Incorporating a Change-Implementation Plan into Your Change Management Workflow

PETE MARKOVIC: I'll try to get you guys out of here a little bit ahead of time if we can. Obviously, if we have questions, we want to answer all of those, but I know there's a big session coming up. So let's go ahead and get started. First of all, thanks guys, everyone, for showing up to my session today-- Incorporating Change Implementation Plans into Change Management. With all the other exciting topics that are going on right now-- VR, Inventor things, Forge, all that stuff-- to come to a data management topic, it says a lot. It's not always as exciting. It's exciting to me, but I appreciate you guys coming in.

My name is Pete Markovic. I work with Imaginant Technologies as a senior solutions consultant. Been there about seven or eight years. I think it's almost eight years now. Nothing like putting a big picture of your face up on the big screen, right? I work primarily in the data management side for Imaginant. I work on the manufacturing team, but specializing in data management. So Fusion Lifecycle, Vault, those are the two main things that I work with.

Before I wanted to start, I wanted to just ask, who all here is already using Fusion Lifecycle? OK, so not too many. So this class is a little bit of more of an intermediate class for the topics that we're going to discuss. Certainly, if you've not been exposed to Fusion Lifecycle, this is a great place to certainly see what it can do.

Those of you that are using Fusion Lifecycle, how many of you guys are the actual admins? OK. Awesome. How many of you guys are using the modern UI? One, two, maybe? OK. I'm going to show everything in the modern UI today. And for those of you guys that don't know what the modern UI, that are new to Fusion Lifecycle, there's been a recent overhaul to the user interface. So if you've seen Fusion Lifecycle in the past and it looks different today, that's because this is the modern UI. It does look different. There's some enhanced functionality that's in there. There's still some things that we're hoping to get incorporated as well. But that's what we'll be doing today.

So the agenda today is, we'll talk a little bit about, what are we doing here today? Is it about change implementation? Is it about change management? Is it about a technique of working with tasks workflows? That's really what it is. I wasn't really quite sure what to call this session. This is something that we've implemented for many customers, so that's why I chose the topic of change implementation plans. This isn't a class about change management. I'll tell you some good principles and practices, but it's really about tasks.

And Fusion Lifecycle is all about workflows. In fact, product lifecycle management, you can kind of substitute the P for process lifecycle management. So we're dealing with processes in Fusion Lifecycle-- those processes that have tasks. New product introductions usually has tasks. Stage gate, we have deliverables, we have things we need to do. Change implementation plans has tasks. Audits, if you do quality audits, things like that, you might have tasks to go out and do. CAPAs have tasks. So anywhere where we have tasks, we can apply these principles and these techniques. And those of you that are familiar with Fusion Lifecycle, when you get a tenant-- as we call our site-- there's already some tasks in there. It's on the NPI workspace. That works great, but I've taken it to the next level. And I'll explain why, and some of the things that we can get out of that.

So we'll talk about the process of how to. The handouts have a lot more detail, so I highly recommend, if you haven't already, download the handout. Maybe I might-- I've proofread it a few times, or quite a few times, actually. So I don't think it's going to change. But that will have a lot more detail than what you'll see in the slides. But I'll try to go through a lot of that detail in the demonstration as well. We'll talk real quickly about some best practices, and then quick summary, wrap up, and hopefully have some time here for some questions.

So change management. Does everyone in here have a really formal, nice, documented change management process? It's one of those things that, we all need it. As an engineer, it's nice to know what's going on, what revision is what, and how did we get to where we got to, and why did we make these changes. Surprisingly, there's still a lot of companies that don't have a formal process. So obviously, to do change implementation, we really need to start out with having some sort of change management processes. We're not going to go into a lot of detail about that, but we are going to start with that. We're going to take a standard-- what I'd call a standard ECO workflow, and we're going to add implementation to it.

But change management. So again, a few things I wanted to point out is, why do we do it? Well, our products-- and our processes. A lot of companies have change management for even their business processes-- not just products, not just the things that we manufacture, but ISO standards, things like-- or quality manuals, things like that that need to change and evolve over time. They need a change management process, too. So it can be documents. It can be products.

And why do we do that? Well, quality is a big part of it. Cost is a huge part of it. We don't want to repeat mistakes. A lot of companies have change management because of the industry they're in. Automotive-- I worked in automotive for about eight years. Probably the most robust change management processes I've worked with in my career. So sometimes it's forced upon us. But it's really a way to control the chaos. So that would be the first thing, is have some sort of change management process.

