Microsoft®
Project 2010
Microsoft Project 2010
Enterprise Project Management Solution Demo January 2010 / version 1.1
January 2010
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Project 2010 | Enterprise Project Management Solution Demo January 2009
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 w ith
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
The executive team can effectively model constraints and select project portfolios that align with their business strategy
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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)
Plan Checkpoint Carol Phillips Carol approves Payroll System Upgrade
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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.
5 Launch Internet Explorer.
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Talking Points Click Steps Screenshots
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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Talking Points Click Steps Screenshots
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.
7 In the Projects tab, click New.
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Talking Points Click Steps Screenshots
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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Talking Points Click Steps Screenshots
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
integration of inventory
schedule.
Start Date: July 12 2010
Project Departments: IT
After entering all the
information, Amy simply
saves the form.
10 Click Save.
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Talking Points Click Steps Screenshots
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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Talking Points Click Steps Screenshots
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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Talking Points Click Steps Screenshots
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.
Amy logs out of the system. 13 Log off Amy Strande.
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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.
Talking Points Click Steps Screenshots
Carol Philips logs into the
system.
1 User name: CarolP
2 Password: pass@word1
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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Talking Points Click Steps Screenshots
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.
7 Click Edit Item.
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Talking Points Click Steps Screenshots
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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Talking Points Click Steps Screenshots
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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Talking Points Click Steps Screenshots
Carol closes the project. 14 In the Project tab, click Close.
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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.
Talking Points Click Steps Screenshots
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
Strategic Impact.
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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.
In the left navigation panel, click
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
In the left navigation panel, click
Risk Evaluation.
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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
Carol closes the project.
In the Project tab, click Close.
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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.
Talking Points Click Steps Screenshots
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.
In the left navigation panel, click
Driver Prioritization.
Open the business driver
priorities for the CIO.
Under Name column, click CIO
Prioritization.
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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
Prioritize Drivers.
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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
Portfolio Analyses.
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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
Analysis tab.
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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
Analysis tab.
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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
Analysis tab.
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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
Analysis tab.
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Carol saves this scenario. Click the Save As in the Analysis
tab.
Carol names the scenario
$10M.
For the Portfolio Selection
Scenario Name: 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.
Click Recalculate in the Analysis
tab.
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Project 2010 | Enterprise Project Management Solution Demo January 2009
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
Close.
44 Microsoft®
Project 2010 | Enterprise Project Management Solution Demo January 2009
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
Analysis tab.
45 Microsoft®
Project 2010 | Enterprise Project Management Solution Demo January 2009
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
Analysis tab.
46 Microsoft®
Project 2010 | Enterprise Project Management Solution Demo January 2009
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
checkbox.
47 Microsoft®
Project 2010 | Enterprise Project Management Solution Demo January 2009
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.
48 Microsoft®
Project 2010 | Enterprise Project Management Solution Demo January 2009
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
Analysis tab.
49 Microsoft®
Project 2010 | Enterprise Project Management Solution Demo January 2009
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.
Click Recalculate in the Analysis
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
tab.
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Project 2010 | Enterprise Project Management Solution Demo January 2009
the analysis.
Carol types 2 in the Hire
Resources row and clicks
the Recalculate button.
In the Hire Resources row, type 2.
51 Microsoft®
Project 2010 | Enterprise Project Management Solution Demo January 2009
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.
Click Recalculate in the Analysis
tab.
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Project 2010 | Enterprise Project Management Solution Demo January 2009
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.
Click the Close button.
53 Microsoft®
Project 2010 | Enterprise Project Management Solution Demo January 2009
Carol logs out of the system. Log off Carol Philips.
54 Microsoft®
Project 2010 | Enterprise Project Management Solution Demo January 2009
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.
Talking Points Click Steps Screenshots
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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Talking Points Click Steps Screenshots
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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Project 2010 | Enterprise Project Management Solution Demo January 2009
Talking Points Click Steps Screenshots
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
Build Team.
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Talking Points Click Steps Screenshots
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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Talking Points Click Steps Screenshots
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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Talking Points Click Steps Screenshots
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.
17 Click Save & Close.
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Talking Points Click Steps Screenshots
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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Project 2010 | Enterprise Project Management Solution Demo January 2009
Talking Points Click Steps Screenshots
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
highlighted in blue.
21 Change the schedule of some
tasks.
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Project 2010 | Enterprise Project Management Solution Demo January 2009
Talking Points Click Steps Screenshots
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 and Define
preliminary resources.
He clicks the link button
( ) in the Editing menu.
26 In the Editing menu in the
Task tab, click the icon.
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Talking Points Click Steps Screenshots
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.
29 Click Publish in the Task tab.
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Project 2010 | Enterprise Project Management Solution Demo January 2009
Talking Points Click Steps Screenshots
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.
31 Click Yes.
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Talking Points Click Steps Screenshots
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
Open.
