Project Management User'

Project and Portfolio Management
Center
Software Version: 9.42
Project Management User Guide
Go to HELP CENTER ONLINE
http://admhelp.microfocus.com/ppm/
Document Release Date: September 2017 | Software Release Date: September 2017
Project Management User Guide
Project and Portfolio Management Center
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Contents
Project and Portfolio Management Center
1
Chapter 1: Getting Started with Project Management
12
Chapter 2: General Setup Considerations
14
Overview of General Setup Considerations
14
Setting Up Resources
16
Setting Up Regions
17
Configuring Project Management Validations
17
Configuring the Details Tab
19
Configuring the Project Process
20
Configuring Project Control Processes
20
Setting Up Project Types
22
Setting Up Activities
22
Setting Up Time Management Integration
22
Setting Up Microsoft Project Integration
23
Setting Up Task User Data
23
Chapter 3: Configuring Project Types
Overview of Configuring Project Types
24
24
Project Types
24
Project Policies
24
Enforcing Project Policies
25
Working with Project Types
26
Setting Project Policies
26
Project Fields
26
Work Plan
28
Work Plan Accessibility
29
Work Plan Template
31
Request Types
31
Scheduling
32
Default Start Date
33
Resource Dependency
34
Critical Path Threshold
34
Schedule Warning Rules
34
Schedule Health
35
Schedule Health Indicator
35
Scheduling Exception Rules
36
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Cost and Effort
37
Resource Load Settings
39
Time Management
40
Financial Management
41
Costs on the Financial Summary
42
Cost and Earned Value Health
43
Microsoft Project Integration
44
Staffing Profile Assignments
48
Project Health
48
Issue Health
49
Task Auditing
51
Project Overview Layout
52
Project Security
56
Micro Focus Service Manager
56
Project Formula
57
Hybrid Project
57
Chapter 4: Creating a Project
58
Overview of Creating a Project
58
Creating a Project
59
Creating a Project from a Proposal
59
Creating a Project from Scratch
61
Using the Project Overview
61
Adjusting Project Settings
63
Defining Project Participants
64
Entering Project Details
65
Entering KPI Impacts
65
Creating a Staffing Profile
66
Working with a Financial Summary
67
Searching for Projects
67
Search Box
67
Search Projects Page
68
Chapter 5: Creating and Managing a Work Plan
69
Creating a Work Plan from Another Project
69
Creating a Blank Work Plan
70
Creating a Work Plan from a Work Plan Template
71
Setting up a Work Plan Template
71
Creating and Managing Work Plan Templates
72
Adding Tasks to a Work Plan Template
72
Configuring Tasks in a Work Plan Template
73
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Configuring Access to a Work Plan Template
73
Creating a Work Plan Template from an Existing Work Plan
73
Work Plan to Work Plan Template Conversion Details
74
Adding Tasks and Creating a Work Plan Hierarchy
74
Adding Tasks to the Work Plan
75
Importing a Work Plan
77
Creating a Work Plan Hierarchy
77
Setting Up Predecessors
79
Useful Keyboard Shortcuts in the Work Plan Views
Work Plan Statuses
Changing Statuses
83
83
85
Creating Milestones
85
Scheduling the Work Plan
86
Generating the Schedule
87
Scheduling a Summary Task
88
Scheduling Errors
88
Scheduling Warnings
89
Displaying Work Plan Information
90
Level Expand/Collapse
91
Work Plan Views
91
Quick View
91
Schedule View
94
Actuals View
94
Costing View
95
Earned Value View
97
Gantt View
97
Printing View
99
Custom View
99
Filters
Filtering Mapped Tasks in Quick View
99
101
Editing Task Details
101
Viewing Large Work Plans
101
Adjusting Personal Page Size Preferences
102
Resource Usage
102
Add/Remove Columns
103
Concurrent Work Plan Editing
104
Avoiding Conflicts
105
Calculating Actuals
105
Chapter 6: Configuring Tasks
106
Locating Tasks
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Finding Tasks Using the My Tasks Portlet
107
Searching for Tasks and Projects
107
Locating Tasks
107
Locating Projects
108
Finding Tasks Using Notifications
Task Elements
109
109
Contributions
109
Notifications
109
References
110
Activities
110
Task Statuses
110
Adding Tasks to Work Plans
111
Editing Task Information
112
Editing Task Details from the Work Plan Page
112
Editing Task Information from the Task Details Page
114
Assigning Skills or Roles
115
Configuring Task Predecessors
115
Setting Scheduling Constraints
116
Configuring and Editing Multiple Tasks Simultaneously
117
Editing Actuals for Multiple Tasks Simultaneously
118
Editing Resource Assignments for Multiple Tasks Simultaneously
119
Editing Assigned Roles for Multiple Tasks Simultaneously
119
Shifting Scheduled Dates for Multiple Tasks Simultaneously
120
Quickly Linking Multiple Tasks as Predecessors
121
Setting Status for Multiple Tasks Simultaneously
121
Adding and Deleting References for Tasks
121
Adding Existing Requests
122
Adding New Requests
123
Adding Existing Packages
123
Adding New Packages
124
Adding Tasks
124
Adding Releases
125
Adding Documents
125
Adding URLs
125
Deleting References
126
Associating Waterfall Projects to PPM Tasks
126
Mapping Rules
126
Configuring Project Settings
127
Important Notes about Configuring Project Settings
128
Associating a Waterfall Project to a PPM Task
128
Deleting a Mapping from the Task Details Page
129
Viewing Waterfall Project
130
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Viewing Waterfall Project Tasks from Work Plan
130
Viewing Waterfall Project Details from the Hybrid Project Tab
130
Changing the Task Status
131
Entering Cost Data
131
Adding Notes
131
Setting Up Notifications
132
Chapter 7: Viewing and Monitoring Project Metrics
Viewing the Project Health
Overriding Project Overall Health
134
134
134
Viewing Milestones
135
Viewing Project Staffing
136
Staffing Section
136
Staffing Tab
136
Viewing Project Control Items
137
Submitting Project Control Entities
138
Logging Issues
138
Logging Risks
139
Logging Scope Changes
141
Viewing Project Cost Data
142
Project Cost Section
143
Cost Tab
145
Viewing Exceptions and Warnings
157
Viewing Exceptions from the Project Overview Page
157
Viewing Exceptions in the Schedule View
158
Clearing Schedule Warning Indicators in the Schedule View
159
Viewing Exceptions/Warnings from the Task Details Page
159
Viewing the Project Critical Path
159
Viewing Project References
162
Using the PPM Dashboard to View Progress
162
Viewing Program Associations
162
Viewing Project Earned Value (EV) Analysis
163
Viewing the Work Plan
163
Approving Project Time
164
Controlling Project Dates
164
Working with Baselines
165
Taking a Baseline
165
Managing Baselines
166
Comparing Baselines
166
Viewing Baseline Data in the Work Plan
167
Tracking and Analyzing Project Costs
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Viewing and Monitoring Project Quality Data
167
Viewing and Managing Agile Development Projects with the Agile Integration Solution
168
Exporting and Printing a Work Plan
168
Exporting to PDF Files
168
Exporting to Microsoft Excel Files
169
Tracking Work Plan Audit History
169
Completing, Cancelling, and Deleting Projects
171
Completing Work Plans
171
Cancelling Work Plans
171
Deleting a Project
172
Exporting the Project Overview Page to PDF
Chapter 8: Integrating Project Management with Microsoft Project
173
174
Chapter 8: Selecting Integration Mode
174
Using MPP files for MSP-PPM Integration
175
Enabling using MPP files for MSP-PPM integration
176
Deciding control mode
176
Uploading MPP files to PPM
178
Downloading work plans as MPP files
178
Mapping resources
179
Mapping PPM external predecessors and external successors
180
Mapping MSP baseline data
181
Limitation
181
Using Microsoft Project Plug-in for MSP-PPM Integration
181
Installing and Upgrading the Plug-in for PPM
182
Requirements for the Plug-in for PPM
183
Server-Side Requirements
183
Client-Side Requirements
183
Installation Instructions
183
Silent Installation
185
Parameters for Silent Installation
Upgrading the Plug-in for PPM
186
187
Removing the Plug-in for PPM
188
Synchronization Modes
188
Project Management-Controlled
189
Microsoft Project-Controlled
189
Shared Control
189
Synchronizing Project Management and Microsoft Project
189
Fields Mapped Between Applications
191
Impact of Microsoft Project Rules on Fields
194
How Information is Synchronized
195
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Conditional Editing Allowed in Project Management
207
Choosing the Right Synchronization Mode
208
Create a New Project Management Project Based on an Existing Microsoft Project Plan
209
Display Existing Microsoft Project Plans in Project Management
209
Convert Existing Microsoft Project Plans to Project Management Projects
209
Update a Microsoft Project Work Plan Hierarchy Integrated with Project Management
210
Augment Microsoft Project with Project Management Publishing
210
Augment Microsoft Project by Collecting Actuals with Project Management
210
Improved Search Result in Microsoft Project
211
Data Loss When Changing the Synchronization Mode
211
Synchronizing Microsoft Project Information Stored in an SQL Server Database
212
Project Management Strategies
212
Publishing a Project Management Work Plan through Microsoft Project
212
Publishing a Microsoft Project File through Project Management
213
Using Both Applications to Track Different Project Data
213
Project-Level Settings for Integration
214
Integration Mode
216
Setting a Synchronization Mode for Project Management and Microsoft Project
216
Changing Synchronization Modes and the Project Calendar
217
Transferring PPM Information to Microsoft
218
Microsoft Storage Location for PPM System Information
219
Microsoft Field Mapping
219
Synchronization Modes
220
Tasks Creation Mode
221
Microsoft Notes Synchronization
221
Enabling Microsoft Notes Synchronization
221
Notes Synchronization in Each Synchronization Mode
222
Size of Synchronized Notes
222
Notes Synchronization when Changing Synchronization Modes
222
Project Management Activity Synchronization
223
Enabling Microsoft Project Integration Options: Activity Synchronization and Mapping
223
Project Management and Microsoft Project Activity Synchronization Modes
224
Activity Synchronization Behavior in Microsoft Project
224
Activity Inheritance Behavior
225
Preserving External Predecessors
226
Service Portfolio Management Support
226
Project Management-Controlled
227
Microsoft Project-Controlled and Shared Control
227
Cost and Effort Policy and Time Management
User Preferences for the Plug-in for PPM
Microsoft Project Options
Setting the Language for the Plug-in for PPM
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229
229
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Disabling Save Prompting
230
Enabling Highlighting for Work Plans Controlled by Project Management
230
Loading the Plug-in for PPM on Demand
231
Backing Up Microsoft Project Files
231
Enabling Synchronization Logs
232
Enabling Data Trace Logging
232
PPM Options
233
Changing the PPM Server Connection
233
Setting a Custom HTTP Header
234
Configuring a Proxy Server for the Plug-in for PPM
234
Enabling PPM-MSP Connection to Go via Web Browser
235
Tasks Creation Options
236
Specifying Task Type When Importing Tasks from PPM
236
Specifying the Sequence of Actuals Fields When Importing Tasks from PPM Center
236
Microsoft Project Server Options
236
Setting the Microsoft Project Server Calendar for the Plug-in for PPM
236
Creating and Managing the Work Plan
237
Opening a Work Plan in Microsoft Project using Project Management
238
Opening a Project Management Work Plan from Microsoft Project
239
Sending a Microsoft Project Work Plan to Project Management
240
Updating an Associated Work Plan from Project Management (Project Management-Controlled
Mode)
242
Retrieving Actuals from Project Management (Shared Control Mode)
242
Sending Work Plan (Planned) Information from Microsoft Project to Project Management
(Shared Control Mode)
243
Updating an Associated Work Plan to Project Management (Microsoft Project-Controlled Mode)244
Manually Mapping Resources Between Applications (Shared Control Mode and Microsoft
Project-Controlled Mode)
How to Manually Map Resources
245
246
Manually Mapping Enterprise Resources Between Applications
247
Differences in the Mapping Resources Dialog when Mapping Enterprise Resources
248
Access Grants for Mapping Enterprise Resources
248
Conditional Editing Allowed in Project Management
249
Editing Project Management-Controlled Projects
249
Editing Microsoft Project-Controlled Projects
249
Editing in Shared Control Mode
250
Removing Microsoft Project and Project Management Associations
250
Restoring Microsoft Project and Project Management Associations
251
Refreshing Microsoft Project and Project Management Associations
251
Working with Projects Using a Microsoft Project Server
252
Working with Projects Using Microsoft Enterprise Project Management
253
Using Multiple Microsoft Project Server Instances
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Working with Projects using Project Web Access
255
Troubleshooting
255
Errors and Warnings
255
Installing Visual Studio Tools for Office (VSTO) on Windows Vista or Windows 7
255
The Micro Focus PPM Menu is Not Visible and How to Re-enable the Plug-in for PPM
256
Connecting to a PPM Server with an Invalid SSL Certificate
256
Single Sign-on Systems and Microsoft Internet Explorer
256
The PPM Menu
256
Opening a Work Plan in Microsoft Project from PPM
257
Manual Scheduling Mode in Microsoft Project
257
Roll-up Values Are Not Being Recalculated in Microsoft Project
257
Synchronization Failures
258
Deleting Required Tasks or Tasks/Resources with Actuals
258
Recovering Deleted Tasks Using Microsoft Project Associations
How to Remove Resource Mappings from an Unlinked File
Chapter 9: Integration with Time Management
258
259
260
Overview of Time Management Integration
260
Enabling Time Management for Projects
261
Using the My Tasks Portlet
261
Send Us Feedback
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Chapter 1: Getting Started with Project Management
Chapter 1: Getting Started with Project
Management
Project Management enables organizations to streamline and standardize the management of
project activities using a template-based, collaborative approach.
Project Management defines the step-by-step processes required to complete specific tasks and
deliverables, guiding users through a dynamic, self-documenting process to support activities
such as the execution of standardized checklists or the collection of deliverables using document
attachments. For more information on setting up project processes and related items, see "General
Setup Considerations" on page 14.
Using project types, the business rules that govern a project or set of projects can be formalized.
Policies can be set governing various aspects of a project, including schedule health, task auditing,
and project security. At least one project type must be created before you can create and manage
projects. For more information on setting up project types, see "Configuring Project Types" on
page 24.
When creating a project, you may be able to adjust policies handed down by the project type, as
well as decide whether to include a work plan or staffing profile. Project security can also be
defined. See "Creating a Project" on page 58, for more details on creating a project.
Work plans can be defined as hierarchical structures of summary tasks that logically group and
organize tasks or activities. See "Creating and Managing a Work Plan" on page 69, for details on
creating a work plan. Once the work plan structure is in place, task details can be configured in
batches or one at a time, depending on the nature of the changes. See "Configuring Tasks" on
page 106, for more details on task-to-task navigation.
As the project executes, managers can make use of the Project Overview page to view important
project metrics such as health indicators, milestones, and issues. See "Viewing and Monitoring
Project Metrics" on page 134, for details on the use of the Project Overview page.
For example, when creating a new and updated version of a business system, a company could
classify its efforts into summary tasks for each major functional area.
l Each of these functional summary tasks could be further broken down into tasks directed to
areas such as web content, application and database tasks.
l These tasks can be linked to requests and packages from Demand Management and
Deployment Management, giving instant visibility to more detailed activities supporting an
overall work plan. Tasks can also have constraints and notifications configured on an individual
basis. See "Configuring Tasks" on page 106, for more information.
l In conjunction with Resource Management, role and skill assignments can be tracked against
resource availability. Resource utilization can also be measured, visualized, and optimized.
Note: To make use of their full range of features, resources and resource-related
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configurations should be set up in Resource Management prior to using Project
Management. For more detailed information, see "General Setup Considerations" on page
14, or the Resource Management User Guide.
l In conjunction with Time Management, time sheets can be used for actuals reporting on
project-related work. See "Integration with Time Management " on page 260, for more details.
l As the project executes, risks, issues, and proposed scope changes can be submitted along
preconfigured project control processes and tracked at the Project Overview level.
l As the project executes, different sets of users may be called upon to evaluate and move the
project along its pre-defined lifecycle.
l Baselines of the work plan can be taken at any time, providing a basis for work plan
performance comparisons.
l Work plan cost data is tracked at the task level, and can be used to analyze trends and patterns
via earned value analysis. Costs can be automatically calculated or manually specified, and
actual costs can be automatically rolled up into the project financial summary.
l Project Management also supports standard integration with Microsoft® Project so that
functions such as task scheduling and resource management can be utilized at any point during
a work plan's execution. See "Integrating Project Management with Microsoft Project" on page
174, for more detailed information.
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Chapter 2: General Setup Considerations
Chapter 2: General Setup Considerations
Overview of General Setup Considerations
There are several configuration steps that should be completed before you start to make use of
Project Management. Some of these steps are required in order for you to take full advantage of
Project Management functionality; others are optional depending on how much you want Project
Management to fit your business processes.
In general, the configuration and setup work is as follows:
1. Set up resources and resource pools.
Resource Management allows you to create resource information for each user of Project
and Portfolio Management Center, including details such as:
l Role
l Skill profile
l Organization unit
l Individual resource calendar
In order to assign a resource to a project's staffing profile or work plan, the resource must
belong to a resource pool you manage. Resources that belong to other resource pools can be
requested using standard staffing profile functionality.
See "Setting Up Resources" on page 16 for more details on this step.
2. Set up regions.
Regions are associated with each project and resource. They define attributes such as:
l Calendar
l Holidays
l Normal working days and hours
l Default currency
See "Setting Up Regions" on page 17 for more details on this step.
3. (Optional) Configure Project Management validations.
Lists of values for certain fields can be tailored to suit your business needs through
validations, which can be edited in the PPM Workbench.
See "Configuring Project Management Validations" on page 17 for more details on this step.
4. (Optional) Configure fields displayed on the Project Details tab of the Project
Overview page.
The fields in the Project Details tab are preconfigured content, but they can be modified to
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suit your business needs. At a minimum, the security settings for these fields should be
reviewed.
See "Configuring the Details Tab" on page 19 for more details on this step.
5. (Optional) Configure the project process in the PPM Workbench.
The project process is modeled in a preconfigured workflow that can be configured in the
PPM Workbench to suit your business needs. At a minimum, the security settings for the
workflow and its steps should be reviewed.
See "Configuring the Project Process" on page 20 for more details on this step.
6. (Optional) Configure project control processes.
Project issues can be submitted against a particular project to raise issues that require
attention. Once submitted, project issues follow their own workflow to resolution. Project
issue fields and behavior, as well as the underlying workflow, can be configured in the PPM
Workbench to suit your business needs. Similar management tools are provided for project
risks and scope changes.
See "Configuring Project Control Processes" on page 20 for more details on this step.
7. Set up project types.
Every project is created from a project type, which contains project policies that you can
preconfigure for ease of use, or even lock down when appropriate. In order to create a
project, you must first configure at least one project type. The Enterprise project type comes
preconfigured, but should be reviewed to ensure that it suits your business needs.
See "Setting Up Project Types" on page 22 for more details on this step.
8. (Optional) Set up activities.
Tasks in the project work plan can be associated with activities, which can be used for
Statement of Position (SOP) 98-1 tracking, classifying tasks as capital or operating expenses
when they are actualized. If you choose not to activate SOP 98-1 tracking, activities can still
be associated with tasks as a categorization tool.
See "Setting Up Activities" on page 22 for more details on this step.
9. (Optional) Set up integration with Time Management.
Setup for Time Management integration is mostly done on the project type level. But, before
using Time Management for reporting on project-related work activities, you should ensure
that each resource has the proper permissions and delegations set up in Time Management.
See the Time Management User Guide and Time Management Configuration Guide
for more information.
10. (Optional) Set up integration with Microsoft Project.
Project Managementcan integrate with Microsoft Project. In order to take advantage of this
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integration, there are a few server settings that must be configured.
See "Setting Up Microsoft Project Integration" on page 23 for more details on this step.
11. (Optional) Set up task user data.
Task user data are custom fields that can be associated with every task in Project
Management.
See "Setting Up Time Management Integration" on page 22 for more details on this step.
Setting Up Resources
Resources in Project Management can be tracked to optimize their time and capabilities with
Resource Management. Resource Management allows a project manager to:
l Set a calendar for each resource, determining total availability as well as specifying vacation
days
l (Optional) Assign a primary skill and role to a resource
l View resource load by time period, work plan, or individual
l Analyze and search resource availability
Resource pools can be used to track the supply of resources and are also necessary for work plan
assignments. Each resource expected to be assigned to a project staffing profile or directly to a
work plan must belong to a resource pool managed by the project manager. Either of the
following project resource management strategies can be employed:
l If your resources are not being actively managed, you can place all possible project resources
into a single resource pool and designate all possible project managers as the resource pool's
managers. This allows you to select any resource for your project staffing profile or work plan.
Note: This strategy is not recommended if you have a large number of resources.
Managing a large number of resources from a single resource pool affects performance
and server stability.
l If your resources are being actively managed in such a way that their time must be requested
from their managers, a staffing profile should be used. This allows you to request resources
from a resource pool you do not manage using Resource Management functionality. The
resource's manager will approve or reject the request.
Resources (including calendar information) and resource pools should be set up in Resource
Management before creating a project in Project Management. Roles and skills should also be set
up even if you do not intend to associate them with resources.
See the Resource Management User Guide for detailed information on how to perform these
tasks.
Cost rates for individual resources are set using cost rate rules, which are controlled through
Financial Management. See the Financial Management User Guide for detailed information on
cost rate rules and their setup.
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The following tasks can also be performed using Resource Management:
l Mapping of resources into an organization model and tying organization units to security
groups
l Projecting the allocation of resources over time using staffing profiles
See the Resource Management User Guide for additional details.
Setting Up Regions
Regions are set up in Resource Management and contain their own calendars. These regional
calendars specify the following:
l Number of hours in a working day
l Working days for each week
l Holidays
A project can then be associated with a region for accurate project and resource scheduling.
See the Resource Management User Guide for detailed information on setting up regions and
regional calendars.
Configuring Project Management Validations
Values for certain fields in PPM are controlled by validations that are configurable or extensible.
To change the list of possible values in a field, you must open its validation in the PPM Workbench
and edit it from there.
Note: Configurable or extensible validations only exist for fields associated with the Project
Details tab of the Project Overview page and the project control processes. Values for work
plan fields cannot be changed.
The Business Unit field on the Project Details tab of the Project Overview page is an example of a
static list validation, which provides a static list of options to the user. A static list validation can be
a drop-down or an auto-complete list component.
Note: If your PPM instance supports multiple languages, any validation you create is defined
in the language you selected at logon (your session language). After the validation is created,
it can be modified only in its definition language. For more information, see Multilingual User
Interface Guide.
To add values to the validation list:
1. Log on to PPM and open the PPM Workbench.
2. From the shortcut bar, click Configuration > Validations.
3. On the Query tab of the Validation Workbench window, click List.
The Results tab opens, displaying the results of the search.
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4. Select PFM - Business Units and click Open.
The Validation window opens with the Business Unit field's validation loaded.
5. Click New.
The Add Validation Value window opens.
6. Provide information for the validation value as described in the following table.
Field
Definition
Code
The underlying code for the validation value. The code is the value stored in
the database or passed to any internal functions, and is rarely displayed.
Meaning The displayed meaning for the validation value in the drop-down list or autocomplete.
Desc
A description for the validation value.
Enable?
Determines whether the validation value is enabled. This should be checked if
you want the value to appear in the field.
Default
Determines whether the value is the default value for the list. This value is
initially displayed in drop-down lists (this is not used for auto-complete lists).
There can be only one default value per list.
7. (Optional) Set the validation value as the default by selecting the Default field.
The default option is only available for drop-down lists.
8. Click OK to close the window and add the value to the validation. Click Add to add the value
and keep the Add Validation Value window open.
Validation values can be re-ordered using the up and down arrow icons, sorted alphabetically
using the Sort Order icon (
), and moved to a specific sequence using the Jump To icon (
). The sequence of the validation values determines the order that the values are
displayed in the list.
9. When you are done adding values to the validation, click Save or OK in the Validation window
to save the new values.
Note: You can copy existing values defined in other validations using the Copy From button.
Click Copy From and query an existing list-validated validation and choose any of the
validation values. Click Add or OK in the Copy From window and the selected value or values
are added to the list.
Be careful when creating validations (drop-down lists and auto-complete lists) that are
validated by lists. Each time the set of values changes, you will be forced to update the
validation. Consider, instead, validating using a SQL query or PL/SQL function to obtain the
values from a database table.
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For more information on editing and creating validations of various types, see the Commands,
Tokens, and Validations Guide and Reference.
Configuring the Details Tab
The Details tab of the Project Overview page contains fields delivered as preconfigured content
for projects.
Figure 2-1. Project Overview page: Details tab
These fields do not need to be set up or altered in any way before you start using Project
Management, but if you want to change them, they can be customized to suit your business
needs in the following ways:
l Individual field names and values can be changed.
l Fields themselves can be configured to be hidden, visible, or read-only depending on what
stage has been reached in the project process, which is driven by the workflow discussed in
"Configuring the Project Process" on the next page.
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These fields and their workflow interactions are contained and defined by a request type that can
be altered in the PPM Workbench.
For detailed discussion of this request type and workflow configuration, see the Project
Management Configuration Guide.
Configuring the Project Process
The project process is determined by a workflow in PPM. This workflow is delivered as bestpractice content ready for you to use in Project Management, but if you want to change it, it can
be customized to match your organization's project execution process. Steps in the workflow can
also be configured to integrate with fields on the Details tab of the Project Overview page,
determining whether they are visible or editable.
For detailed discussion of this request type and workflow configuration, see the Project
Management Configuration Guide.
Configuring Project Control Processes
Project Management includes specialized project control items that can be submitted and
managed during project execution as Demand Management requests:
l Issues can be filed against a particular project to raise issues that require attention.
l Risks can be brought up to highlight risks that may endanger project execution.
l Scope changes can be requested to adjust the scope of the project.
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Figure 2-2. Project scope change
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Once submitted, these requests follow their own workflows to resolution. Each request type and
its workflow are delivered as best-practice content ready for you to use, but if you want to change
them, they can be customized to match your project control processes. The following project
control request aspects can be changed to suit your business needs:
l Individual fields and possible values can be changed.
l Fields themselves can be configured to be hidden, visible, or read-only depending on what
stage has been reached in the workflow.
l The workflows can be changed.
For detailed discussion of these project control request types and workflow configuration, see the
Project Management Configuration Guide.
Setting Up Project Types
All projects are created from project types. A project type is used to default or impose the
business rules that will be used to manage a new project. Project types include policies for
different aspects of managing the project, including:
l What types of actuals are collected
l Whether built-in project costing or Time Management are used for the project
l Whether the project will include a work plan
Project types and their policies must be set up before you can begin creating projects. For detailed
discussion of configuring project types, see "Configuring Project Types" on page 24.
Setting Up Activities
Activities are simple configuration entities that can be associated with tasks in the project work
plan. Activities marked as capitalized are used in this capacity for Statement of Position (SOP) 981 tracking, and will categorize the costs of associated tasks as capital if the project supports
capitalization. If you choose not to activate SOP 98-1 tracking, activities can still be associated
with tasks as a categorization tool, and any associated costs will be considered operating
expenses.
You do not need to configure activities nor associate them with tasks if you are not interested in
SOP 98-1 tracking, or if you do not wish to track task categories to this level of granularity.
Project Management comes with a pre-defined set of activities reflecting common SOP 98-1
categories that can be configured for use with tasks.
For detailed discussion of configuring activities and activity behavior, see the Financial
Management User Guide.
Setting Up Time Management Integration
Time Management can be used in conjunction with Project Management for detailed entry of time
and effort actuals using time sheets. Time sheets have their own sets of approvers and approval
processes, and can be used for more granular cost reporting.
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Setup for Time Management integration is mostly done on the project type level, but before using
Time Management for reporting on project-related work activities, you should ensure that each
resource has the proper permissions and delegations set up in Time Management. See the Time
Management User Guide and Time Management Configuration Guide for more
information.
A few configuration tasks must be completed before using Time Management with Project
Management. They are as follows:
l Ensure that users who will be updating project actuals through Time Management have the
proper licenses and access grants
l Ensure that project managers have the proper access grants to approve time sheets submitted
by users
l For each project, ensure that the proper project settings have been configured for Time
Management integration
For detailed discussion of Time Management integration, see "Integration with Time Management
" on page 260.
Setting Up Microsoft Project Integration
Project Management integrates with Microsoft Project, allowing you to create a work plan in
either application and synchronize scheduling and actuals information between the two. For
example, if you are more comfortable creating work plans in Microsoft Project, but want to take
advantage of Project Management's project participant functionality (such as the My Tasks
portlet), you can create a work plan in Microsoft Project and send it to Project Management.
There are a few tasks that must be completed before using Project Management with Microsoft
Project. See the Project Management Configuration Guide for more details.
For more detailed discussion of Microsoft Project integration, see "Configuring Project Types" on
page 24.
Setting Up Task User Data
Task user data are custom fields that can be associated with every task on a work plan. If you have
no need of custom fields for tasks on your work plans, then you do not need to configure task
user data.
For detailed discussion of task user data setup, see the Project Management Configuration Guide.
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Chapter 3: Configuring Project Types
l "Overview of Configuring Project Types" below
l "Working with Project Types" on page 26
l "Setting Project Policies" on page 26
Overview of Configuring Project Types
This section discusses project types and project policies, and gives instructions on how to create
and modify them.
Project Types
Each project is associated with a project type on creation. A project type is used to default or
impose the business rules, or project policies, that will be used to manage a new project. At least
one project type must be created in order for you to be able to create projects in Project
Management, though an Enterprise project type is included with Project Management upon
installation.
You can define ownership of each project type, allowing you to control which users can make
changes to that project type. This can be useful when multiple organizations within a business
maintain their own project types. You can also define limits on who can use a given project type to
create projects. Project types can be copied. Project types can also be disabled, but any project
currently using that project type will be unaffected.
Project Policies
A project type includes policies for a project concerning:
l Which health metrics will be tracked for the project, as well as threshold levels for each health
color
l Security and audit controls for the project
l The request type that will define the fields on the Project Details tab and drive the project
process
l Costing exception rules that will be used to calculate indicators showing costing and earned
value violations
l Whether the project will include a work plan
l What types of actuals are collected
l Rules that govern work plan scheduling
l Scheduling exception rules that will be used to calculate indicators showing a scheduling
problem
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l Whether built-in project costing or Time Management are used for the project
l Settings for Microsoft Project integration
l Settings dictating the items that count as workload for resources for the project
l The ability to create requests for change (RFCs) in Service Manager
The project type and its policies determine a project's settings.
Enforcing Project Policies
For each policy, the project type determines whether projects using the project type will be
allowed to modify the associated settings. When you create a project using a project type with
overridable policies, you can change the corresponding settings on that project as needed.
For example: A project type called "Alpha Project" is created for Company A. "Alpha Project" has
an overridable Cost and Effort policy. A manager creates a project using the "Alpha Project" type,
and changes the Cost and Effort settings to suit the needs of the project at hand. The manager
cannot change any other settings, as they are non-overridable.
For projects that are already in progress, changing a project type policy or its override status has
the following effects:
l Changing an overridable policy to non-overridable will change that policy for projects in
progress, switching their settings to match the new policy if settings were altered previously.
l Changing a non-overridable policy to an overridable policy has no effect on projects in
progress.
l Making a change to a non-overridable policy changes the settings on projects in progress to
match the new policy.
l Making a change to an overridable policy has no effect on projects in progress.
In cases where changes to a project type will cause recalculation of data (such as changes to
exception thresholds), these calculations are deferred.
Making Changes to Policies that Do Not Propagate
Certain policies do not propagate changes to existing projects, even if they are set to be nonoverridable. These policies are:
l
l
l
l
Project Fields
Cost and Effort
Microsoft Project Integration
Work Plan Template (changes do propagate, but do not alter existing work plans)
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If you want to make changes to a project type policy that does not propagate, follow the general
procedure outlined below:
1.
2.
3.
4.
Identify a time when system activity is low.
On the project type, unlock the project policy.
Open existing projects and change the settings on each where allowed.
On the project type, lock the project policy.
Working with Project Types
To create a project type:
1. Log on to PPM.
2. From the menu bar, select Create > Administrative > Project Type.
The Create Project Type page opens.
3. Type a Project Type Name and, optionally, a Description.
4. Set the desired project policies as described in "Setting Project Policies" below.
5. Click Create.
Setting Project Policies
Project policies are grouped into related areas. These policies become the settings for a project
created from the project type they belong to.
To set project policies, click the button corresponding to the policy you want to edit and make the
necessary changes before clicking Save.
Note: When you save project settings, PPM by default calculated the staffing profile labor
cost. If your project has a large staffing profile that contains more than 200 positions, or it
takes more than 2 minutes to save project settings, you should set the parameter ENABLE_SP_
LABOR_COST_UPDATE to false in the server.conf file, so that PPM will not calculate the staffing
profile labor cost when you save project settings.
Project Fields
The Project Fields policy controls the fields tracked by a work plan. Selecting the checkbox or
option next to a field activates it. Some fields contained in the Project Fields policy are required in
order for you to take full advantage of Project Management functionality, and should be left
active.
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Figure 3-1. Project Fields policy
Table 3-1 describes the fields controlled by the Project Fields policy.
Table 3-1. Project Fields policy
Field Name
Description
Schedule Fields section
Scheduled
Start
The scheduled start for a task.
Scheduled
Finish
The scheduled finish for a task.
Scheduled
Duration
The scheduled duration for a task.
Scheduled
Effort
Allows you to specify scheduled effort per task. This field is controlled by the
Cost and Effort policy.
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Table 3-1. Project Fields policy, continued
Field Name
Description
Actuals Fields section
% Complete
The amount of the task that has been completed.
Actual Start
The date at which work on the task actually begins.
Actual Finish
The date at which work on the task actually ends.
Actual
Duration
The actual duration of the task, calculated from the Actual Start and Finish.
Actual Effort
Allows you to specify actual effort values for each task. This field is controlled
by the Cost and Effort policy.
Estimated
Remaining
Effort
Allows you to specify an estimated remaining effort value for each task. This
field is controlled by the Cost and Effort policy.
Estimated
Finish Date
Allows you to specify an estimated finish date for each task.
Additional Fields section
Service
Allows you to track, categorize, and analyze business services for a task.
Service and PFM Project field groups must be enabled in order to use this field.
is required
Allows you to make the Service field a required field.
Activity
Allows you to assign an activity to a task; used primarily for SOP 98-1 tracking.
Role
Allows you to specify a role for each task.
Milestone Display section
Major
Milestones
Allows you to identify tasks as "major milestones" that appear on the Project
Overview page.
Work Plan
The Work Plan policy allows you to specify whether a project will have a work plan, who can access
the work plan, who can view the actuals, and suggest or enforce a specific work plan template to
be used with the project type.
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Figure 3-2. Work Plan policy
Work Plan Accessibility
You can restrict the users who can view the work plan and the actuals on the Task Details page
using the work plan policy settings described in "Table 3-2. Work plan and actuals user
accessibility" below.
Note: The project manager can always access the work plan and view actuals. The project
manager cannot be restricted from accessing and viewing the work plan and actuals.
A user can always view his actuals. However, a user may be restricted to view only his actuals.
Table 3-2. Work plan and actuals user accessibility
Field Name
Description
Work plan can be accessed
by
Restricts who can access the work plan.
Resources restricted from
work plan can view only
their actuals on Task
Details page
l All Users. Default. All PPM users can view the work plan.
l Project Managers, Summary Task Owners, and Stakeholders.
Only project managers, summary task owners, or stakeholders
can view the work plan.
l Project Managers only. Only project managers can view the
work plan.
Enable this setting to restrict the user to view only his actuals on
the Task Details page. If enabled, other user's actuals are
displayed as Restricted. If disabled, the user may view other user's
actuals.
"Table 3-3. Work plan and actuals user accessibility" on the next page shows what a PPM user
(end user, summary task owner/stakeholder, or project manager) can access or view depending on
the settings selected.
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Table 3-3. Work plan and actuals user accessibility
Settings Selection
User can:
Resources restricted from work
plan can view only their actuals
on task details page
Access
work
plan
View other’s
actuals on Task
Details page
All users
N/A
Yes
Yes
Project managers,
summary task owners,
and stakeholders
No
Yes
x
No
No
Project managers only
No
Yes
x
No
No
Work plan can be
accessed by
User: End Usera
User: Summary Task Owner or Stakeholder
All users
N/A
Yes
Yes
Project managers,
summary task owners,
and stakeholders
Yes
Yes
x
Yes
Yes
Project managers only
No
Yes
x
No
Nob
All users
N/A
Yes
Yes
Project managers,
summary task owners,
and stakeholders
Yes
Yes
x
Yes
Yes
Project managers only
Yes
Yes
x
Yes
Yes
User: Project Manager
a. An end user is any PPM user who is not a summary task owner, stakeholder, or project
manager.
b. A summary task owner or stakeholder will not see the actuals for child tasks unless he owns
them.
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For example, if a project's work plan policy has Project managers only set for the Work plan can
be accessed by field and the Resources restricted from work plan can view only their actuals on
task details page field is enabled, a summary task owner, logged in to PPM, who has access to the
project does not have access to the work plan. While the summary task owner can view his actuals
on the Task Details page, he cannot view anyone else's actuals.
Work Plan Template
The work plan template and override behavior is as follows:
l If you specify a work plan template in the Work Plan Template field and set the policy to nonoverridable, a project created from this project type can only create a work plan based on this
work plan template. Moreover, the default work plan template cannot be changed.
l If you specify a work plan template in the Work Plan Template field and set the policy to
overridable, the manager for a project created from this project type can choose to create the
work plan from the default template, another template, or manually.
l If you do not specify a work plan template, the policy is set to overridable by default. This
should be done for project types that do not require a specific work plan template.
For more detailed information on work plan templates, see "Setting up a Work Plan Template" on
page 71.
Request Types
The Request Types policy specifies the following items:
l The request type that controls the fields which appear on the Project Details tab of the Project
Overview page. This request type is also associated with the workflow that drives the overall
project process. This item is required.
If you have installed Portfolio Management, this request type will also represent the project in
your portfolio. See the Portfolio Management Configuration Guide for more details.
l The request type (and, implicitly, the associated workflow) used to report and resolve project
issues.
l The request type (and, implicitly, the associated workflow) used to report and resolve project
risks.
l The request type (and, implicitly, the associated workflow) used to report and resolve project
scope changes.
Figure 3-3. Request Types policy
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Scheduling
The Scheduling policy specifies options that govern how the work plan is scheduled, including:
l
l
l
l
Default start date to schedule the work plan from
Resource dependency
Critical path threshold
Scheduling warning rules
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Figure 3-4. Scheduling policy
Default Start Date
This part of the Scheduling policy controls the default start date from which tasks are scheduled.
This is set on each project, regardless of whether the policy is set to non-overridable. This is used
to set a consistent date from which to schedule the work plan, no matter what occurs during the
planning process.
The policy also determines whether the scheduler considers existing actual start and finish dates
for tasks when rescheduling. By default actual dates are considered.
For example, once a work plan becomes Active, its tasks can be marked In Progress. When tasks
are marked In Progress, actual start dates are specified for that task. If the project is set to use
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actual start/finish dates in scheduling, the In Progress tasks will move to start on their actual start
dates.
Resource Dependency
Every business initiative has some minimum resource requirements, usually in the form of available
personnel. Project Management checks to ensure that resources are assigned on their working
days. The Include days in schedule when options can be set to consider resource requirements
when creating the work plan schedule. For instance, it is possible for the Scheduling policy to set
the project to ignore resource availability and schedule accordingly.
The default configuration is set to require all resources to be available on any given day. When
creating the work plan schedule, Project Management will only consider days when all resources
are present.
Critical Path Threshold
A work plan's critical path is the series of tasks that determines the duration of the project. The
Critical Path Threshold is the amount of slack (the amount of time that a task may be delayed
from its start without delaying the project) specified as the threshold for identifying a task as part
of the critical path. Tasks with slack less than or equal to this value are on the critical path. Use of a
threshold allows the project manager to control the degree of risk tolerated in management of the
work plan.
Schedule Warning Rules
You can select which Schedule Warning Rules are used to alert the project manager about
potential structural problems when scheduling a work plan. Schedule warnings are calculated
whenever task data is saved, so they can be used even without using the scheduler.
Note: Project Management will only issue warnings based on the schedule warning rules you
have selected.
Tolerance
Tolerance is used to determine if a resource has affected the estimated remaining effort (by
updating actuals on a task) and results in the total effort differing significantly from the scheduled
effort. As a result of this warning, the project manager may need to adjust the schedule or
resource allocation.
Tolerance is the difference between scheduled effort and total effort as a percentage of
scheduled effort (where total effort is the sum of actual effort and estimated remaining effort):
((SE - (AE + ERE)) / (SE)) * 100. If the scheduled effort differs from the total effort by more than
this threshold, a warning indicator is added to the schedule warnings column of the work plan.
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If a value is specified, the warning is cleared when the planned effort does not differ from the total
effort by more than the specified tolerance. If a value is not specified, warnings are not calculated
and any existing warnings are cleared.
The value specified must be an integer.
Schedule Health
The Schedule Health policy controls the project's schedule health indicator, as well as determines
the active exception rules for a project.
Figure 3-5. Schedule Health policy
Schedule Health Indicator
The project's schedule health indicator is a simple color-coded indicator of the health of a work
plan. A project only has a schedule health indicator when the work plan is Active; it disappears
when the work plan is completed or put On Hold. A project's schedule health indicator color
begins green and changes to yellow or red depending on the percentage of tasks identified as
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contributing to work plan health that have triggered exceptions (completed tasks are ignored).
This percentage is configured by the Schedule Health policy. A project's schedule health indicator
will not be calculated until the project is saved.
You can specify the following two rules In the Health section of the Schedule Health section to
configure the percentage (schedule health indicator):
l Percent of tasks that have Exceptions to turn the Schedule Health Red
l Percent of tasks that have Exceptions to turn the Schedule Health Yellow
The schedule health indicator is calculated as Count of Exceptional Tasks / Count of Total Tasks.
For example, a project is created from a project type whose Schedule Health policy sets the
threshold value for red to 60% and threshold value for yellow to 30%. If the percent of tasks that
have exceptions is less than 30%, the schedule health indicator is green. If the percent is more than
30% but less than 60%, the indicator is yellow. If the percent is more than 60%, the indicator is red.
Note: When calculating the count of total tasks, PPM does not include summary task or tasks
whose status is either "Completer" or "Cancelled".
l If seven tasks trigger an exception in a work plan consisting of ten tasks in total, then the
schedule health value computed for this project is 7 / 10, or 70%. As a result, the schedule
health indicator turns red, and will remain red until at least five tasks are reworked until they no
longer trigger exceptions (this could be accomplished by changing a start date, or modifying
resources, or starting the tasks). Once this occurs, the schedule health indicator turns green.
l If four tasks trigger an exception in a work plan consisting of ten tasks in total, then the
schedule health value computed for this project is 4 / 10, or 40%. As a result, the schedule
health indicator turns yellow, and will remain yellow until at least two tasks are reworked until
they no longer trigger exceptions (this could be accomplished by changing a start date, or
modifying resources, or starting the tasks). Once this occurs, the schedule health indicator
turns green.
l If one task triggers four exceptions in a work plan consisting of ten tasks in total, then the
schedule health value computed for this project is 1 / 10, or 10%. As a result, the schedule
health indicator remains green.
Scheduling Exception Rules
Projects come with a set of predefined exception rules. The Schedule Health policy can specify
which exception rules are to be enabled, as well as the criteria needed to trigger them. As
discussed above, the policy can also set the schedule health indicator, which is a simple colorcoded indicator of the schedule health of a project. The schedule health indicator watches for
schedule exceptions that have been triggered, and changes color according to the policy.
This can be a good way to keep track of high-risk projects. For example, for a project type with a
very low margin for error, the policy can set the percentage of tasks that must have exceptions to
turn the schedule health indicator red to 20, giving clear early warning of problems.
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The Schedule Health policy controls the exception rules relating to project scheduling and
execution.
The following parameters for almost all exception rules are configurable:
l Enabled. Project managers can decide whether or not the particular exception rule is enabled.
l Rule (number of days). Specifies the number of days the particular exception rule waits for or
monitors.
l Include in Health. Decides whether or not the violations of the particular exception rule are
included in the schedule health indicator (see "Schedule Health Indicator" on page 35).
Each exception rule within the policy can be configured independently.
