Projects runs the work — agile, on a kanban board, with meetings and quick tasks — for client projects and for the team next door alike. And it gives the client a way in: they open their support tickets on their own project, and what they open lands where the work already is, not in a mailbox somebody has to copy across.
A task is not a line in a list: it is in a state. It waits in a column, somebody picks it up, and it closes. The board is the record of that — not a picture of it drawn afterwards, from memory, for a meeting.
Somebody asks how the project is going and somebody answers with a number. It was true the day it was said, it came out of memory and a spreadsheet, and by the time it reaches the client it is a week old. Nobody is lying: there is simply nothing underneath the number.
The number comes out of the cards: what is closed, what is open, what is overdue, what has been sitting in the same column for eleven days. It is the same number for the team, for management and for the client, because there is one board — and it is right at the moment anybody opens it.
Work does not only arrive as a planned task. It arrives as a ticket the client opened, as something agreed in a meeting, as a two-minute favour asked in a corridor. All of it enters the same project, so none of it is work that nobody can see.
A support ticket is a card like any other: it has a state, an owner and a history. The only thing that makes it different is where it came from — and that the client can watch it move.
Nine modules. The board is the one that matters; the rest exists so that nothing about a project ends up living outside it.
One project at a time: its board, its people, its dates and what is still open. It is the screen the work actually happens on.
Columns are states — to do, in progress, done. A card moves because the work moved, not because somebody updated a report.
What each person owes, across every project, in one place — with what they assigned to other people kept apart, which is the other half of the question.
Short tasks that do not belong to any project, as a list or on a board. They are the two-minute jobs that never make it into a plan, and a day is made of them: written down, they can be counted.
What was agreed and who took it. A meeting that leaves no cards behind is a meeting that has to be held again.
The client's own way in, on their own project. They open it, they watch it move, and on our side it is a card on the same board as everything else.
Every project at once, for the question that is not about one task: what is slipping, who is overloaded, what has been standing still too long.
Open, overdue, closed, and how long each state takes. It is worked out from the cards, so it is the same number for the team, for management and for the client.
Who gets in, to which projects, and what they can see. It is what lets the client and the team look at the same board without seeing the same things.
If the answer involves a spreadsheet, a weekly call and somebody's memory, that is the part we replace. Bring us one project and we will run it on the board next to whatever you use now.
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