Now, when we have that process, that's great. We now have documentation of what we did, who approved it, what we're going to do. How do we know what happened? And this is where a lot of companies stop. They're like, well, we did the change order. Everybody showed up to this ECB meeting. Everybody signed off.

And Mary Jane ran off with the change order and, miraculously, things happened. Drawings got updated. Bills and materials got updated. Quality manuals got updated. Service managers. All those things that need to happen-- well, sometimes they happen, and sometimes they don't. And if they don't, then what do we got to do? Rework. We have to go back and do it again. So why do we have change implementation? To cover that-- to make sure things are done on a consistent basis.

Now, here's a definition. You can notice the source on the bottom, because I couldn't find one, so I made up one. But this is my definition of what change implementation plans are. It's a process, and it usually consists of checklists and tasks-- sometimes nothing more than a phone call, but you want a record that you did that. So the things in your organization to ask is, what is our CIP? Is it documented? Do we have anything around that? Do we use emails and Word docs, Excel files, paper? A lot of companies still do that. And it's really about the consistency.

So a typical workflow might look like, well, we prepare a plan. We assign tasks, monitor the tasks, and then we close out the ECO once the CIP is all finished. And somewhere, we might even have something documented, like over on the right there where it says, what are the things that we need to do? Maybe we have that checklist. Well, putting that into Fusion Lifecycle, incorporating this into our change management processes, is really where we want to get to so we have that documented record.

So a typical ECO workflow. Simple. We have a CCB review. A lot of you guys that are using Fusion Lifecycle. This may be what your change management workflow looks like. It's not the out of the box one. I was going to use the out of the box one that comes with Fusion Lifecycle, but I thought, I'm going to simplify it even a little bit more. So after CCB, the change order is approved, and then we close it. Well, to add implementation, we're really just adding an extra state in our workflow. So if you have Fusion Lifecycle and you have a change management workflow, this is all we really need to do to that workflow, is add this extra state. In this implementation state is where actual CIP tasks and our implementation plan is being executed.

Now, there's a couple of things around-- my experience has been working with customers. In some cases, we've done all of it right here within the ECO workspace. So when we go into implementation, we create tasks. If you guys are familiar with the NPI workflows in Fusion Lifecycle today as you move into your phase gates, when you come into the development phase, tasks get created from a checklist and assigned, and so forth. We could do that in this workflow. We could do that in implementation state.

But what I've found is, with a lot of companies, once an ECO is approved, they want it locked. That's a good practice. We've approved it. We've signed off on it. We don't necessarily want people going back and changing what we approved. So when we do that, if you guys are familiar with Fusion Lifecycle, once you lock a record, it's no longer editable. So that doesn't give us the ability to now work with that ECO record anymore.

So in my example-- and this is what we've been doing for a lot of companies-- is, when we go into the implementation state, we'll actually spawn a new record-- a different workspace record, one that is what I call the control room for-- I'll show that here in a minute. I thought it was the next slide-- for taking care of the change implementation plan.

So if there's anything about Fusion Lifecycle is, you'll never do-- no two companies will do the same thing. Every company is a little bit unique. Everybody's requirements a little bit unique. If this is an approach that you guys need, to have a locked-down change order-- which, again, most cases you want that-- then when we go into this implementation state from our change order, we're actually going to get off a new record that's going to control change implementation. It's still going to be linked back to the ECO. Good practices in Fusion Lifecycle, we always make these connections. When one record spawns another record, we make sure we control where that came from, or we monitor and record where that came from.

So I'll get into that in a little bit more detail. But the planning stages, this is really important of any Fusion Lifecycle workspace. So today, you're going to learn a little bit about best practices just in developing your workspaces in Fusion Lifecycle. You can't over-plan them. Spend as much time as you think you need to get the 90%. You're going to iterate that other 10%. It's a continuous process improvement, so we're not expected to get it all right right from the beginning. But there's no harm in trying.

So when we're talking about change implementation, is this just one department that usually has to implement changes in your organization? It's not. It's not just engineering. It always falls on engineering, it seems like, for the most cases, but everybody should be involved throughout your business. So go out and talk to them. Go talk to the folks in finance and say, OK, well, how does an ECO impact you? What are the things that you need to do. Go talk to service. What are the things that you need to do? And start developing those lists of tasks. Find out, well, do you do this every time? Does it change based on the kind of ECO it is? Does it change based on the kind of products that we're doing? And gather that up. Document what do we do today, if you don't already have it. It's always nice to have a where did we come from and where are we going kind of thing.