Cost and Effort
The Cost and Effort policy dictates how the costs, effort, and workload for the project will be
managed, including how this information flows between project entities such as the work plan,
staffing profile, financial summary, and time sheets, if any. The policy determines whether financial
information will be tracked for projects, how actuals are captured, and how costs are calculated. If
you have installed Time Management to capture actuals, this policy controls the Time
Management settings for a project type. If you do not have Time Management or choose not to
use it, you can select and configure Financial Management options.
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Figure 3-6. Cost and Effort policy
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Resource Load Settings
Resource Management automatically keeps track of resource workload and availability. These
settings determine how to track workload for a project type.
Resource Management allows you to attach a staffing profile to a project to track resource
demand and usage. You can choose between the following options:
l Staffing Profile represents the work load imposed by the project. You can then choose
whether to enter actuals on the staffing profile manually, or roll actuals from the work plan or
Time Management up to the staffing profile. In order for roll-up to work, you must enable the
tracking of actual effort in this policy, described in "Actual Effort in the Work Plan" below. For
more information on staffing profiles, see the Resource Management User Guide.
l Work plan task assignments represent the load imposed by the project. In order for this
option to be selected, you must enable the tracking of scheduled and actual effort in the work
plan, described below.
Scheduled Effort in the Work Plan
You can decide whether or not to track the scheduled effort needed to accomplish each task in
the work plan. This is required if you are setting the project to automatically calculate the planned
cost of tasks (set in the Cost and Effort policy under Financial Management), or if the work plan
task assignments are set to represent resource load (set in the Cost and Effort policy under
Resource Load Settings).
If you decide to Use Scheduled Effort during planning, you can then choose to have the system
automatically calculate it, or provide it manually. Additionally, you can choose to allow the
calculation method to be changed in the work plan on a task-by-task basis.
Actual Effort in the Work Plan
You can decide whether or not to track actual effort per resource assignment during the
execution of a project. This is required when automatically calculating actual costs, when using
Time Management to track actuals for the work plan, or when work plan task assignments
represent resource work load.
If you decide to Track Actual Effort per resource assignment, you can also choose whether to
Require resources to enter % Complete along with actual effort when they specify actual effort
(on time sheets if they use Time Management, or elsewhere). If resources are not required to
enter % Complete, project managers can still specify it later.
If you decide to Track Actual Effort per resource assignment, you can also choose to Track
Estimated Remaining Effort per resource assignment. This setting cannot be used in conjunction
with Time Management if you are tracking time at anything other than the task level, nor can it be
changed once actuals have been captured.
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Note: Estimated remaining effort (ERE) is an estimated value derived from actuals. If there are
no actuals, PPM resets ERE to zero. If actuals have been logged against a task, the ERE value
is updated whenver the % Complete field on the Task Details page is changed. That means
ERE stays in sync with changes in the % Complete field.
If you manually input ERE, % Complete is calculated as Actual Effort / (Actual Effort + ERE).
If you manually input % Complete, ERE is calculated as one of the following:
l ERE = Scheduled Effort (SE) - Actual Effort (AE)
l ERE = (Last ERE + Last AE) - AE
Time Management
If you choose to enable Time Management for this policy, there are a range of options to
configure, described in "Table 3-4. Cost and Effort policy: Time Management settings" below.
Table 3-4. Cost and Effort policy: Time Management settings
Field Name
Description
Use Time
Management to ...
Enables tracking of actuals using Time Management time sheets.
Track time at the
...
Specify whether to track time at the task, summary task, or project level.
You can specify the summary task hierarchy level to track down to.
If you are using Time Management to track actuals and are also capturing
estimated effort, you can only track time at the task level.
Allow the
following ...
Specify whether you want Project resources,All resources, or only
Assigned resources to track time.
l Project Resources. Resources assigned to tasks on the work plan or
who appear on the staffing profile can log time on any task.
l Assigned Resources. Only resources who are assigned to a task can
report time on those tasks.
l All resources. Any resource who can see the project (including
stakeholders) can log time for any task.
After a task is
complete...
Specify whether time can be logged after a task completes, and if so, for
how long.
Time logged
against this
project ...
Specify who must approve time logged against the project, either by
participant group or specific security group.
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Financial Management
Financial Management can calculate certain costs automatically depending on criteria selected
(such as the fields that are enabled):
l In order to automatically calculate planned costs for the work plan, you must first enable the
Scheduled Effort field as described in "Scheduled Effort in the Work Plan" on page 39.
l In order to automatically calculate actual costs for the work plan, you must first enable the
Actual Effort field as described in "Actual Effort in the Work Plan" on page 39.
l In order to automatically calculate planned labor costs from the staffing profile, a staffing
profile must exist.
If you choose to enable Financial Management for this policy, there are a range of options to
configure, described in "Table 3-5. Cost and Effort policy: Financial Management settings" below.
Table 3-5. Cost and Effort policy: Financial Management settings
Field Name
Description
Allow
capitalized
costs ...
Specify if the project tracks capitalization for costs, identifying all costs as either
capital or operating expenses according to the activity assigned to each task.
Changes to this setting affect the capitalization tracking for the financial
summary associated with the project.
Capitalization information is only tracked if capitalization tracking has been
enabled on the PPM Server.
A proposal may or may not track capitalized costs (in addition to operating
costs) based on the setting of the option The proposal is for a project that
tracks capital costs on the Financial Summary Settings page of the proposal.
When the proposal becomes a project, this setting can conflict with the setting
of the option Allow capitalized costs on this project on the Cost and Effort
policy of the project.
If the Cost and Effort policy of the project type is locked (meaning that no
individual project of that type can be made to override any settings of that
policy) and if the policy setting for tracking of capitalized costs conflicts with
the financial summary setting for the proposal, the setting of the Cost and
Effort policy prevails. Otherwise, the setting for tracking the project's
capitalized costs is consistent with the setting for the proposal.
See the Financial Management User Guide for more detailed information.
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Table 3-5. Cost and Effort policy: Financial Management settings, continued
Field Name
Description
Enable
Enables tracking of work plan costs using Financial Management.
Financial
Management
for Work
Plan
Planned
labor costs
on the work
plan will be:
Specify if planned costs are automatically calculated based on scheduled effort
and rates, or manually entered.
Actual labor
costs on the
work plan
will be:
Specify if actual labor costs are automatically calculated based on actual effort
and rates, or manually entered.
Costs on the
Financial
Summary
Specify if cost values roll up to the financial summary associated with the
project. You can choose to roll up forecasted labor, labor and non-labor costs,
actual labor costs only (non-labor costs are entered manually), or no cost data
at all (actual costs are entered manually). If you want to roll up non-labor costs,
you must also roll up labor costs.
For detailed information about the calculation of the costs on the Financial
Summary, see "Costs on the Financial Summary" below.
For more information about some of these fields, see the Financial Management User Guide.
Costs on the Financial Summary
Dependency of the check boxes
The check boxes in this section follow the following dependency:
l Selecting the Enable Financial Management for work plan check box enables:
l The Allow manual adjustment on the actual labor cost check box and its parent check box.
l The Allow manual adjustment on the actual non-labor cost check box, and its parent check
box
l Selecting the parent check boxes enables the child check boxes.
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Cost and Earned Value Health
The Cost and Earned Value Health policy controls whether or not to track the cost health for a
project, and if so, which metrics will be evaluated to determine health. It is used to indicate the
health of a project in terms of its cost. Project cost health is indicated by the colored indicator in
the project header.
Project cost health is calculated in the following areas:
l If CPI is less than. CPI, the Cost Performance Index, is the cost efficiency ratio of the project's
Earned Value to Actual Costs. CPI is calculated as Earned Value / Actual Cost (when Actual
Cost ! = 0). For a healthy project, CPI should be near 1.
l If Earned Value is null, CPI is null.
l If Earned Value = 0 and Actual Cost = 0, CPI=1.
l If Earned Value ! = 0 and Actual Cost = 0, CPI = 0.
Note: For detailed information about how to calculate Earned Value, see Financial
Management User Guide.
l If SPI is less than. SPI, the Schedule Performance Index, is the difference in value between the
scheduled completion of a task/project and its actual completion. SPI is calculated as Earned
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Value / Planned Value (when Planned Value ! = 0). For a healthy project, SPI should be near 1.
l If Earned Value is null, SPI is null.
l If Earned Value = 0 and Planned Value = 0, SPI=1.
l If Earned Value ! = 0 and Planned Value = 0, SPI = 0.
Note: For detailed information about how to calculate Planned Value, see Financial
Management User Guide.
l For prior months, if actual costs exceed the plan of record by. This is a comparison of project
costs with the plan of record. It is a percentage calculated as ((Actual Cost - Plan of Record)
/Plan of Record) * 100. Both the actual costs and plan of record are derived from the planned
start period to the last day of the previous month. For example, if the planned start period is
April 2009, and today's date is June 15, 2009, this calculation is based on actual costs and the
plan of record from April and May of 2009.
If a plan of record does not exist, this calculation is not used in the overall project cost health.
Any one of these factors can be enabled or disabled when calculating work plan cost health, but if
more than one factor is enabled, the indicator represents the factor in the worst condition. If one
factor out of three turns red, the cost health turns red.
Figure 3-7. Cost and Earned Value Health policy
Table 3-6 below details the default color change values for each relevant cost health factor.
Table 3-6. Default color change values for cost health indicator
Color changes to
CPI less than
SPI less than
Plan of record exceeded by
Yellow
.95
.95
5
Red
.8
.8
20
Microsoft Project Integration
Project Management and Microsoft Project can be integrated, allowing you to perform tasks such
as:
l Opening a Microsoft Project file in Project Management
l Sending a Project Management work plan to Microsoft Project
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l Using Microsoft Project to maintain the work plan while collecting actuals through Project
Management
l Mapping Project Management user data and Microsoft Project custom data
The Microsoft Project Integration policy controls the level of integration between the two
applications. For more detailed discussion of these settings, see "Project-Level Settings for
Integration" on page 214.
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Figure 3-8. Microsoft Project Integration policy
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Staffing Profile Assignments
Resource Management allows you to attach a staffing profile to a project to track resource
demand and usage. The Staffing Profile Assignments policy allows you to specify a default
resource pool to which all resource requests for the staffing profile will be routed. For more
information on staffing profiles, see the Resource Management User Guide.
Figure 3-9. Staffing Profile Assignments policy
Project Health
The project summary condition indicator that appears in the project header on the Project
Overview page is an indicator of the project's overall health as a weighted average of the health
indicators for schedule, cost and earned value health, and issue health.
Figure 3-10. Project health indicators
The Project Health policy controls the relative weights of these indicators. By default, each weight
is counted equally. To change the weighting for the summary condition calculations, provide a
weight value in the appropriate field next to the desired indicator.
The Project Health policy also controls whether project managers can override the project's
calculated health.
Figure 3-11. Project Health policy
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The summary condition value is calculated as Sum(Weight * Indicator Value) / Sum of Weight. The
default indicator values are:
l Green: 1/6
l Yellow: 3/6
l Red: 5/6
The project summary condition indicator changes depending on the summary condition value:
l If summary condition value < 1/3, the project summary condition indicator is green.
l If 1/3 <= summary condition value < 2/3, the project summary condition indicator is yellow.
l If summary condition value >= 2/3, the project summary condition indicator is red.
For example, a project has schedule health indicator red, cost health indicator red, and issue health
indicator green. The weight values are set as follows:
l Schedule Weight: 4
l Cost Weight: 5
l Issue Weight: 6
The summary condition value for this project is (4 * 5/6 + 5 * 5/6 + 6 * 1/6) / (4 + 5 + 6), or 56.7%.
Because 1/3 <= 56.7% < 2/3, the summary condition indicator for this project is yellow.
For more information about schedule, issue, or cost health, see the following sections: "Schedule
Health" on page 35, "Issue Health" below, and "Cost and Earned Value Health" on page 43.
Issue Health
While a project is in progress, any number of issues may come up that need to be submitted and
resolved using the project issue request. The real-time status of a project in terms of the issues
submitted against it is represented by the issue health indicator.
Figure 3-12. Project health indicators
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The Issue Health policy determines whether issue health is tracked for a project, and also controls
the following factors in issue health indicator calculation:
l The weight of each issue priority.
The issue priorities that appear in this policy are determined by the validation for the Priority
field, which is extensible.
l The total weight needed to change issue health indicator color.
As the weight and indicator color change values are pure numerical totals and not relative
percentages, you may want to plan accordingly for project types that are expected to generate
large numbers of issues.
Figure 3-13. Issue Health policy
You can assign different weights to issues that are assigned different priorities. You can also
assign thresholds for the health status levels signified by yellow and red indicators.
For example, suppose that you have assigned weights to the issue priorities for the project as
follows:
l Critical: 8
l High priority: 5
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l Medium priority: 3
l Low priority: 1
Suppose your project has the following issues:
l 3 high priority issues
l 2 medium priority issues
The overall health value computed for these project issues is (3 * 5 + 2 * 3), or 21.
If the threshold value for the yellow health indicator is 20, and the threshold value for the red
health indicator is 40, then the issue health indicator for this project is yellow.
The default indicator thresholds are:
l Red: 40
l Yellow: 20
l Green: all values less than 20
The default weights assigned to project issue priorities are:
l
l
l
l
Critical: 5
High priority weight: 3
Medium priority weight: 1
Low priority weight: 0
Task Auditing
Project Management can maintain an audit trail of changes to task fields in addition to a history
for task status, which is always recorded. The Task Auditing policy controls which of these fields
will be recorded. You must enable a field through the Project Fields policy in order to maintain a
transaction history for it.
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Figure 3-14. Task Auditing policy
Project Overview Layout
The Project Overview Layout policy controls the settings used to print and display portlets for a
project.
Table 3-7. Project Overview Layout policy settings
Field
Description
Allow project
managers to
override these
settings?
If enabled, a project manager can modify the display and print settings and
layout of a project.
Default Tab for
display
The default tabbed area displayed on the project overview page.
If disabled, the project manager cannot modify the display and print
settings and layout of a project. The policy is inherited from the project
type and the fields, for the project manager, are disabled.
If Project Exceptions is selected and there are no exceptions for the
project, the Project Summary tabbed area is displayed instead.
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Table 3-7. Project Overview Layout policy settings, continued
Field
Description
Print Settings
Work Plan
Default: 15. The number of tasks to print in the Work Plan portlet.
Milestones
Default: 15. The number of tasks to print in the Milestone Summary
portlet.
Issues
Default: 15. The number of issues to print in the Issues portlet.
Show Closed
Issues
Select to include closed issues when printing the Issues portlet.
Risks
Default: 15. The number of risks to print in the Risks portlet.
Show Closed
Risks
Select to include closed risks when printing the Risks portlet.
Scope Changes
Default: 15. The number of scope changes to print in the Scope Changes
portlet.
Show Closed
Scope Changes
Select to include closed scope changes when printing the Scope Changes
portlet.
Project Staffing
Default: 15. The number of lines to print in the Staffing portlet.
Project
Associations
Default: Date Summary. Select the type of information to include when
printing the Project Associations portlet.
Participants
Default: Project Managers, Stakeholders, Summary Task Owners. Select
the participant information to include when printing the Project
Participants portlet.
Display Settings
Work Plan
Default: 5. The number of tasks to display in the Work Plan portlet.
Milestones
Default: 5. The number of tasks to display in the Milestone Summary
portlet.
Project Staffing
Default: 5. The number of lines to display in the Staffing portlet.
Approve Time
Default: 5. The number of time sheet lines to display in the Time Approval
portlet.
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Table 3-7. Project Overview Layout policy settings, continued
Field
Description
Issues
Default: 5. The number of issues to display in the Issues portlet.
Risks
Default: 5. The number of risks to display in the Risks portlet.
Scope Changes
Default: 5. The number of scope changes to display in the Scope Changes
portlet.
Layout
Add Portlets
Select the portlets to display. Only Project Overview portlets can be
selected.
Display area
Rearrange, resize, and/or remove portlets to display and print.
Portlets shown in grey can only be printed. Portlets shown in white can be
displayed and printed.
When printing, the portlets shown are the portlets selected as the defaults
to print in the Export Project Overview to PDF dialog. From this dialog,
you can also modify the portlets to print.
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Figure 3-15. Project Overview Layout policy
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Project Security
The Project Security policy determines if a summary task owner can edit their summary tasks and
the users who are able to view the project and its cost data.
By default, a summary task owner is not allowed to edit the work plan and certain toolbar buttons
in the work plan are not enabled. If you select Yes for the Allow summary task owners to manage
their own tasks? option, this allows summary task owners to edit, add, and remove subtasks within
their summary task. Toolbar buttons are enabled for the summary task owner in the work plan.
For viewing the project itself, choose between:
l All Users
l Only participants (Project Managers, Summary Task Owners, Resources Assigned on Tasks,
Resources Allocated to the Staffing Profile, Stakeholders, and Process Participants)
For viewing project cost data (financial summary, cost information), choose between:
l All Users that can view the project and its tasks
l Project Managers and Stakeholders
l Project Managers, Stakeholders, Summary Task Owners and Process Participants
Figure 3-16. Project Security policy
Process participants for a project are the users who are included in security groups associated
with steps in the workflow that governs the project process. These security groups, as well as the
workflow itself, can be configured to suit your business needs. See the Project Management
Configuration Guide for more information.
Micro Focus Service Manager
This policy allows PPM project managers to enable the ability to create requests for change
(RFCs) in Service Manager from corresponding tasks in a project. For more information, see the
Solution Integrations Guide.
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Figure 3-17. Micro Focus Service Manager policy
Project Formula
The Project Formula policy determines how PPM calculates Estimate At Completion (EAC).
Figure 3-18. Project Formula policy
Hybrid Project
The Hybrid Project policy determines if the project can be set as a hybrid project. When the
project becomes a hybrid project, it can be integrated with another project within PPM and agile
management systems.
Figure 3-19. Hybrid Project policy
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Chapter 4: Creating a Project
Overview of Creating a Project
This section describes the process of creating a project. Projects allow organizations to define
business initiatives with tools including:
l A configurable list of project participants
l A staffing profile that defines and tracks resource usage for a project
l A financial summary that defines and provides a basis of comparison for the amount of money
devoted to a project
l A work plan that provides a hierarchical structure of tasks that logically groups and organizes
activities and deliverables
Using projects, users can define, browse, edit, and manage key aspects of complex business
initiatives.
The general process of creating a project for project managers is as follows:
1. Log on to PPM.
2. Create a project.
When creating a project, you must select a project type. See "Creating a Project" on the next
page for more details.
If you are using Portfolio Management, the project may be created for you automatically
from an existing proposal.
3. Once the project is created, you can perform a number of activities from the
Project Overview page.
See "Using the Project Overview" on page 61 for more details.
4. Adjust the project's settings.
Some project settings may be locked down by project policies, which are dictated by the
project type. See "Adjusting Project Settings" on page 63 for more details.
5. Configure the project's participants.
You can add to the project's list of managers and stakeholders. The project's resources and
summary task owners are determined by the resources assigned in the work plan and the
staffing profile attached to the project. See "Defining Project Participants" on page 64 for
more details.
6. Create a staffing profile for the project.
Staffing profiles are a Resource Management tool that can be used in conjunction with
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projects to track and manage resource demand. See "Creating a Staffing Profile" on page 66
for more details.
7. Create a work plan for the project.
The work plan is the project's hierarchical structure of tasks that specifies task details such as:
l Task start and finish dates
l Task predecessors, if any
l Assigned resources
See "Creating and Managing the Work Plan" on page 237 for more details.
8. Once initial planning is complete, set the project and work plan status to Active to begin
project execution.
Creating a Project
Creating a Project from a Proposal
When a proposal is approved, PPM takes the following actions:
l By default, a corresponding project is automatically created. A reference to the project is added
to the proposal, the proposal is closed, and a reference to the proposal is added to the project.
l The proposal field values that are automatically copied into the project (some fields get
renamed for the project as indicated).
More about these fields
Field Name
Description
Summary section
Business Unit
Business unit that sponsors the project.
Details section, Project Details subsection
Project Name Name of the project.
(As a proposal,
was Proposal
Name)
Project Class
Class of project to which the project belongs (for example, Innovation).
Asset Class
Class of asset to which the project belongs (for example, Infrastructure).
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Field Name
Description
Business
Objective
Business objective with which the project is aligned.
Details section, Business Case Details subsection
Staffing
Profile
(Read-only) Resource demand of the project.
Nominal
Return
(Read-only) Nominal return for the project.
Value Rating
(Read-only) Total qualitative Value calculated for the project.
Risk Rating
(Read-only) Total qualitative Risk calculated for the project.
Net Present
Value a
NPV for the project..
Custom Field
Value a
Custom financial metric being used to rank the project.
Score
Adjustment
Amount (positive or negative) by which the calculated Value Rating – Risk
Rating for the project is changed to arrive at the Total Score.
Total Score
(Read-only) Total score (Value Rating – Risk Rating + Score Adjustment)
calculated for the project.
Discount Rate
Discount rate being applied for the project, if any.
a
Financial
Summary
(Read-only) If the user is authorized to view the financial summary, name
of the financial summary for the proposal and project, linked to the
financial summary. The same financial summary, not a copy, is used for the
proposal and the project.
Associated
Programs
(Read-only) Programs that include the project. Only programs for which
you have view or edit access are listed. For more information about
associated programs, see the Program Management User Guide.
Portfolio
(Read-only) Portfolio that includes the project, shown as a link to the
portfolio if you have view or edit access to it.
a. By default, not displayed. However, your PPM Server could be configured to display
this field.
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l The project retains and continues to use the same financial summary as the proposal.
l By default, a snapshot of the financial summary is taken automatically. This snapshot cannot be
deleted, and it becomes the Plan of Record (baseline) for the lifecycle entity. The Approved
Proposal Snapshot field, with a link to the snapshot, is added to the proposal.
l If a staffing profile is attached to the proposal, the staffing profile is copied and attached to the
project.
You can use the original proposal's staffing profile and the snapshot of the approved
proposal's financial summary as baselines for future comparisons.
Note: A proposal may or may not track capitalized costs (in addition to operating costs) based
on the setting of the option The proposal is for a project that tracks capital costs on the
Financial Summary Settings page of the proposal. When the proposal becomes a project, this
proposal setting can conflict with the setting of the option Allow capitalized costs on this
project on the Cost and Effort policy of the project.
If the Cost and Effort policy of the project type is locked (meaning that no individual project
of that type can be made to override any settings of that Cost and Effort policy) and if that
policy's setting for tracking of capitalized costs conflicts with the financial summary setting for
the proposal, the setting of the Cost and Effort policy prevails. Otherwise, the setting for
tracking the project's capitalized costs is consistent with the setting for the proposal.
Creating a Project from Scratch
1.
2.
3.
4.
Log on to PPM.
From the menu bar, select Create > Project.
The Create New Project page opens.
Fill in all required fields and any optional fields, including Project Type.
The project type contains project policies, which determine project settings. Some of these
policies may be configured to be non-overridable, which lock down their corresponding
project settings (see "Configuring Project Types" on page 24, for more details on project
policies). Make sure you are using the desired project type before creating the project. You
can only choose from project types to which you have been granted access.
5. Click Create.
The project is created and the Project Overview page opens.
Using the Project Overview
The Project Overview page provides a centralized, consolidated view of the project's statuses in
many areas. It also serves as a central navigation point to the entities associated with the project,
such as its financial summary and staffing profile, forming a consolidated hub of communication
between the project manager and others interested in the project. The sections of the Project
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Overview page are self-configuring, appearing when they are relevant for the project, and only to
users who have the proper level of access, such as cost-related sections.
Using the Project Overview page and its sections, project managers can keep track of the items
described in "Table 7-2. Project Overview page tabs and sections" below:
Table 7-2. Project Overview page tabs and sections
Section
Possible Sections and Uses
Project
header
l Project general information, including progress, duration, managers, status,
and so on.
l Project health, including project overall health, issue health, schedule health,
and cost health.
l Project cost data, including projected cost, actual cost, and budget.
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Table 7-2. Project Overview page tabs and sections, continued
Section
Possible Sections and Uses
Summary
tab
l
l
l
l
l
The progress of work plan phases and major milestones
Exceptions that have been triggered
Project issues
Project risks
Project scope changes
l Project staffing
l Project cost data including financial summaries and earned value (EV)
analysis
l Time Management integration
l Programs the project is linked to
Details tab
l Project summary
l Business case details
l Risk and value ratings
Exceptions
tab
Exceptions triggered by work plan tasks
Cost tab
Project cost data
Staffing tab
Staffing profile associated with the project
References
tab
References attached to the project
Adjusting Project Settings
Every project contains a number of settings that can be configured by the project manager to suit
that particular project's objectives. These settings are inherited from the project policies, dictated
by the chosen project type.
See "Setting Project Policies" on page 26 for detailed discussion of each project policy.
To view or edit project settings, click ... > Project Settings in the upper-right corner of the Project
Overview page.
Note: Project policies can be set to non-overridable, effectively locking down their
corresponding project settings and preventing you from editing them.
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Defining Project Participants
In general, Project Management defines participants in a project according to the following
groups:
l Project managers. Project managers take part in project planning and management, overseeing
project execution, issue resolution, and budgetary concerns.
l Stakeholders. Stakeholders are users who do not perform any work on a project, but are
interested in the project's status and need to view project progress.
l Resources. Resources are users who work on tasks as part of a project team, but do not have
the administrative responsibilities of a project manager. Resources view and update their tasks
in Project Management.
l Summary Task Owners. Summary task owners are the people named on summary tasks who
have oversight over that section of the work plan.
Note: If you set a large number of resources as the summary task owners, the length of
RESOURCE_FULL_NAME_LIST_HOVER will exceed the limit of 4,000. This causes the Summary
Task List portlet to throw errors. In this case, you should decrease the number of summary
task owners.
The list of resources for a project is automatically defined by the following sources:
l Resources assigned to tasks in the work plan
l Resources specified in the staffing profile for the project
Project managers can specify additional project managers and stakeholders for a project.
Figure 4-2. Configure Project Participants page
Stakeholders can be added individually or by security groups.
To add additional project managers or stakeholders to a project:
1. Create or open a project.
2. In the upper-right corner of the Project Overview page, click ... > Configure Participants.
The Configure Project Participants page opens.
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3. Add additional project managers or stakeholders.
l Click Add Project Manager to add one or more project managers.
l Click Add Stakeholder and select Add User or Add Security Group to add new
stakeholders.
Note: The individual users and users in the security groups are listed by user ID in the
database in the following form:
<user_id>#@#<user_id>#@#<user_id>#@#<user_id>
The maximum length of the variable that holds the delimited list of user IDs is 4,000.
The maximum number of stakeholders of a project depends on the character length
of user IDs. The longer the user IDs are, the less stakeholders can be supported. For
example, if all user IDs have five digits, then the project can have 4000/8=500
stakeholders, with the delimiter "#@#" taken into calculation.
4. Click Done.
The new project managers or stakeholders have been added.
Entering Project Details
The Project Details tab of the Project Overview page contains fields that hold important project
information, such as the business unit responsible for the project, or the business objectives the
project is designed to fulfill. These fields drive the overall project process, and can be configured
by users with the proper level of access, such as a program management office.
Note: When a request type is associated with a project type as the project process request
type, PPM checks the following conditions:
l Whether or not stakeholders have permission to view the request type.
l Whether or not stakeholders have the permission to edit projects or have the right to
override project type settings.
l Whether or not stakeholders have permission to edit the request type.
For stakeholders who only have the View All Projects access grant, they have the right to
override project type settings. Therefore, they can edit all fields in the Project Details tab.
For stakeholders who only have the View Project access grant, they do not have the right to
override project type settings. Therefore, they cannot edit fields in the Project Details tab.
For more information on configuring the Project Details tab fields, as well as the project process
itself, see the Project Management Configuration Guide.
Entering KPI Impacts
The KPI Impacts section is available in the project Details tab when:
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l The project is added in a portfolio, and
l The portfolio has business goals that are related to KPIs.
This section lists all the KPIs related to the portfolio and allows you to enter impacts (forecast how
much value your project produces) to the KPIs.
Add impacts to a KPI
1. Locate the KPI, and click Add Impact.
2. Enter the impact value and the effective date of that value.
If you add an impact for the KPI "revenue growth", the impact value is 3%, and the effective
date of Oct. 31, 2018, it implies that the project will probably produce a 3% increase in
revenue by the effective date.
3. Save the impact.
Ignore and un-ignore irrelevant KPIs
If you find a KPI not relevant to your project, you can ignore the KPI. To ignore a KPI, click the
ignore icon in the KPI. The KPI is moved to the Ignored KPIs list.
If you later find the KPI relevant, un-ignore the KPI by clicking the un-ignore icon. The KPI is
moved back to the relevant KPIs list.
Creating a Staffing Profile
Staffing profiles enable a project manager to track the demand of resources for a project,
arranged by role or skill. A staffing profile can be created for a project to tie it to business
functions and facilitate meaningful comparison visualizations.
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To create a staffing profile for a project, click Create a Blank Staffing Profile on the Project
Overview page.
For detailed instructions on creating staffing profiles and making use of staffing profile
functionality, see the Resource Management User Guide.
Working with a Financial Summary
A financial summary can be used to track financial information for a project, with varying levels of
data dependency. Once the project is in progress, actual project costs can be rolled up to the
financial summary for comparison purposes. Project cost performance as compared to the plan of
record can also be taken into account when calculating project cost health. See "Cost and Earned
Value Health" on page 43 for details.
For more information about financial summaries, see the Financial Management User Guide
Searching for Projects
You can search for projects in one of two ways:
l Search box. Use the search box if you know the name of the project or want to search for one
or more projects that use a particular phrase or fragment of text in its name. The search box is
located in the upper-right corner.
l Search Projects page. Use the Search Projects page if you want to search for a project based on
criteria such as project manager, project type, planned start date, planned finish date, finished
project, health, associate programs, or region.
Search Box
The search box is used to locate and open projects based on project names that contain the
specified text.
To locate and open a project using the search box:
1. Log on to PPM.
2. In the search box, located on the right side of the menu bar, type @ followed by the text to
search for in the project name. When you start typing the text, a submenu appears (the
search is not case-sensitive).
3. Once you have finished typing your search text, select Search for projects: <search_text>.
If the search text matches only one project name, the Project Overview page for that project
opens.
If the search text matches more than one project name, the Search Project page opens,
displaying a list of projects with matching names. Click the name of a project to open its
Project Overview page.
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Search Projects Page
The Search Projects page is used to locate and open projects based on the search criteria you
select.
To locate and open a project using the Search Projects page:
1. Log on to PPM.
2. From the menu bar, select Search > Projects.
The Search Projects page opens.
3. Provide search criteria in the appropriate fields.
4. Click Search.
The Search Projects page reloads, displaying the results of your search.
5. Click the name of a project to open its Project Overview page.
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Chapter 5: Creating and Managing a Work
Plan
Once you have created a project, you can create its work plan. Project work plans allow you to
define a business initiative as a hierarchical structure of tasks and summary tasks that logically
groups, organizes, and schedules activities and deliverables.
Creating a Work Plan from Another Project
To create a work plan from an existing work plan from another project in Project Management, do
the following:
1. On the Project Overview page, click the Create work plan from another project link.
The Create Work Plan from Another Project dialog opens.
2. In the Create Work Plan from Another Project dialog, type the project name from which to
copy the work plan (required) and select the information to be copied (by default,
Notifications is selected).
Note: If Schedule is not copied, the schedule start date of the new work plan is defaulted
to the new project's start date.
If Notes are copied, the original date and timestamp are preserved.
If Resource Assignments are copied, only resources from the existing project that are
part of the new project's resource pool are copied.
The following information is automatically processed from the existing project. You cannot
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change how this information is processed.
Information
How Processed
Actuals
Never copied
Internal predecessors
Always copied
Microsoft Project link
Always removed at the task level
Required task flag
Always copied
Roles and activities
Copied if these fields are enabled in the project settings
Schedule duration,
effort, and effort mode
Always copied
Skill proficiencies
Always copied
Summary task owner
Copied if the summary task owner from the existing project is
a summary task owner in the new project
Tasks (non-root)
Always set to Ready or Pending (including tasks that were
cancelled in the existing work plan)
Work plan status
Always set to In planning for the new project
3. Click Create.
You can import a work plan from another project into an existing work plan. See "Importing a
Work Plan" on page 77 for more details on this method.
Creating a Blank Work Plan
To create a new work plan in Project Management, do the following:
1. On the Project Overview page, click the Create blank work plan link.
2. Add tasks to the blank work plan, filling in the following task aspects first:
l Name
l Duration
l Start or finish date
You can also add predecessors and structure the work plan hierarchy when initially adding
tasks to the work plan. See "Adding Tasks and Creating a Work Plan Hierarchy" on page 74
for more details.
3. Create any desired milestones.
Major milestones can also be added if the project's settings have been configured properly.
See "Creating Milestones" on page 85 for more details.
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4. Schedule the project.
See "Scheduling the Work Plan" on page 86 for more details.
5. Filter the work plan view in different ways to evaluate related information.
You can use different work plan views and filters to evaluate the work plan and make
subsequent changes to tasks. See "Displaying Work Plan Information" on page 90 for more
details.
6. Begin configuring individual tasks, if necessary.
See "Configuring Tasks" on page 106for more details.
7. View the work plan's critical path.
See for more details.
Creating a Work Plan from a Work Plan
Template
If a company has a business process that is used repeatedly, it will be easier to create and manage
if it has its own template containing preconfigured settings.
To create a new work plan from a work plan template:
1. Create a new project.
2. On the Project Overview page, click the Create work plan from a template link.
The Create Work Plan from Template dialog box opens.
3. Select the desired template from the Work Plan Template field.
4. Click Create.
A new work plan is created as defined by the work plan template.
Note: The project type may enforce a particular work plan template for a project. See "Work
Plan" on page 28 for more details.
You can also create a work plan from an existing work plan from another project or import a work
plan from another project into an existing work plan. Refer to "Creating a Work Plan from Another
Project" on page 69 or "Importing a Work Plan" on page 77 for more information.
Setting up a Work Plan Template
Work plan templates are used in Project Management to create repeatable processes to be used
as a model and basis for numerous projects.
Work plan templates speed up the process of setting up your work plans. A repeated set of tasks
are bundled into a template and used to create a work plan while preserving its notifications, any
resource assignments, and predecessors.
For example, a company with several different software products might use the same process for
all development efforts. A work plan template could be used to create the work plan for each one,
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as opposed to creating them all individually every time a project is planned. Information for each
individual project can then be modified by a particular project manager as needed.
A work plan template consists of an ordered hierarchy of tasks. The sequence of tasks can be
edited in a manner nearly identical to the way work plans are manipulated in the Schedule view.
Figure 9-1. Defining a work plan template
Creating and Managing Work Plan Templates
Work plan templates are created and managed from the menu bar.
l To create a work plan template, click Create > Administrative > Work Plan Template. The
Create Work Plan Template page opens, allowing you to create a work plan template.
l To manage work plan templates, click Search > Administrative > Work Plan Templates. The
Manage Work Plan Template page opens, listing all the work plan templates in the system. Click
on a work plan template name to open the Template Details page.
Adding Tasks to a Work Plan Template
After you create a work plan template, the Work Plan Template page opens. The process of
adding tasks to a work plan template is identical to adding tasks in the Schedule view. See "Adding
Tasks to the Work Plan" on page 75 for details.
Note: Some fields in work plan template tasks do not exist or cannot be updated.
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Configuring Tasks in a Work Plan Template
Tasks and notifications in a work plan template can be configured the same way as they are in the
Schedule view. See "Editing Task Information" on page 112 for details.
Note: Some fields in work plan template tasks do not exist or cannot be updated.
You can mark a task in a work plan template as required. A required task cannot be renamed or
removed from a work plan created using the template. To mark a task as required, select the
Require this task on work plans created from this template checkbox on the Task Details page.
Configuring Access to a Work Plan Template
You can control who has the ability to use or edit a work plan template through the Configure
Access page. Click Configure Access on the Template Details page to configure access for a work
plan template.
Creating a Work Plan Template from an Existing Work
Plan
Project managers can create a new work plan template from an existing work plan. Project
managers who want to convert their Microsoft Projects into Project Management work plan
templates can first import their Microsoft Project into a Project Management project and then
convert it into a template. See "Integrating Project Management with Microsoft Project" on page
174 for detailed instructions on converting a Microsoft Project file into a PPM project.
Note: Only users with the Edit Work Plan Templates access grant can convert an existing work
plan into a work plan template.
To create a work plan template from an existing work plan:
1. Open the project.
2. In the Schedule view, click Actions and select Convert Work Plan to Template.
The Convert a Work Plan to a Template dialog box opens.
Note: In order to successfully convert a work plan to a template, you must be the only
user editing the work plan. If other users are editing the work plan, a message will appear
stating that the "Project is being edited by another user" and the conversion stops.
3. Provide a new Template Name, Template Owner and Description for the new work plan
template.
4. Select whether to include Notifications by selecting the associated checkbox.
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See "Work Plan to Work Plan Template Conversion Details" below for a list of items copied
from the work plan to the template.
5. Click Convert.
When the conversion is complete, a dialog box opens.
6. Click Edit Template to edit the new work plan template.
Note: In the work plan to template conversion, not all work plan details are copied to the new
template. The work plan's actuals information is discarded during the conversion, such as the
actual duration, efforts, start date and end date of the work plan and tasks.
Work Plan to Work Plan Template Conversion Details
When creating a work plan template from a work plan, the following items are copied or dropped:
l Data that work plan templates do not carry is dropped. This includes:
l External predecessors
l Schedule dates
l Constraints
l Effort and cost actuals
l Task status
l Resource assignments and summary task owners
l References
l Notes
l User data
l Scheduled effort is copied as follows:
l For automatically-calculated tasks, scheduled effort is recalculated.
l For manually-input tasks, total task effort is retained in the Unassigned Effort field.
l Everything else is copied into the work plan template.
Adding Tasks and Creating a Work Plan
Hierarchy
Work plans are created on the Work Plan page.
l For a new project, the Work Plan page is reached by clicking the Create blank work plan, Create
work plan from a template, or Create work plan from another project links.
l For an existing project, the Work Plan page is reached by clicking Edit Work Plan.
Note: The Work Plan page opens to the last view you were using when viewing the work plan.
If the work plan is new, or you have never opened the Work Plan page for this project before,
the Quick view opens by default.
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Figure 5-1. Work Plan page: Quick view
The top-level task is automatically created with the project name.
Adding Tasks to the Work Plan
l "Adding Tasks in Quick View" below
l "Adding Tasks in Other Views" on the next page
Adding Tasks in Quick View
In the Quick view of a work plan, you can add a new task below any existing task:
1. In the Quick view, select the task below which you want to add a task.
2. Click the + icon.
A new task is added below the selected task.
3. Edit the information of the new task.
You should fill in each task's Name, but in order for Project Management to schedule the
project, you must also provide scheduling information. This information can be supplied on
the Add Tasks page. Click Change at the top of the page to select the combination of
scheduling information you want to use.
Tasks can also be edited from the work plan page or through the Task Details page, which
displays more detailed information on a task. The Task Details page is accessible from the
Work Plan page.
4. Click the
adding.
icon to save your changes and add the task. Or click the
icon to cancel the
Limitation: The
and
icons may hang over the fields of the new task. To avoid this
issue, you can try dragging the horizontal bar or resizing the browser window or the columns.
5. (Optionally) Configure the task hierarchy.
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Select the newly added task and click the Indent or Outdent icon to structure the task into a
hierarchy of a summary tasks and subordinates. See "Useful Keyboard Shortcuts in the Work
Plan Views" on page 83 for keyboard shortcuts that can help you save time.
Note: If a task contains a user data field for which a default value has been set, the default
value appears on the Work Plan page even before you save it.
Adding Tasks in Other Views
In other views, you can add a new task above any existing task in the work plan by selecting the
task and clicking the Add Task icon, which opens the Add Tasks page. To add a task to the work
plan:
1. Within the Schedule view, select the empty row at the bottom of the work plan and click the
Add Task icon.
The Add Tasks page opens, with a new task above the current selection.
2. Click the Add Task Below icon to add a new task below the current selection.
l You can also add a new task above the current selection by selecting the last item on the
Add Tasks page and pressing Insert on your keyboard.
l You can also add a new task below the current section by selecting the last item on the
Add Tasks page and pressing Enter on your keyboard.
3. Edit the new task's information.
You should fill in each task's Name, but in order for Project Management to schedule the
project, you must also provide scheduling information. This information can be supplied on
the Add Tasks page. Click Change at the top of the page to select the combination of
scheduling information you want to use.
Tasks can also be edited from the work plan page or through the Task Details page, which
displays more detailed information on a task. The Task Details page is accessible from the
Work Plan page.
a. Select the new task and click the Task Details icon. The Task Details page opens.
b. Modify the information under each tab on the Task Details page as necessary (for details,
see "Configuring Tasks" on page 106).
4. Configure the task hierarchy, if desired.
You can structure the newly-added tasks into a hierarchy of summary tasks and subordinates
using the Indent and Outdent icons at the top of the Add Tasks page. See "Useful Keyboard
Shortcuts in the Work Plan Views" on page 83 for keyboard shortcuts that can help you save
time.
5. Add the new tasks to the work plan.
To add the tasks to the work plan, click Done.
Note: If a task contains a user data field for which a default value has been set, the default
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value may not appear on the Work Plan page until the task is saved. Even though you cannot
see the default value, the value has been set.
Importing a Work Plan
From the Work Plan page, Project Management allows users to import a work plan from another
project into an existing work plan. To import a work plan:
1. Within the Schedule view, select a non-root task in the work plan.
Note: The work plan is imported above the selected task.
2. Click Actions and select Import another Work Plan.
The Copy Work Plan from Another Project dialog opens.
3. In the Copy Work Plan from Another Project dialog, type the project name from which to
copy the work plan (required) and select the information to be copied (by default,
Notifications is selected). See "Creating a Work Plan from Another Project" on page 69 for
more details about the information to be copied.
4. Click Copy.
If the imported work plan is large, the selected task (in step 1) disappears from the Schedule
view (you can scroll down to view the selected task).
Creating a Work Plan Hierarchy
Project Management allows users to add and structure tasks in any order, from either the Add
Tasks page or the Work Plan page. Once tasks have been added, you may find that you need to
rearrange them later. The Work Plan page also allows you to arrange and group tasks in a
hierarchy.
Note: Changes made to the work plan in the Work Plan page are immediately saved.
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Figure 5-2. Work Plan page
To move an item up or down in the hierarchy:
l In the Quick view:
a. Select the task or collapsed summary task.
A four-headed arrow appears in the front of the task line.
b. Click and hold the arrow to drag the task to your selected line.
Note: You cannot drag a task to the location of its leaf task.
c. Release the arrow.
The task is located under the selected line.
l In other views:
a. Select the task or collapsed summary task.
b. Click the Cut icon.
You can also simply copy a task using the Copy icon. Copied tasks can be pasted several
times.
c. Select the task below your target area in the work plan hierarchy.
d. Click Paste icon.
The cut item is placed in the work plan above the selected task.
Large work plans may split up work plan information into pages. You can cut tasks from
one page of the work plan and paste them into another. See "Viewing Large Work Plans" on
page 101 for more information.
To indent an item:
1. Select the task or collapsed summary task.
2. Click the Indent icon.
The selected task or summary task moves one level deeper in the hierarchy.
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l If the item immediately above the selected item is a task, that task is converted to a
summary task.
l Acting on a summary task acts on its children. Indenting a summary task brings its children
one level down in the hierarchy as well.
Note: If the selected item is the first child of a summary task, you will not be able to indent it.
If a task is converted to a summary task, a warning message displays and you must select Yes
to continue or No to cancel the operation.
To outdent an item:
1. Select the task or collapsed summary task.
2. Click the Outdent icon.
The selected task or summary task moves out one level in the hierarchy.
l Acting on a summary task acts on its children. Outdenting a summary task brings its
children one level up in the hierarchy as well.
l If the selected item was a child of a summary task, it becomes either a task or summary task
on the same level as its former parent.
l If the selected item was a summary task's only child, that summary task is converted into a
task.
l If the selected item was a task with other tasks of the same level beneath it, those tasks are
converted to children of the selected item, which is now a summary task.
Note: Tasks with actuals data cannot become summary tasks. This includes tasks that contain
actuals from Time Management, or tasks that are referenced by time sheets.
If a task is converted to a summary task or leaf task, a warning message displays and you must
select Yes to continue or No to cancel the operation.
You can act on multiple tasks simultaneously:
l Use Shift + click to highlight a set of contiguous rows and act on all of them.
l Use Ctrl + click to make multiple non-contiguous selections and act on all of them.
