Teamgantt sells subscription access to its Gantt chart software, and the bill is driven by how many managers an account carries rather than by total headcount.
Teamgantt is project management software built around the Gantt chart, and its commercial model separates the people who build schedules from the people who only work inside them. That single distinction explains most of the cost variation between one team and the next, because collaborators generally do not consume the same paid seat as a manager.
Because no verified current price list was available while this page was written, the figures below are deliberately absent. What follows is the structure of the decision: which roles cost money, how billing frequency changes the effective rate, what the construction edition is for, and what to confirm on the official page before committing. Anyone comparing teamgantt pricing against a per-user tool should understand that structure first, since it changes the arithmetic as a team grows.
Teamgantt Pricing: What Matters Before You Choose
Plan comparison is a sequence, not a single glance at a price column. Working through it in order prevents the common mistake of budgeting for the wrong seat type.
- Establish the real team size, counting everyone who needs to see the schedule, not just the people who build it.
- Separate managers from collaborators, because the two roles are billed differently and only one of them typically drives the recurring cost.
- Check whether the plan is quoted monthly or annually, since annual commitment usually changes the effective rate.
- Decide whether construction-specific scheduling is genuinely required, or whether standard project scheduling covers the work.
- Confirm the current figures, plan names, and seat rules on the official Teamgantt pricing page, because published rates change.
Steps two and four carry the most financial weight. A team of thirty with three managers is a very different purchase from a team of thirty where everyone builds schedules.
What Teamgantt charges for each plan
Teamgantt structures its offering as a subscription with more than one tier, and the tiers differ by feature depth as well as by who can be added to the account. The official pricing page is the only reliable source for current amounts, and it is the page to check immediately before purchase.
What can be stated with confidence is the shape of the model. A subscription is tied to the number of managers associated with an account, and both monthly and annual payment options exist. That means the headline number a buyer sees is rarely the total, because it is usually expressed per manager rather than as a flat account fee.
This is the opposite of per-user pricing. In a per-user tool, adding a stakeholder who logs in twice a month still adds cost. In a manager-based model, that stakeholder can often be added as a collaborator without changing the bill. The trade-off is that collaborator access is usually narrower, so the saving comes with a functional limit rather than being free.
Why the plan tier matters as much as the price
Higher tiers generally unlock more managers, more projects, or more advanced scheduling and reporting features. A team that only needs a shared timeline may find a lower tier sufficient, while a team running multiple concurrent projects with dependencies and workload balancing will hit feature ceilings quickly. Choosing a tier purely on price and then discovering the ceiling mid-project is the most common costly mistake in this category.
How manager and collaborator seats change the bill
The manager-versus-collaborator split is the single most important variable in teamgantt pricing. Managers build and own schedules. Collaborators work within schedules that managers have created, completing assigned tasks and updating progress without the same level of structural control.
Because the subscription is tied to managers, the practical question is not "how many people are on the team" but "how many people need to create and restructure plans." A large delivery team with a small planning group scales far more cheaply than a small team where everyone plans independently.
Two constraints follow from this. First, the number of managers on an account is visible inside the product, so the count can be audited rather than estimated. Second, if the planning group grows, the bill grows with it, which means the cost curve is driven by organisational structure rather than by headcount alone.
Where this model fits and where it strains
Manager-based billing suits organisations with a clear planning function: agencies with a scheduling lead, construction firms with a project controls role, marketing teams with a single traffic manager. It strains in flat teams where every senior contributor expects to build their own schedules, because that pattern converts collaborators into managers and the cost advantage disappears.
For a Malaysian SME running a handful of concurrent projects, the model usually favours a small number of manager seats with the wider team added as collaborators. For a consultancy where every consultant manages their own client timelines, the manager count rises with the consultant count and the pricing behaves much like a per-user tool.
Monthly versus annual billing
Teamgantt offers both monthly and annual payment options. The general pattern in subscription software, and the pattern the vendor's own materials describe, is that annual commitment carries a lower effective rate than paying month to month.
The trade-off is straightforward. Monthly billing preserves flexibility: a team can stop paying when a project ends, or scale manager seats up and down as workload changes. Annual billing lowers the rate but commits the budget for the full period, which is a poor fit for short engagements or for teams whose manager count is still uncertain.
A practical rule is to match the billing cycle to the certainty of the planning need. If the manager count is stable and the tool is embedded in how the team works, annual billing is the cheaper route. If the team is still deciding whether the tool fits, monthly billing costs more per month but keeps the exit open.
What to check about billing terms
Billing frequency is only part of the commercial picture. Renewal behaviour, cancellation terms, accepted payment methods, and whether a long-term contract is required all affect the real commitment. These are documented by the vendor rather than inferred, and they should be confirmed directly before a purchase decision is finalised.
What the construction edition adds
Teamgantt offers a construction-oriented edition aimed at teams running build schedules rather than general project work. Construction scheduling has requirements that general Gantt software handles awkwardly: procurement sequencing, lookahead planning, cost-loaded schedules, and coordination with site-based systems.
The construction edition is positioned around those needs, and it is typically offered on annual terms rather than monthly. That makes it a commitment rather than an experiment, so the decision should be driven by whether the workflow genuinely requires construction-specific scheduling features.
A construction firm that only needs a shared timeline may not need the edition at all. A firm coordinating subcontractors, procurement lead times, and site progress against a cost-loaded programme is a different case, and the additional capability is the reason the tier exists. The relevant question is whether the scheduling work is construction-shaped or simply project-shaped.
What to confirm before choosing a plan
Several details determine the real cost and are not captured by a headline rate. Confirming them first avoids a purchase that has to be reversed.
The current plan names and per-manager rates should be read from the official pricing page on the day of purchase, since published figures change and third-party summaries lag. The seat rules matter too. how a manager is defined, whether collaborators are unlimited on a given tier, and how the account counts each role.
Trial length and what happens at the end of a trial are worth checking before starting one, because the transition from trial to paid account is where unexpected charges appear. Cancellation and refund terms, accepted payment methods, and whether a long-term contract is required all belong in the same check.
Finally, the construction edition should only be selected if construction-specific scheduling is genuinely needed. Upgrading for features that will not be used adds recurring cost without adding capability the team will exercise.
For teams in Malaysia, currency and tax treatment are worth confirming directly with the vendor, since regional billing details are not something a third-party summary can be relied on to state accurately. The same applies to any local availability question.
Where a scheduling tool fits alongside other systems
Teamgantt is one component of how a business runs projects, not the whole system. Organisations that pair scheduling software with automation, reporting, or customer-facing systems often need those pieces to exchange information rather than sit in separate silos. Blackstone Intelligence, a Kuching-based AI systems and digital growth agency operated by Blackstone Consultancy Sdn Bhd, builds connected systems across AI automation, SEO, websites, and reporting for Malaysian SMEs and institutions. That work is separate from Teamgantt and does not include reselling or supporting it.
The practical point is that a scheduling subscription is a recurring cost, and it should be judged against the workflow it improves. If the bottleneck is schedule visibility, a Gantt tool addresses it directly. If the bottleneck is that project data never reaches the people who need it, the scheduling tool alone will not close that gap.