What your job opens to you
Composable roles that can be combined: team member, team manager, HR, sales, project manager, administrator. They carry general permissions, access to modules, administration, and access to sensitive HR data.
The product Contracts, projects, maintenance, teams: one data set, one view per role.
A project always links two organizations: the one that delivers and the one that orders. Both work on the same data, each with its own rights. The supplier steers contracts, production, schedule, maintenance, financials and its internal organization; the client follows progress and validates whatever is submitted to them: minutes, change orders, interventions.
Sharing
What the client sees, and what they never will.
What is shared
Projects, work packages and tasks with their dated milestones, the risks made visible to the client, the monthly weather, orders and financial items, meetings and committees, actions.
What never is
The supplier's internal data: HR, team management, workload and production, margins, private milestones, internal reporting. They stay invisible to the client.
Sharing is not decreed through permissions, it is carried by the data
Each organization is a sealed space. Every shareable object references both the supplier organization and the client organization, and is visible only to those two. When you add a client, their users instantly see the projects that concern them: no permission matrix to maintain, no technical interface to keep running.
Rights
Two axes, and nothing to configure project by project
Who sees what is not set in a matrix maintained by hand. Rights follow from two memberships: the role held in the organization, and the position held in the project's governance.
What your place in the project opens to you
Five positions, on the supplier side as on the client side: Sponsor, Sales, Project Director, Project Manager, Tracking Lead. Holding a position automatically grants the associated rights: steering the tracking, writing the financials, validating at committee.
A standard RACI matrix, adjustable
For each typical activity of a project, pylotik documents who is Responsible, who Approves, who is Consulted and who is Informed, on both sides of the contractual link. The structuring rule is simple and non-negotiable: one approver per activity. It is what keeps a decision from remaining without an owner, the most ordinary cause of projects that bog down.
Projects
From the project to the network of projects.
A project links a supplier and a client, and breaks down into work packages, tasks, phases and milestones, with a launch and a closure. Milestone templates by project type and reusable schedule templates save you from starting from scratch.
The project and its schedule
Tracking, Gantt chart, contractual milestones and dependencies between the tasks of a single project, tracked in the Planning.
Several work packages, linked projects
A project split into several work packages; linked projects, run for different clients or by your own suppliers; dependencies from one project to another. No client sees the link.
Conflicts made visible
"Starts after", "only reaches after": a dependency flags a conflict, and moves no date without a decision.
Contracts and maintenance
The contract, fixed-price or time-and-materials, and maintenance.
Each project has its contract, where the billing mode is chosen, and maintenance contracts are part of the core. In addition, a light Interventions module, from the Business tier, schedules interventions and has their completion signed off by the client.
The project contract
Fixed-price: a payment schedule tied to milestones; time-and-materials: a monthly schedule computed from the days produced and each profile's rate. Ordered, invoiced, paid, balance due and margin at completion.
The maintenance contract
Period, purchase order, volume in days, catalog of authorized interventions, roles on both sides, a maintenance committee, and indicators frozen at each committee, read by the client.
In addition, interventions
A light module: the intervention is scheduled by the half day against real workload, then the client signs off its completion, on the technician's phone, from their client access or on paper, or refuses it with a reason. It is not an advanced or qualified electronic signature.
Calendars
Three calendars, a single source.
Meetings and interventions live in the calendars of the people they concern, with their location: at the client's, on your premises or remote.
My calendar
The meetings you are invited to and your own interventions, by the week hour by hour, by the month, by the quarter or as an agenda, filterable by location.
The project calendar
The project's meetings and, on the supplier side, the interventions of its contract.
A client's or supplier's calendar
A third party's meetings and those of its projects, readable by the client as well as the supplier; interventions, on the supplier side.
Web application
A tour of the modules
Each organization has its own space, and the sidebar shows only the modules opened by its two axes of rights. Six base modules, a single data set, and the Interventions and Extended Project modules from the Business tier; the tour below is that of a user who would have them all.
The personal entry point
Workload plan, time entry, weekly reporting, actions to handle, to-dos and leave requests. It is the surface of a team member, and the starting point of every day for a Pilot.
The relationship, in both directions
"My clients" and "My suppliers". A third party's record mirrors the project record at the level of the relationship: production and billing progress of the projects, financial overview, revenue by year, place in the portfolio, contacts, calendar, meetings, actions and decisions.
The portfolio and the project record
An overview of budgets consumed, delays and workload; consolidated multi-project financial reporting. Each project opens its own space, where most of the features described below take place.