Setting Up Predecessors
Project Management allows you to create relationships between a task and other tasks in the
current work plan, tasks in other work plans, or requests in Demand Management. These
predecessor relationships are used by the scheduler to determine when the task will be scheduled.
For example: Manager Bob has a Training work plan for a new software module being installed on
his group's computers. In order for his training activities to get started, the Software Upgrade
project headed by Manager Steve must be finished first. Bob can create a finish-start predecessor
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relationship between the most relevant task in the Software Upgrade project and his own
Training tasks.
These predecessor relationships are controlled from the Schedule tab of the Task Details page.
Figure 5-3. Task Details page: Schedule tab
The types of predecessor relationships available are described in "Table 5-1. Possible predecessor
relationships to a project or task" on the next page.
A predecessor relationship for summary tasks or tasks can be configured from the Work Plan
page. You cannot add external tasks or requests as predecessors from the Work Plan page.
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Table 5-1. Possible predecessor relationships to a project or task
Predecessor
Type
Description
Possible Relationships
Summary
A task in the l Finish-Start. The successor can start once its predecessor
Task or Task current work
has completed.
plan
l Start-Finish. The successor cannot finish until the
predecessor starts. Cannot be set for summary tasks.
l Finish-Finish. The task can start anytime, but the successor
will not be marked as complete until its predecessor finishes.
Cannot be set for summary tasks.
l Start-Start. The successor cannot start until the predecessor
has started.
You can also define lag or lead time for predecessor
relationships by typing a positive or negative number in the Lag
(Days) field, if desired.
When adding a summary task as a predecessor, only
relationships of the Finish-Start or Finish-Finish type are
allowed.
When adding a predecessor to a summary task, only
relationships of the Finish-Start or Start-Start type are allowed.
External
Task
A task from a Same as internal task.
separate
Note: You can also add external predecessors in the work
project
plan page by clicking the External Predecessor icon.
Request
A request in Request relationships are managed from the References tab of
Demand
the Task Details page.
Management
l Related. Informational relationship only: No actual
predecessor relationship exists. This is the only relationship
allowed for summary tasks.
l Successor (Blocked). No action is allowed on the request until
the task is completed.
l Predecessor (Blocking). No action is allowed on the task until
the request is completed.
l FF Predecessor (Finish Finish Predecessor). The task can
start anytime, but cannot be marked as finished until the
request is completed.
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Setting an Internal Predecessor Task from the Task Details Page
To set an internal predecessor task for a task from the Task Details page:
1. Open the Task Details page of the task.
2. Click the Schedule tab.
3. Click Add a predecessor and select Add task by name.
An auto-complete window opens listing all tasks in alphabetical order. You can filter the list
using the Task starts with filter field.
You can also add a predecessor directly by sequence number, if you know the predecessor's
sequence number in the work plan.
4. Select a task.
The predecessor task is listed on the Schedule tab of the Task Details page.
5. Select a relationship from the Relationship field.
6. Type a value in the Lag (Days) field, if desired.
This field allows you to specify a number of days to delay starting on a given task based on its
predecessor's finish. Negative numbers can be used, which work as lead time.
7. Click Save.
Setting an Internal Predecessor Task from the Work Plan Page
To set an internal predecessor task for a task from the Work Plan page:
1.
2.
3.
4.
Open the Work Plan page of the task.
Select the task.
In the Predecessor field, type the sequence number of any task in the current work plan.
Click Save.
By default, the predecessor relationship is Finish-Start and the Lag is 0 (zero). You can
change these settings from the Task Details page.
Setting an External Predecessor Task
To set an external predecessor task for a task:
1. Open the Task Details page of the task.
2. Click the Schedule tab.
3. Click Add a predecessor and select Add External Task.
An auto-complete window opens, allowing you to search for external tasks to add. You can
filter the list using the Task starts with filter field.
4. Select a task.
The predecessor task is now listed on the Schedule tab of the Task Details page.
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5. Select a relationship from the Relationship field.
6. Type a value in the Lag (Days) field, if desired.
This field allows you to specify a number of days to delay starting on a given task based on its
predecessor's finish.
7. Click Save.
Setting a Request as a Predecessor
You can add an existing request as a predecessor for a task through the References tab of the
Task Details page. See "Adding Existing Requests" on page 122 for more detailed information.
You can also add a new request as a predecessor for a task. See "Adding New Requests" on page
123 for more detailed information.
Useful Keyboard Shortcuts in the Work Plan Views
Tasks and summary tasks within the work plan views can be manipulated from the keyboard as
well as the icons in the views. "Table 5-2. Keyboard shortcuts for defining work plans" below lists
all available keyboard shortcuts.
Table 5-2. Keyboard shortcuts for defining work plans
Keystroke
Action
Shift + Alt + Left Arrow
Outdents a task in the hierarchy.
Shift + Alt + Right Arrow
Indents a task in the hierarchy.
Enter
Opens the Task Details page.
Shift + Ctrl + C
Copies the selected task.
Shift + Ctrl + V
Pastes a task or tasks.
Work Plan Statuses
To display the different stages in a work plan's life from planning to completion, a work plan can
have various statuses associated with it. These statuses are In Planning, On Hold, Active,
Complete and Cancelled. Project managers can move work plans into different statuses to
facilitate the work associated with that stage of the project. "Table 7-1. Work plan statuses and
descriptions" on the next page describes the various work plan statuses, their behaviors, and
applications.
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Table 7-1. Work plan statuses and descriptions
Work Plan
Status
In Planning
Behavior
Application
Work plans and their tasks are not
shown in the My Tasks portlet or the
PPM Dashboard.
This status allows a project
manager to develop and
manipulate the work plan without
having to notify participants or
stakeholders.
Notifications are not sent and
exceptions are not triggered.
All work plans start in this status.
Active
Work plans and their tasks can be
seen in My Tasks and in the PPM
Dashboard.
This is the status of a work plan
that is ready to be executed and is
being actively managed.
Notifications are sent and exceptions
are triggered.
Work plan structure can change.
On Hold
Notifications are not sent and
exceptions are not triggered.
Hierarchy can be modified.
Complete
Work plans and their tasks can be
seen in the PPM Dashboard but not
in My Tasks.
Notifications are not sent and
exceptions are not triggered.
Cancelled
Work plans and their tasks can be
seen in the PPM Dashboard but not
in the My Tasks portlet.
Notifications are not sent and
exceptions are not triggered.
This status is used when a portion
of an active plan needs to be
withheld from execution, perhaps
because it needs replanning or
because work is being temporarily
suspended while a review takes
place. It is possible to put an entire
work plan in this status.
This is the status of a work plan
that has been worked to
completion. Tasks cannot be
added to a section that is
completed.
This status is used to indicate that
the deliverables in this section of a
work plan will not be completed,
and are no longer required to be
completed in order for the project
to finish.
Project Management also features a set of task statuses. For a list of task statuses, see "Task
Elements" on page 109.
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Changing Statuses
Project managers can change statuses for the entire work plan, summary tasks, or tasks at any
time. Summary task owners can change statuses for summary tasks or tasks at any time from the
Task Details page for tasks they own.
Note: A work plan in the status Complete or Cancelled cannot be edited. The project must be
re-opened in order for the work plan to be edited.
To change the status of the project:
1. Open the project to edit.
For more details on searching for and opening projects, see "Searching for Projects" on page
67.
2. On the Project Overview page, click Edit Work Plan.
The Work Plan page opens.
3. Click the row at the top of the hierarchy and select Edit > Task Details.
The Task Details page opens.
4. Select a new Status in the Statistics section of the page.
5. Click Save.
To change the status of a task or summary task:
1. Open the project to edit.
For more details on searching for and opening projects, see "Searching for Projects" on page
67.
2. On the Project Overview page, click Edit Work Plan.
The Work Plan page opens.
3. Click the task or summary task whose status you want to change and select Edit > Task
Details.
The Task Details page opens.
4. Select a new Status in the Statistics section of the page.
5. Click Save.
Creating Milestones
Milestones are used to mark significant events in the execution of a project, often the completion
of a deliverable or arrival of a deadline.
As markers of other progress, milestones generally do not have duration or effort, although they
can be configured to have both. Project managers can indicate that the milestone should
automatically complete once its predecessors are complete, providing a means of reporting project
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progress without project manager intervention. In some cases, however, project managers may
want control over whether the milestone has completed, regardless of whether the work leading
up to it indicates it should be.
A work plan may contain many milestones that help the project manager gauge execution
progress. Often, however, there is a smaller set of standard milestones that are used and reported
on all projects within an organization, such as phase-completion milestones. If the project has
been configured to allow them, the project manager can identify such milestones as major
milestones which will be displayed on the Project Overview page, allowing for uniform high-level
visibility while still allowing the project manager to define as many milestones as required to
manage the detailed plan. See "Project Fields" on page 26 for information about enabling major
milestones.
To create a milestone:
1. Select a task.
2. Double-click the task.
The Task Details page opens.
3. Select the Mark task as milestone checkbox.
If you want the milestone to mark itself as complete automatically when all predecessors are
complete, select the Milestone automatically completes checkbox. When all predecessors are
complete, the actual start and finish dates of the milestone are automatically set to the last
predecessor's actual finish date. That is, if the predecessors finish on different dates, the
predecessor actual finish date of the predecessor that finished last is used.
The Milestone automatically completes checkbox is only available for milestones whose
duration is 0.
4. Modify any other information under each tab on the Task Details page as desired (for details,
see "Editing Task Information" on page 112).
5. Click Save.
Note: When you set a task as a milestone, the schedule duration and schedule effort change
to 0. After the Cost Rollup Service is run, the planned labor cost becomes 0, however, the
EVM data still keep the old values.
A task will be automatically converted to a milestone if its duration is 0.
Once a milestone has been created, its duration is automatically set to 0, but you can alter its
duration if necessary.
Scheduling the Work Plan
Project Management generates schedules for work plans, based on the configurations set in the
project's Scheduling policy and the options provided in the Schedule Work Plan dialog box.
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Generating the Schedule
When the work plan is scheduled, the entire work plan is considered, and changes are immediately
saved. If you want to reschedule discrete sections of the work plan, you can place constraints on
the relevant summary tasks to accomplish the move. See "Setting Scheduling Constraints" on page
116 for more information about constraints.
To generate the schedule for a work plan:
1. Click the Schedule Work Plan icon
.
The Schedule Work Plan dialog box opens.
2. In Schedule from date, specify a date from which to schedule the work plan.
This is usually set in the Scheduling policy individually for each project and generally does not
change unless the entire project needs to shift dates. If you are collecting actuals in your work
plan, changing the Schedule from date field and rescheduling the work plan can push
remaining work into the future.
3. If desired, type a Critical Path Threshold.
For more details on the purpose of the critical path threshold, see "Critical Path Threshold" on
page 34.
4. Click Schedule.
Note: If scheduling errors occur, no schedule will be generated and a list of errors will appear.
Take note of each error and its cause, and make the necessary adjustments within the work
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plan. See "Scheduling Errors" below for more details.
If scheduling warnings occur, a schedule will be generated and a list of warnings will appear.
Take note of each warning, as they can be important to the initiative's success. See
"Scheduling Warnings" on the next page for more details.
Scheduling a Summary Task
When the summary task is scheduled, the summary task and its subtasks are considered, and
changes are immediately saved.
To generate the schedule for a summary task:
1. Click the Schedule Summary Task icon.
The Schedule Summary Task dialog box opens.
2. In Schedule from date, specify a date from which to schedule the summary task.
3. If desired, type a Critical Path Threshold.
For more details on the purpose of the critical path threshold, see "Critical Path Threshold" on
page 34.
4. Click Schedule.
Note: If scheduling errors occur, no schedule will be generated and a list of errors will appear.
Take note of each error and its cause, and make the necessary adjustments within the work
plan. See "Scheduling Errors" below for more details.
If scheduling warnings occur, a schedule will be generated and a list of warnings will appear.
Take note of each warning, as they can be important to the initiative's success. See
"Scheduling Warnings" on the next page for more details.
Scheduling Errors
It is possible for certain combinations of input to cause a schedule to be unworkable. If any of
these errors are encountered, the schedule will not be created. "Table 5-3. Scheduling errors,
causes, and possible solutions" on the next page describes scheduling errors, their causes, and
possible solutions.
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Table 5-3. Scheduling errors, causes, and possible solutions
Scheduling
Error
Cause
Possible Solution
Circular
dependency
The predecessors of a set of projects or tasks
contains a cycle. This cannot be scheduled.
Break the cycle by removing
or changing a predecessor.
Project Management detects circular
dependencies while creating or editing the
work plan.
No tasks to be
scheduled
The work plan is complete or cancelled, so
there are no tasks to be scheduled.
If tasks are missing, add
them and then schedule.
Scheduling Warnings
It is possible that because of the specifics of the work plan, the scheduler cannot produce a
consistent schedule. A schedule will be produced, but schedule warnings are generated that
highlight the structural inconsistencies in the work plan. The Schedule Warning Rules enabled in
the Schedule policy in the project's settings identify these problems. Warnings appear when the
scheduler runs, and are evaluated when the work plan is saved. Warnings are also saved on the
Warnings tab of each affected task's Task Details page, for later perusal. "Table 5-4. Scheduling
warnings, causes, and possible solutions" below describes scheduling warnings, their causes, and
possible solutions.
Table 5-4. Scheduling warnings, causes, and possible solutions
Scheduling
Warning
Project Date
Conflicts
Cause
Possible Solution
This warning occurs when the
work plan dates extend beyond
the project's Planned Start
Period or Planned Finish Period.
It also occurs when the constraint
defined on the task is outside the
project's Planned Start Period or
Planned Finish Period.
Bring the plan within the project's
dates by adjusting dependencies,
duration, resources, or any
combination thereof, and
rescheduling.
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In some cases, resolution may involve
expanding project-level dates, which
should be coordinated with the
project financial summary and staffing
profile.
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Table 5-4. Scheduling warnings, causes, and possible solutions, continued
Scheduling
Warning
Dependency
Conflicts
Cause
Possible Solution
These warnings occur when a
predecessor dependency defined
for the task could not be
honored because other
constraints or task information
prevents it.
Rework the plan to remove the
conflicts.
For example, a task may be
expected to start on October
10th based on its predecessor
relationships, but might have a
Start No Later Than constraint
defined for October 1st. The task
cannot meet both requirements.
Constraint
Inheritance
Conflicts
These warnings occur when
there is a direct conflict between
the constraints defined for a task
and its parents, such that only
one can be satisfied. Both related
tasks are marked.
Rework the plan to remove the
conflicts.
If both constraints are valid, you may
need to file a project issue. See
"Logging Issues" on page 138 for
more information.
Resources Could The scheduler could not identify
Not Be Scheduled sufficient available working days
for the assigned resources to
schedule the task. This warning is
evaluated only when the
scheduler runs.
This usually occurs when the
scheduler attempts to schedule a
resource after the resource's end date
or before the resource's start date.
Check resource information, and if
necessary, change the task resource
or change task dependencies so that it
can occur during the right dates.
Task Constraint
This warning occurs when the
Could Not Be Met constraint defined on the task
could not be honored because
other conflicting information
takes precedence.
This usually occurs when using actuals
during scheduling and the task's
actual start date conflicts with a
constraint defined for the task. This
may not require explicit resolution.
Displaying Work Plan Information
Project Management includes several different ways to view work plan data, allowing you to focus
on the specific task at hand.
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l "Level Expand/Collapse" below allows you to immediately expand or collapse the work plan
view to a specific hierarchy level, so you can quickly assess the plan without being overloaded
with plan details.
l "Work Plan Views" below provide you with different ways of looking at the work plan based on
the tasks you need to perform or the information you need from the plan.
l "Filters" on page 99 allow you to filter data within a particular work plan view for a subset of
information, enabling you to efficiently focus on the tasks that need your attention.
l The "Gantt View" on page 97 allows you to visualize tasks and their dependencies in a graphical
format enhanced with color-coding and configurable labeling.
In general, Project Management keeps track of column width and position in each work plan view
for you, so when you log out and return to a project later, your layout and position is the same as
when you left it.
Level Expand/Collapse
Click Expand to: Level in Schedule view to expand or collapse your view of the work plan and its
summary tasks to a specific hierarchy level from 2 to 7.
l Level 2 displays only tasks and summary tasks directly below the root level of the work plan,
collapsing everything below.
l Level 7 displays tasks and summary tasks down to the seventh hierarchy level of the work plan,
collapsing everything below.
Work Plan Views
Project Management includes several work plan views that give visibility into different categories
of work plan information. These views are accessible from the View drop-down list at the top of
the Work Plan page.
Project Management keeps track of the work plan view in each work plan for you. If you open the
work plan for the first time, it is opened in the Quick view. If you log out and return to the work
plan later, it is opened in the view as when you left it.
Quick View
The Quick view is the default view on the Work Plan page. This view provides you with a quick
access to the combination of the following information:
l Schedule-related information, such as Scheduled Start, Scheduled Finish, and Scheduled
Duration
l Information about the progress of the work plan, such as Actual Start, Actual Finish, and
Percent Complete
l Gantt chart, a graphic display of schedule-related information, including task length and timing
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Note: All values for fields that track duration are in days, while all values for fields that track
effort are in hours.
The Quick view displays the following task fields as columns:
l
l
l
l
Status
Scheduled Start
Scheduled Finish
Scheduled Duration
l
l
l
l
l
l
l
Scheduled Effort
Actual Start
Actual Finish
Percent Complete
Predecessors
Resources
Role
Note: The Edit drop-down list and the Actions drop-down list are not available in the Quick
view, therefore, if you want to perform actions through either of the two lists, you may have
to switch to other work plan views.
Viewing and Configuring Gantt Chart
You can view the Gantt chart of a work plan in both the Quick view and the Gantt view.
Clicking the left arrow on the right border of a work plan in the Quick view expands the Gantt
chart. The horizontal bar in the gantt chart automatically moves to where the scheduled start date
of the root task is located in the time scale.
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Clicking the
icon to view the Gantt legend of a wok plan. The table below provides detailed
information about items included in the Gantt legend.
Legend Item
Description
Status of the task is ready.
Status of the task is in progress.
Status of the task is complete.
Status of the task is pending predecessor.
Status of the task is cancelled.
The task is on the critical path of a work plan.
The task is marked as a mile stone.
The task is a summary task. Its color indicates the schedule
health of the task.
In the Quick view, you can change the scheduled start date and scheduled finish date of a task by
dragging the legend item.
To do so,
1. Select the task in the work plan.
2. If you want to change the scheduled start date, put the cursor on the left side of the item,
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and drag it to your desired date.
If you want to change the scheduled finish date, put the cursor on the right side of the item,
and drag it to your desired date.
3. Click Save.
The scheduled start dates and finish dates of the root task (and the summary task if any) are
updated accordingly.
Schedule View
Use the Schedule view to adjust task hierarchy in the work plan view schedule-related information.
The Schedule view displays the following task fields as columns:
l
l
l
l
l
l
l
l
Task Status
Scheduled Duration
Scheduled Start
Scheduled Finish
Scheduled Effort
Predecessors
Resources
Role
l Activity
l Unassigned Effort
Actuals View
The Actuals view focuses on information collected about the progress of the work plan, and
displays the following task fields as columns (some columns only appear if selected in the Project
Fields or Cost and Effort policy):
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l
l
l
l
l
l
l
Task Status
Actual Effort
Percent Complete
Estimated Remaining Effort
Actual Start
Actual Finish
Actual Duration
l
l
l
l
Estimated Finish
Resources
Predecessors
Actuals As Of (date actuals were last updated)
Figure 5-4. Work Plan page: Actuals view
Costing View
The Costing view displays the costing data for a project (the Costing view is only accessible if
Financial Management has been enabled in the Cost and Effort policy). "Table 5-5. Available
columns in the Costing work plan view" below describes the task fields displayed in the Costing
view as columns. This view is only available to users who have viewing access to project cost data.
Table 5-5. Available columns in the Costing work plan view
Column Name
Description
Cost Health
The cost health of the task.
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Table 5-5. Available columns in the Costing work plan view, continued
Column Name
Description
Planned Labor
The planned labor cost for the task.
Calculated as:
Scheduled effort * applicable cost rate
Applicable cost rates include:
l Resource (if resource has no cost rate, resource region, role, and skill
are considered next)
l Task role
l Task skill set
Planned NonLabor
The planned non-labor cost for the task. Manually entered.
Planned Cost
The sum of planned labor and non-labor costs.
Actual Labor
The actual labor cost for the task.
Calculations are the same as for planned labor, except with actual effort
substituted for scheduled effort.
Actual Non-Labor
The actual non-labor cost for the task. Manually entered.
Actual Cost
The sum of actual labor and non-labor costs.
Planned Capital
Expense
The planned cost for a task associated with an activity marked as
capitalized.
Planned Operating
Expense
The planned cost for a task associated with an activity marked as
operating.
Actual Capital
Expense
The actual cost for a task associated with an activity marked as
capitalized.
Actual Operating
Expense
The actual cost for a task associated with an activity marked as operating.
Activity
The activity associated with a task.
Figure 5-5. Work Plan page: Costing view
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You can control the display of certain columns by adjusting the appropriate settings in the
project's Cost and Effort policy. See "Adjusting Project Settings" on page 63 for details.
Earned Value View
The Earned Value view displays earned value (EV) analysis data for the project (the Earned Value
view is only accessible if Financial Management has been enabled in the Cost and Effort policy).
The following task fields are displayed as columns:
l Planned Value
l Earned Value
l Cost Variance
l Schedule Variance
l CPI
l SPI
l Actual Cost
This view is only available to users who have viewing access to project cost data, and is only useful
if you have taken at least one baseline of the project. For more details on project baselines, see
"Working with Baselines" on page 165.
Gantt View
The Gantt view includes a Gantt chart, a convenient graphic display of schedule-related
information, including task length and timing. Summary tasks can be color-coded to indicate
health. Colors and patterns serve to provide information on completion status. Optional task
labels can provide additional details (see "Changing Gantt View Display" on page 99).
You can also change the time scale for the chart, as well as fit the entire project into the current
Gantt view. "Figure 5-6. Work Plan page: Gantt view" below shows a typical project Gantt chart.
Figure 5-6. Work Plan page: Gantt view
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To view the Gantt legend of a work plan, click the
icon next to the Edit drop-down list on the
Work Plan page. The icon appears only when you select Gantt View for the View drop-down list.
To view the Gantt legend of a Project Gantt portlet, select the Show Legend checkbox in the
Display Options section on the Edit Portlet Preferences page.
Table below provides detailed information about items included in the Gantt legend.
Legend Item
Description
Status of the task is ready.
Status of the task is in progress.
Status of the task is complete.
or
Status of the task is pending predecessor.
Status of the task is cancelled.
The task is on the critical path of a work plan.
or
The task contains one or more exceptions.
The task is marked as a milestone.
The task is a summary task. Its color indicates the schedule health of the task.
The pointed task has a predecessor. The arrow starts from the preceding task
and points to the pending task.
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Legend Item
Description
The pointed task has an external predecessor.
Changing Gantt View Display
You can make adjustments to the Gantt chart display by clicking Actions > Configure Gantt on the
Work Plan page. The Configure Gantt dialog box contains settings for the Gantt chart's indicators
and text labels.
Printing View
The Printing view provides the user with a view in which all of the fields in all the views are
combined. The columns are arranged by view in the following order:
l Schedule
l Actuals
l Cost
l Earned Value
Use this view to configure the order and sizing of columns for generating PDF printouts that
include columns that cross the different views. For more information on exporting the work plan
to a PDF file, see "Exporting to PDF Files" on page 168. For optimal system performance, use the
other work plan views for targeted tasks.
Custom View
The Custom view provides the user with a view of fields the user has selected to display. A user
can set and view one Custom view per work plan. The Custom view is not shared with other users.
See "Add/Remove Columns" on page 103 for information about how to set the Custom view.
Filters
Project Management includes filters for work plan views other than the Quick view that allow you
to filter the work plan for a certain set of tasks, enabling you to quickly focus on the data most
relevant to your activity. Summary tasks that own the tasks selected by the filter are always
displayed to provide context. "Table 5-6. Work plan view filters" below lists the filters for each
work plan view.
Table 5-6. Work plan view filters
Filter Name
Description
Schedule and Tracking views
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Table 5-6. Work plan view filters, continued
Filter Name
Description
Tasks in progress
Only shows tasks in the work plan that are in progress.
Tasks complete
Only shows tasks in the work plan that are complete.
Tasks overdue
Only shows tasks in the work plan that have passed their
scheduled finish date but are not yet complete.
Tasks that are unassigned Only shows tasks in the work plan that have no resource assigned
to them.
Tasks that are milestones
Only shows tasks in the work plan that are milestones.
Tasks on the critical path
Only shows tasks in the work plan that are on the critical path.
Tasks with external
predecessors
Only shows tasks in the work plan that have external
predecessors.
Tasks with contributions
Only shows tasks in the work plan that have time logged against
them in Time Management by non-assigned resources. This can
help you identify unexpected time logged against your project.
Tasks with constraints
Only shows tasks in the work plan that have constraints.
Tasks by resource
Only shows tasks in the work plan that are assigned to a specified
resource(s).
Tasks by role
Only shows tasks in the work plan that are assigned to a specified
role.
Tasks starting in
Only shows tasks in the work plan scheduled to start within a
specified date range.
Tasks completing in
Only shows tasks in the work plan scheduled to complete within a
specified date range.
Tasks occurring in
Only shows tasks in the work plan scheduled to occur within a
specified date range.
Tasks with actuals since
Only shows tasks that have had actuals updated after a specified
date.
For example, this is useful for finding tasks updated during the
current week.
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Filtering Mapped Tasks in Quick View
If some tasks in the work plan are mapped to Agile Manager projects or another project within
PPM (waterfall projects), you can filter these tasks in the Quick view by the following instructions.
1. Open the desired work plan in the Quick view.
Mapped tasks are indicated by the connector icons in front of the task names.
The tasks mapped to Agile Manager projects are indicated by the connector icon
the tasks mapped to waterfall projects are indicated by the connector icon
.
2. Click
, while
.
Selecting the option Default only, all the unmapped tasks are listed.
Selecting the option
PPM only, all the tasks mapped to waterfall projects are listed.
Selecting the option
Agile Manager Connector 1.0 only, all the tasks mapped to Agile
Manager projects using connector 1.0 are listed.
Selecting the option
Agile Manager Connector 2.0 only, all the tasks mapped to Agile
Manager projects using connector 2.0 are listed.
By default, all the options are selected.
3. Deselect the options to hide the tasks you do not want to show.
The mapped tasks you want to filter are listed in the work plan.
Editing Task Details
From the Work Plan page, certain fields can be edited and saved (see "Editing Task Details from
the Work Plan Page" on page 112). Other fields can be edited from the Task Details page (see
"Editing Task Information" on page 112) or updated simultaneously (see "Configuring and Editing
Multiple Tasks Simultaneously" on page 117).
Viewing Large Work Plans
In work plan views other than the Quick view, Project Management allows you to control the
number of tasks in your work plan that can be displayed at one time, allowing you to efficiently
manage your work plan regardless of whether you are working on a fast local LAN or a distributed
network. The set of tasks displayed at a time is referred to as a "page." You can navigate between
pages in a large work plan in the following ways:
l Click Prev and Next to navigate between adjacent pages.
l Type the sequence number of a specific task in Seq # and click Go to navigate to that task. The
task displays at the top of the page. This allows you to reorient the page to display the data in
which you are interested.
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l Project Management shows you pages of displayed tasks. The collapsed children of summary
tasks are not counted.
Note: The Quick view displays all work plan data in a single page. It loads data as you scroll
down the page.
Adjusting Personal Page Size Preferences
You can adjust the number of rows per work plan page in the Project Work Plan Preferences
section of the Edit My Profile page, accessed by selecting Open > Administration > Edit My
Profile from the menu bar.
Select an option or type your own value for the number of tasks per page you wish to see and
click Done. You can change this setting at any time, based on the connection speed at your
location.
Note: The preset and maximum page size values are determined by your PPM administrator.
See the Project Management Configuration Guide or consult your system administrator for
more details on work plan page size controls and their adjustment.
Resource Usage
The Resource Usage page displays assignment-level load data grouped by resource. Open the
Resource Usage page by clicking Actions > Resource Usage on the Work Plan page. Fields on this
page are not directly editable, though tasks can be opened and modified from this page or the
Work Plan page. The Resource Usage page is optimized for use with the staffing profile for the
project, which determines work plan capacity.
Note: When the number of resources is greater than 1000 on the Resource Usage page, the
performance is not desirable. In this case, you can use the Analyze Assignment Load portlet.
Table 5-7. Available columns in the Resource Usage work plan view
Column Name
Description
(Indicator column)
Indicates whether the resource has been over-allocated on any of the
days displayed.
Name
The name of the resource.
Role
Indicates the role intended to be utilized.
l The role appearing next to the resource name is specified in the project
staffing profile, if one exists.
l The role appearing next to the task name is specified in the work plan.
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Table 5-7. Available columns in the Resource Usage work plan view, continued
Column Name
Description
Effort (Load)
The total amount of effort assigned to the resource. This column is
broken down into sub-columns that track scheduled effort, actual effort,
and the allocation for the resource.
Start
The start date for the assigned task.
Finish
The end date for the assigned task.
Status
The status of the assigned task.
Other features of the Resource Usage page include the following:
l If an over-allocation has taken place, an indicator appears to the left of the resource name.
l The Resource Usage page displays the amount of resource load coming from external sources.
Clicking the External Load link below a resource name opens their resource load breakdown.
l The Resource Usage page includes a table displaying the resource load details for the project,
which highlights over-assignments in red. The table can be set to view a specific range of dates
and broken down by different period types. To change the date range and time breakdown of
the table, provide the desired values in the View data from and grouped by fields and click
Apply.
Add/Remove Columns
The Add/Remove Columns action allows you to customize the columns displayed and their order
on the Work Plan page. This action is enabled for the following views: Quick, Schedule, Actuals,
Printing, and Custom.
l "Add/Remove Columns in Quick View" below
l "Add/Remove Columns in Other Views" on the next page
Add/Remove Columns in Quick View
1. Open the Work Plan page in the Quick view.
2. Click the
icon.
A list of available columns for the Quick view are displayed.
3. Select the columns that you want to add to the work plan.
Click the Check All checkbox to select all the columns. Click the up or down arrow to view
more available columns.
By default, all the columns except the user data are selected. The columns are added or
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removed the moment you select or deselect them.
4. Click anywhere out of the column list to close it.
Add/Remove Columns in Other Views
1. On the Work Plan page, click Actions > Add/Remove Columns.
The Add/Remove Columns dialog opens.
Table 5-8. Field descriptions for Add/Remove Columns dialog
Field
Description
Category Filters the column names that are displayed in the Available Columns and
Selected Columns fields. You can show All, Schedule View, Costing View,
Earned Value View, Actuals View, or User Data columns.
Contains
Filters the column names that are displayed in the Available Columns and
Selected Columns fields. Specify a string that each column name must contain.
Available The names of columns that can be displayed on the Work Plan page, but are
Columns currently not displayed.
Selected
Columns
The names of the columns displayed on the Work Plan page and the order in
which they are displayed.
2. To add columns to the Work Plan page, move the column names to the Selected Columns
field. Within the Selected Columns field, rearrange the column names in the order you want
them displayed.
To remove columns from the Work Plan page, move the column names to the Available
Columns field.
3. Click OK.
The Work Plan page displays the selected columns in the order shown in the Selected
Columns field.
Tip: You can sort the columns in the work plan by dragging them to the desired location.
To move a contiguous group of columns, go to the Add/Remove Columns dialog, select
the contiguous group of columns from the Selected Columns field, then use the
up/down arrows to position them.
Concurrent Work Plan Editing
While only project managers should be editing a work plan, a single project may have many project
managers who are editing different parts of the work plan. Project Management allows you to edit
and update separate parts of work plans simultaneously, allowing for more efficient
representation of changes to a project.
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Avoiding Conflicts
In general, two users cannot make edits to the same task simultaneously.
l If two users are editing a task simultaneously, the only changes saved will be the first set. The
second user will not be able to save any changes. This includes instances where a resource logs
actuals for a task.
For example: Yukio is the manager for a project to which Bob is assigned.
a. Yukio opens a task and begins to make changes.
b. Bob updates the actuals for that task using the My Tasks portlet and clicks Save.
c. Yukio is unable to save her changes to the task.
l An error message results if a user attempts to schedule the work plan while the work plan is
being scheduled by another user.
It is recommended that project managers avoid making changes to the work plan during times
when many resources will be entering actuals.
Calculating Actuals
When resources enter actuals through the My Tasks portlet or time sheets, the associated task
information is saved, but the following calculations are deferred in order to allow resources to
efficiently enter and save actuals:
l Roll-up of cost data to parent summary tasks
l Calculation of exception
l Calculation of health
The schedule health and Work Plan page of a project display messages indicating that
outstanding calculations are pending. The interval at which these calculations are made is
determined by scheduled services on the PPM Server, which can be configured by a system
administrator. A parameter in the server.conf file makes it possible for a project manager to
configure Project Management to perform roll-up calculations upon save. See the Project
Management Configuration Guide for more detailed information on these scheduled services
and server parameter.
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Chapter 6: Configuring Tasks
l
l
l
l
l
"Locating Tasks"
"Task Elements" on page 109
"Adding Tasks to Work Plans" on page 111
"Editing Task Information" on page 112
"Assigning Skills or Roles" on page 115
l
l
l
l
l
l
l
l
l
"Configuring Task Predecessors" on page 115
"Setting Scheduling Constraints" on page 116
"Configuring and Editing Multiple Tasks Simultaneously"
"Adding and Deleting References for Tasks" on page 121
"Associating Waterfall Projects to PPM Tasks"
"Changing the Task Status"
"Entering Cost Data" on page 131
"Adding Notes" on page 131
"Setting Up Notifications" on page 132
Locating Tasks
Project Management defines resources as users who work on tasks as part of a project team, but
do not have the administrative responsibilities of a project manager.
Resources update their task status in Project Management. There are several different ways for
participants to locate their tasks:
l "Finding Tasks Using the My Tasks Portlet" on the next page
The My Tasks portlet makes users aware of the tasks they should be working on. It allows users
to update actuals for multiple tasks at once, as well as providing links to individual task pages.
l "Searching for Tasks and Projects" on the next page
Resources can update notes or references for tasks by searching for the tasks directly, or by
searching for projects in order to get to the tasks they want through the work plans that
contain them.
l "Finding Tasks Using Notifications" on page 109
Tasks can be reached from a notification simply by clicking on the link provided in the body of
the email, or by copying and pasting it into any Web browser.
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Finding Tasks Using the My Tasks Portlet
The My Tasks portlet is available to all users with a Project Management or Time Management
license and the View Projects, Update Tasks, or Edit Projects access grant. This portlet is included
on your PPM Dashboard by default. It shows a configurable list of the tasks currently assigned to
the user.
Participants can update task actuals and fill in information that the project manager would like to
collect for all tasks displayed. Task information that can be updated may differ from project to
project, depending on the project type and whether the project is integrated with Time
Management. In this way, the My Tasks portlet can save valuable time by providing a single point
for multiple tasks to be updated at once. See "Using the My Tasks Portlet" on page 261 for
detailed information on using the My Tasks portlet to update task information.
Searching for Tasks and Projects
Participants can search for tasks and projects that match certain criteria using the search box or
Task Search and Project Search pages.
Locating Tasks
Project participants with a Project Management license and the View or Edit Projects access grant
can search for tasks using the search box or Task Search page. Task notes and references can be
updated in this manner.
Using the Search Box
The search box is used to locate and open tasks based on task names that begin with the specified
text. Use the search box if you know the name of the task or want to search for one or more tasks
that start with a particular phrase or fragment of text in its name. The search box is located in the
upper-right corner.
To locate and open a task using the search box:
1. Log on to PPM.
2. In the search box, located on the right side of the menu bar, type @ followed by the text for
which to search at the beginning of the task name. When you start typing the text, a
submenu appears (the search is not case-sensitive).
3. Once you have finished typing your search text, select Search for tasks: <search_text>.
If the search text matches only one task name, the Task page for that task opens.
If the search text matches more than one task name, the Task Search page opens, displaying
a list of tasks with matching names. Click the name of a task to open its Task page.
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Using the Task Search Page
The Task Search page is used to locate and open tasks based on the search criteria you select. Use
the Task Search page if you want to search for a task based on criteria such as resource, finished
tasks, task status, scheduled start date, scheduled finish date, tasks with exceptions, milestones,
project name, or project manager.
To locate tasks in Project Management using the Task Search page:
1. Log on to PPM.
2. From the menu bar, select Search > Tasks. The Task Search page opens.
3. Provide the search criteria for the desired task.
You can search for an existing task based on any of the fields located on the Task Search
page. Limiting the maximum number of results in the Results Displayed Per Page field can
yield quicker results.
4. Click Search.
The Task Search page reloads, displaying the results matching your search criteria.
5. Click on the name of any task in the list to view its Task page.
Locating Projects
While resources can locate and view projects, only participants with the Edit Projects access grant
can edit tasks in the work plan. Participants can locate projects using the search box or Project
Search page. See "Searching for Projects" on page 67 for more information.
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Finding Tasks Using Notifications
Email notifications can be configured by project managers to include hyperlinks to tasks in Project
Management. If you have received an email containing a link to a task, click on it, and it will open to
that task's Details page in your Web browser. If your email client doesn't handle HTML links
directly, copy and paste it into your Web browser.
Task Elements
Work plans are repositories of information consisting of tasks, summary tasks, notes, and
references. These elements model the work required to achieve specific business initiatives within
an organization. Work plans are not static entities. They gather additional information and are
modified as their tasks move through to completion.
Tasks are the components of a work plan that must be completed in order for the work plan to
complete successfully. Project managers gather information from tasks and make appropriate
changes to the project during the project process. This means that tasks must be configured to
deliver the kinds of specific information that project managers need. For example, project
managers may need to be notified when tasks are completed or their statuses change.
Tasks also need to be modified during the project execution, such as extending task schedules or
assigning additional resources to a task to make a deadline. Team members must update their
individual statuses as they complete assigned tasks.
Contributions
Non-assigned resources who log time against a task will be considered contributors of the task.
l Contributors of summary tasks are listed in the Contributions tab of the task details page. And
this tab is available for summary tasks only.
l Contributors of leaf tasks are listed in the Resources tab of the task details page.
l Contributors of leaf tasks are not rolled up to the summary tasks.
Notifications
Project managers can set up notifications for tasks within a work plan. Project managers and
summary task owners can edit these notifications from the Task Details page. Email messages can
be sent to appropriate team members whenever a specific event occurs on a task. This would
include such events as:
l The completion of a milestone.
l The triggering of an exception rule by a task.
l The approach of a task's start date.
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References
Tasks can include additional references to other entities or points of information, allowing easy
access and visibility to data related to the current task. Summary information for references is
viewed as part of the task.
There are several reference types defined for tasks: requests, packages, projects, releases,
attachments, and URLs.
Project managers and summary task owners can edit references from the Task Details page.
Activities
Tasks can be characterized by the type of activity involved in accomplishing the task. For example,
certain tasks could be categorized as design activity, while other tasks could be characterized as
testing activity. Though they can be used for simple categorization, activities are usually used to
identify capitalizable costs for SOP 98-1 compliance. For more information on activities and their
use, see the Financial Management User Guide .
Task Statuses
On the Work Plan page, the task status is displayed in the Status column of the Schedule view.
The available statuses for a task are defined in "Table 6-1. Task status definitions" below. "Table 62. Summary task status definitions" on the next page describes statuses for summary tasks.
Table 6-1. Task status definitions
Task Status
Definition
Pending
Predecessor
A task that is holding for one or more predecessors to be completed.
Ready
A task that is ready to be worked on by its resource.
In Progress
A task that is moving through the actions necessary for its completion.
Completed
A task that has been finished.
Cancelled
A task that is not complete and will not be worked on, as it is no longer
required for the completion of the project.
Complete (Pending
Predecessor)
A task that has been finished but requires its predecessor to be
complete before being truly done.
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Table 6-1. Task status definitions, continued
Task Status
Definition
Pending Request
A task that is holding for one or more request predecessors to be
completed.
Complete (Pending
Request)
A task that has been finished but requires one or more request
predecessors to be completed.
Table 6-2. Summary task status definitions
Task
Status
Definition
In
Planning
This section of the work plan is still being developed and is not ready to execute.
Active
This section of the plan is available to execute. Resources cannot report actuals
against a work plan until it becomes Active.
On Hold
This section of the plan has been put on hold. This may be because re-planning
was needed, a future phase is still being planned, or work has been temporarily
suspended.
Completed This section of the plan has completed execution. All of the tasks in this section
are either completed or cancelled.
Cancelled
This section of the plan has been cancelled and will never complete. All of the
tasks in this section are cancelled.
Note: Depending on their defined level of responsibility in a project, users may only change
tasks between certain statuses.
For example, project managers can change a task from Ready to In Progress to Cancelled, or
from Cancelled back to Ready. Project participants cannot change the task status directly
unless they are the summary task owner of the task. The task status is derived based on the
actuals reported by resources.
Available task statuses can also depend on the status of the work plan.
Adding Tasks to Work Plans
Tasks can be added to a work plan individually, in a pre-sequenced group, as defined in a work
plan template, or imported from an existing work plan (see "Importing a Work Plan" on page 77
for more information).
Tasks can also be quickly and easily organized in a hierarchical fashion. See "Adding Tasks and
Creating a Work Plan Hierarchy" on page 74 for more information.
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Editing Task Information
Task information is edited on the Work Plan Page or on the Task Details page, which can be
reached from the Work Plan page or the Resource Usage page.
l "Editing Task Details from the Work Plan Page" below
l "Editing Task Information from the Task Details Page" on page 114
Editing Task Details from the Work Plan Page
From the Work Plan page, certain fields can be edited and saved simultaneously for any set of
tasks:
l Name. Required names imported from a work plan template are not editable.
l Scheduled Duration, Scheduled Start, Scheduled Finish. These fields are not editable in a
summary or root task. Two of the three fields are editable while the third field is automatically
calculated (from the two editable fields). To select which fields are editable, click Change at the
top of the work plan. If the Scheduled Duration is set to zero, the task automatically becomes a
milestone.
Note: If you want to update a summary task's Scheduled Duration, Start, or Finish, you
must update its individual tasks' values.
l Scheduled Effort. This field is not editable in a summary or root task. This field is editable if it is
set in the project's Cost and Effort policy (See "Scheduled Effort in the Work Plan" on page 39)
or on the task's Task Details page (see "Associating Waterfall Projects to PPM Tasks" on page
126) to be manually entered.
Note: If you want to update a summary task's Scheduled Effort, you must update its
individual tasks' values.
Scheduled effort that is manually entered is distributed evenly among resources assigned
to the task.
l Resources. This field is not editable in a root task. For a summary or root task, this field
identifies the owner of the task.
l Activity. This field is editable if it is enabled on the project. If set at the summary task level, this
field is inherited by all child tasks that do not have an activity set.
l Predecessors. Both internal and external tasks can be added or edited from this page. Requests
are displayed but cannot be added, edited, or deleted from this page.
l Role. This field is not editable in a summary or root task. This field is editable if it is enabled on
the project. If a task has no role or assigned resources, when a resource is assigned to the task,
the role defaults to the primary role of the assigned resource.
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l User Data. User data is the set of custom fields that can be defined for various Project
Management entities. This field is editable if the validation component type of the user data is a
text field, drop-down list, auto-complete list, or date field. Required user data is enforced when
the Task Details page is opened or if the user data field is displayed in the work plan and a task
is updated from the work plan. Security groups and field-level security configured for task user
data is enforced.
Note: If a default value is set for a user data field, the default value may not appear on the
Work Plan page until a task is saved. Even though you cannot see the default value, the
value has been set.
Required user data is enforced when the user data field is selected on the Work Plan page.
Field-level security configured for task user data is not enforced.
Some task fields are not editable on the Work Plan page (such as status, actuals, unassigned
effort, and percent complete). Instead, these task fields are edited from the Task Details page. For
more details on editing tasks using the Task Detail page, including navigating between tasks, see
"Editing Task Information" on the previous page. Also, multiple tasks can be updated
simultaneously. See "Configuring and Editing Multiple Tasks Simultaneously" on page 117 for
more information.
To edit a task field from the Work Plan page:
1. Open the project to edit.
For more details on searching for and opening projects, see "Searching for Projects" on page
67.
2. On the Project Overview page, click Edit Work Plan.
The Work Plan page opens.
