Set Up a Project Record for Operational Work

Use a Project record as the central place for work that involves a Client, internal coordination, purchasing, and delivery. A clear Project record helps everyone work from the same Project Name, dates, responsibilities, and operational status instead of tracking the work in separate notes or messages.

Open Projects Management and select All Projects.
Start a new Project and enter the Project Name. Use a name that makes the work easy to identify in lists, such as the Client name and the job or order reference.
Select the Client connected with the Project. This is important when the Project supports a customer Orders, Delivery Note, or other customer-facing work.
Choose the PM Responsible person who will coordinate the Project. This person should be able to follow progress, review open Tasks, and coordinate with the sales, purchasing, and delivery teams.
Enter the Start Date and Expected Completion On date. These dates give the team a shared time frame for preparing materials, completing Tasks, and arranging delivery.
Add a useful Description and select the appropriate Status. Include the operational scope, such as the products, services, delivery requirements, or internal work the Project covers.

After saving the Project, assign the work to the right people through Project Tasks using Assign To. Use Task Progress to distinguish work that is Not Started, underway, awaiting review, or Done (completed). When you create related Orders, MRQs, POs, or Delivery Notes, look for the Project selection and choose this Project so the records stay connected.

Plan and Track Project Tasks

Project Tasks turn the Project record into a practical work plan. Create a separate Task for each item that needs ownership, such as preparing a BOM, following up on an MRQ, confirming a delivery date, or reviewing received products. Keep each Task focused so its assignee can clearly see what must be completed.

Open the Project in All Projects and add a Task for the required work.
Enter a clear Title. Include the action and the item or outcome, rather than using a broad title such as “Project follow-up.”
Use Assign To to select the person responsible for completing the Task. Set the Due Date so pending work is visible before it affects the Project’s expected completion date.
Select the appropriate Priority and add the working details in the Description or Note. Include relevant product details, quantities, delivery expectations, or dependencies on another Task, MRQ, PO, or Delivery Note.
Update Task Progress as the work moves forward. Use the Project Task board to move work from Not Started through your team’s working stages and finally to Done (completed).
When the Project uses time-based operational tracking, record planned effort and actual time in the time-tracking fields available on the Task. Keep these entries current so the Project Manager can compare expected effort with work completed.

Use Follow to keep key stakeholders informed about a Task. Add a Comment or Note when decisions, updates, or delays need to be visible to the Project team. For work that must not be missed, create a Task Reminder and review it alongside other Tasks and Activities.

Link Project Work to Orders

Linking a Project to the relevant Orders makes it easier to distinguish customer-approved work from internal preparation. The Orders provides the commercial commitment from the Client, while the Project organizes the operational work needed to deliver that commitment.

Open the relevant Orders from the sales workflow. If the order has not yet been created, complete the customer order process first using Confirming Orders.
Check the Client on the Orders. It should match the Client selected on the Project. Correct the mismatch before linking the records so customer work is not associated with the wrong Project.
Select the applicable Project on the Orders. If the Project is selected from a related field or section, choose the Project Name created in All Projects.
Review the Orders Items, quantities, delivery requirements, and commercial notes. Use these details to create or update the Project Tasks needed for preparation, purchasing, inspection, or delivery.
For a Task that supports a particular customer commitment, include the Orders number or the relevant item in the Task Title, Description, or Note. This gives the assignee a clear reference when completing the work.
Keep internal work separate from customer-approved work. For example, use separate Tasks for internal planning, supplier follow-up, or documentation that is required to support the Orders but is not itself a customer deliverable.

When reviewing the Project, use the linked Orders information to trace completed Tasks back to the Client’s order. This connection also helps sales and project teams discuss delivery readiness using the same Orders, Project, and Task details.

Coordinate Project Purchases and Supplier Work

Projects that require products, subcontracted services, or additional materials should use the purchasing workflow to keep supplier activity connected to the right operational work. Start with an MRQ when materials need to be requested, then continue through RFQs, supplier Offers, and POs as required.

Review the Project Tasks and identify the materials, products, or services needed to complete the work. Record each requirement clearly before sending it to purchasing.
Create an MRQ for required materials. Add the relevant Items, Quantity, required receiving date, and any description needed by the purchasing team. For detailed MRQ guidance, use Managing Material Requisitions.
Select the correct Project on the MRQ, RFQ, or PO. This link is essential for keeping Project purchases, supplier commitments, and received products associated with the same operational work.
When creating a PO, select the appropriate Sub-supplier and review the Items, quantities, delivery terms, and expected receiving information. In the Note or Description, reference the Project Task or Project requirement that the supplier’s delivery supports.
Monitor the PO Status as it moves through Draft, approval, ordering, and receipt-related stages. Do not mark a dependent Project Task as Done (completed) while the required material or supplier deliverable is still outstanding.
Update the Task when the supplier confirms delivery, changes the expected receiving date, or supplies only part of the required quantity. Add a Comment or Note so the Project Manager and purchasing team can see why the Task remains open.

Use the connected Project, MRQ, RFQ, and PO records when reviewing procurement delays. This gives the Project team a direct view of which supplier actions may affect the Project’s Expected Completion On date.

