Enterprise Project Management Solution Demo

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Microsoft

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Project

2010

Microsoft Project 2010

Enterprise Project Management Solution Demo

January 2010 / version 1.1

January 2010

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System Requirements

Requirement Item

Operating System

Microsoft Windows® Server 2008 R2 with the Hyper-V role

enabled

Drive Formatting

NTFS

Processor

Intel VT or AMD-V capable

RAM

4 GB or more (8 GB or more recommended)

Hard disk space required for install

50 GB

Virtual Machine Software and Pre-Configuration

The Virtual machine contains the following pre-configured software:

1. Windows Server 2008 SP2 Standard Edition x64, running as an Active Directory Domain Controller for the ―CONTOSO.COM‖ domain with

DNS and WINS

2. Microsoft SQL Server 2008 SP2 Enterprise Edition with Analysis, Notification, and Reporting Services

3. Microsoft Office Communication Server 2007 R2

4. Visual Studio 2010 Beta 2 Ultimate Edition

5. Microsoft SharePoint Server 2010 Enterprise Edition Beta 2

6. Microsoft Office Web Applications Beta 2

7. FAST Search for SharePoint 2010 Beta 2

8. Microsoft Project Server 2010 Beta 2

9. Microsoft Office ―Mondo‖ 2010 Beta 2

10. Microsoft Office Communicator 2007 R2

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Microsoft Project 2010 Overview

Microsoft Project 2010 offers flexibility and choice by providing tailored work management solutions for individuals, teams and the enterprise.

Project 2010 recognizes that there is no such thing as a “one size fits all” project and portfolio management (PPM) solution. Effective PPM

solutions need to provide organizations of different sizes and maturity levels with the right tools to ensure teams can successfully collaborate to

deliver projects on-time and realize the anticipated return on investment.

A small or mid-sized company may have different PPM requirements when compared to a multi-national organization. Interestingly,

departments within a large organization may also have varying PPM requirements, for example a marketing team may not require the same

rigor as the IT business unit, and therefore a full solution may not be optimal for all divisions. Microsoft Project 2010 flexible approach helps

ensure organizations can select the right tools to meet their current and future business requirements.

The architectural improvements in Microsoft Office Project 2007 provided a strong foundation to develop innovative new capabilities in Project

2010 to provide executives, portfolio analysts, managers, and team members with productivity tools to effectively manage all work throughout

its lifecycle, and ensure alignment with the organization’s business strategy. The main enhancements to Project 2010 can be grouped under the

following investment areas:

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Demo Scenario

"The example companies, organizations, products, domain names, e-mail addresses, logos, people, places, and events depicted herein are fictitious. No

association with any real company, organization, product, domain name, email address, logo, person, places, or events is intended or should be inferred."

Summary

The Contoso Project Portfolio Management (PPM) Demo showcases many of the new and existing capabilities included in Project Professional 2010 and Project Server 2010. The demo provides an overview of how the Microsoft EPM Solution provides support for the entire project lifecycle; from inception to completion.

Length

60 mins

Target Audience

Business Decision Makers, Director PMO, Portfolio Managers, Resource Managers

Personas (in order

of appearance)

Amy Strande Business Analyst Carol Philips PMO Director Jan Kotas Project Manager Hatim Aiad

Team Member

Introduction

Contoso is a professional services company that has established a formal PPM governance process for managing all types of work throughout the lifecycle. The process supported by the Microsoft EPM Solution ensures:

 Governance workflow subjects projects to the appropriate controls throughout the lifecycle

 All requests are captured in a central repository and the collection of associated meta-data is standardized and simplified

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 Managers can proactively and reactively manage and control resources

 Managers can build powerful schedules in the browser or in Project Professional 2010

 Teams can effectively collaborate throughout the lifecycle

 Accurate and timely time and status reporting

 Visibility and control delivered through a powerful and flexible reporting platform

Contoso’s governance process includes multiple workflows to manage different types of projects (e.g. Major and Minor). The workflows comprise sequential stages that represent the main steps within the life cycle of the project. Each workflow stage includes a list of deliverables to be completed before the project can successfully progress within the workflow...

In today’s difficult economic conditions, Contoso’s executives are being asked to ―do more with less.‖ The executives face pressure to reduce or maintain budgets and further scrutinize discretionary spending. To respond to these pressures, executives can use more structured approaches to effectively identify, select, and deliver project portfolios that best align with the business strategy and maximize return on investment (ROI).

Demo Overview

The demo follows four key stages that demote the project portfolio management life cycle:

Create

The Create stage comprises two steps:

 Project initiation

 Business case development

Contoso employees can quickly and easily submit a new project request in Project Server 2010. In this demo, Amy Strande, a Business Analyst, will initiate a new project request. The project request is controlled by a governance workflow that requires approval from the Project Management Office (PMO). Upon approval, Amy and other team members will be responsible for the creation of a full business case for the project request.

