Sales Project Template
A board for the internal work of chasing a deal, who owes the next proposal draft, which call is booked, what's blocking a signature, not a contact database.
Not a contact database or a deal-value pipeline: a board for the coordination work around each pursuit.
Why most sales project templates stop being used
A deal moves forward because a proposal actually gets written, a follow-up email actually gets sent, and a legal redline actually gets reviewed by someone who has time that week. Most of what stalls a pursuit is ordinary coordination failure, not a strategic problem with the deal itself. And most sales tools are built to answer "how much revenue is in the pipeline," not "whose turn is it to move this forward."
It's worth saying plainly: this is not a CRM. There's no contact database, no deal-value rollups, no revenue forecasting built on stage probabilities. If that's what a sales team needs, this template isn't it. What it tracks is the internal work behind a pursuit: the tasks, owners and deadlines that determine whether a deal actually closes on time. That's a narrower and more mundane problem than pipeline reporting, and one that's easy to overlook precisely because it looks less important on a dashboard.
Too many pursuits sit in negotiation with no one pushing. Without a limit on how many deals a rep is actively negotiating at once, a full pipeline looks productive right up until every one of those deals slips a month, because attention is spread across all of them equally and the deal closest to signing gets no more urgency than the one that just started.
It doesn't know when to stop. The work of chasing a deal ends at a signed contract. Everything after that, kickoff calls, collecting assets, a first deliverable, is a different job with a different owner, covered by the client onboarding template. A pursuit board that keeps tracking the account after signature just duplicates that work badly, usually because nobody explicitly decided where sales' responsibility ends.
Internal approvals get lost inside external back-and-forth. A discount that needs a manager's sign-off, a custom clause that needs legal, a delivery commitment that needs the delivery team to confirm capacity: these internal steps are easy to skip when all the visible activity is the conversation with the client, and skipping them is exactly what turns a fast close into a broken promise.
A deal changing hands loses everything that wasn't written down. When a rep leaves or a territory gets reassigned mid-pursuit, whoever inherits the deal usually gets a name and a stage, not the specifics of what was already promised, pushed back on, or quietly agreed to on a call. Rebuilding that from scratch is slow, and re-asking the client what they already told someone else reads as disorganised.
This is where a shared negotiation cap earns its keep on ShipSprint. Once a rep hits the limit, the board itself makes them choose what to push forward next, instead of that decision getting made by whichever deal happens to email first that morning.
The structure, and why each part is there
A card opens once a lead has confirmed budget, need and a real decision-maker, not on first contact. Keeping unqualified leads off the board keeps the pipeline honest about what's actually in motion instead of padded with early conversations that may never go anywhere.
Tracks whether the call is actually booked and whether the notes from it exist anywhere, rather than living only in the rep's head until the next conversation, by which point half the specifics have already been forgotten.
A card doesn't move here until the document has actually gone out. It's a small distinction, but "drafting the proposal" and "the proposal is in the client's inbox" are different states that get conflated constantly, usually to make a pipeline review look further along than it is.
A limit on active negotiations per rep. Past the cap, a new deal waits its turn rather than getting the same thin slice of attention as everything already in flight, and the deals closest to closing get the follow-through they need.
The built-in wiki holds what's been promised, what the client pushed back on, and who internally needs to sign off, with page history, so the deal's context survives a rep going on leave mid-negotiation without the account restarting from zero.
The last card on this board. A won deal doesn't linger here. It closes, and a new card opens on the client onboarding board, carrying over the contract and the account owner, with nothing about the pursuit itself repeated.
Discount sign-off, legal review, a capacity check with delivery: each attached to the deal card as a task with its own owner, so an internal approval that's quietly stuck doesn't look identical to a client who hasn't replied yet.
How to use it
- 01Open a workspace and load the template. A sample pursuit is already moving through the columns, so the structure is visible before a real deal is added. Free for up to five people, permanently.
- 02Only open a card once a lead is genuinely qualified. A board full of maybes makes it impossible to see which deals actually need attention this week, and it makes every pipeline review longer than it needs to be.
- 03Cap negotiations per rep at a number they can actually push on weekly. Five concurrent negotiations is a reasonable ceiling for one person; beyond that, deals stall from neglect rather than from the client actually being slow.
- 04Log what was promised on the deal's wiki page as it happens, not from memory during the contract review. Commitments made verbally on a call are the ones that get missed later and cause friction right after signature.
- 05Attach internal approvals as their own sub-tasks with owners, so a discount stuck waiting on a manager's sign-off is as visible as a client who's gone quiet.
- 06Close the card at signature and open a client onboarding card immediately. The gap between those two actions is exactly where new clients start their relationship feeling neglected, right after the moment they were most engaged.
The structure works in any tool with columns and per-rep limits. It's written up here because the two most common failures are so avoidable: no cap on active negotiations, and no defined moment where the sales board hands off to delivery.
- This is a coordination board, not a CRM: no contact database, no deal-value forecasting
- Cap active negotiations per rep, or every deal in flight gets the same thin slice of attention
- The board ends at a signed contract, onboarding is a separate board that starts from there
Common questions
No. There's no contact database, no deal-value rollups and no probability-weighted revenue forecasting here. This board tracks the internal tasks and owners behind a pursuit, not the pursuit's commercial data. Teams typically run both: a CRM for the deal record and this for the coordination work around it.
It moves to closed-won and stops being tracked here. A new card opens on the client onboarding template, carrying over the contract and account owner. The two boards meet at exactly one point: a signed contract.
Yes. It's included on the Free plan along with every other template: up to five users, two projects, no expiry. Larger sales teams move to Team at ₹299 per user per month for the extra seats. See pricing.
They can be added to the specific approval sub-task on a deal card without needing visibility into the whole pipeline. That's useful when legal only needs to see the one clause under review, not every pursuit currently in flight.
The card, its stage and its wiki page move with the reassignment, so the new rep inherits the actual record of what's been promised and discussed instead of starting from a bare deal name and having to reconstruct the history from the client.
Related pages
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