And then lastly, about tasks versus a checklist. I've seen this get a little overdone where someone wants to create a task that's just simply a phone call. Well, if the task is going to take less than the actual work of going in and monitoring it in Fusion Lifecycle, it probably doesn't belong in there. So we use a three-day rule of thumb. If the task duration is less than three days-- and maybe you go down to a day. But certainly, if the task really literally is five minutes, your users are going to spend more time going into Fusion Lifecycle and moving the workflows and saying, yes, I did it, and they're not going to like it, guarantee it. And so really watch that.

Now, what I'm going to be presenting here to you actually lets us do assigned tasks and checklist items, so we can still track them. So those things that are not going to be a task that's going to be assigned to somebody, we can still check off and say it was done, so that way we have it in our records for future.

All right. So let's get into the how-tos. This is what we're here for today, is to see, how do we put all this together? Well, we need to identify all the moving pieces. And in this case, we started out with a change order, so we have that workspace to work with. It's an existing workspace. We're just going to modify it. And in this environment, like I mentioned earlier is, we're going to create an actual record to manage our change implementation. I call it the control room right. So you'll see that. That's a new basic workspace with Workflow, because there's going to be Workflow in there. And define your fields, your descriptors, your workspace buildout 101. A change implementation tasks workspace.

So these are our tasks, similar to what you might have done in NPI or other workflows, where we're assigning tasks to people in Fusion to go and do. And you can have different tasks. Some companies have combined their task workspace to monitor or to create tasks from different workspaces. That can be done. So we could have NPI tasks that are mixed amongst CIP tasks. But I don't know if there's really any benefit in there, as workspaces are free. That's the beauty thing about Fusion Lifecycle. You don't have to call up your sales guy and say, hey, I want to add another workspace. What do I got to pay? Workspaces are cheap.

We need a tasks template. So that's really what drives a lot of this, is the templatizing. There's another word I created. So templatizing our processes gives us a repeatable set of information that we can use. We know what those tasks are. By getting them in front of people early on in the process, it can start jarring them to say, yep, I need to do that, yep, I need to do that, rather than, oh, I've got an ECO sitting in front of me, and they draw a blank. I don't know what I need to do. So we can put these into tasks. So we'll need a task workspace as well.

And the whole thing here, too is, if you're already in production with something, how do we work around that? That always is a challenge in Fusion Lifecycle. So what we do there is-- hopefully you guys are familiar with how we can manage groups and roles. And basically, any of these new workspaces we don't expose, by just not giving people access to them. That's easy to do. And then leave the last thing to the change order one, because that one's in production. And those of you guys that know how you can hide states and transitions on your Workflow maps, there's another option. So be a little careful when you're working in a production environment, obviously. If you have a sandbox, great. Do this in the sandbox first.

So when we do our templating-- some of these slides, like I said, they're pretty simple. I go into a lot more detail in the handouts. And of course, we're going to show this more in the live. But this is a grid tab. So it's rows and columns, just like an Excel spreadsheet. Excel does great things when it comes to columns and rows of data. Try to keep it simple. Start simple. We can always move to complex if you need to. But keep the numbers of columns and things that you're having to track minimal, if you can. In my example, we have a business area, so we can identify which area's being impacted, what does the task belong to. So engineering has a couple of tasks up there. Finance has a task service. So it's just a way of me organizing who's doing what, the name, the description. I'll use those two fields, because I like the names to be shorter. I don't know if you guys-- sometimes those descriptors get to be really long, if you start pushing the stuff in there. So sometimes I'll use a simple description and a longer description type thing. We can pre-assign tasks in our template. If it's always Mary that does something, rather than when we go and do an ECO and we have to actually implement this change and assign it to Mary, we can do this in the template. Now, mind, I have none pre-assigned, but that's certainly an option. Also, you'll see when we do create these tasks, maybe we always assign them to Mary, but for whatever, this week we assign it to Fred. We can change that as we need on the go. And I'll show that to you. And then lastly there, I have a durations. So again, what's the standard time? It's all about a template. What do we think it's going to take to-- our average time to update drawings is three days. Well, that's a great starting point. Rather than to have to try to come up with that time every time, start with some defaults. So that's what lives in our template. And what's important here is to make sure we identify these columns and match them up where we start moving this data to other records-- the same names, the same columns. It'll help you a lot when you start mapping these things over. So we have a business area, a task name, a task description, the assigned to, and the task duration.

