It’s Wethod’s entry area, a control panel that offers an overall vision through a set of customizable widgets: revenue clock, budget consumption, productivity, invoices, revenue progress.

The most important elements in understanding how the company is progressing are revenue clock and budget consumption, that can be calibrated on the entire company, on projects or PM.

The revenue clock gives an integrated vision of the pipeline and of the production, relating them to both time and objective.

The Budget Consumption feature highlights the state of your projects relating to budget consumption and project progression. Circles on the diagonal represent correctly managed projects. The blue circles beneath the diagonal line are progressing faster than budget consumption whilst the red circles above the line are progressing slower than the budget consumption. Simple.


A dynamic list containing all of the opportunities in your sales/projects pipeline that includes all of the key information you need: account manager, pricing, length and sale probability. The Pipeline is the dashboard where everything starts: create your project, your budget, and begin!

When your work rhythm is rapid, you need an aggregated vision of all the information to make sure you don’t lose track or miss something important: you can find all of this in pipeline section.

A classification by color and dimension creates a visual simplification of the type and size of your project, giving you an overall view of how the company is moving and helping the decision making process.

From the project pipeline you can access the budget process. People in charge of the budget define activities and expenses. Once the budget is approved, the PM can manage resource (people) planning, project phases and future adjustments.


Planning is the timeline of your team and tells you who is involved in the project day by day. Every project manager finds here the right people for the job and assigns them to the various project’s tasks.

Planning and budget in WETHOD are always consistent: approve your budget first and start planning the workdays, all within an easy and and effective interface.

While you assign work to people, your “hour basket” is always showing in real time how many hours you can still assign. If you need more hours/ days to fill up your project, you’ll have to go back to your budget and fix it accordingly.

What is done is done: planning always looks ahead so what is the point of changing what you already planned? If you need to adjust your aim, you can do it starting tomorrow!


Friday looks better after you have completed your timesheet. In this section each team member inputs how many hours were spent on each project. This way you can measure how much of the budget has been spent and you can compare it with how much you still have available.

Every week you charge hours to the the projects you are working on (highlight the relevant ones with a heart badge so you can find them easly).

Try to be accurate and remember that, if the data you insert is coherent with the project manager’s estimates, you’ll help the overall planning and control process enhance over time.


“How many days are needed to finish the project?”. A good project manager has a very precise answer for this question. Each week WETHOD’s project status asks for this information. This way you have a clear vision of what is happening to your projects and to those of your team.

Each friday the PM verifies with the team members asking:

Did we finish what we planned the way we planned it? Did we use more or less hours?

From the project status page every PM verifies how many days/hours were still available the week before.

This indicator is crucial in understanding how the week went. By comparing the planned hours, completed activities and other information the PM has, you can estimate the days until the project end.