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Talking Points Click Steps Screenshots
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.
36 Click Team Planner.
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Talking Points Click Steps Screenshots
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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Talking Points Click Steps Screenshots
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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Talking Points Click Steps Screenshots
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
42 Select the Timeline view.
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Talking Points Click Steps Screenshots
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 Alternatively you can just create a new presentation with a “Milestones” slide and proceed directly to step 48 below.
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Talking Points Click Steps Screenshots
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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Talking Points Click Steps Screenshots
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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Talking Points Click Steps Screenshots
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.
50 Close PowerPoint.
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Talking Points Click Steps Screenshots
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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Talking Points Click Steps Screenshots
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
project plan.
58 Click Save.
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Talking Points Click Steps Screenshots
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.
62 From the File menu, click Exit.
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Talking Points Click Steps Screenshots
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
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Talking Points Click Steps Screenshots
Jan edits the report title.
Jan can also define the
recurrence of the status
report (for example, weekly,
monthly, yearly), select the
resources, and define the
sections (for example, Major
Accomplishments, Objectives
for Next Period, Hot Issues)
that need to be completed in
the report.
Jan specifies that the report
is due on Monday.
66 In the Frequency section,
select the check box for
Monday.
Because the Payroll System
Upgrade project starts in
March, Jan specifies the start
date as 3/82010.
67 In the Start Date section, set
the date to 3/8/2010.
Because Jan had earlier
picked Hatim Aiad as the
Analyst, he selects Hatim
Aiad from the available
resources. Jan can now
receive reports from Hatim.
68 In the Resources section,
click Hatim Aiad from the list
of available resources and
then click Add >.
After configuring the report,
Jan sends the report.
Using status reporting tools,
Jan can regularly update
sponsors and executive
leadership.
When Jan clicks Send, he
returns to the Status Reports
page, which lists the report
he recently created in the
69 Click Send.
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Talking Points Click Steps Screenshots
Request section.
Jan returns to the Project
Center.
70 In the left navigation panel,
click Project Center.
Jan goes to the Payroll
System Upgrade project.
71 Click the Payroll System
Upgrade link in the Plan
phase.
To successfully complete the
plan phase Jan also has to
complete a secondary cost
and benefit assessment
Note: In this demo, the Cost
and Benefit information is
pre-filled for all projects of
the Plan and Manage phase.
Therefore, you can skip this
step (Steps 104 – 107).
If you want to edit and save
the data, you will be unable
to perform further steps in
this phase for approximately
10 to 12 minutes.
72 Click on Cost and Benefit in
the left navigation panel.
Jan uses the Phase 2 page to
fill in the new Cost and
Benefit information.
73 Click the Phase 2 page at the
bottom of Excel sheet.
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Talking Points Click Steps Screenshots
The Excel WAC template
shows the original cost and
benefit estimates entered
during the business case. Jan
can now update these
assessments in the Phase 2
section.
74 Edit the Cost and Benefit
data in the sheet.
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Talking Points Click Steps Screenshots
To save the updated values
to Project Server database,
Jan clicks the Save button in
the Project tab.
75 Click Save in the Project tab.
Because Jan has performed
all tasks required in the Plan
phase, he opens the Plan
Checkpoint PDP.
The Plan Checkpoint PDP
lists all tasks that were
required to be completed
the Plan phase.
76 In the left navigation panel,
click Plan Checkpoint.
Jan goes to a Plan
Checkpoint form.
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Talking Points Click Steps Screenshots
This checkpoint has all fields
marked as mandatory.
The governance feature of
Project Server 2010 allows
you to specify required fields
to be completed at the time
of workflow configuration.
When Jan clicks Edit, all the
controls in the form are
enabled.
77 Click Edit in the Project tab.
The form asks the following
questions:
o Plan_Generics Replaced
o Plan_Schedule Updated
o Plan_Finalized Cost
o Plan_Project Baselined
78 Click the button in
the Plan_Generics Replaces
section and then select Yes.
Because Jan has performed
all tasks, he selects Yes for
every question.
79 Click the button in
the Plan_Schedule Updated
section and then select Yes.
80 Click the button in
the Plan_Finalized Cost
section and then select Yes.
81 Click the button in
the Plan_Project Baselined
section and then select Yes.
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Project 2010 | Enterprise Project Management Solution Demo January 2009
Talking Points Click Steps Screenshots
Jan saves his changes to the
project.
This sets the Plan Checkpoint
deliverable stage as
Completed.
82 Click Save in the Project tab.
After saving the changes, Jan
submits the project to move
the project to next stage.
83 Click Submit in the Project
tab.
Jan confirms that he wants
to submit the Payroll System
Upgrade.
When he completes the Plan
stage, the workflow performs
the necessary data
validations to ensure all
required fields have been
sufficiently completed before
submitting the project for
approval.
Because all the required
fields are completed, the
workflow moves the project
to Plan Checkpoint and
creates an approval task for
Carol to review that Plan
phase.
