For the sake of simplicity, we refer to everything in such a structure as PID.
If fixed prices have been agreed for the software installation and the installation of the PCs and a quota for the user training, this division into PIDs makes all the more sense. The people responsible for user training may also want to exchange information about this PID, which does not affect the others and which they do not have to read.
The idea of subdividing larger things repeatedly is the Swiss knife in corporate organization and is also used almost everywhere in IT. The precise division can depend on the industry, the working method of the company and also on the project individually. The principle of dividing things up continuously remains the same. Octaved Flow is completely flexible and adapts to your way of working. And creating the PIDs is very easy.
The division into PIDs creates work areas in which information can be exchanged in a targeted and specific manner, tasks can be planned and project working time can be booked.
If you go higher in the structure, consolidated considerations are possible. For example, the overall progress of the "Deliver new PCs" project, its deadlines or an overall economic analysis. In the example above, the benefits are limited, but only because the example is chosen so simply. Simply take a project from your environment. How would you divide it up? And what consolidated top evaluations would give you valuable information?
The information is exchanged via the board. Posts are posted on the board and shared with other project participants. Each PID has its own board for targeted communication.
Upward consolidation is also carried out here, so that an overall picture of the situation is obtained and the activities can be viewed from a higher perspective.
The size corresponds to the duration of the task and the work is included in my workload bar.
Behind the hours of the quota there is probably an offer and a customer order. There may be a deadline for the project, which is stored in the corresponding PID. The project managers therefore work at the PID level. Executing persons work below the PID level and can create individual tasks within a PID, estimate the effort themselves, plan the tasks as bars and define your own deadlines. This means that teams of executing persons can organize themselves and be agile - but within the given framework
If you frequently switch back and forth between projects, you can also save projects as favorites in the page header. A simple click then ends the current time bookings and starts a new one.
This function of Octaved Flow is particularly useful when you want to create effort estimates and offers. The project manager creates a basic PID structure that corresponds to what was discussed with the customer / client in advance.
Performers can then divide the PIDs into tasks and estimate the time for the tasks. The idea is that a PID sheet stands for an effort of 1-5 days, maybe 1-10 days. This may be too imprecise for an effort estimate. The executor would like to estimate work packages in the order of half a day to a whole day so as not to become too imprecise.
The project manager can see the estimate in detail and in total and use it to create the offer. The tasks created for the estimation are retained with their efforts. In this way, everyone involved can learn from the estimates and the course of the project and thus improve the accuracy of the estimates.
Evaluations are a question of the level of consideration. At the leaf PID level, I consider a work package. Consolidated considerations are possible at the level of projects, customers or departments. This makes it possible to compare the cost-effectiveness of customers, to recognize the fulfillment of target requirements at an early stage, and even to raise problems in the customer relationship.
Octaved Flow solves several problems in the area of personal efficiency. In the area of corporate management, Octaved Flow provides reliable figures to uncover problems and thereby indirectly helps to solve them.