# Worklenz
Department: Company-Wide Operations
Applies To: All Allied Assist Staff
System: Worklenz
SOP Owner: Director of Operations
Version: 1.0
Effective Date: July 2026
## Purpose
This procedure establishes the company-wide process for using Worklenz to manage projects, assignments, daily responsibilities, deadlines, workload, time tracking, productivity, and accountability.
Worklenz is Allied Assist’s primary system for identifying:
What work needs to be completed
Who is responsible for the work
When the work is due
The current status of the work
How much time is being spent
Which tasks are delayed or at risk
Individual and team workload
Overall project progress
Company Standard: If work is assigned, it must be documented and tracked in Worklenz unless management has approved another process for that specific workflow.
## Scope
This procedure applies to all Allied Assist employees, contractors, Executive Assistants, specialists, Project Managers, Senior Project Managers, department leaders, and executive leadership members who have access to Worklenz.
Worklenz may be used to manage:
Client projects and deliverables
Internal company projects
Administrative responsibilities
Recurring operational tasks
Marketing and sales activities
Human Resources and onboarding workflows
Leadership assignments
Special projects
Deadlines
Time and productivity tracking
## ⶠStep 1: Log In to Worklenz at the Beginning of the Workday
At the beginning of each scheduled workday:
Log in to Worklenz.
Open your assigned workspace.
Review all projects and tasks assigned to you.
Identify tasks due today.
Identify upcoming deadlines.
Check for overdue tasks.
Review new comments, mentions, updates, and assignments.
Identify your priorities for the day.
Worklenz should be reviewed before beginning non-urgent project work.
## â· Step 2: Review Each Assigned Task
Before beginning a task, confirm that it contains enough information to complete the assignment.
Review the following:
Task title
Task description
Assigned project
Assigned team member
Priority
Start date
Due date
Current status
Estimated effort or time, when applicable
Comments and instructions
Attachments and links
Dependencies or related tasks
If the instructions are incomplete or unclear:
Add a comment requesting clarification.
Notify the appropriate manager.
Do not make significant assumptions about client or company deliverables.
Begin another approved task while waiting when possible.
## ⸠Step 3: Prioritize the Workday
Complete tasks in the following general order:
Urgent client needs
Management-designated urgent assignments
Tasks with immediate deadlines
High-priority assignments
Tasks blocking another team member
Standard recurring responsibilities
Longer-term projects
When two high-priority tasks conflict:
Notify your direct manager.
Explain the conflicting deadlines.
Request prioritization.
Document any approved deadline or priority changes in Worklenz.
## â¹ Step 4: Start an Assigned Task
When beginning a task:
Open the correct task in Worklenz.
Review the instructions again.
Confirm the due date.
Open all required files, links, templates, and references.
Check whether another task or approval must be completed first.
Change the task status to the approved active status, such as In Progress.
Start the Worklenz timer when time tracking is required.
Begin the assigned work.
A task should not remain marked To Do or Not Started when significant work is actively being performed.
## ⺠Step 5: Track Time Accurately
When time tracking is required:
Open the correct project and task.
Confirm that the timer is connected to the correct task.
Start the timer when active work begins.
Pause or stop the timer when work stops.
Stop the timer before switching to another project or task.
Restart the timer when work resumes.
Review recorded time for accuracy before the end of the workday.
Correct inaccurate entries according to manager-approved procedures.
Do not allow the timer to run while:
On extended personal breaks
Performing unrelated work
Away from the workstation for non-work reasons
Working on another project or task
Manually entered time must accurately represent the time worked.
Time records may be used to evaluate:
Project effort
Client utilization
Team capacity
Workload
Productivity
Staffing requirements
Operational efficiency
## â» Step 6: Maintain an Accurate Task Status
Update the task status whenever the stage of work changes.
Use the status options approved for the specific Worklenz workspace.
## To Do or Not Started
Use when work has not started.
## In Progress
Use when the assigned team member is actively working on the task.
## Blocked or On Hold
Use when the task cannot continue because information, access, approval, a client response, or another dependency is required.
## Review or Approval
Use when the assignee’s work is complete but another person must review or approve it.
## Completed or Done
Use only when all required work, deliverables, reviews, and approvals are complete.
Do not mark a task complete when your portion is finished if additional review or approval is still required.
## â¼ Step 7: Add Useful Task Comments
Use Worklenz comments to create a clear operational record.
Document:
Important progress updates
Questions
Blockers
Requests for information
Decisions affecting the task
Scope changes
Approval requests
Completion notes
Relevant links
Deadline risks
Comments must be professional, concise, and specific.
## Acceptable Comment Example
“Draft completed and submitted for review. The Canva link has been added to the task. Awaiting Project Manager approval before scheduling.â€
## Unacceptable Comment Examples
“Done.â€
“Working on it.â€
“Waiting.â€
Provide enough information for a manager to understand the situation without needing to contact the assignee for basic details.