84 Click OK.
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Talking Points Click Steps Screenshots
Submitting the project
returns Jan to the Workflow
Status page, which now
displays the selected Plan
Checkpoint stage.
He closes to check in the
project.
85 Click Close, in the Project
tab.
He clicks Yes to confirm that
he wants to check in the
project.
86 Click Yes.
Jan logs out of the Project
workspace.
87 Log off Jan.
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Plan Checkpoint
In the Plan Checkpoint stage, Carol, the PMO, reviews the changes made by Jan in the Plan phase. At this stage she could also re-run the portfolio analysis
to double check all projects selected still deliver the optimal return. We will not re-visit portfolio optimization at this stage of the demo.
Talking Points Click Steps Screenshots
Carol Philips logs in. 1 User name: CarolP
2 Password:
pass@word1
3 Domain: Contoso
Carol opens Internet
Explorer, where the default
page is set to the Contoso
Project Server home page.
4 Launch Internet
Explorer.
Because Jan submitted the
project for approval, an
approval task for Carol is
created.
Carol goes to the Workflow
Approval task list to review
tasks awaiting her approval.
In the Workflow Approval
task list, she finds a new
approval task assigned to
her for the project Payroll
System Upgrade.
5 In the left navigation
panel, click
Workflow
Approvals.
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Talking Points Click Steps Screenshots
She scrolls down to the
Payroll System Upgrade
project.
6 Click the arrow on
the task.
Carol wants to edit the
approval task.
7 Click Edit Item.
By clicking Edit Item, Carol
opens the task detail
window with Approve and
Reject options.
8 Click the Review
project details link.
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Talking Points Click Steps Screenshots
This takes Carol to the
Workflow Status page of the
Payroll System Upgrade
project.
This page shows that the
project is in the Plan
Checkpoint stage and is
waiting for an approval. She
can click on each of the
PDPs and review the
information.
9 Close the browser.
Closing the browser returns
Carol to the approval task.
She enters her comments
and approves the task.
10 Enter comments.
11 Click the Approve
button.
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Talking Points Click Steps Screenshots
As soon as Carol approves
the task, the workflow is
activated and moves the
project to the Manage
phase.
12 Log off Carol Philips.
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Manage
Microsoft Project Server 2010 provides Contoso with the flexibility it needs to streamline processes, automate task management, centrally report time, and
increase the accuracy of project forecasting. The enhanced capabilities to report time in Project Server 2010 provide a new Single Entry mode to unify time
and task status updates, improve user experience, and centralize approvals.
In the manage stage:
Hatim Aiad, the Business Analyst, uses time reporting systems to capture work and non-working time for payroll, invoicing, and other business
purposes and to send task updates to Jan, the Project Manager
Jan uses the intuitive user interface to approve task updates and updates to project plan, and uses various out-of-the-box collaboration
mechanisms to keep the team and the management up to date on the project progress
Carol, the PMO director, uses the Business Intelligence and other reporting capabilities to gain insight, visibility, and control across all
departments and projects
Talking Points Click Steps Screenshots
Hatim logs in to the system. 1 Log in to Contoso VM
2 User Name: HatimA
3 Password: pass@word1
4 Domain: Contoso
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Hatim opens Internet
Explorer, where the default
page is set to the Contoso
Project Server home page.
5 Launch Internet Explorer.
Project Server 2010 has an
intuitive Task interface that
helps Hatim report
information on task status.
He can view all of his
assignments through the
Web-based interface.
6 In the left navigation panel,
click Tasks.
Users can customize the new
interface to meet their
specific preferences and
needs.
7 In the Ribbon, click the arrow
next to Filter.
Hatim wants to view his
newly assigned tasks.
This view helps users to
group current tasks and
future tasks.
Note: Hatim finds his
assignments for the Payroll
System Upgrade project are
under the Distant Future
group. Since this is the time-
dependent view, the
grouping may change when
you run the demo. Even
though the task is currently
8 Click Newly Assigned Tasks.
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shown in the future, for this
demo and to ensure
consistency in this demo, we
will continue with the
assignments for the Payroll
System Upgrade project.
This view helps users to
group current tasks that are
in progress or should have
been started versus future
tasks that will be starting in
the future.
In this view, Hatim finds the
Payroll System Upgrade
task project in the Distant
Future group.
Note: To ensure consistency
in this demo, Hatim updates
the Payroll System Upgrade
project tasks. He would also
fill the timesheet for the
duration of this project.
9 In the Period Total column,
select the cell in the same row
as Conduct needs analysis in
the Payroll System Upgrade
project.
By clicking Select Period,
Hatim can pick a specific
date for the time grid to
display in the seven-day
reporting period.
10 In the Tasks tab, click Select
Period.
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Talking Points Click Steps Screenshots
In this demo, Hatim has
worked on the Payroll
System Upgrade project and
wants to report it on his
timesheet. He defines the
timesheet period of his tasks
in the Payroll System
Upgrade project.
