Resource Leveling In Monday – Fred Baker – MEMBERS ONLY

[00:00:00] Mhm.

Galen: Hey folks, welcome to our hands on session on using Monday to plan, level, and manage project team resources. For those who don’t already know us, I’m Galen and this is Certified Monday Consultant Fred Baker.

Fred, thanks for joining me today.

Fred: Thanks, Galen.

Galen: All right. Uh, let’s dive into resourcing. Um, I have a little scenario here. I know you’ve, uh, you know, you’ve set up your sandbox. Um, so let me sort of set the table here. Um, so the scenario I’m thinking of is I’m leading a team of project managers at a small digital agency.

We’ve got a couple of PMs running a couple of different concurrent projects, all that vary in size and timing and complexity. Uh, but most importantly, all of these projects are sharing team members from dev and creative departments. And really what I want to know is this, what is the best way for my PMs in this scenario to forecast team resources across their projects using Monday. Um, and [00:01:00] specifically I’m thinking, okay, well, how will I know if we’ve over allocated any team members? And if I have over allocated a team member, how could I use Monday to level that resource so that they aren’t over capacity? Um, yeah, that’s kind of the scenario that I wanted to dive through.

I thought maybe we could like. Start with the basics, just like, if you could show me quickly, how you would allocate resources to a couple of projects, and then we’ll get into problem zone where it’s like, wait a minute, this person’s working, you know, 12, 16 hour days. Is that okay?

Fred: yeah, yeah, yeah. So, yeah, so that’s a really good scenario. And the first thing I’ll say before anything else is that what I’ll show you is one of 7, 000 different ways you could possibly do this, right? So the, the cool thing about Monday, and I think I said this earlier that, you know, I tell clients Monday is really like a box of Legos, right?

And so you can build whatever you want with it. There’s a lot of different ways to do any 1 thing and, uh, you know, where people run into issues is usually trying to match Monday to their process or trying to match their process [00:02:00] to Monday. So there are some cool tools. The workload widget, which is what I’ve got pulled up here, is, or actually this is the workload widget.

Let me speak correctly. Um, uh, but this workload widget is one of the newer features they’ve just released in the last year or so. And it’s probably the best way to sort of get an idea of the capacity, and you can just see from this example right here, like, in week 25, it looks like I’m at 61 percent capacity, um, but you know, you can stack things up, um, and I’ll, I’ll get into this more, but you can kind of stack projects up and say, okay, Okay.

Looks like Fred’s actually on a lot of projects at this time. And so, you know, you start seeing 93 percent capacity and we’ll add some more and see what that looks like, but you can get to the red, right? And so you can visually see when people are overloaded or when they’re not so loaded, like in week 29 here.

Um, and there’s that talks to a project board. So like this would be the project board [00:03:00] and this might be high level project board. So there’s the high level, low level and a high level board is basically like a portfolio level view where all of your projects live and you’ve got rows for each one of them.

And maybe they’re in different groups or whatever. Um, but typically there’s this high level view that maybe the whole team or the project manager might look at. And then maybe from there, there’s a low level board, which is like a detail view. And so, for example, you might have Um, all of your projects up here and then a very specific like a web design project for a large client or something that is linked to the high level board, but there’s a project level that has all the details.

So, like, we’re doing the kickoff and we’re gathering resources and then we’re going to do a wireframe. We’re going to, you know, do a review, whatever all that would be mapped out in the low level board, but not in the high level board. High level board just says, Hey, we’re building a, we’re building a new website for the DPM.

And Galen’s the owner, and Fred’s the project lead, and you know, here’s maybe who’s assigned to it. So this would [00:04:00] be more like a high level board, and so this is all your projects. And so let’s just add another project here. Um, I’ll just call it DPM, and I’ll add me to it, And so I’ve got this is, there’s a lot of different ways that you can set this up.

What I’ve got set up here are just a lot of different examples. One of these is a project kickoff. So like, when is the project actually going to kick off? And I’m just going to put it as like the 26th so that it’ll show in the current weeks. But you can do either a solid date or you can do a timeline.

