In the project card, the project leader enters a description, objectives, activities, and basic information about the project. They select the project team members and, once the edits are complete, request approval of the project card. A single project leader can have an unlimited number of project cards at various stages of preparation and approval. Selected project levels can be managed without a project card.

The approver is alerted to pending project cards via notifications and can also view the pending project cards awaiting their approval in a separate section of the application. There may be one or more approvers, and any of them can then grant approval. At the same time, a larger number of approvals may be required—for example, two approvals from a manager and a final approval from the director. Until the approval process is complete, approvals can be revoked retroactively.

During the preparatory phase, it is important to estimate as accurately as possible the planned Kaizen timelines, resources, project methods, selection of project team members, and the financial costs, benefits, and return on investment of the project. When selecting project team members, the project leader can monitor their anticipated workload on other projects at that time and adjust the selection of project team members accordingly.

The funding approval process depends on the project level. At the highest project level, the planning department adds a projected financial calculation to the project, which is then approved by the finance department. Once approved, the planned calculation is finalized, and the project leader can submit a request for project funding approval. The project may be approved, returned for revision with an explanation of the reasons, or canceled. Final approval is typically granted by the organization’s executive director. Lower-level projects have a simplified approval process. The approval process is configurable and can be tailored to the organization’s needs.

During project implementation, our solution’s automated tools oversee the project, track deadlines, and estimate the project completion date. Based on the estimated project completion dates, they also automatically schedule the workload for all project team members, which is important information for new projects. The solution aims to create “pressure” to meet the planned metrics defined during the project’s preparation and planning phases.

Measuring and evaluating project results after changes have been implemented. A realistic financial projection for the project prepared by the planning department and subsequently approved by the finance department. Automatic comparison of planned and actual project finances. If the results were positive and expectations were met, the new process can be standardized. If the results are unsatisfactory, a new project is initiated, necessary improvements are proposed, and the cycle repeats.

If an organizational unit identifies an area for improvement and the idea library contains the same or similar best practices or solutions that have been successfully implemented, it can use them for its new project or replicate an existing project, adapt it to its specific circumstances, and launch a new project.