Project Management Software for Telecommunications
A network change touches engineering, then field ops, then customer service. A delay anywhere in that chain shows up as a ticket to someone who wasn't in the room.
The dependency chain is the actual project
A telecom project rarely lives inside one team. A network upgrade needs engineering to design it, field operations to install and test it on physical sites, and customer service to be briefed before it goes live and the calls start coming in. Each is a different department, often a different building, sometimes a different city, and each has its own backlog competing for the same people's attention.
What goes wrong is rarely any single team failing outright. It's the handoffs: a design that's ready but field ops didn't know to schedule the site visit, an install that's done but nobody told customer service the change was live, a delay in one region that quietly pushes the rollout date for three others because the dependency wasn't visible outside the team that owned it. At the scale most operators run at, a two-day slip on one dependency can cascade into a much larger one by the time it reaches the department that has to explain it to a customer, usually the department with the least warning and the least ability to soften the news.
ShipSprint's role is to make that chain visible across departments that don't naturally share a screen. A project tracked from design through field install through service readiness shows its real dependencies, its actual pace, and where the current plan is quietly relying on something that hasn't happened yet.
None of this requires forcing engineering, field ops and customer service onto one identical workflow. Each keeps the board that fits how it actually works. The point is that the dependencies between them stop living only in someone's memory of the last coordination call.
Built for a project with three departments in it
Six pieces for coordination that spans engineering, field crews and customer-facing teams at once.
Boards carry per-column WIP limits, so a stage overloaded in one department (a queue of pending site installs, say) is visible to the teams downstream of it, not just the team sitting in it. New requests land in a triage inbox instead of a project manager's messages, so cross-department asks get sized before they're promised.
Delivery forecasts are calculated from the team's measured velocity as sprints complete, so when one department's pace slows, the effect on the rollout date surfaces weeks early, not on the day field ops discovers they're behind the install schedule customer service was already briefed against.
Logging a day's hours takes about five seconds and sits next to the task just finished, which holds up whether it's a five-person team or field crews spread across a dozen sites. The reminder for a missing day goes to the individual, not to a supervisor chasing down a report.
Everyone opens to a "my day" screen: today's items, a one-tap time log, and one tap to say "I'm blocked," which pulls in the right person with context already attached, useful specifically when the blocker sits in a different department than the person raising it.
A built-in wiki keeps design decisions, site survey notes and go-live criteria next to the work they affect, with page history, so field ops and customer service are working from the same current version of the plan as engineering. Any sentence can become a task.
The owner command center answers "where are we?" across engineering, field ops and customer service in a single screen, and a Monday digest lands without someone assembling a cross-department status report by hand.
A dependency chain is only manageable if it's visible outside the team that owns each link
At telecom scale, a project isn't a task list, it's a chain of handoffs between departments that don't share a manager, let alone a screen. The chain doesn't need to be short to be manageable. It needs to be visible to everyone waiting on it.
- WIP limits per stage make an overloaded queue (pending installs, unbriefed service reps) visible to the department waiting on it, not just the one sitting in it
- A single board carries a project from design through field install through service readiness, so no department plans against a date nobody upstream has actually confirmed
- Forecasts built from measured velocity catch a slipping dependency while there's still time to re-sequence work across departments, not after a customer-facing date has already gone out
- A shared wiki keeps go-live criteria in one place, so field ops and customer service aren't working from an older version of the plan than engineering
- Rolling the same project out across several regions on separate boards keeps a shared cause of delay visible as a pattern, not six unrelated local problems
Engineering, field-facing operations teams and customer service each get their own templates and vocabulary on one subscription, and larger user bases on Business get SSO alongside the forecasts and command center. Full pricing is on the pricing page.
The same rollout, running in six regions at once
A single network project rarely stays single for long. A rollout approved for one circle usually gets replicated across several regions on staggered timelines, each with its own field crews, its own local dependencies, and its own reasons for running ahead or behind the others.
Handled as six separate spreadsheets, that's six places a delay can hide before someone notices the pattern: a vendor shortage hitting every region in the same week, say, showing up as six unrelated-looking local problems instead of one thing worth escalating to the vendor directly. Handled as six boards inside one workspace, the owner command center shows the pattern immediately: which regions are pacing ahead of forecast, which are behind, and whether the cause looks local or shared across all of them.
It also means a regional lead reporting up doesn't have to build that comparison by hand every week. The same Monday digest that summarises one region's progress rolls up cleanly across all of them, because it's drawn from the same underlying boards rather than reassembled from six different local reports written in six different formats.
Common questions
Yes. Engineering, field-operations-style teams and customer service each get their own templates and vocabulary on one subscription, so each team works the way it normally would, while a project spanning all three stays visible as one chain rather than three disconnected trackers.
Boards and time logging work the same whether the task is a design review at a desk or a site install in the field. The five-second log sits next to the task either way, and a blocked field team gets the same one-tap escalation as a blocked engineer.
Free covers up to 5 users and 2 projects, forever, which won't fit most operators but is enough to trial the model with one team before rolling it out further. Team is ₹299 per user per month, or ₹2,899 a year, for up to 40 users. Business, at ₹599 per user per month or ₹6,499 a year, adds the forecasts and owner command center that matter once a rollout spans several departments and possibly several regions, plus SSO for larger user bases. Every paid plan opens with a 14-day full-access trial on Business, sample project preloaded, no card required.
Every workspace is an isolated tenant, two-factor authentication is available to every user, and every admin action is logged. The whole workspace exports as JSON at any time if you need to move it. There's no screenshot capture or activity tracking anywhere in the product, only work outcomes. Details are on the security overview.
Yes. Each region can run its own board on its own timeline, and the owner command center rolls them up into one view, so a delay showing up in several regions at once reads as one shared cause worth escalating, rather than six unrelated local problems.
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