Microsoft Project 2010 Project 2010 VHD Description.pdf · 3 Microsoft® Project 2010 | Enterprise Project Management Solution Demo January 2009 Microsoft Project 2010 Overview Microsoft

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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The PWA home page

provides a personalized view

displaying information such

as the number of new task

assignments, number of

pending approvals, and

number of pending

timesheets, etc.

6 In the left navigation panel,

click Project Center.

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In the Project Center, Amy

can view the status of

various projects through

configurable views. The

current view shows projects

grouped by workflow stages,

and includes relevant

metadata on the columns to

display informative reports

that convey the status of all

initiatives from inception to

completion.

This view can be used as a

demand management

scorecard, providing visibility

and control across the

project lifecycle. This view

reinforces the importance of

capturing all work in a

central repository

Project Server 2010 includes

the new Fluent user interface

(aka ribbon), making it easier

to complete common

activities through the

contextual menus.

To submit a new request,

Amy simply clicks on the

New button in the Ribbon

and selects the appropriate

Enterprise Project Type (EPT)

displayed in the list.

7 In the Projects tab, click New.

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To standardize and control

the collection of work, the

Contoso PMO team has

published a list of best

practice project templates

(or EPTs)

The Enterprise Project Types

(EPT) are used to represent

varying types of projects and

non-project work.

Each EPT can include a

project template, a

governance workflow, and a

customized Project Site

template.

Amy chooses the EPT that

most closely matches her

proposal: Software

Development.

8 Click Software Development.

By choosing Software

Development, Amy is

routed to the appropriate

Proposal Request Form.

The Proposal Request Form

contains fields to capture

basic information about the

new project proposal.

The Proposal Request Form

uses the out-of-the-box

Project Detail Pages (PDP)

infrastructure.

Project Detail Pages (PDPs)

are configurable online

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forms used to collect project

information (for example,

descriptive data, cost

estimates, strategic impact

assessments).

Amy enters the required

information.

Notice the default setting of

the Owner field in the form

pre-populates with the users

name.

9 Fill in the following fields in

the Proposal Request Form:

Name: Web Catalog

Publishing Tool

Description: Enables creation

of dynamic Web pages for

products, including an

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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Saving the form:

o Initiates the new project

proposal based on the

Software Development

template.

o Initiates the workflow

associated with this EPT,

which moves the project

to the next step in the

process (that is, the

Initiate Checkpoint

stage, where the

proposal needs to be

approved by the PMO

Director).

This workflow subjects the

project to the appropriate

controls throughout the

lifecycle and determines the

forms that are displayed and

the data required to be

completed at each stage.

Once Amy successfully

creates the new proposal,

she is redirected to the

Workflow Status page.

The Workflow Status page

acts as a single point for all

workflow information and

guides users through the

process. The Workflow

Status page shows the main

stages and deliverables

included in the workflow,

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helping to educate

employees and drive

adoption and acceptance of

the process.

The page displays:

o The name of the current

workflow stage.

o The status of each

deliverable required to

be completed for the

current stage.

o A table with all stages

included in the workflow

with their corresponding

deliverables.

o Approval and rejection

comments.

To aggregate projects being

managed across different

workflows and facilitate

enable enterprise reporting,

the different stages of the

workflow have been

aggregated to a common

set of governance phases

(that is, Create, Select, Plan

and Manage).

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This page simplifies the

workflow process, making it

easier for team members to

identify the deliverables that

they must complete and to

navigate to the right forms

or views.

Having submitted the

proposal, Amy clicks Close,

and she is prompted to

check-in the project.

11 Click Close.

12 Click Yes.

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.


Carol Philips logs into the

system.

1 User name: CarolP


3 Domain: Contoso

Carol opens Internet

Explorer, where the default

page is set to the Contoso

PWA homepage.


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.


click Workflow Approvals.

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Carol goes to the Workflow

Approval task list to review

tasks awaiting her approval.

In the Workflow Approval

task list, Carol finds a new

approval task assigned to

her for the project Web

Catalog Publishing Tool.

6 Click the arrow on the task.

By clicking Edit Item, Carol

opens the task detail

window to approve or reject

the proposal.

7 Click Edit Item.

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Carol can click on the Review

project details link to review

the project submission form.

Carol enters her comments,

and approves the proposal.

8 Add comments.

Approving the notification

changes the task status to

Completed.

9 Click the Approve button.

As soon as Carol approves

the task, the workflow

activates and moves the

project to the next stage in

the workflow (the Define

stage).

10 Click the Project Web Access

link on the top of the left

navigation panel.

11 On the left navigation panel,


12 Locate the Web Catalog

Publishing Tool project in 2.

Define (Major Workflow)

stage.

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To see the deliverables

associated with the next

stage in the workflow stage,


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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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.


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.


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.


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


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.


The business driver library in

Project Server 2010 allows

capture and communicates

business drivers defined by

the Executive team.


click Driver Library.

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The following information is

captured for each business

driver.

Driver Name &

Description: By

capturing a name and

description for each

business driver, analysts

can better communicate

the intent of each driver

reducing ambiguity.