Select

In the Select phase, the Project Management Office analyzes competing requests using Project Server 2010 new portfolio selection and analytical capabilities. The powerful top down portfolio management capabilities help Carol Philips (the PMO Director) effectively run portfolio cost constraint

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and resource constraint analysis to select the project portfolio that optimally aligns to the organizations business strategy and best utilizes the

available resources.

Plan

In the plan phase the project manager (Jan Kotas) is assigned to the project and he is responsible for:

 Finalizing the detailed schedule (from a best practice project template)

 Building the team (finding named resources with availability to work on the project)

 Completing a secondary cost assessment

 Baselinning the project plan

 Create status reports

The project then moves to the Plan checkpoint, awaiting approval from the Contoso steering committee

Manage

In the Manage phase, all team members are notified of their assignments. The demonstration shows the team member receiving tasks and completing their timesheet to provide timely and accurate information to the project manager. The demo shows a custom workspace used to enhance team collaboration and knowledge sharing across the project lifecycle.

The demonstration includes Corporate, Departmental and Project dashboards that help increase visibility and control. Executives can drill down from the corporate level to the project level to quickly identify the root cause. The demo also shows how easy it is to modify a report in Excel and render the changes in a departmental dashboard

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Demo Cheat Sheet

Roles & Login Info

Full name Role Username Password

Amy Strande Business Analyst AmyS pass@word1

Carol Phillips PMO Director CarolP pass@word1

Jan Kotas Project Manager JanK pass@word1

Hatim Aiad

Team Member HatimA pass@word1

Administrator System Administrator Administrator pass@word1

Relevant Projects by Demo Phase

Workflow Phase Persona Project Name (& Actions)

Initiate Amy Strande Create New Request, using Software Development EPT

Initiate Checkpoint Carol Phillips Use newly created project request, as outlined in the demo script

Define Carol Phillips E-CRM Solution (used to show completed business case)

Select Checkpoint Carol Phillips Use the saved FY11 Portfolio Analysis to demo cost constraint and resource constraint analysis

Plan Jan Kotas Payroll System Upgrade (used to build team + finalize project schedule)

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Manage (Time + task management)

Hatim Aiad + Jan Kotas Hatim receives tasks for the Payroll System Upgrade project and provides updates to Jan Kotas

Manage (Reporting) Carol Phillips Use the Storage Planning and Management project to demo the reports in the Project Site

Alternative Demo Approach

The demonstration has been built to use a number of roles (e.g. Business Analyst, PMO Director Etc.) throughout the life of the project lifecycle.

This helps to demonstrate how team members can effectively collaborate and drive the completion of different activities. If you would prefer

not to login as a different role for each section, it is possible to use the Admin or Carol Phillips account to demo most of the features highlighted

in this demo.

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Demo Steps

Initiate

Amy Strande is a Business Analyst who wants to submit a new project request. Contoso has configured Microsoft Project Server 2010 to capture different all types of project requests. Depending on the type of project request, Project Server initiates the corresponding workflow, which drives the needed controls at different stages of the project life cycle. The workflows comprise sequential stages that represent the main steps within the life cycle of the project. Each workflow stage includes a list of deliverables to be completed before the project can successfully progress within the workflow.

Talking Points Click Steps Screenshots

Amy logs in to the system. 1 Start Demo2010-3a VM 2 User name: AmyS 3 Password: pass@word1 4 Domain: Contoso

Amy opens Microsoft Internet Explorer®, where the default page is set to the Contoso Project Server Project Web App (PWA) home page.

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The PWA home page provides a personalized view displaying information such as the number of new task assignments, number of pending approvals, and number of pending timesheets, etc.

6 In the left navigation panel, click Project Center.

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In the Project Center, Amy can view the status of various projects through configurable views. The current view shows projects grouped by workflow stages, and includes relevant metadata on the columns to display informative reports that convey the status of all initiatives from inception to completion.

This view can be used as a demand management scorecard, providing visibility and control across the project lifecycle. This view reinforces the importance of capturing all work in a central repository

Project Server 2010 includes the new Fluent user interface (aka ribbon), making it easier to complete common activities through the contextual menus. To submit a new request, Amy simply clicks on the New button in the Ribbon and selects the appropriate Enterprise Project Type (EPT) displayed in the list.

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To standardize and control the collection of work, the Contoso PMO team has published a list of best practice project templates (or EPTs)

The Enterprise Project Types (EPT) are used to represent varying types of projects and non-project work.

Each EPT can include a project template, a

governance workflow, and a customized Project Site template.

