Ergon
ἔργον · Greek — the work
Projects, their tasks and the hours logged against them, in the same system that keeps the books. A project is a value of its own Project dimension, tagged on the same lines as your departments, so the invoices, bills and expenses that belong to it add up on their own — and the margin is read from what was posted, not rebuilt in a spreadsheet from three exports that never quite agree. Runs on Closer AI, which is where a project’s costs and revenue land.
Requires Closer AI Contabilidad
What it includes
Projects
- A customer, a manager, start and end dates, and a status
- A budget in money and in hours
- Billed on time and materials, at a fixed price, or kept internal
- A team, with a cost rate and a bill rate for each person on it
Timesheets
- Hours filed against a project from the clock-in, or on a weekly grid
- Each hour costed at that person’s rate on that project
- Billable and non-billable time kept apart
- The hours come from the Kronos or Humanus clock-in; projects, tasks and billing work without either
Margin and budget
- Revenue, direct cost, labour cost and margin, per project
- Budget against actual, in money and in hours
- Work in progress and utilisation beside the margin
- Profit and loss by department, cost centre or project
- Pivoted, charted and exported like any other report
Deductions and grants
- The art. 35 LIS R&D dossier: personnel cost individualised by project, as the law requires, from the hours actually recorded
- Exported as the annex to the memoria económica
- Reconciled to the deduction on the Modelo 200 that aicroo already prepares
- Grant justification from the same dossier, per grant period
Tasks and boards
- Boards with the stages you define — drag a card to move the work on
- Custom fields on tasks, and the views you save
- Dependencies between tasks, with a lag where one is needed
Timeline and workload
- A timeline of the project’s tasks in time, with the critical path worked out from the dependencies
- Baselines: the plan frozen on the day it was agreed, as many as you need
- Baseline against actual, so what slipped is a fact rather than a memory
- Each person’s week against their real work schedule — absences included — so you see who is overbooked before they tell you
Billing the work
- Work in progress: billable hours, plus the project’s bills and expenses not yet passed on to the customer
- Invoiced in one step, as an ordinary invoice
- What an invoice covered is marked billed, so it cannot be billed twice
- Fixed-price projects billed by milestone
- Work done and not yet invoiced accrued at month end, the way a delivery note is
Projects
- A customer, a manager, start and end dates, and a status
- A budget in money and in hours
- Billed on time and materials, at a fixed price, or kept internal
- A team, with a cost rate and a bill rate for each person on it
Billing the work
- Work in progress: billable hours, plus the project’s bills and expenses not yet passed on to the customer
- Invoiced in one step, as an ordinary invoice
- What an invoice covered is marked billed, so it cannot be billed twice
- Fixed-price projects billed by milestone
- Work done and not yet invoiced accrued at month end, the way a delivery note is
Tasks and boards
- Boards with the stages you define — drag a card to move the work on
- Custom fields on tasks, and the views you save
- Dependencies between tasks, with a lag where one is needed
Timesheets
- Hours filed against a project from the clock-in, or on a weekly grid
- Each hour costed at that person’s rate on that project
- Billable and non-billable time kept apart
- The hours come from the Kronos or Humanus clock-in; projects, tasks and billing work without either
Deductions and grants
- The art. 35 LIS R&D dossier: personnel cost individualised by project, as the law requires, from the hours actually recorded
- Exported as the annex to the memoria económica
- Reconciled to the deduction on the Modelo 200 that aicroo already prepares
- Grant justification from the same dossier, per grant period
Timeline and workload
- A timeline of the project’s tasks in time, with the critical path worked out from the dependencies
- Baselines: the plan frozen on the day it was agreed, as many as you need
- Baseline against actual, so what slipped is a fact rather than a memory
- Each person’s week against their real work schedule — absences included — so you see who is overbooked before they tell you
Margin and budget
- Revenue, direct cost, labour cost and margin, per project
- Budget against actual, in money and in hours
- Work in progress and utilisation beside the margin
- Profit and loss by department, cost centre or project
- Pivoted, charted and exported like any other report
Project accounting
A board can tell you a project is late. It cannot tell you what it made.
Work-management tools are good at stages, cards and timelines, and they stop at the edge of the books: the invoices, the supplier bills, the payroll and the VAT all live somewhere else. Ergon starts from the other end. The ledger is already here, so a project is something the books themselves carry — and its margin is something you read, not something you reconcile.
From the hour to the tax return
The hour
Filed against a project from the clock-in or a weekly grid, billable or not.
Its cost
At that person’s cost rate on the project, or their usual rate when the project sets none.
The document
Invoice, bill, expense and journal lines tagged with the project, one line at a time.
The ledger
The tag goes through posting and lands on the revenue and cost lines of the entry.
The margin
Revenue, direct cost, labour and work in progress for each project, against its budget.
The deduction
The R&D dossier, built from the same hours and reconciled to the Modelo 200.
A project is a tag the books already understand
Creating a project creates its value in the Project dimension, which the system keeps beside your departments and channels. There is no second list of projects to keep in step with the first, and any line that can carry a department can carry a project.
Tagging never moves the trial balance
The project travels on the revenue and cost lines only. The VAT and what the customer owes carry none — they belong to the invoice, not the project — and a document with no project posts exactly as it did before.
Timesheets never book wages twice
Payroll already posts what people cost. Hours on a project are costed for its margin and never posted as a second expense — a timesheet that could write a journal entry is how salaries get counted twice, so it cannot.
Billing a project is ordinary invoicing
The project invoice is built from the work in progress and posted through the same path as every other invoice — not a second one written for projects. The hours and costs it covered are marked billed, so the next invoice cannot pick them up again.
The crew watches the margin
The CFO and the Operations Director take on projects too: a budget overrun, a margin below its floor, unbilled hours getting old, a closed project still receiving costs, and a budget being spent faster than the work is moving.
The ledger came first, and the board followed
Boards are the part everybody already has, so they were built on top of the accounting rather than instead of it. They are all here now: the board, the timeline with its critical path, baselines to measure the slip against, each person’s week against their real schedule, and workflows that fire on a project or task event.
Who watches it
CFO
Working capital, runway, leverage and the covenants nobody re-reads.
One of the eleven AI employees is assigned to this domain. It reads what a person in that role could read, and files what it finds.