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POTRIV
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01Product

Four things Potriv keeps straight

What information and decisions does the product keep straight?

Potriv holds the information a staffing decision needs and the record of the decision itself. It does not make the decision.

What the product answers

Everything below describes what the system keeps straight. Who is allowed to change each of them is the subject of chapter 03.

Skill descriptions do not match between people
A curated catalogue of categories and skills, maintained centrally.Skill catalogue
What a project still needs is not written anywhere
Team-role requirements and a technology stack held on the project.Requirement
Who could do the work is a matter of memory
Candidates ranked from skills, past projects and capacity.Ranked candidates
Nobody owns the approval
A proposal the owning department must accept before anything changes.Proposal

The objects it holds

Each one becomes the next. Nothing skips a step.

A proposal is the only object that touches both halves

  1. People and skills

    An employee declares skills from the catalogue, each with a level and a length of experience. The record is theirs to maintain.

  2. Departments

    People belong to a department, and that department answers for their capacity when a project asks for their hours.

  3. Projects and requirements

    A project carries a technology stack and the team roles it needs, with how many people each role still requires.

  4. Proposals

    A request for specific hours from a specific person, made by the project manager and waiting on the department.

  5. Allocations

    An accepted proposal, and the only thing that puts a person on a project team.

Four pillars, and what each produces

01

Know your people

Skills, departments, roles and project history.

Input
Declared skills, levels, experience, department membership.
Decision
Which people could meet a requirement at all.
Recorded
An employee skill profile the person maintains themselves.

02

Define project needs

Technologies, team-role requirements and the staffing gap that is still open.

Input
Technologies and team roles, with the number of people each needs.
Decision
What the project is still short of, after who is already on it.
Recorded
Team-role requirements held on the project.

03

Find candidates with evidence

A fixed score you can read line by line: matched skills, past projects, availability.

Input
Matched skills, past projects, current availability.
Decision
Which candidates a project manager wants to ask for.
Recorded
A score out of 100 that can be read component by component.

04

Keep staffing accountable

Project managers propose. Department managers review. Nobody silently joins a team.

Input
A proposal naming a person, a role and the hours requested.
Decision
Whether the owning department accepts, against real capacity.
Recorded
An accepted allocation, or a rejection with the reason given.

A ranking is evidence. It is not an assignment.

Team Finder shows you who could do the work and why, ranked. Looking changes nothing: no request is made and nobody is put on a project. A project manager decides what to ask for, and the department that owns the person decides whether it happens.

What the score is made of

A total out of 100 you can read line by line: matched skills up to 60, past projects up to 20, and current availability up to 20. The same information always produces the same ranking, and nothing is guessed.

  • The ranking does not choose anyone.
  • Looking at candidates changes nothing.
  • The score is arithmetic, not a prediction.