Transitive Rights method ensures that authorities and limits are set correspondingly to the organisational structure. Don't your people co-operate somewhere you don't have access to?
How do you, in the vast world of shared environments, manage to get the information you have the right for?
In Abillance.com we deal with every person individually. We do not have corporate clients but they are all individuals because it is individuals who actually use the system. But then - how do you keep the powers you rightly have based on your organisational structure?
Depending on the user's specific engagement (confirmed position in an existing organisation, see Working with Engagements), users can appear in the system in many incarnations. They're either themselves or can represent an organisation, in many cases several organisations, at the same time. It is up to the team manager (or any team member becoming a superior to the specific user) in what engagement he employs the user in the team.
For example, John Fry is an individual user having these approved engagements (see Working with Engagements):
- himself as a solo business consultant, John Fry Consultancy
- him as an employee of, let's say, Smith Group Inc.
- him as a member of a board of Smith Biz Ltd.
John has got the right to represent both employees and himself in any of Abillance.com projects, he can open any project by himself without needing to negotiate with any of his employees or, in the worst case, having to have two or more accounts to login. Every morning.
Any team member can add John to a team (as a subordinate position) and has got to carefully decide in what engagement John is going to work for the project. It is usually defined by the contract between the project leader organisation and John or his employer anyway (how can anybody join a team without a proper contract?). Once John is added to a team and his engagement is set, his employer Smith Group Inc. immediately gains access (read only) to all his tasks and related information and all tasks John has the right to read or manage. This is when our Transitional Rights were called on - the hierarchy defined in an organisational structure is projected onto every employee's position in any project across Abillance without further worries with setups, read&write checkboxes etc.
The information pyramid created this way naturally grows according to the growing number of projects the employer's people are active in. Can you imagine what a manager can do with such a powerful tool?
Ok, John is a team member in a new project representing Smith Group Inc. What is Smith Group's gain at this moment? John's superior, say Lisa Gainer, gained access to information John deals with - without having to become a member of the specific project team, Lisa is almost invisible in that project. To take it a step further, if John creates subordinate positions in the team, for he probably needs some help with the tasks he is hired for, Lisa gains access to work of all John's subordinates independently of what organisation the sub-managers work for! Lisa can read (not write) everything John and his sub-team work on. It isn't irrational - she pays John so she's being reported anyway.
This is Transitive Rights - keeping track of your people's work wherever they are and whoever they work for.