And so you can, let’s just say that this is going to go from the 26th through July 31st. There’s probably nowhere near enough time to build an actual website.

Galen: work quickly. Hmm. Mm

Fred: yeah, yeah. So we’re going to say this is going to take a hundred hours, just because, just to throw some numbers out. Um, so this is like the total project hours, and this is just a column that I made up.

It’s a numbers column, is the core of it, and, you know, we’ve got it set to say hours, but it, you know, we could have it set to say anything, um, or nothing. And then down here we’ve got a summary of these, right? So [00:05:00] you can kind of see, The total sum. And so if you’re using this for projects, you can say, what are my total project hours?

Oh, I’ve got 375 hours in projects, right? It might be totally different, but this idea here is just like, what’s your total commitment. So that’s some insight. And then your project weeks, right? Which I’ve got a sum here. Now this is the total sum of weeks, not the, not the start stop. This, this timeline would be start stop, but let’s just say this is going to take.

Um, I think I put like, let’s just say six weeks, right? I think I put six ish weeks in the timeline column. So we would just say six weeks here. You can see the sum at the bottom adds, the timeline over here adds. Now I’ve got a service type. This is just, you know, maybe you’ve, I’ve just threw some things in here, but maybe you’ve got.

Different types of projects, SEO, web development, uh, you know, those kind of things. They would show up here, and this is just a way for you to filter them. You can sort by this or whatever, um, and just kind of get that, uh, different view. Um, there’s some different ways to time [00:06:00] track, which may or may not play into what you’ve got going on here.

So, This is a time tracking column and you can either hit start and stop, uh, to track your time or you can come in here and just sort of manually add it, right? So I’m just going to say on the 27th, uh, from, you know, 9 a. m. till, you know, let’s just say 1034, Fred worked on, you know, this, this, this amount. So now I’ve got an hour and 34 minutes tracked.

And so this, we’ve got in this scenario, this set up to play in down the road here. Excuse me. Um, and so we’ve got a handful of other columns set up. So this one is the assigned weekly burn. So the idea is if there’s 100 hours on the project, let me back up. If there’s 10 hours on the project and we’re going for 10 weeks, you’ve got one hour per week, right?

That we want to burn. And so you would just sort of whatever you want to assign it. Total project commitment to this is not just Fred, but this is like if I have five [00:07:00] people on this, then you would put that here, right? So DPM, I think it’s automatically calculated at six hours per week. That’s because I’ve got 100 hours at six weeks and I’ve had this set up to automatically calculate.

So in this case, It says, okay, six weeks and because I put an hour and 34 minutes in here that I’ve already tackled, it’s calculating that we’ve got 98 hours and, you know, 98. 43 hours. These are just formula columns, um, that we’ve set up to calculate these. And so, you know, you might set these up differently, but this is just sort of a quick automated, automated, uh, formula and I’m getting to the workload part, but there’s a planned weekly burn, right?

So there’s the actual weekly burn. There’s an assigned weekly burn that you might not use all of these, but there’s an assigned weekly burn, which is like. Maybe the project says we need to spend six hours per week, but the planned weekly burn might be different than that. You might be looking at this as a project manager and said, okay, it says we need to average six [00:08:00] hours per week.

But I know that in weeks one, two and three, we’re actually going to do 10 hours per week. So you can change this 10 hours per week and then weeks four, five and six, we’re going to do five. And so you would just manually change that. So this is the planned weekly burn. Um, and then this is a planned weekly burn per person.

So this one’s 16. 7, which matches here. But like this one’s five Versus 10 because there’s two people on this project. So this is saying me and George, right? If we’re both assigned and we each get five hours, so that’s you know, you could set that up differently Maybe you need that custom. Maybe the graphic designer needs something, but this is just a quick formula that I put together And then the actual weekly burn.

Um To remember where I put that The actual weekly burn, I have to look at this formula for a second, is the project time tracking in hours divided by the number of weeks you are into the project. So, um, what this is, is like how many, how many hours we’ve [00:09:00] tracked, um, here, and how many weeks we are actually into the project.