## â½ Step 8: Handle a Blocked Task
When work cannot continue:
Change the task status to Blocked, On Hold, or the equivalent approved status.
Add a comment explaining the blocker.
State exactly what information, access, approval, or action is needed.
Identify the person responsible for resolving the blocker.
Tag or notify that person when available.
Notify your direct manager if the blocker may affect the deadline.
Provide the date the request or approval was submitted.
Follow up at an appropriate interval.
Resume work promptly when the blocker is resolved.
Update the status when work resumes.
## Blocked Task Comment Example
“Blocked: Waiting for client approval of the final flyer design. The draft was submitted on July 22. The Project Manager has been notified. The due date may need to be adjusted if approval is not received by July 24.â€
A blocked task must never remain without an explanation.
## â¾ Step 9: Communicate a Deadline Risk
Do not wait until after a deadline to report that it may be missed.
When a deadline is at risk:
Add a detailed comment to the task.
Explain the reason for the potential delay.
State what work has already been completed.
Identify what remains unfinished.
Provide a realistic expected completion date.
Explain whether other tasks or deliverables will be affected.
Notify the assigned Project Manager or direct manager.
Request a priority, deadline, or resource decision when needed.
Update the task after management provides direction.
## â¿ Step 10: Complete and Quality-Check the Work
Before submitting work:
Review the original task instructions.
Confirm that every requirement has been completed.
Proofread the work.
Verify accuracy.
Confirm correct branding and formatting.
Test links.
Verify dates, names, contact information, and client instructions.
Confirm that files can be opened and accessed.
Confirm that the deliverable is saved in the approved location.
Upload or link the deliverable in Worklenz.
Worklenz task completion does not replace Allied Assist quality-control requirements.
## â“« Step 11: Submit the Task for Review or Approval
When approval is required:
Upload or link the completed deliverable.
Add a comment summarizing what was completed.
Identify any important decisions or changes.
Tag or notify the assigned reviewer.
Change the task status to Review, Approval, or the approved equivalent.
Do not mark the task complete while review remains pending.
Make requested corrections promptly.
Update the task comment and deliverable after revisions.
Return the task to review when corrections are complete.
## ⓬ Step 12: Mark the Task Complete
Mark a task Completed or Done only when:
All instructions have been followed.
The requested outcome has been delivered.
Required files or links have been added.
Quality-control checks have been completed.
Required reviews or approvals have been received.
Final comments have been added when appropriate.
Time tracking has been stopped and reviewed.
Completion Standard: A task is complete when the requested outcome has been delivered, not simply when time has been spent working on it.
## â“ Step 13: Create a New Task
Only staff members authorized by management may create and assign tasks.
To create a task:
Open the correct Worklenz project.
Select the option to create a new task.
Enter a clear and specific task title.
Add a detailed task description.
Assign one clear owner.
Select the appropriate priority.
Add a start date when applicable.
Set a realistic due date.
Add required attachments, templates, links, or references.
Identify dependencies.
Add subtasks or checklist items when the work contains multiple stages.
Identify the reviewer or approver when applicable.
Review the task for accuracy.
Save the task.
Confirm that the assigned person received the task.
## Good Task Title
“Create July 25 Side by Side Open House Social Media Flyerâ€
## Poor Task Title
“Flyerâ€
The task title should make the assignment immediately understandable.
## â“® Step 14: Write an Effective Task Description
Every task description should clearly explain:
What needs to be completed
Why the work is needed
The expected outcome
The deadline
Specific requirements
Where the completed work must be saved
Who must review or approve the work
Use the following format when appropriate:
## Objective
State what must be accomplished.
## Instructions
List the required steps, specifications, and limitations.
## Deliverable
Describe exactly what must be submitted.
## Deadline
State the due date and time when applicable.
## Resources
Add files, links, templates, examples, and references.
## Approval
Identify the person responsible for reviewing or approving the work.
## ⓯ Step 15: Create and Assign Subtasks
Use subtasks when a larger assignment contains multiple distinct actions, stages, or owners.
To create subtasks:
Open the main task.
Identify each separate stage of work.
Create one subtask for each stage.
Write a clear subtask title.
Assign an owner when appropriate.
Set a due date when appropriate.
Add instructions and supporting resources.
Identify dependencies between subtasks.
Monitor completion of each subtask.
Complete the main task only after all required subtasks are complete.
## Example
Main Task: Launch Client Email Campaign
Subtasks:
Draft email copy
Create email graphics
Build the campaign
Test links
Obtain approval
Schedule the campaign
Confirm campaign launch
Avoid creating one oversized task when multiple people or work stages are involved.
