From org and role governance through to automated client reporting — built around the real operational sequence a fibre network operator's delivery team follows, not a generic project-tracker template.
Zolvd for Teams is org-scoped, not single-user — every project, RAID item, and report sits under an organisation, with role-based visibility layered on top.
Owner/Admin (PMO Manager), Contributor (PM), Specialist (scoped-write, e.g. Access Planning), Limited (Sales/KAM, own-client visibility only), and External/Portal for vendors and customers.
Sales/KAM sees their own clients' project status and RAG — never RAID specifics or internal escalation notes. A PM sees their own portfolio; only the PMO Manager sees the comparative view across every PM.
A PMO Manager can delegate approval authority to a specific PM for a defined window — cover for leave or illness, without creating a permanent second admin tier.
Built for organisations of up to ~20 users — a PMO Manager, several PMs, an Access Planning specialist, one or two Sales/KAM seats. Nothing in the design caps membership there; it's a market-sizing assumption, not a technical ceiling.
Created ahead of external scoping, never retrofitted after something has already gone wrong.
Type, deliverable, description, impact, probability, owner, status, next action, and due date — tracked per project, rolled up company-wide.
A Standard project defaults to a minimal RACI (PM, PMO Manager, client) — never omitted entirely. A Complex project gets the full multi-role matrix. The scaling rule is built in, not manual.
The percentage of RAID items with both a next action and a due date is a first-class governance metric — not something you have to eyeball across a spreadsheet.
An automated Change Log passively records baseline deviations. A separate, active Change Request workflow routes through CAB approval with its own status lifecycle — Submitted through to Closed.
Vendor performance, PM performance, and initiation speed are three different questions. Zolvd tracks them as three different things.
Order creation until a PM is assigned — the leading indicator that a new order isn't quietly sitting unactioned.
PO sent to vendor handover, scored per vendor and per technology type — with delay fault attribution (vendor-caused, client-caused, or internal-caused), so scorecards are actually fair.
Order assignment through to UAT sign-off — the PM's own performance window. A miss can reference an underlying Vendor SLA breach or a client-caused delay, rather than judging the PM in isolation.
Red/Amber/Green status is computed automatically from planned-vs-actual variance across timeline, budget, scope, and risk — but a manually set status always wins when one is entered.
A single-level protocol with hard timeframes — not a vague 'raise a flag and hope' process.
Set once at the client level by the PMO Manager, inherited by every linked project, overridable per project where warranted.
Consecutive weeks of Red RAG status auto-elevate escalation sensitivity, even for a client that isn't flagged Strategic.
A PM documents a trigger immediately and notifies the PMO Manager within 24 hours. Once open, progress is tracked daily — not weekly — until formal closure with a resolution summary.
The same underlying data, surfaced differently depending on who's looking and what they're allowed to see.
RAG rollup across timeline, budget, scope, risk, client satisfaction, and resources — visible to the PM on that project and the PMO Manager on any project.
A PM sees strictly their own numbers — project counts, as-sold revenue, SLA compliance. Only the PMO Manager sees every PM, comparatively, avoiding an unhealthy league-table dynamic.
Owner/Admin only. Org-wide RAG tallies across every active project, exportable and directly emailable for Exco-level reporting.
RAID log maintenance, RACI completeness, SLA/OLA compliance, escalation handling, WBS adherence, budget adherence, and client communication cadence — one PM's governance discipline, in one place.
Nine trigger types drawn directly from how these failures actually happen, checked continuously rather than left to memory.
A high-impact RAID item open beyond 5 business days alerts the PMO Manager directly — before it's forgotten.
A 3-day-out reminder before a due date, and an immediate alert the moment one is actually breached.
An order sitting unlinked to a project for more than 2 business days surfaces automatically — no PMO Manager has to remember to check.
When a project's as-sold rollup drifts from the signed quote total, Sales and the PM are notified directly — a divergence caught early, not at invoice time.
A weekly reminder to keep the tracker current before stand-down, and an automatic Post-Implementation Review request the moment a project closes.
The exact governance data a customer should see, sent with one click — not assembled by hand every week.
RAID log, RACI, recent changes, SLA status, and delivery-vs-plan — rendered as a clean, branded HTML email and sent directly to the client contact on record.
Every send is logged — who sent it, when, to whom, and the RAG snapshot at that moment. Not just a nice-to-have: it feeds a governance metric on client communication cadence.
The percentage of a PM's active projects that actually got a status update in the last 7 days — because quietly skipping weekly updates is exactly the failure mode this system exists to catch.
MRC and NRC — monthly and non-recurring charges — not a generic budget-vs-actual model bolted on afterward.
The signed quote total, transcribed once by the PM, is the source of truth. The as-sold rollup is derived automatically from linked order/quote line items — and the two are reconciled, not assumed to match.
Actuals to date, committed costs, forecast at completion, variance, and contingency used — scoped clearly against what's being actively delivered.