Now, we can do multiple templates. My example, we've got one. But I have done that for companies where, again, depending on the severity of the change order, maybe some change orders require 50 tasks, and some require 10. Maybe we have fast-track. Fast-track's a lot less. So we could do different templates. Then back in our change order, when we select what kind of change it is, it will pre-select the template. So again, just put a little thought into it. It's your business. It's what your company does. But it certainly can be done, and it's not that difficult to do that kind of logic in your scripting. Same with products. Maybe these assignments should be assigned to different people depending on what product lines you're dealing with. So you can have multiple templates, and in a lot of cases, we have done that.

So the CIP workspace, this change implementation plan, what exactly is it? Again, I call it the control room. This is going to be the record that's linked back to the change order, but it's also the record that's containing all the tasks that need to be done. And we'll see that here in a little bit. Again, why did I go this approach? So that we have a record that's modifiable. The change order has been approved. It's been locked. Our revisions have already been implemented. We've gone through CCB. Once we hit approve, rev A become rev B whenever our effectivity dates are. So change implementation usually happens after the approval process, so it's follow-up behind and the things we need to do. So putting it in its own record gives us all sorts of flexibility.

Again, it's just a thing we've learned. We've done the other path, and then we've had to come back and change because companies are like, well, my ECO is locked. How do I make any changes? How do I do anything to my change implementation plan? Can't do it. But what we do do is, we transfer all the information from the ECO over to the CIP that's relevant. So in our scripting, we'll do that. And we built in some flexibility. So we're pulling in tasks from our template. We're also giving you the ability to put in ad-hoc tasks. So maybe in this particular change order, you just have a unique task that needs to be done. And we also give you the ability to use it as a checklist without creating records and assignments.

Again, some of the best practices here-- transfer the information. Field names should match. These are going to be key things you're going to want to do in any workspace development. Whenever you're spawning a record from one workspace to another, keep the field names the same. It certainly helps when you're doing your scripts. We're dealing with grid tabs. So one grid tab off the template is going to feed the grid tab on another workspace. So it's easy to do that way. And keep it simple. You can see here, this-- my CIP workflow, it's pretty simple. It's three states. There's an analysis state, the CIP state, and then it's closed.

Now, there are a couple things on here-- you see there's some transitions that are what I call the looping transition, going back into the states. Those allows to run scripts, and we'll see that here when we get there. And they're also-- I'm using the hidden transition there, so users don't even actually see them on the maps, if you guys are familiar with that.

The tasks themselves. Again, very simple workflow. There's nothing wrong with having a two-state workflow. I know sometimes companies like to look at that and-- I paid a lot of money for this. I want to do all sorts of great things. Simple is fine. From user adoption, it will be definitely a nice thing. So as soon as-- this is the task that a user would get assigned. If they're told to go update drawings, this is the task they get. Look where it lands right away-- In Progress. I've seen other workflows where it gets assigned to me to do drawings. First thing I need to go in there is tell Fusion Lifecycle I'm even working on it. Again, if we make it too cumbersome for the users, there'll be pushback. So we drop them right in. It's in progress. As soon as I assign it to Fred to go make those drawing changes, he's working on it.

Notice we have some reminders. So some good things. Anytime you have tasks that you want people to work on, put reminders on them. So that's what the little envelope is there on that state. Every day, if you want, if you really want to annoy them. Every three days. Whatever it is you want to do. So really, the user only has to come in here and move it from In Progress to Complete when they're done.

We can also put deliverables on these tasks. I have done that. So back in the template, we could have put a column that said, attachment required. And so that way, when this task gets built, we transfer a field onto this task that says there's an attachment required. Before they're able to close this out, there needs to be something attached. So for updating drawings, maybe we want to make sure that those drawings get updated. So all sorts of different things that we can do to even enhance this even further.

Important thing here on the workflows, though. Don't let the work get stuck. So whatever you need to do, either some reminders, custom email notifications, things like that to let people know, hey, we're waiting on you. But we also have the CIP record that's going to monitor these tasks. So we can go to one workspace, one record, and we can see where we're at in the plan.