11 In the Timesheet Period drop-
down list, select the period in
which the duration of
Conduct needs analysis task
occurred.
After Hatim specifies the
timesheet period, the time-
phased grid on the right
moves forward for the
interval specified.
12 Click OK.
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To update his time spent on
the Conduct needs analysis
task, Hatim enters the total
time he spent on the task
that week.
13 Under Distant Future, in the
Period Total column, select
the cell in the same row as
Conduct needs analysis
14 Type 24h.
The intuitive user interface
automatically distributes the
Period Total hours to
individual days.
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Hatim can use the Ribbon to
identify overdue and
completed tasks. He can also
find assignments by creating
custom filters and groups.
15 Click the drop-down list next
to Group By and then click
Custom Group By…
Hatim uses the custom filters
to view tasks the same
groups.
16 In the Group Fields window,
click Task Hierarchy in the
Group by drop-down list.
17 Click OK
Hatim saves the changes. 18 In the Tasks tab, click Save.
Project Server 2010
Timesheet capabilities allow
users to report time against
billable (project) tasks and
also against non-billable
19 In the left navigation panel,
click Manage Timesheets.
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Talking Points Click Steps Screenshots
(administrative) tasks such as
vacation or jury duty.
To complete his timesheet
for that timesheet period
(3/14/2010 to 3/20/2010),
Hatim clicks the Manage
Timesheets link.
In this demo, Hatim submits
his timesheet for the period
3/14/2010 to 3/20/2010 (at
the writing this script, these
dates are in the future).
The options in the drop-
down list under View allow
Hatim to view past, current,
and future timesheets.
20 Under View, click the drop-
down list.
Hatim clicks Next 6 Months
+ Last 3 Months to find the
correct timesheet period for
this demo.
21 Click Next 6 Months + Last 3
Months.
Hatim selects same duration
that he had selected while
updating the task.
22 Click Click to Create for the
period for which you
submitted the task Conduct
need analysis (In this demo,
the time period is 20
(3/14/2010 – 3/20/2010).
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Note: The timesheet duration
may change depending upon
the task start date and end
date. Complete the timesheet
for the period for which you
updated the task.
Hatim opens the timesheet
for the time period
(3/7/2010 – 3/13/2010).
To increase flexibility and
precision when entering
data, the Project Server 2010
timesheet combines project
and administrative time into
one seamless view.
To avoid duplicate data, the
Project Server 2010
timesheet also shows the
time that Hatim entered
while he was reporting a
task update during the same
period.
Note: Contoso has a
predefined fiscal calendar,
timesheet periods, and
categories for administrative
working and non-working
times. These categories are
configurable and the Project
Server administrator can
create and edit them.
The Single Entry Mode of
timesheet reporting unifies
status updates against tasks
and data entered in the
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timesheets by displaying
them together.
Because Hatim worked only
part of the week, he reports
the non-working hours
against the vacation
category.
23 In the Vacation row, type 8h
in the Thu 3/18 and Fri 3/19
columns.
Hatim completes his
timesheet and submits it for
approval.
24 In the Ribbon, click Send
Timesheet.
25 In the Comment box, type
Worked on the Conduct Needs
Analysis task of “Payroll
System Upgrade” project.
With a minimum of
keystrokes or on-screen
clicking, the Timesheet and
Task reporting capabilities of
26 Click OK.
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Project Server 2010 can help
Hatim to quickly find his
assignments, update key
data in place, save
timesheets in process, and
submit assignments
individually or in bulk.
Jan assigned some status
reports to Hatim.
Hatim clicks the Status
Reports link to review and
submit a report.
Hatim sees a request from
Jan for a status report.
27 In the left navigation panel,
click Status Reports.
Hatim opens the status
report.
28 In the Response section, click
Status report for Payroll
System Upgrade.
29 Under Major
Accomplishments, type
Created Needs Analysis
Document.
Clicking Send submits the
status report to Jan for
approval.
30 Click Send.
Hatim logs off of the
Contoso Virtual Machine.
31 Log off Hatim.
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Jan, the Project Manager,
logs into the Contoso Virtual
Machine.
32 Log in to Contoso VM
33 User Name: JanK
34 Password: pass@word1
35 Domain: Contoso
Jan opens Internet Explorer,
where the default page is set
to the Contoso Project
Server home page.
36 Launch Internet Explorer.
Clicking 10 task updates
from resources takes Jan to
the Project Center Approval
Center.
Project Server 2010 provides
a dedicated Approval Center
to simplify the processes of
reviewing task, timesheet
and status updates
37 Under Approvals, click 10
task updates from
resources.
Jan views the task details by
clicking the task.
38 In the name column, click the
task Conduct need analysis.
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This opens a window that
shows the details of tasks
Hatim has updated.
39 Click Cancel.
After viewing the details, Jan
decides to approve the task
update. He clicks Accept.