So if today is, um, oh lord, notifications, right? So if we’re three weeks into the project, that aside, that actual weekly burn is just calculating. How many hours we’ve actually done to till now. And so, oh, here’s why the six weeks in, um, sorry, it’s been a minute since I looked at this part. So this is like how many weeks are in it’s automatically calculated.

And then how many weeks are remaining on the project there? Anyway, these are just some of the things that have got set up. Um, kind of automatically, uh, this is like how many hours per week you’ve got to finish on schedule. So like if you have to, if you’ve got, if you’re, you know, we’re zero weeks remaining, there’s still 36 hours left on this project project e.

Um, and so we’d have to work 36 hours this week to finish that project on time. That probably isn’t reasonable, right? Unless there’s [00:10:00] four or five people on there. Um, so that’s something to look at. And then we’ve got some of these other columns that I threw in like a planned project burn to date. Uh, that’s how many we actually plan to burn, um, to date and then the actual burn to date.

So you can kind of get a ratio of like, Am I close to where I actually thought I would be? So all of that feeds in, um, to the table and what feeds into the actual workload table, uh, workload widget is the, um, let me double check. It is the, um, project hours, the per, I think it’s the assigned weekly hours is what, what feeds into this one.

And you can change that, but I believe that’s what I’ve got this set to. Yeah. The project timeline. And the project hours is what I’ve got set for the workload example. So in this case, um, in this case, you can see that now I’m overloaded in weeks 26, [00:11:00] uh, 28, 29 because I’ve got this DPM project. And so if I see that I’m overloaded, like you could, you could do a couple things.

We could move the project to when I’m less. Uh, swamped, right, if that’s an option. Uh, you can just drag these down. Um, you could reassign somebody or assign somebody else. So like, okay, Fred’s on here. That’s a lot, so let’s just add George also. Um, and so now George is in there also. And so we’ve alleviated some of this, right?

There’s still too many hours for both Fred and George. But at least now, it’s Fred and George. And not just, you know, not just all on Fred. Um, and so there’s different things you can do there. Like if we drag this timeline down now, it looks like we’re not overloaded. Let’s go down one more. Okay. We can handle this if we started in week 29, right?

So there’s things like that you can do. And one of the things that I did here and didn’t really talk about was to click this project. So these In the [00:12:00] workload view, these collapse and so you can kind of see it like this by person and you can kind of see what’s going on here in week 28. It looks like they’re at capacity.

And then you can just drop that down and see all the projects that were on and then to edit that project, you can just click on it and it pulls up this really cool card view, which is relatively new in Monday. They didn’t have this last year, you know, um, and in this card view, you can come in and edit.

This is all the stuff that I just walked through in the table, but it’s in a card view. So I can come in and say, okay, this project’s actually, I don’t know what I was thinking. It’s actually 80 hours, right? It’s not 100 hours. Um, you know, so that alleviates the capacity problem. And now, since that alleviates capacity problem, maybe I can shorten up the timeline.

So,

Galen: you know, uh, what I appreciate about this and if I’m understanding it correctly, you’ve created a couple of custom fields for things like hours and how you’re allocating to your project. Um, and you’re using formulas to kind of. understand your burn, [00:13:00] understand your resource allocation.

But then Monday’s layering on this view under the workload tab where, you know, it’s quite easy to kind of, uh, you know, quote unquote, I guess, visualize, simulate, um, what it would look like to level your resources, um, in a, in a rather visual way, but you can also then like, just click in to that view. That is basically the, you know, compact table view so that you can play around with that.

You’re like, okay, actually, some of these variables have changed. Actually, we’re, we’re ahead in the work, or it’s not going to take as long as we thought, or it’s going to take twice as long. And that’s then driving that conversation to be like, okay, client or sponsor. Uh, listen, here are some of our options.

Like our burn is higher than we thought we can add George in here. That’ll level, but George can’t start until, you know, uh, mid July. And that’s your conversation right there. And if they’re like, I don’t know if I believe you, you can actually, I mean, if you wanted to, you could decide to expose this and be like, yeah, here’s, here’s especially internally.

