projectified

Sort Order of Groupings in Project Center Views

OK, so you have a nice view in Project Center and it groups by a given field, we will call it Location. You get all your projects into the system and you notice that the grouping works as expected but the sort of the grouped headings is odd. Not even alphabetical.

Now, this is an “issue” that I'm sure has been around for as long as there has been a Project Server but I only just found it because on this engagement I’m on I broke with my normal process and did not prepare my custom field information the way I normally do. Normally, I gather up the lookup table values and set them up in Excel first. By force of an old habit from other systems I would either sort them in Excel or for those that did needed to be in a non-alpha sort I would put numbers in front of the values. Then I would put them into lookup tables.

I know that Project Server allows you to control the display order of the lookup table (see  below) but I have always done this and habits are hard to break.

 

So what was my problem with the sort of my groups? Project Server views sort the group headings according to the display order set in the lookup table of the field you grouped on. My issue was that I had not put numbers in front of the values and I did not pick Sort Ascending. The default is By Row Number and that has always worked for me given my odd ‘pre sorting’ that is part of my normal routine. I went in and changed the sort order or my lookup table and my grouping was correct.

The moral of this story could be “Don’t break with your process” or maybe it is “Update your process”. I'm going to go with the idea that it is “Don’t break with your process!” :-)

When Does an Enterprise Project Field without a Default Value Setting Get a Default Value?

Almost all Project Server administrators know that when you have an enterprise custom field using a lookup table that you can pick one of the values from that lookup table to be the default value for new entities.

 

But what about a case where the field is set to NOT have a default value but some new projects are being created where when the Save button is hit on the New Project PDP a value is being entered for that field? What might cause that?

There are (at least) two possible answers.

Templates on Enterprise Project Types

When you create your enterprise project types you can associate an enterprise project template so that when a new project is created using an EPT it will automatically use that template. It is possible for a template to contain values in some enterprise fields as part of the template. If the template associated with the EPT has a value in that custom field then it can look like there was a default value set for the field, even when the field itself does not have a default set.

Two things lead to this being overlooked:

1. EPTs are a new feature to Project Server 2010 and it does not always occur to users that clicking “New” in the Project Center could call up a template to begin with.
2. Many organizations tend to strip out custom field values when saving a project as a template so the idea of there being a value in the fields for a template might not occur to everyone.

I have seen this issue at 2 different locations now and it can cause some pretty severe head-scratching.

 

Workflow Code or Custom Event Handler Code

Through workflow coding or custom event handler code there could be situations where the code would examine the values of certain custom fields when the project is initially saved and then make decisions about the values of other custom fields. An example of this is if a project is created and the user picks “Washington” as the value for the ‘Location’ field. The code might be set to assign a certain value for an Account Manager” field based on the project being located in Washington state. For some users that do not know about this coding it might appear as if there were default values on some fields.

This type of coding is much more common now in 2010 and in most cases users and certainly the administrators are likely to know about these kinds of changes. In my experience the most common cause for confusion about mystery ‘default’ values is going to be from a template on an EPT.

2010 Reporting Whitepaper Goodness!

Some old buddies of mine from the Microsoft Consulting Services EPM team went NUTS and generated about 200 super high quality pages about Project Server 2010 reporting. Blaise Novakovic, Jean-Francois LeSaux, Steven Haden, and Amit Abrol outdid even the high standards MCS sets. Nice work guys!

 

Microsoft Project Server 2010 Reporting with Excel Services and also Creating Dashboards for Microsoft Project Server 2010

Excellent work!

Groups and Categories

This is something I posted over on my Microsoft blog a while back but it comes up so often that I wanted to repost it over here.

Project Server security is something that is very flexible once you get used to how it works but it can be a bit confusing when you first look at it.

Here are the basics as I explain them to my customers:

The Group

Groups contain sets of users and they define the system level permissions that those users have the rights to perform. These include: Logging in, performing certain admin functions, create a new project, create a new resource, etc..

The Category

Categories provide access to projects, resources and views. The projects and resources that the category provides access to can be specifically called out by name or they can by dynamically included based on a set of rules within the category itself. For example a category can provide access to all projects where the user is the project owner or a status manager on a task, or all the projects where the Project Owner is ‘below’ the user in the RBS structure. I refer to this set of projects and resources as the “Scope” of the category.

Categories can be shared by many groups because of the dynamic way the scopes can be defined. The dynamic options for project and resource scope are dependent on the user and their relationship (via the RBS structure) to either the owner or team members on a project or to the resources themselves. I often, for simplicity, create a role based group and then a corresponding category. It sometimes means that there are technically more categories than is absolutely required but it does make the whole security model a bit easier to follow.

 

The Group\Category Permissions

This is the part that people often overlook.

A group and a category can be ‘linked’ or joined. When this happens there is a set of permissions that sit at that joint. This set of permissions defines what the members of that group can DO with the projects and resources within the “Scope” of the category.