Management and team steering
Tracking of actions and workload, forecast workload plan weeks × resources, production achieved, weekly review of team reports, monthly review of time, leave management.
Real capacity, not estimated
Directory of employees and teams, cross-cutting follow-up combining the week's situation and the weekly reports, a historized HR journal. Sensitive data, such as salaries and bank details, is protected by dedicated permissions and its access is audited.
Margin, continuously
Orders, change orders and invoices with their statuses. Four indicators (ordered, produced, invoiced, paid) and the consumed versus sold gap, computed from time entry. The monthly history is frozen at each validated steering committee.
Within the modules
A tour of the features
Modules are the spaces; features are what you do in them. They recur, combined, from one module to another. Here are the main ones.
The operational core
A hierarchical grid, work packages then tasks, whose milestone columns are configurable by project type. At each committee, the tracking state is historized with the minutes, and the history can be browsed from one committee to the next.
The Gantt and the workload
Gantt chart, dependencies between tasks, contractual milestones, and the workload per resource set against the forecast plan.
The shared register
Category, probability, criticality, treatment strategy, estimated effort, and a chosen visibility: internal to the supplier, or shared with the client.
Project and steering committees
A full life cycle: draft, scheduled, in progress, submitted for client review, validated or rejected with a reason. Once submitted, the minutes are immutable; a correction goes through a new cycle.
The action log of commitments
A requester, an assignee, a priority, an attachment. Three steps: qualification, completion, then validation by the requester or the client. A complete journal: who did what, when, and with what reason.
The project framework
Project information, responsibility matrix, contractual settings built into the steering: project types, milestones, payment terms, daily rates.
Gaps that surface by themselves
Drifts in workload, deadline and scope are flagged as they form, not at closure, while there is still time to act.
Production, at the source
Each team member declares their time where they produce. The data feeds workload, margin and reporting with no double entry.
Profitability, continuously
Multi-year monthly review, automatic analytical aggregates, margin computed at entry. The consumed versus sold gap is no longer discovered at invoicing.
Not an exhaustive list: project weather, satisfaction surveys, org chart, leave workflow, audit log and many more complete each module. The whole is best discovered in a demo.
The founding symmetry
The supplier steers, the client validates
Commitment management takes nobody's side: it protects both parties because they read the same thing, at the same moment, on data that belongs to neither of them.
steers
It steers its teams, produces, reports, and lays down dated facts as the work goes on. It alone holds progress, milestones and history.
follows and validates
It accesses the same facts and sees dates and decisions before they turn into reproaches. It validates or refuses what is submitted to it, minutes, interventions, change orders, and carries the actions that fall to it.
stays neutral
Hosted with neither party. That is what makes the trace enforceable on both sides of the contractual link.
What pylotik does not do
It does not change the level of commitment you have chosen: it makes manageable what binds the relationship, without transforming it. It replaces project task tools, such as Trello, Asana or monday.com. It does not replace project ticketing, the ERP, accounting or the invoicing tool: it does not issue invoices. It connects to project ticketing tools such as Jira, and to the ERP, to which it sends billing orders, through a connector built to your needs. It steers the scheduled interventions of a maintenance contract, not a support desk's incident queue: handling incidents as they arrive is the job of an ITSM tool.
Client access
Your client is in the tool, not in front of it.
Most tools require you to buy licenses for your clients, or settle for exporting a PDF to send. With pylotik, the client is invited free of charge: their organization is hosted by yours and can later become an autonomous, paying organization, with no migration and no data loss.
What they see and what they do there
- Their projects progress and schedule as validated at committee, shared risks, the financials of their project, not the supplier's internal steering.
- Their committees minutes to validate, to reject with a reason or to send back for correction, the month's weather and its highlights.
- Their validations interventions to sign off or refuse, change orders to confirm.
- Their actions those that fall to them, which they carry through to closure. Their own delay becomes as traceable as the supplier's.
- Their contracts their indicators, frozen at the last committee.
The symmetry
Your supplier can do the same with you, if they use pylotik. The same tool orchestrates both sides of the contractual link, subcontracting included. No technical interface to maintain between the two sides: the data acts as the bridge.
Governance positions on the client side open exactly the rights needed, no more, no less.
Mobile application
A companion, not a by-product.
Available today, at m.pylotik.com. It does not replicate the web: it targets frequent, short gestures. The week's home screen, actions and their cycle, time entered by the week from the workload plan, the weekly report, leave, team review and requests for managers, and interventions, which the client can validate on the technician's phone. It is a web application, with no app store, that you add to your home screen.