Yeah. Here are the five projects you’ve asked me to, to run. We’re sharing resources across them. Red dots are bad. [00:14:00] Blue dots are okay.

Fred: And you can even see how close you are. I mean, if you know, maybe we want to keep everybody at 70%. So maybe I want to add a little bit more for Fred to do here. And then, you know, like here’s it, 90, 94. So maybe I’m going to take some stuff off and slide something around or whatever. And it’s because you’re forecasting.

You can take care of a lot of that before it becomes an actual problem. Um, and what’s really cool about this view in particular is that it’s like a personalized Gantt chart, right? So there’s the Gantt chart, which I’ll show you in a minute for the whole project. And you can see all of your projects, but here it’s kind of like, okay, this is Galen’s Gantt chart, right?

And I can see how many projects he’s on for the next seven weeks or however long you want to do it. I mean, you can do it a year out, um, or more, uh, but it, you know, it gives you a timeline, right? And so I can say, Okay, it looks like in April Galen’s going to be bombarded if I don’t do something about this, right?

So let me just figure out how to start Q2 off with, you know, the right way and like slide something around or add a [00:15:00] resource or maybe one of these things is, you know, not top priority and can be shifted back. So, it gives a lot of leeway there and because it’s visual, It’s really good for like, especially, you know, when you’re communicating up, people have a more of a 30, 000 foot view and a lot less time to really dive into the details.

So you can just look at this, right? You don’t have to throw numbers out. I mean, you just say, look, like you said, red dots bad, there’s six overlapping projects. I propose we slide this one and they’ll say yay or nay without, you know, that having to review a bunch of tables and things. So,

Galen: Yeah. No, I love that. I love that. Um, I had a question, uh, that I thought might come up around sort of granularity. We talked about this notion of, yeah, maybe I just need to add a designer in a little bit for a few days during a project, but we’re kind of allocating based on, you know, our, our sort of planned or assigned, uh, sort of burn rates.

Like, how, how would you go about jutting in a designer, uh, and, and resourcing them in? It looks like it’s, you know, assuming. a [00:16:00] certain fixed number of hours per week,

Fred: yeah,

Galen: individual on a project.

Fred: so this, this one is doing that. Um, there are other ways to set this up. Certainly. Um, what you might do is, um, uh, you might have a timeline for the whole project. And then a sub item timeline for just for, um, I don’t have this one set up this way, but let’s just say, like, let’s just pretend like we’ve got this from January.

Let me move the date here so that it’s more, um, uh, current, um, let’s just say the whole projects like from here to here. Um, and then I’m kind of making this up on the fly. So, so forgive me if it’s

Galen: No, I love this.

Fred: yeah, make it, forgive me if it’s not perfect, but like, here’s the timeline for the designer. Right. And so within June 12th of July 31st, we’re going to need the designer from like the eighth to the 18th.

Okay. Um, and then we’ll assign, uh, just assign George, um, to that. [00:17:00] And so then you’ll be able to see, um, should be able to see this sub item in there. Another cool thing, uh, that, that you can do that comes up sometimes is you can now see parent views of, like, summary views of these things. So, like, if you click into timeline here and go down to show summary on parent item, it creates a separate timeline column.

So this is the project timeline, but this is the summary of. The individual timelines here. Now, there’s some challenges with using this and automations and things like that, because it’s like a mirror column, not like a full regular column, but you can see, like, now this spans from the 8th to the 18th and you can hover over and say, that’s 11 days.

Um, and then, you know, let’s just say somebody else needs something from. Um, this time right now it stretches out and you can see some of this is already filled. Um, but let’s flip over to the designer view. Hopefully I’ve got sub items set on. We should be able to see that George has, um, I don’t remember [00:18:00] what project that was in actually.

