Note: with MSAL the page must be served from http://localhost (SPA redirect URI registered on the app registration).
Active workforce (HRMIS)
Refresh snapshot from HRMIS
HRMIS blocks cross-origin calls from this page (CORS). To refresh: open HRMIS while signed in, press F12 → Console, paste the snippet below, copy the resulting JSON and paste it into the field underneath.
Capacity — Professional Services availability over time
Always from the current month forward · HRMIS department "Professional Services" only · capacity = (working days − personal holiday calendar − HRMIS leave) × 8h × FTE · Model: for each active FP project it derives expected hours (contract-line milestones ÷ rate), the remainder (− effort completed), team velocity (3-month timesheet average) with acceleration (vs previous 3 months), remaining duration = remainder ÷ velocity; the monthly remainder is split by each person's historical contribution share (own hours ÷ team hours, last 6 months; fallback: booking share), producing virtual bookings that never double-count real ones
Queue Flow — backlog per queue, dwell time & hand-offs
Every ticket lives in ONE queue at a time: the flow is Qualification & Entitlement → CS Working (SMAL) → Delivery Working (SMAL/COSU) → Microsoft / ISV. For each queue: live stock with aging, tickets closed while still in the queue (they never reached the next hand-off), median days to close, and how items get picked. Click a queue for the assignment drill-down (who picks, how fast, oldest tickets sitting there).
Support Load — historic allocation profile (Professional Services)
Last 6 months of timesheets, classified by the project's contract-line type: SMAL (support agreements / tickets), COSU Fixed Price (predictable support), COSU T&M (pure reactive tickets, least predictable), Delivery (COIM). The suggested support reserve is the share of each person's time to keep unbooked for emergencies: SMAL×1.0 + COSU-FP×0.8 + COSU-T&M×1.2 (capped at 60%). It feeds the Staffing Board availability.
All Customer Service tickets of the last 6 months. Deterministic metrics: volume and emergencies per client, operator×client handling, efficiency index per operator = 45% SLA success + 35% resolution speed (median days) + 20% throughput. AI analysis (aif-lexhelvetia): main problems per client and cross-client recurring issues — problems seen at several clients at different times, i.e. anticipatable with preventive action.
Project plan templates — by contract line type
ELLE, Business Central and REER come from the official Planner plan "Project Plan Template - Legal Loom"; the other types from PO history. Edits are saved locally and drive the proposal plan and the PO buckets/tasks at commit. Tasks marked Standard only are dropped when the work package is Light/Essential.
Doc Archive — file documents into the client's Teams channel (SharePoint)
Drop documents: the name is derived from the content — English, convention YYMMDD - Document Title (document date if stated, else today) — and the file goes into one of the channel's existing folders (the channel structure is never touched; a folder is created only if you explicitly pick a new one). Contracts are not archived here — they live in Project Operations. Review name and folder before archiving.
📄 Drop documents here (PDF, Office, images) or click to choose — multiple files supported
Staffing Board — build the team for the contract being onboarded
Left: the projects that will be created from the proposal's contract lines (step 4). Drag resources from the right onto a project: role (Consultant / Delivery Owner) and optional soft-booking hours. Role demand is tracked per project and burns down as you staff. If you ask for more hours than a person has free, the reallocation engine proposes plans (substitutions, timeline stretches, postponements).
One FP project (milestones) and/or one T&M project (time & expenses) per contract; tasks from historic templates in a bucket per contract line; FP expenses rebilled via the T&M line.