40 Select the check box for the
Conduct needs analysis task
that Hatim submitted.
The Approval Center uses
the same intuitive User
Interface as the Timesheet
and Task views, with
commands to group, sort,
and filter tasks to help users
personalize and streamline
their approval activities.
41 In the Approvals tab, click
Accept.
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Jan enters his comments and
accepts the updates.
42 In the comment box, type The
task updates are in alignment
with the project plan.
This approves Hatim’s task
updates.
43 Click OK.
Jan now wants to go to
project details using Project
workspace.
44 In the left navigation panel,
click Project Center.
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This takes Jan to the Project
Center Plan and Manage
Phase view.
45 Scroll down and select
Payroll System Upgrade
project under the Manage
phase.
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The project workspace is a
central location for all
project-related information
and convenient tools for the
team to collaborate and
share.
This custom project
workspace includes three
pages:
o Initiation
This page provides an
overview of the project
and its financial
information.
o Execution
This page includes all
out-of-the-box Web
Parts that help in
project execution.
o Reports
This page contains all
project-related reports.
46 Click Project Site in the
Projects tab.
The Execution page displays
the project details Web Part,
which shows the project plan
at a glance.
The execution page includes
following information:
o Project Details. This
Web Part displays the
47 Click the Execution tab.
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Project plan with
Gantt Chart.
o Issues & Risks.
Project Server 2010
provides a central
location for effective
identification and
management of issues
and risks. It promotes
the use of standard
processes for
definition, impact
assessment,
escalation, and
resolution.
o Team Discussions.
Discussions enable
team members to
openly communicate
and debate topics
within the Project Site.
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The workspace also displays
the Project Blog Out of Box
Web Part, which lists all of
Jan’s blogs.
Jan uses blogs to provide
frequent updates on project
activities, such as recurring
status reports and key
announcements.
48 Scroll down.
49 In the top navigation, click the
icon and select Project
Web Access.
This returns Jan to Project
Web Access.
After approving the task
updates, Jan opens Status
Reports to see if Hatim has
responded.
50 In the left navigation panel,
click Status Reports.
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Jan opens the status report. 51 Under Requests, click Status
report for Payroll System
Upgrade.
Jan finds one response from
Hatim Aiad.
52 Select the row Hatim Aiad.
He opens the report to view
the details.
53 Click Open.
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By clicking Open, Jan can
view the complete status
report that Hatim submitted
earlier.
Jan logs off of the Contoso
Virtual Machine.
54 Log off Jan.
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Carol, the PMO director, logs
into the Contoso Virtual
Machine.
55 Log in to Contoso VM
56 User Name: CarolP
57 Password: pass@word1
58 Domain: Contoso
Carol opens Internet
Explorer, where the default
page is set to the Contoso
Project Server home page.
59 Launch Internet Explorer.
For its reporting needs,
Project Server 2010 uses
Business Intelligence
capabilities in SharePoint. It
also has a rich reporting
database and OLAP cubes to
surface all project, resources,
assignments, and timesheet
information.
Carol uses the preconfigured
dashboard under Business
Intelligence to make
decisions and to proactively
manage projects and
resources.
60 In the left navigation panel,
click Business Intelligence.
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Carol goes to the Corporate
Dashboard to gain insight
and visibility across all the
departments.
61 Under Dashboards, click
Corporate Dashboard.
The corporate dashboard
shows corporate-level
reports, which are built
using Microsoft Office Excel®
Services, Microsoft Office
PerformancePoint™ Services,
and Microsoft SQL Server®
Reporting Services:
Corporate KPI Report
Indicator boxes (red, yellow,
green) display the current
status of all departments .
Project by Phase
A bar graph shows all
project counts by phase.
Project by Department
A pie chart report shows all
project counts by
departments.
Cumulative Work Planned
vs. Actual vs. Forecast
A line chart displays forecast,
planned, and actual work.
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Viewing the Corporate KPI
Report, Carol finds that all
departments are green
except for IT.
To view the IT department
and discover why its status is
red, Carol clicks IT.
All reports use the reporting
database of Project Server
2010. This database stores
both project and portfolio
data to ensure access to up-
to-date information.
62 Click IT.
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Carol to the IT Department
dashboard, which contains
the following department-
level reports:
IT Department KPIs
Displays an aggregate
current status of all project-
level indicators.
Project by Phase
A bar chart shows all project
counts by phase for the IT
department.
Cost vs. Benefit
A bar chart displays the
variation in cost and benefit
of all IT department projects.
63 Click Templates in the left
panel.
Carol wants to change the
look and feel of the Project
By Phase report, which is an
Excel-based report.
64 Click the arrow next to
ITProjectByPhaseFinal.
65 Click Edit in Microsoft Excel.
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66 Click OK.
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The look of the chart can be
edited using chart styles.
67 Select the bar chart.
68 Click the Design tab and then
click the green bar style under
Chart Style section.
