Delivery
Every delivery stage says what it owes, and the documents answer
A stage is no longer a number somebody moves; it says what evidence it needs, and the engagement's own document checklist is the answer.
Week of 21 Tir — 3 open, 2 done
- Send the revised QoE bridge to ParsSara
- Return the signed engagement letterMr Rezaeiclient
- Chase 1402 audited statementsReza
- Validate pages 30–48 of the tax fileYou
- Book the Alborz management callYou
the client's own CFO can owe a step — no login needed
From contract to archive
Five stages, and at each one it is clear what should have arrived
An engagement is born from a won opportunity, or directly; from that moment it knows who sold it and who runs it.
Contracted, fieldwork, review, delivered, archived
Five fixed stages with names a firm may change per service. The stage bar names all of them.
Two hard gates, only where you asked for them
Two stages, contract and review, ask for checklist lines the firm itself marked as “contract” or “deliverable”; until those lines have arrived, entering that stage is refused. Every other stage says what is outstanding and does not block.
Compliance read off the evidence, not typed
Signed contract, NDA and independence are no longer ticked by hand; they are read off the documents that actually arrived.
A delivery playbook, separate from the sales one
Each delivery stage has its own ordered list, written in the catalogue and per category. Documents being chased from the client appear under their stage, so one view says what to do here and what has not arrived.
Who sold it, who runs it
The engagement keeps the name of who sold it, and the project manager comes from the service; both can be changed later, and a later change to the service never overwrites a person's choice.
Facts edited where they are read
Name, value, dates and the people accountable are edited in the card that shows them. The engagement's settings are one page, not several.
Data room and working feed
Everything about the engagement in one place, and a team that owns it from day one
The data room holds the engagement's documents and the request checklist says what was asked of the client and what has arrived. The working feed writes notes, decisions and tasks beside the engagement, and partner sign-off is recorded there too.
New work starts private to its team. The period became optional and left the engagement's name; the name is built from the live service and client and follows a rename by itself.
- Partner sign-off is recorded on the working feed
- Deleting an engagement that has moved through stages says what that destroys
- Moving back asks for a reason and records it
- ## Statement of financial position
- | Account | 1403 | 1402 |
- | Cash and equivalents | 84,120 | 61,540 |
- | Trade receivables | 402,880 | 366,210 |
every figure can point back to its page
Page 12 validated by Sara
The delivery board
Engagements have a board of their own
The delivery board shows stages five to eight only; nothing unsold appears here. An organisation's page and a contact's page each carry two tabs, opportunities and engagements, so neither carries the other's baggage.
Clicking a card opens the full engagement beside the board. Service categories across the top, and the account, contact and service-line lenses, exactly as on opportunities.
- Pulse brings a quiet engagement back, with the reason on the card
- Indicators can be defined over engagements and surface through Pulse
42 days since anyone recorded anything
Kavir Steel
Stage 4 of 9 — Fieldwork
nobody set a reminder. It noticed.
About delivery
What if we never mark a line?
No gate ever closes. The rule binds only where the firm has said what evidence a stage needs; a firm that declared nothing works exactly as it did before.Is an engagement created directly, without an opportunity, any different?
No. It enters through the same delivery door and is born won; its project manager comes from the service, and it simply has no seller's name to keep.Can an engagement be moved back into the sales stages?
No. Below contract is the opportunity's territory; if the deal was not really won, you reopen the opportunity, not the engagement.
Run your next engagement on evidence
Bring in a real engagement and see what the next stage asks of you.