Project Management Software for Hospitality

Worth saying plainly: this is the project office, not the property system

A hospitality company runs two very different kinds of software need. One is the day-to-day operation of a property: booking, check-in, housekeeping, the reservation engine. ShipSprint is not that, and doesn't try to be. The other is the project work that happens around and between properties: opening a new site, refurbishing an existing one, rolling out a brand standard across a portfolio. That second category is what ShipSprint is built for.

An opening is a project with dozens of interlocking workstreams, construction handover, furniture and equipment delivery, staff hiring and training, licensing, a soft-launch punch list, running across a general manager, a corporate project team and half a dozen vendors who don't share a system. A refurbishment is the same problem with a live property still trying to operate through it.

The failure mode is familiar to anyone who's run one: the status of the project lives in whoever remembers to send the update, and by the time corporate finds out furniture delivery slipped two weeks, the opening date is already unrealistic. ShipSprint's job is to make that status visible without someone having to chase it, and to say clearly what it's for and what it isn't.

An opening, walked through

Six months out, the corporate project team stands up a board for the new property: construction handover milestones, an FF&E delivery schedule, a licensing checklist, a staffing plan handed to HR's own board in the same workspace. Each workstream owner works from their own view, but the general manager and the regional director can see all of it from one place without asking anyone to compile it.

Ten weeks out, furniture delivery slips two weeks, a real, common problem, and because the forecast is built from the team's actual completion pace rather than the original plan, the slip shows up on the board immediately rather than surfacing at the pre-opening walkthrough when there's no longer room to recover. The team quietly re-sequences the soft-launch punch list around the new delivery date instead of announcing a delay publicly.

Opening week itself is the busiest stretch anyone on the project will have, and it's exactly when a twenty-minute timesheet process would get skipped entirely, so hours get logged in the five seconds it takes between tasks instead, and the record of who did what during opening week stays intact for the post-opening review, rather than being reconstructed from memory afterward.

What ShipSprint doesn't do

It does not manage bookings, reservations, housekeeping schedules or guest-facing systems, and it has no property-management-system or channel-manager integration. If what you need is software to run a property's daily operations, this isn't it, that's a different category of tool entirely, and you should keep whatever runs that today.

What it does is give the corporate project team, and the property teams working with them, one place to plan an opening or refurbishment, see where each workstream actually stands, and stop finding out about slippage after it's already too late to recover the date. In practice that usually means a general manager and a regional director looking at the same forecast, on the same day, instead of the regional director hearing about a slip a week later on a call.

The dividing line is worth remembering going forward too: once a property opens, day-to-day guest operations move entirely to whatever system runs that side of the business, and the property's ShipSprint board typically closes out as a completed project, reopening only if a future refurbishment brings it back into scope.

Progress, not who's on-site longest

No screenshots, no keystroke logging, no activity tracking, nothing here measures how long someone spent at a property or whether they were visibly busy. What gets recorded is what was delivered and how many hours were logged against it.

Scorecards are visible to the person they describe and adjusted for leave, which matters for hospitality staff who often work irregular shifts around an opening timeline. Time off doesn't quietly become a black mark in a report someone else sees first.

One subscription for corporate and every property team

Operations, HR and marketing each get their own templates on the same subscription, operations running the opening checklist, HR running the hiring and training pipeline for new staff, marketing coordinating the launch. One bill, one workspace, instead of a separate tool per function per property.

ShipSprint also connects to Claude and ChatGPT, so a corporate project lead can ask which of the six openings this quarter is behind schedule in plain language, instead of opening six separate boards to check.

What it costs

A portfolio with a handful of active projects at any time doesn't need enterprise software pricing to coordinate them, the plan should scale with how many sites are actually mid-project, not with the size of the whole company.

• Free covers 5 users and 2 projects, forever, enough to pilot one refurbishment before rolling it out portfolio-wide. 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 command center that spans every site.
• Billing is per seat in rupees with GST-compliant invoices, and annual billing is available.
• Every paid plan opens with a 14-day full-access trial on Business, sample project preloaded, no card required, enough to run one property's opening checklist through a real week before deciding.

Starting with one property

Rolling a new system across a whole portfolio at once is a hard sell, and it's not necessary. Most corporate project teams pilot on one upcoming opening or refurbishment, run it through a real construction-handover cycle, and only extend the approach to the next site once the first one has proven the fit.

Because it's one subscription across the portfolio, that extension is adding a board and inviting the next site's general manager, not a second contract, and not a second tool for corporate to manage.