Tasks and stages
Kanban stages per project with owners, deadlines, sub-tasks, dependencies and a customer-visible portal where you want one.
Most project tools tell you what is late. Very few tell you what it cost, because the hours live in one system and the money in another, and nobody joins them until the project is over.
Odoo Project is worth implementing when the question is profitability rather than task management. The same hour booked against a task becomes both internal cost and billable value, and it sits on the analytic account the revenue sits on.
Businesses running Odoo with OdooBots
Odoo Project holds the work and the money on the same record. Tasks move through stages with owners and deadlines, timesheets book hours against those tasks, the same entry produces cost and billable value, milestone or time-and-material invoices are raised from the project, and analytic accounting puts expenses and revenue on one account so profitability is a report rather than a reconstruction.
Everything useful here depends on timesheets being submitted. The software takes hours in minutes; the habit takes training, a weekly cadence and someone who follows up on the gaps.
Six parts make up the project application, and its advantage is that the money is in the same database as the work.
Kanban stages per project with owners, deadlines, sub-tasks, dependencies and a customer-visible portal where you want one.
Hours booked against tasks from browser or mobile with approval, the same entry driving internal cost and billable value.
Time and material invoicing from approved timesheets, fixed-price milestone invoicing, and down payments where the contract needs them.
Travel and out-of-pocket costs attached to the project, approved, and re-invoiced to the client where they are recoverable.
Allocation of people across concurrent projects with over-allocation visible and leave accounted for, so a plan is achievable.
Planned against actual hours, cost against revenue on the analytic account, and margin per project, per client and per period.
A won sales order creates the project with its budget. Hours booked against its tasks become cost at your loaded rate and billable value at the rate card. Expenses attach to the same account. The invoice is raised from the project, so revenue lands where the cost already is, and margin is available while the project is running rather than after it closes.
That timing is the point: a project reviewed at seventy per cent complete can still be corrected.
These are the configuration decisions that are cheap to make now and structural to change once transactions exist. We walk through each one before a single record is migrated.
A client, a contract, a phase or a deliverable. Margin reporting depends entirely on this and it is awkward to restructure after a few months of timesheets.
Salary-based, blended or loaded with overhead. Without this decision, project margin is revenue with nothing subtracted from it.
What counts as billable, who decides, and how non-billable time is categorised. Without the second half, utilisation cannot be measured.
Daily or weekly, approved by whom, and what happens when a week is missing. The habit the whole system rests on.
Time and material, fixed price with milestones, or a retainer, and how change requests are priced in each.
Which categories are recoverable, at cost or with a margin, and what needs client approval first.
If clients get access, exactly which tasks, documents and hours they can see. A permission decision, not a display one.
Odoo moves features between Community and Enterprise from one version to the next, so the list below is what holds today and is confirmed against your own version during the diagnosis rather than taken as permanent.
Community includes projects, tasks, stages, the customer portal and basic timesheets, which is enough to manage work.
What makes this application about money rather than tasks sits largely in Enterprise, so for a services business the licence question is usually settled quickly.
We would rather say this before you buy licences than after. These are the areas where we scope real development, recommend a bolt-on, or tell you another tool is the better answer.
Dependency-driven scheduling with automatic date shifting across a large plan is project-scheduling software rather than Odoo.
Formal EVM metrics need custom reporting built on the analytic data.
Pipeline-weighted resourcing across many parallel projects goes beyond standard planning.
Drawing versions, approvals and large document sets belong in a document system with Odoo holding the commercial data.
Percentage-of-completion recognition to a formal standard needs configuration and your auditor involved.
Every number on this page depends on that habit. It is a management problem and the software only makes it visible.
Implementing Odoo Project needs more than installing the application. It should reflect how your business already works, and change only what is worth changing.
Understand your contract types, how hours are recorded today, which expenses are recoverable, and what profitability reporting management expects.
Settle what a project is, the cost-per-hour basis, the billable definition and the timesheet cadence before anything is configured.
Set Odoo Project up around how you work rather than installing it at its defaults, and build only what configuration genuinely cannot reach. See Odoo customization.
Masters, open items and opening balances prepared and loaded. Data cleaning is scoped explicitly, because it is usually the largest single task. See Odoo migration.
Your team runs real transactions in a test database before go-live, including the awkward cases that never appear in a demonstration.
Role-based training for the people who key transactions daily, then cutover, hypercare and ongoing support and AMC.
We do not publish one price, because the same application costs very differently depending on the factors below. We do publish what moves the number, and the price is fixed in writing before work starts.
We insist on recording non-billable time, which teams resist and then rely on. Without it you can report revenue but not capacity, and capacity is the number a services business is actually run on.
Product capabilities stated on this page are documented by Odoo. The configuration advice, edition notes and limitations come from our own implementations.
Tell us whether hours are recorded daily today and what mix of fixed-price and time-and-material work you run. Those two answers shape the configuration, and the diagnosis call is free.