Software Development Project Management
If software development is the business, not just a function inside one, you need a sprint board and a way to run the company around it. ShipSprint does both from one subscription.
Running a software business is more than running sprints
Search for project management for software development and most results assume you only need a place to put tickets. If you're an individual engineering team, that's a fair assumption, and we've written a separate page that goes deep on exactly that: sprints, GitHub, cycle time, the works. Read the engineering-workflow page if that's what brought you here.
This page is for a different reader: someone who runs software development as the business itself. A services company billing clients for delivery. A product company where engineering is the largest team but not the only one. A founder who signs the payroll for developers, a sales function that sells the work, an HR person who hires for it, and a support desk that answers for it after launch. For that reader, the sprint board is one screen among several, and the harder problem usually isn't the board. It's that engineering, sales, and delivery reporting run in three different tools that don't talk to each other.
ShipSprint puts all of it on one subscription: a real engineering board underneath, and the rest of the company's work (hiring, marketing the studio, tracking client hours, answering "are we going to make the ship date") running alongside it rather than in a spreadsheet someone maintains on Fridays.
Engineering underneath, the business around it
Six things that matter whether you're shipping your own product or someone else's.
GitHub branches move cards and merged pull requests close them, so the board reflects what actually happened rather than what someone remembered to update. Per-column WIP limits stop a sprint from quietly filling past what the team can finish. Available on the Team plan and above.
A feature request from sales, a bug from support, a scope change from a client: all of it lands in a triage inbox instead of a developer's messages. Someone decides what enters the sprint; nothing skips the line just because it arrived urgently.
Delivery forecasts are calculated from the team's measured velocity as sprints complete, so if the date is at risk you find out early enough to move scope, add help, or tell the client, not on the morning it was due.
Logging a day's hours takes about five seconds and sits next to the task just finished. If someone forgets, the reminder goes to them, not to their lead, which matters when those hours are what you bill a client for.
Sales, HR, marketing, and support get their own templates and vocabulary (pipelines, onboarding checklists, campaign calendars, ticket queues) without a second purchase order. A studio of thirty is rarely thirty engineers, and the other functions get treated like real work too.
The owner command center answers "where are we?" across every team and project at once, and a digest lands Monday morning without anyone assembling it. That's useful when the person asking is a client, not just your own leadership.
The part that's actually hard about a dev shop: three audiences, one truth
A software development business usually has to tell the same story three times. Engineering needs to know what's in the sprint and what's blocked. Whoever owns the account needs to know if the date holds and whether the hours logged still fit the budget. And if it's client work, the client needs a version of the truth that doesn't require a status call to get.
The failure mode isn't lying to any of these audiences. It's maintaining three separate versions of the same information, which drift apart the moment anyone gets busy. ShipSprint keeps one underlying record. The forecast the owner reads on Monday is built from the same velocity data the engineering board runs on. The hours a client is billed for are the same hours the developer logged in five seconds next to the ticket they closed, not a reconstruction from memory at the end of the month. A built-in wiki holds scope decisions next to the work they affect, with page history, so "we agreed to that in March" is a fact you can point to rather than an argument. Studios running this way tend to settle billing disputes fast, since the invoice traces straight back to the ticket and the log entry against it, not someone's memory of a call.
None of this replaces the deep engineering tooling. The sprint mechanics, the GitHub integration, the cycle-time detail live on the engineering use-case page. What lives here is the layer above it: the part where the business the engineering serves also has to run.
Why the billing currency is not a footnote
Most tools built for software teams price in dollars, bill through a US entity, and hand you an invoice that your finance team then has to explain to an auditor. For an Indian development company, that's not a small annoyance. It's GST input credit you can't claim, an exchange rate your margin absorbs every renewal, and a vendor who's never heard of the compliance your own clients expect from you.