3. Select a task. Values that are editable appear in a text box in which you can enter data. The
field may also contain an icon used to select specific data. Modify the data in the text box or
click the icon to modify the data.
Note: If an editable task field is required, you must enter a value in the field before you
can modify additional tasks.
If there are a large amount of tasks on the Work Plan page, you can search for a task by
keyword in the Quick view to quickly locate it.
To do so,
a. Type the keyword in the text field of the Name column.
b. The tasks whose names includes the keyword are filtered out.
Note:
o The search is case insensitive. For example, if the keyword is "a", the tasks whose
names include "a" and "A" are all filtered out.
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o Space counts as a part of the keyword, instead of the string separator.
o If the task you are searching for is a leaf task, besides the leaf task, the tasks in
the hierarchy leading up to the root task are also displayed.
4. Follow the following according to your work plan views:
a. If the work plan is in the Quick View,
o Click Save to save all your changes. Click Discard to cancel all your changes.
o To save changes to only some tasks:
i. Click the red icon with a number in the upper right corner of the page.
A dialog box opens listing the tasks you edited.
ii. Select the tasks whose changes you want to discard, and then click Discard.
The dialog box closes.
iii. Click Save.
The changes to the unselected tasks are saved. The changes to the selected tasks
are discarded.
b. If the work plan is not in the Quick View,
Click Save to save your changes and remain on the Work Plan page. Click Done to save
your changes and return to the page from which you launched the work plan. Click
Cancel to cancel your changes made on the Work Plan page and return to the Project
Overview page.
Note: Changes made to task details outside of the Work Plan page (for example, if you
change the status of a task by selecting Edit > Set Status or you change the activity from
the Task Details page) are saved and cancelled independently of the Work Plan page.
That is, if you change the activity from the Task Details page, this change is already
saved and cannot be cancelled from the Work Plan page.
Editing Task Information from the Task Details Page
1. Open the Work Plan page for the project you are editing.
2. Click the task to be edited and select Edit > Task Details.
The Task Details page opens.
3. Make whatever changes are necessary on the Task Details page.
4. Click Save.
Click
and
on the Task Details page to navigate from task to task, as they are displayed on
the Work Plan page.
l Task-to-task navigation takes into account the expand/collapse state of the Work Plan page. If
a summary task is collapsed on the Work Plan page, clicking
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will not navigate through the summary task's children.
l Task-to-task navigation also takes into account any filters that have been applied to the Work
Plan page. If a filter has been applied to the Work Plan page, clicking
navigates to the next
task in the filtered set.
Summary tasks may be shown on the Work Plan page in grey italics to provide context to a
filtered set.
Assigning Skills or Roles
When creating a work plan, you can assign a skill set or role to any task without specifying a
resource. This allows you to create a work plan that identifies the roles or skills needed to
complete its tasks without necessarily pinpointing the specific resources that will ultimately do the
work. Additionally, capturing roles or skills required to complete tasks provides a more detailed
estimate of the project cost; this helps make sure the forecasted cost is correct and the right
resources are allocated.
To assign a role to an existing task:
1. Click the task to be assigned and select Edit > Task Details.
The Task Details page opens.
2. Click the Resources tab.
3. Select an Assigned Role for the task.
4. Click Save.
Note: If you assign a resource to a task, the Assigned Role field will automatically populate
with the resource's primary role, if one has been defined.
To assign a skill to an existing task:
1. Click the task to be assigned and select Edit > Task Details.
The Task Details page opens.
2. Click the Resources tab.
3. Click Add Skill to select a skill.
4. When the skill is added, select a proficiency from the Ideally column.
5. Click Save.
Configuring Task Predecessors
Task predecessors can be configured from the Work Plan or Task Details page. A predecessor is a
task that has a defined relationship between its start or finish date, and the start or finish dates of
the task that is dependent on it.
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l See "Setting Up Predecessors" on page 79 for more detailed information on setting task
predecessors.
l Although tasks can only have predecessor relationships to other tasks, a task may have
references defined that identify relationships to other entities (for example, an informational
reference to a package used to roll out code developed as part of a task's completion). See
"Adding and Deleting References for Tasks" on page 121 for more information on how to
assign relationships between tasks and references.
Setting Scheduling Constraints
In addition to its relationship with other tasks in the work plan, a task may have other date-related
constraints. For example, a project manager may want to specify that a task must start on a
particular date, or finish no later than a particular date. These constraints provide valuable
information about tasks, and are also used by Project Management to generate the work plan
schedule.
Scheduling constraints are set on the Schedule tab of the Task Details page. Constraints can be
defined for summary tasks or their children. If a constraint is defined for a summary task, it also
applies to all of its child tasks. "Table 6-3. Scheduling constraints for tasks and summary tasks"
below describes the constraints available for tasks and summary tasks.
Table 6-3. Scheduling constraints for tasks and summary tasks
Constraint
Description
As Soon As
Possible
The task will be scheduled as early as the work plan
structure and dependencies allow.
Summary Task
Availability
Y
This is inferred if no constraint is defined.
As Late As
Possible
The task will be scheduled as late as the work plan
structure and dependencies allow.
N
Start No
Earlier Than
The task cannot start before the date specified.
Y
Start No
Later Than
The task should start on or before the date specified.
N
Finish No
Later Than
The task must finish by the date specified.
Y
Must Start On The task must start on the date specified.
N
Finish No
Earlier Than
N
The task should not finish before the date specified.
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Table 6-3. Scheduling constraints for tasks and summary tasks, continued
Constraint
Description
Summary Task
Availability
Must Finish
On
The task must finish on the date specified.
N
Figure 6-2. Task Details page: Schedule tab
To set a task's scheduling constraints:
1. Click the task to be assigned and select Edit > Task Details.
The Task Details page opens.
2. Click the Schedule tab on the Task Details page.
3. Under Constraints, select the type of constraint you want to use from the Scheduling
Constraint field.
4. Type a date in the Constraint date field.
5. Click Save.
Configuring and Editing Multiple Tasks
Simultaneously
You can select multiple tasks on the Work Plan page and perform simultaneous updates on them
in the following ways:
l Updating actuals for selected tasks
l Changing resource assignments for selected tasks
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l Changing assigned roles for selected tasks
l Shifting scheduled dates for selected tasks forward or backward
l Linking selected tasks sequentially as predecessors
l Setting status for selected tasks
Use either of the following methods to select multiple tasks simultaneously:
l Use Shift + click to highlight a set of contiguous rows.
l Use Ctrl + click to make multiple non-contiguous selections.
Note: After a save, if more than one task has been updated and there is an error during the
save, the task that caused the error is highlighted in the work plan.
Editing Actuals for Multiple Tasks Simultaneously
Actuals data can be edited simultaneously for any set of tasks.
Note: If Time Management has been enabled for a project, you may not be able to provide
Actual Effort values for resources whose actuals are expected to be provided through Time
Management time sheets. These tasks are marked with an icon resembling a clock.
To edit actuals for a set of tasks simultaneously:
1. Open the project to modify.
For more details on searching for and opening projects, see "Searching for Projects" on page
67.
2. On the Project Overview page, click Edit Work Plan.
The Work Plan page opens.
3. Select multiple tasks using Shift + click or Ctrl + click.
4. Click Edit and select Actuals.
The Enter Actuals page opens.
Note: If the work plan is filtered by resource, the Enter Actuals page only displays the
assignments of the filtered resource.
5. Make the desired updates to the set of tasks.
6. Click Save.
The changes are saved.
When actuals are entered into Project Management, certain calculations are deferred. See
"Calculating Actuals" on page 105 for more details.
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Editing Resource Assignments for Multiple Tasks
Simultaneously
Resource assignments can be edited simultaneously for any set of tasks in the following ways:
l A particular resource or set of resources can be assigned to all selected tasks.
l A particular resource or set of resources can be removed from all selected tasks.
Resources whose assignments have actuals cannot be removed from a task.
l A particular resource on all selected tasks can be swapped with another resource.
Assignments that have already started are not swapped. If task scheduled effort is being
managed manually, the new resource inherits the old resource's scheduled effort.
l Resource assignments on all selected tasks can be removed without affecting tasks that have
already started.
Tasks with actuals are not changed.
l All resource assignments on all selected tasks can be replaced with another resource or set of
resources.
Tasks with actuals are not changed. If task scheduled effort is being managed manually, the
new resource's scheduled effort is set to zero.
To edit resource assignments for a set of tasks simultaneously:
1. Open the project to edit.
For more details on searching for and opening projects, see "Searching for Projects" on page
67.
2. On the Project Overview page, click Edit Work Plan.
The Work Plan page opens.
3. Select multiple tasks using Shift + click or Ctrl + click.
4. Click Edit and select Assignments.
The Resource Assignments dialog opens.
5. Make the desired changes to the resource assignments for the selected tasks.
6. Click OK.
The changes are saved immediately.
Editing Assigned Roles for Multiple Tasks
Simultaneously
The assigned role can be edited simultaneously for any set of tasks. The new role takes the place
of any previous role assignments for all the tasks in the set.
To edit assigned roles for a set of tasks simultaneously:
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1. Open the project to edit.
For more details on searching for and opening projects, see "Searching for Projects" on page
67.
2. On the Project Overview page, click Edit Work Plan.
The Work Plan page opens.
3. Select multiple tasks using Shift + click or Ctrl + click.
4. Click Edit and select Set Role.
The Set Role dialog opens.
5. Select the desired role for the selected tasks.
6. Click OK.
The changes are saved immediately.
Shifting Scheduled Dates for Multiple Tasks
Simultaneously
You can shift the scheduled dates for any set of tasks forward or backward by any number of
days. All of the selected tasks will shift the same number of days in the same direction.
Note: This feature should only be used if you are not using the Project Management
scheduler (accessed by clicking the Schedule Project icon) as described in "Scheduling the
Work Plan" on page 86. If you have been using the scheduler, continuing to do so is the
recommended method for scheduling your work plan.
To shift the scheduled dates for a set of tasks simultaneously:
1. Open the project to edit.
For more details on searching for and opening projects, see "Searching for Projects" on page
67.
2. On the Project Overview page, click Edit Work Plan.
The Work Plan page opens.
3. Select multiple tasks using Shift + click or Ctrl + click.
4. Click Edit and select Shift Schedule.
The Shift Task Schedule dialog opens.
5. Specify the number of days by which to shift the schedule and select Forward or Backward.
6. Click OK.
The changes are saved immediately.
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Quickly Linking Multiple Tasks as Predecessors
You can select a set of tasks and quickly link them sequentially as predecessors. The tasks will be
assigned predecessor relationships based on their sequential order as defined by the work plan.
To change resource assignments for a set of tasks simultaneously:
1. Open the project to edit.
For more details on searching for and opening projects, see "Searching for Projects" on page
67.
2. On the Project Overview page, click Edit Work Plan.
The Work Plan page opens.
3. Select multiple tasks using Shift + click or Ctrl + click.
4. Click Edit and select Link Tasks.
The Link Tasks dialog opens.
5. Click Link Tasks.
The changes are saved immediately.
Setting Status for Multiple Tasks Simultaneously
Task status can be edited simultaneously for any set of tasks.
To change resource assignments for a set of tasks simultaneously:
1. Open the project to edit.
For more details on searching for and opening projects, see "Searching for Projects" on page
67.
2. On the Project Overview page, click Edit Work Plan.
The Work Plan page opens.
3. Select multiple tasks using Shift + click or Ctrl + click.
4. Click Edit and select Set Status.
The Set Status dialog opens.
5. Select the desired status for the selected tasks.
6. Click Change Status.
The changes are saved immediately.
Adding and Deleting References for Tasks
Project Management features a number of methods for capturing additional information, or
references, related to your projects. References are added from the References tab of the Task
Details page.
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Figure 6-5. Task Details page: References tab
To add references to a task:
1. Click the task and select Edit > Task Details.
The Task Details page opens.
2. Click the References tab.
3. Add the reference.
4. Click Save.
Adding Existing Requests
To add an existing request to a task:
1. Click the task to be assigned and select Edit > Task Details.
The Task Details page opens.
2. Click the References tab.
3. Select Request (Existing) from the New Reference field.
4. Click Add.
The Add Reference: Request window opens.
5. Search for the request you want to add to the task.
6. Select the checkbox next to the desired request, the desired relationship to the request, and
click Add.
See "Setting Up Predecessors" on page 79 for more detailed information on predecessor
relationships between requests and tasks.
You return to the References tab on the Task Details page. The new added request displays
as a reference.
7. Click Save.
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Adding New Requests
A new request can be created from the References tab and immediately added to a task. This
saves time from having to create a new request in Demand Management, searching for it, and
adding it to the task.
To add a new request to a task:
1. Click the task to be assigned and select Edit > Task Details.
2.
3.
4.
5.
6.
7.
The Task Details page opens.
Click the References tab.
Select Request (New) from the New Reference field.
Click Add.
The Create New Request window opens.
Select the desired relationship to the new request.
See "Setting Up Predecessors" on page 79 for more detailed information on predecessor
relationships between requests and tasks.
Select a request type from the Request Type field.
Click Create.
The standard interface opens with the request type loaded.
8. Provide any necessary information in the request's fields.
9. Click Submit.
The request is submitted. You return to the References tab on the Task Details page. The
new added request displays as a reference.
10. Click Save.
Adding Existing Packages
To add a package to a task:
1. Click the task to be assigned and select Edit > Task Details.
The Task Details page opens.
2. Click the References tab.
3. Select Package from the New Reference field.
4. Click Add.
The Add Reference: Package window opens.
5. Search for the package you want to add to the task.
6. Select the checkbox next to the desired package and click Add.
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You return to the References tab on the Task Details page. The new added package displays
as a reference.
7. Click Save.
Adding New Packages
A new package can be created from the References tab and immediately added to a task. This
saves time from having to create a new package in Deployment Management, searching for it, and
adding it to the task.
To add a new package to a task:
1.
2.
3.
4.
Open the Task Details page.
Click the References tab.
Select Package (New) from the New Reference field.
Click Add.
The Create New Package window opens.
5. Click Create.
The Package window opens.
6. Provide any necessary information in the package's fields.
7. Click Save.
The package is submitted. You return to the References tab on the Task Details page. The
new added package displays as a reference.
8. Click Save.
Adding Tasks
To add a task to a task:
1. Click the task to be assigned and select Edit > Task Details.
The Task Details page opens.
2. Click the References tab.
3. Select Task from the New Reference field.
4. Click Add.
The Search Tasks window opens.
5. Search for the task you want to add to the task.
6. Select the checkbox next to the desired task and click Add.
You return to the References tab on the Task Details page. The new added task displays as a
reference.
7. Click Save.
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Adding Releases
To add a release to a task:
1. Click the task to be assigned and select Edit > Task Details.
The Task Details page opens.
2. Click the References tab.
3. Select Release from the New Reference field.
4. Click Add.
The Add Reference: Release window opens.
5. Select a release to add.
6. Click Add.
You return to the References tab on the Task Details page. The new added release displays
as a reference.
7. Click Save.
Adding Documents
To add a document to a task:
1. Click the task to be assigned and select Edit > Task Details.
The Task Details page opens.
2. Click the References tab.
3. Select Attachment from the New Reference field.
4. Click Add.
The Add Document window opens.
5. To select a document for an attachment, click the Browse icon.
Open the drive and directory where the file you want to add is located and select it. The name
of the document displays in the Attachment field.
6. Type a description in the Description field.
7. Click Add.
You return to the References tab on the Task Details page. The new added document
displays as a reference.
8. Click Save.
Adding URLs
To add a URL to a task:
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1. Click the task to be assigned and select Edit > Task Details.
The Task Details page opens.
2. Click the References tab.
3. Select URL from the New Reference field.
4. Click Add.
The Create New Reference URL window opens.
5. Type the name of the URL in the URL field.
6. Type a description in the Description field.
7. Click Add.
You return to the References tab on the Task Details page. The new added URL displays as a
reference.
8. Click Save.
Deleting References
If you have permission to edit the task, you can delete the task's references.
To delete a task reference:
1. Navigate to the Task page and go to the References tab.
2. Click the Delete icon to the left of the reference.
A message will appear asking you to confirm the deletion.
3. Click Yes.
The reference is removed from the task.
Associating Waterfall Projects to PPM Tasks
Waterfall projects refer to the traditional IT projects that are developed and managed with PPM
using the waterfall methodology. Project managers can associate waterfall projects as subprojects
to tasks of a PPM project. That is to say, project managers can manage multiple subprojects from
within a master project.
With the integration between PPM tasks and Agile Manager available, project managers can
manage hybrid IT projects comprised of both waterfall subprojects and agile subprojects centrally
from a PPM project.
Starting from version 9.30, the same as the integration between PPM and Agile Manager, the
association of waterfall projects to PPM tasks is realized by using the solution Agile Open SDK.
For more information about this solution and its workflow, see Solution Integrations Guide.
Mapping Rules
When mapping a task to a waterfall project, make sure that the task meets the following criteria:
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l The task is a leaf task.
l The task is neither a milestone nor a summary task.
Note: If a task was changed from a milestone or a summary task to a leaf task, then it is
qualified for mapping to a waterfall project. That is to say, only current status of the task
matters.
l The task has no actuals rolled up from PPM.
For example, if you set a task status to In Process, then it would have actual start date, so it
cannot be mapped to any waterfall project.
l The task is not synchronized from an integrated product.
l The task is not mapped to any waterfall project or agile project.
l Microsoft Project-related tasks
When a project is already integrated with Microsoft Project, the work plan should be fully
controlled by PPM (under PPM-controlled mode) if you want to associate a task with another
PPM project.
When you already set a project as a hybrid project, the work plan can only be under PPMcontrolled mode if you want to integrate the project with Microsoft Project. The other two
modes are disabled.
l RFC tasks
If a task is already mapped to an RFC in Service Manager, it is not available for mapping to a
project.
If a task does not satisfy the above criteria, a warning message is displayed on the Hybrid
Project tab, indicating that the task cannot be mapped to a waterfall project as well as the
reasons why it cannot be mapped.
Important Notes about Mapping
When mapping a task to a waterfall project, also consider the following:
l For imported and mapped tasks, you cannot use time sheet to track their time.
Configuring Project Settings
If you want to associate a waterfall project to a task, the project to which the task belongs should
be set as a hybrid project.
To do so,
1. Log on to PPM.
2. From the menu bar, select Search > Projects.
The Search Projects page opens.
3. Locate and open the desired project.
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4. Click Settings in the upper-right corner of the Project Overview page.
5. Click the Hybrid Project tab in the left pane.
6. Select the option Set the current project as a hybrid project.
7. Click Done to save the setting and return back to the Project Overview page.
Important Notes about Configuring Project Settings
Note the following about setting a project as a hybrid project:
l If you set a project as a hybrid project, and you still want use time management to track actuals
against the project, time can only be tracked at task level.
l If you set a project as a hybrid project, and a task in the project is mapped to a waterfall project
or an agile project, you cannot configure the Hybrid Project policy setting for the project type
of that project.
Only when the mapping relationships in the tasks of all the projects of a project type are
deleted, can you configure the Hybrid Project policy setting for the project type.
Associating a Waterfall Project to a PPM Task
To associate a waterfall project as a subproject to a PPM task,
1. On the Project Summary tab of the Project Overview page, click Edit Work Plan in the Work
Plan portlet.
The Work Plan for <Project_Name > page opens.
2. Open the Task Details page for the desired task that you want to associate to, and go to the
Hybrid Project tab.
3. Click Start Mapping.
The mapping process begins with Step 1: Select Instance.
4. From the Select Instance drop-down list, select Local PPM Instance.
5. Click Next.
The mapping process moves to Step 2: User Configuration.
6. From the Project drop-down list, select the waterfall project you want to associate to the task.
The drop-down list displays available waterfall projects that meet the following criteria:
l Not the master project itself.
l The project status is not Canceled or Completed.
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l The project is not mapped to any other task.
l The project timeline falls between the start date and finish date of the master project
where the task belongs.
l The project can be viewed or edited by the current user. That is, the current user must
have one of the following Project Management access grants:
o Edit All Projects
o Edit Projects
o View All Projects
7.
8.
9.
10.
o View Projects
(Optional) From the Work Plan Hierarchy Level to Display, select the work plan hierarchy level
of the waterfall project to be imported to the task.
If the level is not specified, waterfall project work plan is imported to the task at the depth of
level 2.
(Optional) Select the option Include Project Summary Task if you want the waterfall project
summary task to be imported.
Click Next.
The mapping process moves to Step 3: Confirmation. The instance and the waterfall project
to associated to the task are displayed for your confirmation.
Click Submit.
The one-one mapping relationship is established, with the mapping information displayed
right away.
And the company logo will be displayed in the Hybrid Project field in project header,
indicating that the project has tasks associated with another PPM project.
Deleting a Mapping from the Task Details Page
To delete a mapping from the Hybrid Project tab of the Task Details page,
1. Log on to PPM.
2. From the menu bar, select Search > Projects.
The Search Projects page opens.
3. Locate and open the desired project.
4. Go to the Task Details page for the desired task that you want to remove the mapping you
already established for it, and go to the Hybrid Project tab.
5. Click Unlink.
A prompt dialog pops up.
6. Click OK.
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The mapping is removed, and the Hybrid Project tab returns to its initial state.
You can click Start Mapping to map the task to another waterfall project as needed.
Viewing Waterfall Project
l "Viewing Waterfall Project Tasks from Work Plan" below
l " Viewing Waterfall Project Details from the Hybrid Project Tab" below
Viewing Waterfall Project Tasks from Work Plan
After External Work Plan Sync Service is completed, you can view waterfall project task details
from the mater project work plan.
In the Quick view of the work plan, the tasks mapped with waterfall projects have the icon
front of the task names.
You can quickly filter waterfall project-mapped tasks by clicking
Mapped Tasks in Quick View" on page 101.
in
. For details, see "Filtering
Note: Every time the External Work Plan Sync Service runs, it removes previous synchronized
tasks and re-adds them. If a task is indented or outdented to become the leaf task of a
mapped task, the task is deleted after synchronization. We recommend that you do not
indent or outdent unmapped tasks to make them become the leaf tasks of the mapped tasks.
Viewing Waterfall Project Details from the Hybrid Project Tab
To view waterfall project details from the Hybrid Project tab:
1. Log on to PPM.
2. From the menu bar, select Search > Projects.
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3.
4.
5.
6.
Provide search criteria in desired fields and click Search.
Locate your project and open it.
On the Project Summary tab, click Edit Work Plan in the Work Plan portlet.
Locate your task and open it.
The Task Details page displays.
7. Go to the Hybrid Project tab.
8. Click Go to Subproject.
The Project Overview page of the associated waterfall project is opened in a new window.
Changing the Task Status
A task's status can be changed from the Task Details page. See "Task Elements" on page 109 for
detailed discussion of task statuses.
To change a task's status from its Task Details page
1. Click the task to be assigned and select Edit > Task Details.
The Task Details page opens.
2. Select the new task status from the Status field in the Statistics section of the page.
3. Click Save.
Entering Cost Data
If the Financial Management capability of Project Management has been enabled for this project,
you can track and enter actual cost data on the Cost tab of the Task Details page. See the
Financial Management User Guide for more detailed information.
Adding Notes
Users can type free-form text on the Notes tab of the Task Details page. Saved entries are marked
with a timestamp.
Figure 6-3. Task Details page: Notes tab
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To add notes to a task:
1. Click the task to be assigned and select Edit > Task Details.
The Task Details page opens.
2. Click the Notes tab.
3. Type any notes into the Notes field.
4. Click Save.
On the Work Plan page, a checkmark in the Notes column indicates that a note has been
added to the task.
Note: The Notes tab can contain up to 32K of information per work plan.
Setting Up Notifications
You can set up email notifications on the Task Details page to be sent to users when certain
events occur during project execution. Notifications that are defined for a summary task apply
automatically to all of the summary task's children, though notifications that have been defined
directly for a child task override any notifications set by the parent. "Table 6-4. Possible email
notifications for tasks" on the next page describes the possible notifications.
Figure 6-4. Task Details page: Notifications tab
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Table 6-4. Possible email notifications for tasks
Notification
Description
Notify resources
before their task(s)
begin
Notifies a resource before their tasks begin. You can set the number
of days in advance of the start date from which to send the
notification.
Notify resources if
their task(s) are
running late
Notifies a resource that their tasks are running late. You can specify
the frequency with which this notification is sent.
Notify if task(s) are
running late
Notifies a wider range of users of tasks in the work plan that are
running late. You can specify:
l The number of late days required to trigger the notification
l The frequency with which the notification is sent
l Sets of users to send the notification to
Notify when a
milestone is reached
Notifies a set of users when the task has been reached, if it is a
milestone. You can specify sets of users to send the notification to.
Notify when an
exception occurs
Notifies a set of users when the task has triggered an exception. You
can specify sets of users to send the notification to.
To set up a notification for a task:
1. Click the task to be assigned and select Edit > Task Details.
The Task Details page opens.
2. Click the Notifications tab.
3. Select the checkboxes next to the appropriate notifications.
4. Click Save.
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Chapter 7: Viewing and Monitoring Project
Metrics
As a project executes, project managers can view important project metrics from the Project
Overview page, such as project health, issues, risks and milestones. These metrics help project
managers to monitor the project and take corresponding actions if it is not on track.
Viewing the Project Health
The indicators for project health, including project overall health, issue health, schedule health,
and cost and earned value health, are shown in the project header of the Project Overview page.
Figure 7-5. Project health indicators
For information on how the project health is calculated and configured, see "Project Health" on
page 48, "Issue Health" on page 49, and "Cost and Earned Value Health" on page 43.
Overriding Project Overall Health
You may wish to override the health color for any number of reasons, including:
l Project resources have fallen behind in reporting their actuals information, causing Project
Management to reflect an out-of-date situation.
l An input error by a manager on a summary task has resulted in inaccurate project health
calculations.
You can override project overall health only when
1. In the project header, click the triangle in the project overall health indicator. The Override
Health dialog box opens.
2. Select the desired indicator color or choose to use the calculated color.
3. Type the date until which the override will last.
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Note: In order to successfully override the project health, you must type a date at least
one day later than the current date.
4. If desired, provide a reason for the override in the Override Description text box.
5. Click Done.
Viewing Milestones
The Summary tab on the Project Overview page contains two sections that display milestones:
l The Milestones section lists the milestones in a work plan.
If the project's Project Fields policy has been set to track major milestones, the Milestones
section will only list major milestones. If major milestones have not been specified, all milestones
are displayed.
Figure 7-6. Summary tab: Milestone Summary section
Note: To avoid performance issues, the Milestone Summary portlet in the Summary tab
displays 200 milestones at the maximum. If you want to view the full list of milestones, go
to the work plan schedule view and use the filter "Tasks that are milestone".
l The Work Plan section shows part of the work plan's Gantt chart, including top-level tasks and
milestones.
Milestones are visible on the Work Plan page Gantt view or Quick view as black diamonds in the
Gantt chart.
Figure 7-7. Work Plan page: Gantt view
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Viewing Project Staffing
You can view project staffing information in the following two locations on the Project Overview
page:
l The Staffing section of the Summary tab
l The Staffing tab
Staffing Section
The Staffing section of the Summary tab on the Project Overview page lists the staffing profiles
associated with the project and their status.
Figure 7-9. Summary tab: Staffing section
To open the staffing profile, click the staffing profile name.
The pie chart shows the classification of the staffing profile positions by the position status
(fulfilled and not fulfilled). To open the positions in a specific status, click the number link behind
the status, and you are brought to the Staffing tab.
You can create a new staffing profile from the Staffing section by clicking Create a Blank Staffing
Profile.
Staffing Tab
Note: This tab is by default available unless the parameter HIDE_STAFFING_TAB_ON_ PROJECT_
PAGE is set to true.
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The Staffing tab on the Project Overview page displays the staffing profile associated with the
project in details. You can view and edit the staffing profile information in the Staffing tab as you
do in the Staffing Profile page.
The Change Header and More buttons above the Statistics section are specific to staffing profile.
From the More button, you can configure access, configure notifications, delete staffing profile,
and view staffing profile audit trail.
For more detailed information about staffing profile, see the Resource Management User Guide.
Viewing Project Control Items
The Summary tab on the Project Overview page can display sections devoted to listing and
logging project control items such as issues, risks, or scope changes.
For example, the Issues section of the Summary tab on the Project Overview page summarizes the
issues logged for a project. Issues associated with the project appear in the following order:
1. Escalated open issues (ordered by priority)
2. Other open issues (ordered by priority)
Escalated open issues, risks, and scope changes are marked with a red up arrow and displayed in
bold. Closed issues, risks, and scope changes are not displayed in the Summary tab.
Figure 7-8. Summary tab: Issues section
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You can take the following actions from the Issues section:
l Click Log Issue to log another issue. See "Logging Issues" below for more detailed information
on logging project issues.
l Click Show Full List to show the full list of issues logged for the project.
For more detailed information on these sections, see "Submitting Project Control Entities" below.
Submitting Project Control Entities
Project Management allows you to log issues, risks, and scope changes against a particular
project. These entities can be tracked and logged from their own sections of the Summary tab on
the Project Overview page.
Note: If the Request Types policy in the project type does not specify a request type for a
project control entity, the Log <Project Control Item> button in the corresponding section on
the Project Overview page does not appear.
Logging Issues
Project issues can be submitted against a particular project to raise issues that require attention.
Once submitted, project issues follow their own workflow to resolution.
You can log an issue for a project from the following locations:
l The Log Issue button in the Issues section of the Summary tab on the Project Overview page.
l The menu bar option Open > Project Management > Project Controls > Submit Project Issue.
To log an issue for a project:
1. Open a project and click Log Issue or select Open > Project Management > Project Controls >
Submit Project Issue at any time.
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The Create New Project Issue page opens.
2. Fill in all required fields and any desired optional fields.
3. Click Submit.
The issue is submitted and begins processing along its workflow.
Logging Risks
Risks can be submitted against a particular project to raise serious issues that require attention.
Once submitted, risks follow their own workflow to resolution.
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You can log a risk for a project from the following locations:
l The Log Risk button in the Risks section of the Summary tab on the Project Overview page.
l The menu bar option Open > Project Management > Project Controls > Submit Risk.
To log a risk for a project:
1. Open a project and click Log Risk or select Open > Project Management > Project Controls >
Submit Risk from the menu bar at any time.
The Create New Project Risk page opens.
2. Fill in all required fields and any desired optional fields.
3. Click Submit.
The risk is submitted and begins processing along its workflow.
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Logging Scope Changes
Scope changes can be submitted against a particular project to raise possible changes in project
scope that require attention. Once submitted, scope changes follow their own workflow to
resolution.
You can log a risk for a project from the following locations:
l The Log Scope Change button in the Scope Changes section of the Summary tab on the
Project Overview page.
l The menu bar option Open > Project Management > Project Controls > Submit Scope Change.
To log a scope change for a project:
1. Open a project and click Log Scope Change or select Open > Project Management > Project
Controls > Submit Scope Change from the menu bar at any time.
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The Create New Project Scope Change Request page opens.
2. Fill in all required fields and any desired optional fields.
3. Click Submit.
The scope change is submitted and begins processing along its workflow.
Viewing Project Cost Data
You can view project cost data in the following two locations on the Project Overview page:
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l The Project Cost section of the Summary tab. See Project Cost Section.
l The Cost tab. See Cost Tab.
Project Cost Section
The Project Cost section of the Project Summary tab on the Project Overview page displays cost
data for the project.
Figure 7-11. Project Summary tab: Project Cost section
Table 7-3. Data displayed in Project Cost section
Field Name
Description
Total Forecast
Forecast of the project for the project plan period (from the project's
planned start period to the planned end period).
Forecast To End
Of Current
Month
Forecast for the project from the planned start period to the end of the
current month (or to the planned end period, whichever comes first).
Actual Total
Actuals for the project for the project plan period.
You can take the following actions from the Project Cost section:
l Click Cost Details to open the Cost Details page for the project, which shows planned and
actual cost categorized by expense type (capital and operating) and cost type (labor and nonlabor).
l Click View Financial Summary to open the Financial Summary page for the project.
You can click the help button in the financial summary to view the details of these financial
terms and see how the system calculates the data.
Field
Description
Total Forecast Cost
Total forecast (planned) costs over the project's entire periods
Total Forecast
Benefit
Total forecast (planned) benefits over the project's entire periods.
Total Actual Cost
Total actual costs over the project's entire range of periods.
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Field
Description
Total Actual Benefit
Total actual benefits over the project's entire range of periods.
Projected Cost
Total cost required to complete the program. It is estimated based on
the current progress.
Projected Cost = the cost of each previous month + the cost of the
current month + the cost of each future month.
By default:
l The cost of each previous month equals to the actual cost when
actual cost is not blank or zero, otherwise, it equals to the forecast
cost;
l The cost of the current month equals to the higher of the actual
cost and the forecast cost;
l The cost of each future month equals to the forecast cost.
However, if the PROJECTED_COST_ FORMULA_TYPE parameter is set to
absolute, PPM calculates projected cost differently.
l The cost of each previous month equals to the actual cost;
l The cost of the current month and of each future month equals to
the forecast cost.
Nominal Return
Nominal Return represents the total nominal return over the project's
entire range of periods.
The Total Nominal Return is calculated over the entire time range.
Total Nominal Return = Total Benefits - Total Costs
To determine total costs and total benefits over the entire time
range, monthly contributions are based on values for each individual
month, as follows:
l For each previous month, actual cost is used wherever it has been
reported, that is, wherever the value is not blank or zero,
otherwise forecast cost is used. Similarly, actual benefit is used
wherever it has been reported, otherwise forecast benefit is used.
l For the current month, the higher of forecast and actual costs is
used. Similarly, the higher of forecast and actual benefits is used.
l For each future month, forecast costs and forecast benefits are
used.
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Field
Description
Net present value
(NPV)
Net present value (NPV) is total nominal return, discounted to its
current value, based on a specified discount rate and the time
allowed for the nominal return to be realized.
PPM Center computes and reports total NPV, which is the sum of
these values for all months—previous, current, and future—using
each month's particular Nominal Return. NPV for past and current
months is meaningful for projects that are underway. Only future
months are discounted. Previous and current months use their
Nominal Return values in calculating the sum.
NPV is calculated using actual and forecast costs and benefits from
all the months of the financial summary.
For any particular future month:
NPV = (Nominal Return) / (1 + i/12) n
l n represents the number of periods (months) from the current
month.
l i represents the annual discount rate. For example, if the Discount
Rate field (which by default is disabled) is specified as 6 to
represent a 6% annual rate, the formula uses 0.06 for the value of
i, then divides that by 12 to reflect the 12 months in a year.
Total Approved
Budget
The total budget over the project’s entire range of periods.
Remaining Forecast
Cost
Remaining Forecast Cost = Forecast cost of the current month +
Forecast cost of each future month
Cost Tab
Note: This tab is by default available unless the parameter HIDE_COST_TAB_ON_ PROJECT_PAGE
is set to true.
By consolidating different views of project costs and financials, the Cost tab on the Project
Overview page is introduced to provide project managers a comprehensive and centralized view
on the project budget, costs, and financials from resource, schedule, earned value, and billing
perspectives.
The visibility into accurate finance information from the project level allows project managers to
monitor project cost status along with other aspects of a project in order to deliver the project on
time and within budget.
The Cost tab contains four views as described in the table below:
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View name
Description
Financial Summary
Gives project managers an overview of progress information on
forecast cost, projected cost, budget as well as actual cost.
The Financial Summary chart has no data if no financial
summary is created for the project.
Resource Forecast Cost
Displays staffing profile related resource forecast cost data for
the project.
The Resource Forecast Cost chart is only available when a
staffing profile is created for the project.
Work Plan Cost
Displays work plan related cost data for the project.
The Work Plan Cost chart is only available when the project is
integrated with Time Management.
Earned Value Analysis
This view allows project managers to perform earned value
analysis based on the work plan related cost data.
The Earned Value Analysis chart is only available when the
project is integrated with Time Management.
Project managers can also leverage the optimization tool
available on this view to model the impact on budget and
schedule by adjusting project scope and even comparing
different scenarios.
Financial Summary view
The Financial Summary view gives project managers an overview of progress information on
forecast cost, projected cost, budget as well as actual cost.
The Financial Summary view displays the following overall financial summary information for the
entire project timeline:
l Summary for financial summary.
Project managers can click the help button (
the system calculates the data.
) to view the details of these terms and see how
Field
Description
Total Budget
Total approved budget over the project's entire range of periods.
Total Actual Cost
Total actual costs over the project's entire range of periods.
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Field
Description
Total Actual Benefit
Total actual benefits over the project's entire range of periods.
Projected Cost
Total cost required to complete the project. It is estimated based on
the current progress.
Projected Cost = the cost of each previous month + the cost of the
current month + the cost of each future month.
By default:
l The cost of each previous month equals to the actual cost when
actual cost is not blank or zero, otherwise, it equals to the forecast
cost;
l The cost of the current month equals to the higher of the actual
cost and the forecast cost;
l The cost of each future month equals to the forecast cost.
However, if the PROJECTED_COST_ FORMULA_TYPE parameter is
set to absolute, PPM calculates projected cost differently.
l The cost of each previous month equals to the actual cost;
l The cost of the current month and of each future month equals to
the forecast cost.
Nominal Return
Nominal Return represents the total nominal return over the project's
entire range of periods.
The Total Nominal Return is calculated over the entire time range.
Total Nominal Return = Total Benefits - Total Costs
To determine total costs and total benefits over the entire time
range, monthly contributions are based on values for each individual
month, as follows:
l For each previous month, actual cost is used wherever it has been
reported, that is, wherever the value is not blank or zero,
otherwise forecast cost is used. Similarly, actual benefit is used
wherever it has been reported, otherwise forecast benefit is used.
l For the current month, the higher of forecast and actual costs is
used. Similarly, the higher of forecast and actual benefits is used.
l For each future month, forecast costs and forecast benefits are
used.
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Field
Description
Net present value
(NPV)
Net present value (NPV) is total nominal return, discounted to its
current value, based on a specified discount rate and the time
allowed for the nominal return to be realized.
PPM Center computes and reports total NPV, which is the sum of
these values for all months—previous, current, and future—using
each month's particular Nominal Return. NPV for past and current
months is meaningful for projects that are underway. Only future
months are discounted. Previous and current months use their
Nominal Return values in calculating the sum.
NPV is calculated using actual and forecast costs and benefits from
all the months of the financial summary.
For any particular future month:
NPV = (Nominal Return) / (1 + i/12) n
n represents the number of periods (months) from the current
month.
i represents the annual discount rate. For example, if the Discount
Rate field (which by default is disabled) is specified as 6 to represent
a 6% annual rate, the formula uses 0.06 for the value of i, then divides
that by 12 to reflect the 12 months in a year.
l Financial trend chart for the entire project timeline. This chart shows the trend for budget,
projected cost, actual cost, and forecast cost. Project managers can easily understand whether
the project will be over budget soon. You can also click the left and right arrow buttons to view
the statistics from previous or next months.
l Summary of financial summary by cost category. This section displays a table with the forecast
and actual costs of the project. Project managers can also drill down into details by clicking
View Financial Summary to open the Financial Summary page for the project.
Below is an example of the Financial Summary view on the Cost tab of the Project Overview page.
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From the Financial Summary view, you can click View Financial Summary to open the Financial
Summary page for the project.
Resource Forecast Cost view
Note: This tab is available only when there is a staffing profile created for the project.
The Resource Forecast Cost view helps you to understand the forecast cost that will be spent on
different positions and resources, giving you an insight into what will be cost by the resource
planned. The forecast cost is calculated based on the data from the project staffing profile.
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Field
Description
Total Resource
Forecast Cost
Total Forecast Cost represents the forecast cost of a staffing profile. It
equals to the total sum of forecast labor costs of all positions in this
staffing profile.
The forecast cost of a specific position is calculated as follows:
Forecast Cost of a Position = Sum (Forecast Labor Cost of Assignment
/ Promise of the Position) + (Unmet Demand * Cost Rate of the
Position)
Forecast Labor Cost of Assignment = Total committed effort of the
assigned resource * Cost rate of the resource
Forecast Labor Cost of Promise = Total promised effort of the
assignment * Cost rate of the position. The cost rate of a
position/resource is determined by the cost rule.
Resource Forecast
Cost to Date
Forecast Cost to Date represents the forecast cost to date of a staffing
profile.
As a project manager, you can compare the resource forecast cost against the baselines in the
chart. The chart will display the monthly total resource cost in the staffing profile baseline as well
as the monthly total resource cost in active staffing profile. This helps project managers to have
an understanding of the cost variance on the resources.
You can also expand the plus sign in front of a position to view the cost per resource per month.
The table displays detailed information on the total resource cost presented in the staffing profile.
Below is an example of the Resource Forecast Cost view on the Cost tab of the Project Overview
page.
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Note: The Resource Forecast Cost chart may not display any forecast or baseline data until
any changes made to the staffing profile for the project trigger the Staffing Profile Financial
Summary Sync Service.
Work Plan Cost view
The Work Plan Cost view allows project managers to track their schedules and actual cost for their
projects.
Field
Description
Baseline Total
Baseline Total represents the active baseline total cost of a project.
Baseline Total Cost = Baseline Labor Cost + Baseline Non-Labor Cost
Baseline To Date
Baseline To Date represents the active baseline cost to date of a project.
Planned Total
Planned Total represents the total planned cost for a project.
Planned Total Cost = Planned Labor Cost + Planned Non-Labor Cost
Planned To Date
Planned To Date represents the total planned cost to date for a project.
Actual Cost
Actual Cost represents the total cost incurred in completing a project.
Actual Cost = Actual Labor Cost + Actual Non-Labor Cost
The Work Plan Cost chart gives project managers a straightforward view of the trend on the
actual costs.
Note: The Work Plan Cost chart is only available when the project is integrated with Time
Management.
Below is an example of the Work Plan Cost view on the Cost tab of the Project Overview page.
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Earned Value Analysis view
As a project progresses, project managers may leverage the Earned Value Analysis view to analyze
project progress and cost status. The Earned Value Analysis view leverages the Earned Value
Management (EVM) method, which is a project management technique for measuring project
performance and progress. This method has the ability to combine measurements of the scope,
schedule, and costs of the project management.
Project teams may develop a forecast for the Estimate at Completion (EAC) based on project
performance. EAC differs from the Budget at Completion (BAC). If it becomes obvious that BACs
are no longer feasible, project managers should consider the forecasted EACs. Forecasting EAC
involves making projections of conditions and events in the project’s future based on current
performance information and other knowledge available at the time of the forecast. Forecasts are
generated, updated, and reissued based on work performance data that is provided as the project
is executed. The work performance information covers the project’s past performance and any
information that could impact the project in the future.
EACs are typically based on the actual costs incurred for work completed, plus an estimate to
complete (ETC) the remaining work. It is incumbent on the project team to predict what it may
encounter to perform the ETC, based on its experience to date. The EVM method works well in
conjunction with manual forecasts of the required EAC costs. The most common EAC forecasting
approach is a manual, bottom-up summation by the project manager and project team.
The project manager’s bottom-up EAC method builds upon the actual costs and experience
incurred for the work completed, and requires a new estimate to complete the remaining project
work. Equation: EAC = Actual Cost (AC) + Bottom-up ETC.
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The project manager’s manual EAC is quickly compared with a range of calculated EACs
representing various risk scenarios. When calculating EAC values, the cumulative CPI and SPI
values are typically used. While EVM data quickly provide many statistical EACs, only three of the
more common methods are described as follows:
l EAC=AC+(BAC-EV)/(SPI*CPI)
Select this formula if EAC forecast for ETC work considers both SPI and CPI factors.
l EAC=AC+(BAC-EV)
Select this formula if EAC forecast for ETC work is performed at the budgeted rate.
l EAC=BAC/CPI
Select this formula if EAC forecast for ETC work is performed at the present CPI.
Project managers can specify which method to use to calculate the Estimate At Completion (EAC)
values for this project on the Project Formula policy page of the Project Settings page.
The table below describes cost data items available and their associated formulas for earned value
analysis purpose.
Field
Description
Planned Value (PV)
Planned Value can be calculated in one of two ways, depending on how
the PV_USE_ACTIVE_BASELINE_DATES server.conf parameter is set.
If necessary, contact your PPM Center system administrator to verify
this setting.
By default, the PV_USE_ACTIVE_BASELINE_DATES parameter is set
to false. Therefore, by default, Planned Value is calculated by the
portion of the Baseline Cost planned to be spent between the project's
start date and the current date.
PV = Baseline Cost * [(Today's Date - Start Date) / (Finish Date - Start
Date)]
If the PV_USE_ACTIVE_BASELINE_DATES parameter is set to true,
Planned Value is calculated using a project's active baseline dates
instead of its scheduled dates.