Automatic saving: no "Save" button. Each field is saved when you leave it. Only sending is an explicit act.
Ergonomics
Dense, yet breathing.
Per-user preferences, respected across the whole interface, tables included: language (French, English), font size, vertical spacing, horizontal spacing and light or dark mode. The interface is available in French and English, at each user's choice.
Security
TOTP two-factor authentication, mandatory for administrators. Administrator mode is a separate context, explicitly activated and logged. The publisher's access to a user's account, for support, is read-only and audited.
The common thread
Two rhythms, a single data set
The field lives by the week, the executive team through the lens of the month. Both read the same base: nobody reconstructs anything for the other.
The field's week
- Monday, the project manager opens the tracking, marks completed tasks, adjusts the schedule. Any change to a locked date creates a logged decision.
- The project review with the teams the internal progress check is held on the tracking screen, not on material rebuilt for the occasion: what blocks, what slips, what is decided, and the week's commitments go back out as named actions.
- All week, team members enter their actual production and handle their actions, from the web or mobile.
- The project committee with the client same screen, shared scope. Decisions and actions are recorded on the spot, the minutes go out for validation, and the tracking state is historized with them. Nothing to re-enter after the meeting.
- Friday, the weekly report how the week felt on five levels, a title, a description, alerts attached to a project. Until it is sent, the draft stays strictly private.
- Friday evening, the historization the progress of each work package and each task is frozen for the week, and will not be rewritten.
- The following Monday, the management review the manager reads their team's reports, and HR sets them against the alerts raised by the managers themselves.
The executive team's month
- Monthly project review planned workload against consumed workload, remaining work, margin projection. Formulas are centralized and audited, no longer scattered in a workbook nobody dares open.
- Tracking of consumption the month's declared time is validated by managers, and actual production immediately flows into workload, capacity and margin.
- Tracking of invoicing ordered, produced, invoiced, paid: four indicators on the same line, with the change orders and contractual deadlines that drive them.
- Steering committee the material is aggregated from live data, submitted to the client, validated, then finalized. Its validation freezes the month's financial and operational history, and triggers the satisfaction survey.
- Weather and portfolio client satisfaction, production quality, adherence to deadlines, team climate. The executive team decides on the month's signals, not on last quarter's figures.
- Each quarter, the account review the view is already built: projects, status, satisfaction, highlights, consolidated financials. It is reread instead of reconstructed.
Everything entered automatically feeds the historization, the monthly review, the overview, the client access and the per-client reporting. No data is duplicated, none is lost.
Management and engagement
Two accounts of the same week.
pylotik HR follow-up does not collect one more opinion. It holds two readings of the same scope side by side: the manager's reading of their team, and the team's reading of itself. It is the gap between them that carries the information.
Their reading of the week
Workload, production, points of attention, staffing situation. The manager keeps the state of their team in the same motion as they keep their projects, with no extra meeting and no parallel spreadsheet.
Each person's report
A few minutes on Friday, on the web or from mobile: what moved forward, what got stuck, and in what tone. The report belongs to the person who writes it, and it is read: by the manager, and by the human resources department.
The two flows are brought together on the same scope and the same week. When the manager's account and the team's diverge, the gap appears while it is still a conversation, not once it has become a resignation. No one is ranked or graded: each person's voice stays attached to its author, and it serves first to be heard.
What the cycle produces
An organization matures by using it.
Many teams and many companies are young. They master their trade, but do not yet have the steering maturity that goes with it, because it takes years of rituals actually held. That is precisely what the cycle described above installs, with no seminar and no consultancy.
The cycle makes the framework
The week and the month come back, whether you like it or not. At each turn, the same discipline: a frozen state, a committee that is held, dated commitments, a margin recalculated. What was an effort of will becomes a house habit.
The ritual carries the method
The project manager does not need to have read the framework: they open their tracking on Monday and prepare their committee in a few minutes. The method is not taught, it is embedded in the gesture, and it outlives the person who carried it.
An industrial origin, not a theoretical one
The framework was not invented for software: it is the digitization of good steering practices, proven in organizations assessed against recognized frameworks, then applied for twenty-five years to structure a young organization, industrialize one that grows too fast, or turn around one that is slipping. We kept what held under pressure.
Steering maturity can be measured, and its effect is cumulative: it shows from the outside. It is what separates, at PMI, the organizations that waste little from those that waste up to twenty-eight times more.
SOURCE PMI, Pulse of the Profession 2017.
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