## â“° Step 16: Create and Maintain Recurring Tasks
Managers must:
Confirm the task is appropriate for recurrence.
Select the correct recurring schedule.
Assign the responsible team member.
Add clear instructions.
Set an appropriate due date pattern.
Periodically review the recurring task.
Update, pause, or remove recurring tasks that are no longer relevant.
## ⓱ Project Template for New Clients
## Create a New Client Project Using a Premade Template
Log in to Worklenz and select Projects from the top menu.
Click Create Project.
Enter the client’s name in the Project Name field.
Select Your Library.
Locate and select the approved Client Project Template.
Confirm the correct template is highlighted, then click Create Project.
Open the new project and verify that the client name, tasks, phases, assignments, and deadlines were created correctly.
Important: Always use the most current Allied Assist client project template. Do not select Create Blank when setting up a standard new client project.
## Step 17B: Configure the New Client Project Settings
After creating the client project from the approved template:
Open the newly created client project.
Click the Settings gear icon in the upper-right corner.
Select General settings.
Review and complete the following fields:
Name: Enter the client or project name.
Key: Enter the approved short project identifier.
Project Color: Select the appropriate project color.
Status: Select the current project status, such as In Progress.
Health: Select the project’s current health rating.
Category: Select the approved project category.
Priority: Select the appropriate priority level.
Notes: Add relevant internal project notes when needed.
Client: Select the correct client or company.
Project Manager: Assign the responsible Project Manager.
Start Date: Enter the official project start date.
End Date: Enter the expected end date when applicable.
Estimated Working Days: Enter the expected number of working days.
Estimated Man-Days: Enter the estimated total staff effort.
Hours per Day: Confirm the expected daily work hours.
Review the information for accuracy.
Save the project settings.
Return to the Task List and confirm the project name, status, client, and manager are correct.
Important: Do not leave required ownership, client, status, or date fields blank. Project settings must accurately reflect the client agreement and the current stage of work.
Insert this immediately after Step 17A: Create a New Client Project Using a Premade Template and before the instructions for organizing tasks, phases, owners, and deadlines.
## ⓲ Organize a Worklenz Project
Managers authorized to create or manage projects must ensure that each project includes:
A clear project name
A project owner or manager
Assigned team members
Major milestones
Clearly written tasks
Realistic deadlines
Priorities
Current project progress
Required resources
Review and approval stages
When appropriate, organize the project into phases.
## Example Project Phases
Planning
Setup
Implementation
Review
Launch
Ongoing Management
## ⓳ Complete the Manager Daily Review
Managers must review Worklenz each workday.
Review:
Tasks due today
Overdue tasks
High-priority tasks
Blocked tasks
Tasks awaiting review or approval
Newly completed tasks
Team workload
Upcoming deadlines
Tasks with unclear ownership
Tasks with incomplete information
When a risk is identified:
Contact the responsible team member.
Determine the cause.
Clarify priorities.
Resolve blockers when possible.
Adjust resources or deadlines when justified.
Document important changes in Worklenz.
Escalate significant risks when required.
Managers should identify and address deadline risks before deadlines are missed.
## â“´ Complete the Manager Weekly Review
At least once per week, managers must review:
Overall project progress
Completed tasks
Overdue tasks
Repeated delays
Blocked tasks
Team workload
Upcoming deadlines
Time spent by project
Resource needs
Client deliverables
Tasks without owners
Tasks without due dates
Long-term blockers
Operational risks
Address concerns with the responsible team member and escalate significant issues to the appropriate leader.
## 21 Manage an Overdue Task
## Team Member Responsibilities
When a task becomes overdue:
Update the task immediately.
Add a comment explaining the delay.
State what has been completed.
State what remains outstanding.
Provide a realistic expected completion date.
Notify the manager if the delay affects other work.
Continue providing updates until the task is complete.
## Manager Responsibilities
When reviewing an overdue task:
Review the reason for the delay.
Determine the client, project, and workflow impact.
Confirm the revised completion date.
Adjust priorities when appropriate.
Reassign resources when necessary.
Update the due date when justified.
Document the decision in Worklenz.
Repeated overdue tasks without proactive communication may be treated as a performance or accountability concern.
## 22 Review Team Workload Before Assigning New Work
Before assigning significant new work, managers must review:
Current active tasks
Upcoming deadlines
Existing high-priority assignments
Estimated effort
Client commitments
Team member availability
Blocked work
Scheduled time away
When workload is unmanageable, managers may:
Reprioritize assignments
Extend deadlines
Reassign tasks
Divide work among team members
Remove lower-priority work
Request additional resources
Team members must communicate workload concerns before deadlines are missed.