Note: When the Project Planned Value Update service runs for the
first time after PV_USE_ACTIVE_BASELINE_DATES is enabled,
projects with scheduled dates and active baseline dates that are
both completely in the past are not calculated.
PV = Baseline Cost * [MIN (Today's Date, Baseline Finish Date) Baseline Start Date] / (Baseline Finish Date - Baseline Start Date)
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Field
Description
Earned Value (EV)
Earned Value can be calculated one of two ways, depending on how the
EV_ALLOW_PRORATING server.conf parameter is set. If necessary,
contact your PPM Center system administrator to verify this setting.
By default, the EV_ALLOW_PRORATING server.conf parameter is set
to true. Therefore, by default, Earned Value is calculated by the portion
of the Baseline Cost for the entire project that has theoretically been
spent by the current date, measured as a function of the amount of
work performed thus far.
EV = Baseline Cost * % Complete
If the EV_ALLOW_PRORATING server.conf parameter is set to false,
Earned Value is only acknowledged when a task or project is 100%
complete. That is, if the task or project is less than 100% complete, the
EV calculation is 0. When the task or project is 100% complete, the EV
calculation is equal to the Baseline Cost of the task or project.
If % Complete < 100, EV = 0
If % Complete = 100, EV = Baseline Cost
Cost Performance
Index (CPI)
Cost efficiency ratio of Earned Value (EV) to Actual Cost (AC). CPI is
used to calculate Projected Actual Cost for a project and predict the size
of possible cost overrun.
CPI = EV / AC
Schedule
Performance Index
(SPI)
Schedule efficiency ratio of Earned Value to Planned Value. SPI
describes what portion of the work plan or planned schedule has been
accomplished in terms of its cost.
SPI = EV / PV
Schedule Variance
(SV)
Difference between the earned value and the planned value of the
project or task. Planned value compared with earned value measures
the dollar volume of work planned against the equivalent dollar volume
of work accomplished. Any difference is called a schedule variance.
SV = EV - PV
Cost Variance (CV)
Difference between the earned value and the actual cost for the project
or task. Earned value compared with the actual cost incurred for the
work performed provides an objective measure of planned and actual
cost. Any difference is called a cost variance.
CV = EV - AC
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Field
Description
Budget At
Completion (BAC)
Total anticipated and budgeted spending for the project based on the
project estimates and assumptions. In PPM Center, the total planned
cost of an active baseline is taken as the BAC for the project.
BAC = Baseline Cost
Estimation At
Completion (EAC)
The estimated cost of the project at the end of the project.
There are three methods to calculate EAC:
Variances are Typical - This method is used when the variances at the
current stage are typical and are not expected to occur in the future.
Past Estimating Assumptions are not valid - This method is used when
the past estimating assumptions are not valid and fresh estimates are
applied to the project.
Variances will be present in the future - This method is used when the
assumption is that the current variances will continue to be present in
the future.
The calculation formulas for the three methods are as given below. You
can select a desired formula in Project Settings to determine how the
project calculates the EAC.
EAC = AC + ( BAC - EV )/(SPI * CPI )
EAC = AC + ( BAC - EV )
EAC = BAC / CPI
To Complete
Performance Index
(TCPI)
To Complete Performance Index is an index showing the efficiency at
which the resources on the project should be utilized for the remainder
of the project. This can be calculated using the following formula:
TCPI = (BAC - EV) / (BAC - AC)
BACT
The finish month of the baseline.
EACT
The calculated finish month of EAC.
EACT = Work plan start month + EAC/Original BAC/Duration (in
months) of the baseline
Below is an example of the Earned Value Analysis view on the Cost tab of the Project Overview
page.
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Note: When the structure of a work plan has been changed, the values for Planned Value,
Earned Value, CPI, and SPI become 0 after the Cost Rollup Service runs. To obtain these
values for earned value analysis purpose, after any work plan structure change, recreate a
new baseline for your project.
Project managers can also leverage the optimization tool available on this view to model the
impact on budget and schedule by adjusting project scope, and saving and comparing different
scenarios.
To compare different scenarios by using the optimization tool:
1. Drag the slider to change the scope. This determines how BAC changes.
For example, if you drag the slider to -50%, the new BAC = the original BAC * (1-50%); if you
drag the slider to 50%, the new BAC = the original BAC * (1+50%).
The Earned Value Analysis chart and the values of EAC, EAC(T), and TCPI are changed as
the baseline cost is adjusted.
2. Click Save the scenario as.
3. Provide a name for the scenario in the Save As dialog box.
4. Click Confirm.
5. Repeat from step 1 to step 4 to create other scenarios.
Note: By changing the scope to create different scenarios, you can have a direct visual
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perspective about the impact of BAC changes, therefore, PPM does not save the
scenarios you created.
You can create up to three scenarios at a time. These scenarios are wiped out when you
leave the Cost tab.
6. Click Compare scenarios.
The Compare Scenarios window opens displaying Earned Value Analysis view in different
scenarios.
Viewing Exceptions and Warnings
Exceptions and warnings indicate that a rule that has been defined in the project has been
violated for a particular task. For example, resources have not been assigned to a task that is due
to begin soon, or a task is being completed a certain number of days late. Exception rules are
configurable; for more detailed information, see "Schedule Health" on page 35.
Tasks that have triggered exceptions can be viewed from the Exceptions tab on the Project
Overview page or the Schedule view on the Work Plan page.
Figure 7-12. Project Overview page: Exceptions tab
Viewing Exceptions from the Project Overview Page
The Exceptions tab lists all the tasks in a particular project that have triggered exceptions.
To get to the Exceptions tab for a project:
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1. Open the project to edit.
For more details on searching for and opening projects, see "Searching for Projects" on page
67.
2. On the Project Overview page, click the Exceptions tab. The Exceptions tab opens.
3. Drill down to any tasks that merit attention.
Viewing Exceptions in the Schedule View
Exceptions that have been triggered display as a red exclamation mark in the first column on the
left in the Schedule view on the Work Plan page.
To view a particular triggered exception for a task:
1. Open the project to edit.
For more details on searching for and opening projects, see "Searching for Projects" on page
67.
2. On the Project Overview page, click Edit Work Plan.
The Work Plan page opens.
3. Click a task in the Schedule view and select Edit > Task Details.
The Task Details page opens.
Note: Depending on whether you have the proper access grant to edit the task, you may
not be able to edit the task's fields. Users who can only view a task include project
participants who have not been assigned to that particular task, as well as project
managers who are not managing the project within which that particular task is
contained.
4. Click the Exceptions/Warnings tab.
The Exceptions/Warnings tab lists the exception and schedule warning rules for the project
that the task is violating.
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Clearing Schedule Warning Indicators in the Schedule
View
Warning indicators associated with a task are cleared when the task is rescheduled. You can also
manually clear specific warnings (partial schedule warnings for dependent tasks and schedule
change warnings for parents and ancestors) from the Task Details page.
To clear a warning indicator for a task:
1. Open the project to edit.
For more details on searching for and opening projects, see "Searching for Projects" on page
67.
2. On the Project Overview page, click Edit Work Plan.
The Work Plan page opens.
3. Click a task in the Schedule view and select Edit > Task Details.
The Task Details page opens.
4. Click the Exceptions/Warnings tab.
The Exceptions/Warnings tab lists the exception and schedule warning rules for the project
that the task is violating.
5. Click the Clear Indicator icon next to the warning that you want to clear.
Viewing Exceptions/Warnings from the Task Details
Page
The Exceptions/Warnings tab on the Task Details page shows an exception indicating that some
resources on a task have not entered % Complete if both of the following conditions are met:
l Require resources to enter % Complete along with actual effort option is selected on the
project's Cost and Effort policy.
l A user logs and saves time on a time sheet (or elsewhere) for the task but leaves % Complete as
0.
Note: The exception appears on the Task Details page only after the Exception Rule Service
runs. For this type of exception, the service runs according to the setting of the EXCEPTION_
ENGINE_WAKE_UP_TIME server.conf parameter (once a day at 1:00 a.m. by default). For more
information, see the Installation and Administration Guide .
Viewing the Project Critical Path
A work plan's critical path is composed of all of the tasks in a work plan that determine its
duration. There are two ways to make the critical path visible:
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l The Highlight Critical Path checkbox allows you to display the critical path in the project Gantt
chart. Tasks that are part of the critical path are outlined in orange.
l The Mark Tasks on Critical Path checkbox allows you to mark tasks on the critical path with an
orange flag present in all work plan views.
Note: The critical path is calculated after scheduling the work plan. If you have made changes
to the work plan, you should reschedule it in order to obtain an accurate critical path.
Figure 7-2. Work Plan page: Gantt view displaying critical path
To see a work plan's critical path on the Gantt chart:
1. Open the project to edit.
For more details on searching for and opening projects, see "Searching for Projects" on page
67.
2. On the Project Overview page, click Edit Work Plan.
The Work Plan page opens.
3. Click Actions and select Configure Gantt.
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The Configure Gantt View dialog box opens.
4. Select the Highlight Critical Path checkbox.
5. Click OK.
The Gantt chart displays the project's critical path.
To mark tasks on a work plan's critical path on the Gantt chart:
1. Open the project to edit.
For more details on searching for and opening projects, see "Searching for Projects" on page
67.
2. On the Project Overview page, click Edit Work Plan.
The Work Plan page opens.
3. Click Actions and select Configure Indicator Columns.
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The Configure Indicator Columns dialog box opens.
4. Select the Mark Tasks on Critical Path checkbox.
5. Click OK.
Viewing Project References
The Project Overview page's References tab displays all entities linked to the project as references.
References (requests, packages, tasks, other projects, releases, attachments, and URLs) are listed
with details including:
l Reference Type
l Description
l Referenced By
Note: You can still add references for closed projects.
Using the PPM Dashboard to View Progress
Project managers can also view projects using the PPM Dashboard. This interface comes with a
configurable set of application windows, known as portlets, through which common Project
Management queries and actions can be performed.
Viewing Program Associations
The Program Associations section of the Summary tab on the Project Overview page lists the
programs to which a project is associated.
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Note: The Program Associations section only appears if you have purchased and installed
Program Management.
Figure 7-10. Summary tab: Program Associations section
Program Management provides a way for managers to link multiple projects together as
programs, and to submit and track requests against them.
Organizations implement a Program Management Office in order to:
l Ensure alignment of IT projects with business objectives
l Eliminate duplicate and non-priority efforts
l Improve operational efficiency
l Leverage resources
l Ensure on-time and on-budget delivery
Programs can be tracked and analyzed with the same kind of familiar cost metrics as projects.
For more detailed information on Program Management, see the Program Management User
Guide.
Viewing Project Earned Value (EV) Analysis
The EV Analysis Summary section of the Project Summary tab on the Project Overview page
provides an earned value (EV) analysis for the project based on the latest data.
Click Analyze to open the Analyze Cumulative Cost Metrics page for the project.
For detailed information on analyzing cumulative cost metrics for a project, see the Financial
Management User Guide.
Viewing the Work Plan
The Work Plan section of the Summary tab on the Project Overview page displays the top level
tasks in the project work plan.
Figure 7-3. Summary tab: Work Plan section
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You can take the following actions from the Work Plan section:
l Click Edit Work Plan to open the Quick view and edit the work plan. See "Creating and
Managing a Work Plan" on page 69 and for more details on editing the work plan.
l Click View Baselines to open the View Baselines page and manipulate project baselines. See
"Working with Baselines" on the next page for more details on working with baselines.
Approving Project Time
Time Management can be used in conjunction with Project Management for detailed entry of time
and effort actuals using time sheets. Time sheets have their own sets of approvers and approval
processes, and can be used for more granular cost reporting. The Approve Project Time section of
the Project Summary tab on the Project Overview page displays data for time sheets with lines
pertaining to the project, and allows you to approve or reject them directly.
To approve or reject the time sheets listed in the Approve Project Time section, select the
checkboxes next to the desired time sheets and click Approve or Reject.
Controlling Project Dates
The following entities relevant to projects have effective start and end dates associated with
them:
l Projects. The Details tab on the Project Overview page contains the project's Planned Start and
Finish Period.
l Work plans. The work plan for a project represents the scheduled start and end dates of major
deliverables for the project.
l Staffing profiles. The staffing profile for a project has a Start and End Period.
l Financial Summaries. The financial summary for a project has a Start and End Period.
Note the following when working with dates:
l The Planned Start and Finish Period for a project take precedence over the other dates.
l Planned Start for a project cannot be deleted.
l Planned Start for a project can be modified. However, the new Planned Start must be later than
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the original Planned Start and no actuals can exist in the financial summary after the original
Planned Start. When the Planned Start is modified:
l Forecast (planned) costs that are entered manually move from the original start period to
the new start period.
l Forecast effort for the staffing profile move from the original start period to the new start
period and then the lines in the financial summary affected by the staffing profile are
recalculated.
l Actuals that exist before the original Planned Start are not moved.
l If the work plan's Scheduled Start or Finish Date falls outside the project's existing date range,
a scheduling warning is triggered when the work plan is scheduled.
l Start Period values for staffing profiles associated with a project are automatically
synchronized with the values specified in the Project Details tab. The Start Period for the
project's financial benefit are also synchronized with the project, but is offset from the actual
Start Period.
Working with Baselines
A baseline is a snapshot of the approved work plan. As scope changes happen, the baseline is
updated to reflect those changes as part of the approved plan. A project manager uses baselines
to continuously monitor the health of their project in terms of schedule and cost by comparing the
current work plan to the baseline plan. Only users with the appropriate access grants can view and
manipulate baselines.
Taking a Baseline
You can take a baseline starting from the Project Overview page or from the Work Plan page.
To take a baseline from the Project Overview page:
1. Open the project to edit.
For more details on searching for and opening projects, see "Searching for Projects" on page
67.
2. On the Project Overview page, click View Baselines.
The View Baselines page opens.
3. Click Create Baseline.
The Create Baseline dialog box opens.
4. Type a Name and optional Description for the baseline.
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A default name for the baseline is suggested, though you can change it.
5. Click Create.
The baseline has been taken.
To take a baseline from the Work Plan page:
1. Open the work plan.
2. On the Work Plan page, select Actions > Create a Baseline.
The Create Baseline dialog box opens.
3. Type a Name and optional Description for the baseline.
A default name for the baseline is suggested, though you can change it.
4. Click Create. The baseline has been taken.
Managing Baselines
Multiple baselines can be taken for a single work plan. You can update the names and descriptions
of baselines, specify which is the active project baseline, or delete baselines at any time.
Note: To take a baseline for a project, you must have a license for Project Management, be a
manager for the project, and have the Manage Work Plan Baselines access grant. Users with
the Manage All Work Plan Baselines access grant can take baselines for any project.
To manage project baselines:
1. Open the project you have taken baselines of.
2. On the Project Overview page, click View Baselines.
The View Baselines page opens.
3. Select the option next to the baseline you want to be active for the project.
4. (Optional) Click the Delete icon next to a baseline you wish to delete.
a. A dialog box will open asking if you are sure you want to delete the baseline.
b. Click Delete to delete the baseline.
5. Click Done.
Comparing Baselines
You can compare baselines to each other, or a baseline to the current work plan. On the View
Baselines page, click Compare Baselines to open and run the report that allows you to compare a
baseline to another baseline, or to the current work plan.
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Viewing Baseline Data in the Work Plan
You can view active baseline data in the work plan by adding baseline-specific columns to the
work plan. Active baseline data that can be viewed from the work plan includes: scheduled start,
scheduled finish, scheduled effort, actual start, actual finish, and actual effort. See "Add/Remove
Columns" on page 103 for more information about adding columns to the work plan.
Tracking and Analyzing Project Costs
Financial Management allows you to track and analyze project costs in ways including the
following:
l Capturing and comparing financial data in financial summaries including roll-ups from work
plans
l Using Time Management to track task costs
l Performing analysis of project cost data in graph and portlet form, including earned value
analysis
l Enabling SOP 98-1 compliance at the work plan level with activities
l Enabling the use of different currencies depending on project participants' locations
See the Financial Management User Guide for more detailed information on cost data,
currencies, exchange rates, and SOP 98-1 compliance.
Viewing and Monitoring Project Quality Data
The View Project Quality integration solution allows you to track and analyze project quality KPI
data retrieved from ALM Releases. The retrieved KPI data are displayed in the four newly
introduced default portlets on the Project Overview page.
New Portlet Description
Requirement Displays requirement statuses trend in the last 10 days. The requirement status
Trends
includes requirement coverage.
Open Defect
Trends
Displays open defects trend in the last 10 days. The open defects include open
defects number and total defects number.
Priority
Defects
Trends
Displays trend of defects of higher severity in the last 10 days. The higher
severity defects include defects of priority S1 and S2.
Project
Quality
Scorecard
Displays ALM release scorecard information. Only when the ALM scorecard
information is configured in the project request field of the Project Planning
and Tracking (PPT) module in ALM, the scorecard portlet is displayed.
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For detailed information about the View Project Quality integration solution, how to configure the
integration, and how to use the integration solution to view and monitor project quality KPI data,
see the Solution Integrations Guide.
Viewing and Managing Agile Development
Projects with the Agile Integration Solution
The integration between PPM and Agile Manager allows project managers, program managers,
portfolio managers, and other project stakeholders to have:
l Visibility into real-time status and progress of agile development projects from within PPM,
without having to log on to Agile Manager for details
l A consolidated view of their tasks and agile development initiatives
The integration allows project managers to map a task under a project to a specific release
managed in Agile Manager. Each PPM task is associated with a single release in Agile Manager
throughout the task life cycle. This is a one-way one-to-one mapping relationship.
After the mapping relationship is established, the project managers are able to view real-time agile
development related charts retrieved from Agile Manager. In addition, project managers can also
view the actual and schedule agile release information from within PPM projects work plans.
For detailed information about Agile Integration Solution, see the Solution Integrations Guide.
Exporting and Printing a Work Plan
A work plan can be exported as a PDF file or a Microsoft Excel file for use in presentations.
Note: When exporting a work plan to both PDF and Excel files, if the work plan has a task with
a name that contains double-byte numbers, the exported PDF file differs from the exported
Excel file. In the exported PDF file, the task name does not contain the double-byte numbers.
Exporting to PDF Files
You can export work plan to PDF in all work plan views except Quick view.
1. Open the project to export.
For more details on searching for and opening projects, see "Searching for Projects" on page
67.
2. On the Project Overview page, click Edit Work Plan.
The Work Plan page opens.
3. Adjust the work plan display.
You can adjust the set of displayed tasks by reordering or resizing columns, expanding or
collapsing summary tasks, or filtering the work plan in order to display the tasks you want.
4. Click the Export Work Plan to PDF icon.
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The PDF Export Options dialog box opens.
5. Select the desired options for the display of the project Gantt chart, the included columns,
and paper size.
6. Click Export.
A new window opens, refreshing at a set interval until the system completes the export.
When the export completes, select the link to open the file in the browser, where it can be
viewed and saved.
Exporting to Microsoft Excel Files
To export a work plan to a Microsoft Excel file:
1. If you are using Microsoft Internet Explorer version 7, verify that the Internet options are
configured properly. See Getting Started for more information.
2. Open the project to export.
For more details on searching for and opening projects, see "Searching for Projects" on page
67.
3. On the Project Overview page, click Edit Work Plan.
The Work Plan page opens.
4. Click the Microsoft Excel icon.
A new window opens, refreshing at a set interval until the system completes the export.
When the export completes, select the link to open the file in the browser, where it can be
viewed and saved.
Tracking Work Plan Audit History
Project Management maintains an audit trail for projects, work plans, and tasks.
Note: The audit trail event description is limited to 4,000 characters. Descriptions longer than
4,000 characters are truncated.
View the audit trail for a particular project
1. Open the project to edit.
For more details on searching for and opening projects, see "Searching for Projects" on page
67.
2. In the upper-right corner of the Project Overview page, click ... > Project Audit Trail.
The Project Audit Trail dialog box opens.
Click
or
to navigate between pages of information. You can also click the Export to
Excel link to export the dialog box's contents to a Microsoft Excel file.
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3. Click the X icon in the upper-right corner to close the dialog box.
View the audit trail for a particular work plan
1. Open the project to edit.
For more details on searching for and opening projects, see "Searching for Projects" on page
67.
2. On the Project Overview page, click Edit Work Plan.
The Work Plan page opens.
3. Click the Work Plan Audit Trail link on the Work Plan page, or the or View Audit Trail link if
you are in Quick view.
The Work Plan Audit Trail dialog box opens.
Click
or
to navigate between pages of information. You can also click the Export to
Excel link to export the dialog box's contents to a Microsoft Excel file.
4. Click the X icon in the upper-right corner to close the dialog box.
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View the audit trail for a task
1. Open the project to edit.
For more details on searching for and opening projects, see "Searching for Projects" on page
67.
2. On the Project Overview page, click Edit Work Plan.
The Work Plan page opens.
3. In the Schedule view, click the task to update and select Edit > Task Details.
The Task Details page opens.
4. Click More > View Task Audit Trail in the upper-right corner.
The Task Audit Trail dialog box opens.
Click
or
to navigate between pages of information. You can also click the Export to
Excel link to export the dialog box's contents to a Microsoft Excel file.
Note: For resource-related tasks, the list of unchanged resources is summarized as a
count (the number of resources) rather than individually listing each resource. Resources
that are changed (added or removed) are individually listed.
5. Click the X icon in the upper-right corner to close the dialog box.
Completing, Cancelling, and Deleting Projects
All projects must reach an endpoint. The project can either be brought to completion, or reach a
point where no more work can be done. Work plan statuses provide distinct ways of
differentiating between work plans that have been Completed or Cancelled. For more detailed
information on work plan statuses, see "Work Plan Statuses" on page 83. Projects can also be
deleted by users with the proper level of access.
Completing Work Plans
Project managers can set the work plan status to Completed. For more information, see "Changing
Statuses" on page 85.
If a work plan is manually set to Completed:
l Any incomplete tasks are set to Completed.
l Any incomplete summary tasks are set to Completed.
Cancelling Work Plans
Occasionally, all work on a particular business initiative can be stopped. The endeavor might have
been found to be unprofitable, it might not be feasible given current resource limitations or there
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might be another business reason. Tasks can have their statuses changed to Cancelled to reflect
this circumstance.
l If a work plan is manually set to Cancelled, any incomplete tasks under it are set to Cancelled.
l From Cancelled, a work plan can be moved back to On Hold.
l Once the work plan is moved into an Active summary task status:
l Task statuses will be recalculated.
l Tasks previously In Progress will not regain the task status of In Progress.
Deleting a Project
Sometimes projects are created in error. Project managers can delete projects from the Project
Overview page. In the upper-right corner of the Project Overview page, click ... > Delete Project to
delete a project.
Note: Once deleted, a project cannot be recovered. Use caution when considering projects for
deletion.
"Table 7-4. Access requirements for project deletion" below describes the conditions that must be
met in order for you to be able to delete a project or projects.
Table 7-4. Access requirements for project deletion
Item to Delete
Access Requirements
A single project
l Project manager for the project
l Access grant: Delete Projects
l Access grant: Edit Projects
A single project with actuals
l
l
l
l
Project manager for the project
Access grant: Delete Projects
Access grant: Delete Projects with Actuals
Access grant: Edit Projects
When a project is deleted, its financial summary is also deleted, including snapshots, actuals, and
manually entered data. Time sheet data and staffing profiles are not deleted. If the project is
associated with a program, the project is deleted from that program.
You cannot delete a project if:
l the project has more than one parent
l the project was created from a proposal (because both the project and proposal share the same
financial summary)
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Exporting the Project Overview Page to PDF
You can create a simple, unified version of the Project Overview page suitable for exporting to a
PDF file.
To create an exportable view of the Project Overview page:
1. Open the project to edit.
For more details on searching for and opening projects, see "Searching for Projects" on page
67.
2. In the upper-right corner of the Project Overview page, click More > Export to PDF.
The PDF Settings window opens.
3. Select the project overview data (portlets) you want to print. The layout of the portlets is
configured in the Project Settings, Project Overview Layout (refer to "Project Overview
Layout" on page 52 for more information).
4. In the Paper section, select the desired options for the display.
5. Click Export.
If the Open PDF document in browser window checkbox is selected, the PDF file opens in a
separate browser window.
If the Open PDF document in browser window checkbox is not selected, you can choose to
open the file in a PDF reader or save the file.
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Chapter 8: Integrating Project
Management with Microsoft Project
The integration between Microsoft Project and Project Management allows the organization to
have visibility into projects even when their schedules are planned in Microsoft Project. The
integration allows project managers to import project information from Microsoft Project to a new
Project Management project. Project information can also be exported from Project Management
to Microsoft Project, creating a new project in Microsoft Project. Projects that have been imported
or exported can be synchronized. Any information that is shared between projects in both
applications is updated during synchronization.
Starting from PPM 9.41, you can use either MPP file or Microsoft Project plug-in for the
integration with Microsoft Project.
l "Selecting Integration Mode"
l "Using MPP files for MSP-PPM Integration"
l "Using Microsoft Project Plug-in for MSP-PPM Integration"
Chapter 8: Selecting Integration Mode
Set the value of the parameter ALLOWED_MSP_INTEGRATION_MODE to select the integration mode
under which you want to integrate PPM and Microsoft Project.
l When it is set to MPP_FILE, the Integration Mode section of the Microsoft Project Integration
policy in Project Settings shows the MPP file mode only.
You can only use MPP file for the integration with Microsoft Project.
l When it is set to PLUGIN, the Integration Mode section of the Microsoft Project Integration
policy in Project Settings shows the Microsoft Project plug-in mode only.
You can only use Microsoft project plug-in for the integration with Microsoft Project.
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l When it is set to BOTH, the Integration Mode section of the Microsoft Project Integration policy
in Project Settings shows both modes.
You can select to use either Microsoft Project plug-in or MPP file for the integration with
Microsoft Project.
You cannot use both modes at the same time.
By default, the parameter value is BOTH.
Using MPP files for MSP-PPM Integration
Starting from 9.41, PPM supports using Microsoft Project files (MPP files) for the MSP-PPM
integration. This feature lets you upload and download MPP files in PPM to synchronize the
project work plan between PPM and Microsoft Project. You can choose to use either MPP files or
the Microsoft Project plug-in to implement the MSP-PPM integration.
Note: Compared with the Microsoft Project plug-in, using MPP files has the following
advantages:
l Linked tasks information can be updated to Microsoft Project when you download a work
plan as an MPP file from PPM.
l PPM external predecessors and external successors can be inserted in custom text fields of
Microsoft Project when you download a work plan as an MPP file from PPM.
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l Microsoft Project baseline start, baseline finish, baseline duration, and baseline work can be
updated to PPM task user data fields when you upload an MPP file to PPM.
Using MPP file for MSP-PPM integration involves the following tasks:
l "Enabling using MPP files for MSP-PPM integration" below
l "Deciding control mode" below
l "Uploading MPP files to PPM" on page 178
l
l
l
l
l
"Downloading work plans as MPP files" on page 178
"Mapping resources" on page 179
"Mapping PPM external predecessors and external successors" on page 180
"Mapping MSP baseline data" on page 181
"Limitation" on page 181
Enabling using MPP files for MSP-PPM integration
To enable using MPP files for MSP-PPM integration, set the parameter ALLOWED_MSP_
INTEGRATION_MODE to MPP_FILE or BOTH (case insensitive) in the Administration Console.
For details, see "Selecting Integration Mode".
Deciding control mode
When using MPP files for the integration, you still need to select a control mode (synchronization
mode), which decides how information is updated between PPM and Microsoft Project.
The following table describes how uploading MPP files and downloading work plans as MPP files
update information in different control modes.
Action and consequence
Control mode
Upload an MPP file
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PPM-control mode
Create a PPM project work plan
from an existing Microsoft
Project when the PPM project
does not have a work plan.
l Create a Microsoft Project from
an existing PPM work plan.
l Get an updated Microsoft
Project with the following
information updated:
l Planned and actuals
information
l External predecessors
l External successors
l Linked tasks information
MSP-control mode
l Create a PPM project work
Get an updated Microsoft Project
plan from a Microsoft Project with the following information
when the PPM project does
updated:
not have a work plan.
l External predecessors
l Update the PPM project work
l External successors
plan with Microsoft Project
l Linked tasks information
information (both planned
and actuals), EXCEPT the
following:
l External predecessors
l External successors
l Linked tasks information
(both planned and actuals)
Shared control mode l Create a PPM project work
plan from a Microsoft Project
when the PPM project does
not have a work plan.
l Update the PPM project work
plan with Microsoft Project
planned information, EXCEPT
the following:
l External Predecessors
l External successors
l Linked tasks information
(both planned and actuals)
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Get an updated Microsoft Project
with the following information
updated:
l
l
l
l
Actuals information
External predecessors
External successors
Linked tasks information
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Uploading MPP files to PPM
Uploading an MPP file to PPM synchronizes information from Microsoft Project to PPM. The
types of information that get updated in the PPM project work plan depend on the control mode.
See "Deciding control mode" on page 176 for more details.
1. Open the project in PPM.
2. If the project does not have a work plan yet:
a. In the Work Plan portlet in the Summary tab, click the link Create work plan from mpp
file.
Alternatively, you can drag and drop an MPP file to the link location in the Work Plan
portlet.
b. Select an MPP file.
c. Do resource mapping if the MPP file includes unmapped resources. See "Mapping
resources" on the next page for detailed instructions.
A work plan is created for the project.
3. If the project already has a work plan,
a. In the Work Plan portlet in the Summary tab or in the work plan page, click
.
Alternatively, you can drag and drop an MPP file to the icon in the Work Plan portlet.
Note: If the project is in PPM-control mode and already has a work plan, the
icon
is disabled.
b. Select an MPP file.
c. Do resource mapping if the MPP file includes unmapped resources. See "Mapping
resources" on the next page for detailed instructions.
The project work plan information is updated depending on the control mode. See "Deciding
control mode" on page 176 for more information.
Downloading work plans as MPP files
Downloading a PPM project work plan as an MPP file synchronizes information from PPM to
Microsoft Project. The types of information that get updated in Microsoft Project depend on the
control mode. See "Deciding control mode" on page 176 for more details.
1. Open the project in PPM.
2. In the Work Plan portlet in the Summary tab or in the work plan page, click
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If the project is in shared control mode, the Different Actual dialog will pop up listing the
tasks that have changes in actuals information. Confirm the changes and click
in the top
right corner to download the work plan.
3. In the Export to Microsoft Project window, Click the link Click here to download the file.
If a task is linked to an Agile project or to another PPM project, when downloaded to MPP file,
this task has the prefix "[!linked!]" added in front of the task name.
If a task has external predecessors or external successors, when downloaded to an MPP file, the
predecessors and successors are displayed in the MSP custom data fields that you mapped. See
"Mapping PPM external predecessors and external successors" on the next page for detailed
instructions.
Mapping resources
Whenever you upload an MPP file to PPM and the MPP file includes resources that cannot be
automatically mapped to PPM resources based on their emails or usernames, the Resource
Mapping dialog will pop up listing the resources to be mapped.
To map an MSP resource to a PPM resource:
1. In the left table, select an MSP resource.
2. In the right table, double-click a PPM resource which is mapped to the MSP resource .
The PPM Username, PPM First Name, and PPM Last Name columns are filled with the PPM
user information. If you then double-click another PPM resource, the foregoing three column
values will be updated with the newly-selected resource information.
If you want to unmap an MSP resource, click Unmap.
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Note: The right table lists resources that are project participants.
If you want to map the MSP resouce to a PPM resource who is not yet a project
participant, click Search resource.
3. Repeat step 1 and step 2 to complete the mapping for the other MSP resources.
4. Click Finish to save the mapping and close the Resource Mapping dialog.
If you cancel the resource mapping during the MPP file upload, you will cancel the whole MPP file
upload process.
If you skip resource mapping (click Finish without mapping resources), efforts of unmapped
resources will be treated as unassigned efforts in PPM.
If you want to redo resource mapping after an MPP file is uploaded, click
toolbar .
in the work plan
Mapping PPM external predecessors and external
successors
PPM external predecessors and external successors can be exported to MSP only when they are
mapped to MSP custom data fields.
1. Go to Project Settings > Microsoft Project Integration > User Data & Activity Fields Mapping.
2. Click Edit to open the Field Mapping dialog.
3. From Available PPM Fields list, double-click External Predecessor or External Successor, and
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then from Available MSP Fields list, double-click a field where you want external
predecessors or external successors to be displayed in MSP .
4. Click OK and Save to save the mapping.
Mapping MSP baseline data
MSP baseline Finish, baseline duration, baseline work, and baseline start information can be
imported to PPM only when they are mapped to PPM user data text fields.
1. Go to Project Settings > Microsoft Project Integration > User Data & Activity Fields Mapping.
2. Click Edit to open the Field Mapping dialog.
3. From Available MSP Fields list, double-click a baseline field, and then from Available PPM
Fields list, double-click a field where you want the baseline data to be displayed in PPM.
4. Click OK and Save to save the mapping.
Limitation
l When you download an MPP file in PPM-control mode, all tasks are created to have a fixed
duration, and a date constraint is created to help ensure that the start date of the task is the
same in MSP as it is in PPM. Otherwise, MSP will try to reschedule the work plan to have all
tasks start as early as possible.
l When you download an MPP file in PPM-control mode, leaf tasks' data will not roll up to the
summary task automatically. You have to click Calculate Project in Microsoft Project to correct
the data.
Using Microsoft Project Plug-in for MSP-PPM
Integration
To enable using plug-in for MSP-PPM integration, you should set the parameter ALLOWED_MSP_
INTEGRATION_MODE to PLUGIN or BOTH (case insensitive) in Administration Console.
Here is the general outline of the most common way to use the Microsoft Project plug-in for the
MSP-PPM integration.
Step 1: Enable using plug-in for the integration
For more detailed information, see "Selecting Integration Mode".
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Step 2: Install Microsoft Project plug-in for PPM.
For more detailed information, see "Installing and Upgrading the Plug-in for PPM".
Step 3: Decide how to manage your plan by selecting a synchronization mode.
For details on the different synchronization modes offered by the integration, see
"Synchronization Modes" on page 188.
Step 4: Decide how to create the work plan.
For details on different ways to create and maintain a work plan, see "Project Management
Strategies" on page 212.
Step 5: Configure the Microsoft Project Integration policy.
For details on configuring the project-level settings for the Microsoft Project Integration policy,
including the synchronization model, see "Project-Level Settings for Integration" on page 214.
Step 6: Create and manage the work plan.
If your work plan is Project Management-controlled, you will create the work plan in Project
Management and occasionally open it in Microsoft Project. See "Opening a Project Management
Work Plan from Microsoft Project" for more detailed information.
If your work plan is Microsoft Project-controlled, you will create the work plan in Microsoft Project
and occasionally open it in Project Management. Mapping of resource information between
applications occurs automatically when sending a Microsoft Profile file to Project Management,
but you can make manual adjustments during the process. See "Sending a Microsoft Project Work
Plan to Project Management" on page 240 for more detailed information.
If control is shared, you will manage the work plan in Microsoft Project and collect actuals using
Project Management. See and "Retrieving Actuals from Project Management (Shared Control
Mode)" on page 242 for more detailed information.
Installing and Upgrading the Plug-in for PPM
This is a one-time action that does not need to be repeated every time you use Microsoft Project
or Project Management. The Plug-in for PPM user, not the system administrator (unless they are
the same user), should install the Plug-in for PPM on the system.
Note: If more than one user will use the Plug-in for PPM on the system, each user must install
his own instance of the Plug-in for PPM (each instance should be installed in a different
destination folder).
If you downgrade Microsoft Project (from 2010 to 2007) or upgrade Microsoft Project (from
2007 to 2010) after installing the Plug-in for PPM, you must remove and then re-install the Plugin for PPM.
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If you upgrade PPM, you may need to upgrade the Plug-in for PPM. See "Upgrading the Plug-in
for PPM" on page 187 for more information about upgrading the Plug-in for PPM.
Note: If the Plug-in for PPM has not been installed on your system and you cannot see the
download option in the menu bar, contact your PPM administrator for access.
Requirements for the Plug-in for PPM
The following are the Project Management and Microsoft Project requirements that should be
met before installing the Plug-in for PPM.
Server-Side Requirements
l Project Management license
l Synchronize Work Plans access grant (this access grant is part of the PPM Project Manager
security group included with Project Management)
l Microsoft Project integration options enabled (required only if you want to enable specific
features of the Plug-in for PPM, such as launching Microsoft Project from a Project
Management work plan); see the Program Management User Guide for more information.
Client-Side Requirements
The following software is required on the client:
l Microsoft Project
l Microsoft .NET Framework version 3.5 or later
l Visual Studio Tools for Office (VSTO) (must be installed by a system administrator)
l Version 3.0 for Microsoft Project 2007 and 2010
l Version 4.0 for Microsoft Project 2013 and 2016
l Microsoft Office Primary Interop Assemblies (PIA) for Microsoft Project (must be installed by a
system administrator)
l Version 2007 for Microsoft Project 2007
l Version 2010 for Microsoft Project 2010
l Version 2013 for Microsoft Project 2013
l Version 2016 for Microsoft Project 2016
l For information about supported versions of Microsoft Project, see the System Requirements
and Compatibility Matrix.
Installation Instructions
To integrate PPM with Microsoft Project, the Plug-in for PPM must be installed. The user of the
Plug-in for PPM must install the Plug-in for PPM, not the administrator. This section provides the
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steps you perform to install the Plug-in for PPM.
To install the Plug-in for PPM:
1. If Microsoft Project is open, exit Microsoft Project.
2. After you install and configure PPM, log on to PPM.
3. From the menu bar, select Open > Administration > Download Microsoft Project Plug-in.
The File Download dialog box opens and prompts you to indicate whether you want to run
or save the setup.exe file.
4. Click Run.
5. Select a setup language and click OK.
The Plug-in for PPM InstallShield wizard starts up.
Note: Content of some windows may not display correctly depending on the language
you select. If you do not select the English language, select a language that can display
non-Unicode content on a Windows system.
If Microsoft Project or Microsoft .NET Framework is not installed, you or your system
administrator must install this software before installing the Plug-in for PPM. The
installer exits so that you can install this software.
If Visual Studio Tools for Office (VSTO) is not installed and you do not have the ability to
install software on the system, the installer exits. Log in to the system as a user who can
install this software and re-run the installer or ask the administrator to install this
software.
If Visual Studio Tools for Office (VSTO) is not installed and you do have the ability to
install software on the system, the installer asks you to install VSTO. Follow the prompts
to install the software. You must accept the end user license agreement to install VSTO.
If you are running Windows Vista or Windows 7 and are having problems installing
VSTO, see "Installing Visual Studio Tools for Office (VSTO) on Windows Vista or
Windows 7" on page 255 for additional information on how to install VSTO.
The Welcome page and then the Destination Folder page opens. The Destination Folder
page shows the default directory for the Plug-in for PPM installation.
6. From the Destination Folder page, either install the Plug-in for PPM in the
default directory or select a directory for installation.
Note: If more than one user will use the Plug-in for PPM on the system, each user must
install his own instance of the Plug-in for PPM and each instance of the Plug-in for PPM
should be installed in a different destination folder.
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To accept the default directory, click Install. Otherwise, change the installation directory, as
follows:
a. Click Change.
The Change Current Destination Folder page opens.
b. Browse to, and then select a destination installation folder.
Note: You must have write access to the installation folder.
The path to the installation folder must contain only alphanumeric characters.
c. Click OK.
The installation of the Plug-in for PPM begins.
7. After installation is completed, on the InstallShield Wizard Completed page, click Finish.
Silent Installation
You can perform the installation of the Plug-in for PPM without opening the InstallShield wizard.
Caution: You must meet all the client-side requirements before you run the silent installation
(see "Client-Side Requirements" on page 183). The silent installation does not check for these
requirements.
Note: If more than one user will use the Plug-in for PPM on the system, each user must install
his own instance of the Plug-in for PPM and each instance of the Plug-in for PPM should be
installed in a different destination folder. In order to install an instance in a different
destination folder, you cannot run the silent installation but must run the installation using
the InstallShield wizard (see "Installation Instructions" on page 183).
To install the Plug-in for PPM silently:
1. If Microsoft Project is open, exit Microsoft Project.
2. After you install and configure PPM, log on to PPM.
3. From the menu bar, select Open > Administration > Download Microsoft Project Plug-in.
The File Download dialog box opens and prompts you to indicate whether you want to run
or save the setup.exe file.
4. Click Save.
5. From your system, run the setup.exe installer by typing the following:
setup.exe /s /v"/qn"
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Parameters for Silent Installation
You can use parameters to specify whether the plug-in is installed for all users or only for the
current user on a Windows-based computer. Table "Table 10-1. Parameters for silent installation"
below describes the details of these parameters.
Table 10-1. Parameters for silent installation
Parameter
Description
Valid and Default Values
INSTALLDIR Specifies installation When "ALLUSERS" below is null, the installation
directory of the plug- directory is set to:
in.
%USERPROFILE%\Application Data\HewlettPackard\HP PPM Center Add In for MS Project\
When "ALLUSERS" below is 1, the installation directory
is set to the common program files folder, for example,
C:\Program Files\Hewlett-Packard\HP PPM Center
Add In for MS Project\
ALLUSERS
Determines whether
the plug-in is
installed for all users
or for the current
user.
Valid values: 1, or null
Default:
Null, meaning that only the current user can use the
plug-in.
Setting to 1 enables
all users to use the
plug-in.
To start the silent installation of the plug-in, run the following command together with the
parameters in a command-line prompt:
setup.exe /s /v"/qn <parameter1> <parameter2>"
Caution: If you have to change the default installation directory when the "ALLUSERS" above
parameter is set to 1, you must set the INSTALLDIR parameter to a directory that all users can
access, for example, C:\Program Files.
Examples
l The following command enables all users to use the plug-in:
setup.exe /s /v"/qn ALLUSERS=1"
This command does not specify the installation directory, meaning that the plug-in is installed
to the common program files folder, for example:
C:\Program Files\Hewlett-Packard\HP PPM Center Add In for MS Project\
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l The following command enables all users to use the plug-in. Also, the command specifies the
installation directory to C:\PPMCenter. (Make sure that all users can access the C:\PPMCenter
directory.)
setup.exe /s /v"/qn INSTALLDIR=\"C:\PPMCenter\" ALLUSERS=1"
l The following command installs the plug-in to the C:\APPSYS\PPMProject\ folder. Only the
current user can use the plug-in.
setup.exe /s /v"/qn INSTALLDIR=\"C:\APPSYS\PPMProject\""
l The following command installs the plug-in to the default installation directory. Only the
current user can use the plug-in.
setup.exe /s /v"/qn"
Upgrading the Plug-in for PPM
After installing the Plug-in for PPM, if you downgrade Microsoft Project (from 2013 to 2010 or
2007) or upgrade Microsoft Project (from 2007 or 2010 to 2013), you must remove and then reinstall the Plug-in for PPM. See "Removing the Plug-in for PPM" on the next page for more
information about removing the Plug-in for PPM.
If you upgrade PPM, you must upgrade the Plug-in for PPM. If you have problems upgrading the
Plug-in for PPM, try removing then re-installing the Plug-in for PPM. You may need administrator
privileges to remove the older version of the Plug-in for PPM.
If you have installed the Plug-in for PPM from PPM version 9.42 or later, when you log in to PPM
from the Plug-in for PPM, the Plug-in for PPM determines if an upgrade is needed. A dialog
displays a message if an upgrade to the Plug-in for PPM is suggested or required. If an upgrade is
suggested, you may continue to use the existing version of the Plug-in for PPM or you may
upgrade it. If an upgrade is required, you will not be able to use the Plug-in for PPM until the
upgrade is completed.
To upgrade the Plug-in for PPM:
1. If Microsoft Project is open, exit Microsoft Project.
2. Log on to PPM.
3. From the menu bar, select Open > Administration > Download Microsoft Project Plug-in.
The File Download dialog box opens and prompts you to indicate whether you want to run
or save the setup.exe file.
4. Click Run.
Note: If the upgrade requires you to have administrator privileges (to remove the Plug-in
for PPM) and you do not have these privileges, the installer exits. You must have an
administrator remove the older version of the Plug-in for PPM and then you can install
the Plug-in for PPM.
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If you are upgrading the Plug-in for PPM that was installed from PPM version 9.42 or
later, you do not need administrator privileges to upgrade the Plug-in for PPM.
5. Select a setup language and click OK.
The InstallShield wizard starts up.