Carol saves her changes and
returns to the IT Dashboard
page. She refreshes the page
to view the effects of her
changes.
69 Click the button on the
top panel.
70 Close the Excel file.
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The IT Department KPIs
report in IT dashboard page
shows that Cost, Resource,
and Schedule are red.
To understand why these
KPIs are red, Carol looks at
the Project Status report
located at the bottom of the
page.
The Project KPI Status
Report shows the project by
descending priority with the
individual project level
indicators.
71 Return to the IT Dashboard
and refresh the page.
Note: You may press F5 or
close the browser and then
reopen the browser to refresh
the chart.
72 Scroll down.
73 In the Project KPI Status
Report, click Storage
Planning and Management.
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Carol can use the drill-down
capabilities to understand
the cause of the issue. She
notices that Storage
Planning and Management
Project has red KPIs. To learn
more about this project, she
clicks the project.
Note: The reports sometimes
take time to display and may
result in timeout error. If this
occurs, refresh the page, and
all reports will be properly
displayed.
By clicking the project, Carol
goes to the Reports tab of
the project’s workspace. This
tab has following project-
level reports:
Baseline Work Vs. Actual
Vs. Forecast
A line chart displays the
baseline work, actual work
and forecast work.
Task Status Review
A table displays the status of
tasks using indicators (red,
green, yellow).
Milestone Completion
A bar chart that compares
the number of completed
milestones against planned
milestones for a given
74 Close the browser.
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month.
Project Financial Metrics
A table displays the financial
information like total cost,
approved budget and
change order cost of the
project.
These reports help Carol to
understand why the project
indicators are red.
Carol logs off of the Contoso
Virtual Machine.
75 Log off Carol.
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Appendix A
Additional Define Phase Steps: You can follow the steps below to demo the completion of a full business case and show the PMO approving the project
and moving the project to the select checkpoint.
Talking Points Click Steps Screenshots
Amy Strande logs into the
Contoso Virtual Machine.
1 User name: AmyS
2 Password: pass@word1
3 Domain: Contoso
Amy opens Internet Explorer,
where the default page is set
to the Contoso Project
Server home page.
4 Launch Internet Explorer.
Amy goes to the Project
Center to view her projects.
5 In the left navigation panel,
click Project Center.
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Amy finds that her Web
Catalog Publishing Tool
project is in the Define
stage. To see the
deliverables to be
completed in this workflow
stage, she clicks on the
project name which
navigates her to the
Workflow Status page.
6 Click the Web Catalog
Publishing Tool project.
The Workflow Status page
shows the following
information:
o The name of the current
workflow stage
o The status of each
deliverable required to
be completed for the
current phase
o A table with all stages
included in the workflow
with their corresponding
deliverables
o Approval and rejection
comments
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Because Amy must enter the
business case, see checks
out the project by clicking
on the Edit button on the
Ribbon.
7 Click Edit.
8 Under Web Catalog
Publishing Tool, click Project
Details.
Amy completes the
remaining fields in the
Project Details form. Notice
that all of the previously
completed values appear in
this form for review and
changes.
9 Enter the value in the
Justification field.
A status label appears in the
right corner of the screen.
The status changes from ―In
Progress‖ to ―Save
completed successfully.‖
10 In the Projects tab, Click
Save.
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In this stage, Amy 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.
To create resource
requirements, Amy clicks the
Resource Plan button,
which opens an empty
resource plan page.
11 In the Project tab, click
Resource Plan.
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Amy starts by building a
project team. She clicks the
Build Team button, which
shows all generic resources
(by skill level) as well as
named resources in
Contoso’s resource pool.
12 In the Plan tab, click Build
Team.
At this stage, Contoso needs
only estimates of high-level
resources by skill.
13 Apply a filter to show only the
generic resources.
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Amy selects the resources
she needs for the project
team: an Analyst, a
Developer, a PMO, a Project
Manager, a SME, a Tester,
and a Trainer.
14 Select the check boxes for
each generic resource
required for the project.
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By clicking on the Add
button, all of the selected
resources are added to the
right side of the view.
15 Click the Add > button.
By clicking Save & Close,
Amy builds her project team
and returns back to the
resource plan view.
16 In the Team tab, click the
Save & Close button.
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For capacity planning,
Microsoft Project Server
2010 provides the flexibility
to use resources specified
either in the project plan or
from a separate resource
plan attached to the project.
Because it is too early in the
project life cycle to have a
granular project plan, Amy
calculates resources from
the Resource Plan.
17 In the Ribbon, under
Calculate from: click the
drop-down arrow and then
click Resource Plan.
Amy specifies the project
dates as the duration for the
Resource Plan.
18 In the Plan tab, click Date
Range.
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19 Under Set Date Range, set
the project start date and end
date, and then click OK.
Amy defines Work Units and
Timescale information for
her Resource Plans.
