Quick Setup Guide: Configuring Your Company

Purpose

This guide provides a recommended sequence for setting up a company in UNEEVO. It covers the main configuration areas required before users can work with clients, proposals, contracts, projects, allocations, timesheets and financial information.

The objective is to create a solid and consistent foundation, ensuring that the information used throughout the platform is reliable from the start.

Before You Start

Before beginning the configuration, the company should define a few key principles:

Which legal entities, subsidiaries and offices will be managed in UNEEVO;
How the organisation is structured, including departments, teams and roles;
Which services, project types and contract models are used;
Which users will access the platform and what permissions they require;
How costs, sales rates, revenue, margins and billing will be managed;
Which workflows and approval processes will apply to projects and timesheets.

Defining these points first avoids the need to reconfigure master data after projects and operational records have already been created.

Recommended Setup Sequence

The recommended setup order is:

Company and organisational structure
Users, roles and people information
Global lists and master data
Commercial configuration
Project delivery configuration
Financial setup
End-to-end validation
Go-live governance

Each area supports the following one. For example, users should not be created before roles and organisational structures are defined, and projects should not be created before the relevant project types, services and financial rules are available.

1. Company and Organisational Structure

The first step is to configure the basic company information (Control Center).

Start by completing the company profile with the main identification and operational details, such as company name, legal name, address, tax information, default currency, language and time zone.

If the organisation manages more than one legal entity, subsidiary or office, these should also be created at this stage. The structure should reflect how the company needs to report, manage employees, deliver work and invoice clients.

Departments, teams or business units should then be configured according to the internal organisation. These structures can later support reporting, resource allocation, approval flows and visibility rules.

The following should be validated before moving forward:

Company and legal entity details are correct;
Offices and locations are configured where required;
Default language, currency and time zone are aligned with the company’s operations;
Organisational units reflect the intended business structure.

2. Users, Roles and People

Once the organisational structure is in place, users and employee information can be configured.

Create the roles that will exist in UNEEVO and define the respective permissions. Access should be granted based on what each user needs to do, rather than providing broad access by default.

Typical roles may include:

System Administrator;
Management;
Project Manager;
Resource Manager;
Sales User;
Finance User;
Team Lead;
Employee or Consultant.

After roles are available, create the user and people profiles. Each person should be associated with the relevant company, department, team, role and manager, where applicable.

The people setup should also include the information needed for operational and financial management, such as career level, professional role, skills, cost rate, sales rate and working capacity. The exact fields used will depend on the company’s model.

Working calendars, holidays and availability rules should be reviewed at this stage, as they directly affect planning and allocations.

Before proceeding, confirm that:

Every user has the appropriate role and permissions;
Employees are assigned to the correct organisational area;
Capacity and working calendars are configured;
Cost and rate information is available for the relevant resources;
Sensitive financial or administrative access is restricted to the appropriate users.

3. Global Lists and Master Data

Global lists and master data provide consistent classification across the platform. They should be configured before operational records are created.

Depending on the company’s needs, this may include:

Client categories;
Service types;
Project types;
Contract types;
Cost categories;
Revenue categories;
Skills;
Career levels;
Seniority levels;
Industries;
Countries and locations;
Statuses and reason codes;
Billing models;
Payment terms.

The aim is to ensure that users select standard values instead of entering free text. This improves data quality, enables reliable reporting and prevents duplicate or inconsistent classifications.

Only values that will genuinely be used should be created. Overly detailed or duplicated lists make the system harder to maintain and reduce consistency over time.

For each list, the company should identify an owner responsible for approving future additions or changes.

4. Commercial Setup

The commercial setup establishes the information needed to manage clients, opportunities, proposals.

Start by defining the client account structure. Accounts should be created consistently, using agreed naming conventions and mandatory information such as legal name, tax details, billing address, payment terms and key contacts.

Client contacts should then be associated with the relevant accounts. It is useful to distinguish commercial, operational and billing contacts where this is required by the business process.

The company should also configure the commercial elements used in proposals, including:

Service catalogue;
Rate cards;
Price lists;
Billing models;
Payment terms;
Proposal templates;

Rate cards should be carefully validated, particularly where rates vary by client, service, role, seniority, legal entity or geography.

At the end of this stage, the company should be able to create a client account, add contacts and prepare a proposal using the correct services and commercial rates.