6. On the Welcome page, click Next.
7. In the next dialog, select Yes to update to the newer version.
If you are downgrading to an older version of the Plug-in for PPM, you must first remove the
current version. Click OK and then Finish to exit the installer.
If you are installing the same version of the Plug-in for PPM, you are given the option to
repair or remove the Plug-in for PPM.
If the version of the installed Plug-in for PPM cannot be determined, click Next to remove the
existing Plug-in for PPM and install the listed version of the Plug-in for PPM. Or, click Cancel
to exit the installer.
8. Click Next.
The Ready to Install the Program page opens.
9. Click Install.
10. After installation is completed, on the InstallShield Wizard Completed page, click Finish.
Removing the Plug-in for PPM
You can remove the Plug-in for PPM using your workstation's standard Add/Remove Programs
utility. Microsoft Project should be closed during this operation.
If you are removing a version that was installed from PPM version 8.00 or earlier, you must have
administrator privileges to remove it.
Synchronization Modes
By synchronizing information between Project Management and Microsoft Project, you have the
advantage of using the best of both possible worlds. Depending on your project management
strategy, you can use one application to perform all planning and tracking activities, and then use
the other for publishing project information to managers, participants and stakeholders, or use
both to share control of different aspects of the project. See "Project Management Strategies" on
page 212 for more information about different project management strategies.
The project manager can select from three synchronization modes for updating information
between Project Management and Microsoft Project:
l "Project Management-Controlled" on the next page
l "Microsoft Project-Controlled" on the next page
l "Shared Control" on the next page
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Each mode offers a different strategy for communication between the two applications and has its
own set of advantages.
The synchronization mode for the project should be configured based on your preferences. See
"Project-Level Settings for Integration" on page 214 and "Setting a Synchronization Mode for
Project Management and Microsoft Project" on page 216 for more information.
Project Management-Controlled
The project manager initially creates a work plan in Project Management to perform planning and
tracking activities. These activities include defining the project, scheduling tasks, and tracking
actuals. The first time the project is synchronized, Project Management creates a new project file
on the project manager's desktop computer. For each subsequent synchronization, all of the
information in the Microsoft Project file is replaced with the current information in Project
Management.
Even if you want to manage your work plan using Project Management, you can create it initially
in Microsoft Project.
After synchronization, the project manager can distribute the Microsoft Project file or use it to run
reports for managers and other people in the organization.
Microsoft Project-Controlled
The project manager creates a project in Microsoft Project to perform project planning and
tracking activities. Information unique to PPM can be added within Project Management, such as
notifications, task notes, or references to related entities within PPM. These references can
provide information back to the project manager.
For all subsequent synchronizations, information in Project Management is updated with current
information from Microsoft Project. Information added in Project Management, such as
notification configurations or activity or role associations, is retained.
Shared Control
The project manager plans and schedules the project in Microsoft Project while using Project
Management to track actuals. Participants in the project directly report actuals data using the My
Tasks portlet or a time sheet. Each subsequent synchronization updates the Microsoft Project file
with actuals data from Project Management. The Project Management work plan is updated with
changes to its structure or schedule from Microsoft Project.
Synchronizing Project Management and Microsoft Project
How information is synchronized between Project Management and Microsoft Project is based on
the type of information and the synchronization mode. There are two types of information
involved in the integration:
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l Application-specific information. This is information that is unique to either Project
Management or Microsoft Project. Information is recognized by one application but there is no
equivalent information in the other application.
For example, Project Management can reference requests and packages, but there is no
equivalent type of information in Microsoft Project. Therefore, requests and packages are not
synchronized. Likewise, Microsoft Project references resource cost rates but how this
information is defined and used is different than cost rates in Project Management. Therefore,
Microsoft Project resource cost rates and Project Management cost rates are not synchronized.
Application-specific information is neither updated nor deleted during synchronization.
Note: If a task is deleted during synchronization, all information specifically associated with
the task is deleted.
l Shared information. This is information that can be tracked by both applications such as
planned and actuals information.
Planned information is the information determined before work begins on a task. This type of
information includes task names, task sequence, work breakdown structure, assigned
resources, scheduled start and finish dates, scheduling constraints, scheduled duration, and
scheduled effort.
Actuals information is the collection of metrics detailing how much time and effort are actually
required to complete tasks. This type of information includes actual start and finish dates,
actual durations of tasks, actual effort, estimated totals, estimated remaining, percent complete,
estimated finish date, and estimated effort remaining.
"Table 10-2. How information is synchronized, by information type and synchronization mode"
below and "Figure 10-1. How information is synchronized" on the next page show the type of
information and how it is synchronized based on the synchronization mode.
Table 10-2. How information is synchronized, by information type and synchronization mode
Shared Control
Microsoft ProjectControlled
Information Work plan information
Specific to
in Project Management
PPM
is not altered
Work plan information in
Project Management is
not altered, PPM
dependencies on
external tasks are not
preserved with
synchronization
Work plan information in
Project Management is
not altered, PPM
dependencies on
external tasks are not
preserved with
synchronization
Information Project information in
Specific to
Microsoft Project is not
Microsoft
altered
Project
Project information in
Microsoft Project is not
altered
Project information in
Microsoft Project is not
altered
Project ManagementControlled
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Table 10-2. How information is synchronized, by information type and synchronization mode, continued
Project ManagementControlled
Shared Control
Microsoft ProjectControlled
Shared
Planned
information
Project Management
work plan planned
information is used to
update Microsoft
Project
Microsoft Project
planned information is
used to update the
Project Management
work plan
Microsoft Project
planned information is
used to update the
Project Management
work plan
Shared
Actuals
information
Project Management
work plan actuals
information is used to
update Microsoft
Project; actuals for
contributors are not
synchronized
Project Management
work plan actuals
information is used to
update Microsoft Project;
actuals for contributors
are not synchronized
Microsoft Project actuals
information is used to
update the Project
Management work plan
Figure 10-1. How information is synchronized
Fields Mapped Between Applications
The following fields are mapped between Project Management and Microsoft Project, grouped by
information type (planned and actuals information). All fields are task-level fields unless otherwise
noted. See "Impact of Microsoft Project Rules on Fields" on page 194, "How Information is
Synchronized" on page 195, and "Conditional Editing Allowed in Project Management" on page
249 for additional considerations about mapping fields.
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Table 10-3. Fields mapped between PPM Project Management and Microsoft Project
Project Management
Field
Microsoft
Project Field
Additional Information
Planned information
Milestone
Milestone
Milestones retrieved from Microsoft Project must
be manually set to 100% complete in Project
Management. Milestones retrieved from Project
Management do not require updates. See "Planned
Information" on page 196 also .
Predecessor
Predecessor
See "Planned Information" on page 196, "Planned
Information" on page 196, "Planned Information"
on page 196, and "Planned Information" on page
196.
Priority
Priority
See "Planned Information" on page 196.
Resources
Resources
See "Planned Information" on page 196.
Scheduled Duration
Duration
Microsoft Project recalculates duration so that
Start, Finish, and Duration are valid. However, if a
task is of a fixed duration, only Start and Finish are
recalculated. See also "Planned Information" on
page 196.
Scheduled Effort
Work
Scheduled Effort (measured in days) is converted
to Work (measured in hours) using the calendar
option Hours per day in Microsoft Project.
Scheduled Effort
(resource-level)
Work
(resourcelevel)
For tasks with more than one assigned resource,
the amount of Scheduled Effort/Work assigned to
each resource is synchronized.
Scheduled Start Date
Start
See "Scheduled Start and Scheduled Finish Dates"
on page 199, "Planned Information" on page 196,
"Planned Information" on page 196, and "Planned
Information" on page 196.
Scheduled Finish Date
Finish
See "Scheduled Start and Scheduled Finish Dates"
on page 199, "Planned Information" on page 196,
"Planned Information" on page 196, and "Planned
Information" on page 196.
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Table 10-3. Fields mapped between PPM Project Management and Microsoft Project, continued
Project Management
Field
Microsoft
Project Field
Additional Information
Scheduling
Constraint/Constraint
Date
Constraint
Type/Date
See "Planned Information" on page 196 and
"Planned Information" on page 196.
Task Name
Task Name
See "Planned Information" on page 196 and
"Planned Information" on page 196.
% Complete
Percent
Complete
See "Percent Complete and Percent Work
Complete" on page 202, "% Complete When
Initializing a Project Management Work Plan from
an Existing Microsoft Project Work Plan" on page
202, and "% Complete for Tasks that are Cancelled
or On Hold (Bypassed)" on page 203.
Activity
Custom
See "Project Management Activity
Synchronization" on page 223.
Actual Duration
Actual
Duration
See "Actual Duration for Tasks" on page 203and
"Actual Duration for Summary Tasks/Task Groups"
on page 203.
Actual Effort
Actual Work
If any type of effort is tracked in PPM, the link in
Microsoft Project between Percent Complete and
Percent Work Complete is disabled. See also "Actual
Effort/Actual Work and Resource Units" on page
204 and "Actual Effort and Time Management
Integration" on page 204.
Actual Start
Actual Start
When this date exists, Microsoft Project defaults
Start to this date. See also "Actual Start and Actual
Finish" on page 205 and "Actual Start of a Task
Group" on page 205.
Actual Finish
Actual Finish
When this date exists, Microsoft Project defaults
Finish to this date. See also "Actual Start and Actual
Finish" on page 205.
Estimated Finish Date
Finish
See "Estimated Finish Date" on page 205.
Actuals information
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Table 10-3. Fields mapped between PPM Project Management and Microsoft Project, continued
Project Management
Field
Microsoft
Project Field
Estimated Remaining
Effort
Remaining
Work
Task Description and
Notes
Notes (for
tasks)
See "Microsoft Notes Synchronization" on page
221.
User-defined
Custom
See "Microsoft Field Mapping" on page 219.
Additional Information
Impact of Microsoft Project Rules on Fields
Microsoft Project maintains internal rules that determine the way field values are calculated in
planning and actuals fields. These rules affect the synchronization processes between Microsoft
Project and Project Management because calculations that work in one application do not
necessarily carry over to the other application.
For example, Project Management allows you to retain actuals information that is completely
separate from your schedule information. In Microsoft Project, this is not allowed, and making
updates to one actuals field may trigger automatic revisions to other planning and actuals fields.
The most common Microsoft Project rules for planning and actuals fields are listed below.
Planning Fields
l Start + Duration = Finish
l Effort = Duration * (sum of resources * units)
Actuals Fields
l Start = Actual Start (if known)
l Finish = Actual Finish (if known)
l Duration = Actual Duration + Remaining Duration
l % Complete = Actual Duration / Duration
l Remaining Duration is zero when task is 100% Complete
l Effort = Actual Effort + Remaining Effort
l % Work Complete = Actual Effort / Effort
When Project Management information is passed to Microsoft Project, Microsoft Project will
always apply its standard rules. This will lead to situations where the data in each application does
not match exactly.
Solutions for Project Managers
In order to give consistent behavior during synchronization, PPM project managers must:
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l Pay attention to fields that have changed. The integration provides a custom Microsoft Project
table view that shows the user which fields have changed as a result of a synchronization,
whether directly through the synchronization process, or indirectly as a result of Microsoft
Project's automatic calculations.
l Synchronize the fields that are most important to your plan management by selecting the
appropriate actuals integration option as described in "Transferring PPM Information to
Microsoft" on page 218.
The integration ignores Project Management default values that are not enabled.
Custom Microsoft Project Filters and Tables
After synchronizing project information between applications, you can select from the following
custom Microsoft Project items provided by the integration:
l A filter named PPM: Changed Actuals, found in the View tab and by selecting the Filter dropdown menu
l A filter named PPM: Dates Impacted by Changed Actuals
l A data view table named PPM: Changed Actuals, found in the View tab and by selecting the
Tables drop-down menu
These items enable you to quickly view the following:
l Fields that have scheduled date changes as a result of the actual synchronization. These field
values appear red by default.
l Fields that have changed as a result of automatic calculations performed by Microsoft Project
based on synchronized fields. These field values appear blue by default. This is useful for
identifying any cascading impacts of a change in actuals.
How Information is Synchronized
When you synchronize Microsoft Project with Project Management, you are updating information
in Microsoft Project with information from Project Management. The information that is updated
depends on the synchronization mode. In Project Management-controlled mode, both planned
and actuals information in Microsoft Project is updated with information from Project
Management. In shared control mode, only actuals information in Microsoft Project is updated
with information from Project Management.
When you synchronize Project Management with Microsoft Project, you are updating information
in Project Management with information from Microsoft Project. The information that is updated
depends on the synchronization mode. In Microsoft Project-controlled mode, both planned and
actuals information in Project Management is updated with information from Microsoft Project. In
shared control mode, only planning information in Project Management is updated with
information from Microsoft Project.
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In some cases, fields in Project Management are not mapped exactly to fields in Microsoft Project
or vice versa. The following sections, broken down by information type (planned or actuals),
provide additional considerations about the mapped fields during synchronization.
Planned Information
In Project Management-controlled mode, planned information in Microsoft Project is updated
with that in Project Management. In Microsoft Project-controlled mode and shared control mode,
planned information in Project Management is updated with that in Microsoft Project.
Major Milestones
In Project Management, you can create major milestones. Microsoft Project does not have this
ability.
In Project Management-controlled mode, major milestones are synchronized as standard
milestones in Microsoft Project.
Predecessor Relationships Between Tasks
All predecessor relationships between tasks are synchronized. Both Project Management and
Microsoft Project support Finish-Start, Start-Finish, Start-Start, and Finish-Finish predecessor
relationships between tasks.
A Microsoft Project predecessor relationship may have a lag or lead (a positive or negative offset
to the normal predecessor relationship). Microsoft Project adjusts the start and finish dates of the
successor task accordingly. Project Management supports the lag and lead offsets.
In Microsoft Project-controlled mode and shared control mode, the adjusted start and finish dates
are synchronized. to the Project Management scheduled start and scheduled finish dates.
In Project Management-controlled mode, scheduled start and finish dates are synchronized from
Project Management to Microsoft Project but may be adjusted by Microsoft Project.
Note: A project in Project Management is considered task 1 while the root task grouping in
Microsoft Project is task 0. Because the two applications start tasks from a different number,
the task numbers in Microsoft Project are off by one compared to the task numbers in Project
Management. While the task numbering is off by one, the predecessor relationships between
tasks are identical.
Predecessor Relationships with External Tasks (or Separate Projects)
Project Management supports predecessor relationships with dependencies on external tasks (for
example, a task from a separate project) while Microsoft Project does not.
In Project Management-controlled mode, the task with the dependency on an external task is
synchronized, but the dependency on the external task is not synchronized.(Microsoft Project
ignores the dependency).
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In Microsoft Project-controlled mode and shared control mode, if dependencies are added
between projects in Project Management, these dependencies are lost during synchronization.
If the synchronization mode is changed from Project Management-controlled mode to Microsoft
Project-controlled or shared control mode, the dependency on the external task is lost. The task
with the dependency is recognized by Microsoft Project, but the dependency is not.
Predecessor (Blocking) Relationships with Requests
Microsoft Project cannot add dependencies on requests. In Project Management-controlled mode
and shared control mode, predecessors on requests in Project Management are synchronized but
ignored by Microsoft Project.
Incomplete Finish-Finish Predecessor Relationships with Requests
When a Project Management task has a Finish-Finish predecessor relationship with an open
Demand Management request, the task can be 100% complete but not fully finished. Referenced
tasks of this open request acquire a Complete (Pending Request) status in Project Management
until the request is completed. Microsoft Project does not support Finish-Finish predecessor
relationships with requests.
In Project Management-controlled mode and shared control mode, when synchronizing tasks in
this condition, Microsoft Project reports the task percent complete as 100%. Finish-Finish
predecessor relationships on requests in Project Management are synchronized but ignored by
Microsoft Project because Microsoft Project cannot add dependencies on requests.
Priority
If the Priority field for a task in Project Management is set to greater than 1,000, when the work
plan information is sent to Microsoft Project, the priority is set to 1,000. Neither Project
Management nor Microsoft Project allow a task priority to be greater than 1,000.
Resources
In project planning, the concept of resources can have multiple definitions. A resource can be a
team member, time on a mainframe computer, or construction materials. A resource in Project
Management is a Project Management user capable of performing tasks. Resources are chosen
from the staffing profile associated with the project, from the resource pools managed by the
project manager, or from any resource pool when the RM_OVERRIDE_ASSIGNMENT_CONTROLS
parameter is set to TRUE. Microsoft Project supports tracking and costing of both human and
material resources. Project Management supports only human resources.
A project can contain resources that have not been assigned. In Microsoft Project, unassigned
resources appear in some resource-centric project views but have little functional significance. In
Project Management, unassigned resources are Project Management users listed in the staffing
profile who have no task assignments.
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In Project Management-controlled mode, resource mapping is determined by the Microsoft
Project Integration policy settings. See "Transferring PPM Information to Microsoft" on page 218
for more information.
In Microsoft Project-controlled mode and shared control mode, during synchronization, all
assigned human resources in Microsoft Project are mapped automatically to defined users in
Project Management. Automatic resource mapping is based on the following factors, in order of
precedence:
l A match between the Microsoft Project resource name and the Project Management username.
l A match between the Microsoft Project resource name and the concatenation of the Project
Management user's first and last name.
l A match between the Microsoft Project resource name and the concatenation of the Project
Management user's last and first name.
Note: The order of precedence determines the mapping and the mapping process for a
resource stops when a match is found. For example, when a resource name matches a Project
Management user by username, the mapping process for that specific resource is stopped (no
comparison is done by first/last or last/first names). The mapping process continues for the
next resource name.
In general, the following should be taken into consideration:
l PPM does not automatically create users for unmatched resources. The project manager
should note the list of unmatched resources and work with his system administrator to create
these users.
l In Project Management, the mapping does not guarantee that all assigned resources are part
of the staffing profile. If the staffing profile needs to be maintained, then this must be done
manually.
l Material resources are not passed to Project Management.
l Microsoft Project does not allow commas in resource names.
l Automatic resource mapping is not always 100% successful. The integration allows you to
manually map resources across applications, or intentionally unmap resources that are
irrelevant or have been erroneously mapped. This manual adjustment occurs as part of the
synchronization process or can be run from the PPM menu (see "Manually Mapping Resources
Between Applications (Shared Control Mode and Microsoft Project-Controlled Mode)" on page
245 and "Manually Mapping Enterprise Resources Between Applications " on page 247 for
more information).
Resources: Summary Task Owner
In PPM, a resource called a summary task owner is a person named on summary tasks who has
oversight over that section of the work plan.
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In Microsoft Project, while there is no specific field named summary task owner, the concept of a
summary task owner exists. That is, in Microsoft Project, a Microsoft Project resource assigned as
the owner of a summary task can be considered a summary task owner.
Therefore, when resources are synchronized, a summary task owner in PPM may be mapped to a
resource in Microsoft Project or a resource in Microsoft Project may be mapped to a summary task
owner in PPM.
Scheduled Duration for Tasks
Project Management and Microsoft Project calculate scheduled duration differently. Both
calculations are based on scheduled start and scheduled finish dates (in Microsoft Project, if a task
has a fixed duration, the start and finish dates are recalculated). Each calculation can also be
affected by resource calendars and how hours per day in the work schedule is defined.
Because Project Management and Microsoft Project do not synchronize resource calendars, you
may see discrepancies in a task's scheduled duration. See "Other Synchronization Considerations"
on page 206 for more information.
Project Management uses a 10 hour/day work schedule. Most Microsoft Project plans are built
using an 8 hour/day work schedule. In general, Project Management considers a Microsoft Project
task to have ended two hours before the end of the work day. (Although the Microsoft Project
interface does not display the start and finish times, this information is tracked in order to allow
tasks with durations less than one whole day.) Tasks in Microsoft Project are shown in Project
Management as .2 days shorter.
When rescheduling the project in Project Management, the .2 days (or two hour) difference can
have an impact. The Project Management scheduling algorithm attempts to compact your plan to
use up all available time, including the apparently unused two hours at the end of tasks. To
prevent this, the project manager should make the durations whole numbers only, for the
portions on the project plan that are rescheduled using Project Management.
Scheduled Start and Scheduled Finish Dates
In Project Management, a task can have actual start and actual finish dates that are earlier or later
than the scheduled start and scheduled finish dates. In Microsoft Project, if a task has an actual
start or finish date earlier or later than the scheduled dates (start/finish), the scheduled dates are
automatically overridden. For example, if a task was scheduled to start on May 1st but is reported
to have actually started on May 2nd, Microsoft Project automatically changes the task scheduled
start date to May 2nd.
In Project Management-controlled mode, both the actual and scheduled dates are updated in
Microsoft Project. After synchronization, Microsoft project adjusts the scheduled dates according
to its rules. After this adjustment, the scheduled dates in Microsoft Project may not match the
scheduled dates in Project Management.
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In shared control mode, Actual dates are updated in Microsoft Project and scheduled dates are
updated in Project Management. After synchronization, Microsoft project adjusts the scheduled
dates according to its rules. After this adjustment, the scheduled dates in Microsoft Project may
not match the scheduled dates in Project Management.
In Microsoft Project-controlled mode, both the actual and scheduled dates are updated in Project
Management. Because Project Management does not automatically adjust dates, the scheduled
dates in Project Management match the scheduled dates in Microsoft Project.
Resource Leveling: Split Tasks
A split task is work on a task in Microsoft Project that is scheduled to start and stop multiple times
(multiple start and finish dates) because a resource has been overallocated. Project Management
tracks a task with a single start and finish date.
Tasks may be split automatically (instead of resource units being adjusted) based on settings in
the Microsoft Project resource leveling feature. Therefore, in Project Management-controlled
mode, a split task may automatically be generated in Microsoft Project during synchronization.
In Project Management-controlled mode, if a split task is generated, the scheduled start date is
synchronized to the earliest Microsoft Project split start date. Likewise, the scheduled finish date
is synchronized to the latest Microsoft Project split finish date. Scheduled duration is recalculated
according to these dates.
In Microsoft Project-controlled mode and shared control mode, the earliest split start date is
synchronized to the Project Management scheduled start date, and the latest split finish date is
synchronized to the Project Management scheduled finish date. The Project Management
scheduled duration is synchronized to the Microsoft Project duration.
Resource Leveling: Delayed Tasks
A delayed task is work on a task in Microsoft Project that is scheduled to start at a later time
because a resource has been overallocated and cannot start the task until this time. Project
Management tracks a task's scheduled start date and actual start date.
Tasks may be delayed automatically based on settings in the Microsoft Project resource leveling
feature. Therefore, in Project Management-controlled mode, a delayed task may automatically be
generated in Microsoft Project during synchronization.
In Project Management-controlled mode and shared control mode, if a delayed task is generated,
the scheduled start date is synchronized to the Microsoft Project delayed start date. Likewise, the
scheduled finish date is synchronized to the Microsoft Project delayed finish date.
In Microsoft Project-controlled mode, the delayed start date is synchronized to the Project
Management scheduled start date and the delayed finish date is synchronized to the Project
Management scheduled finish date.
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Microsoft Project Work Contours
A Microsoft Project work contour controls the work schedule of a resource. Project Management
does not include a similar feature.
In Microsoft Project-controlled mode and shared control mode, the start and finish dates of a
schedule with a work contour are simply synchronized to the Project Management scheduled start
and scheduled finish dates.
Alternatively, a project manager can create a similar project plan without a work contour by
dividing the task into several subtasks that have distinct non-contoured assignments. This gives
better visibility from project views and is easier to explain to resources.
Scheduling Constraints
Both Project Management and Microsoft Project define a scheduling constraint by a constraint
type and a constraint date. Some constraint types (for example, as soon as possible) do not
require a constraint date.
In Project Management-controlled mode and shared control mode, all Project Management
scheduling constraints are synchronized in Microsoft Project.
In Microsoft Project-controlled mode, all Microsoft Project scheduling constraints are
synchronized in Project Management.
Scheduling Constraints and Unscheduled Project Management Projects
Project Management evaluates scheduling constraints selectively when the project manager
chooses to schedule all or part of the project. The project manager may choose to leave the
project dates out of compliance with a defined scheduling constraint instead of adjusting the
project plan definition to comply with a constraint. However, Microsoft Project (in automatic
calculation mode) automatically shifts a task to comply with a scheduling constraint.
During synchronization, and only when the synchronization mode is Project Managementcontrolled, Microsoft Project is placed in manual calculation mode. In manual calculation mode,
Microsoft Project does not force the project dates to meet its scheduling rules for task
relationships.
To change the calculation mode in Microsoft Project, click Tools > Options and select the
Calculation tab.
Task Names for Cancelled or On Hold (Bypassed) Tasks
While Microsoft Project includes tasks with statuses, Microsoft Project does not have as many
distinct statuses as Project Management. For example, in Microsoft Project, all unstarted tasks
share a common state and there are no task statuses to recognize tasks that have been cancelled
or bypassed. Also, Microsoft Project does not distinguish between tasks that are pending
predecessors, tasks that are ready, and tasks in progress where no percent complete has been
reported.
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In Project Management-controlled mode and shared control mode, when a cancelled or bypassed
Project Management task is synchronized, the word Cancelled or Bypassed is prepended to the
task name in Microsoft Project to indicate the task status.
See "% Complete for Tasks that are Cancelled or On Hold (Bypassed)" on the next page for
information on how % complete is calculated for cancelled and bypassed tasks in Microsoft Project.
Unnamed Tasks
Microsoft Project allows unnamed tasks while Project Management does not.
In Microsoft Project-controlled mode and shared control mode, during synchronization, tasks that
do not have names in Microsoft Project are assigned default names such as MS Blank Task #1.
The project manager should review and update these names. After synchronization, unnamed
tasks appear in the Warnings tab of the Show Info dialog (from Microsoft Project, click Show Info).
Actuals Information
In Project Management-controlled mode and shared control mode, actuals information in
Microsoft Project is updated with that in Project Management. In Microsoft Project-controlled
mode, actuals information in Project Management is updated with that in Microsoft Project.
Percent Complete and Percent Work Complete
In Microsoft Project, if work is not tracked, percent work complete defaults to percent complete
(they are the same value). If work is tracked (for example, the task has a work contour), percent
complete and percent work complete are calculated differently. For information about the
difference, see "Impact of Microsoft Project Rules on Fields" on page 194.
% Complete When Initializing a Project Management Work Plan from an Existing
Microsoft Project Work Plan
If you are converting an existing Microsoft Project work plan to Project Management or creating a
new Project Management work plan based on an existing Microsoft Project work plan (that is, you
have an existing Microsoft Project work plan with actuals that you want to use to create a Project
Management-controlled or shared control work plan), you may see different values for percent
complete between Project Management and Microsoft Project.
At the summary task level, during synchronization, Project Management recalculates roll-up
information such as duration of each task and percent complete. Duration is based on the base
and resource calendars. If these calendars differ between the two applications, the durations will
also differ resulting in different percent complete values.
At the task level, if work is not being tracked in Microsoft Project, Project Management
synchronizes percent complete with Microsoft Project's percent work complete. If work is being
tracked in Microsoft Project, Project Management synchronizes percent complete with Microsoft
Project's percent complete (see "Percent Complete and Percent Work Complete" above).
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At the resource level, Project Management synchronizes percent complete with Microsoft
Project's percent work complete.
% Complete for Tasks that are Cancelled or On Hold (Bypassed)
While Microsoft Project includes tasks with statuses, Microsoft Project does not have as many
distinct statuses as Project Management. For example, in Microsoft Project, all unstarted tasks
share a common state and there are no task statuses to recognize tasks that have been cancelled
or bypassed. Also, Microsoft Project does not distinguish between tasks that are pending
predecessors, tasks that are ready, and tasks in progress where no percent complete has been
reported.
In Project Management-controlled mode and shared control mode, bypassed tasks are
synchronized as 100% complete. If any actuals are reported, this information is also synchronized.
The bypassed status indicates that some effort may have been spent, but that work was
discontinued.
In Project Management-controlled mode and shared control mode, cancelled tasks are
synchronized as 100% complete and with zero duration. Microsoft Project automatically omits
these tasks from the Gantt Chart view.
Actual Duration for Tasks
Both Project Management and Microsoft Project calculate actual duration for tasks based on
actual start and actual finish dates. But, because Project Management and Microsoft Project do
not synchronize resource calendars, you may see discrepancies in a task's actual duration. See
"Other Synchronization Considerations" on page 206 for more information.
Actual Duration for Summary Tasks/Task Groups
Project Management and Microsoft Project do not have the same functionality for the actual
durations of summary tasks or task groups that are still in progress. Project Management
calculates actual duration from the rolled-up values for actual start and actual finish dates.
Microsoft Project presents the actual duration to date as a tentative value. Therefore, actual
durations of some Microsoft Project task groups are not synchronized with actual durations of
summary tasks in Project Management.
In Project Management-controlled mode, when a project is initially opened, the status of the
project is In Planning. Roll-up values are not calculated when the project's status is In Planning.
Roll-up values are calculated when the project's status changes to Active and is saved. When the
project's status changes to Active and is saved, Project Management has the same actual duration
value as Microsoft Project.
In Microsoft Project-controlled mode and shared control mode, Project Management waits until
the entire summary task is complete before calculating rolled-up values (to take into account any
tasks that may have been added or deleted before the summary task completes). When the task
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grouping is completed in Microsoft Project, Project Management has the same actual duration
value as Microsoft Project.
Actual Effort/Actual Work and Resource Units
In Project Management, each resource on a task may be assigned different hours of effort for that
task. The total effort for the task is the sum of the scheduled effort values for each resource. For
example, if Fred is assigned to work 12 hours on a task, and Barbara is assigned to work 8 hours
on the same task, then the total task effort would be (12 + 8 =) 20 hours.
Microsoft Project uses resource units to calculate actual work. Following the same example, if both
Fred and Barbara are full-time resources in Microsoft Project, then they might have 60 and 40
resource units assigned on the task, respectively (depending on the task's duration). But if
Barbara is only a half-time resource in Microsoft Project, her resource units on the task would
double (to 80), representing the same amount of work, which now takes a larger percentage of
her capacity.
In Project Management-controlled mode and shared control mode, during synchronization, the
hours of effort for each assigned resource on a Project Management task is automatically
converted by Microsoft Project into the appropriate resource units for the assignment. If the
resources involved are full-time resources in Microsoft Project, then their respective resource units
for each task is proportional to their respective assigned effort values on the corresponding
Project Management task.
In Microsoft Project-controlled mode, during synchronization, the resource units for each task
assignment are automatically converted by Microsoft Project into hours of effort for the assigned
resource on a Project Management task.
Actual Effort and Time Management Integration
In PPM Time Management, resources can enter actual effort for summary tasks and they can
enter actual effort for tasks to which they are not assigned.
Actual effort that is entered in Time Management by a resource that is not assigned to the task is
not synchronized to Microsoft Project. Microsoft Project recalculates effort roll-ups and these
values do match those in PPM.
When effort is collected in Time Management at the summary task level, the actual effort at the
leaf task level remains zero while the percent complete varies. The estimated remaining effort at
the leaf task level remains at its full value until the task completes. If this data is transferred to
Microsoft Project, the percent complete is zero until the task completes.
In Project Management-controlled mode or shared control mode, when actual effort is rolled up
to the work plan from Time Management, if the actual effort has not been modified (no new time
has been logged using a time sheet), the corresponding actual effort in the work plan is not
updated. If the actual effort has been modified (new time has been logged using a time sheet), the
corresponding actual effort in the work plan is updated.
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When a Microsoft Project work plan is sent to Project Management, both planned information
and actuals are sent. If you create an Actual Time Summary report from PPM, the actuals in the
report differ from the actuals displayed in the Project Management work plan (Actuals View).
Actual Start and Actual Finish
Synchronizing actual start and actual finish dates may affect Microsoft Project start and finish
dates. See "Scheduled Start and Scheduled Finish Dates" on page 199 for more information.
Actual Start of a Task Group
In Project Management, a task can have actual start and finish dates that are earlier or later than
the scheduled dates. In Microsoft Project, if a task has an actual start or finish date earlier or later
than the scheduled dates, the scheduled dates are automatically overridden. For example, if a task
was scheduled to start on May 1st but is reported to have actually started on May 2nd, Microsoft
Project automatically changes the task scheduled start date to May 2nd.
In Project Management-controlled mode, the start date of a task group in Microsoft Project may
be later than some of its tasks. In Microsoft Project-controlled mode and shared control mode, the
start date of a task group matches the earliest start date of its tasks.
In Project Management-controlled mode, during synchronization, Microsoft Project is placed in
manual calculation mode. In manual calculation mode, Microsoft Project does not force the project
dates to meet its scheduling rules for task relationships (Microsoft Project does not automatically
roll up dates to task groups). Therefore, if the Project Management schedule start date for the
summary task is later than the actual start dates of some tasks (because some tasks were started
early), Microsoft Project updates the scheduled start dates of the tasks but not of the task group.
In Microsoft Project-controlled mode and shared control mode, during synchronization, Microsoft
Project remains in automatic calculation mode. Microsoft Project automatically updates the
scheduled start dates of the tasks and the task group.
Estimated Finish Date
While there is an estimated finish date in Project Management, there is no corresponding field in
Microsoft Project. The estimated finish date in Project Management is synchronized with the
finish date in Microsoft Project since, in Microsoft Project, the start and finish dates are
automatically updated to reflect actual dates and estimates as they become available. You can use
the baseline feature to capture the original finish date for variance reporting.
In Project Management-controlled mode, synchronizing the estimated finish date creates a
constraint in Microsoft Project. When a specific value is entered as the finish date in Microsoft
Project, the application assumes that the task should also be constrained to finish exactly on that
date. When the finish date of a Microsoft Project task is synchronized to a Project Management
estimated finish date, Microsoft Project implicitly creates a finish-no-earlier-than constraint with
this same date.
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In Microsoft Project-controlled mode and shared control mode, the Project Management
estimated finish date is synchronized with the Microsoft Project finish date.
Other Synchronization Considerations
Cutting and Pasting Tasks
Cutting and pasting a task in Microsoft Project is the same as deleting a task and adding a new
task with the same attributes. While the tasks may appear the same, the synchronization process
does not recognize the pasted task to be the same as the cut task.
To verify the effects of editing a task (for example, cutting, pasting, or moving), display the
Unique ID column in Microsoft Project. If, after editing the task, the Unique ID remains the same,
the synchronization process recognizes the task as the same task. If the Unique ID changes, the
synchronization process does not recognize the task as the same task.
Baseline Dates
Baseline information is not synchronized. The project baseline can be captured and maintained in
either product, as the project manager prefers.
Blank Lines
During the synchronization, all blank lines are deleted from the Microsoft Project file. Notifications
and warnings are not displayed nor logged when the blank lines are removed.
Calendars
The project regional calendar is exported to Microsoft Project in Project Management-controlled
mode or any time a Project Management work plan is used to create a new plan in Microsoft
Project. Calendar hours-per-day and work days per week are exported, but calendar exceptions
are not.
Resource calendars are not synchronized between the two applications. Since both duration and
effort are a function of both start/finish dates and resource calendars, the duration values in
Project Management and Microsoft Project might not match. (For example, a task spans five days.
For that span of five days, the Project Management resource calendar is configured to have two
of the days as non-working time. In Microsoft Project, this information is not configured in the
resource calendar. Therefore, in Project Management, the actual duration is three days while in
Microsoft Project, the actual duration is five days.) Since tasks in Microsoft Project are created as
fixed duration in these cases, the total effort will match Project Management data. You do not
need to maintain resource calendars in both applications.
Cost Roll-up and Health Calculations
When sending information from Microsoft Project to Project Management, roll-up of cost and
health calculations is deferred in order to keep the synchronization process as efficient as
possible.
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Macros, VB Scripts, and Other Extensions
Macros, VB scripts, and other extensions should not be affected by the synchronization. However,
it may be necessary to disable some extensions during synchronization (because the changes
made using the Microsoft Project COM interface can trigger these extensions).
References
Microsoft Project does not support references therefore Project Management references are not
synchronized to Microsoft Project.
Shared Resource Pools
A Microsoft Project work plan can be scheduled using a shared resource pool and synchronized
with Project Management.
During synchronization, if the shared resource pool is not open, the synchronization may pause.
A Microsoft Project dialog appears, asking if you would like to open the shared resource pool. To
proceed with the synchronization, respond to the Microsoft Project dialog.
Units
Units are also referred to as resource load percentages. In Microsoft Project, each resource can be
assigned to a task with a different load percentage (from zero percent to one hundred percent.)
For example, the same resource could be assigned to two different tasks and have a resource load
percentage of fifty percent for each one.
Since Project Management does not track assignment units, the load percentage of any resource
imported into Project Management will not be recognized.
Conditional Editing Allowed in Project Management
"Table 10-4. Conditional editing allowed in Project Management" below summarizes the allowed
or restricted conditional editing in Project Management for each of the three synchronization
modes. Any function in Project Management that could change information controlled by
Microsoft Project (including keyboard shortcuts) is disabled. See "Conditional Editing Allowed in
Project Management" on page 249 for more information.
Table 10-4. Conditional editing allowed in Project Management
Fields in Project
Management
Project Managementcontrolled
Microsoft Projectcontrolled
Shared Control
Mode
Add/Delete Task icon
Yes
No
No
Indent/Outdent Task
icon
Yes
No
No
Work Plan page
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Table 10-4. Conditional editing allowed in Project Management, continued
Fields in Project
Management
Project Managementcontrolled
Microsoft Projectcontrolled
Shared Control
Mode
Move up/Move down
Task icon
Yes
No
No
Schedule Project icon
Yes
No
No
Planning fields
Yes
No
No
Actuals fields
Yes
No
Yes
Structure fields
Yes
No
No
Other non-shared
fields
Yes
Yes
Yes
Status field
Yes
No
Yes
Schedule fields
Yes
No
No
Actuals fields
Yes
No
Yes
Yes
No
Yes
Task Details page
Rollup
My Tasks portlet
Actuals fields
Choosing the Right Synchronization Mode
Each project manager can choose from one of three different synchronization modes for each
project. A project manager may choose to use one, two, or all three synchronization modes for the
projects he owns.
In general, we recommend using the Project Management-controlled mode, where Project
Management is used for project planning and tracking actuals.
If you prefer to plan the project in Microsoft Project, Microsoft Project-controlled mode or shared
control mode is recommended.
If you prefer to use Microsoft Project but actuals are tracked using PPM Time Management,
shared control mode is recommended.
An organization may benefit from standardizing the use of a single synchronization mode. For
example, if all projects are synchronized with Microsoft Project in the same manner, external
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stakeholders can have the same expectations about the timeliness of the project information
presented in the PPM Dashboard.
The following examples show how the Plug-in for PPM can be used in different situations. For
higher-level scenarios, see "Project Management Strategies" on page 212.
Create a New Project Management Project Based on an Existing Microsoft
Project Plan
A project manager planning a new project may want to create the new plan using Project
Management but use an existing Microsoft Project plan as the starting point.
Because planning will be done in Project Management, the project manager should open the
existing Microsoft Project plan in Project Management and select Project Management-controlled
mode.
If the project manager wants to see or present the Project Management project in Microsoft
Project views, the modified Project Management work plan can be synchronized to Microsoft
Project.
Display Existing Microsoft Project Plans in Project Management
If the stakeholders and participants are not familiar with Project Management, a gradual transition
from active Microsoft Project projects to Project Management projects is recommended. Planning
and tracking actuals are done in Microsoft Project, but the project is viewed from the PPM
Dashboard.
The project manager should open the existing Microsoft Project plan in Project Management and
select Microsoft Project-controlled mode.
If any errors occur during the initial synchronization, a dialog displays these errors. To enable full
information tracing for synchronization, see "Enabling Synchronization Logs" on page 232.
Convert Existing Microsoft Project Plans to Project Management Projects
If stakeholders and participants are familiar with Project Management, the project manager can
choose to transition only tracking actuals or both planning and tracking actuals to Project
Management.
If stakeholders and participants are only tracking actuals in Project Management, the project
manager should open the existing Microsoft Project plan in Project Management and select
shared control mode.
If stakeholders and participants are both planning and tracking actuals in Project Management,
the project manager should open the existing Microsoft Project plan in Project Management and
select Project Management-controlled mode.
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Update a Microsoft Project Work Plan Hierarchy Integrated with Project
Management
If a Microsoft Project work plan is integrated with Project Management, in shared control mode,
Microsoft Project controls the work plan. However, some changes to the work plan hierarchy that
are allowed in a Microsoft Project are not allowed in Project Management.
If you convert a leaf task with actuals to a summary task in Microsoft Project, in shared control
mode, integration with the Project Management work plan fails. Converting a leaf task with
actuals to a summary task is not allowed in Project Management as it may result in invalid data in
Time Management.
If you experience an integration error related to the modification of the work plan hierarchy, use
an existing backup copy as a starting point from which to reapply your most recent edits. See
"Backing Up Microsoft Project Files" on page 231 for more information about backups.
Augment Microsoft Project with Project Management Publishing
Similar to displaying existing Microsoft Project plans in Project Management, project managers
can augment their Microsoft Project plans by publishing project information in Project
Management to stakeholders and participants. In this situation, the project manager does not
wish to transition from Microsoft Project to Project Management. However, the project manager
would like to take advantage of the publishing capabilities of Project Management (for example,
displaying project overviews and task assignments from the PPM Dashboard).
If stakeholders and participants plan and track actuals in Microsoft Project, the project manager
should open the existing Microsoft Project plan in Microsoft Project-controlled mode.
If the project manager prefers to enter the actuals of participants (for example, the project
manager collects actuals verbally or through email) in Microsoft Project, the project manager
should open the existing Microsoft Project plan in Microsoft Project-controlled mode.
In this situation, the project manager should set stakeholders' expectations about project
information in Project Management. Unlike projects controlled by Project Management, the
project status information presented in Project Management may not always be current. For
example, if the project manager collects and enters project actuals into Microsoft Project on a
weekly basis, the project information presented in Project Management may be up to a week out
of date. Project managers should communicate this to stakeholders.
Augment Microsoft Project by Collecting Actuals with Project Management
If a project manager wants to use advanced Microsoft Project functionality (for example, resource
leveling with a shared resource pool) while providing up-to-date information to stakeholders and
collecting actuals directly from participants using Project Management, the project manager
should open a project in shared control mode.
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If the participants are not familiar with Project Management, the project manager should keep the
collecting of actuals as simple as possible. The project manager should enable only a few actuals
fields to be collected through Project Management. For example, a participant may be asked to
update the status of his tasks by selecting from Ready,In Progress, or Complete. If early or late
starts and finishes are common, the project manager can enable these actual fields to allow
participants to directly communicate when work actually occurred. If these are uncommon events,
the project manager may track these exceptions personally by changing the start and finish dates
in Microsoft Project, avoiding the possibility of participants entering incorrect dates.
Although a Project Manager is used to thinking about tasks in terms of the time or duration
worked, percent complete, remaining work, and so forth, most participants are not familiar with
these concepts. The project manager should carefully plan how many and how quickly these
concepts are introduced to participants.
Once participants become familiar with Project Management concepts, the project manager can
collect a richer set of actuals. Many actuals, such as actual work performed, are a key to
understanding performance and making progressive improvement.
Microsoft Project offers a wide range of actuals fields, which are tightly interrelated by automatic
data integrity rules. Most project managers do not learn all of these automatic data integrity rules.
Instead, they learn how to track the information that matters to them by making entries into only
a few fields. When tracking actuals through Project Management, these are the fields that the
project manager should enable in the PPM Dashboard.
Improved Search Result in Microsoft Project
In Microsoft Project, the project search result is presented in a more user-friendly manner where
only projects for which you are the project manager are returned. Therefore, all the projects
returned in the search result are accessible, meaning that you can open these projects from PPM,
and send them to PPM.
Note: To search projects in Microsoft Project, you must have the following access grants:
l Project Mgmt: Edit Projects
l Project Mgmt: Synchronize Work Plans
Data Loss When Changing the Synchronization Mode
We strongly recommend that you do not change the synchronization mode of a project as it may
result in the loss of data. Carefully consider the synchronization mode of a project before creating
it.
Data can be lost when changing the synchronization mode in the following ways:
l Active Loss occurs when data that was synchronized in the previous mode is not synchronized
in the new mode. This data could be lost or overwritten. Tracking information is most
susceptible to active loss.
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l Passive Loss occurs when synchronization does not happen immediately before a
synchronization mode change occurs. In this case, data that was entered since the last
synchronization may be overwritten or discarded during synchronization in the new mode.
To change the synchronization mode, update the Integration Mode section in the project-level
settings.
For additional information, see "Changing Synchronization Modes and the Project Calendar" on
page 217.
