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Understand basic Octaved Flow concepts


The basis for working with Octaved Flow is the breakdown of projects and tasks into easy-to-use work packages. A simple example from IT, where the project is the delivery of new PCs:
Everything is numbered and this results in PIDs for the sub-projects. For example, 1234-3 is the PID of the user training. PID stands for project ID and is represented in Octaved Flow:
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.

Board elements

To post something on the board, you first choose a board element. In Octaved Flow there is a board element for every type of information. A meeting report is displayed with the "Text" board element.
The board element image or image series is used for flipchart photos.
A question is asked in the round with the question board element.
Files such as Excel, Word, PowerPoint or PDF can also be stored on the board. You guessed it, the board element is called a file. 
There are also board elements for links, which can also represent links to tickets in the ticket system, votes / surveys and short texts as FYI ("For your information"). Emails can be sent directly to a PID in Octaved Flow and are displayed as a board element email. 
A board element is simply added to a PID using the green plus in the board area.


If something is to be added or corrected in a board contribution, a new board element is not added, but a new version of the existing contribution is created. This then ends up at the top of the display because it is newer information. The old version is hidden because it is not relevant and would only cause "visual noise". 
The latest version is always displayed for each board contribution. When editing a post, a new version is created. 
Changes are completely traceable. And if someone overshoots the target, it is very easy to get the previous version.


We all know this from everyday work: something always comes up. It often begins with a "could you just ..." from a colleague or manager. 
These tasks, which spring up like mushrooms, are called “mushroom tasks” in Octaved Flow. They appear as orange circles in the planning.
The size corresponds to the duration of the task and the work is included in my workload bar.

Teams & tasks

Octaved Flow has fine-tuned rights controls, but there are two basic roles. On the one hand there are those who have commercial responsibility, set deadlines and manage projects. Let’s call them “Flow Project Managers” for now. And there are those who implement projects, the "flow executors". Of course, a person can also have changing roles and be both commercially responsible and executive. 
The project managers define the external framework of a project. For example, they define the hours that are contained in a quota.
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

Time recording

With the concepts described, time recording is very easy and can be done in passing. Postings are always made to a leaf PID. 
A leaf PID is a PID that no longer has PIDs below it. Ultimately, the work package. The name "leaf" comes from the fact that branches can branch in a tree, but leaves have no further branching. 

Here too, there is an upward consolidation. The PID "Deliver new PCs" shows the sum of the times of the individual work packages 1-3. Sub-projects, projects or entire departments can then be evaluated and billed.
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.

Project preparation and effort estimation

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.


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