Transcript for the video '5 Tips + Tricks: Resource Management':

hi, everyone. Welcome. Thank you so much for joining us today. And, if we can flip on to the next slide, we're just gonna do a brief host introduction. So my name is Helen. As I said, I'm based in Toronto. I'm part of the customer education team here at team work dot com, and I'm joined by Geoff, our resource management expert, who will walk you through the practical side of things in just a moment. Geoff, do you want to quickly say hi and introduce yourself? Hi, everyone. Yeah. My name is Geoff. I'm based in Belfast in Ireland. I'll try to talk slow for most people. But, yeah, I'm a customer success manager here at Teamwork and kind of resource management. It's something that I'm sort of I specialize in. So I'll be taking you through kind of lots of steps and lots of skills and tips today on that. Perfect. Thanks, Ralph. And if we move on to the next one. So just before we dive into this today's best practice session, let's briefly talk about, like, why resource management's this entire topic matters. So resource management is at the heart of delivering successful client work. And we know many of our customers are facing challenges like not knowing who's available to take home work, they're struggling to balance workloads across teams, or maybe projects getting delayed because resource weren't planned properly, or maybe you just want more confidence that your team is working at the right capacity. So not overbooked, not too, not underutilized. So this is what this webinar is all about. So our goal today is to give you that clarity or control you need to plan, schedule, and adjust work so you can deliver projects on time without burning out your team. So, quick just a quick few quick things before we dive in. So how to participate today? Please please use the q and a panel for questions. So if you have any questions at any point, please feel free to drop them into the q and a. We will try to cover them as we go. We will stop between sections, and, we will try to address leave some time at the end to address your questions as well. And if you have any comments or, like, you want to share anything with other with other people on the call, please use the comments, and you can share any insights or, like, we love hearing how your teams do things. And, just to make it a little bit fun, please use emojis. Give us, like, thumbs up or hearts or, like, thumbs I don't know if there's some thumbs down, but, like, yeah, just give us emojis and make this make this a little bit fun. And if we move on to the next one, I think just one more thing about recording. This session is being recorded, so you will be able to rewatch or share it afterwards. Cool. I think there's one more thing before we actually jump into the practical side of things. So this is our today's agenda. This is what we will walk through today. So each step is designed to help you manage resources more strategically. So we're gonna start off with the foundation. So setting the foundations, like everything you need to do to make sure your setup supports all things resource management. And then with that, you can do long term future planning. You can do short term capacity planning, and then putting it all together, you can see your team's utilization. So this these are four things that we will cover today. And with that being said, let's start with our first best practice, which is setting up your basic information. So, like, teams, roles, skills, working hours to make sure you got a solid foundation for resource management. And Okay. That's all yours, John. Thank you. Yeah. I think, we'll go into the the foundational setup in a second. I think it's good just to as well, I'll kind of be one of the most popular questions we get at Teamwork from everybody is what is the difference between the scheduler and the planner. So I think it's good to start with this. Now forgive me. I'll probably repeat this about ten times during this call as we move around, but I do think it's a really nice thing to start off. It's a really common question. So if you think about it, we'll obviously go into these areas, but the scheduler is, as it forecasting. It's high level. It's it's it's sort of the the very early stages of of planning your work. If you if you know the name of a project, you don't know the tasks, that's what the scheduler does. It allows you to identify whether you're you need to hire more people, if you can actually take on that project way ahead of the time, way ahead of the tasks, and obviously, it allows you to sort of see the capacity on your business based off of what happens in the schedule there. The planner is about real work. It's tasks. It's when you like, as you imagine, Teamwork is tasks. So that's when you have your tasks ready. That's what the planner is. It allows you to manage the capacity of your users more efficiently. It it it basically pulls in everything from all of your real world real world tasks and events and out of offices and things like that, all in the one place. And it basically allows you to quickly reassign and make changes to real tasks that happen every day. But it's good to start off there. I think it's a good thing because I will be jumping in between these two areas today, and then and it's a really common one. I love to start with that one as well. But we'll basically jump into my site. You can find where my cursor is. And we're gonna go back to the first kind of tip or skill is to go all the way back to the people section when you start. So before planning can be reliable, the right foundations need to be in place. Okay? So we're gonna talk about roles, skills, teams, and utilization targets. And that all that data lives in the people section, but it actually pulls through to the scheduler, workload planner, and reports that we'll talk about on these. So, basically, once you get these set up, it it it really benefits you later on. And sometimes if you've been with Teamwork for a long time, you maybe set the people section up ages ago and you've moved on with your life. So it's good to come back and look at these sections again. So we're gonna start off with roles. Now, basically, the definition of roles is is what people do, their their discipline, their function, or even even simply their job title. So you come into the people section and you'll see now, obviously, a role section here, but you'll see a role column just here. And that allows you then to come through and and assign the job titles to each user. It basically enables accurate filtering, talent selection, and capacity forecasting, which I will show you later on, and it lets you know which people are the right fit for which type of work you're doing. If you say, I need a back end developer, then I'll give you the back end developers that you have, things like that there. And you set them up essentially by, obviously, just clicking here and adding the roles in, and then, obviously, you can see the list of roles that you have in the roles section. The next one is skills. Now it's a newer feature, but it supports smarter assignment for tentative planning and scaling. So if you have a a large company full of hundreds of people, if you start using skills, that's gonna enable you to start when you're planning your your scheduling or or thinking about who does what, you can start to filter by skills. You know, you can match the right specialist to the right task or allocation based off of what they actually are good at. So they may have they may be a back end developer, but then when you go to skills, you they need to be maybe sufficient in HTML or good on HubSpot or good on Java or whatever. But this is where you set that up. You come into the skills and you add the skills, and then you could simply add that to the user and say what they do. And, again, we're gonna show you that once we go into the plan the scheduling section or the resources section, sorry, or you can utilize this later on. But it's good to come back here and kind of match it. So skills are basically what people are capable