Departments: The

flexibility of the solution

allows organizations to

have a single set of

business drivers across

the entire organization

or provides the freedom

to associate specific sets

of drivers to multiple

departments.

Project Impact

Statements: Project

Impact Statements are

used to ensure the

objectivity of driver

assessment and clearly

communicate the

thresholds for each of

the impact ratings.

Project Impact

Statements are derived

from the key

performance indicators

(KPIs) used to measure

each business driver.

Under Driver Name column, click

Expand into new markets and

segments.

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

Project Server 2010 includes

a business driver

prioritization capability that

helps executives objectively

prioritize their business

drivers; utilizing a pair-wise

comparison technique.


Driver Prioritization.

Open the business driver

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.


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.


tab.

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

tab.

Carol names the scenario

$10M Force-In.


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.

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Having analyzed the

portfolio from a financial

perspective, Carol can now

assess the portfolio through

a resource lens. The

Resource Constraint analysis

ensures organizations can:

o Identify resource

surplus and deficits at

the skill level.

o Move projects within

the horizon to

maximize resource

utilization.

o Model headcount

Click Analyze Resources in the

Analysis tab.

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scenarios.

The Resource Constraint

Analysis view shows the

projects selected in the Cost

Constraint Analysis in

priority order. The system

automatically determines

based on the priority score,

resource demand for each

project and overall resource

availability which projects

can be 100 percent

resourced. These projects

are displayed under the

Selected grouping.

Carol wants to analyze why

some of the projects have

not been selected.

She uses the Requirements

Details view to compare the

resource requirements with

overall resource availability.

Note: The top pane shows

resource availability by role

and the bottom pane shows

resource requirements by

project

Click Requirement Details in the

Analysis tab.

Note: You can click the Hide

Metrics button to fit the

complete view of fiscal years

on the screen.

Click the Hide Metrics in the

Analysis tab.

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By enabling the Highlight

Deficit checkbox, Carol can

quickly identify that based

on the current project

schedules there is a resource

shortfall in the first half of

the fiscal year. She can also

quickly determine that there

is capacity in the second half

of the year, suggesting that

Contoso could better utilize

available resources by

changing the start dates of

some of the impacted

projects.

Select the Highlight Deficit

checkbox.

47 Microsoft®


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®


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®


Carol changes the start date

from July 2010 to Dec 2011.

This new information does

not overwrite the original

data.

In the New Office Development

row, change the start date under

the New Start column to Jan 2011

and then select any other cell.

After recalculating, the New

Office Development project

is selected.

Carol can complete this

exercise to see if additional

projects can be selected by

delaying the start dates.


tab.

Next Carol can run

headcount analysis. Hiring

additional resources is

another way to ensure a

project can be fully

resourced and selected in

Click Hide Metrics in the Analysis

tab.

50 Microsoft®


the analysis.

Carol types 2 in the Hire

Resources row and clicks

the Recalculate button.

In the Hire Resources row, type 2.

51 Microsoft®


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.


tab.

52 Microsoft®


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®


Carol logs out of the system. Log off Carol Philips.

54 Microsoft®


Plan

Projects often include globally dispersed teams and require a diverse set of skills. Project Managers can significantly increase the chance of successfully

completing the initiative and realizing the ROI by finding the right people with availability for each project. Project Managers must be able to effectively

mine the resource pool to find potential candidates and then quickly see if they have availability to join the team.

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

cost assessment and baselining the project plan.


Jan Kotas logs in to system. 1 User name: JanK


3 Domain: Contoso

Jan opens Internet Explorer,

where the default page is set

to the Contoso PWA home

page.


Jan opens Project Center to

see all projects he has

accessed to.



55 Microsoft®



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.

56 Microsoft®



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.

57 Microsoft®



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.

58 Microsoft®



He sees a graph showing

availability of the selected

Analysts for a given duration.

Jan then applies the

Remaining Availability view

so that he can see which

Analysts are available during

the selected time period.

The graph displays that Ben

Spain is busy, but Hatim and

TiAnna are available. Jan

decides to use Hatim on the

project.

13 From the View drop-down

list, click Remaining

Availability.

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Jan decides to use Hatim on

the project, closes the

browser, and returns to the

Build Team view.

14 Close the browser.

15 In the Build Team view, clear

all check boxes except for the

check box for Hatim Aiad.

Jan replaces the generic role

of Analyst with Hatim Aiad.

16 Click Replace.

By clicking Save & Close,

Jan saves his changes to

Project Server and returns to

the Project Center view.

17 Click Save & Close.

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Now that he has created the

project team, Jan wants to

look at the project schedule.

He clicks the Payroll System

Upgrade project, which

takes him to the Workflow

Status page for this project.

18 Click Payroll System

Upgrade.


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.

61 Microsoft®



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.


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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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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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.

64 Microsoft®



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.

65 Microsoft®



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.

66 Microsoft®



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.

67 Microsoft®



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.

68 Microsoft®



drop tasks within these

sections as required

Jan clicks the Secure Project

Sponsorship task in the

bottom section of the

screen.