Synchronizing Microsoft Project Information Stored in an SQL
Server Database
If a project is stored in an ODBC source such as SQL Server database, do the following to
synchronize the project to Project Management:
1. Open the project in Microsoft Project.
2. Select Save As to save the project to your local system.
3. Synchronize the saved Microsoft Project file to Project Management.
Note: In order to synchronize a project to Project Management, the project must be in a file
format. The binary MPP file format is recommended.
Project Management Strategies
The following scenarios demonstrate how project managers can use different project
management strategies offered by the integration. For additional scenarios, see "Choosing the
Right Synchronization Mode" on page 208.
Publishing a Project Management Work Plan through Microsoft
Project
A project manager who uses Project Management to manage projects can use the integration to
publish the projects. Publishing can simply mean distributing the Microsoft Project file to external
audiences (such as a Program Management Office group). Publishing could also mean
synchronizing the Microsoft Project file with Project Management, and then running Microsoft
Project reports for distribution. The projects can be published on a regular basis (weekly or
quarterly) or at defined milestones (such as design completion).
To publish a Project Management work plan through Microsoft Project:
1. Open a blank file in Microsoft Project.
2. Open the Project Management work plan in Microsoft Project. (See "Opening a Project
Management Work Plan from Microsoft Project" on page 239 for detailed instructions.)
3. Save the project and run reports as usual.
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After the first export, you may choose to synchronize the Project Management work plan with the
Microsoft Project file in Project Management-controlled mode. This will effectively regenerate the
Microsoft Project file.
This can also be used to recover a lost Microsoft Project file from a previously-synchronized
Project Management work plan.
Publishing a Microsoft Project File through Project Management
A project manager who uses Microsoft Project to manage projects can publish those projects
using Project Management. You can create a work plan in Project Management from a work plan
template and subsequently open it in Microsoft Project for further editing. This allows you to take
advantage of any standards enforced by a PMO. Publishing means loading the project data into
the Project Management repository, which has the following benefits:
l The project status appears in the PPM Dashboard. Project Management calculates exceptions
and health status (red/yellow/green) based on the project's policy settings.
l Project participants and external audiences can see the project in various interfaces such as the
My Tasks portlet and search pages. Although these participants cannot use Project
Management to update project status, this is an effective way to increase visibility of project
information.
l Project Management users can create references from other PPM entities (such as requests
and packages) to tasks in the synchronized project. These references could be used to monitor
the state of a particular task.
To publish a Microsoft Project file through Project Management:
1. Create a project in Project Management without a work plan.
2. Ensure that the project's integration mode is set to Microsoft Project control.
3. Send the Microsoft Project file to Project Management. (See "Sending a Microsoft Project
Work Plan to Project Management" on page 240 for detailed instructions.)
The project manager is likely to publish the project to Project Management on a regular basis. This
can be done by selecting PPM > Update Associated Work Plan in Microsoft Project. Information in
Project Management is updated based on the information in the Microsoft Project file, and
information unique to Project Management is retained.
Using Both Applications to Track Different Project Data
A project manager who uses Microsoft Project to plan and manage projects can use Project
Management to collect actuals from participants. In addition to the benefits described previously
in "Publishing a Microsoft Project File through Project Management" above, this integration shifts
some of the effort of collecting and entering actuals information from the project manager to the
participants. The project manager will need to synchronize the projects periodically, either to
publish a re-planned work plan to Project Management or to collect new actuals updates into
Microsoft Project.
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To use Project Management to track actuals from Microsoft Project:
1. Create the work plan.
l You can create the work plan initially in Microsoft Project and subsequently send it to
Project Management in order to establish the work plan integration. All work plan editing
should still be done in Microsoft Project.
l You can also create the work plan initially in Project Management using a work plan
template and subsequently edit it in Microsoft Project. This allows standards to be
enforced even when using Microsoft Project for work plan management.
2. In Microsoft Project, select PPM > Update associated work plan.
The Update Associated Work Plans dialog box opens.
3. Select Send work plan information from MSP to PPM or Retrieve actuals from PPM to MSP
and click OK.
See "Setting a Synchronization Mode for Project Management and Microsoft Project" on page
216 for more detailed information.
Project-Level Settings for Integration
There are a number of settings for projects in Project Management which are determined by
project policies. Project policies are inherited from the project type used to create a particular
project. For more information on project types and policies, see "Configuring Project Types" on
page 24. The settings that pertain to Microsoft Project integration are set by the Microsoft Project
Integration policy.
Figure 10-2. Microsoft Project Integration policy
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To view or modify project settings for a project, click Settings from the Project Overview page.
Note: Changes to the Microsoft Project Integration policy at the project type level do not
propagate to projects of that type.
Integration Mode
This setting determines which application has control over project information when
synchronizing between Project Management and Microsoft Project.
l If PPM controls all shared work plan information (Project Management-controlled mode), then
any changes made in Microsoft Project are automatically discarded when project information is
synchronized, as described in "Publishing a Project Management Work Plan through Microsoft
Project" on page 212.
l If Microsoft Project controls all shared work plan information (Microsoft Project-controlled
mode), then work plan fields in Project Management are not editable, as described in
"Publishing a Microsoft Project File through Project Management" on page 213.
l If control is shared (shared control mode), then work plan information is determined by
Microsoft Project, while actuals data is gathered by Project Management, as described in "Using
Both Applications to Track Different Project Data" on page 213.
Note: While it is possible to switch modes during project execution, it is not recommended
unless you are moving to Project Management control.
Setting a Synchronization Mode for Project Management and Microsoft
Project
Control of projects that have been created in one application and opened in the other can be
subsequently shared between Microsoft Project and Project Management using one of three
modes defined by Project Management. These control modes are established on the Project
Management side, in the Microsoft Project Integration policy in the project settings. See "ProjectLevel Settings for Integration" on page 214 for details on its settings.
l Project Management-controlled. Selecting PPM > Update associated work plan in Microsoft
Project completely refreshes the plan information in Microsoft Project with the work plan from
Project Management.
l Microsoft Project-controlled. Selecting PPM > Update associated work plan in Microsoft
Project completely refreshes the plan information in Project Management with the work plan
from Microsoft Project. Any additional edits made in Project Management are retained (see
"Conditional Editing Allowed in Project Management" on page 249 for details). If the Microsoft
Project work plan includes resources that cannot be mapped to resources in PPM, you will be
asked to map these resources. See "Planned Information" on page 196for more details.
By default, whenever you send a Microsoft Project file to Project Management, a backup copy
of the .mpp file is automatically saved to the same directory in which the original file is stored,
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with the extension .bak.
If you originally created the work plan in Project Management using a work plan template, tasks
marked as required by the template cannot be deleted in Microsoft Project.
l Shared control. Selecting PPM > Update associated work plan in Microsoft Project allows you
to choose between the following options:
l Sending updated schedule information from Microsoft Project to Project Management. If
this option is chosen, the integration refreshes the work plan schedule information in the
associated work plan in Project Management based on the data in Microsoft Project. Any
additional edits made in Project Management are retained (see "Conditional Editing Allowed
in Project Management" on page 249 for details). For more details on updating work plan
information, see "Sending Work Plan (Planned) Information from Microsoft Project to
Project Management (Shared Control Mode)" on page 243. If the Microsoft Project work
plan includes resources that cannot be mapped to resources in PPM, you will be asked to
map these resources. See "Planned Information" on page 196for more details.
By default, whenever you send a Microsoft Project file to Project Management, a backup
copy of the .mpp file is automatically saved to the same directory in which the original file is
stored, with the extension .bak.
If you originally created the work plan in Project Management using a work plan template,
tasks marked as required by the template cannot be deleted in Microsoft Project. Tasks that
have actuals logged against them in Project Management cannot be removed from the
Microsoft Project file. You must first remove the actuals if you intend to remove the tasks.
l Retrieving actuals information from Project Management based on the settings described in
"Project-Level Settings for Integration" on page 214. If this option is chosen, the integration
retrieves actuals data from Project Management for your review and optional application.
For more details on obtaining actuals from Project Management, see "Retrieving Actuals
from Project Management (Shared Control Mode)" on page 242.
Changing Synchronization Modes and the Project Calendar
Project Management and Microsoft Project use a separate calendaring system for their projects. If
the synchronization mode is Project Management-controlled, the Project Management calendar is
used. If the synchronization mode is Microsoft Project-controlled or shared control, the Microsoft
Project calendar is used.
If the synchronization mode of a project is changed from Microsoft Project-controlled or shared
control to Project Management-controlled, the Project Management calendar is used. However, if
the synchronization mode of a project is changed from Project Management-controlled to
Microsoft Project-controlled or shared control, the Project Management calendar is still used. If
you want to use the Microsoft Project calendaring system, you must manually change to the
Microsoft Project calendaring system.
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Transferring PPM Information to Microsoft
When transferring information from Project Management to Microsoft Project, you need to
specify how resources are identified in Project Management using the Resource name is done
based on setting, so the Microsoft Project integration can create them correctly in Microsoft
Project.
If you wish to track actuals for your project in Project Management, select the Transfer actuals
information setting to enable the transfer of necessary data. This setting is used in shared control
mode, and any time a Project Management work plan is used to create a new file in Microsoft
Project. Depending on the option selected, the percent complete is applicable either at the tasklevel or resource-level but not both.
The options for the Transfer actuals information setting function as follows:
l Percent Complete. If you select this option, percent complete, at the task level, is the only
actuals information passed to Microsoft Project. Microsoft Project will automatically calculate
the actual efforts and dates for each resource. Schedule information in Microsoft Project
remains unchanged.
Many project managers use percent complete to manage their plans in Microsoft Project.
However, some information in Project Management may not be visible in Microsoft Project. For
example, if a task in Project Management starts four days late, that information is not visible in
Microsoft Project. To overcome this problem, try managing projects by exception in Project
Management.
Select this option if the overall progress of the plan is the most important information to be
shared.
l Percent Complete and Actual Dates. If you select this option, the only actuals information
passed to Microsoft Project are described below. All values are passed at the task level, and
Microsoft Project applies data to assignments using its internal rules. Resource assignment
data, including effort and dates, may not match the data in Project Management.
l Actual start. Applying the actual start date to the task will move the scheduled start of the
task in Microsoft Project and can have cascading impacts on the remainder of the schedule
in Microsoft Project.
l Actual finish (when available). Applying the actual finish date to the task will cause
Microsoft Project to recalculate the task's scheduled finish and duration, which can also
cause recalculation of resource efforts and trigger cascading schedule changes throughout
the plan.
l Estimated finish (if tracked). If the Estimated Finish field is being tracked in Project
Management and no Actual Finish value exists, it will be passed to Microsoft Project as the
scheduled finish for the task, which may have impacts on task duration, efforts, and
schedule for the remainder of the plan.
l Percent complete. When the task-level percent complete is applied, Microsoft Project will
imply resource level efforts.
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Select this option if a resource has logged actuals outside of a task's start or end date or when
actuals dates are accurate but the project manager wants to adjust the schedule.
l Actual Efforts. If you select this option, the only actuals information passed to Microsoft
Project is the resource-level actual effort and estimated remaining effort. Microsoft Project will
then infer the percent complete as well as actual start and scheduled finish dates for the task.
Since the effort may indicate the task will take more or less effort than intended, this can have
cascading impacts throughout the plan (for example, adjustments to the schedule, scheduled
duration, and finish dates), depending on the task setup in Microsoft Project.
You should always track actual effort in Project Management when using this option. You can
also optionally track estimated remaining effort.
Estimated remaining effort is always synchronized, even if it is not tracked. This value is
calculated in the background by Project Management and indicates if a task will take more or
less effort than expected.
Microsoft Project calculates the percent complete. If the effort among resources is uneven, or if
the effort is contoured, the task-level percent complete in Microsoft Project may not match the
value in Project Management because the applications use slightly different calculations.
Select this option if the project manager wants to focus on effort metrics to manage his plans.
Microsoft Storage Location for PPM System Information
The integration requires a custom Microsoft Project field for both tasks and resources in order to
properly transfer information between applications. The first three settings in this category allow
you to specify which field to use.
Note: If you change the custom Microsoft Project field after a work plan has been integrated,
data in the original custom Microsoft Project field is not deleted.
When synchronizing projects in shared control mode, several more custom Microsoft Project fields
must be specified in this category. These fields hold the following:
l Snapshots of data that will be automatically changed by Microsoft Project once
synchronization is complete
l Flags for fields that are changed by the synchronization, and fields that are changed by
Microsoft Project based on those synchronized fields
This project-level setting also allows you to change the field value colors in the custom
Microsoft Project table view for synchronized actuals fields and the fields automatically
changed by Microsoft Project based on the synchronization. For information on using this
custom table view, see "Custom Microsoft Project Filters and Tables" on page 195.
Microsoft Field Mapping
This setting maps Project Management user data and Microsoft Project custom fields. Currently,
only user data and custom fields associated with tasks are supported.
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Map Project Management user data fields to Microsoft Project custom fields
1. Configure Project Management user data.
To configure user data, refer to the section "Configuring Task User Data" in the Project
Management Configuration Guide. Select a text field (for example, Text Field - 200) for the
Validation field.
Note: Microsoft custom text fields for tasks support a field length of 255 characters. The
Project Management user data supports a maximum field length of 200 characters. Data
may be truncated when synchronizing these fields.
2.
3.
4.
5.
If you change user data in the PPM Workbench after uploading the mapping file, the user
data must be saved and the project settings must be refreshed in order to see the changes in
the table.
Click Edit in the User Data & Activity Fields Mapping section.
In the mapping window, double-click a PPM user data field in the Available PPM Fields.
By default, the user data field Activity is enabled, available for you to map.
In Available MSP Fields, double-click a MSP custom field to be mapped with the PPM user
data field.
Repeat step 3 and step 4 to create another mapping relationship.
The one-one mapping relationships are displayed in the middle table.
6. Click OK to confirm the mapping and close the mapping window.
7. Click Save on the Project Setting page to save the mapping.
Remove a user data fields mapping relationship
1. Click Edit in the Microsoft Field Mapping section.
2. In the mapping window, select the mapping relationship you want to remove in the middle
table.
3. Click Remove.
4. Click OK to confirm the mapping removal.
5. Click Save on the Project Setting page to save the change.
Synchronization Modes
Synchronization modes determine how user data fields are controlled:
l If your work plan is Project Management-controlled, user data fields are controlled by Project
Management.
l If your work plan is Microsoft Project-controlled, user data fields are controlled by Microsoft
Project.
l If control is shared, user data fields are controlled by Microsoft Project.
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Note: If a Project Management user data field is disabled, when resynchronizing the data, the
data for this user field is not updated (even if it is defined in the mapping file).
Tasks Creation Mode Note: This section applies to Microsoft Project 2010 only.
In Microsoft Project 2010, you can create tasks in two different modes: Auto Scheduled or
Manually Scheduled. To successfully integrate tasks between Microsoft Project 2010 and PPM, all
Microsoft Project 2010 tasks must be created in Auto Scheduled mode.
If a task is created in Auto Scheduled mode, data in task date and duration fields are validated by
Microsoft Project and all tasks can be successfully integrated with PPM.
If a task is created in Manually Scheduled mode, data in task date and duration fields are not
validated by Microsoft Project. PPM considers this data to be invalid and does not integrate the
data. To successfully integrate all task data, the task must be changed to Auto Scheduled mode.
To change a task's mode, update the Task Mode field.
To set the default task creation mode for new tasks that are added to an existing project, click on
the New Tasks menu at the bottom of the work plan window and select Auto Scheduled.
To set the default task creation mode for new projects, go to the File tab and select Options.
Select Schedule and then set the New tasks created field to Auto Scheduled.
Microsoft Notes Synchronization
Enabling Microsoft Notes Synchronization
To enable notes synchronization,
1.
2.
3.
4.
Open the Project Settings page of the project.
Click Microsoft Project Integration.
In the Microsoft Notes Synchronization section, select Enable Notes Synchronization.
(Required for shared control only) Select the Notes synchronization direction.
l If you select From PPM to Microsoft Project, notes are editable in both PPM and Microsoft
Project. Upon synchronization, notes in Microsoft Project are updated with PPM notes.
l If you select From Microsoft Project to PPM, notes are editable in Microsoft Project only.
Upon synchronization, the Notes tab of task details page is updated with Microsoft
Project notes.
5. Click Save or Done.
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Notes Synchronization in Each Synchronization Mode
If Project Management controls all shared work plan information, notes are editable in PPM.
Notes are also editable in Microsoft Project, however, upon synchronization, any changes made to
Microsoft Project notes are overwritten. When PPM project information is transferred to
Microsoft Project, each note along with its task description, user, and timestamp, are consolidated
into the Microsoft Project Notes field.
Note: When Project Management controls all shared work plan information, even if notes
synchronization is disabled, the task description is always copied from PPM to the Microsoft
Project notes field.
If Microsoft Project controls all shared work plan information, notes are editable in Microsoft
Project only. When the Microsoft Project work plan information is transferred to a PPM project,
the Microsoft Project Notes field is imported into a single PPM Notes field. Formatted text, OLE
objects, and bitmaps, which are allowed in Microsoft Project notes are not allowed in Project
Management notes.
If control is shared, the application that controls and edits notes is determined by the Microsoft
Project integration project settings of the project. See step 4 in "Enabling Microsoft Notes
Synchronization" on the previous page.
Size of Synchronized Notes
By default, both PPM and Microsoft Project limit the size of a synchronized note to 1,500 bytes.
This limitation is only applicable for synchronized notes. That is, you can create and store notes
larger than 1,500 bytes in PPM or in Microsoft Project, but the information that is synchronized
between the two applications is limited in size.
In Microsoft Project, a synchronized note's size is not configurable. That is, the size of a
synchronized note sent from Microsoft Project to PPM cannot be larger than 1,500 bytes and
cannot be modified.
In PPM, a synchronized note's size is configurable. That is, the size of a synchronized note sent
from PPM to Microsoft Project is determined by the MSP_NOTES_SIZE_LIMIT server.conf
parameter. To configure a synchronized note's size in PPM, edit the MSP_NOTES_SIZE_LIMIT
parameter in server.conf. By default, a synchronized note's size is 1,500 bytes. Refer to the
Installation and Administration Guide for more information about editing the server.conf file.
Notes Synchronization when Changing Synchronization Modes
If the synchronization mode of a project is changed from Project Management-controlled to
Microsoft Project-controlled, notes initially provided in Project Management are deleted when the
project is synchronized. To preserve notes initially provided in Project Management, synchronize
the project to Microsoft Project before changing the synchronization mode.
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Project Management Activity Synchronization
Activities are simple configuration entities that can be associated with tasks in the project work
plan. Tasks can be characterized by the type of activity involved in accomplishing the task. For
example, certain tasks could be categorized as design activity while other tasks could be
characterized as testing activity.
Although they can be used for simple categorization, activities are usually used to identify costs
that can be capitalized for Statement of Position (SOP) 98-1 compliance. For example, activities
marked as capitalized will categorize the costs of associated tasks as capital if the project supports
capitalization. A project or task is identified as capitalized when it is associated with a capitalized
activity.
Project Management comes with a pre-defined set of activities reflecting common SOP 98-1
categories that can be configured for use with tasks.
If you choose not to activate SOP 98-1 tracking, activities can still be associated with tasks as a
categorization tool, and any associated costs will be considered operating expenses. That is,
activities can be used even when SOP 98-1 functionality is not enabled, but they cannot be
marked as capitalized, nor will projects or tasks associated with any activities track capitalization
data.
Note: Activities can also be associated with requests and packages (but cannot be
capitalized). However, only activities associated with tasks can be mapped and synchronized
between Project Management and Microsoft Project.
For detailed discussion of configuring activities and activity behavior, see the Financial
Management User Guide.
Enabling Microsoft Project Integration Options: Activity Synchronization and
Mapping
Activities in Project Management are mapped to and from the Microsoft Project custom field
Text1 (by default, Text1 is configured).
To enable activity mapping, from PPM, do the following:
1.
2.
3.
4.
5.
Open the project.
Click Settings on the Project Overview page.
Click Microsoft Project Integration.
In the Microsoft Field Mapping section, select Enable Activity Synchronization.
Select the Microsoft Project custom field to map to Project Management activities. By default,
Text1 is selected.
Note: By default, you can select custom field Text1 - Text29 from the drop-down list
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because, by default, the Microsoft Project custom field Text30 is used to store the
project link information (see Project Management Configuration Guide for more
information). The custom field used to store the project link cannot be used to map
activities. If your administrator has configured the project link to use a different custom
field, that field does not display in the drop-down list.
6. Click Done.
Project Management and Microsoft Project Activity Synchronization Modes
The synchronization mode of a project determines which application (PPM or Microsoft Project)
has control over project information when updating information between Project Management
and Microsoft Project.
If Project Management controls all shared work plan information, activities are editable in PPM
only. When PPM project information is transferred to Microsoft Project, the PPM Activity field is
exported to Microsoft Project custom field Text1 (by default).
If Microsoft Project controls all shared work plan information, activities are editable in Microsoft
Project only. When the Microsoft Project work plan information is transferred to a PPM project,
the Microsoft Project custom field Text1 (by default) is imported into the PPM Activity field.
If control is shared, activities are controlled by and editable in Microsoft Project only. When the
Microsoft Project work plan information is transferred to a PPM project, the Microsoft Project
custom field Text1 (by default) is imported into the PPM Activity field.
Activity Synchronization Behavior in Microsoft Project
When synchronizing activities, you should either let the Plug-in for PPM generate the activity
column in Microsoft Project or define the activity column in Microsoft Project using the label
"Activity" and map the same custom field configured in the PPM project settings.
If the activity column is defined incorrectly (either the Microsoft Project column is not labeled
"Activity" or the custom field used is not the same custom field configured in the PPM project
settings), the following occurs:
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Table 10-6. Mislabeled Activity Column Behavior
Microsoft Project-controlled or
Shared Control
Project Management-controlled
Microsoft
Project
Column
Label is
Incorrect,
Custom
Field is
Correct
When a PPM work plan is first opened from
Microsoft Project, a column labeled "Activity"
in Microsoft Project is created. If the
"Activity" column is renamed, activities in
PPM are still synchronized to the same
(renamed) column in Microsoft Project.
Mislabeled activities in Microsoft
Project are synchronized to
activities in PPM. A warning
message is logged.
Microsoft
Project
Column
Label is
Correct,
Custom
Field is
Incorrect
When a PPM work plan is first opened from
Microsoft Project, a column labeled "Activity"
in Microsoft Project is created. If another
column labeled "Activity" is added in
Microsoft Project that is mapped to a
different custom field (not the one
configured in the PPM project settings), it is
ignored during synchronization.
The column labeled "Activity" in
Microsoft Project is not
synchronized in PPM. Instead,
another column labeled "Activity" is
created that is mapped to the
correct custom field. A warning
message is logged to rename the
initial column labeled "Activity."
Note: After the first synchronization, do NOT modify the column label or mapped custom
field in Microsoft Project.
Activity Inheritance Behavior
Tasks and summary tasks can inherit their activity settings from their parent projects, making it
unnecessary to manually set the activity for every task and summary task within a project.
Activity inheritance follows certain rules (also described in the Financial Management User
Guide):
l When an activity is set on a project, the same activity cascades down to all its children. These
children will continue to inherit whatever their parent's activity setting is. If one of these
children is moved to a different parent with a different activity setting, the child will acquire the
new parent's activity setting.
l When a child with a different activity setting than its parent is found, the activity setting
cascade stops and that child's activity setting is preserved. This child's activity setting will be
preserved even if the child is indented, outdented, or cut-and-pasted under a different parent.
l In the case of a child with a different activity setting, manually setting that child's activity setting
to that of its parent means that its activity setting will no longer be preserved, and will become
that of its current parent.
l Manually setting a child's activity to an empty value will keep it empty, but it will not stay empty
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if the child is moved to a parent with a non empty activity setting.
l If a summary task's parent changes its activity setting, the new activity will be applied to the
summary task and all its children as well, unless the summary task's activity setting is different
than its parent's, in which case the summary task and its children will remain untouched.
Additional rules regarding activity inheritance behavior:
l In Project Management-controlled mode, when activities are synchronized, if a child's activity is
empty in PPM, it will remain empty in Microsoft Project.
l In Microsoft Project-controlled mode and shared control mode, when activities are
synchronized, if a child's activity is empty in Microsoft Project, that child's activity will inherit its
parent's activity in PPM.
Preserving External Predecessors
In Microsoft Project-controlled or shared control synchronization mode, you can decide whether
or not the existing external predecessors of work plan tasks in Project Management projects are
preserved after synchronization from Microsoft Project.
To do so,
1. Open the project from PPM.
2. Click Settings to go to the Project Settings page.
3. Click Microsoft Project Integration.
4. Scroll to the bottom, and in the External Predecessors section, select or deselect the
checkbox Preserve existing external predecessors in this project when the work plan is
synchronized from Microsoft Project.
By default, this checkbox is selected. The existing external predecessors in the project are
preserved after synchronization.
5. Click Save or Done.
Service Portfolio Management Support
In PPM, Service Portfolio is used to track, categorize, and analyze business services and labor
cost-related IT project initiatives and requests. A Service field may be added to a task in a Project
Management work plan and may be a required field. There is no service-related field in Microsoft
Project.
When you synchronize a Microsoft Project work plan to PPM or open a work plan from PPM,
synchronization of the Service field depends upon the synchronization mode and the project
settings for the field.
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Project Management-Controlled
Because there is no service-related field in Microsoft Project, when you export a new PPM project
work plan or synchronize updates to Microsoft Project, the Service fields and their values are not
imported to Microsoft Project.
If you modify the service for an existing project in Project Management-controlled mode, the
service is saved but is not synchronized to your Microsoft Project work plan. If you switch to
Microsoft Project-controlled mode, update the Microsoft Project work plan actuals, and
synchronize the updates of actuals information back to the PPM project work plan, the services
for existing work plan tasks maintain the same values and new work plan tasks inherit their parent
service.
Microsoft Project-Controlled and Shared Control
Service field synchronization behavior is described in "Table 10-7. Service Synchronization
Behavior for Microsoft Project-Controlled" below, defining what happens when the Service field is
or is not required, if a default service is or is not defined, and if a service is or is not assigned to a
parent task. During synchronization, when assigning a service to a new work plan subtask, the
service assigned to a parent task takes precedence over the default service. A root task does not
have a parent service.
Table 10-7. Service Synchronization Behavior for Microsoft Project-Controlled
Service is Not Required
Service is Required
No Default Service
For existing work plan tasks in
the PPM project, the Service
field maintains the same values.
For existing work plan tasks in the
PPM project, the Service field
maintains the same values.
For a new work plan task, the
Service field is empty.
For a new work plan task,
synchronization fails. An error
message opens indicating that the
Service field is required and is not
set on this project. Set a default
service in the PPM project and
send the Microsoft Project work
plan again.
No Service Assigned
to Parent Task (may
be a root task)
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Table 10-7. Service Synchronization Behavior for Microsoft Project-Controlled, continued
Service is Not Required
Service is Required
No Default Service
For existing work plan tasks in
the PPM project, the Service
field maintains the same values.
For existing work plan tasks in the
PPM project, the Service field
maintains the same values.
For a new work plan task, the
Service field inherits the parent
service.
For a new work plan task, the
Service field inherits the parent
service.
For existing work plan tasks in
the PPM project, the Service
field maintains the same values.
For existing work plan tasks in the
PPM project, the Service field
maintains the same values.
For a new work plan task, the
Service field inherits the default
service.
For a new work plan task, the
Service field inherits the default
service.
For existing work plan tasks in
the PPM project, the Service
field maintains the same values.
For existing work plan tasks in the
PPM project, the Service field
maintains the same values.
For a new work plan task, the
Service field inherits the parent
service.
For a new work plan task, the
Service field inherits the parent
service.
Service Assigned to
Parent Task
Default Service
Specified
No Service Assigned
to Parent Task (may
be a root task)
Default Service
Specified
Service Assigned to
Parent Task
For more information about service inheritance behaviors, see the Project Management
Configuration Guide.
Cost and Effort Policy and Time Management
If you are using Time Management to track actuals, in the Cost and Effort policy, you can select
the level (task or project) at which actuals are tracked.
If actuals are tracked at the project level, these actuals are not sent to Microsoft Project because
Microsoft Project only tracks actuals at the task level. Project level actuals in Microsoft Project are
automatically calculated or rolled up from task level actuals.
When you track actuals using Time Management, you can change the level at which actuals are
tracked. If you have entered actuals at the task level and then change the project to track time at
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the project level, you cannot change the level back to the task level until you remove all the actuals
for the project from the time sheets that track time against the project.
User Preferences for the Plug-in for PPM
The tasks included in this section are optional.
In Microsoft Project, you can set user preferences for the Plug-in for PPM to configure the
interaction between Microsoft Project, PPM, and Microsoft Project Server. From the PPM Plugin
Preferences page, you can change settings for language, prompting, highlighting, backup files,
log files, the PPM Server, custom HTTP header, the proxy server, and the calendar used.
To access the PPM Plugin Preferences page, from Microsoft Project, select PPM > User
Preferences.
Microsoft Project Options
Microsoft Project options are used to configure the interaction between Microsoft Project and the
Plug-in for PPM. Use these options to set the language and to enable or disable save prompting,
highlighting, backups, and log files.
Setting the Language for the Plug-in for PPM
Both PPM and Microsoft Project provide support for multiple languages. The Plug-in for PPM
also supports multiple languages. Setting the language for the Plug-in for PPM provides standard
translations of static interface elements of the PPM menu in Microsoft Project. By default, the
language used by the Plug-in for PPM is the language configured for Microsoft Project.
When the language setting is changed and the preferences are saved, Microsoft Project must be
restarted for the change to take effect.
The following fields can be used to set the language for the Plug-in for PPM.
Table 10-8. Language Settings
Field
Description
Use
Microsoft
Project
language
Default selection. Select this checkbox to use the language that is configured for
Microsoft Project.
If this checkbox is selected and you change the language for Microsoft Project, the
language for the Plug-in for PPM automatically changes to the language of
Microsoft Project when Microsoft Project is restarted.
If the language configured for Microsoft Project is not supported by PPM, the
Plug-in for PPM does not load. At a minimum, the MspTextResources_
<xx>.properties must exist for the Plug-in for PPM to load. See the Multilingual
User Interface Guidefor more information.
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Table 10-8. Language Settings, continued
Field
Description
Language Select a language used by the Plug-in for PPM. If the Use Microsoft Project
language checkbox is selected, you cannot select a language in this field. If you
select a language, this selection is not affected by any changes you make to the
Microsoft Project language.
By default, Dutch, English, French, German, Italian, Japanese, Korean, Portuguese,
Russian, Simplified Chinese, Spanish, and Turkish are the language selections
available. Additional language selections are determined by the language packs
installed on the PPM Server or if properties files have been translated and
deployed (see the Multilingual User Interface Guide for more information).
Note: The Plug-in for PPM language setting only affects the PPM menu and dialogs. The
language settings in PPM and Microsoft Project determine how menus, dialogs, and data is
displayed in the respective applications.
Disabling Save Prompting
When you save a Microsoft Project file that is associated with a Project Management work plan
that is Microsoft Project-controlled or shares control, you are prompted to send the work plan to
Project Management. This gives you the option to send changes to Project Management.
If you do not want the option to send changes to the Microsoft Project work plan to Project
Management after saving the file, you can disable the prompt. By default, the prompt is enabled.
To disable save prompting,
1. Open the project in Microsoft Project.
2. Select PPM > User Preferences.
3. In the Microsoft Project tab, unselect the Prompt me to update the associated project in
PPM when I save the Microsoft Project file checkbox.
4. Click Save.
Enabling Highlighting for Work Plans Controlled by Project Management
You can enable the Plug-in for PPM to change the color of the scheduled dates that are
automatically changed by Microsoft Project in the Microsoft Project table view for work plans
controlled by Project Management. When enabled, the default color is blue but can be set to a
different color in the Project Management project-level settings (see "Microsoft Storage Location
for PPM System Information" on page 219).
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To enable highlighting,
1. Open the project in Microsoft Project.
2. Select PPM > User Preferences.
3. In the Microsoft Project tab, select the Highlight schedule slip in PPM control mode
checkbox.
4. Click Save.
If your project is large, enabling this option may decrease the performance of synchronization.
Loading the Plug-in for PPM on Demand
By default, when starting Microsoft Project, the Plug-in for PPM is loaded automatically.
However, it may take some time to load the Plug-in for PPM. If this delay is not acceptable, you
can set a preference to load the Plug-in for PPM when you want to use it.
To load the Plug-in for PPM on demand,
1.
2.
3.
4.
Open the project in Microsoft Project.
Select PPM > User Preferences.
In the Microsoft Project tab, unselect the Load PPM Plugin on Startup checkbox.
Click Save.
Backing Up Microsoft Project Files
By default, every time work plan information is successfully sent from Microsoft Project to Project
Management, the open .mpp file is saved and a copy of the .mpp file is saved to a backup file. The
backup file has the same name as the .mpp file but uses the extension .bak. By default, the
directory to which the backup file is saved is the same directory in which the original .mpp file is
stored.
Note: When .mpp file and user settings point to different PPM Server URLs, a warning
message pops up asking you to choose one.
If you experience an integration error related to the deletion of a task or resource in Microsoft
Project that had actuals, you can use the backup copy as a starting point from which to reapply
your most recent edits. See "Deleting Required Tasks or Tasks/Resources with Actuals" on page
258 for more information.
You can enable or disable the automatic backup and set the backup directory from the PPM
Plugin Preferences page.
Note: Automatic backups do not occur for Microsoft Project Server-based projects.
To enable or disable backups and to set the backup directory,
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1. Open the project in Microsoft Project.
2. Select PPM > User Preferences.
3. In the Microsoft Project tab, select the Back up the Microsoft Project file after synchronizing
with PPM checkbox to enable automatic backups. Unselect the checkbox to disable automatic
backups.
4. Optionally, set the backup directory in the Save backup project files to field. By default, the
directory to which the backup file is saved is the same directory in which the original .mpp file
is stored.
5. Click Save.
Enabling Synchronization Logs
By default, logging synchronization information between Project Management and Microsoft
Project is disabled (this also helps to optimize performance). You can choose to enable
information tracing for synchronizations, making detailed synchronization logs available from the
Info tab of the Errors, Warnings, and Info window.
To enable full information tracing for a synchronization:
1. Open the project in Microsoft Project.
2. Select PPM > User Preferences.
3. In the Microsoft Project tab, select the Enable logging checkbox.
4. Optionally, type the directory in which to save the log files.
Note: If the user does not have permission to write to the Plug-in for PPM log file,
logging is disabled.
5. Click Save.
Enabling Data Trace Logging
You can enable logging for importing tasks from PPM Center. With this log available, you can see
what and how (in which sequence) tasks information is imported.
1. Open the project in the Microsoft Project.
2. In the Add-Ins tab, select PPM Center > User Preferences.
3. In the Microsoft Project tab, select Enable logging and Enable data trace logging.
The Enable data trace logging option is disabled unless you select the Enable logging
option. By default, the Enable logging option is not selected.
4. (Optionally) Select the directory in which the log files are saved.
5. Click Save.
After you import tasks from PPM Center, the log is recorded in the msp.log file located in the
directory you specified.
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The following is an example of the log for importing tasks.
PPM Options
PPM options are used to configure the interaction between Microsoft Project and PPM. Use
these options to change the PPM Server connection, set a custom HTTP header, and configure
proxy settings.
Changing the PPM Server Connection
By default, the PPM Server to which Microsoft Project connects is the PPM Server from which
you installed the Plug-in for PPM. The PPM Server URL displayed is the PPM instance to which
Microsoft Project synchronizes its files.
To change the PPM Server URL setting,
1. Open the project in Microsoft Project.
2. Select PPM > User Preferences.
3. In the PPM tab, to synchronize with a different PPM Server, type in a different URL in the
PPM Server URL field.
4. Optionally, select or deselect the Remember username checkbox. If selected, the Plug-in for
PPM uses the same username to log in to the PPM Server. If unselected, the Username field
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in the Login dialog will be blank.
5. Click Save.
Setting a Custom HTTP Header
If a custom HTTP header is required for authentication by the PPM Server, you can configure the
header used by the Plug-in for PPM. This custom header is included in every request sent to PPM.
The following fields can be used to configure a custom HTTP header for the Plug-in for PPM.
Table 10-9. Custom HTTP Header Settings
Field
Description
Send a custom Select this checkbox to enable the ability to include a custom HTTP header
HTTP
when connecting to the PPM Server.
authentication
header
Header name
Type the name of the custom HTTP header. The header name should only
contain alphanumeric and special characters, except for space and colon (:). If
an invalid character is typed, it is automatically removed from the header name
when you leave the field.
Include
Windows
domain
Select this checkbox to include the Windows Server domain name with the
username.
The custom HTTP header consists of the header name followed by the Windows Server domain
name (if selected) and the username.
For example, if your system is set up as follows:
Username: smithj
Windows Server Domain: ASIAPACIFIC
Header Name: PPM_Authentication
When you select the Send a custom HTTP authentication header checkbox and if the Include
Windows domain checkbox is not selected, the custom header used is: PPM_
Authentication:smithj
If the Include Windows domain checkbox is selected, the custom header used is: PPM_
Authentication:ASIAPACIFIC\smithj
Configuring a Proxy Server for the Plug-in for PPM
The Plug-in for PPM and the PPM Server exchange data using HTTP. If this connection uses a
proxy server, you must configure the proxy settings. By default, a proxy server is not used.
The following fields can be used to configure a proxy server for the Plug-in for PPM.
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Table 10-10. Proxy Settings
Field
Description
Direct connection
Default selection. Select this option if a proxy server is not required for
the connection between the Plug-in for PPM and the PPM Server.
Internet Explorer
proxy settings
Select this option to use the same proxy server that is configured in
Internet Explorer.
Custom proxy
Select this option to specify a proxy server.
Proxy
server
Type the IP address or name of the proxy server.
Port
Type the port number used to connect to the proxy server.
Proxy
authentication
If the proxy server requires authentication, select or enter the
credentials (username, password, and domain) used to connect to the
proxy server.
Use
Select this checkbox to use credentials provided by Windows to connect
Windows
to the proxy server.
credentials
Username
Type the username used to connect to the proxy server. If you selected
the Use Windows credentials checkbox, you do not need to enter a
username.
Password
Type the password used to connect to the proxy server. If you selected
the Use Windows credentials checkbox, you do not need to enter a
password.
Domain
Optional. Type the Window Server domain name used to connect to the
proxy server. If you selected the Use Windows credentials checkbox,
you do not need to enter a domain.
Enabling PPM-MSP Connection to Go via Web Browser
PPM does not support Common Access Card (CAC), and cannot send client certificate to Citrix
Netscaler. If you log on to MSP plug-in under CAC and Netscaler deployment environment, you
would receive "invalid username and password" exceptions. To address this issue, you should
enable the connections between PPM and MSP to go via Web browser.
1.
2.
3.
4.
Open the project in Microsoft Project.
Select PPM > User Preferences.
In the PPM tab, select the option Enable Web Logon.
Click Save.
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Tasks Creation Options
Tasks creation options are used to specify task type and the sequence of actuals fields when you
import tasks to Microsoft Project from PPM.
Specifying Task Type When Importing Tasks from PPM
1. Open the project in Microsoft Project.
2. In the Add-Ins tab, select PPM Center > User Preferences.
3. In the Tasks Creation tab, Task type section, select the task type for the imported tasks.
4. (Optionally) Select the option Override Default Task Type in MSP Project Options if you
want to change the default task type in MSP Project options to what you select in step 3.
For example, if you check this option and select Fixed Work as the task type in step 3, the
default task type in MSP Project Options will be changed to Fixed Work.
5. Click Save.
Specifying the Sequence of Actuals Fields When Importing Tasks from PPM
Center
1. Open the project in Microsoft Project.
2. In the Add-Ins tab, select PPM Center > User Preferences.
3. In the Tasks Creation tab, Actual fields section, specify the sequence of the actuals fields. The
actual field on the top will be inserted first while the actual field on the bottom will be
inserted last.
You cannot specify the sequence of actuals fields unless you select the option Override PPM
Project Settings.... If you select the option, it only applies to new tasks and is not applicable
when you retrieve actuals from PPM. If you deselect the option, you have to follow the
setting of Transfer actuals information in PPM project.
4. Click Save.
Microsoft Project Server Options
Microsoft Project Server options are used to configure the interaction between Microsoft Project
Server, Microsoft Project, and the Plug-in for PPM. Use this option to set the project calendar
used from the Microsoft Project Server.
Setting the Microsoft Project Server Calendar for the Plug-in for PPM
If a Microsoft Project file is stored on a Microsoft Project Server, the calendar used by the
Microsoft Project file is also stored on the Microsoft Project Server. You can configure the Plug-in
for PPM to use one of the existing project calendars on the Microsoft Project Server. If you do not
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configure a calendar (either by not selecting the checkbox or not typing a calendar name), a
default calendar, based on the language configured for Microsoft Project, is used.
Set the Microsoft Project Server calendar for the Plug-in for PPM if you are required to use a
specific project calendar on the Microsoft Project Server for the Plug-in for PPM. In Project
Management-controlled mode, the Plug-in for PPM must be configured to use a calendar on the
Microsoft Project Server. The calendar is used by the Plug-in for PPM to synchronize task
information during integration.
The following fields are used to configure the Microsoft Project Server calendar used by the Plugin for PPM.
Table 10-11. Microsoft Project Server Calendar Option
Field
Description
Use custom calendar name for
Microsoft Project Server
Select this checkbox to use an existing project calendar
from Microsoft Project Server.
calendar name
Type the name of an existing project calendar on the
Microsoft Project Server. If a name is not entered, a default
calendar, based on the language of Microsoft Project, is
used. For example, in English, the default calendar is PPM
Calendar. In German, the default calendar is PPM Kalender.
Note: If the calendar name does not exist, the next time you synchronize the project, the
synchronization fails.
Creating and Managing the Work Plan
Once you have selected and configured the synchronization mode and determined your project
management strategy, you are ready to start creating and managing your work plans.
l You can create a new work plan in Microsoft Project from an existing Project Management
work plan (see "Opening a Work Plan in Microsoft Project using Project Management" on the
next page and "Opening a Project Management Work Plan from Microsoft Project" on page
239).
l You can create a new work plan in Project Management from an existing Microsoft Project
work plan (see "Sending a Microsoft Project Work Plan to Project Management" on page 240).
l The synchronization mode of the associated Project Management project determines how you
can manage the work plan.
l In Project Management-controlled mode, you can update the Microsoft Project work plan
from the associated Project Management work plan (see "Updating an Associated Work
Plan from Project Management (Project Management-Controlled Mode)" on page 242).
l In shared control mode, you can retrieve actuals from the associated Project Management
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work plan (see "Retrieving Actuals from Project Management (Shared Control Mode)" on
page 242) and send work plan (planned) information to the associated Project Management
work plan (see "Sending Work Plan (Planned) Information from Microsoft Project to Project
Management (Shared Control Mode)" on page 243).
l In Microsoft Project-controlled mode, you can update the associated Project Management
work plan from the Microsoft Project work plan (see "Updating an Associated Work Plan to
Project Management (Microsoft Project-Controlled Mode)" on page 244).
l In shared control mode and Microsoft Project-controlled mode, you can manually map
resources from Microsoft Project to Project Management (see "Manually Mapping
Resources Between Applications (Shared Control Mode and Microsoft Project-Controlled
Mode)" on page 245).
l In Project Management, some editing features may be disabled depending on the
synchronization control mode selected for the project (see "Conditional Editing Allowed in
Project Management" on page 249).
l You can remove, restore, and refresh Microsoft Project and Project Management associations
(see "Removing Microsoft Project and Project Management Associations" on page 250,
"Restoring Microsoft Project and Project Management Associations" on page 251, and
"Refreshing Microsoft Project and Project Management Associations " on page 251).
l If you are working with a Microsoft Project Server-based project, Project Management
functions slightly differently (see "Working with Projects Using a Microsoft Project Server" on
page 252).
l If you experience any synchronization problems, see "Troubleshooting" on page 255.
Opening a Work Plan in Microsoft Project using Project
Management
A project manager who uses Project Management to manage projects can open, in Microsoft
Project, the current Project Management work plan using a menu in the Project Management
work plan.
Note: ActiveX is no longer required to open a work plan in Microsoft Project using Project
Management.
To open a Project Management work plan in Microsoft Project using Project Management:
1. Open the work plan in Project Management.
2. From the work plan, click Actions > Open Work Plan in Microsoft Project.
The Opening PPM_Project.mpp dialog displays.
