The idea of transcribing the time required to do single tasks in the workplace is not a new one.
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Factory owners in UK during the period of the industrial alteration would micromanage their workers to dodge unnecessary wastage of time and resources, whilst later mass production queues were also monitored to make sure maximum efficiency. For example, if it took the average worker second minutes to end a task, managers could work out from this data roughly how much times a shift workers maybe be expected to do this and how many goods could be produced with the work force available.
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For example it can be merged into the organisation accounting or payroll schemes, or to collect information on which projects are being worked on the most. Thanks to such programmes, directors can now grasp micromanagement to a complete new level – although the programme developers shouldn’t demand much thanks from employees.