So let's go take a look at this. And unlike some of the others I know-- I'm doing this all live, guys. I have no recording. So it's either the cloud's up and the internet's up, or we'll be talking about something else.

AUDIENCE: [INAUDIBLE]

PETE MARKOVIC: Yeah, well, I like to live on the edge. So I have some change orders and things like that already created, because I don't want to bore you guys too much with a whole bunch of mouse clicks, things like that. But we'll start here with this change order. Now, this is the new UI, if you guys haven't seen it. It looks a lot nicer. It's a lot more modern-looking, probably, compared to other websites that you guys have seen.

One of the things that I would recommend is, you notice in my workspaces here, I try to put as much effort as I can in notes or instructions for the users right in the screen. This helps when it comes to training or anything like that. In the workflows themselves, you can also put notes. So a combination of the two. If you are on the modern UI or planning to go to the modern UI, and you're still on the classic or the-- is it called the classic? Yeah-- this has changed a little bit. You'll have to redo some of these things. We've moved away from the technique that we used to be able to do that.

So the simple ECO. ECO number, description. I've added one section in here-- the change implementation plan. You can see there's nothing in there yet, other than a note that says, the impacted business areas will be filled out based on the CIP tasks selected. So when I create this ECO, it created a list of tasks. When I select them, it'll come back and modify this information in this area.

Also, in the Admin section-- most times we have an Admin section. Can you guys see that? Oh yeah, you can. Users don't see those. We can hide sections. Again, if you're not familiar with Fusion Lifecycle, we can turn information on and off on this screen to users. So this Admin section, it's admin. So they don't even see this. But notice we have a task template selected, and it's selected to this template name called CIP Task. So that's where we draw those tasks in. We make that connection. It's just a pick list of records. Those of you guys that have used Fusion, you guys know what I'm talking about. You can create a list of records. So if we had another template, that template becomes available immediately to this record.

Let me jump back here. I'm going to just create a brand new one, because I want to show you what we got going on here on the change orders, because that one's already created. So when we create a new one, I have some required fields. We need a description. So we're just going to call it New Change. And what product lines we're dealing with. So I'm a SCUBA manufacturer, SCUBA equipment. Change coordinator is going to be me. So we have to fill out the required fields. Not going to fill out everything here. We have a priority reason. Here's my approvers and so forth. I'll go ahead and save this.

Now, upon creation of this ECO, this is where we've actually gone out, we've populated a tab here called CIP Tasks. This is coming from our template. I'm going to make these a little bit nicer so we can see them all at the same time. OK. Now, where does that come from? If we go back here to our workspace-- this is a different workspace. This is our CIP tasks. So this is our template. This is where we set this up. We set up all these rows-- business areas, task names, task descriptions, assigned to, and I have my duration. So again, when I created-- oops, go back here to this change order. When I created this change order, it brings this information in. Pretty simple task to do.

Now, in the handouts, I have the scripts that show you how we did this. So I set the template. On creation of the ECO, I set the template to the CIP Tasks template. Hard-coded that in. I only have one. Now, again, we can put some logic in there if we start adding more templates later. But I hard-code that in, and then on creation, I just go transfer row by row.

I'm going to go over to this one. This one's actually little bit more filled out ready to go. So I filled out this information. I don't have an affected item on here. Let me throw that on here real quick. Because if we're not changing something, why are we doing it, right? Same rules apply if you've worked with change management before. We need to set its lifecycle. So this going to be a production revision. So I'll go ahead and do that.

Now, as the change coordinator or the person submitting this ECO, what my task would be is to come onto the CIP Tasks. Again, this was generated from that template. And I will take my best guess-- at this point, what's affected? Now the nice thing here is, again, I've got a list of things, so I don't have to try to think of everything. I just got to read them off and say yes or no to them. So I'll say, well, I know my drawing's going to be affected, so I'm going to say I need a task for that. Manufacturing might be affected. Maybe we need do some sales, cost analysis, things like that. So those three tasks I think need to be done. I'm going to go ahead and save that.

Now, if I look at my workflow-- again, this is the ECO workflow-- I'm ready to submit to CCB review. So I'll go ahead and do that. Well, you know, it stopped us, because it's like, wait a minute. You've selected tasks that need to be created, but you didn't say that we're going to actually build a CIP plan. So again, just building in some checks and balances. This is what Fusion Lifecycle is really good for. It forces us to say, well, are CIP tasks required or not? Now, if I would say no and try to submit, it's going to stop me again. It's because they say, wait a minute. You checked off some boxes on the tasks and said you needed them, but now you're saying you don't need a CIP record. Doesn't make sense.