Amy chooses the EPT that most closely matches her proposal: Software Development.

8 Click Software Development.

By choosing Software Development, Amy is routed to the appropriate Proposal Request Form. The Proposal Request Form contains fields to capture basic information about the new project proposal. The Proposal Request Form uses the out-of-the-box Project Detail Pages (PDP) infrastructure.

Project Detail Pages (PDPs) are configurable online

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forms used to collect project information (for example, descriptive data, cost estimates, strategic impact assessments).

Amy enters the required information.

Notice the default setting of the Owner field in the form pre-populates with the users name.

9 Fill in the following fields in the Proposal Request Form:

Name:Web Catalog Publishing Tool

Description:Enables creation of dynamic Web pages for products, including an integrationof inventory schedule.

Start Date:July 12 2010 Project Departments: IT

After entering all the information, Amy simply saves the form.

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Saving the form:

o Initiates the new project

proposal based on the Software Development template.

o Initiates the workflow

associated with this EPT, which moves the project to the next step in the process (that is, the Initiate Checkpoint stage, where the proposal needs to be approved by the PMO Director).

This workflow subjects the project to the appropriate controls throughout the lifecycle and determines the forms that are displayed and the data required to be completed at each stage. Once Amy successfully creates the new proposal, she is redirected to the Workflow Status page. The Workflow Status page acts as a single point for all workflow information and guides users through the process. The Workflow Status page shows the main stages and deliverables included in the workflow,

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helping to educate employees and drive adoption and acceptance of the process.

The page displays:

o The name of the current

workflow stage.

o The status of each

deliverable required to be completed for the current stage.

o A table with all stages

included in the workflow with their corresponding deliverables.

o Approval and rejection

comments.

To aggregate projects being managed across different workflows and facilitate enable enterprise reporting, the different stages of the workflow have been aggregated to a common set of governance phases (that is, Create, Select, Plan and Manage).

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This page simplifies the workflow process, making it easier for team members to identify the deliverables that they must complete and to navigate to the right forms or views.

Having submitted the proposal, Amy clicks Close, and she is prompted to check-in the project.

11 Click Close.

12 Click Yes.

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Initiate Checkpoint

Carol Philips is the Director of the Project Management Office (PMO) at Contoso. Her team is responsible for tracking all new project requests, prioritizing and selecting the right mix of projects, performing the capacity planning analysis, enterprise reporting and ensuring the successful delivery of all project portfolios. All workflows have been configured to include checkpoints or gates to ensure the stakeholders with the right approval authority are notified when an initiative reaches a decision point. Microsoft Project Server 2010 provides support for different types of approval techniques including individual, group, and sequential approvals to accommodate a wide range of process types and scenarios. When stakeholders receive approval notifications, they can review the corresponding deliverables and then approve or reject the projects and include appropriate comments.

Carol Philips logs into the

system. 12 User namePassword: pass@word1: CarolP 3 Domain: Contoso

Carol opens Internet Explorer, where the default page is set to the Contoso PWA homepage.

4 Launch Internet Explorer.

Workflows use the

SharePoint infrastructure to create approval tasks and send notifications to the task owners.

The approval tasks created by the workflow are

maintained in the Workflow Approvals lists. Because Amy recently initiated a new project, the workflow creates an approval task for Carol.

5 In the left navigation panel, click Workflow Approvals.

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Carol goes to the Workflow Approval task list to review tasks awaiting her approval. In the Workflow Approval task list, Carol finds a new approval task assigned to her for the project Web Catalog Publishing Tool.

6 Click the arrow on the task.

By clicking Edit Item, Carol opens the task detail window to approve or reject the proposal.

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Carol can click on the Review project details link to review the project submission form. Carol enters her comments, and approves the proposal.

8 Add comments.

Approving the notification changes the task status to Completed.

9 Click the Approve button.

As soon as Carol approves the task, the workflow activates and moves the project to the next stage in the workflow (the Define stage).

10 Click the Project Web Access

link on the top of the left navigation panel.

11 On the left navigation panel, click Project Center.

12 Locate the Web Catalog Publishing Tool project in 2. Define (Major Workflow) stage.

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To see the deliverables associated with the next stage in the workflow stage, Carol goes to the Workflow Status page.

13 Click the project Web Catalog Publishing Tool.

In the Workflow Status page, Carol sees that the project has moved to the define phase and the user is presented with a set of forms (PDPs) to be completed (for example, Project Details, Strategic Impact).

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Define

In the Define stage, a detailed business case is created for the project request. The information in the business case is critical for Contoso because it is used to assess the project’s feasibility and compare and contrast with competing investments. The new demand management capabilities in Project Server 2010 help to standardize and simplify the project initiation and business case development process.