of, their specialties, or their strengths. It can be and it can be varied. I got just put a Javanese email. You could put, like, specific things to your company in here, but it's just how you're gonna be able to filter for them to enroll in the line. The next one along is teams. So this that's who they work with, their delivery or their organizational grouping. Okay? So you could group them into different units, and and the idea with this is that you plan and report on work that that teams are actually the teams are actually delivering on. So I can be a back end developer, and and I can have all these skills, but maybe I'm part of the engineering team. You know, when you come into the team section, you can add a team where's my question? You can add a team here, and then you can add the users to it. One thing to mention here is you can be part of multiple teams. You can really branch this side and build this side. You can really have loads of ways of organizing this, because later on, when I show you certain areas, you could filter by teams. You could fill assign tasks to teams, then give them out to people later, things like that there. But it really lets you manage large groups of people all in one area. So it's a really nice thing to go back into and maybe start using that maybe you didn't see before. So that's the main kind of foundations to get things set up. But the idea with this is if you set up your roles, skills, teams, when you get into the to the planning section, you're gonna have much more control, much more options and choices, and be able to see and provide capacity and things like that there. The other thing you can do on this screen is set the utilization targets, and we call it a billable target here in Teamwork just here. But that sets productivity expectations. So, basically, you wanna decide, well, I want these users to be with all the Teamwork stuff that we give them, we want that to use up about eighty percent of their time. So that's that's how you that's how you track it. Some people have they set a standard as eighty, you could set it as sixty, you could set it as a hundred, whatever you think. But setting them up in the section here allows you then, again, when we look at our our reporting later on, to really, like, help with performance reviews, see how people are doing, see if you need to hire more people, see if people are overutilized or overworked or underworked based on what you set up for them. That can all be set here. So the tip is to come back in here and have a look and come down and make sure you've got billable targets set. So then you could start to do your team meetings, become more focused. You can really, really see if people are over or under work, who's doing what. It's really, really nice to have that set up. And that's that's the first tip is to kinda come back in here and look at those four things. Is there any questions there so far? Anything anybody wants to add? Or, yeah, you wanna add? Yeah. I I I'm just gonna quickly call out one thing. So the billable targets, if you don't see it on your sites, that's probably because the billable target is only available on skill and optimize, if I'm if I'm correct. Yes. Correct. Yeah. So, like yeah. If you don't have that, that's okay. Something else that you could do is the working hours. So if you have part time employees, you can adjust the working hours from the user settings. If you can quickly show that how to do that, Joff, that'll be great. Yeah. Yeah. That's the next bit. That's the kinda next stage, which is the the the real availability setup, basically, which is our next tip. But that's that's moving straight on to that. Yeah. So the past lead plan and, basically, in Teamwork is only kind of accurate if if there's availability data behind it, which is what Allan said, which is your working hours, and then something we call time off, unavailable time, and then a calendar sync which reflects what people actually are doing. Okay? Not just what's theoretically possible, but what's actually happening. So that's the next tip is to look at the working hours of a user. And, again, this could be something that you may have just added your users and moved on with your life again. But coming back in and checking the working hours, and it defines real availability based on schedule. So if we take Andy for an example here, and and as an admin in the site, you could do this. You could click on Andy's name and hit edit, and you're gonna see the working hours here. So that defines that we would say, okay. Well, Andy is available eight hours a day, Monday to Friday. Now one of the things that happens quite often is people have lunch. Maybe Andy doesn't get a lot maybe he does. But if someone were to have lunch, you maybe wanna consider maybe taking that out and maybe putting seven point five in each day, which would then obviously equate for lunch. And then, again, that drives the accuracy that makes things easier to manage. You're not thinking, oh, Andy's not hitting his eighty percent target, and it's because he's taking lunch every day. You know what I mean? Like, that's the thing you wanna maybe take out, and it's it's good to come back in here and just have a look at this. The one thing I will say, which is quite nice, is obviously, I can update that. You can update that for your users, but a user themselves can actually click on their profile themselves and edit their own details and edit their own working hours. So if you're looking at this thing, and I don't wanna go through five hundred users and and do it myself, you could maybe put the message out there. Hey. Could everybody go in and update their working hours to make them more accurate? If they don't work Fridays, for example, you can take that. Alright. If they do, whatever. But it really does it it it lets you kinda know how much time people actually have available to work. You know? In most real world, it's not you're not planning for eight hours a day. Top to bottom in Teamwork, there are times for work. There may be a a a meeting that occurs such as you want taken out of this calculation completely. You can do it through the working hours there, and it and, again, it it defines real availability in there. Okay? So the next one in this part is oh, sorry. The next one in this part is time off. Now this is another one of our newer features, and, again, we're talking about accuracy here. So we have a new feature. Now, again, you can access it through the settings called time off. Now what it allows you to do is basically plan around absences and avoid overbooking people by pulling in actual holidays based off of your location. So as you can see here, I've gone in and I've added a bunch of users from Ireland, and I've added a bunch of users from the United States. And if you take a look at this, it pulls in the public holidays to their capacity. So we know that in Ireland, we're always off on Patrick's Day Saint Patrick's Day, seventeenth of March, so that will pull through through all of our planning throughout the site so that you then know that person is unavailable on those days. And see as you having to go in and manually add these public holidays based off of where people live, it's quite handy to manage because, obviously, you can edit them as I've been doing, and you could add people to them. You could add time off just up here and create your groups. And as you can see, we've added virtually everywhere. If there's certain situations where, hey. We don't give people that day off, you can take it out and things like that there. And we can even get it detailed as region based off certain holidays. But, again, this is all about accuracy. Coming back to that accuracy part, it's like, yes, you're working hours, but you wanna make sure that are we scheduling things in and assuming things are being done, but everyone's off for Christmas? You know? So that that pulls that through without you having to think about it. And, it's coming back to the settings of the people section and getting those set up. The next one after that is something we will kind of show