As an experienced project manager, Leyla and her team have successfully planned and carried out countless projects. A dozen motivated employees ensured a good atmosphere in the open-plan office in addition to the punctual and precise planning. The jokes Tom always made with Monika and Tanja cheered up the working atmosphere. They drank a cappuccino together and talked about variants and planning details that were particularly tricky.
The solution always came by itself, the team lived, communicated and worked creatively together in the open-space office.
At some point, like a small crack in a valuable vase, the news came that a new virus would make the world unsafe. What was originally thought of as bracking news quickly became a global reality. The world became different, the open-space office remained empty. For weeks, and then for months. Fortunately, there were still projects, but the way of working changed. “Home-Office” was now the trend of the day.
What at first saw an interesting alternative became more and more problematic over time. The team had stayed the same, and the work didn’t change too much either. Tom could even continue to spread the usual jokes through Teams and Zoom. Even so, the project deadlines became more difficult to meet and the error rate increased. Leyla no longer felt her team the way she used to. While communicating via video chat made everyone feel good working together, team productivity began to decline.
Leyla had to do something.
Classic planning, which only described the large work packages, was no longer sufficient for this new reality. She remembered the “Microplanning” , a concept that her Synapcus:ERP Tool has always been available. They didn’t use that too much, the activities in the open-plan office didn’t have to be planned in such detail. Different now in the home office. Leyla wanted more than just chatting and exchanging files. She wanted to plan the smallest daily work steps for each team member and monitor the interrelationships. She wanted to determine and understand the order of the work.
She had to control the project again.
With the Synapcus activities (agile multiuser ToDo’s) Leyla can now plan and monitor her team in the best possible way. A design change is created as a activity in Synapcus and carried out by all those involved in this activity. Everyone reports their status, and everyone is automatically informed in the same way. Tom’s funny remarks can also be found now in the comments on the activity. The chat continues with Zoom and Microsoft-Teams , but the work steps are scheduled as activities due to the chat in Synapcus. The processes are broken down into work steps. Know-how exchange, which was previously done verbally, is now digital. Plannable and comprehensible.
What Leyla is planning (PLAN) will also be reflected in the time recording of the team members. Your employees document in the time sheets what was actually worked (ACTUAL), how long and which problems might have to be eliminated. The time sheets can now also be presented to the customer, with a direct, causal connection to the Synapcus project and 3D model. The customer now understands -also visually- what the effort was required for.
Thanks to the Synapcus “Microplanning”, the Leyla team remains agile and productive even in the “home office” operation. Leyla can now laugh again at Tom’s jokes, because the customer receives his construction plans on time and correctly. And the cappuccino also tastes very good at home if the team is productive.