20 In the Plan tab, click the
Work Units drop-down list.
21 Click Full-time Equivalent.
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Amy can view the resource
plans by days, weeks,
months, quarters, and years.
She selects the Months
Timescale for the resource
plans.
22 Click the Timescale drop-
down arrow and click
Months.
Amy specifies the resource
requirements in terms of FTE
for each generic resource.
23 Specify the resource
requirements.
Amy saves the Resource
Plan.
24 Click Save.
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Finally, Amy clicks Publish to
commit the final Resource
Plan.
25 Click Publish.
In this way, Amy uses the
new Capacity Planning
module to proactively
forecast resource
requirements at the skill
level.
26 Click Close.
By clicking Close, Amy
returns to the Workflow
Status page of the project.
Amy opens the PDP for
Strategic Impact.
Contoso has defined seven
usable, measurable, and
unique business drivers to
map the alignment of
projects against the
company’s overall strategy.
27 Under Web Catalog
Publishing Tool, click
Strategic Impact.
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The Strategic Impact
Assessment form displays
Contoso’s Business Drivers,
their description, and
corresponding impact
statements.
Amy uses this form to
specify the impact ratings to
derive the Strategic value
score.
28 Select the business impact for
each business driver.
A status label appears in the
right corner of the screen.
The status changes from ―In
Progress‖ to ―Save
completed successfully.‖
After completing the
Strategic Impact, Amy enters
the financial information of
the project.
29 Click Save.
This PDP contains a Web
Part that renders a Microsoft
Office Excel 2010 workbook
to capture multi-year cost
and benefit values. The Web
Part uses Microsoft Office
Excel®
Web Application
Companion (WAC) to make
the cost and benefit Excel
workbook available on the
Web for editing.
This workbook actually
resides on the project
30 In the left navigation panel,
click Cost and Benefit.
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workspace associated with
this project proposal.
In the Define stage, Amy will
use the Phase 1 sheet of the
Excel workbook to estimate
the project cost and
benefits.
31 Scroll down and click Phase I.
The Phase I sheet has two
sections:
o Project Cost Details:
Captures costs against
high-level categories in
the next five years.
o Project Benefit Details:
Captures benefits from
the project in the next
five years.
These generic cost and
benefit categories can be
changed to meet varying
needs.
32 Enter the values in the Phase I
sheet.
Note: The Excel workbook
also contains formulas that
automatically calculate the
individual totals across these
categories as well as totals
for each year.
In the current solution, these
totals are saved in the
33 Scroll down and click the
Summary sheet.
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project server database as
project level custom fields
for easy reporting.
To help users summarize
project’s financial
information, the Excel
workbook also contains a
summary sheet with
formulas and a
corresponding graph.
Note: By default, the
AutoSave option is enabled
on the Excel workbook. Any
changes Amy has made in
the Excel workbook will be
preserved.
Once Amy has edited the
information and is satisfied
with the project cost and
benefit information, she
clicks the Save button on the
Ribbon. This pushes all of
the summary information to
the project server database.
Note: Saving to the Project
Server database is done by
various calls to a custom
Windows Communication
Foundation (WCF) service.
The WCF service reads all
data from the Excel sheet
and sets the value of various
34 In the Ribbon, click Save.
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project-level, custom fields.
After entering the Cost
information, Amy performs
the Risk Evaluation for the
project.
35 Under Web Catalog
Publishing Tool, click Risk
Evaluation.
This PDP hosts an InfoPath
form that has three tabs:
o Business Risk
o Technology Risk
o Implementation Risk
All of these tabs contain
questions and objective
answers that Amy must
select.
36 Click the option buttons for
the appropriate answer to
each question. To browse the
three available tabs, click
them.
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Amy answers all of the
questions.
37 Scroll down.
To commit her changes,
Amy clicks the Submit
button at the bottom of the
form.
Based on these risk
questions, two values are
calculated:
o Probability of Sucess
o Risk Range
38 Click Submit at the bottom of
the form.
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These values are stored in
project-level custom fields.
Note: Users may not
immediately perform further
steps (for example,
submitting the project for
approval) because of the
time it takes to save Cost
Benefit and Risk data. Users
can continue performing the
steps of Select Checkpoint
or wait for 10 minutes until
the project data is saved.
Once the required
information for the business
case is complete, Amy
submits the project for
further approval.
39 In the Ribbon, click the
Submit button.
Amy confirms the
submission by clicking OK.
On submission, the workflow
performs the necessary data
validations and creates an
approval task for Carol
Philips.
By clicking OK, Amy goes to
the Workflow Status page,
which shows that the project
has moved to the Select
Checkpoint stage and is
waiting for approval.
40 Click OK.
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Project 2010 | Enterprise Project Management Solution Demo January 2009
Talking Points Click Steps Screenshots
Because Amy has completed
her business case, she logs
off of the Contoso Virtual
Machine.