Note: To save time in the demo, we simply jump to a project (i.e., E-CRM Solution) further on in the lifecycle with a completed business case to demo the type of data that can be collected. If you want to walk through building the business case, please refer to the steps outlined in appendix A.

To save time, we will select the E-CRM Solution project that is further along in the workflow (in the Select Checkpoint) and has a completed business case. Carol finds and opens the E-CRM Solution project.

Locate the project E-CRM Solution grouped under stage 3. Select Checkpoint.

This takes Carol to the workflow status page of E-CRM Solution. The Workflow Status page shows that the project is in the Select Checkpoint stage.

Click E-CRM Solution in the Project Center view.

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To review the business case, Carol examines each of the PDPs listed in the Workflow Status page.

The Project Details page shows the description and justification of the project. The page also shows financial information and risk information derived from the Cost and Benefit and Risk Evaluation forms.

In the left navigation panel, click the Project Details link.

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In this stage, Carol needs to provide high-level resource requirements for the project. This will help Contoso to have an enhanced visibility on resource requirements early in the project life cycle.

In the Project tab, click Resource Plan.

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Carol defines Work Units and Timescale information for her Resource Plans.

In the Plan tab, click the Work Units drop-down list.

Click Full-time Equivalent.

Carol can view the resource plans by days, weeks, months, quarters, and years. She selects the Months Timescale for the resource plans.

Click the Timescale drop-down arrow and click Months.

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In this way, Carol uses the new Capacity Planning module to proactively forecast resource requirements at the skill level.

Click Close.

Carol reviews the strategic impact data of the project. The Strategic Impact form enables users to specify how each project request will impact each of the organization’s business drivers. This objective assessment is later used to prioritize projects from a strategic value standpoint.

In the left navigation panel, click

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Carol reviews the Cost and Benefit data of the project. The Cost and Benefit from utilizes an Excel Web Application Companion (WAC) template displayed as a web-part within Project Server 2010 business case infrastructure. Users can simply capture cost and benefit estimates for the project through a familiar interface. Summary cost and benefit metrics are saved as custom fields (in Project Server 2010) and used to assess the project in the next phase.

Cost and Benefit.

Carol reviews the risk evaluation data of the project.

The Risk Evaluation form shows how you can build a survey in InfoPath Forms Services and render the resulting assessment within the Project Server 2010 business case infrastructure. Users complete the risk

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assessment and save the form. A risk score (0-1000) and risk weight are saved as custom fields in Project Server 2010. The values can be used to assess competing project requests in the next phase.

Having reviewed the request

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Select Checkpoint

In this stage, Carol analyzes the competing requests in the proposal to identify a project portfolio that best aligns with the organization’s business strategy under varying cost and resource constraints. Using Project Server 2010 new portfolio selection and analytical capabilities Carol has the right tools to help Contoso’s executive teams select the right things.

The business driver library in Project Server 2010 allows capture and communicates business drivers defined by the Executive team.

1 In the left navigation panel, click Driver Library.

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The following information is captured for each business driver.

 Driver Name & Description: By capturing a name and description for each business driver, analysts can better communicate the intent of each driver reducing ambiguity.

 Departments: The flexibility of the solution allows organizations to have a single set of business drivers across the entire organization or provides the freedom to associate specific sets of drivers to multiple departments.

 Project Impact Statements: Project Impact Statements are used to ensure the objectivity of driver assessment and clearly communicate the thresholds for each of the impact ratings. Project Impact

Statements are derived from the key

performance indicators (KPIs) used to measure each business driver.

Under Driver Name column, click

Expand into new markets and segments.

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Close driver form. In the Driver tab, click Close.

Project Server 2010 includes a business driver

prioritization capability that helps executives objectively prioritize their business drivers; utilizing a pair-wise comparison technique.

Driver Prioritization.

Open the business driver

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As this analysis has already been completed we first see the business driver priorities for the CIO. This normalized score makes it easy to assess the relative importance of each business driver for the upcoming planning period. By clicking on the Prioritize Drivers button in the Ribbon we can step back in the process to see how the business drivers were prioritized.

Under Driver Name column, select the row Increase market share in existing markets. In the Prioritization tab, click

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The new tabular user interface makes it easy to compare and contrast each business driver. The user simply reads the table from left to right and selects the appropriate value from the dropdown list.

After stepping through the intuitive wizard to compare all drivers, the system derives the normalized priority score for the business drivers.

Click the drop-down arrow appearing in the cell is more important than.

The business driver priorities are used to help derive a strategic value score for each project, based on the Impact Assessment undertaken in the business case.

In the Prioritization tab, click

Close.

