactly this shape of problem: not "is this task done" but "at the team's actual measured pace, will everything converge in time for the window." When one workstream's pace says no, that shows up while there's still schedule left to react, reallocate a contractor, escalate a procurement delay, instead of during the readiness review itself.
What a capital projects team runs on
Built for long timelines with a hard, non-negotiable window at the end of them.
Engineering change requests, contractor queries and procurement flags land in a triage inbox instead of scattered inboxes, so nothing sits unassigned on a project where a missed dependency shows up months later.
Per-column WIP limits stop a review or approval stage from silently backing up while forty other workstreams keep moving, and work is planned against what the team can actually clear, not the master schedule's optimism.
Delivery forecasts run off measured velocity as work closes out, sprint over sprint, so a workstream drifting off pace toward the outage window is visible months out, not during the pre-outage readiness review.
Hours sit next to the task just finished and take about five seconds, practical whether someone's at a desk running procurement or in the field on a maintenance crew during the window itself.
A built-in wiki with page history holds engineering decisions and outage-readiness sign-offs next to the tasks they govern, so the reasoning doesn't leave when a contractor or engineer rotates off the project.
The owner command center rolls every workstream into a single screen, answering "are we ready for the window" without a project director assembling forty status updates by hand.
A capital project's year, walked through
The first months are engineering design and procurement, running long before anyone's thinking about the outage window itself, and this is where a forecast is least useful, because there isn't yet enough completed work to measure a pace from. That's expected; the forecast becomes genuinely predictive once a few months of real sprint data exist.
By mid-year, with procurement mostly closed and contractor mobilisation underway, the forecast starts earning its keep: a contractor's engineering package is trending three weeks behind the pace the rest of the programme needs, visible on the board months before the pre-outage readiness review would have caught it, with enough runway left to escalate to the contractor or bring in additional resource without panic.
In the weeks immediately before the outage window opens, the pace of activity across every workstream accelerates at once, and this is exactly when a manually maintained status deck falls furthest behind reality. Because status here comes from the board itself rather than a weekly update cycle, the readiness review works from what's actually true that morning, not from what was true when someone last updated a slide three days earlier.
The programme layer, not the control room
To be direct: this is not SCADA, not grid-monitoring software, and it has no integration with operational control systems. ShipSprint doesn't watch a turbine or a substation, it coordinates the human project work of planning, staffing and tracking a capital or maintenance programme around one.
If what's needed is real-time operational monitoring of energy infrastructure, that's a different category of system, and this isn't it. What it is: the place a project director, contractors and engineering leads plan a year-long capital programme, track it against a fixed outage window, and find out early if something's off pace, while the actual control and monitoring stays with the systems built for that.
The two categories genuinely don't overlap, and it's worth stating that clearly rather than letting an evaluation drag on around a mismatch: a control-room engineer will not find operational telemetry here, and a project director will not find project coordination in a SCADA system. Each tool should stay in its own lane.
Progress against the schedule, not activity in the field
No screenshots, no keystroke logging, no activity tracking. What's measured is delivered work and logged hours, not whether a field crew looked busy during a long shift in a planned outage window when the actual work is often physically demanding and doesn't map to time at a screen.
Scorecards are visible to the person they describe and adjusted for leave, which matters on projects that run crews through irregular hours around the outage window itself. Nobody's record is dinged for approved time off before or after a demanding stretch.
One subscription for engineering, procurement and operations
A capital project touches engineering, procurement, HR (contractor onboarding) and operations at once. Each gets its own templates and vocabulary in one subscription, engineering running sprints and change requests, operations running the readiness checklist, with everything visible from the same owner command center.
ShipSprint also connects to Claude and ChatGPT, so a project director can ask which workstream is furthest off pace toward the outage window in plain language, rather than pulling status from six leads first.
What it costs
A capital programme's budget is usually locked well in advance, so predictable per-seat pricing in rupees, without a per-module upsell appearing mid-project, matters more here than it might for a shorter engagement.
- Free covers 5 users and 2 projects, forever, enough to pilot the approach on one workstream before rolling it across the programme. Team is ₹299/user/month or ₹2,899/user/year for up to 40 users; Business is ₹599/user/month or ₹6,499/year with forecasts, scorecards and the owner command center.
- Billing is per seat in rupees with GST-compliant invoices, and annual billing is available, useful for a project with a budget locked at the start of a multi-year capital programme.
- Every paid plan opens with a 14-day full-access trial on Business, sample project preloaded, no card required, enough to test the forecast against one real sprint's worth of work.
Starting with one workstream
A year-long capital programme doesn't have to move everything onto a new system at once. A practical starting point is one engineering or procurement workstream, run through a few sprints to see whether the forecast actually earns its keep, before the rest of the programme's workstreams join the same subscription.
Because contractor seats scope naturally to the boards they're added to, bringing on an external engineering firm for one workstream doesn't mean exposing the whole capital programme to them, access follows assignment, not company-wide visibility by default.
Common questions
No, and it isn't trying to. ShipSprint has no integration with operational control or monitoring systems, it's project management for the human coordination side: planning, staffing, tracking a capital or maintenance programme. The control room stays exactly where it is.
Yes, boards and forecasts don't assume a short project. A long-running capital programme sits on the same board structure as a short sprint-based one; the forecast simply has more sprint history to draw on, which if anything makes it more reliable over a longer timeline, not less.
Each workstream runs its own board and its own forecast based on its own measured pace, and the owner command center rolls all of them into one view. That means a single lagging workstream is visible on its own terms, rather than getting averaged away into an overall project status that looks fine until it suddenly isn't.
Every workspace is an isolated tenant, two-factor authentication is available to every user, and admin actions are recorded in an audit log. The whole workspace exports as JSON at any time on a paid plan, so nothing about a long project timeline creates lock-in.
Contractor staff can be added as seats on the boards relevant to their workstream without exposing the rest of the programme, which is the normal way access naturally scopes by board membership. It avoids the common alternative of emailing status updates back and forth with an external contractor who has no direct visibility into the schedule.
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