41 Log off Amy Strande.
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Project 2010 | Enterprise Project Management Solution Demo January 2009
Select Checkpoint
Talking Points Click Steps Screenshots
Carol Philips logs in to the
Contoso.
1 User name: CarolP
2 Password: pass@word1
3 Domain: Contoso
Carol opens Internet
Explorer, where the default
page is set to the Contoso
Project Server home page.
4 Launch Internet Explorer.
Because Amy’s project has
moved to the Select
Checkpoint stage, Carol
must go to the Workflow
Approvals task list to review
the corresponding task
assigned to her.
5 In the left navigation panel,
click.
In the Workflow Approvals
task list, Carol finds a new
Define-stage approval task
for the Web Catalog
Publishing Tool project.
Clicking on the drop-down
arrow displays options for
the approval task.
6 Click the drop-down arrow on
the task.
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Project 2010 | Enterprise Project Management Solution Demo January 2009
To edit the status of the task,
Carol clicks Edit Item.
7 Click Edit Item.
By clicking Edit Item, Carol
opens the task detail
window with Approve and
Reject buttons.
8 Click the Review project
details link in the window.
This takes Carol to the
workflow status page of
Web Catalog Publishing
Tool. The Workflow Status
page shows that the project
is in the Select Checkpoint
stage and is ready for her
approval.
To review the business case,
Carol examines each of the
PDPs in the Web Catalog
Publishing Tool.
9 Scroll down.
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Project 2010 | Enterprise Project Management Solution Demo January 2009
The Project Details page
titled Project Details shows
the description and
justification of the project.
The page also shows
financial information and
risk information based on
the Project Details pages
Cost and Benefit and Risk
Evaluation.
10 In the left navigation panel,
click Project Details.
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Project 2010 | Enterprise Project Management Solution Demo January 2009
Carol reviews the Cost and
Benefit data of the project.
Reviewing the cost and
benefit estimates, earlier
captured by Amy, will help
Carol to assess and select
competing initiatives,
measure financial
performance against
baseline in the execution
stage, and analyze whether
the initiative realized the
forecasted benefits upon
completion.
11 In the left navigation panel,
click Cost and Benefit.
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Project 2010 | Enterprise Project Management Solution Demo January 2009
Carol reviews the risk
evaluation data of the
project.
Note: In this version of the
demo, the individual
answers from the Risk
Evaluation form are not
saved. Instead two project
level fields—Probability of
Success and Risk Range—
are calculated and saved.
12 In the left navigation panel,
click Risk Evaluation.
Carol reviews the strategic
impact data of the project.
13 In the left navigation panel,
click Strategic Impact.
After closing the Strategic
Impact window, Carol
14 Close Internet Explorer.
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Project 2010 | Enterprise Project Management Solution Demo January 2009
returns to the Task Details
window.
Carol has reviewed the
business case information in
the PDPs and decides to
approve the project.
She enters her comments.
15 Enter comments.
Carol approves the task. 16 Click the Approve button.
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Note: The Select Checkpoint
approval process has two
steps.
First, the PMO must approve
the Define stage task.
Second, the project must be
selected during portfolio
selection.
Once the task is approved,
the project remains in the
Select Checkpoint stage, but
the workflow shows that the
project is now waiting for
portfolio selection before
moving to the Plan stage.
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Appendix B—Known Issues Section Issue Description Workaround
Business Case Development Excel Sheet Behavior The Cost/Benefit Excel worksheet may initially
display incorrectly.
Manually move the
horizontal and vertical
scrollbars to position
the sheet correctly.
Business Case Development
(steps listed in Appendix A)
Excel Sheet Behavior When clicking a cell for editing, the incorrect
cell may be outlined.
The value will be
inserted into the
selected cell.
Throughout Authentication Prompts Users may occasionally and randomly be
prompted to authenticate when performing
Web site operations.
Dismiss the
authentication
prompt, refresh the
page, and continue.
Throughout when user
opens Project Center
Project Center Grid Display The Project Center grid does not properly use
the vertical space available on the page at
some resolutions.
Resize of the browser
window, and the
control will behave
properly.
Business Case Development
(steps listed in Appendix A)
Risk Evaluation Processing Time The Risk Evaluation Form takes some time to
process after being submitted, preventing the
submission of the Define phase of the
workflow in a continuous-flow demo.
with Portfolio Analysis
(Select Checkpoint:
18) as it does not
depend on the
previously submitted
project.
Manage Phase No. of task approvals for Jan The Project Manager has eight default task
approvals pending and it shows no task when
navigating to Approval Center.
Does not affect demo
flow, but at step 38
the image is incorrect,
it should show 1 task
update only instead of
10.
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Plan & Manage Phase View Behavior of KPI indicators in Plan
and Manage Phase view
The indicators may not get displayed for
some of the projects
Does not affect demo
flow.
Plan Phase Plan Checkpoint Plan Checkpoint Edit button may take few
minutes to activate.