5. Project Delivery Setup

This area configures how work will be delivered and monitored once a proposal or contract becomes a project.

First, define the project types that the company uses. Examples may include fixed-price projects, time-and-materials projects, retainers, internal projects or support services.

For each project type, define the relevant fields, workflow, financial behaviour and approval requirements. If the company uses recurring delivery models, standard project templates can be created to accelerate project creation and ensure consistency.

Work-item types and workflows should also be configured. These may include tasks, milestones, deliverables, risks, issues or other records used to plan and monitor project work.

The setup should clarify:

Which work-item types are available;
Which statuses are used;
Which transitions are allowed;
Which fields are mandatory;
Who can create, update or approve items;
How work items relate to projects, assignments and timesheets.

The approach to estimations should also be defined. This includes how effort, costs, revenue and margin are planned and monitored.

Finally, configure allocations. Allocations represent planned future work and should be based on the resource, project, date range and expected effort.

Where an allocation is divided into multiple date segments, each segment represents a separate record in the database. This should be considered when designing allocation processes, reporting and later changes.

6. Timesheets and Approval Process

Timesheets should be configured after projects, work items and allocations are available.

Define the company’s time-registration policy, including:

Who is required to submit timesheets;
Whether time must be registered against projects, work items or internal activities;
The expected submission frequency;
Who approves timesheets;
What happens when a timesheet is rejected;
Whether time can be edited after approval.

When users register time manually, UNEEVO should not automatically use the current time as the start time, as this can lead to incorrect records for work completed earlier.

Where timesheets are created from planned allocations, the system may suggest the planned schedule. The current time is only appropriate when the user intentionally starts a timer or begins work in real time.

The timesheet management area should provide visibility over submitted, approved, rejected and pending timesheets, allowing managers to follow up on missing or delayed submissions.

7. Financial Setup

The financial setup defines how the company monitors cost, revenue, profitability and billing.

The configuration should cover the relevant financial logic, including:

Internal resource cost rates;
External resource costs;
Sales rates;
Revenue rules;
Budget management;
Margin calculation;
Invoice rules;
Billing cycles;
Tax information;
Payment terms.

The company should agree whether financial values are maintained at person, role, service, project, contract or client level. This decision is important because it determines how cost and revenue are calculated throughout the platform.

For projects, the expected financial flow should be clear:

Proposal or contract → Project budget → Allocations and timesheets → Costs and revenue → Margin → Billing or invoice preparation.

Before go-live, the Finance and Project Management teams should validate that this flow produces the expected values in realistic scenarios.

8. End-to-End Validation

Before opening UNEEVO to the full organisation, the complete process should be tested using a small number of realistic examples.

At minimum, the company should validate the following journey:

Create a client account and contact;
Create a proposal using the relevant services and rate card;
Create or approve a contract;
Create a project from the commercial record;
Add project team members and allocations;
Create work items;
Submit and approve timesheets;
Review planned versus actual effort;
Validate costs, revenue and margin;
Confirm the billing or invoicing information, where applicable.

Any issues identified during this validation should be resolved before the system is used for live operational work.

9. Go-Live Governance

A successful setup is not only about the initial configuration. The company should define clear ownership for each area after go-live.

Recommended owners include:

System Administrator: users, roles, permissions and platform configuration;
HR or People Team: employee information, career data and calendars;
Sales Team: client accounts, commercial data, proposals and rate cards;
Project Management Office: project types, templates, work-item processes and delivery standards;
Resource Management: skills, capacity, availability and allocations;
Finance Team: cost rates, revenue rules, billing and financial control.

Changes to key master data, rates, financial rules and workflows should follow an agreed approval process. This protects data quality and ensures that historical information remains reliable.

Final Checklist

Before go-live, confirm that:

Company, subsidiaries and organisational units are configured;
Users, roles and permissions are validated;
Calendars, capacity and resource information are available;
Global lists and master data are complete and owned;
Client, service, rate and contract information is ready;
Project types, templates and work-item workflows are configured;
Allocation and timesheet processes are agreed;
Financial rules are validated;
An end-to-end test has been successfully completed;
Owners have been assigned for ongoing maintenance.

Once these points are in place, the company is ready to start using UNEEVO with a consistent operational, commercial and financial foundation.