Coordinate Customer Deliveries from the Project

A Project reaches its customer-facing outcome when its required products, services, and supporting work are ready for delivery. Use the Orders and Delivery Note together with Project Tasks to make sure that the Client receives the correct Items at the correct destination and time.

Open the linked Orders and review its Items, quantities, and delivery commitments. Confirm which products, services, or deliverables belong to the Project before arranging delivery.
Open or create the related Delivery Note. Select the same Client and Project used on the Orders so delivery information remains connected to the Project record.
Check each delivery detail carefully: the Items, Quantity, Delivery Destination, shipping or delivery address, and Delivery Date. Use the Orders as the source for customer-approved requirements.
Review the Project Tasks before the delivery is marked as delivered. Confirm that preparation, purchasing, assembly, inspection, or documentation Tasks needed for the delivery are Done (completed).
If the delivery includes only part of the Orders, record the delivered quantities accurately and keep the remaining work visible in the relevant Tasks. Do not close the Project solely because a partial delivery has been completed.
Update the Delivery Note when products are shipped, delivered, or not yet delivered. Use the delivery status together with the Project’s Tasks to show the current position to sales, warehouse, and Project teams.

When delivery status changes, review the Project Expected Completion On date and open Tasks. A delivered item may complete one Project requirement, while other Tasks—such as final documentation, installation support, or remaining quantities—may still need attention. For delivery-specific procedures, see Creating Delivery Notes.

Resolve Missing Links and Stalled Project Records

A Project workflow can stall when a related record is not connected correctly, a required Task remains open, or a product has not progressed through purchasing and delivery. Resolve the missing connection at the relevant Orders, MRQ, PO, or Delivery Note rather than relying only on a Task comment.

If you cannot select a Project on a Orders, MRQ, PO, or Delivery Note, return to All Projects and check that the Project is active and saved. Also confirm that you have access to the Project and are working in the correct Project record.
If a Task does not show the expected Orders reference, open the Orders and verify that the correct Project is selected. Then update the Task Title, Description, or Note with the correct Orders number or customer item reference.
If purchasing activity is missing from the Project context, open the related MRQ or PO and confirm that it was assigned to the same Project. A record linked only to the Client or Sub-supplier will not give the Project team a clear Project-level purchasing reference.
If a Project Task cannot move to Done (completed), review its dependencies. Check whether the required PO is still awaiting progress, whether received products are available, or whether another Task must be completed first.
If a Delivery Note cannot be completed, compare its Items and quantities with the Orders, then review the Project’s open Tasks and the delivery status. Confirm that the required products are ready and that the Delivery Destination and delivery date are correct.
Add a Comment or Note to the affected Task when a delay is identified. State what is pending—such as an MRQ, PO, received products, or delivery update—and assign follow-up work using Assign To and a Due Date.

Keeping these links accurate gives the Project Manager a reliable view of what is blocking progress and which team member needs to act.

Overview

In Pams, Projects Management brings together the operational work that supports a Client commitment. A Project record gives the team one place to record the Project Name, Client, PM Responsible, Start Date, Expected Completion On, Status, and working description. The Project then becomes the shared reference used when sales, purchasing, and delivery activities relate to the same job.

Project Tasks provide the day-to-day control. Each Task can have a Title, Assign To person, Due Date, Priority, Description, Note, and Task Progress. The Project team can use Not Started and Done (completed), along with its own working stages, to identify work that is waiting, in progress, or complete. Follow, Comments, and Task Reminders help keep the right people aware of pending actions.

The Project workflow connects to customer and supplier records at key points:

A Orders identifies the Client commitment and the approved Items that the Project must support.
An MRQ, RFQ, or PO records the materials, products, or services required from a Sub-supplier.
A Delivery Note records the Items, Quantity, Delivery Destination, and Delivery Date for customer delivery.
Project Tasks show whether the preparation, purchasing, inspection, or coordination work is complete before delivery proceeds.

Use a Project when work crosses more than one team or requires close coordination between sales, purchasing, warehouse, and delivery activities. Keep the Project reference consistent across connected records so that open work, purchase commitments, and customer deliveries can be reviewed together.

Prerequisites

Before starting Project work in Pams, make sure the records and information required for the Project are available. A Project can be created early in the process, but linking it to the correct Client, Orders, purchasing records, and delivery records depends on using the same information consistently.

Prepare the following before creating or coordinating a Project:

Access to Projects Management and All Projects. You need to be able to create or open the Project and update its Tasks.
A saved Client record when the Project supports customer work. The Client selected on the Project should match the Client on the related Orders and Delivery Note.
A named PM Responsible person who can coordinate the Project and follow up on outstanding Tasks.
A realistic Start Date and Expected Completion On date. Use dates that reflect purchasing lead time, product availability, inspection requirements, and delivery commitments.
Clear operational requirements, including the expected Items, quantities, supplier needs, delivery destination, and any documents or activities required before delivery.
A related Orders when the Project is based on a confirmed customer commitment. If the order is still being prepared, keep the Project Tasks focused on the work that can proceed before order confirmation.
Product and supplier information when purchasing is required. This supports the MRQ, RFQ, and PO workflow.
Team members who can be selected through Assign To for Project Tasks, purchasing follow-up, and delivery coordination.

For Projects that require materials or purchased components, continue with Managing Bills of Material to define the BOM before raising MRQs and POs.

Managing Project Workflows