It’s in project A. So let’s look for project A over here. Um, yeah, so project A, he was already assigned to project A though. Let me, let me unassign him and assign me to project A. Okay. So now what we should see, unless I’m way off, I don’t have this set for, I don’t have this set for sub items. Um,

Galen: good. But like, conceptually, I get it because you’re actually setting a sub item for, you know, you need a designer to come on for two days, you know, at the beginning of August, you would slot that in. It would show up in their resource allocation if you have the sub items, uh, set up. Oh, okay.

Fred: which, yeah, I just set them up. I just set them up in the settings here. I just added the sub items of workload examples. So the timeline, and so now he’s set up in the, in the, and yeah, exactly like you said, you can see George is now, you know, the designers now allocated from this section of this section.

So if you wanted to set it up that way, you have the whole timeline, which is, you know, which is still [00:19:00] up here. Um, and then you’ve got it set up here. There might we might run into an issue if he’s also assigned as to the parent level item. So it might be best to set this up in a way where there’s like a project manager assigned to the whole project.

And then you’ve got the designer developer, QA person, copywriter underneath, but you can definitely do that. And what you would see is like, okay, here’s where the designer is. And here’s where the developer is. And here’s where so on and so forth.

Galen: I love that. And you know what? I was going to go there as well because, you know, when I was in agency, uh, in an agency role, we would be very granular about our allocation. Because we’re talking about, you know, a designer coming in to do a task for like two hours on, on a day and, you know, uh, versus, um, you know, like, so we would do bottom up.

We would do exactly what you did with the designer and we would say, okay, well, we need the designer here, here, here, and here. Uh, and then it all kind of rolls up. But I, I know that, uh, like, you know, uh, a lot of projects today, especially if you’re using, you know, a more agile approach or you’ve got a fixed team, um, then why would you [00:20:00] bother doing the bottom up?

You’re like, I need four people working on this thing for eight weeks. Um, that’s how we’re going to allocate. And, uh, you know, especially outside of client services for an internal project, right? Like. That’s how you’d probably allocate it. And we’re like, okay, these people can work on projects 50 percent of their time, 50 percent as business as usual.

So we’ve got 50 percent of their, whatever, 40 hour week. We got 20 hours a week for them. Um, and then like, let’s assign them to projects. And as we’re doing strategic planning, let’s see if that’s going to work or not. Yeah.

Fred: Monday is you can really do it either way, right? It’s a box of Legos. If you know how to use it and you know what your processes are, you can make those sync up pretty well, 90 percent of the time. Like, and in the instances where there are issues, there’s usually an app or something that you can use or make.

com to automate stuff. Um, but there’s, there are ways to, to really set it up either way. Right? So if you’re like, well, we do it this way. That doesn’t mean you can’t use Monday, right? It just means you need somebody to help you figure out how to do that on Monday. And that’s one of my favorite [00:21:00] parts about this is it’s like, I’m never doing the same thing twice, right?

Like there’s, uh, somebody comes to me and they say, Hey, I’ve got this challenge. And it’s every time it’s like problem solving, you know, I’m gonna stop and think, How do I actually do this? What are we? How do we? You know, what’s the best way to accomplish that? And sometimes it turns into this monstrosity of a work around with a bunch of automations, but it’s functional, you know, and other times it’s like seamless and immediate and, you know, goes right into place.

Um, but either way, you know, it’s adaptable. And I think that’s where tools like Monday and other tools that are, you know, it’s sort of in the, in that range right now, that’s I think why they’re gaining so much market share over things like Microsoft Project, which at one point in time was the gold standard of all project management software.

But it wasn’t flexible and it was expensive for licensing and it had a huge learning curve. You can learn Monday in an hour, right? You can learn money in a few hours for certain. And, uh, the problem though, is that you really have to understand how it matches to [00:22:00] your processes. And that’s where people run into trouble.

So

Galen: Love that. Um, maybe I’ll just put you on the spot for this because I mean, it is obvious that the, uh, the tools evolving fast, right? You showed me some interfaces that are, you know, weren’t there a couple months ago. Have you ever had one of your complex workarounds just exploded by change? It’s like it was working one day and then the next day it just blew up and you, you had to, uh, you know, use the new features and rewire everything.