you in the in the the plan session, but it's called unavailable time. So it basically unavailable time in Teamwork captures commitments that that reduce availability. So that could be being off sick, that could be paid time off, that could be half days, meetings, anything like that in your calendar. I'm gonna show you how that pulls through into the the the resource section at at some point, but it's something again That's another thing to consider is unavailable time. Okay? And I'll show you that in the planning area, but it lets you see the full picture of what actually reduces someone's available hours. It's not just tasks. It's not just lunch and their working hours or their paid or their or their bank holidays and things like that there. It could be they take a half day. It could be the paid time off that month and pulling that through. So I'll show you that. And the other the final one in this part section, which I'm really excited about, is our calendar sync. So within Teamwork, in the my calendar section, you can actually sync up your calendar. And what it will do, basically, it'll import meetings into the availability and Teamwork into the scheduler for true availability again. So if you now if you had a dream calendar, no one I'd love a calendar like this that was this quiet. But what it could do is you then know that, right, I've got loads of tasks, but I also have meetings, and that will also pull through. So it lets you plan work around real world real world meetings and commitments all in one place. So just to summarize there, we're talking working hours for your people, what they do day to day, their time off, which is their holidays based off of their location, unavailable time, which is various reasons why they're not available to work, and then the calendar syncs. Now we do it with Google, and we do it with Outlook. You can switch that on, and we'll automatically pull through any meetings you have with more than one person into your unavailable time on the planners, which I'll show on the resourcing, which I'll show you when we get to that section. Any questions on that so far? Anything anything anyone Helen, you wanna raise? Yeah. We actually have a couple questions here, but thank you so much, y'all, for this is a great like, we we have so many things that you need to, like, pre consider as prerequisites for, like, doing successful, like, resource management. But once you do all of that, like, we can ensure the data you have there is all correct. So it's a good practice to keep that in mind. Yeah. So yeah. So there is one question. So Hope is asking, what if a person plays more than one role on the project? Can a user have more than one role? Unfortunately, no roles are set in individuals, so it's one role per person at this point. If they play more than one kind of role on there, you may maybe wanna make a set maybe I've seen people have a role here where it's, like, back end developer slash something else, and then they will be categorized in their own. But, unfortunately, no, they wouldn't be able to be set with two roles yet. That could be something we change, and it's nice to to to hear that bit of feedback. One thing you could do is in the role section, you could actually click this button here and send out feedback to our to our team and say, what describe your scenario, and that's a really good way of doing it. But, unfortunately, at the moment, it's one role per user. Cool. So let us know if you have any follow-up questions on that, Hope. And then Kim is asking something about skills. So, like, Kim is asking, does user or manager enter skills, and how is proficiency determined? And then another follow-up question is, are skills map back mapped back to some kind of hierarchy? No. With skills, it's because it's in the people section, that's specifically for the admins on the site. So anyone who can access the people section can add skills, but that would be simply based on the admin. They are quite simple at the moment, so there's no sort of hierarchy or anything like that yet. That's where they wanna get to. But at the moment, it is simply just by adding your skills, adding the people who who you believe have those skills. And then, again, once I show you what this is used for later on, you might see why it's like this at this point in time. So we will be I'll be bringing back skills in when we get to the next kind of tips and tricks when we get into other areas soon. Cool. Thanks, Jeff. No problem. That's all the questions we have for the foundation section. I think that's those are great questions, so definitely p keep count keep those coming. Yeah. And I think in conscious of timing, let's jump to the first one. So once you have everything ready, those foundational pieces set up, now you can finally do something with planning your future work. Yeah. So we have we have a bit of both rates there just before. Sorry. Would do we cover that as well? Yeah. I can do I can yeah. It's fairly quick anyway. But yeah. So the so the one more thing and so I feel funny that we haven't jumped into resource, actually, the section yet with this whole thing, but it goes to show you how much is you could set up before jumping in there. You know? So the the the next bit is the financial and permission setup. So rates and permissions are kind of the final layer before we can can get into the planning. So without cost and billable rates, which we'll cover, the financial insights on the scheduler and profitability dashboards basically have nothing to show you. So one thing you wanna look at again is you wanna go to the people section. You wanna come along here, and you wanna look and make sure that the rates are set up for the user. So their billable rate, which is what they charge per hour to the client for certain things, and then the cost rate is what they cost to the business. If you set these up, when you start to plan and use the scheduler and do allocations and do tasks and things like that there, you're then gonna be able to see the business impact, how much you'll make, what profitability you'll make, things like that. And you'll see it on my site here because I've got them set up. So it is about going back in here and making sure that your rates are set up. Now there's been quite a lot of cool updates to rates over the past couple of weeks, which I'd love to show you, which is a user can have their own individual rates, cost rates and billable rates. You may have noticed in the role section, you can also have a rate per role. So if, for example, when you're doing planning for certain roles, you could say, well, I know a back end developer is charged at a I'm gonna make these up. At these rates here, and you could set the rule based rates that way. The other feature we just added, which is very, very cool, is client based rates. So if you say to me, well, we charge two hundred dollars an hour for back end developer, but if it's Nike, we charge three hundred. So you can come into the the client section now, and you've got role rates here, and we could actually set a rate for the client. And that now means that whenever you're planning work for Nike with a back end developer, we will take into account this rate instead of this rate. So you can get really granular with it now, and, again, we go back to the accuracy. This is gonna lead to accurate reporting, accurate, like, prediction for for pricing, accurate costs, and things like that are gonna come up even more and more with each client. So I just wanted to cover that. Pardon me. Sorry, Helen. Before we jump into the kind of the the kind of actual the good stuff, the resource part. So but we'll go into that now anyway. If there's no questions on rates there, sorry. No? Good? Sweet. Okay. So finally, we're gonna click on it. So just for everybody in this room, I I don't know if you're following along. You may maybe see a slightly different menu system than what I'm seeing. So this is our new layout where the kind of details of our stuff of me are in the corner, and down here, you've got your kind of your areas that you may see the word