Nicolette Burke

SITUATION
I worked with Crowe LLP's healthcare division. They used the Smartsheet Control Center to manage software implementation projects for various hospitals and health networks. The client had used Smartsheet Control Center for 2 – 3 years. During that time, the client experienced personnel turnover, and the consultant managing the program had not received full training. As a result, she conducted a lot of redundant work and provisioning, and automations were not functioning properly.

The Control Center program was experiencing massive backups. Provisioning a project took several hours instead of a few minutes, project management sheets were hitting the cell reference limit, and the program hit the cell link limit. The current team in charge of the program did not know how the templates worked and connected together.

KEY TASKS
The initial ask was to rework the software implementation toolkit and reconfigure the Control Center blueprint. I worked with seven different groups, gathering requirements from each group. I then developed new project plans, unique team reports and dashboards, and executive dashboards and reporting.

SITUATION
The client was a local government federal credit union. I worked with the COO and PMO to transfer their current projects into Smartsheet through Control Center. The client had researched project management software extensively and concluded that Smartsheet offers a comprehensive ability to manage all their projects. They had not used Smartsheet before but were going all-in with the solution.

KEY TASKS
My main task was to build Smartsheet templates and executive dashboards, configure the Control Center blueprint, and develop complex formulas to calculate each resource's availability.

The client purchased the enterprise package with 25 licensed users and many unlicensed users who would update information in the project plans. I worked primarily with the COO and head project manager to create the templates and executive dashboards. I also provided them with documentation and training on maintaining and updating the Control Center program.

SITUATION
A client's HR department was creating a tool for individuals to upload reviews for employees. The department had used Smartsheet for several business processes and was adding a new tool to its solution. The team knew Smartsheet basics and effectively managed the program. The specific Smartsheet advocate had extensive knowledge of business analytics but was newer to Smartsheet.

KEY TASKS
I was to create an intake form that allowed attachments and then use Data Shuttle to move the content in the attachments to another sheet. I also needed to ensure the data would transfer to Tableau for better visualization.

The program included five licensed users and many form submitters. The challenge during implementation was that the individual in charge of data analytics required extensive training in Smartsheet. There was much back-and-forth about how to create the form and configurations.

SITUATION
Yorkville University is an institution of higher education. The team needed to manage various requests, including curriculum changes and students requesting coursework changes.

KEY TASKS
I was tasked with creating a sheet with an intake form for requests and automation, enabling the submission to work through the approval process. The sheet was connected to Dynamic View so that all individuals could see the updates to their submissions and input more information when needed. Automations were triggered when information needed updating or a request required approval. A document showing all of the updates and steps was created through PDF Generator at the end of the process.

The challenge during implementation was that the process had many iterations. As I built the sheet, the approval process changed, and I also had to keep the sheet updated with these changes. The approval process was not one-size-fits-all: there was a lot of complex automation, formulas, and form logic to accommodate different types of requests.