•     •   4 min read

Volta One: The Power of Worksection Is in Flexible Customization

Roman Slipchenko

About Vol­ta One:

  • Dig­i­tal agency;
  • 30 per­sons in the team;
  • 3 years in the market;
  • Work­sec­tion has been used since the company’s outset.
  • Clients: Uber, L’Oreal, Gar­nier, AB InBev, KFC etc.

Why Work­sec­tion

Vol­ta One has been oper­at­ing for 3 years already. We pro­vide ser­vices in Dig­i­tal Pro­duc­tion and social media mar­ket­ing. We main­ly coop­er­ate with cor­po­rate clients — Uber, AB InBev, L’Oreal and their brands, such as Bud, Staro­pra­men, May­belline New York etc. We also han­dle star­tups spread­ing their prod­ucts to the inter­na­tion­al market.

The prob­lem of most task man­agers is that they are tai­lored for IT com­pa­nies, being bad­ly adjust­ed for the day-to-day real­i­ties of a dig­i­tal agency.

The issue of arrang­ing the work process arose from the very first day of the company’s exis­tence. We tried Trel­lo, Asana and oth­er task man­agers. The prob­lem of such sys­tems is that they are bad­ly adjust­ed for the day-to-day real­i­ties of a dig­i­tal agency. Most of them are tai­lored for IT сom­pa­nies with spe­cif­ic inter­nal processes.

Worksection’s ben­e­fit is the pos­si­bil­i­ty to con­fig­ure the work for your needs.

How we launched it

Of course, we were assist­ed in adopt­ing Work­sec­tion: we got advice, expla­na­tions and train­ing. It is essen­tial that the prod­uct devel­op­ers con­sult their clients, hear them and help to find answers to ques­tions which may arise in work. Such per­son­al sup­port is very important. 

Now Work­sec­tion is the basic tool of the company’s oper­a­tional activ­i­ties. In Work­sec­tion, we set tasks, plan projects, cal­cu­late the time con­sumed. Each team mem­ber ask­ing what am I to do today?” finds an answer in Worksection.

With­out this sys­tem, the com­pa­ny would con­tin­ue to work, but it would require much more resources for day-to-day man­age­ment. We would need to employ peo­ple to com­pen­sate for the func­tion cur­rent­ly ful­filled by Work­sec­tion, or hang boards out­writ­ten with tasks round the office.

Now Work­sec­tion is the main tool in the company’s oper­a­tional activities

What we use

We use almost all func­tion­al­i­ty of Work­sec­tion, except for stor­ing files. The project man­agers use the Gantt chart . It enables them to plan the company’s resources flex­i­bly, to under­stand the way projects link up, to make sure they do not overlap.

Gantt chart in Worksection
We had exper­i­ments of con­nect­ing clients to Work­sec­tion, but it did not take roots. In our case, the account man­ag­er con­veys to the client what is needed.

The main reports used by us cov­er the time con­sumed and its dis­tri­b­u­tion by projects. Thus, we
eval­u­ate the per­for­mance of the whole com­pa­ny and of each employee.

Reports in Worksection

The way we use it

At first, we used Work­sec­tion in the way it had been con­ceived by the devel­op­ers, pur­suant to its authors’ advice. Not every­thing ran smooth­ly. It was dif­fi­cult to man­age such large range of tasks, and we could han­dle 20 – 30 projects simul­ta­ne­ous­ly. We need­ed to con­trol them con­tin­u­ous­ly at all lev­els – top man­age­ment, mid­dle man­age­ment and executors.

When Work­sec­tion kan­ban was intro­duced, these prob­lems got solved. We could ful­ly rep­re­sent the company’s man­age­ment struc­ture, as well as the struc­ture of han­dling projects. Kan­ban” enabled each group to obtain what was needed.

At a cer­tain moment, we real­ized that the pow­er of this tool is cus­tomiza­tion, and we decid­ed to mod­i­fy Work­sec­tion to fit our needs.

Cus­tom version

Our first and non-obvi­ous solu­tion was to opt out of han­dling projects in the Projects” sec­tion. Our typ­i­cal project takes the form of a task with subtasks.

We divide our projects into exter­nal and inter­nal ones. The basic view used by us is kan­ban”
with a pre-built work­flow, sta­tus­es and labels guid­ing the project. Each board rep­re­sents a
depart­ment con­sist­ing of design­ers, copy­writ­ers, devel­op­ers and mar­ket­ing man­agers. There are
also boards relat­ed to the project sta­tus, such as doc­u­ments” and gen­er­al reg­is­ter of projects”.

Each our project starts out in the Upcom­ing sec­tion. We plan it and real­ize the way it is to take off, the way to han­dle it. Then the project gets into the board of the respec­tive depart­ment. The project man­ag­er is respon­si­ble for every­thing going on with­in the project. He views all tasks, their sequence and coher­ence, as well as dead­lines and pri­or­i­ties for end users. The end execu­tors, in turn, see their load and pri­or­i­ties of tasks by sim­ply click­ing on their pho­tos. The top man­age­ment can also mon­i­tor all projects.

What is con­ve­nient in such sys­tem? Each employ­ee of the com­pa­ny under­stands what he/​she is to do now and any­time soon. The execu­tor can obtain tasks from dif­fer­ent project man­agers, and he also coor­di­nates pri­or­i­ties in task exe­cu­tion with the PMs. At our week­ly meet­ings, we set glob­al priorities.

Sta­tus­es and labels

We devel­oped sta­tus­es for the process­es which real­ly take place in our com­pa­ny. For instance, the video pro­duc­tion depart­ment has its own work process­es and labels. They may cus­tomize the work­flow for them­selves”, to fit it into their real­i­ty. This is a unique inher­ent fea­ture of Work­sec­tion which we have not seen in oth­er systems. 

Labels in Worksection
  1. Labels are an impor­tant aspect of Worksection’s func­tion­al pos­si­bil­i­ties. They help to iden­ti­fy the project type.
  2. You may also use labels to indi­cate the task status.

Work­sec­tion will fit all types of busi­ness­es where
peo­ple are the main resource

Tai­lored for Digital

Our work mod­el in Work­sec­tion might be used in any dig­i­tal agency which han­dles a lot of projects. If sev­er­al dozens of projects – inter­nal, exter­nal, sus­pend­ed or per­haps pend­ing — it is very dif­fi­cult to man­age them. It is even impos­si­ble to eval­u­ate what is going on.

We can han­dle about 20 projects simul­ta­ne­ous­ly. Due to Work­sec­tion, four project man­agers cope with such scope. Work­sec­tion will fit all types of busi­ness­es where peo­ple are the main resource. These are pro­duc­tion com­pa­nies, dig­i­tal agen­cies, archi­tec­tur­al bureaus perhaps.

To man­age projects and peo­ple effi­cient­ly, a prop­er tool is need­ed. Work­sec­tion is just such sort of a tool.

PM school
How to organize work with customers or freelancers is a challenge that affects every size business. After all, the success of a project is determined by the ability to manage communication not only within...
20 May 2024   •   8 min read
PM school
A well-defined strategic plan is essential and acts as a roadmap, steering organizations through challenges, fostering adaptability, and capitalizing on opportunities. Creating a strategy ensures proactive...
15 May 2024   •   18 min read
PM school
This is the second part of our material on the strategic planning process. Follow the link to read from the beginning. And if you have already done so, welcome to the next part! Phase 2: Developing Strategy...
15 May 2024   •   13 min read
Get started now
Please enter your real email 🙂