planning. I'm seeing the word resourcing. So just as you're following along, like, the planning area, if you wanna follow along with me, it's obviously gonna update very soon to be called resourcing, as you can see. But we're basically gonna go into resourcing, and we're gonna start with the scheduler as we described. So this is basically if we go back to the this is your long term planning. So this is where you understand your stream of work months and quarters in advance. So we're thinking about in advance, ahead of time, three or four months out planning. So this is where you forecast forecast resource and needs for your future work. Okay? So you add allocations based on the type of work required and assign into team members, kind of loosely to reserve their time. So the one thing I'll point out here is this is a bit of a playground as we describe. It's an area where you can add allocations for certain users, but they're not gonna be notified. This isn't like tasks tasks or real world events that they see in their email about. Resourcing in the scheduler is about what we call allocation, and it is for you to see it's not that user. So if I pick for advertising campaign here and drop this down, I can see along the side here, users, I believe, are gonna be involved in this project by adding them here, and I can then add allocation for them. Now you've noticed here that maybe you've noticed here that I've put in very vague descriptions and big, long chunks of time because you don't wanna think about this as tasks. You wanna think about this as sort of maybe vague is the wrong word, but, like, broader sense of of work. So preparation for the project and and delivery of the project. I'm not thinking tasks yet. We're not there. You're months out, you're weeks out. You're just thinking of blocks of time. And the idea with this is is you're you're you're keeping like, you're tracking kind of how much work you think is gonna be done by each user at this stage, and just blocking out the time to see what will happen off that work. You're not thinking of that granular level just yet. Okay? So this is where you add allocations based off the type of work, as we said, and then sign the teams loosely. But as you can see, I've assigned eighteen hours here to Dee and nine hours here to Emma and four hours or whatever to myself, and I'm pulling that in to see what would happen to, for example, these widgets up here. So if I were to do this, how much money would we make, how much capacity would we hit, how much allocation do we have, and as you can see, it's there. On the optimize and the scale plan, you're gonna see a people tab as well. This helps you keep track of team members' capacity based off of these allocations. So it's all about so the project here is about how much revenue you're gonna make and how much that uses up the budget. The people tab is, well, how much capacity is that going to use up if this becomes real. So if you look at this area, green means the user's under capacity, and red will bring their over. And I don't believe I have any that are over, which is good. But if I oh, there we go. And you'll see red if you've what you've allocated. And you can pull this down, and you could say, okay. So the sprint work Alex is doing on this agile software development project, Technically, if he actually does six hours a day for that period of time, he's gonna hit his capacity ahead of time. So you're not thinking tasks yet, but you already know that there's a risk here of Alex being overworked based off of what you're thinking is going to happen on the project or how many hours you've set aside to do sprint work. So it's a really good spot to have it. One thing you can do, and we'll jump back here, is, obviously, just I'll show you even adding allocation. I just block off time here, and I add the allocation, and then it adds it in, or I can add it up here. But one thing you can do, and as you can see, I probably I've started to do it as well, is you can actually color code the allocation. This makes this for you nice and nice and clean and nice and tidy based off of certain types of work. You can then see, you know, if you're at a glance, you can color code things based off of delivery and preparation and things like that there. So it's a nice little tip. Another thing you can do as well is you can mark the allocation as billable or non billable. So if I hover over here and I see the little pencil, and that will determine whether we would include that in our financial calculations at the top. So, okay, and you're you're seeing how much money you're gonna make or how much budget you're gonna use up. And if you're like, well, that's actually something we actually won't build a client for, you can take that out, and we'll we'll take that out of the calculations we do. Cool. So that's essentially what the scheduler looks like as you can see. So it's a again, I jump back to that vague and that broader strokes of of your your your blocking out time for and that, you know, preparation could be fifteen tasks, but not yet. You know? You know, it's eighteen hours. You've blocked it off. You're gonna do that later. This is just for broad strokes, three or four months out. So I know that a lot of larger firms use this scheduler when they are couple of months out, and they're trying to plot and see, okay. Well, this project is coming up. How much work we're gonna do on that? So it allows you to do all that from in here. Now I mentioned in preparation, imagine there was fifteen tasks. There is still a way to link this two tasks if the tasks already exist. So if the project is if advertising campaign is sitting there with with tasks that have that are ready to be assigned from the schedule, you can actually click on the task, and as you can see, you can link it to specific tasks. And, again, that would then assign those tasks out. And as you can see, that's twenty nine percent of that has been allocated and has been assigned out. So that's the real work there, which we'll get into when we move into the workload. But as you can see, it basically allows you to kind of plot and play, and and then, like, Bea is not gonna be getting pinged about this. He's not gonna get notified. This is you playing. This is you seeing what would happen, allowing you to check what would do to the figures and things like that there. If I scroll down here, I can actually see there's some what it will also do if there's a budget on the project, like this budget, this project here, if this project has a budget attached to it, you'll actually be able to see how much of that budget will be used up if this were to become real. Because, again, it's a nice place. If have projects that already exist, you can then say, okay. Well, cool. If this goes ahead, we'll be nineteen percent of the budget used up. That's perfect in the dream world. Right? So the next part here is is understanding for more planning needs is basically going back to remember we mentioned roles and setting up roles in Teamwork? As you can see, these are people on the project, and I know that Dee's gonna do this, Emma's gonna do the work, and Jeff's gonna do this. However, we I have this option here for add placeholder, and this is for rules. So this allows you to pick a rule that you wanna assign. So maybe you don't know what front end developer is gonna work on this project, but you know you need one. So with the scheduler, you can actually click and you could add what we call a placeholder. And it puts them down here, and it lets you add allocation in for a front end developer. And I'm gonna be very vague because I know nothing that they do. This is how smart I am with I don't know what they do. Front end work, that's what they do. And I can say that I'm gonna do front end work for five hours a day during this project over this period of time, and I'm gonna mark it because it's front end work. I'm gonna mark it as light blue. And, again, this still allows you to plot and plan without picking the people out yet, you know. It lets you put these people in as placeholders and plan by