The Team Planner makes it

easy to manage task and

resource allocation. Tasks

which cause an over

allocation of a resource are

highlighted in red. Tasks can

simply be dragged and

dropped to other resources

to resolve the situation.

Jan finds an available

resource and drags the

Secure Project Sponsorship

task to the appropriate place

in the schedule.

38 Drag Secure Project

Sponsorship to the top-right

quadrant of the view. (Drag

Secure Project Sponsorship

to a resource that is not

overloaded, making sure to

align to the task’s original

place in the schedule.)

Jan leaves the Team Planner

view and goes to the Gantt

Chart view of the project.

In the Gantt Chart view, he

reviews the effects of his

changes.

39 In the Ribbon, click the View

tab and then click Gantt

Chart.

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Jan wants to view a simple

Timeline for the project.

40 Right-click the Gantt Chart,

which is on the right of the

project plan.

Right-clicking the Gantt

Chart opens the Timeline

view at the top of the project

plan. This provides an easier

way to share project

schedules.

Note: Tasks have already

been pre-selected for this

timeline view.

41 Click Show Timeline.

Jan quickly reviews the key

phases and milestones

through simple timeline

view.

Selecting the Timeline view

automatically selects the

Format tab in the Ribbon.

The Format tab contains

features to help Jan edit the

Timeline view.

Using the Format options in

the Fluent user interface, Jan

42 Select the Timeline view.

70 Microsoft®



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.

71 Microsoft®



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.

72 Microsoft®



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.

73 Microsoft®



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.

74 Microsoft®



Because Jan has completed

initial project planning, he

returns to Project 2010

Professional, which has the


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.

75 Microsoft®



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.

76 Microsoft®



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.

77 Microsoft®



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.


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

78 Microsoft®



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.

79 Microsoft®



Request section.

Jan returns to the Project

Center.



Jan goes to the Payroll


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.

80 Microsoft®



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.

81 Microsoft®



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.


click Plan Checkpoint.

Jan goes to a Plan

Checkpoint form.

82 Microsoft®



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.


the Plan_Schedule Updated



the Plan_Finalized Cost



the Plan_Project Baselined


83 Microsoft®



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.

84 Microsoft®



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.

85 Microsoft®


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.


Carol Philips logs in. 1 User name: CarolP

2 Password:

pass@word1

3 Domain: Contoso




Project Server home page.

4 Launch Internet

Explorer.

Because Jan submitted the

project for approval, an

approval task for Carol is

created.


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.

86 Microsoft®



She scrolls down to the


project.

6 Click the arrow on

the task.

Carol wants to edit the

approval task.

7 Click Edit Item.



window with Approve and

Reject options.

8 Click the Review

project details link.

87 Microsoft®




Workflow Status page of the


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.


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.

88 Microsoft®



As soon as Carol approves

the task, the workflow is

activated and moves the

project to the Manage

phase.

12 Log off Carol Philips.

89 Microsoft®


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


Hatim logs in to the system. 1 Log in to Contoso VM

2 User Name: HatimA


4 Domain: Contoso

90 Microsoft®



Hatim opens Internet





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.


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.

91 Microsoft®



shown in the future, for this

demo and to ensure

consistency in this demo, we

will continue with the

assignments for the Payroll


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


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.

92 Microsoft®



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.

93 Microsoft®



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.

94 Microsoft®



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


click Manage Timesheets.

95 Microsoft®



(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).

96 Microsoft®



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

97 Microsoft®



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.

98 Microsoft®



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.


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


35 Domain: Contoso

Jan opens Internet Explorer,


to the Contoso Project

Server home page.


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.



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This takes Jan to the Project

Center Plan and Manage

Phase view.

45 Scroll down and select


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.


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


58 Domain: Contoso






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.


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


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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.


Amy Strande logs into the

Contoso Virtual Machine.

1 User name: AmyS


3 Domain: Contoso

Amy opens Internet Explorer,


to the Contoso Project

Server home page.


Amy goes to the Project

Center to view her projects.



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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.


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


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.

133 Microsoft®



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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Because Amy has completed

her business case, she logs

off of the Contoso Virtual

Machine.

41 Log off Amy Strande.

135 Microsoft®


Select Checkpoint


Carol Philips logs in to the

Contoso.

1 User name: CarolP


3 Domain: Contoso






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.


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.

136 Microsoft®


To edit the status of the task,

Carol clicks Edit Item.

7 Click Edit Item.



window with Approve and

Reject buttons.

8 Click the Review project

details link in the window.


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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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.


click Project Details.

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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.


click Cost and Benefit.

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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.


click Risk Evaluation.

Carol reviews the strategic

impact data of the project.


click Strategic Impact.

After closing the Strategic

Impact window, Carol

14 Close Internet Explorer.

140 Microsoft®


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.

Documents

Microsoft Project 2010 Project 2010 VHD Description.pdf · 3 Microsoft® Project 2010 | Enterprise Project Management Solution Demo January 2009 Microsoft Project 2010 Overview Microsoft