If you open a Group and you see the list of Categories that are associated to group there is one of these grids for each category. If you select one of the Categories associated with the group the grid pertains to THAT pairing of group and category. If you select a different category the grid changes and is now pertaining only to THAT pairing. The same is true if you open a category and select the Groups that are associated with it. The grid pertains to the pairing. It can be edited in both places but it remains the same.

Deployment Practices: Required Fields

Few things are more frustrating then using a system and being presented with a field you MUST fill in to continue at a time when you don’t know which value is appropriate for that field. Project Server is no exception.

You can make any enterprise custom field in Project Server a required field. At the project level this means that a project cannot be saved until each of these fields contains a value. This is great if you know for sure that the project manager will always know which value to pick from the list at the time they first save their project. But if they don’t you have a couple of things that are going to happen and you need to be prepared for them and decide if they are your intended consequences.

1. The project manager will NOT save their project until they find the answer (remember that the answer COULD be several days away.) Do you really want the PM to NOT save the project because they don’t have the answer to this one field? Where will they start their planning in the mean time? Where will their data go?
2. The project manager will pick one of the values from the list just so they can save the project even if that value is not right. Remember that they may not remember to come back and fix it when they have the right information!
3. The project manager will curse you (the administrator) and pray to their God that you be injured in some way very soon.

Number 3 is going to happen for sure, count on it. What you have to decide is if you want number 1 or number 2 to be happening while your curse\injury takes place. The easy way to avoid all three is to either NOT make fields required unless you 100% sure that the project manager will know which value pertains to their project OR provide them a “Not Yet Known” value in the lookup table.

I tend to prefer the “NOT YET KNOWN” option. It allows your views and reports to show which projects have complete field profiles and which projects are in need of more complete data. Just make sure that the people you have creating reports and views know to allow for this value in their filters. This means that if you want to show all projects where a field equals “X”  or “Y” that it should also contain projects where it equals “Not Yet Known” because those projects MIGHT be "X” or “Y”, we just don’t know yet. :-)

 

Technorati Tags: Project Server,EPM

Deployment Practices: Why Resource Max Units Should Never Be 100%

Reason number one is that in all but the most extraordinary situations it is modeling a situation that is just not possible.

But first some background on what Max Units really is. Max Units defines the percentage of a resource’s full calendar working “period” that they can be assigned to work on tasks before Project sees them as being over-allocated.

Example:
A resource’s calendar says they come in at 8am and work until 5pm and take a 1 hour lunch. They do this Monday – Friday. That is an 8 hour work day\40 hour work week. So if the Max Units is 100% then if the resource is assigned to work 9 hours in one day they will be seen as over-allocated. Same for if they are assigned to work on 2, 1 hour tasks during the same hour. This goes down to the minute level too so if two 1 hour tasks overlap by 1 minute then for that 1 minute they are over-allocated.

This helps the PM create models of assignments and get an idea of how many hours each team member is being assigned to tasks and how that falls across time, other assignments, etc.

So now you might be seeing what is wrong with 100% Max Units. It says that if I work an 8 hour day, I am available to work 8 hours on tasks. On it’s face this sounds logical but dive a little deeper and it becomes obvious that this is just not possible. Nobody ever arrived at work at 8am, took a 1 hour lunch, and then left promptly at 5pm AND got 8 hours of work done on tasks. EVER.

OK wait, I take it back. It is possible that someone did this on your project:  IF your project schedule has tasks for things like: going to the bathroom, answering non-project related emails, going to a company meeting, being tapped on the shoulder by your cube-neighbor and being asked for “just a quick 5 mins. of help” (that turned into 30 mins), the list goes on and on. So if your project contains a task for every possible distraction from YOUR project and you expect your resources to track all of that then never mind. You can set your Max Units to 100%. (just count on a lot of churn on your team.)

But for most of us it is not possible to work 8 full hours on PROJECT WORK in an 8 hour day. Doing so means that you were present for more than 8 hours so that all the other things had time in your day along side your real work. The best way to help our models (because that what project schedules really are: models of what we want our project work to look like) be more accurate is to lower Max Units to something more like 85%. That would be the highest I would ever go on any project I was managing. I have seen it set as low as 75% at some sites but generally I see 80-85%.

What this means is that if you have a 1 day duration task and you assign a resource that has an 85% Max Units value, Project will calculate the Work for that task to be 6.8 hours. This means that you are modeling that on average this resource spends 1.2 hours of their 8  hour day doing something OTHER THAN working on your project. A Max Units value of 75% means that 2 hours is spent doing other things. Of course some will get more than 6.8 done in a day and some will get less done. It depends on the nature of their job, their relationship with other projects, other teams, etc. So the value you set will never be perfectly accurate but it WILL certainly be MORE accurate than 100% which is nearly always wrong. The point here is to make your model as accurate as you can.

 

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I’m hoping to start a small series of Deployment Practices posts here covering things I have found to be useful ideas, practices or methods for deploying Project Server. Please email me if you have suggestions or questions.

Technorati Tags: Project Server,Resource Management,EPM