## 23 Manage Client-Related Work Securely
For client-related tasks, include:
Client or account name
Assignment
Responsible team member
Deadline
Status
Required deliverable
Relevant client instructions
Review or approval requirements
Do not include confidential or client-sensitive information unless permitted by Allied Assist policies.
Passwords and confidential login credentials must not be placed directly in task descriptions or comments unless an approved secure process specifically permits it.
## 24 Monitor Worklenz Notifications
During scheduled work hours, review notifications regularly:
Respond to new assignments.
Review comments and mentions.
Review status changes.
Review deadline changes.
Respond to approval requests.
Review project updates.
Update the related task when action is taken.
Urgent issues must also be communicated through Allied Assist’s approved urgent communication channel when necessary.
## 25 Document Important Communication
Worklenz is the primary location for tracking work and project status.
Other systems may be used for:
Immediate communication
Meetings
Client conversations
Urgent escalations
General team discussions
When an important decision made outside Worklenz affects a task:
Open the related task.
Add a summary of the decision.
Identify who made or approved the decision.
Document any deadline, scope, priority, or deliverable changes.
Add supporting links or files when applicable.
Update the task status and due date when needed.
## 26 Complete the End-of-Day Review
Before ending the workday:
Stop all active timers.
Review all active tasks.
Update task statuses.
Mark completed work appropriately.
Move work requiring approval to the review status.
Add progress notes to unfinished tasks when needed.
Document blockers.
Communicate deadline risks.
Review tomorrow’s deadlines.
Confirm that deliverables have been uploaded or linked.
Confirm that Worklenz accurately reflects the current state of your work.
A manager reviewing Worklenz after business hours should be able to understand the team’s work status without contacting each team member individually.
## 27 Escalate Significant Risks
Escalate a task when:
A client deadline may be missed
Required information is unavailable
Access issues prevent work
A task has been blocked for an extended period
Multiple assignments have conflicting deadlines
A client requests work outside the approved scope
A major error is discovered
Additional staffing or resources are required
A task creates significant client, financial, privacy, legal, or operational risk
Use the following general escalation path:
Team Member → Project Manager → Senior Project Manager or Department Leader → Director of Operations → Executive Leadership
The escalation level may vary based on urgency and severity.
When escalating:
Identify the affected task.
Explain the issue.
State the deadline or risk.
Explain what has already been attempted.
Identify the decision, access, or resource needed.
Document the escalation in Worklenz when appropriate.
## 28 Roles and Responsibilities
## Roles and Responsibilities
## All Staff
All team members are responsible for:
Reviewing Worklenz at the beginning of each workday
Reviewing all assigned tasks
Understanding instructions before beginning work
Completing tasks by assigned deadlines
Updating task statuses accurately
Tracking time when required
Adding useful comments and updates
Uploading or linking deliverables
Communicating blockers and deadline risks promptly
Keeping Worklenz current throughout the workday
Team members must not wait until the end of the week to update tasks.
## Project Managers and Managers
Managers are responsible for:
Creating and organizing authorized projects
Creating and assigning tasks
Providing clear task descriptions
Assigning the correct owner
Establishing realistic deadlines
Setting priorities
Monitoring progress
Reviewing overdue and delayed tasks
Monitoring workload
Resolving or escalating blockers
Reviewing time and productivity data
Reviewing completed work when required
Ensuring Worklenz reflects the actual status of team operations
## Senior Project Managers and Department Leaders
Senior leaders are responsible for:
Monitoring team and project performance
Identifying workflow bottlenecks
Reviewing overdue work
Monitoring workload distribution
Escalating significant risks
Ensuring managers maintain accurate Worklenz records
Supporting workload balancing and resource allocation
## Director of Operations and Executive Leadership
Leadership is responsible for:
Establishing Worklenz operating standards
Monitoring company-wide adoption
Reviewing productivity and performance trends
Identifying operational risks
Evaluating resource capacity
Ensuring accountability
Updating procedures as company operations evolve
## Accountability
Failure to maintain accurate Worklenz records may result in:
Missed deadlines
Poor workload visibility
Client dissatisfaction
Inaccurate productivity reporting
Inefficient resource allocation
Reduced team accountability
Consistent failure to follow this procedure may be addressed through coaching, retraining, or Allied Assist’s established performance-management process.
## Final Standard
Worklenz is a shared accountability system.
Every team member is responsible for keeping assigned work accurate, current, and visible. Every manager is responsible for using that information to proactively manage deadlines, resources, workload, and performance.
When used consistently, Worklenz should provide a clear, real-time understanding of:
What are we working on?
Who owns it?
When is it due?
What is complete?
What is delayed or blocked?
Where does the team need support?
The goal is to maintain one reliable operational system that improves communication, accountability, efficiency, and service delivery across Allied Assist.
One Team. One Goal. Always Allied.