Carol can easily analyze the portfolio to identify the optimal project portfolio under varying cost and resource constraints by clicking on the Portfolio Analyses link.

Note: Normally the analyst would create a new analysis by defining the appropriate properties. To save time we

On the left navigation panel, click

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will launch a saved analysis. By clicking Portfolio Analysis, Carol is taken to a list of saved analysis (for example, FY11 Portfolio Analysis).

Click FY11 Portfolio Analysis.

Carol can intuitively select the buttons in the Ribbon to walk through the best practice portfolio selection methodology.

By clicking on Prioritize Projects, the Impact Matrix is displayed. This matrix shows how the competing projects (on the rows) support the business drivers (on the columns) defined by the executive team.

The Impact Assessments for each project are pulled in from the business case.

Click the Prioritize Projects in the

Analysis tab.

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By clicking on Review Priorities, Project Server 2010 derives a strategic value score for each of the project requests.

Click the Review Priorities in the

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Having prioritized the competing projects Carol can run cost constraint analysis.

The Cost Constraint Analysis view provides an intuitive portal to help executives identify the best mix of projects under varying cost constraints. This powerful ―what-if― analysis tool uses sophisticated optimization algorithms and embedded best practices to help executives quickly determine the optimal project portfolio. The solution first calculates a baseline scenario based on all projects being selected. As you can see Contoso can achieve 100 percent of the value from the portfolio for approximately $20 million.

Click the Analyze Cost in the

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This baseline scenario is plotted on the Efficient Frontier chart and used as a benchmark to compare all subsequent scenarios. The Efficient Frontier and Strategic Alignment charts are two of the out-of-the-box reports that provide valuable insights.

In the Metrics section of the page, click Efficient Frontier.

Based on the total cost and the strategic alignment of all projects included in this analysis, the Strategic Alignment chart helps Carol to compare the percentage of budget (cost) to the priority value of each business drivers.

Carol can use the Strategic Alignment chart to see if the current investments align with the overall business strategy.

In the Metrics section of the page, click Strategic Alignment.

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Like other companies, Contoso has IT budget constraints. Carol reduces the available budget to approximately $12 million and runs the optimization analysis

Edit the Total Cost value from

$19,684,000 to $12,684,000.

Carol clicks the Recalculate button, which enacts the optimization algorithm. The algorithm maximizes the value gained from the portfolio under the cost constraint employed while considers inter-project dependencies.

Click Recalculate in the Analysis

tab.

The intuitive view groups selected and unselected projects accordingly, so it is easy to determine which are included or excluded.

Carol would like to save this analysis so that she can later refer to it and compare it with other scenarios.

Click the Save As button in the

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She names this scenario

$12M.

For the Portfolio Selection Scenario Name: type $12M and then click OK.

Carol wants to see what would happen if she reduced the budget to approximately $10 million. The analysis capabilities allow her to easily model different scenarios by further refining the cost constraints.

Edit the Total Cost value from

$12,684,000 to $10,684,000.

This new analysis excludes more projects from scenario. Even though the budget has been reduced to

approximately 50 percent of the original, Contoso can still derive approximately 79 percent of the benefits of the original portfolio value. Portfolio optimization ensures that Contoso enacts an optimized set of projects that can return the

maximum value from a minimum investment.

Click the Recalculate in the

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Carol saves this scenario. Click the Save As in the Analysis

tab.

Carol names the scenario

$10M. For the Scenario Name:Portfolio Selection type $10M and then click OK.

Although the portfolio optimization algorithm is intended to maximize company’s returns, the Forced-in and Forced-out features help Carol to override the algorithm and specify projects that should

For E-CRM Solution project, select Auto under the Force in/Out column.

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be included or excluded in the portfolio for compliance or for other reasons. Carol finds that one of Contoso’s compliance projects, E-CRM Solution, was not selected during portfolio optimization. Carol forces the portfolio to include the E-CRM Solution project.

Click Compliance.

This marks the E-CRM Solution project as selected. The Automated Software Installation project and the

Software Development Plan project have also been selected though they have very low priorities. This is because there is a mutually inclusive dependency among these three projects. If one project is forced in, the others will also be selected.

Note: You can review all project dependencies by returning to where the existing Portfolio Analysis are listed and then clicking the Dependencies in the

Analysis tab.

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Carol saves this scenario. Click the Save As in the Analysis

tab.

Carol names the scenario

$10M Force-In.

For the Portfolio Selection Scenario Name: type $10M Force-In and then click OK.

Carol can compare all three scenarios that she has created. She can see the projects and the perceived value of each project in each scenario.

Click the Compare in the Analysis

tab.

