There are three primary reasons and three other benefits.​ It is good practice for support teams to have a maximum work time before teamwork or escalation is expected. If this threshold is passed without escalation, managers should know, especially as the reason might draw-in help and guide improvement initiatives.​ Secondly and of particular benefit to remote and dispersed teams, as well as to managers who are often away from their team, and for retrospective health checks when managers return from leave, when "caught-up" on a time-consuming task during which nothing is journaled, contributing a Progression Note prevents a duty-of-care (welfare) alert that is otherwise triggered by ticket inactivity. Naturally, team members wish to avoid managerial concern, so duty-of-care alerts serve as a catalyst to maximise Note contribution and resulting improvement initiatives.​ The third reason is maximise each team member's performance profile. The primary team benefit is service improvement.​ Secondly, with Team Together, ticket ownership is maintained, maximising First Contact Resolution rates and avoiding unnecessary escalations, delay and backlog. Thirdly, Progression Notes are the ideal channel for submitting ideas and observations generally.

An operational problem is a TPM term that can be said to be the avoidable cause of a task difficulty or inefficiency. TPM is unique in being able to surface all operational problems, through Progression Notes.

There are six reasons. ​ Team Together channels assistance not only in response to specific help requests, it also does so when "time-on-ticket" is excessive and it enables rapid support for service team inductees when it's seen that their journaled activity doesn't reflect procedure. Team Together is another reason to contribute Notes, feeding improvement. Even when there is no Note, assisted activity feeds improvement through Improvement Register integration. It's a robust collaboration process - everyone can see what still needs to be assisted, offered when convenient around other tasks. Managers have the same information, so know when to step-in with backup assistance. Teamwork is measured and can be incorporated as a performance objective.

Team Together and "Pulse" - the manager's monitor - show not only how long each team member has been working on an activity, the total time spent on the ticket is also shown making it even easier to know if help might be needed and offered even if there is no Progression Note.

They do not trigger between 12.00 - 14.00, nor if clocked-out using the end-of-day feature on the My Activity Dashboard.

Opimise suggest using this formula: Inactivity Alert threshold = Team maximum work time + 15-minutes Service Desks differ in nature of work but a threshold of 45-minutes might be typical.

No. All three scenarios are incorporated in how TPM works.

Yes. Our workshops are designed to lead teams to conclude that TPM's procedural and operational improvements are highly beneficial and necessary.

Detailed "My Activity" Dashboard (although this is hidden until used); Inductee support; all managerial Dashboards including "time-on-ticket" insight, activity timeline, attendance knowledge, team performance, basedlined team member performance and KPI Dashboards.