Fred: So I, so I’ve had the opposite problem. Like Monday is really good about not breaking. You know, they’re really careful about that, which I appreciate. The problem is, uh, you’ll spend a lot of time, for example, I was talking about high level, low level boards. Um, you spend a lot of time figuring out how to create a portfolio level view with detailed views down here.

That’s functional and you sort of do it. It’s long division, right? You do it the long way. You map, you map it out. And you, you get really good at that. And then Monday drop something like the portfolio tool, which came out a month or two ago, but it’s only for enterprise clients, [00:23:00] but what it is is it’s a high level view, right?

And so all your projects just show up in this portfolio level view and everything talks to each other and you can spawn different boards and things. And it’s just. You know, it’s just, it’s what we’ve been doing the hard way. Um, and it’s beautiful and easy and works. Um, so you, I’ve never had them break something that we put together.

They’re very good about not doing that, but have had, you know, I’m used to, I’m used to carrying the luggage and all of a sudden I’ve got a wheelbarrow.

Galen: Yeah.

Fred: uh, it’s like, all right, cool. I can, I can get with this. So it’s when it happens, it’s, it’s good. But you’re, you know, sometimes the timing is one where you’re like, well, I wish that had come out with that three weeks ago, you know,

Galen: Well, at least the product teams are listening, you know what I mean? Or

Fred: no big time.

And they’re, you know, as partners, we get, we get informed about what new features are. And they’re, you know, they’re also really good about that. So usually we have an idea of what’s coming out. Um, they’re very communicative about that. And, uh, like I said, they’ve never broken anything. One [00:24:00] thing that’s interesting, um, is they’re starting to split into other products, right?

So there’s the, this is the work management product. And it’s sort of the general purpose, uh, everything. But clients started using it. And they said, well, I wonder if we could build a CRM in here, right? So we started figuring out how to build CRMs and get people in using intake forms. And Capture people and, you know, contact forms and things like that.

And Monday’s like, well, you know, we can actually do a better job of this if we were dedicated, you know, to, to, to a platform. And so they built a CRM platform and it came out about a year, year and a half ago, and it was. It was rough around the edges and it took some, you know, you were trying to build some stuff out and some things you couldn’t edit.

And it was like, well, this is not quite where I think it would be, but they’ve really been busting it for the last year. And now the CRM platform is phenomenal. Like it’s very competitive with, you know, it’s not quite as like, Adaptive is maybe Salesforce or something, but it’s a lot more approachable.

It’s so much [00:25:00] easier for people to learn and it’s really functional. Like there’s emails and activities. You can see where you’re emailing people and when you’ve met with them and it. Pulls them into the pipeline and it’s automatically charting people out. And there’s just so many cool features that weren’t, that didn’t even exist six months ago, right?

That it’s now a very competitive CRM system that I wish I had a more of a need for as a small business, because I want to use it. We’re using it for clients, but I’m like, I would actually use this if I was marketing more, you know? Um, and so they’ve got that, they’ve got a dev product that they’ve come out with for dev teams.

Um, that, you know, it’s, it’s sort of competitive with Jira. And so if you’re thinking about, you know, using Scrum workflows or things like that, you can use dev and they’ve got a brand new one that’s still in beta that they’re releasing soon called service, right? Support tickets, help tickets. Perfect, right?

Service. Now those kind of tools. Um, now they’ve got a platform where you can get an email through an intake or you can create it in the board tracks. All the [00:26:00] support tickets gives it a number. You can contact people and keep notes and pass the ownership and all that stuff. And it’s, it’s as easy as anything that I’ve done here, which is what I think the power of Monday really is, is that it’s, um, it’s, it does not take long to learn.

And so if you’re training a team, you can get somebody to come in and set up a really robust system. And then train your team on how it works in a weekend and you’re really done.

Excuse me, recovering from a little bit of a chest cold. So, but yeah, I mean, I think it’s phenomenal for real. Um, I know we’ve only got a few minutes left. One of the other things I wanted to show just really quickly is this Gantt chart view.

Galen: Ah, yeah.