By clicking Compare, Carol opens another browser that displays all saved scenarios, making it easier to compare and contrast the projects. Carol can also see which projects were included or excluded and review key metrics in each scenario (for example, number of projects selected, value, and cost).

At the bottom of window, click

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Having analyzed the portfolio from a financial perspective, Carol can now assess the portfolio through a resource lens. The

Resource Constraint analysis ensures organizations can:

o Identify resource

surplus and deficits at the skill level.

o Move projects within

the horizon to maximize resource utilization.

o Model headcount

Click Analyze Resources in the

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scenarios. The Resource Constraint Analysis view shows the projects selected in the Cost Constraint Analysis in priority order. The system automatically determines based on the priority score, resource demand for each project and overall resource availability which projects can be 100 percent resourced. These projects are displayed under the Selected grouping.

Carol wants to analyze why some of the projects have not been selected.

She uses the Requirements Details view to compare the resource requirements with overall resource availability.

Note: The top pane shows resource availability by role and the bottom pane shows resource requirements by project

Click Requirement Details in the

Analysis tab.

Note: You can click the Hide Metrics button to fit the complete view of fiscal years on the screen.

Click the Hide Metrics in the

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By enabling the Highlight Deficit checkbox, Carol can quickly identify that based on the current project schedules there is a resource shortfall in the first half of the fiscal year. She can also quickly determine that there is capacity in the second half of the year, suggesting that Contoso could better utilize available resources by changing the start dates of some of the impacted projects.

Select the Highlight Deficit

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Carol can further drill down to understand which roles are over-allocated by scrolling down the top pane of the view. She sees that there is a shortage in the Legal team in September and a shortage in the Marketing team in December.

She scrolls down further and sees that the Testers are unavailable in October and November.

Scroll down the top half of the view.

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To analyze which projects are affected, she uses the bottom pane to collapse all selected projects and see the projects that are unselected. Carol notices that the New Office Development project needs 1.35 FTE from the Legal team in September. Remember the legal team only had 0.77 FTE available in this month.

Carol again can revert to the top pane and see that there are available resources from the legal team in the second half of the fiscal year. By changing the projects start date to later in the year, Carol can better utilize available resources.

Collapse all selected projects.

Click the Gantt chart in the

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Carol changes the start date from July 2010 to Dec 2011. This new information does not overwrite the original data.

In the New Office Development

row, change the start date under the New Start column to Jan 2011

and then select any other cell.

After recalculating, the New Office Development project is selected.

Carol can complete this exercise to see if additional projects can be selected by delaying the start dates.

tab.

Next Carol can run headcount analysis. Hiring additional resources is another way to ensure a project can be fully resourced and selected in

Click Hide Metrics in the Analysis

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the analysis.

Carol types 2 in the Hire Resources row and clicks the Recalculate button.

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With two additional resources, Carol notices that two additional projects are selected, increasing the portfolio value to 73 percent.

She can now use the Hired Resources Report to understand which resources need to be hired and the potential cost of using them.

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This view shows that one Tester and one resource from Marketing need to be hired at a cost of

approximately $260,000 for the entire fiscal year.

In the Analysis tab, click the

Reports drop-down button, and then click Hired Resources Report.

Note: Similar to saving the Cost Constraint Analysis, Carol can save scenarios and compare side by side. Having run both, the Cost Constraint and Resource Constraint Analysis, the Portfolio Analyst can Commit the selected projects. This action moves the selected projects to the next step in the workflow.

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Plan

Projects often include globally dispersed teams and require a diverse set of skills. Project Managers can significantly increase the chance of successfully completing the initiative and realizing the ROI by finding the right people with availability for each project. Project Managers must be able to effectively mine the resource pool to find potential candidates and then quickly see if they have availability to join the team.

At this stage, the project manager (Jan Kotas) is assigned and is responsible for building the project team, finalizing the schedule, completing a secondary cost assessment and baselining the project plan.

Jan Kotas logs in to system. 1 User name: JanK 2 Password: pass@word1 3 Domain: Contoso

Jan opens Internet Explorer, where the default page is set to the Contoso PWA home page.

4 Launch Internet Explorer.

Jan opens Project Center to see all projects he has accessed to.

5 In the left navigation panel, click Project Center.

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By default, the Project Center view for Jan is set to the

Plan and Manage phase.

6 Ensure the view is the Plan and Manage phase.

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Jan clicks the Project System Upgrade project.

7 Select the row containing

Payroll System Upgrade

project in the Plan phase.

Having recently been assigned as the Project Manager for the project, he is responsible for building the team and finalizing the project schedule. This includes substituting generic resources (already assigned during the business case development) with available named resources.

Note: In this demonstration, we have already substituted all generics except for the

8 Under the Projects tab, click

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analyst.