So this is really-- again, if you guys are just being exposed to Fusion Lifecycle for the first time, this is what Fusion can do for you guys on any process. It validates it. It enforces what you say you want the business to do. And it's simple to do. This is all done through JavaScript. Even a dumb engineer like myself can figure that stuff out. Most people can. So tasks are required. If I go back to my workflow now, I'm going to go ahead and submit this. It was happy this time, so I went ahead and submitted into CCB review. And because I'm the only approver, I'm going to go ahead and approve it.

So now it's in the approved state. It goes back to the change coordinator. The change coordinator now will push this over to implementation. Now, one of the things that I could have done-- again, I took an existing workflow, and I really just added the implementation state. This Approved state's maybe a little bit redundant. You've got to identify that. Sometimes we do need to make a few changes, but understanding we could already have change orders in process, you got to be a little careful here, because when I'm working through this, I'm like, well, it's already been approved. Can't we just go right to implementation? We have done that. That's usually what we do for most of our customers-- again, if, we're starting out from that way at the beginning. Just depends on if you've already got workflows in place or not, how you end up modifying them.

Now, notice I have an implement transition that's available to me, and I don't have this closed. Now, if CIP wasn't required, I could just close this out. So again, build out your workflows with every option you think you need. But we're here to talk about implementation, so I'm going to go ahead and do that. And I'm going to put this in the Implementation state.

Now we're over here. Nothing is available to me. I can't close this out. I actually have set up that when implementation is complete, this gets closed automatically. So we don't even need to come back to this record. We're done. The change order is done. It's not closed, but it's in implementation. So anybody comes into Fusion Lifecycle now will see exactly where we're at.

Well, where is that implementation record? Back here on the details, we actually wrote it in here to the associated CIP record. We've also identified which areas were impacted. So let's go ahead and open this up. If you've worked in Fusion Lifecycle for a little while, you know the technique of opening in a new tab. So we can just jump from record to record really easily and very quickly.

So here's my new CIP record. I just created this. All that information has been filled out for me automatically. The CIP number matches the ECO number. So anywhere where you can bring that synergy between the two records to make it well, hey, CIP 6 goes with ECO 6. So again, this is all done through scripting when we generated this. The associated ECO record is in there. Here's our ECO information-- what were we doing? Here's our impacted business areas that we transferred over.

If we look at our CIP analysis-- now, this is where I differentiate away from the out of the box tasks, is I've added on a grid tab, and we call it CIP Analysis. So basically, it's an analysis tab that lets the change coordinator now manage-- bothers me sometimes. Kind of OCD on this stuff. Just trying to make it a little bit more readable here for you guys. There you go.

So these were the tasks that got brought over. And how did they get brought over? Well, we identified that engineering was impacted, that manufacturing was impacted. So even the ones that we didn't say tasks were required, we brought them over anyways. But notice these three already have checkboxes, because we identified those in the ECO early on that they're required. We want tasks for those. But in case the person forgot, or didn't think about, what about the other sales tasks? We just brought them along. And again, I could have just brought the ones that we checked. Certainly doable. Every site, every company is going to have a little bit different setup of what they want. But I've got tasks required based on that.

Now, look at the due dates are already filled in. That came from the template. In our template, we had a duration. So it today's date, and whatever that default duration was, added those days on. So great, if that's what I want to stick with, but I can edit this. And that's what we're doing right now. If we look in our workflow, we're in the CIP Analysis. And here's where-- if I can zoom that up a little bit so you guys can read it the back there-- that's where we added in some notes. What is the change coordinator going to do? They're going to add or remove tasks. They're assigning the tasks, the due dates, and anything that's marked required is going to create an actual record task. So again, anytime that you can put in information into your workflows to help assist with the users, it's just a good thing. They know exactly what we need to do now.

So let's do that. Let's go back here to the CIP Analysis. And as the change coordinator, I'll go through and I'll analyze this and I'll say, let me go through and take a look at these. I don't need to do any BOM changes. I don't need to do anything sales. We're going to keep it simple so we can get this accomplished early. We're going to go ahead and remove those. Save our changes. With the modern UI, we don't commit our changes until we've actually saved them. So we have the two tasks left. Now, this create and update manufacturing documents, I do definitely need a task for that. So I'm going to say task required. And I'm going to go ahead and assign these at the same time. So of course, I'll assign them to myself, because there's no one else there to do the work.

