Project Management for Operations Managers
The operations job is mostly the same fifteen things happening again this week. ShipSprint keeps the recurring stuff moving without a spreadsheet held together by tab colours.
Operations runs on repeats, not projects
Most project tools are built around things with a start and an end. Operations doesn't work that way. The vendor onboarding checklist runs every time there's a new vendor. The monthly compliance pass runs every month. The facilities request queue never actually empties, it just refills. None of that fits neatly into a Gantt chart, so a lot of it ends up in a shared spreadsheet that one person maintains from memory.
That works fine until that person is on leave, or the process quietly changes and the spreadsheet doesn't, or someone in another department asks "has the vendor contract been renewed yet" and nobody can answer without pinging three people.
ShipSprint's operations template is built for repeats rather than one-off delivery: recurring processes that reset on their own schedule, vendor tasks with an owner and a due date, and a request queue that catches incoming asks before they land in someone's inbox as a favour.
None of this requires operations to adopt engineering's tooling or learn a new vocabulary. The template speaks the language of the job (checklists, vendors, requests) while sitting on the same underlying board mechanics as every other team, which is what makes the cross-department view possible later without extra work on anyone's part.
Built around how operations actually runs
Not a generic board relabelled: templates for the parts of the job that repeat.
The operations template covers processes that repeat on a schedule. A checklist runs, gets closed out, and the next instance is there when it's due, rather than someone copying a template into a new document each time.
Vendor work sits on the board like everything else, assigned, dated, and visible, instead of living in a separate spreadsheet or a folder of email threads nobody else can search.
New requests land in a triage inbox instead of someone's DMs, with per-column WIP limits so the queue can't quietly balloon past what the team can actually absorb.
When a process touches more than one team (facilities and finance, say, or IT and HR) the owner command center shows where it stands across all of them, so nobody has to chase a status update by walking over to another desk.
Logging a day's hours takes about five seconds and sits next to the task just finished. The reminder for a missing day goes to the person, not to you, so that's one fewer thing to police.
Everyone opens to today's items and a one-tap time log. One tap to say "I'm blocked" pulls in the right person with context already attached, instead of a message that just says "got a sec?".
The steps of a recurring process, and why they're done that way, live in the built-in wiki next to the checklist that runs them. So when someone new inherits the process, the reasoning comes with it instead of leaving with the person who used to run it.
Operations sits on the same subscription as engineering, HR and marketing, each with its own template. A facilities request that needs an engineering fix, or an onboarding step that needs HR, doesn't require switching tools to hand it off.
A Tuesday in the queue
A new vendor needs onboarding. Facilities flags a broken AC unit on the third floor. IT wants an access review completed by Friday. Marketing asks, again, whether the printer contract renewed. In most operations setups, those four items land in four different places (a form, a Slack DM, an email, a hallway conversation), and staying on top of all four means checking all four places, repeatedly, all day.
On ShipSprint they land in one triage inbox as four cards. The vendor onboarding runs against the recurring checklist template, so the standard steps are already there rather than typed from memory. The AC ticket gets assigned and dated. The access review sits on the board with its Friday deadline visible to everyone, not just IT. And the printer contract question gets answered by looking at the vendor task, not by remembering the answer from a conversation three weeks ago.
None of that requires operations to become more disciplined. It just requires the four things to live in one place instead of four.
By Friday, when someone asks how the week went, the answer isn't reconstructed from memory. The board shows what closed, what's still open, and what's overdue: the same view whether it's the operations manager checking it or the owner glancing at the command center.
What it costs
Operations teams tend to be lean, so the free tier (5 users, 2 projects, no time limit) is often enough to run the recurring-process board and see if it fits before anyone signs anything.
| Plan | Price | Fits |
|---|---|---|
| Free | ₹0, 5 users, 2 projects | One recurring process and one vendor queue, to see how it feels |
| Team | ₹299/user/month, ₹2,899/user/year | A full operations team, up to 40 users, running multiple queues |
| Business | ₹599/user/month, ₹6,499/user/year | Cross-department visibility via the owner command center, plus forecasts |
Every paid plan opens with a 14-day full-access trial on Business, a sample project preloaded, no card needed.
What this replaces
- The master spreadsheet one person keeps in their head as much as on the sheet
- Vendor follow-ups tracked in email, findable only by whoever sent the last message
- A shared inbox for "quick requests" that never actually gets triaged
- Asking around to find out where a cross-team process currently stands
- End-of-month scrambles to reconstruct what happened, because nothing was logged as it went
- A single point of failure when the one person who "knows how the process works" is unavailable
The point isn't to add process for its own sake. It's that a process which already repeats every week deserves a home that repeats it automatically, instead of relying on someone's memory to reset it each time. None of it is monitoring software, either. There are no screenshots, no keystroke logging, no activity tracking, only the work itself: what's done, what's due, and what's stuck. See the security overview for how workspace data is handled, or the product page for the rest of what's on the board.
Common questions
Yes, that's what the operations template is for. Recurring checklists, vendor tasks and a request queue are the three pieces most operations teams run on, and they sit on the board rather than in a separate document that someone has to remember to update.
When a process spans more than one team, the owner command center gives a cross-department view of where things stand, so status doesn't depend on someone remembering to send an update to the other side.
Into a triage inbox rather than a person's messages. Per-column WIP limits mean the queue can't fill up silently. If it's overflowing, that's visible on the board, not buried in someone's unread count.
No. There are no screenshots, no keystroke logging and no activity tracking. ShipSprint tracks work outcomes (items done, hours logged, requests in queue), and scorecards, where used, are leave-adjusted and visible to the person they describe.
Free covers up to 5 users and 2 projects, permanently. Team is ₹299 per user per month (₹2,899 per user per year) for up to 40 users. Business, at ₹599 per user per month, adds forecasts, the owner command center and scorecards. Full pricing is on the pricing page.
Most operations teams start with one recurring process and one vendor queue, running alongside the old spreadsheet for a couple of weeks until it's clearly trustworthy, then retire the spreadsheet. There's no data migration required to begin: the sample project and templates are there from sign-up.
The template gives you the structure (a checklist that resets on schedule, with owners and dates) and you fill it with your own steps, including whatever compliance items your industry requires. It's a framework for repeats, not a fixed list you're locked into.
Related pages
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