rule, and then once you're kind of ready, you can then transfer that to someone who has that role. So if I've done the front end developer work here and I've got, okay, that's great. It doesn't push us over budget. We earn lots of money. I can click on these three dots here, and I can then assign the person. And what that's gonna do is show me everybody who has a front end developer role, and let me pick who to assign that to. But I did I haven't clicked it because I love this feature that we have now, which is our AI feature. If you notice this little dot here, what you can actually do instead of assigning yourself is click on this button, and it will actually suggest but not in this dream, it's totally everyone is everyone is fine. But what it will do, it'll actually suggest people to do that to work for you. So it's like, okay. Based off of all the other allocation, Louis, Shane, and Theo are all free. I can then say, okay, Shane is free, and hit assign. Now if you were to assign an allocation to a role, say a back end developer, and you were to click that button and you see red across the board, that's your situation where you could present that to someone and say, hey, we need to hire a new front end developer because we are at full capacity already. And you see how you're already benefiting from that because you're planning ahead of time, you're you're spotting that, and then you know that you can pitch for a new developer because of the fact that everyone has booked up already. In this case, that's not true, so I can sign. And then if we jump back up, split it over and assign it to that role there. Is there any questions? I know we're covering quite a bit in a short space time. Is there any I assume there's questions coming in. So, Helen, if you wanna read it out. Yeah. Thank you so much, Y'all. Yeah. So this the placeholder role actually hopefully, that answers one of our customer's questions. So, Shay, forgive me if I pronounce your name wrong. So the customer is asking, is there a way to use generic resources for resource planning? Like, I would say, like, placeholder is definitely one thing that you should try out. And then would tentative projects work in that case as well? Yeah. That's kinda what I was gonna ask. Whoever asked that question is is is really good. Let me yeah. Absolutely. Tentative projects works in this area as well. Again, I don't know if other people have seen tentative projects in Teamwork, but when you add a project now and and, again, you could add it from this screen or add it from anywhere. We allow you to actually mark the project as tentative, which basically means you've not actually confirmed that project is real. We pull them into the schedule just as we would others, and they sit alongside with this little bubble underneath, send tentative. So, absolutely, you could do this. And that's a really good workflow of you actually create it as tentative so nobody else sees it. It's not even existing. You could then plan. And then if it doesn't quite work, just get rid of it. And if it does work, you can mark it as active. I said to confirmed here. But, absolutely, tentative projects work alongside real world projects here as well. Perfect. Yeah. Those are two great things. So definitely, go try it out and then see if that works for your, resource planning. Cool. Cool. Okay. I think, there's another question coming from a customer, like, asking how is overbooking a resource protected? I think you kind of already shows that, like, the the red cell, like, generally means that, like, that's overbooked. Like yeah. And then That's it. Yeah. That's it. So if you if you find you've had this bottleneck here of of of and and, again, this is planning. This is broad strokes. You would then and I think in in the in the planning section, you could say, okay. Well, we'll actually maybe stretch that out. You know, you can make the adjustments there and try to try to get it to go down. I think it's this that's causing an issue. Trying to get it to go down based off of moving these around. And, again, you're not that it's me, obviously, but that user won't be getting pinged and notified about all this happening. But that's it. That's how you stop overbooking people. You now know, and and I think twelve hours is probably pretty probably not as there's no room for wiggle room there. You definitely know that maybe you need to put another back end developer on this one. Maybe you need to take me off of this campaign, or there's a tentative one. I would perhaps maybe take that out and say that's not gonna work. You know? And you can do that from here just by seeing the overall allocation here. If you're looking at the projects and you think you're gonna over budget, obviously, you'd just see that turn to red if you pushed over your budget. Again, on that, while we're in this section, it's good to understand that this is impacts, and that's a given what this is for. So we have this bar, and, again, this is available to optimize our scale users. You'll see an insights button. You may have it it may be like this, and you can unlock it. But what it's going to do is it's going to let you see kind of how much that will take up, how much revenue you generate if this is all real, how much cost that would be, and how much that would be amazing if that was real. If my perfect business, let's say, I would make seventy three k in profit based off of all these allocations, and that's what you're gonna be able to see, these insights. And a little tip here is to to use filters. Maybe you're just wanting to chat about certain projects, two projects side by side, or even one, and then it will recalculate and show you kind of the profit this one would make. So you could use these these insights at the top to kind of adjust and move things around. And how that's working again is to go back to one of our foundations, which is our rates. If you set up rates this way, these calculations are gonna be accurate and show you what you're gonna get based off of this. Because you could do this advertising campaign. You now know that you're going to make this much revenue off of this. It becomes real. Maybe you can then and that's how much cost is gonna be. Maybe you could then budget the client based off of this instead, know, build a client based off of that. I'd like you to do that, but like I said, I it'll be nice if it was always that profit. Cool. And that's the insights there of the of the schedule. So that's the schedule as a whole. I'll probably jump back into it when we're talking about workload, but it's just good to see that as well from there. Yep. Perfect. Yeah. That's all the questions we have for the scheduler part. So now that you've, like, scheduled your future work, what about, like, managing what's happening right now? Yeah. So this is where we move into the workload. This is my favorite bit of teamwork. So this is where we move into the the actuals. So you've planned your work. You've plotted out these blocks of time, and and as we showed earlier, maybe you started assigning these tasks out. You've come in here and you said, okay, they're gonna do this, this, and this. And what that would do is that turns it into real work. Or a question we've had on this before is that what if I already know who's doing what? What if I've already got the project built out? I know the task. I know who's doing it. That's the way you wanna plan. You can still do that using the workload planner. So the thing with the workload planner is it it it represents real work, live work. In in the scheduler, we're talking about allocations. We're talking about tasks here. And and, again, we've talked about allocated time, and we're in the workload plan, and we're talking about estimated time. So that's where you wanna use those phrases if you see them anywhere it is. So this is this is what we call all the allocated time with allocations. This would be called estimated time with all the tasks, so real world work. So the workload planner basically has a rule, and it's a it's a set rule that you need to remember, which is a task