Project Management covers the full lifecycle of structured work. Projects are decomposed into a work breakdown of phases, tasks and milestones, each with its own owner, estimate, planned dates and dependencies. A native Gantt scheduler renders the plan with critical path, finish-to-start and other dependency types, lag and lead, baselines and slack, so schedule risk is visible before it becomes slippage. Work is staffed through resource assignment that respects each person's role, skills, cost rate and availability, and capacity planning shows where demand exceeds supply across the whole portfolio.

Time booking captures effort against tasks at the granularity the work demands, feeding both progress and cost. On the financial side the module carries full project accounting: budgets by cost category and revenue, purchase and subcontractor commitments, actual cost as it accrues, work in progress, and billing and revenue recognition across time and materials, fixed price and milestone-based contracts. Above the individual engagement, portfolio management, resource utilisation analysis and margin reporting give leadership a live view of which work is on plan, which is at risk and where the organisation is making or losing money.

At the centre of the module sits the project: a bounded body of work with a defined scope, a schedule, a budget and a commercial basis for how it is billed. Every project is described as a hierarchy of work, from broad phases down to the individual tasks people actually perform. Tasks carry estimates, dependencies and progress, and the milestones between them mark the points that matter to clients and to billing. This structure is the single backbone that planning, costing and reporting all read from, so there is never a plan that finance cannot see or a cost that the delivery team cannot trace.

Against this backbone the module relates three further ideas in plain business terms. First, people and their capacity: each resource has a role, a set of skills, a cost of employment and a finite amount of available time, and assignments consume that capacity at planned and actual rates. Second, effort and cost: booked time and incurred expense attach to specific work, converting hours into money at the appropriate cost and charge rates. Third, the commercial agreement that governs the engagement, which determines how delivered work becomes billable value and recognised revenue. Because these concepts share one set of records, a single hour booked simultaneously advances a task, consumes a person's capacity, accrues cost and, where the contract allows, creates billable value. That coherence, rather than any one feature, is what makes the module trustworthy as a source of both operational and financial truth.

Delivery begins with planning. A manager builds the work breakdown, estimates each task, sets dependencies and a baseline, and staffs the plan against real availability, resolving over-allocation before commitments are made. As execution starts, people book time and expense against their assigned work, mark progress and complete milestones. The schedule reflows automatically as actuals diverge from plan, surfacing new critical paths and forecast completion dates so managers intervene early rather than explain variance late.

Financial workflows run in step with delivery. Budgets are approved and locked with a baseline; commitments are raised as external cost is ordered; and as time and cost land, the engagement's cost-to-complete and estimate-at-completion are continuously recalculated. Billing follows the contract: time and materials produces charge-ready value from approved hours and expenses, fixed price bills to a schedule, and milestone contracts release value as deliverables are accepted. Invoices are drafted, reviewed and released from the module, and revenue recognition posts on the correct basis in the same cycle. At the portfolio level, planners rebalance resources across engagements, and leaders review utilisation, backlog, margin and delivery confidence to decide what to start, staff, reprioritise or stop.

The financial rigour of the module is what separates it from a scheduling tool. Project accounting follows recognised principles for contract-based work. Costs and revenue are matched to the period in which work is performed, and the module maintains a live work in progress position: unbilled delivered value carried as an asset, and deferred income where billing runs ahead of delivery. For time and materials engagements, revenue is recognised as approved effort and expense accrue at contractual rates. For fixed price and long-term contracts, the module supports recognition over time on a percentage-of-completion basis, measuring progress by cost incurred against estimated cost or by verified output, and it recognises expected losses immediately when the estimate at completion turns negative, consistent with prudent treatment of onerous contracts.

Every calculation is transparent and auditable. Cost rates, charge rates, overhead absorption and currency are versioned and effective-dated, so historical postings never shift when a rate changes. Margin is computed at task, project, client and portfolio level from the same underlying entries. Controls are built in rather than bolted on: budgets enforce spend limits, timesheets and expenses pass through approval before they become cost or billable value, milestone acceptance gates revenue, and every rate change, reforecast and posting carries a full audit trail. Segregation of duties, approval thresholds and locked baselines give finance the assurance that operational activity cannot quietly rewrite the numbers.

Project Management is deliberately not an island. It draws its people, roles, skills, cost rates and availability from Human Resource Management, so the resources you plan and the capacity you consume are the real workforce, and time booked against projects reconciles with the same records that drive workforce planning. Cost and revenue flow directly into Accounting and Control: project accounting, work in progress, billing and revenue recognition post to the general ledger and appear in statutory and management reporting without re-keying or a reconciliation layer, and project budgets participate in the wider financial control framework.

Expense incurred on engagements is captured through Expense Management and lands against the correct task and contract as either recoverable, billable cost or absorbed overhead, following the same approval and posting path as internal time. Because all of these modules share one data foundation, a change in one place is immediately true everywhere: a new hire becomes an assignable resource, an approved timesheet becomes both progress and recognised value, and a released invoice becomes a ledger entry. The result is a suite in which delivery, workforce and finance describe the same organisation from a single set of facts.

Nashua 360 is AI-native, and AI Workers act as first-class participants in Project Management rather than a bolt-on assistant. They answer conversational questions against live module data, so a manager can ask for the projects trending over budget, the people over-allocated next month or the margin on a given client and receive a grounded, current answer. They execute actions within the same permission model as any user: reflowing a schedule, rebalancing an assignment, drafting an invoice from approved time or raising a reforecast, always inside the module's approval and audit controls.

AI Workers monitor continuously for anomalies and exceptions: schedule slippage against baseline, cost burning faster than progress, timesheets that break policy, an estimate at completion crossing into loss, or utilisation drifting outside target. They extract structured data from statements of work, subcontractor invoices and receipts, mapping it onto the correct project, task and contract. They provide decision support by forecasting completion, flagging delivery risk and proposing resourcing options with the margin impact of each. And they participate as named approval or review nodes in workflows, screening a timesheet, expense or milestone claim and either clearing it or routing it to a human with the exception explained, so routine judgement is handled at machine speed while accountability stays explicit.