ShipSprint is built by Quantuva Technologies Pvt. Ltd., registered in Hyderabad, and bills per seat in rupees with GST-compliant invoices from day one. Annual billing is available if you'd rather not think about it monthly. It sounds like a small detail until your own finance person stops having to justify a dollar line item to a client who's paying you in rupees.
The hiring problem nobody accounts for in the sprint plan
A software business grows or shrinks its delivery capacity by hiring, and hiring is usually run somewhere completely disconnected from the board that shows what the team can actually deliver. A lead estimates a roadmap assuming six engineers; three weeks later two of them haven't started because HR's pipeline is stuck in someone's inbox, and nobody connects the two facts until the date has already slipped.
Because HR runs on the same subscription with its own templates (candidate pipelines, onboarding checklists), it isn't a separate system a founder has to check independently. A hiring delay and a delivery forecast can be looked at side by side instead of discovered in two different meetings a week apart. That's a small thing until the quarter you're trying to explain why a roadmap slipped, and the actual answer was "we planned around headcount that didn't show up yet."
The same logic applies to support. When a software company also runs post-launch support for what it built, bugs reported by a client's end users need a path into the same backlog engineering already triages from, not a separate helpdesk that occasionally forwards an email to a developer's inbox. Operations templates cover exactly that: a queue for recurring requests and vendor tasks that isn't the engineering board, but isn't invisible to it either.
The developer's actual day, and what happens when they're stuck
None of the reporting layer above matters if it makes the day worse for the people writing the code. Everyone opens ShipSprint to a "my day" screen: today's items, a one-tap time log, nothing else competing for attention. One tap says "I'm blocked," which pulls in the right person with the context already attached instead of a message that says "got a sec?" and waits four hours for a reply. For a developer, that's the difference between a blocker costing twenty minutes and costing the rest of the afternoon.
It's also, deliberately, not surveillance. There are no screenshots, no keystroke logging, and no activity tracking. The system only records what got delivered and the hours logged by the person who logged them. Scorecards are leave-adjusted and visible to the developer they describe, not hidden in a manager's dashboard. A team that trusts the tool feeds it honestly, and honest input is the only thing that makes a forecast worth trusting six weeks from now.
ShipSprint also connects to Claude and ChatGPT, so a lead can ask "what's blocked on the payments epic" or "who's over capacity this sprint" in plain language and get an answer pulled from the same board, instead of opening three filtered views to find it manually.
What it costs
- Free covers up to 5 users and 2 projects, permanently, which is enough for a founding team validating the first engagement or product.
- Team is ₹299/user/month (₹2,899/year), up to 40 users. This is where GitHub sync switches on: the board that moves with merged code.
- Business is ₹599/user/month (₹6,499/year) and adds delivery forecasts, scorecards, the owner command center, unlimited projects, SSO, and priority support, the tier most studios running several client engagements at once land on.
- Every paid plan opens with a 14-day full-access trial on Business, a sample project preloaded, no card required.
Common questions
Most sprint trackers stop at engineering. If your billing, HR, and reporting to owners or clients live in separate spreadsheets, you're maintaining the same information twice and it drifts. ShipSprint keeps the sprint board and everything built on top of it (hours, forecasts, the owner view) as one record instead of two.
No. This page is the company-level pitch, engineering plus sales, HR, marketing, and client reporting on one subscription. The use-case page is the deep technical walkthrough of the engineering workflow itself: sprints, GitHub integration, cycle time. Read that one if you only need the board.
Yes. Hours are logged against the specific task, by the person who did the work, in seconds rather than reconstructed later. That's the same record whether you're using it to check burn against budget internally or to justify a client invoice.
Both. A product company still has sales, hiring, and support running alongside engineering, and the same one-subscription argument applies even without a client to bill. The forecast and the owner command center work identically whether "are we going to make the date" is being asked by a client or by your own board.
Not necessarily on day one. Most studios start with the engineering board alone and add HR or marketing templates once those functions exist as more than one person's side task. Because it's the same subscription, that's a template added later, not a second tool evaluated and bought from scratch.
Related pages
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