on your project and a task anywhere on your site has to have estimated time. It has to have a due date, and it has to be assigned to a user or users. Okay? If it has those three things, it will automatically pull into the workload planner. The thing I love about the workload planner is is one of the things I love, is that if you set your projects up correctly, this will just exist for you, prebuilt all this data in here, all there for you. There's none of this with allocations, you have to actually manually pull up an allocation. But the workload, if your projects are set up correctly, it's gonna just populate with actual live data of what's happening for each user, what capacity they're at. So, again, that's estimated time on the tasks that is a due date, and that is an assignee, and, therefore, it pulls it through to this section. So, essentially, it lets you check short term capacity, okay, and allows you to adjust it. So it lets you balance workloads, plan short term work without kind of, like, moving things around last minute. You can see weeks ahead about what's happening, and it lets you see bottlenecks, which we're gonna spot. You probably spotted already with some of these reds. Basically, allow you to kind of hatch things before they happen and make sure people aren't overworked or overcapacity. Or if people are undercapacity, assign them more work from here as well. So if we have a look, as you can see, it kinda works similar to the schedule people tab. You've got blue if they're undercapacity and red if they're over. And when you wanna see the detail, you'll see here for Alex, this is tasks across different projects that Alex is part of. This is real stuff. This is real work. So Alex will be notified if you start moving these around. This isn't like the scheduler. This view is also available to most users as well, so they will obviously see tasks and projects they're part of, but they can come in here and, again, look at their own capacity. How it works is it takes the task, takes the and the start and end dates. It takes the estimated time, and then divides that over the period of time you've given them, and then shows you based off of their working hours, again, back to one of our foundations, the hours they work per day, if they're gonna hit if they're gonna go overcapacity based on what you've assigned them. So, essentially, what you could do is you could actually come in and you could like, in and you could see the whole details of the task. Sorry. You could see the whole details of the task from here because it's real work within the workload, and this is why I like it, is if you have a look here, I set a due date of Saturday for this user. It's clearly saying they'll go over capacity. I can actually manually change that due date from here, back here, if we're gonna put them in the red. And there you go. It's recalculated out. I mean, there's probably a bunch of stuff here that's that's pushing it. There you go. And that's the idea. You're you're almost trying to get rid of the reds. Is that the way to describe it? You're trying to kinda to get rid of all the bottlenecks, but this is live. You're actively moving things around. That's a thirty five minute task. Alex doesn't work Tuesdays, as you can see, based off his availability, so we've moved that over to that there. That's updating the due date. That's notifying Alex about happening, but you're fixing capacity issues live in the moment with real tasks. Now from this view, again, we go back to teams and roles and and and companies and and things like that there. You could filter you could filter by rules if you wanna just say, I wanna just look at the back end developers. We actually come back to skills here. I can filter by skills. Maybe I just need to see people here efficient in HTML, or I can look at teams as well. Teams is probably the most popular one, I would say, like, team meetings. It's good to maybe have the the work to a planner on the screen with the the team filtered, and you can say, hey, team. What's this week look like? And then I can go to this week. What's this week look like? And I can say, okay. Cool. This is a pretty quiet one. And I can see everybody's tasks and say, Alex is like, if I'm overcapacity here, I could say, hey, Alex. Could you help out? Because I know you're not overcapacity. I can maybe move things around, reassign from here. I've messed it up. But I could move things around and adjust in the moment with your team. So it's a really nice way to be able to kind of manage your team's capacity live in the moment. But, again, we're we're stating these are real tasks. By moving them here, we'll update the duty on the task elsewhere. On the project, it will notify the user as well. But it really allows you to to to manage everybody's schedule in one place. It's really nice. Well, any questions so far on this one? I'll take the filters off, actually. Yeah. Thank you, Joff. Yeah. So before we jump to questions, just wanted to, like, quickly call out that schedule, like, difference between scheduler and work and the workload. So, like, as Joff mentioned in the very beginning where you see the slides, so schedule is for work that's happening, like, in the future, and then workload is for things that happening right now. So, like, things schedule as, like, you're planning ahead, and then workload is actually you're adjusting work that's happening right here and now. So That's right. There are a couple of questions that are related to that one, so I will give that to throw that out to you, Doll. So a customer is asking so Paulina is asking, I'll be interested in the workloads, how to add a tentative task, not project. So interesting. Tentative task aren't a feature yet. So that could be coming. Now you can add tentative projects. So if you pull this down, I don't know if he's part of any tentative, maybe I am, you could see tentative projects here, Palena, but unfortunately, tentative tasks aren't a feature yet. But, again, that's something where hello here, our feedback button, you can add that there for people to do. I I believe it might come because, obviously, we're a tentative project level now. Maybe there is tentative task, but, unfortunately, not yet. And is it correct for me to say, like, if you're thinking about, like, creating tentative task, does that fall into the schedule more than the workload? Per perhaps. Yeah. If you're if if you're if you're trying to compare tentative tasks to real tasks and perhaps not, yeah, you'd still you you know, no. But you're absolutely right. If it's if it's if it's that level of tentative, you might wanna jump back to here and put it in as allocation to see what it would do instead. Yep. But, again, like, if that's a good feedback. So if you wanted to share that with our product team, that would be awesome. Yeah. And another question. So this is also related to that workload. So customer is asking, can you color code or make confirmed versus not confirmed task? It's kind of, like, similar to that ten times task task. Yeah. It's it's it's not color coded on the workload. The the colors change via the project it's part of. So as you can see, the colors change where versus the project it's part of. So, again, if you're to to think intensive, again, you might wanna jump back to here. But in the workload planner, they are only co they only change color based off of the project they're part of here. Cool. Thank you. And then one more question. So this is this might also be, like, a feedback to our product team. So, like, customer is asking, like, is it is it possible to see not the hours, but the percentage of their Yes. The usage? Yeah. This actually is a very new feature, so I'm glad you brought it up because I learned how to do it the other day. So yeah. So if you're looking at, obviously, these are the r's, and that that's the standard, to be honest. In the top right corner here, you'll see these three dots. You could click those three dots, and then you got the word for customize. You could change this to percentage if you prefer. Thanks, Adith. Yes. Yeah. Yeah. It's