One Job.
From opportunity to delivery.
Learn how a Job connects opportunities and projects in Valira, so the work moves from sales to delivery with its context intact.
Winning the sale changes what your team needs to do. It does not change the work the customer is asking you to deliver. The conversations, requirements, pricing decisions, and files gathered during sales still matter when delivery begins.
Valira keeps that continuity through a Job. Opportunities and projects have distinct responsibilities inside that shared context: opportunities help your team pursue the work, and projects help your team deliver it.
Start with the Job
The Job is the shared home for the work. It connects opportunities, quotes, projects, and orders with the people, organizations, files, and activity that explain what is happening.
A useful way to think about the Job is “what work are we talking about?” An opportunity answers “what are we trying to win?” A project answers “what are we delivering?” Those questions are related, but each needs its own focus.
For example, a Job might represent a building’s heating-system upgrade. The sales effort and the delivery effort both belong to that broader piece of work. The Job gives your team a consistent reference as responsibilities change.
Define the need, develop the solution, and agree on the scope and price.
Coordinate delivery of the agreed work with its commercial context connected.
Develop the opportunity
An opportunity represents potential business your team is pursuing. It is where the sales effort takes shape: understanding the customer’s needs, developing a solution, following up, and working toward a decision.
Quotes give that proposed work a commercial form. As scope, products, or pricing change, quote revisions remain part of the connected story. Your team can distinguish what was considered from the proposal that was ultimately accepted.
The opportunity’s progress describes the sales process. It should not be used as a substitute for delivery progress. Winning work is a commercial milestone; it does not mean procurement, delivery, or handover is complete.
Deliver through the project
A project focuses on carrying out the awarded work. The questions now concern what must happen, who needs to act, and what remains before the work can be handed over.
Valira’s accepted-work handoff moves the agreed work into a project and order without requiring your team to re-enter the quote from scratch. The project supports delivery, while the order holds the commercial record alongside it.
The Job continues to connect this work with its sales context. Delivery teams can understand the requirements and decisions behind the agreement, rather than relying on someone to reconstruct them from emails and separate spreadsheets.
Keep each in the appropriate record, with the Job providing the shared context between them.
Connect multiple opportunities and projects
A Job can contain multiple opportunities and multiple projects. The Job represents the overall work; each opportunity or project represents a particular commercial pursuit or delivery scope within it.
For example, several contractors may be bidding on the same building upgrade. You might quote equipment to more than one of them. Those are distinct opportunities, with different customer conversations and proposals, but they relate to the same underlying Job.
Delivery can also be split. An initial equipment package and a later phase may be managed as separate projects within that Job. You can keep each project’s work distinct while retaining the context of the overall upgrade.
Group related pursuits and delivery scopes around the underlying work. A bid that does not proceed should not be treated as the outcome of every opportunity in the Job.
This also matters when reviewing pipeline value. Quotes to competing bidders can represent alternative routes to the same sale. Consider that overlap when interpreting totals rather than assuming every opportunity will become additional revenue.
Follow a real-world example
Imagine you supply equipment to a design-build contractor upgrading a building’s heating system. This is an illustrative example of one piece of work moving through sales and delivery.
- Identify the work. Use a Job called “Riverside Building — Heating Upgrade” to give everyone a recognizable reference.
- Pursue the sale. Develop the equipment opportunity in that Job. Connect the contractor and relevant people, and record the requirements and discussions that shape the solution.
- Agree on the proposal. Prepare and revise the quote as the design develops. Before handing work over, confirm the accepted scope and revision.
- Move into delivery. Use the accepted-work handoff to carry the agreed work into a project and order connected to the Job.
- Keep the context useful. As delivery progresses, maintain the project’s activity and notes so the team can follow what happened after the sale as well as before it.
The contractor remains the organization you work with. The Job represents this particular piece of work. Its opportunity and project describe the sales and delivery efforts within that context.
If another contractor requests a bid for the same upgrade, track that pursuit as another opportunity in the Riverside Job. If the awarded work is delivered in separate phases, use the relevant projects within the same Job. Keep the customer, scope, and progress clear on each record.
If that contractor also influences the engineering design, its relationships can be described through organization profiles. See the guide to organizations and profiles for that part of the model.
Put the model into practice
Start by checking whether a Job already exists for the work. Use a clear name that your sales and delivery teams will both recognize. Associate the relevant opportunity with that Job rather than treating the sales effort as an isolated record.
As the opportunity develops, keep requirements, quote revisions, and decisions connected to the work. Before the handoff, review the accepted quote, the agreed scope, and any outstanding commitments. A connected system makes the information available; your team still needs to make sure it is accurate.
After the handoff, review the project and order and confirm the delivery team has the context it needs. Use the project for delivery progress and retain the opportunity as part of the sales history.
This is a workflow overview. The fields, stage names, and actions available depend on your workspace configuration and access.
Why keep the work connected?
| Situation | Disconnected records | Connected through a Job |
|---|---|---|
| The work is awarded | The delivery team may need to recreate the agreed details. | The accepted-work handoff carries the agreed work into the project and order. |
| Someone needs the background | Requirements and decisions may be scattered across systems. | The Job connects the records and context for the work. |
| Teams discuss progress | A won deal can be confused with completed delivery. | Opportunity and project progress serve distinct purposes. |
| Responsibility changes | Context may depend on the person handing work over. | The next team has a shared reference for the customer story. |
This can reduce duplicate entry, make handoffs clearer, and help teams understand what was promised alongside what is being delivered. It also gives sales and delivery a common reference without forcing both teams to manage their work in the same process.
The Job is the thread that stays with the work. Opportunities help develop the business, projects help fulfill it, and the connection between them preserves the story.