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Work Order Status Flow

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Written by Iman Zulhisham
Updated over a week ago

In FieldEx, job orders progress through a structured status flow giving your team full visibility into each job's stage, from creation to completion and final approval.

Planners play a key role in setting and transitioning these statuses to ensure clear accountability and progress tracking.

This article explains:

  • What each job status means

  • How and when statuses should be updated

  • How to control who can view or set each status

What the Statuses Represent


Here’s a typical job flow used in FieldEx:

Status

Description

Who Uses It

Draft

Job created but not yet assigned or scheduled

Planner

Scheduled

Job has been planned and assigned to a technician

Planner

In Progress

Technician has started the work in the field

Technician

Completed

All tasks are done and the checklist is submitted

Technician

Verified

Final review and sign-off by the Planner or Supervisor

Planner / Supervisor

How to Update Job Status


Job statuses can be updated manually or triggered by field actions.

  • Manual update: Open a job order, click Edit, and change the status

  • Mobile update: Technician starts the job in the mobile app, status updates automatically

  • Checklist completion: When all required steps are submitted, status moves to Completed

Status changes help coordinate technician dispatch, customer communication, and billing.

Controlling Status Access by Role


FieldEx allows you to configure which statuses are visible or editable for each user role ensuring structured job management and preventing errors.

  • Path: Settings > Users > Access > View > Picklist Permissions

For example, technicians may only be allowed to select In Progress, Pending, or Completed while Planners can manage all statuses, including Draft, Scheduled, and Verified.

Tip: Use the Verified status as an internal QA step before invoicing or closing the job. It gives planners time to review attachments, confirm part usage, and apply follow-up actions.

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