good. Something I learned too. Okay. Yes. Yeah. That's great. And, again, while we're here, you could actually also include capacity distribution, and what that means is you're able to then see if I click on here, I can actually see the division of of the work. Now, again, perfect world, someone may not do two hours thirty on this task every day, but you could just see how we've divided that if you want at a glance. A tip you can give is, like, if you right click on it, you could if you wanna get that level of granularity, you could split it yourself and say, no. You have to be good at my hands, but I'm not. So I'm doing a very simple one to be just in case. You could manually split this. And, again, that's if you're just trying to be a bit more granular and you're trying to work out, well, how could that person fit this work in before going over capacity? You could start to split the time out manually yourself that way. But, again, it's not sometimes people think that's a bit too granular, bit too much work, but, again, it's possible if you wanted to. Cool. Thanks, Josh. Last question before we move on to the last section. So Christine is asking, will the planner and schedule ever connect or talk to each other? Oh, one day. Yeah. There are there are certain things. So if we look when we look at the overview later, you will see sort of a way to compare what's in one to the other one screen, but at the moment, unfortunately, they are separate entities. They don't speak to each other that well. One thing while we're here, if that's the questions done, Helen. Is that enough? Is that all the questions for now? Yeah. Yeah. Just I wanna I wanna go back to some of the things I mentioned at the beginning again about about unavailable time and time off. So we mentioned time off earlier because I really like the little symbol. You'll notice this little umbrella symbol. That is where your time off pulls through. So when we had the time off feature where you put in public holidays, it is it's included in for Alex because Alex is part of one of those teams. And as you can see, there's a little umbrella symbol over where he's off. It'll tell you what it is. And then if you come down to me and I go back whenever there is time off for me, on May the fourth, there's time off here as well. So it pulls that through as you can see. So that's where your time off lives. The other thing you can see here, and, again, we we talked about it earlier in the foundations, which is unavailable time. Unavailable time is included. So say, for example, Alex, if you scroll down to the bottom of all of the projects he's part of, Alex has paid time off. You can manually add that in, and maybe he's called in sick. You can add that in, and then all of the calculations will take place, and it'll didn't have to say that's like that. All the calculations will take place. It'll push the hours out of that and push them to these two days as well. So as you can see, you're able to get accuracy based on what's happening in the real world outside of Teamwork. One thing to point out here as well is, again, another thing we point out in the foundations with mice, and I've set this up for myself, I've synced my calendar, my fake calendar that I wish I had. I've synced that, and I've said I wanted to pull through to the workload and the scheduler. So if I scroll down here, because I have meetings with more than one person, that would then assume that I'm not able to do certain tasks on certain days or take certain hours. It pulls those events in as unavailable time as well. So these hours are are included. So, again, imagine you're someone with six hours of client meetings in a day. We want that to be reflected here in the planner so we then know not to accidentally assign you loads of tasks that day because you're gonna be over. So if you can if you wanna switch that on, you can for Outlook or Gmail, and that will accurately pull through events oh, sorry, events as unavailable time for you. The next thing I wanna point out, and it's a nice tip, is I I pointed out earlier that they have to have tasks have to have an estimated time, a due date, and assignee. Now if they don't have one of those, you can work with them from within here. We have an unplanned tasks tab here. So what it allows you to do is pull this out. Now this is filtered. This isn't filtered, but I can filter this to say I'm working I'm talking to, let's just say, the engineering team, anyone with tasks. But, anyway, imagine that's tasks assigned to certain teams. What I can do is these are tasks that either don't have one of those three things. It maybe doesn't have estimated time out. Maybe doesn't have a g d eight or an assignee or have none like these ones. What you can do in this window is you can actually assign them out from here. So I can see that there's a a test I think it's called test. Confirm agenda, a five hour task is due on the twelfth of May. So what I can do obviously, it's past that time now, but what I can do is I can come in and say, well, who can do that task? So Patty's pretty much full. Louie's free, but not that free. Actually, no one here. I can be yeah. Let's say Charles is free. You could physically just drag that in, and, Charles is part of it. It's that's the wrong user to pick. I'm gonna ruin someone's day and just put it onto there, so even though they're gonna overcapacity. You can assign the task directly from here. It drags it in. If it, for example, doesn't have their it doesn't have, like, the estimated time on it, it will pop up and ask you how long you think it would take. Or if it doesn't have, like, a due date on it, it'll ask you as well. So you could pop it in here and say, well, how long do you think it will take? I think that's gonna take one hour over five days, which is nice, and a silence. So if you can imagine, if you have a team meeting, you could have this up, filter by the team, open up the unplanned task, and say, okay. We're talking about this project. We can do this. You can scroll down, and you're seeing real world changes. You're not acting you're not assigning them out and having to fix it all afterwards. You're you're seeing it in the moment. You're being like, oh, that's that's like this. I can fix that. I can fix that. You can do it all in the moment, which is nice. That's why I like the unplanned task section. And the final thing about this here, about the workload planner, as again, AI is you're looking at a lot of data here. If you want to, we have a little summary AI button, which, say, someone says, you watched this week look like, you could technically just click that, copy that, and send it to them for chat or for email. So it basically summarizes what you're looking at on the screen in front of you. Cool. So that's basically the workload planning schedule. Now with time oh, I'm sorry. I've run over a little bit because I like the workload planning too So we we have time to move on to the next one if there's no questions there. No. No. We have eight minutes left. So just in conscious of timing, we're probably gonna combine the last two pieces together. So Yeah. Yeah. Just gonna talk about the overviews. We're seeing the home summary and then the utilization report. That's it. Yeah. So some perfect. Thanks, Helen. So someone asked earlier about vaguely. Like, can you see can the scheduler and the workload talk to each other and work together? The kind of place they do do sit together is the overview. So the overview pulls in all the data from the workload and all the data from the scheduler and kinda puts it into this table format. So what you can see here is it's more broader. It's more I wanna see the capacity of my users for May. You can come in, and you could see their capacity. Now the capacity is based off their estimated time that you've assigned to them versus what they work. And as you can see, that's the total estimated time. The allocated is what's pulled from the scheduler. So what you could do is and, actually, even better is log time is also here. So if you change log time again, this is as you can see, this