Turn-key iT services to customize Zoho One

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‌Build projects by giving our customers an ‘white-glove’ experience

It enables users to add logic to the application, incrementally, making it more powerful and robust.

  • ‌Project management
  • Promote an agile approach
  • Standardization of ways of doing things
  • Unique template of an OceanData project plan
  • Entering daily activities
  • Communication of progress and challenges to members of the Oceandata Team
  • Uniform dashboard for each project
  • Weekly status and dedicated project manager:
  • Global dashboard: Main KPIs, Timeline and resource usage
  • Exchanges on KPIs / critical projects or with future challenges

Transparency. integrity. Execution.

A functional analysis offer a total satisfaction guarantee :

  • On-time
  • On budget

Turnkey project implementation

Project Kick-Off

To identify the weak and strong points of the project.

Thus, after having proceeded to a functional analysis of the solution, an action plan is established in order to establish a constant improvement of the project progress.

The grid of tasks, list of tasks and milestones to be reached are the subject of a global communication with all the actors of the project to capitalize on the experience of all the team which works to realize a project together.

Save billable and non-billable hours with the Projects Time Sheet module. Save every minute of your hard work, manually or with timers, and our built-in integration with Zoho Invoice will automatically generate invoices from your timesheets.

Implementation Guide

Collect and classify all project documents in order to make a first synthesis and a brief history of the project execution planning and which analysis documents correspond to which deliverable according to the business perception of using the solution for the customer.

Organize a meeting with the seniors of a project and answer all questions by documents according to a given deliverable.

Brainstorm positive and negative points in the project and explain why. Based on the facts of the client’s usage expectations.

Take notes of the positive and negative points and demonstrate in the notes the causes and repercussions.

Identify areas for improvement

Identify the points of improvement by writing them in the form of very operational action plans, while remaining synthetic.

Before closing the Kick-Off (and to be used again at the end of the project as an introduction) Prepare a summary list for the client administrator and classify one or more actions to be taken in the short term (1 month to 6 months), medium term (6 months to 1 year) and in the 2nd project (long term_ 1 year to 3 years).

Communicate to the account manager the project balance and the lists of actions/improvements to be taken in the short term, medium term and long term.

Project organization

Project organization: Analyze the project management method and the communication optimization between the internal team and the client’s team.

Achievement of the result

Result Achievement: Allows for analysis of the technical aspects of the project.

What worked well: Regroups all the elements of the project that worked well; both in management and creative technical workarounds.

What needs to be improved: Regroups all the elements that did not work well during the execution of the project; both in management and technical aspects.

Conduct a Project Debriefing

Conduct a Project Debriefing: Write a project debriefing that presents a summary of actions to be taken to improve and to highlight the good performance of each team member during a project.

‌Let’s talk Planning!

‌Project Plan: Was anything too vague in the plan? Was the plan missing any key information?

Resources: Were tools, budgets, and team members allocated correctly? Were the needed resources adequate for the project?

Timing: Did we build any slack into the schedule? Were the deadlines achievable and realistic?

Tasks: Did we account for all needed tasks? Were the related dependencies and deliverables tracked for each task?

Documentation: Was the document repository adequate for the team’s needs? Did the documentation plan help the project succeed?

‌Let’s talk execution!

‌Workflow: Did the workflow fail? What parts of the workflow were not properly documented?

People: Were there any issues with the team hierarchy that resulted in problems? Were the right people assigned to the project?

Tasks: Were there any tasks that were more difficult to complete than they should have been? What tasks were not completed properly?

Delays: Were there adequate processes in place to deal with delays in the schedule?  Did delays contribute to any issues later in the project?

Management: Did management interfere in any way that obstructed the team’s work? Did management and the project team work together?

‌What is our communication plan?

‌‌Channels: Did primary methods of communication fail in any way? Were there any inadequate channels of communication?

Team: Were team members able to communicate when and where they needed it? Did team members ever need to bypass the agreed-on communication methods?

Manager: Was management able to effectively communicate with the team? Was the project team able to communicate with management when needed?

Meetings: How can meetings be made more effective? Were there too many or too few meetings?

External: Did communication with the client function as expected? What other methods of external communication need to be reviewed?

‌Results, let’s talk about them!

‌Primary Goal: Was the primary goal of the project met? What hurdles made reaching the primary goal difficult?

Secondary Goal: Did the project meet the secondary goals? What prevented them from being achieved?

Quality: Did the project allow the team to execute with quality? Did you meet the standards outlined in the plan?

External Performance: Was the client happy with the results? What surprised the client?

Internal Performance: Did the success metrics make sense? Were they achievable within the constraints of the project?