3. Select Open with Microsoft Office Project (default).
4. Click OK.
5. If prompted, type your Project Management username and password and click OK.
The work plan opens in Microsoft Project.
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Note: Because the Plug-in for PPM must open the work plan, a temporary Microsoft
Project file (PPM_Project.mpp) is created. Do not save this file and do not use it to
manually re-open the work plan in Microsoft Project. If the temporary file is not launched
from Project Management, Microsoft Project may not open the most current or correct
work plan. When the work plan has been opened by Microsoft Project, the temporary file
is deleted.
Opening a Project Management Work Plan from Microsoft Project
A project manager who uses Project Management to manage projects can open, in Microsoft
Project, a Project Management work plan from Microsoft Project. The manager can distribute the
Microsoft Project file to external audiences (such as a PMO group). The manager could also
synchronize the Microsoft Project file with Project Management periodically, and run Microsoft
Project reports for distribution.
For more information on synchronizing your Project Management work plan with its Microsoft
Project counterpart, see "Setting a Synchronization Mode for Project Management and Microsoft
Project" on page 216.
To open a Project Management work plan in Microsoft Project:
1. From the Microsoft Project Add-Ins tabbed area, select HP PPM > Open a PPM Work Plan.
2. If prompted, type your Project Management username and password and click OK.
3. Search for then select a work plan to open.
You can only select from projects that have active work plans. Additionally, the system will
indicate whether the work plan you have chosen has already been integrated with Microsoft
Project.
4. Click Select or double-click the selected item.
Select HP PPM > Show Errors, Warnings and Info to view any informational messages, errors,
or warnings that occurred while opening the work plan in Microsoft Project.
The task structure and task names for the project in Project Management and the project in
Microsoft Project will be identical. There will be a one-to-one relationship between tasks, and
tasks will appear in the same sequence in both projects. Tasks are marked as fixed duration, which
causes resource assignments and efforts to match. Scheduled start and finish dates for tasks
without actuals will be identical in Project Management and Microsoft Project.
Duration is calculated by Microsoft Project based both on the start and finish dates and the
resource calendars in Microsoft Project. Task durations and roll-up durations will sometimes differ
slightly between the two applications.
Variances in duration may also be caused by:
l Calendar exceptions and holidays (they are not synchronized)
l Task constraints when Microsoft Project is in automatic calculation mode (for example, if Task
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2 starts when Task 1 ends, and if the duration of Task 1 changes, then the start date of Task 2
also changes)
Regional calendar settings applied to the project calendar in Microsoft Project include:
l Number of hours per day
l Working days for each week
Custom filters and tables are available for you to quickly view any changes. See "Custom Microsoft
Project Filters and Tables" on page 195 for more information.
Sending a Microsoft Project Work Plan to Project Management
Sending a Microsoft Project work plan to Project Management (using the PPM > Send Work Plan
to PPM menu selection) creates an association between the Microsoft Project work plan and a
Project Management project. A Microsoft Project work plan can be associated to only one Project
Management project.
The Plug-in for PPM sends both planned information and actuals from the Microsoft Project
work plan to a blank Project Management work plan. This menu selection cannot be used to
update planned information and actuals in an existing Project Management work plan.
Note: You may need to create a project without a work plan in Project Management before
sending the file from Microsoft Project.
You can send a Microsoft Project work plan to a Project Management project that is configured
with any of the three synchronization modes. Your project management strategy helps to
determine when and why you would send a Microsoft Project work plan to a blank Project
Management work plan.
For example, in Project Management-controlled mode, you might send a Microsoft Project work
plan to Project Management in order to create a new Project Management project based on an
existing Microsoft Project work plan or to convert an existing Microsoft Project work plan to a
Project Management project.
In shared control mode, you might send a Microsoft Project work plan to Project Management
because you are collecting actuals in Project Management but are using an existing Microsoft
Project work plan or want to use Microsoft Project planning tools.
In Microsoft Project-controlled mode, you might send a Microsoft Project work plan to Project
Management in order to publish a project using Project Management and present the project in
the PPM Dashboard.
When you send a Microsoft Project work plan to a Project Management project, a new work plan
is created in Project Management based on the current .mpp file in Microsoft Project. Projects
using Microsoft Project Server behave somewhat differently; see "Working with Projects Using a
Microsoft Project Server" on page 252.
To send a Microsoft Project work plan to Project Management:
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1.
2.
3.
4.
From the Microsoft Project Add-Ins tabbed area, select PPM > Send Work Plan to PPM.
If prompted, type your Project Management username and password and click OK.
From the Select a Project dialog, click Search.
Select a project to which to send the Microsoft Project work plan.
You can only select from projects that do not have work plans, and only for projects for which
you are the project manager. If no such project exists, you must create one in Project
Management.
5. Click Select or double-click the selected item.
6. The integration automatically performs resource mapping between applications for a Project
Management project that is Microsoft Project-controlled or has shared control. If resources in
Microsoft Project cannot be automatically mapped to resources in Project Management, the
Mapping Resources dialog displays.
Note: Automatic resource mapping occurs upon the first synchronization or when a new
resource is added to Microsoft Project. See "Planned Information" on page 196.
Specify mapping for unmapped resources and click Finish.
You can verify the automatic mappings, modify any of the automatic mappings, and specify
any mappings for unmapped resources at a later time. See "Manually Mapping Resources
Between Applications (Shared Control Mode and Microsoft Project-Controlled Mode)" on
page 245 for more information about the Mapping Resources dialog.
7. If the Project Management project is Project Management-controlled or has shared control,
the Send Actuals dialog displays. You must choose to either Include Actuals (send actuals to
Project Management) or Ignore Actuals (do not send the actuals to Project Management).
Click OK after you have made your selection.
8. The integration is completed when the Integration Complete dialog displays.
From the Integration Complete dialog, you may choose to remove the association between
the Microsoft Project work plan and the Project Management project.
You can also click Show Info to view any informational messages, errors, or warnings that
occurred while sending the work plan to Project Management. See "Enabling Synchronization
Logs" on page 232 for information on how to enable full information tracing.
Click Done to close the dialog.
By default, whenever you send a Microsoft Project file to Project Management, a backup copy of
the .mpp file is automatically saved to the same directory in which the original file is stored, with
the extension .bak. See "Backing Up Microsoft Project Files" on page 231.
During integration, Project Management recalculates the duration of each task based on the
Project Management base and resource calendars, but keeping the start and finish dates the
same.
The Project Management project is initially assigned the In Planning status. After the project
manager verifies that the dates are correct, the project should be moved to the Active status.
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Note: If the Project Management work plan is integrated with Time Management and the
synchronization mode is either Project Management-controlled or shared control, when the
actual effort is rolled up to the work plan from Time Management, if the actual effort has not
been modified (no new time has been logged using a time sheet), the corresponding actual
effort in the work plan is not updated. If the actual effort has been modified (new time has
been logged using a time sheet), the corresponding actual effort in the work plan is updated.
Therefore, when the actual effort is rolled up to the work plan from Time Management, if the
actual effort in Time Management has been updated, the actuals that originated from the
Microsoft Project work plan are overwritten. If the actual effort in Time Management has not
been updated, the actuals that originated from the Microsoft Project work plan are retained.
Updating an Associated Work Plan from Project Management
(Project Management-Controlled Mode)
You can update a Microsoft Project file from the associated Project Management work plan when
Project Management controls the work plan. Changes made directly to the Microsoft Project file
are overwritten during this update.
You can enable the Plug-in for PPM to highlight the scheduled dates automatically changed by
Microsoft Project in the Microsoft Project table view (see "Enabling Highlighting for Work Plans
Controlled by Project Management" on page 230). When enabled, the highlight color is blue.
To update the Microsoft Project file from an associated work plan in Project Management:
1. Open the project in Microsoft Project.
2. Select PPM > Update Work Plan from PPM Project.
Retrieving Actuals from Project Management (Shared Control
Mode)
You can update the Microsoft Project file with actuals data retrieved from the associated Project
Management work plan when Project Management and Microsoft Project share control of the
plan. The integration will show you the tasks in the Microsoft Project work plan that will be
updated with new actuals, and gives you the option of cancelling the update if the changes are
not what you expected.
Microsoft Project maintains internal rules that determine the way field values are calculated in
actuals fields. This will lead to situations where the data in each application does not match
exactly. To manage the transfer of actuals information, use the Microsoft Project Integration
policy for the project. See "Transferring PPM Information to Microsoft" on page 218 for more
information.
Caution: Do not filter out all tasks in Microsoft Project before you retrieve actuals from
Project Management.
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To update the Microsoft Project work plan with actuals from Project Management for a plan using
shared control:
1. Open the project in Microsoft Project.
2. Select PPM > Retrieve Actuals from PPM.
The integration retrieves the actuals specified in the Transfer actuals information setting in
the Microsoft Project Integration policy.
3. The Accepting PPM Actuals dialog box opens, displaying the tasks that have changed and
the nature of their changes. If the changes are not what you expected, you can click Cancel to
cancel the update.
Click Continue to accept the changes.
4. The integration is completed when the Integration Complete dialog displays.
From the Integration Complete dialog, you may choose to remove the association between
the Microsoft Project work plan and the Project Management project.
You can also click Show Info to view any informational messages, errors, or warnings that
occurred while sending the work plan to Project Management. See "Enabling Synchronization
Logs" on page 232 for information on how to enable full information tracing.
Click Done to close the dialog.
5. The Microsoft Project work plan is updated with new actuals from Project Management, and
a new table opens in Microsoft Project identifying both tasks whose actuals changed
(changed actuals) as well as tasks whose schedule information changed as a result of
Microsoft Project's internal field rules (impacted actuals). See "Impact of Microsoft Project
Rules on Fields" on page 194 for more detailed information.
By default, tasks with changed actuals are displayed in red, while tasks with impacted actuals
(changes as a result of automatic calculations performed by Microsoft Project) are displayed
in blue. These colors can be configured in the Microsoft Project Integration policy in the
project settings. See "Project-Level Settings for Integration" on page 214 for details on its
settings.
You can also use custom filters and data table views provided by the integration for
Microsoft Project to view changed actuals. See "Custom Microsoft Project Filters and Tables"
on page 195 for more details.
To return to the normal Gantt chart view in Microsoft Project, select View Entry.
Sending Work Plan (Planned) Information from Microsoft Project to
Project Management (Shared Control Mode)
You can update the associated Project Management work plan with planned information (such as
work breakdown structure, schedule, and assignments) from a Microsoft Project file when Project
Management and Microsoft Project share control of the work plan.
To send work plan information from Microsoft Project to Project Management:
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1. Open the project in Microsoft Project.
2. Select HP PPM > Update PPM Project with Work Plan Information.
3. The integration automatically performs resource mapping between applications. If resources
in Microsoft Project cannot be automatically mapped to resources in Project Management,
the Mapping Resources dialog displays.
Note: Automatic resource mapping occurs upon the first synchronization or when a new
resource is added to Microsoft Project. See "Planned Information" on page 196.
Specify mapping for unmapped resources and click Finish. You can verify the automatic
mappings, modify any of the automatic mappings, and specify any mappings for unmapped
resources at a later time. See "Manually Mapping Resources Between Applications (Shared
Control Mode and Microsoft Project-Controlled Mode)" on the next page for more
information about the Mapping Resources dialog.
4. The integration is completed when the Integration Complete dialog displays.
From the Integration Complete dialog, you may choose to remove the association between
the Microsoft Project work plan and the Project Management project.
You can also click Show Info to view any informational messages, errors, or warnings that
occurred while sending the work plan to Project Management. See "Enabling Synchronization
Logs" on page 232 for information on how to enable full information tracing.
Click Done to close the dialog.
By default, whenever you send a Microsoft Project file to Project Management, a backup copy of
the .mpp file is automatically saved to the same directory in which the original file is stored, with
the extension .bak. See "Backing Up Microsoft Project Files" on page 231.
If you experience an integration error related to the deletion of a task or resource in Microsoft
Project that had actuals, see "Deleting Required Tasks or Tasks/Resources with Actuals" on page
258.
Updating an Associated Work Plan to Project Management
(Microsoft Project-Controlled Mode)
You can update the associated Project Management work plan from a Microsoft Project file when
Microsoft Project controls the work plan.
To update an associated work plan in Project Management from a Microsoft Project file:
1. Open the project in Microsoft Project.
2. Select PPM > Update PPM Project from Work Plan.
3. The integration automatically performs resource mapping between applications. If resources
in Microsoft Project cannot be automatically mapped to resources in Project Management,
the Mapping Resources dialog displays.
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Note: Automatic resource mapping occurs upon the first synchronization or when a new
resource is added to Microsoft Project. See "Planned Information" on page 196.
Specify mapping for unmapped resources and click Finish. You can verify the automatic
mappings, modify any of the automatic mappings, and specify any mappings for unmapped
resources at a later time. See "Manually Mapping Resources Between Applications (Shared
Control Mode and Microsoft Project-Controlled Mode)" below for more information about
the Mapping Resources dialog.
4. The integration is completed when the Integration Complete dialog displays.
Note: If a resource or task in Microsoft Project is deleted and that resource or task has
actuals configured in Project Management or that task is required in Project
Management, the integration fails. See "Deleting Required Tasks or Tasks/Resources
with Actuals" on page 258 for more information.
From the Integration Complete dialog, you may choose to remove the association between
the Microsoft Project work plan and the Project Management project.
You can also click Show Info to view any informational messages, errors, or warnings that
occurred while sending the work plan to Project Management. See "Enabling Synchronization
Logs" on page 232 for information on how to enable full information tracing.
Click Done to close the dialog.
By default, whenever you send a Microsoft Project file to Project Management, a backup copy of
the .mpp file is automatically saved to the same directory in which the original file is stored, with
the extension .bak. See "Backing Up Microsoft Project Files" on page 231.
Manually Mapping Resources Between Applications (Shared Control
Mode and Microsoft Project-Controlled Mode)
In shared control mode and Microsoft Project-controlled mode, during synchronization, Microsoft
Project resources are automatically mapped to PPM resources. Automatic resource mapping
occurs upon the first synchronization or (during synchronization) when a new resource has been
added to Microsoft Project. You can also manually map resources. See "Planned Information" on
page 196for more information about automatic resource mapping. See "How to Manually Map
Resources" on the next page for information on how to manually map resources.
When mapping or unmapping resources, consider the following:
l The list of project participants includes resources, the project manager, stakeholders, and
summary task owners.
l Project Management resources that are listed are users who are resources in a resource pool
that the current user manages or resources in the project's staffing profile.
l Some Microsoft Project resources may not be automatically mapped to a Project Management
resource. There are two types of unmapped resources. The first type is one that cannot be
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automatically mapped by the Plug-in for PPM and have a question mark in each PPM resource
column. The second type is one that is intentionally set as unmapped and have empty fields in
each PPM resource column.
l You can leave some resources intentionally unmapped. In this case, the effort associated with
those resources will appear as unassigned effort on the task in Project Management.
l You can map a single Project Management resource to more than one Microsoft Project
resource. However, these Microsoft Project resources cannot be assigned to the same task.
How to Manually Map Resources
To manually map resources from Microsoft Project to Project Management:
1. Open the project in Microsoft Project.
2. Select PPM > View Mapping of Resources.
The Mapping Resources dialog opens. In the table, each row is associated with a Microsoft
Project resource. These resources may be mapped to one or more PPM resources or they
may be unmapped. Unmapped resources will have a question mark or empty fields in each
PPM resource column.
3. You can map or unmap a Microsoft Project resource.
To map a Microsoft Project resource:
a. Select the Microsoft Project resource from the table and click Map.
The Project Participants dialog opens. The table lists PPM resources who are defined as
participants in the project.
b. You can map a resource from the table or search for additional PPM resources.
o To map a resource from the table:
A. Select the resource from the table.
B. Click Select or double-click the selected item.
o To search for additional PPM resources:
A. Click Search.
The Search for Resources dialog opens.
B. Provide search criteria in the appropriate fields.
C. Click Search.
The Search for Resources dialog reloads, displaying the results of your search.
D. Select one resource to map and click Select.
c. Verify the mapping in the Mapping Resources dialog.
To unmap a Microsoft Project resource:
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a. Select the Microsoft Project resource from the table and click Unmap.
b. Verify the mapping in the Mapping Resources dialog.
4. Click Finish.
5. If you have unmapped resources (resources that cannot be automatically mapped by the
Plug-in for PPM and have not been set as intentionally unmapped), a warning message
displays.
l To save unmapped resources, click Continue.
l To map the unmapped resources, click Previous (you will be returned to the Mapping
Resources dialog).
Manually Mapping Enterprise Resources Between Applications
During synchronization with a Microsoft Project enterprise project, Microsoft Project resources
(both enterprise and local) are automatically mapped to PPM resources. Automatic resource
mapping occurs upon the first synchronization or (during synchronization) when a new resource
has been added to Microsoft Project. You can also manually map resources. See "Planned
Information" on page 196 for more information about automatic resource mapping. See "How to
Manually Map Resources" on the previous page for information on how to manually map
resources.
When mapping or unmapping enterprise resources, consider the following:
l The list of project participants includes resources, the project manager, stakeholders, and
summary task owners.
l Project Management resources that are listed are users who are resources in a resource pool
that the current user manages, resources in the project's staffing profile, or resources in any
resource pool when the RM_OVERRIDE_ASSIGNMENT_CONTROLS parameter is set to TRUE.
l Some Microsoft Project resources may not be automatically mapped to a Project Management
resource. There are two types of unmapped resources. The first type is one that cannot be
automatically mapped by the Plug-in for PPM and have a question mark in each PPM resource
column. The second type is one that is intentionally set as unmapped and have empty fields in
each PPM resource column.
l You can leave some resources intentionally unmapped. In this case, the effort associated with
those resources will appear as unassigned effort on the task in Project Management.
l You can map a single Project Management resource to more than one Microsoft local resource.
However, these Microsoft Project resources cannot be assigned to the same task.
l You can map a Project Management resource to both a Microsoft local resource and a
Microsoft enterprise resource in a Microsoft enterprise project.
l You can map a Project Management resource to only one Microsoft enterprise resource.
l In order to map and edit the mapping of Microsoft Project enterprise resources, you must have
the Create MSPS Resource Mapping and Edit MSPS Resource Mapping access grants in PPM.
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See "Access Grants for Mapping Enterprise Resources" below for more information.
l Both Microsoft enterprise resources and PPM resources are shared across the enterprise.
Microsoft local resources are not shared. Once a Microsoft enterprise resource is mapped to a
PPM resource, the mapping is also shared across the enterprise and may be shared among
multiple enterprise projects. When remapping an enterprise resource, remember that any
change may affect multiple enterprise projects.
For instructions on how to manually map resources, see "How to Manually Map Resources" on
page 246.
Differences in the Mapping Resources Dialog when Mapping Enterprise
Resources
When mapping Microsoft enterprise resources, differences in the Mapping Resources dialog are
as follows:
l Icons for enterprise resources (mapped and unmapped enterprise resources) are differentiated
from local resources with a red square around the icon.
l A new column, Enterprise, is displayed in the table and specifies if the resource is or is not an
enterprise resource (the project must be an enterprise project and Microsoft Project must be
connected to the Microsoft Project server in order for this column to display).
Access Grants for Mapping Enterprise Resources
In order to map and edit the mapping of Project Management resources to Microsoft enterprise
resources, a user must have the appropriate access grants, as described in "Table 10-12. Mapping
Microsoft enterprise resources access grants" below.
Table 10-12. Mapping Microsoft enterprise resources access grants
Access Grant
Description
Create MSPS
Resource Mapping
Allows the user to do the following:
Edit MSPS Resource
Mapping
l Create a new mapping between a Project Management resource and
a Microsoft Project enterprise resource.
Allows the user to do the following:
l Edit the mapping between a Project Management resource and a
Microsoft Project enterprise resource.
l Unmap a Project Management resource from a Microsoft Project
enterprise resource.
The Create/Edit MSPS Resource Mapping access grants are automatically given to the following
security groups:
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l PPM All Access Grants
l PPM Project Manager
Conditional Editing Allowed in Project Management
Depending on the synchronization mode that has been selected for a project, the project
structure and task information will be controlled by either Project Management or Microsoft
Project. Depending on the synchronization control mode selected for the project, some editing
features in Project Management will be disabled. Information controlled by Microsoft Project
cannot be edited in Project Management.
Summaries of the conditional editing restrictions for each synchronization mode are listed in
"Conditional Editing Allowed in Project Management" on page 207.
Editing Project Management-Controlled Projects
When Project Management controls the project, the user is allowed to edit all information in
Project Management. This includes changing the task structure, adding or deleting new
subprojects and tasks, and editing task scheduling and actual fields.
Editing Microsoft Project-Controlled Projects
When Microsoft Project controls all the project planning and tracking activities, the comparable
editing functions in Project Management are disabled. The data that is distinct to Project
Management and not shared with Microsoft Project can still be edited. This includes task activity,
role, skill values, description, user data, notifications, notes, and task references.
When working with a project type that enforces a particular work plan template, you can create
the work plan initially in Project Management from the specified work plan template. You can then
open the work plan in Microsoft Project.
Any function that could change the project and task structure is disabled in Project Management.
This includes the following components:
l Add Task icon
l Delete icon
l Indent/Outdent icons
l Move up/Move down icons
Since scheduling can change dates and durations, the Schedule Project icon is disabled. The
status of the PPM project cannot be changed in this synchronization mode; therefore the Change
Status is also disabled. The keyboard shortcuts for these icons are disabled as well.
In the standard Project Management interface, the My Tasks portlet and the Task Detail page will
not allow users to enter task actuals. The My Tasks portlet and the Task Search page still return
the current incomplete tasks assigned to a user regardless of the control mode. This provides
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visibility to the project's participants. The actuals collected in Microsoft Project are visible through
the Work Plan page.
Roll-up calculations are disabled through Project Management, whether triggered by actions in
the PPM Workbench, the standard web pages, or any other method. Therefore, the rolled-up
values in Project Management will match Microsoft Project even if calculations in Project
Management would normally produce a different value.
Editing in Shared Control Mode
The shared control mode is more complex than the other two modes when disabling fields. This
mode allows users to change the actual fields while keeping the planning fields unchanged.
Only actual fields are editable, through the Resources tab on the Task Details page. The planning
fields are disabled. In the Schedule view, planning fields in the subproject/task table are also not
editable.
Similar to the Microsoft Project control mode, any function that could change the project and task
structure is disabled. This includes the following components:
l
l
l
l
Add Task icon
Delete icon
Indent/Outdent icons
Move up/Move down icons
Some roll-up operations are disabled. Roll-up of actuals fields still occurs, but schedule fields will
not roll up. The imported values from Microsoft Project are retained.
The functionality allowed in shared control mode is very similar to the functionality allowed to a
user who has been given only the Update Tasks access grant.
Removing Microsoft Project and Project Management Associations
A Microsoft Project file can be associated to only one Project Management project. You can
remove the association between a Microsoft Project file and a Project Management project at any
time.
Note: You should only remove the association if you are sure you no longer need to link the
Microsoft Project file to the Project Management project. Removing the link may make it
impossible to re-associate the file.
To remove the association:
1. Open the project in Microsoft Project.
2. Select PPM > Project Details.
The Project and Portfolio Management Center Integration Details dialog box opens.
3. Click Remove Association.
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If you have already removed the association, the button will be labeled Restore Association,
which allows you to restore the association with the same Project Management work plan.
4. Click Remove.
5. Click OK.
Note: Resource mapping is still retained even though the association has been removed. This
allows you to restore the association without remapping resources. Therefore, if you link the
project again, automatic resource mapping does not occur (but you can modify the resource
mapping manually). See "How to Manually Map Resources" on page 246. If you want to
remove the resource mapping from the unlinked file, see "How to Remove Resource
Mappings from an Unlinked File" on page 259.
Restoring Microsoft Project and Project Management Associations
You can restore an association between a Microsoft Project file and a Project Management project
if an association has been removed or has unexpectedly been removed. Associations cannot be
restored if an association never existed between a Microsoft Project file and a Project
Management project. Instead, send the Microsoft Project file to a Project Management project
(see "Sending a Microsoft Project Work Plan to Project Management" on page 240).
To restore an association:
1. Open the project in Microsoft Project.
2. Select PPM > Project Details.
The Project and Portfolio Management Center Integration Details dialog box opens. The
fields in the dialog are empty.
3. Click Restore Association.
Information about the associated Project Management work plan appears in the dialog fields.
Field Name
Description
Server
URL of the PPM Server.
Username
Username used to log in to the PPM Server.
Name
Name of the Project Management project.
Mode
Synchronization mode of the Project Management project.
4. Click OK.
Refreshing Microsoft Project and Project Management Associations
Refreshing the association between a Microsoft Project file and Project Management project
reconciles tasks in the work plan such that the work plan can be synchronized.
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If a Project Management work plan is opened in Microsoft Project and, in Microsoft Project you
delete a required task or a task with actuals, when you synchronize the work plan, you will get an
error message.
In the case of a deleted required task, you will not be able to synchronize planned information (in
shared control mode and Microsoft Project-controlled mode).
In the case of a deleted task with actuals, you will not be able to synchronize actuals information
(in Project Management-controlled mode and shared control mode).
The tasks must be reconciled before the work plan is synchronized. You can reconcile the tasks by
refreshing the work plan associations.
To refresh the association between Microsoft Project and Project Management:
1. From the Microsoft Project Add-Ins tabbed area, select PPM > Refresh Association.
Note: This menu option is only available after an unsuccessful attempt to synchronize
work plans.
2. If prompted, type your Project Management username and password and click OK.
3. From the Select a Project dialog, click Search.
4. Select a project to which to refresh the association to the Microsoft Project work plan.
You can only select from projects that have work plans, and only for projects for which you
are the project manager. If no such project exists, you must create one in Project
Management.
5. Click Select or double-click the selected item.
6. In the Refresh Task Mapping Table dialog, verify the associations that will be refreshed. If a
task has more than one matching task or option, select the most appropriate task or option.
Click Continue.
7. The refresh is completed when the Integration Complete dialog displays.
From the Integration Complete dialog, you may choose to remove the association between
the Microsoft Project work plan and the Project Management project.
You can also click Show Info to view any informational messages, errors, or warnings that
occurred while refreshing the work plan. See "Enabling Synchronization Logs" on page 232
for information on how to enable full information tracing.
8. Click Done to close the dialog.
Working with Projects Using a Microsoft Project Server
When working with a Microsoft Project Server-based project, Project Management functions
slightly differently, in the following ways:
l In Project Management-controlled mode, the Plug-in for PPM must be configured to use a
calendar on the Microsoft Project Server. The calendar is used by the Plug-in for PPM to
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l
l
l
l
synchronize task information during integration. By default, the calendar used is PPM Calendar
(for the English language). This calendar can be configured from the user preferences of the
Plug-in for PPM (see "Setting the Microsoft Project Server Calendar for the Plug-in for PPM"
on page 236). If a calendar is not configured and the default calendar does not exist on the
Microsoft Project Server, integration fails.
Work plans that are controlled by Project Management cannot be directly opened in Microsoft
Project from Project Management.
If actual effort is supplied by Microsoft Project, PPM calculates the percent complete of a task.
If actual effort is not supplied, PPM uses the percentage completed supplied by Microsoft
Project.
Backup files are not created for Microsoft Project Server-based projects.
If a temporary project file that is created for Microsoft Project Server is integrated with PPM,
after the temporary Microsoft Project file is closed, it cannot be re-opened from PPM. The
temporary Microsoft Project file is never saved and does not exist on the Microsoft Project
Server. Therefore, PPM cannot find the Microsoft Project file to which it was integrated.
You may import the existing PPM project into Microsoft Project. However, any information
specific to Microsoft Project (such as extra columns) that was part of the temporary Microsoft
Project file is lost. Information specific to Microsoft Project is not included in the integration
with PPM. Therefore, during the initial integration with the temporary Microsoft Project file,
the information was not integrated with PPM.
Note: After synchronizing a Microsoft Project Server-based project with a work plan, you
should also check in the project to the Microsoft Project Server.
Working with Projects Using Microsoft Enterprise Project
Management
When working with a Microsoft enterprise project, consider the following:
l Project Management functions slightly differently. See "Working with Projects Using a
Microsoft Project Server" on the previous page.
l You can map Microsoft enterprise resources to Project Management resources. See "Manually
Mapping Enterprise Resources Between Applications " on page 247.
l If you are using multiple instances of Microsoft Project Server with a single instance of PPM,
you must uniquely identify Microsoft enterprise resources across all Microsoft Project Server
instances. See "Using Multiple Microsoft Project Server Instances" on the next page.
l If you are opening an integrated enterprise project, the behavior is different if you are
connected or not connected to the Microsoft Project Server. See "Table 10-13. Opening an
Integrated Enterprise Project When Connected and Not Connected to the Microsoft Project
Server" on the next page for a description of this behavior.
l If you synchronize a local copy of an enterprise project (Microsoft Project 2007 only), you must
relink the PPM project to the local copy of the enterprise project. If you are connected to the
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Microsoft Project Server, PPM resources are mapped to Microsoft enterprise and local
resources. If you are not connected, resource mapping is retained until you connect to the
Microsoft Project Server.
Table 10-13. Opening an Integrated Enterprise Project When Connected and Not Connected to the Microsoft Project
Server
Connected to Microsoft Project
Server
Not Connected to Microsoft
Project Server
Open an
Integrated
Microsoft
Enterprise Project
from PPM
The integrated Microsoft enterprise
project opens. Enterprise and local
resource mapping is retained.
The integrated Microsoft
enterprise project cannot be
opened. A new local copy of
an enterprise project may be
created.
Open an
Integrated PPM
Project from
Microsoft Project
You have the option to do the
following:
A new local Microsoft
enterprise project can be
created. PPM resources are
mapped to Microsoft local
resources.
l The integrated PPM project can be
opened. Enterprise and local
resource mapping is retained.
l A new Microsoft enterprise project
can be created. PPM resources are
mapped to local resources. If there
are conflicts between enterprise and
local resources, you are prompted to
replace or rename the local
resources.
Using Multiple Microsoft Project Server Instances
If you are using multiple instances of Microsoft Project Server with a single instance of PPM, you
must uniquely identify Microsoft enterprise resources across all Microsoft Project Server
instances.
In Microsoft Project Server, the ID assigned to an enterprise resource on one instance may be
assigned to another enterprise resource on another instance. That is, the same ID may be used
among multiple Microsoft Project Server instances. You must use an enterprise custom field of
type text (that is not a field ID) to uniquely identify each enterprise resource.
Note: Microsoft Project Server 2003 and Microsoft Project Server 2007 support different
enterprise custom fields. In Microsoft Project Server 2003, you can only use the existing
enterprise custom fields (for example, EnterpriseText1). In Microsoft Project Server 2007,
you may create new enterprise custom fields.
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On the PPM Server, add the parameter MSPS_RESOURCE_CUSTOM_FIELD to the server.conf file.
This parameter must be set to the name the Microsoft Project Server enterprise custom field used
to uniquely identify the enterprise resource. See the Installation and Administration Guide for
information on editing the server.conf file.
Working with Projects using Project Web Access
Using Project Web Access to check out an enterprise resource generates a temporary project file
for Microsoft Project Server. While you can integrate this temporary project file with PPM, once
you close this temporary file, the file is not saved on the Microsoft Project Server. Even if you save
the temporary project file, it is not saved on the Microsoft Project Server. Therefore, after closing
the temporary project file, you cannot open the integrated project file on PPM from Microsoft
Project Server because it is associated with a project file that does not exist on Microsoft Project
Server.
Troubleshooting
Microsoft Project supports many features that are not duplicated in or synchronized with Project
Management. When a Microsoft Project file is imported into Project Management, this
information is not represented. Sending a Microsoft Project file to Project Management does not
remove this data from Microsoft Project. Opening a Project Management work plan in Microsoft
Project does not create or default this data.
Other Microsoft Project features deal with the scheduling and tracking information that is
synchronized between the two applications. In these cases, the interface converts the Microsoft
Project data into information that Project Management can represent. The interface attempts to
maintain the intent of the original work plan as closely as possible.
Errors and Warnings
During synchronization, the Errors and Warnings window informs you of errors or warnings, and
includes suggestions for resolving issues as they occur.
l Errors are fatal problems that must be resolved for the task to be successful. Errors stop the
integration process, allowing you to correct the problem and restart the integration.
l Warnings are for informative purposes. After reviewing a warning, you may choose to respond
to the warning or ignore it.
Installing Visual Studio Tools for Office (VSTO) on Windows Vista
or Windows 7
On a Windows Vista or Windows 7 system, if you have the ability to install software on the system
but are having problems installing VSTO using the Plug-in for PPM installer, you may need to
invoke the Plug-in for PPM installer as an administrator. Do the following:
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1. Right-click on the setup.exe file and select Run as administrator.
2. Click OK.
3. Follow the prompts to install VSTO. Install only VSTO (do not install the Plug-in for PPM at
this time).
After VSTO is installed and you have exited from the Plug-in for PPM installer, install the Plug-in
for PPM (see "Installation Instructions" on page 183).
The Micro Focus PPM Menu is Not Visible and How to Re-enable
the Plug-in for PPM
If PPM was unexpectedly halted during operation (for example, the system on which PPM is
running fails), you may need to re-enable the Plug-in for PPM from Microsoft Project in order to
display the PPM menu.
To re-enable the Plug-in for PPM from Microsoft Project:
1. Click Help > About.
2. Click Disabled Items.
3. If the Plug-in for PPM is listed, remove it from the list to enable it.
Connecting to a PPM Server with an Invalid SSL Certificate
If the SSL certificate on the PPM Server is not valid, a warning message displays when you try to
connect to the PPM Server. You can choose to Always Ignore (always ignore this warning
message), Session Only (ignore the warning message for this Microsoft Project session only), or
Cancel (do not connect to the PPM Server).
If you choose to always ignore the warning message, the message will always be ignored unless
you change the connection to the PPM Server. If, after choosing to always ignore the warning
message, you would like to display the warning message, change the PPM Server connection, save
the changes, and then change the PPM Server connection back to the original connection.
Single Sign-on Systems and Microsoft Internet Explorer
If you are having problems accessing a single sign-on system, verify that the Plug-in for PPM
proxy settings and Microsoft Internet Explorer proxy settings are the same.
The PPM Menu
The PPM menu shows the menu selections for the last active Microsoft Project file. For example, if
you have two project files opened in Microsoft Project, one is controlled by Microsoft Project and
the other is shared control, if you close the file controlled by Microsoft Project, the PPM menu
shows the menu selections for a Microsoft Project-controlled project (even though the shared
control project is the only project opened and being displayed). To view the correct menu
selections, click anywhere in the shared control project to make it active.
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Opening a Work Plan in Microsoft Project from PPM
Using Internet Explorer and Microsoft Project 2007, opening a work plan in Microsoft Project
from PPM generates a lock file for the Microsoft Project file. However, after closing the Microsoft
Project file, the lock file is not reset. When opening the same work plan in Microsoft Project from
PPM (without restarting Internet Explorer), the File in Use message is displayed and the Microsoft
Project file can only be opened in read-only mode (you may also choose to be notified when the
file is no longer in use).
After closing the Microsoft Project file that has been opened from PPM, reset the lock file by
doing one of the following:
l Delete the lock file
From any Internet Explorer window, do the following:
a. Select Tools > Internet Options.
b. In the General tabbed area, in the Temporary Internet files section, click Delete Files.
c. From the Delete Files dialog, click OK.
d. From the Internet Options dialog, click OK.
l Restart Internet Explorer
l Restart the system on which Internet Explorer is running
Manual Scheduling Mode in Microsoft Project
If your Microsoft Project file is in manual scheduling mode and you did not select this option, it
could be because:
l The previous synchronization with Project Management failed. During synchronization, in
Project Management-controlled mode or shared control mode, the scheduling mode is set to
manual and then returned to automatic once the synchronization completes. If the
synchronization did not complete, the scheduling mode may have been left in manual.
l You opened a project that was in manual mode and then created the Microsoft Project file
resulting in the project inheriting the manual mode setting as a default.
Roll-up Values Are Not Being Recalculated in Microsoft Project
In Microsoft Project, there are two scheduling modes: automatic and manual. By default, a project
is in automatic scheduling mode and roll-up values are automatically recalculated. If, for some
reason, the project is in manual scheduling mode (see "Manual Scheduling Mode in Microsoft
Project" above), then you can do one of the following:
l Set the project to automatic scheduling mode.
l Select F9 to recalculate roll-up values.
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Note: If the work plan is Project Management-controlled, you may not want to recalculate the
roll-up values. Recalculating the roll-up values results in changes to project dates.
Synchronization Failures
Synchronization may fail or may appear to fail for the following reasons:
l A Microsoft Project Help dialog opens and requires a response. The Microsoft Project button in
the Windows task bar should flash if a dialog opens. Select the Don't tell me about this again
checkbox and close the dialog to continue with the synchronization.
l Any Microsoft Project dialog opens and requires a response. The Microsoft Project button in
the Windows task bar should flash if a dialog opens. Respond to the Microsoft Project dialog to
continue with the synchronization.
Note: Do not open other Microsoft Project files if asked to do so by the dialog.
l Another Microsoft Project file is open. Close all open Microsoft Project files and Microsoft
Project before restarting the synchronization.
Deleting Required Tasks or Tasks/Resources with Actuals
When a work plan is being shared between Microsoft Project and Project Management, deleting
one of the following entity types in Microsoft Project results in an error that will halt the next
integration process (you cannot delete tasks or resources with actuals in Project Management):
l A task marked as required by the work plan template, if the work plan was originally created in
Project Management from a work plan template.
l A task or resource that has actuals.
If you experience an integration error related to the deletion of a task or resource in Microsoft
Project that had actuals, you can do one of the following:
l Use the existing backup copy as a starting point from which to reapply your most recent edits.
See "Backing Up Microsoft Project Files" on page 231 for more information about backups.
l In Microsoft Project, select PPM > Refresh association to restore the task and dependency.
Recovering Deleted Tasks Using Microsoft Project Associations
You can relink the work plan to the Microsoft Project file manually by selecting PPM > Project
Details in Microsoft Project (see "Restoring Microsoft Project and Project Management
Associations" on page 251). After you select the project whose link you want to reestablish, the
integration examines the work plan task by task and presents you with a list of work plan tasks
whose Microsoft Project counterparts are ambiguous or nonexistent. For each task, you can
choose from the following options:
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l Select a matching task in the Microsoft Project plan
l Create a new task in the Microsoft Project plan
l Do nothing
Any tasks in the Microsoft Project plan that are not associated with a Project Management task
are ignored.
How to Remove Resource Mappings from an Unlinked File
If you have removed the association between a PPM project and a Microsoft Project file, resource
mapping is retained (in case you want to re-associate the files).
You can manually remove the resource mappings from the unlinked file. After manually removing
the resource mappings, if you re-link the file, automatic resource mapping is performed.
To remove the resource mappings from the unlinked file, do the following:
1. Open the project in Microsoft Project.
2. Locate the column that contains the PPM IDs used for mapping. The name of the column is
set in the Microsoft Project Integration policy by the field PPM resource information requires
one Microsoft resource custom field (by default, the column is named Number20).
3. Delete all the PPM IDs from this column.
4. Save the project.
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Chapter 9: Integration with Time Management
Chapter 9: Integration with Time
Management
l "Overview of Time Management Integration" below
l "Enabling Time Management for Projects" on the next page
l "Using the My Tasks Portlet" on the next page
Overview of Time Management Integration
This section explains how Project Management integrates with Time Management to offer a more
detailed way for resources to report time worked on projects. This section is only useful if you
have purchased and installed Time Management.
In the project settings, you use the Cost and Effort policy (primarily its Time Management section)
to integrate Time Management and Project Management for a particular project. There you
specify:
l
l
l
l
At what level of detail the project's tasks are tracked on time sheets
Who can log time for the project
Whether certain project representatives must approve time logged
Which effort fields are tracked
l Whether time can be logged after a task is complete
In configuring integration, consider the following:
l Any resource who is licensed for Time Management must use time sheets or the My Tasks
portlet, rather than the project work plan, to enter actuals for integrated projects.
l You can configure which actuals are tracked. For integrated projects, where Time Management
is used to track project actuals, you must require resources to track Actual Effort.
l You can configure the level of the project (Project, Summary Task level 1 to 6, or Task) against
which resources log time. If time is logged at summary task level 2, for example, resources who
are assigned to any tasks that are hierarchically under level 2 report time for those tasks only at
summary task level 2.
l If Estimated Remaining Effort is to be tracked, time must be logged at the task level.
l After time is logged against an integrated project, you cannot change logging from any
summary task level to the task level, nor from project level to the summary task level. However,
you can change logging from the task level to the summary task level, or from the summary
task level to the project level.
l After time is logged against an integrated project, you cannot disable integration.
l Resources cannot contribute time to the same task from both Project Management and Time
Management. Therefore, if you plan to establish integration for a project having tasks that are
partially complete, first ensure that actuals are up to date, then divide each partially completed
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task into a completed task and a new task.
l Some actuals fields that are updated by Time Management assignments are read-only on the
Task Details page. Once effort has been provided by the assigned resource, only the assigned
resource can delete it.
l Time logged by assigned resources appear as contributions for tasks and summary tasks.
l Managers of an integrated project do not necessarily need to assign all work plan tasks to Time
Management users; actuals for Project Management users and unassigned effort will roll up
automatically.
Note: The time sheet update service (TM-PM Sync Service) sends updates of actual effort
entered on tasks in time sheets to the same tasks in their project work plans, as often as
specified by the service (by default, every 3 hours). Providing these updates as a service
improves the performance of Time Management. For information about configuring services,
see the Installation and Administration Guide .
In addition to a Time Management section, the Cost and Effort policy also has a Resource Load
Settings section and a Financial Management section.
For information about the Resource Load Settings section, see "Resource Load Settings" on page
39.
In the Financial Management section, you can specify whether to use automatic cost calculation so
that, whenever a resource updates and saves a time sheet, Time Management automatically
passes the effort data to Project Management, which calculates and updates the Actual Cost for
the project. (Then the Actual Cost cannot be edited directly in Project Management.) If you do
not roll up any values from the work plan (cost data is entered manually into the financial
summary), Time Management still passes effort data to Project Management, but Project
Management does not calculate Actual Cost. For more information, see "Financial Management"
on page 41.
The Project Fields policy determines whether Estimated Finish Date and certain other fields are
tracked.
Enabling Time Management for Projects
The Cost and Effort policy determines whether Time Management is active for a given project
type. Projects created using a project type with Time Management enabled will be able to use
Time Management to collect actuals. For details on configuring the Cost and Effort policy to
enable the use of Time Management, see "Cost and Effort" on page 37.
Using the My Tasks Portlet
The My Tasks portlet displays information for multiple tasks. The maximum number of tasks
displayed can be specified by the user, as well as the portlet title. Most fields in the My Tasks
portlet are updateable by resources.
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With Time Management enabled, the My Tasks portlet allows you to enter time using time sheets
for projects using Time Management. Summary tasks also appear on the My Tasks portlet for
integrated projects.
If you are working on a project that uses Time Management, the My Tasks portlet displays the
Actual Effort field for each task as a calculated roll-up of the effort breakdown, which corresponds
to the time sheet indicated in the Use Time Sheet field, filtered for only the relevant tasks. Clicking
the Actual Effort value opens the effort breakdown for direct editing. The effort breakdown
displays only the tasks shown in the My Tasks portlet.
Note: Values provided in the effort breakdown are for the time sheet specified in the Use
Time Sheet field. If you wish to provide values for a different time sheet, select the desired
time sheet before editing the effort breakdown for a task or summary task.
To enter actuals information for a project on a time sheet from the My Tasks portlet:
1. Navigate to the My Tasks portlet.
2. Ensure that the correct time sheet appears in the Use Time Sheet field.
If the time period being entered has no time sheet, you are offered the option to use a new
time sheet, which will be created when Save is clicked.
Time sheets in the "In Rework" and "Pending Approval" status cannot be edited from the My
Tasks portlet. Time sheets in the "Frozen" and "Closed" states do not appear in the list of
available time sheets.
3. Click the Actual Effort value for the task you wish to enter actuals information for.
The Effort Breakdown dialog box opens.
4. Provide the information for the desired time sheet lines.
You can provide time on separate lines for tasks with different activities.
5. Click Done.
6. Click Save.
You can open the time sheet being affected anytime from the My Tasks portlet by clicking Go To
Time Sheet.
Note: Data for tasks that appear in the My Tasks portlet that have actuals will be
automatically saved to the time sheet when Go To Time Sheet is clicked.
Any unsaved changes that have been made to the effort breakdown are discarded when Go
To Time Sheet is clicked.
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