The Build Team view lists all the Project Center resources on the left and all the resources assigned to the project on the right.

Jan selects the Analyst check box to assign an analyst.

9 Select the Analyst check box on the generic resource list.

Jan clicks Match, which filters resources with the Analyst skill from the Resource Pool.

10 Click Match.

To find an available Analyst, Jan selects a number of resources with the Analyst skill from the resource pool.

11 Select the check boxes for the following names:

Hatim Aiad Ben Spain TiAnna Jones

The Resource Availability view helps Jan to find the right resource with availability to work on his project.

12 Click Resource Availability in the Team tab.

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He sees a graph showing availability of the selected Analysts for a given duration.

Jan then applies the Remaining Availability view so that he can see which Analysts are available during the selected time period. The graph displays that Ben Spain is busy, but Hatim and TiAnna are available. Jan decides to use Hatim on the project.

13 From the View drop-down list, click Remaining Availability.

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Jan decides to use Hatim on the project, closes the browser, and returns to the Build Team view.

14 Close the browser.

15 In the Build Team view, clear all check boxes except for the check box for Hatim Aiad.

Jan replaces the generic role of Analyst with Hatim Aiad.

16 Click Replace. By clicking Save & Close,

Jan saves his changes to Project Server and returns to the Project Center view.

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Now that he has created the project team, Jan wants to look at the project schedule. He clicks the Payroll System Upgrade project, which takes him to the Workflow Status page for this project.

18 Click Payroll System Upgrade.

The Workflow Status page shows that the project is in the Plan stage. In this stage, there are four PDPs available and the workflow is waiting for input to proceed to next stage.

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Jan can build and edit project schedules using either a Web browser or Project Professional. By clicking Schedule, Jan goes to the Schedule PDP of the project, which displays the Project plan on the Web.

19 In the left navigation panel, click Schedule.

By clicking Edit Project, Jan checks out the project for editing.

20 In the Projects tab, click Edit Project.

The edited tasks are

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Jan wants to insert a task between Secure project sponsorship and Define preliminary resources. He clicks Define preliminary resources task.

22 Under Scope, click Define preliminary resources.

Jan clicks the Insert button in the Task tab to add a new task.

23 In the Task tab, click Insert.

He names the new task

Check resource availability. 24 Add the new task with name Check resource availability

with duration of 1d.

Jan links the new task with the Define preliminary resources task.

25 Click both Check resource availability andDefine preliminary resources.

He clicks the link button ( ) in the Editing menu.

26 In the Editing menu in the

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After making these changes, Jan wants to recalculate the project end date. He clicks the Calculate button. Jan sees immediate changes to dates when duration values are changed. The Web-based project editing capabilities also include change highlighting and multi-level undo.

27 Click Calculate in the Task

tab.

Jan saves the changes. 28 Click Save in the Task tab.

Jan commits his changes to Project Server.

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The Online Editing feature has enabled Jan to make simple changes to common task fields and to see the impact of these changes without opening the schedule in Project

Professional. Jan can edit the project from almost any location.

In this way, Project Server 2010 empowers the mobile workforce by enabling Web-based project scheduling.

30 Click Close in the Project tab.

Because Jan has finished this section of the project he checks in the project.

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By checking in the project, Jan returns to Project Center.

32 Select the row containing

Payroll System Upgrade in Project Center.

Jan also needs to perform more difficult actions, such as resolving resource over-allocation, saving baseline, and so forth.

Jan opens the project in Project Professional.

33 In the Projects tab, click

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By clicking In Project Professional for Editing, Jan opens the Project Plan in Project Professional 2010.

34 Click In Project Professional for Editing.

Jan views the Project Plan. 35 In the Ribbon, click the View

tab. The new Team Planner in

Project Professional 2010 provides a graphical view that helps Jan more effectively manage resource assignments.

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Jan can use this view to visually manage resource assignments.

The bottom panel of the window shows all tasks that are scheduled but have not yet assigned.

The bottom left shows unassigned unscheduled tasks

The section to the right of the resource names shows assigned but unscheduled tasks.

Users can simply drag and

37 Click the Secure Project Sponsorship task in the Unassigned Tasks section.

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drop tasks within these sections as required

Jan clicks the Secure Project Sponsorship task in the bottom section of the screen.

The Team Planner makes it easy to manage task and resource allocation. Tasks which cause an over allocation of a resource are highlighted in red. Tasks can simply be dragged and dropped to other resources to resolve the situation. Jan finds an available resource and drags the

Secure Project Sponsorship

task to the appropriate place in the schedule.

38 Drag Secure Project

Sponsorship to the top-right quadrant of the view. (Drag

Secure Project Sponsorship

to a resource that is not overloaded, making sure to align to the task’s original place in the schedule.)