Fred: Hey, Google, stop always with the technology, right? So these Gantt chart views, um, you know, you can do them for the whole project, but, and you can set this up a million different ways.

Um, but it’s cool because it kind of gives you that, uh, that view that we had, um, in the [00:27:00] workload widget, right. But you can kind of see it more holistically here. So this is just, this is the date range and the, and the projects and like what, you know, which, when they start and when they move and you can drag things around here.

Um, and you have dependencies and things like that. So, um, you know, I’ve got project Z is dependent on project D. Uh, so when, you know, if you move project D forward, uh, moving stuff around now, you move project D forward. Oh, I guess it’s shuffling around. I’m sorry. You can set up dependencies so that one starts and the next one starts.

I thought I had it set up here, but I do not, um, but you can drag them around. You get to see the, the, the point I’m trying to make. This is by projects. This is the assignee. You get so this so the one that was tied up by project project a project be this one’s by project. So you can see Fred and George friend George friend George.

This was just George. You can see who’s assigned. You can also group it by service. So, if I want to remember at the beginning, I was showing you, like, maybe there’s a website design and a custom workflow [00:28:00] These are all set that way, right? So this is custom. This is CRM. This is workflow improvement. You can make that whatever you want, but like I can see, okay, I’ve got four workflow deployments in quarter two and quarter three, but these three are really overlapping.

Maybe that’s too much. And I want to stretch this one out. Uh, you can start having those conversations before it becomes a problem, right? So, um, those are, uh, there’s also other ways to set it up. I think this is a kickoff date. Um, so start date, you know, um, but there’s, there’s a lot of cool stuff you can do and then dashboards are another huge thing, which I’ll just sort of briefly show.

But this is just pulling data. And I don’t have a lot of data in there, but this is pulling data from like, this is how many hours are remaining. This is the average burn rate. This is the. Make up of what the types of projects are, and you could do any type of chart or or table or workload or whatever, all on this dashboard.

So you don’t have to have a workload tab. You can have that in nested within a bunch of other dashboard pieces. So. [00:29:00] Anyway, it’s endless, really. Yeah.

Galen: those views. I love the customizability and I can, you know, you can see this, um, how this would work in a real project scenario where. You’ve got the detailed view for yourself. You’ve got a couple of different views, your ops manager, your traffic manager, resource manager view. You know, you’ve got your view that, you know, I want to tell a story to the executive team or my project sponsors, but I don’t want them to have to dive into like everything.

Um, yeah, it, it’s, uh, it can be used to drive that conversation in a very clear way and customize to, you know, to work the way that your organization works.

Fred: One other thing I’ll show you really quickly, so when we set this up, this actually came in handy for me because my, George built this, my son, and I hadn’t looked at it quite as much as I would have liked, um, and so what I had him do at the time, uh, of course. There we go. Usually, if there’s a hiccup in Monday, it’s very minor. It’s something like a browser issue, and it’s usually pretty quick. What I had them do is [00:30:00] just document this, right? So, like, this is, this is the documentation for the board we just looked at, and what we’ve got is the views, right? Main table view, and then I’ve got all, this is the description, and then I’ve got all these different columns in here, and it says what it is.

This is how long the project is estimated to take. This is this. Here’s the formula column, right? And here’s the formula that goes in it. Um, and then down here I’ve got the workload widget and it shows these different pieces. I didn’t have them document the Gantt chart, but this is, you know, you can pull actual tables and boards and views and you can drop widgets and all kinds of stuff into the Monday docs.

But this is a really good practice, and it’s in context. So think of this is an S O P of how you know, this this board works a project notes, right? This is like, we’ve got this project and here’s all the notes and I can tag you and say Galen’s working on this part. Here’s the action items and, you know, get updates in the document.

So it’s a pretty cool way to sort of keep things in context here.

Galen: love that. Yeah. Love that it’s all together.

Fred: Yeah,

Galen: Awesome. Fred, thank you so [00:31:00] much for taking the time to walk us through this resource allocation, burndowns, Gantt charts, um, and overall just, uh, thank you for sharing your knowledge about Monday.

Mhm.