Twenty projects without a spreadsheet

What the spreadsheet was doing for you

Most agency spreadsheets answer three questions. Where is each project right now. Who is carrying too much this week. Which project is going to be late. The spreadsheet answers them only as well as the last person who updated it, and by twenty projects that person is updating it instead of running the projects.

Tasked answers the same three questions from records the team produces by working, not by reporting. A task moves from one stage to the next on a board; that move is the record. Everything below is built from it, and none of it needs anyone to fill in a cell.

One board per project, from a template

Every project runs on a workflow board copied from a template. Tasked ships ten workflow packs for general work (sprint, incident, design request, campaign, bugfix, approval flow, test cycle, release, software, project delivery) plus five for video (commercial, documentary, wedding, corporate, social content batch). A template names the stages in order, gives each stage its SLA hours, and marks which stages are approvals.

The commercial template, for example, has ten stages. Brief carries 48 hours, Script 72, Script approval 48, Pre-production 120, Shoot 48, Edit 120, Rough cut review 48, Final cut approval 72, Delivery 24, then Done. Those hours are template values you change per organisation; they are not a promise Tasked makes about your studio.

Approval stages open a client portal that needs no account. The client arrives through a code, a link, a phone number or an email, watches the cut frame-accurately at its source frame rate (23.976 and 29.97 included), leaves timed notes, and approves, rejects or requests changes. The decision moves the task on the board, and that move is recorded like any other.

The record the analytics are built on

Each time a task enters a stage Tasked opens an interval, and each time it leaves, it closes it, in the same database transaction as the move itself. A task that is sent back to the same stage starts a new interval. An interval that is still open counts up to now.

Intervals are grouped by the stage name across projects, not by the individual board. Every project has its own copy of the workflow, so the Edit stage on project A and the Edit stage on project B are different rows; the analytics treat them as the same stage because they carry the same key.

The audit log underneath is append-only. There is no update or delete path for it in the application, so a number on an analytics screen can always be traced back to the events that produced it.

Five views, one set of numbers

A daily job rolls yesterday's events into one row per organisation, per project and per member, and scores every project for late-delivery risk. The five analytics views read those rows; they never recompute from scratch, which is why two screens cannot disagree.

• Portfolio: tasks completed in the window, open and overdue now, hours spent waiting on clients, mean cycle time, and the number of days with no data.
• Bottlenecks: the median time in each stage, from recorded intervals, slowest stage first.
• Clients: which projects are waiting on a client approval and for how many days.
• Load: each person's open workload in minutes against their weekly capacity, with open, overdue and completed counts.
• Risk: a 0 to 100 score per project with the reasons that add up to it, in three bands: low, watch and high.

The weekly report, and what it will not do

On Monday morning the owner receives a report of the past seven days by email and as an in-app notification. The report lists completed, open and overdue tasks, hours waiting on clients, the three slowest stages, the three projects waiting longest on a client, the three busiest people and the three riskiest projects.

The numbers are computed first. The AI is then handed those numbers and asked for three to five sentences and exactly three suggested actions, each tied to one of the listed figures. It is never asked for a number. If the narrative fails to generate, the email waits for the next run and the in-app entry still lands with the numbers.

Where to start

Pick a template that matches how your projects already run and adjust the SLA hours to what you actually expect. Invite the team and create a team with a weekly capacity if the default of 2,400 minutes (five days of eight hours) is wrong for you. Put the clients through the portal from the first approval so the waiting time is recorded from day one.

Then run for a month. After that the bottleneck view has enough intervals to be honest, the risk score has stage history to draw on instead of the default, and the process audit can tell you which SLA you set wrong.

• Boards: ten general packs and five video packs, each with SLA hours per stage.
• Records: an interval per task per stage, an append-only audit log.
• Views: portfolio, bottlenecks, clients, load, risk.
• Report: numbers first, then words, every Monday.

Questions that keep coming up

Is there a limit on the number of projects?

Each plan carries a project limit, and the pricing page lists it per plan. The analytics and the weekly report work the same way at two projects and at twenty.

Do my clients need an account?

No. A client reaches the portal through a code, a link, a phone number or an email, and approves, rejects or requests changes from there. The decision is recorded with who, when and which version.

What does Tasked cost?

Trial is free. Starter is $29 a month, Professional $99 a month and Business $249 a month.

Can I still keep my spreadsheet?

You can export your data at any time. Most teams stop maintaining the spreadsheet once the weekly report answers the questions it was built for.

Does it work in Hebrew?

Yes. The product is in Hebrew and English with right-to-left layout, and the weekly report is written in the recipient's language.