is customizable per user. For for for for anyone, you can mess with this. But as you can see, I can then pull the overview in and see in the month of May, I've allocated fifty one hours. I've estimated fifty four, and so far, I've logged they've logged twenty five hours. So it's a really good case. Like, that's actually rare, but this is more accurate where you you've allocated this, but you've ended up actually assigning, like, this much for that user. So you're able to accurately see how close you were in your scheduling to actually how much real work turned out to be. You could view this by user, and then you can break it down for the user's projects they're involved with, or you could actually view this by project if you wanna find out which project, even tentative, have been planned. So I can say, well, the the the new employment onboarding checklist project, we allocated eleven hours. We ended up actually assigning out about fifteen hours in real life. So that would make you think, right. Our planning in the schedule, we need to be a bit more accurate, maybe put more hours on the allocations to make sure that matches. So that's where the overview comes in. It's a nice place to get a catch all, and, again, you get your totals at the bottom as well. So if someone says to you, well, hi. You know, hi. My my whole team, what's their capacity for the month? Technically, you're, forty one percent. There's lots of time available from there. But when we dig into the weeds, that could be, you know, the estimated time. So, like, Emma here is pretty okay, but maybe that's all packed at the start of the month, and that's where you check your planner. But that's what the the overview does. The other one is the utilization report. Now this goes back to our setting, our utilization targets at the beginning. So if you go to reports now, again, this is available to admins on the site, project admins. So you'll have a utilization section here. And this basically comes back to it gives you a clear picture of how your team's actually being used, and, again, lets you kind of make smarter decisions, kinda do performance reviews, and and check again for bottlenecks and, like, strike the balance between too much and too little in their workload. But the utilization report basically lets you efficiently like, see how efficiently your team is using their time and if they're actually meeting their targets. So I have a target here of eighty percent for Andy. So far in May, his total estimated list, we would expect based off of what we've assigned to him, we'd actually expect him to do fifty two percent. He's actually done twenty eighth based off of his log time. So this allows you to see that all in one report. Again, this can be filtered by teams and things like that there. So this kit allows you to kinda go, okay. Based off of our targets, are we hitting what we said we would do? The idea, again, is if it's below a certain level, it goes into red. If it's above, it goes into blue. Any questions there? Yeah. So there is actually one question that from the very beginning of the of the call that asking about the utilization. So customer is asking, if someone has a project role where he and she he or she can spend max sixty percent of their time, where forty percent is for other operational activities. So how does that work for forty hours work week? Well, you would set their you would set their billable target to sixty percent there, man. I would assume they're not plan they're not logging their time. So or if they are logging their time, they're it's logged as non billable time. So you would still set it at sixty percent for that user. Now you can't set a target per project. It's per user, so you would have to set that site wide, but that's what you do. You set it at sixty percent, and then you would know and that's a good point to bring up. You've got your your total estimated utilization based on what you've assigned and total utilization, but you also have, again, I don't think I have it on here for this. You've got your non billable utilization as well. So you could see, again, in that situation, you would expect that user to have sixty percent of billable time and then maybe forty percent of non billable time here in that month at the end of the month if they were doing logging everything as accurately as you want them to. Perfect. Thanks, Jeff. And there there was a other question asking about, like I think the user is asking one of their employees is not it's, like, not working on billable targets. It's more like Non billable time. So, like, having that column will be really, really useful. Yeah. For that user, you would have it sitting here, and you could actually track up for that user. And, again, if you're doing a meeting with that one, you could turn off these columns and just have that sitting there for them. That's easy to do. Perfect. And then yeah. And we have we're almost at time. We have two more minutes, so I'm just gonna pick couple of questions. And then if we didn't get to your question, that's okay. We will make sure to reach out to you later after the web learn. So don't worry about that. Just maybe one more question before we close out. Going back to the overview, Kelly is asking, is this view for open tasks, completed tasks? Does that filter based on the baseline requirements that the associated task has estimates due date assigned to the user? Yeah. This this is again, this is pulling from the workload planners, so it has to have estimated time. It has to be have a duty assigned to it, and it has to be assigned to you to be included in this calculation. If the task is already complete, it's not included because, I believe, you can you can include them. Sorry. It's not included by default, but I've included this in a test I was doing. You can include completed tasks here if you want to. Theoretically, though, you would assume you're looking at this ahead of the month and you're looking ahead of the time, so you wouldn't include completed because that's done. That doesn't need to be calculated, but you can if you want to from there. Perfect. And then last question. Kuma is asking, if user is on multiple projects, can the system have multiple rates, like billable rates? Yeah. So you have a you have a site wide rate, a billable rate. What you could do and I'll go through this way because I can show you. You can go into I'll go into a random project of mine just to show you. If we will automatically pull the sorry. Need to find the tab. You'll automatically pull the site wide rate when we're doing that. But if you actually go into the finance tab of the project, it allows you to set a project rate from here. So if you have a user that is charging two hundred dollars on this client, we can take a project rate from here, so that would apply a different rate. And again, when we're doing our calculations in the scheduler, that will take that into account that knows that. That will calculate the the figures out for you. So, yeah, absolutely, you can have a project rate as well. Perfect. Thank you so much, Ralph. No problem. We are at time, so this brings us to the end of our session. Thank you again for everyone, so much for joining. We hope this helps you feel, like, more confident about setting up and managing resources in Teamwork. That's from planning to, and scheduling to tracking utilization and reporting, so all that good stuff. If you want to keep learning, there are some great places for you to check out. So one is the help center if you want, like, step by step how to do thing resource management and teamwork. If you want some kind of, like, hand touting, like, actually doing things in app while having some guidance, Teamwork Academy has some great videos and in app trainings, so definitely check those out as well. And then if you have any questions or feedback, right, like, if you found a bug or anything, please reach out to our wonderful support team. We're always happy to help. And thanks again for spending part of your day with us, and we will see you next time. Thank you all. Cheers. Bye.