Jan leaves the Team Planner view and goes to the Gantt Chart view of the project. In the Gantt Chart view, he reviews the effects of his changes.

39 In the Ribbon, click the View

tab and then click Gantt Chart.

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Jan wants to view a simple Timeline for the project.

40 Right-click the Gantt Chart, which is on the right of the project plan.

Right-clicking the Gantt Chart opens the Timeline view at the top of the project plan. This provides an easier way to share project schedules.

Note: Tasks have already been pre-selected for this timeline view.

41 Click Show Timeline.

Jan quickly reviews the key phases and milestones through simple timeline view.

Selecting the Timeline view automatically selects the

Format tab in the Ribbon. The Format tab contains features to help Jan edit the Timeline view.

Using the Format options in the Fluent user interface, Jan

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can quickly customize the Timeline by changing the bar colors or re-arranging tasks as callouts.

He can also copy the graphic and paste into Microsoft Office Outlook®_{, Microsoft}

Office PowerPoint®_{, and}

other Microsoft Office tools. Jan wants to communicate the project timeline to his team.

43 In the Format tab, click Copy Timeline.

Jan clicks For Presentation

to copy the timeline. 44 Click For Presentation.

Please note: In order to continue to the next step

–

in this Beta version of the demo

–

you must perform the following steps to be able

to open the PowerPoint slides:

 Open Microsoft PowerPoint 2010 (Beta) from the Start menu

 To add “C:\USERS” into the trusted locations – perform the following steps: o Choose File -> Options

o Select the tab Trust Center

o Click the Trust Center settings… button right

o In the Trust Center window select Trusted Locations tab o Click Add new location… button

o In the Microsoft Office Trusted Location dialog –

 Type “C:\USERS\” (without quotes) into the Path box

 Make sure to check the Subfolders of this location are also trusted o Press OK button three times to close all previosly opened windows

 Now you can proceed to the next step

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Jan opens his existing presentation, which he is creating for the project kick-off meeting.

45 On the desktop, double-click the Payroll System Upgrade-Project Kick Off file.

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The Payroll System Upgrade-Project Kick Off presentation includes details such as Overview, Requirements, Milestones, Team Allocation, and Risks.

Jan can insert the Timeline view copied from Project Professional into the Milestone slide of the presentation.

46 Scroll to slide 6.

Jan pastes the copied Timeline view from Project 2010 Professional into the PowerPoint presentation.

47 Right-click the slide and then click Paste Options.

48 Click the paste option on the left.

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By copying from Project 2010 Professional and pasting to PowerPoint, Jan can create, customize, and share the powerful Timeline view with team members and key stakeholders.

49 In the File menu, click Save.

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Because Jan has completed initial project planning, he returns to Project 2010 Professional, which has the

Payroll System Upgrade

project plan opened.

51 Return to the Project 2010 Professional window.

Jan wants to baseline his

project. 52 In the Ribbon, click the Project tab.

53 In the Ribbon, click the Set Baseline drop-down list and then click Set Baseline.

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Jan uses the Baseline 1 field to save the current status of the project plan. Because Baseline 1 has been previously saved, he overwrites it with his new changes.

For a given project, a project manager can save 11 different baselines. These baseline values can then be used to quickly compare and contrast budgeted values to actual values and to forecast values. These comparisons can help project managers to measure project progress.

54 In the Set Baseline drop-down list, click Baseline 1 (last saved on Wed 12/16/09).

55 Click OK. Jan confirms that he wants

to overwrite Baseline 1.

56 Click Yes.

He opens the Backstage

menu. 57 Click File. Jan saves the changes to the

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When the save is completed, the message ―Save

completed successfully‖ appears at the bottom of the Project 2010 Professional window.

Jan now commits his changes to Project Server using the Publish function.

59 Click Publish.

When the publishing is complete, the message ―Publish completed successfully‖ appears at the bottom strip of Project Professional window. He then closes the Project Plan.

60 Once the project is

successfully published, click

Close.

Because Jan is done with the project plan, he checks it in.

61 Click Yes to check in the project.

After saving all changes, Jan closes the Project

Professional.

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Clicking Exit returns Jan to the Project Center.

Jan can use the out-of-the-box Status Reports feature to create and request status reports from the resources in his team.

63 In the left navigation panel, under Resources, click Status Reports.

Jan goes to the Status Reports page, which has two sections—Request and

Response.

The Request option allows Jan to create custom status reports to collect and combine progress updates from his team members.

64 Under the Requests section, click New and then click New Request.

By clicking New Status, Jan opens the new status report page, with which Jan can request his team members to send the status report.

65 Under * Title, change the text from New Status Report to

Status Report for Payroll System Upgrade project