AI Daily Performance Summaries for a Bank’s Technology Teams

The Challenge

Technology managers, project managers, team leads and the project management office at a bank needed a regular view of how its technology teams were performing. At the end of each day, they wanted to understand team output, how busy the workflow was and how much work remained open.

Building that view meant manual reporting. Someone had to go through the teams’ project management tool, see what had been opened and closed, check progress by team and pick out anything that was off track before summarising it for managers. Doing this every day added to managers’ workload, and without a regular summary, bottlenecks could go unnoticed for longer than they should.

The Solution

With cognipeer Studio, our team configured an AI reporting workflow that ran at a set time each day. When that time came, the workflow checked the teams’ project management tool and analysed the day’s activity: tasks opened that day, work closed, items completed by each team, the number of open items and any critical deviations.

From this analysis, the workflow created a short management summary in the format the bank had chosen. The summary was then sent to the relevant group of managers by email or through an internal communication channel, so they received the same view at the end of each day without anyone compiling it by hand. Managers used the summary to see where attention was needed and decided for themselves how to respond.

Implementation

1. Set the daily run. The workflow was set to run each day at a time chosen by the bank.
2. Connected the project management tool. It read the day’s data from the tool the teams used to track their work.
3. Configured the analysis. The workflow reviewed opened and closed tasks, completed items by team, open work and critical deviations.
4. Matched the bank’s summary format. Each summary followed the format the bank had set and went to the manager group by email or an internal channel.

Business Impact

Team performance became part of each day’s routine rather than a separate reporting task. Managers received a consistent end-of-day summary of what had moved and what remained open, which brought bottlenecks to their attention sooner and gave them a current basis for decisions. The summary arrived in the agreed format every day, so managers no longer had to piece the same picture together themselves.

• Less manual reporting for managers.
• Daily visibility of team performance across the technology teams.
• Earlier detection of bottlenecks through daily checks on critical deviations.
• Faster decision-making, based on a current view of open work.

Technology Behind the Solution