Here's where we can do ad-hoc tasks. So if you've worked at the NPI tasks that come out of the box, you get the stuff from the checklist or the template, and that's it. But let's say for this one, I have another task I need to do. So I can create them right here on the fly, and I can say, you know what, I do need to have a finance task. And I'm going to call it Update ERP. I don't need a description. And it's going to be assigned to me. Oops. The joys of working live.

I can go in here and pick the due date. So the due date is going to be the 23rd. Again, I can adjust those other due dates. They came from the template, but maybe I don't want those. Maybe I do. And in this case, I'm not going to create a task. I don't need an actual record to go do this. I just need a checklist. I just want to know that this update ERP was done.

So I'm going to save these. Once I've done my analysis now for CIP, I can go ahead and move this into the CIP state. Now, what that's going to do is actually now go create records for the tasks that I said I need a task required for-- a task record. So if we look here, this is our project management tab, if you guys are familiar with Fusion Lifecycle. Notice there's two of them. We had three, but this one is really just a checklist-- this one over here, this Update ERP. We also see we have assigned dates. So when did we assign this? It was today. These records got created. They've got assigned to users.

If we go and take a look at one of these-- let's go ahead and open up one of these. Now we're down into the actual task. This is what gets generated and sent to the user. So again, transfer of information. The CIP number plus task 01. So we actually have a new sequencer every CIP plan so that we can identify which tasks go which to CIP. Assigned to me. Who's the change coordinator? What's the associated ECO? Keep it simple. If you want more information, certainly add it. But start somewhere. If we look again at the task workflow here, we'll see it's very easy, very simple. It's in progress. If we're done with it, we'll go ahead and save it. We're done.

Now, one of the things I've done for a lot of companies-- I'm just going to go back up here to CIP and do a refresh-- is that any time a task is completed, we can send the change coordinator an email that says, hey, Pete did this task. It's done. In this case, I actually send the change coordinator an email when all tasks are complete. So we can do custom notifications Fusion Lifecycle. You notice now it says it's done. 100% complete. If I go back to my Analysis tab, we've also captured some information in there, too. It's completed.

We have the one left here to do. Let's jump over here real quick. I'm just going to go down into the record, move the workflow. Oops, I went to the wrong one. My bad. One of the things in the modern UI that they took away is, we were actually able to do the workflow and the project management tab for each of the tasks. I've asked for that back. Hopefully we get that back. But again, this isn't happening in conference time. In real life, this is going to take a few days, things like that.

But we come back to our CIP analysis now. We'll see that everything is done. Those tasks are completed. And if I go take a look at my email, I should have got an email. And there it is. So CIP tasks for ECO 6-- modify yoke assembly-- are complete. So as the change coordinator, I got an email it said, all these tasks are complete. So now their job is to go back to the CIP record and go ahead and close it out. And we put a link in there for them if they want to use that.

If we're going to go ahead and say, OK, let's close-- now, we also have-- I forgot to mention this. We have a couple other transitions on here, one for creating tasks and one for removing tasks. So even though I'm in CIP now in the actual implementation, and everybody's done with their-- oh, I forgot one. I can create another one, and I can assign that to a user, send it off, and wait for it to come back. So a lot of flexibility in these workflows. We've just ran through this with a lot of companies. That's what they needed. They need that ability to be able to adjust every change order.

I also put this in. I'm not going to show it, but there is a remove tasks. The code is in the handout. Something that happens a lot to companies when they use the out of the box tasks is, they're like, oh, you know what, this task is incomplete. Or actually, let's look at the Project Management tab, because that's where we're looking at. This task is incomplete. It doesn't let you close it until it is.

So what do they do? Just remove it. Well, that's an easy fix. It removes it. Now we can close this out. Well, you have a-- I was going to say a hanging chad, now that we're in election time. You have this hanging task out there, still assigned to somebody, still showing up on their to do list. So I've created scripts to go in and actually check the box of which tasks you want to remove, and it'll actually come in and remove it from the PM tab, remove it from the grid, and then actually go down into the record and put it into archive mode and delete it so that it's not hanging out there. So again, it's just that full process. We want to make sure we kind of think through everything and capture as much as we can.