In this lecture we present an approach how to follow actual costs of telework activities by locations of tasks performed:

The framework:

• The task is assigned to semi or final product (service) we call it Deliverable
• Each task is assigned to performer members or groups of the company Collaboration space
• Each task (planned or actually performed) has a cost category depending on the professional level of the performer required
• The task implementation follows the process presented in Module M5 Task management lecture where the Requester is the Deliverable leader.

Here is an example of reports/Data we can obtain for reporting IT services and use them for TPM monthly reports:

The inputs of these reports are daily recorded on the company (Novitech) Intranet site. Here is a snapshot of activity records for the past week:

Each activity has several attributes as cost per hour, link to result(s) of the activity (Usually in TEAMS folders), Place of performance, professional profile of the activity performer (Expert, Team leader,...), and actual working hours spent for delivery of activity results.

These records are weekly exported (updated) to Excel Pivot tables as they are presented above.

The task structure and the report designs and processing presented above used Microsoft 365 SharePoint portal and Excel - done with zero programming.

IMPORTANT Conclusions of this lecture:

• The elementary activity records are the source of evidence for any analysis and report of the company collaboration space knowledge creation process.
• As we can see in the next lecture, these records enable to measure the added value ( activity cost per final product/deliverable sold) of the extended collaboration space to company prosperity and resilience - thanks to efficient and safe work form anywhere.
• Line managers, who are still reluctant to work from outside the company, can easily evaluate what is the efficiency of activities (results produced by a unit of time) by employees and also by type of work locations.

On the other hand, the introduction of systematic task planning and evaluation can be an additional overhead to TPM, and also, he/she can face resistance of employees who don't like bureaucratic administration. There are several cultural win-win change approaches to resolve this potential issue. For example, Novitech plans to share the cost saving (Central HQ utility cost, petrol of company cars, etc.) with those who work at Home and produce steady work results.