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Project integrates the SharePoint extensible Web part infrastructure, simplifying the process of building a library of configurable online forms, or PDPs, that can include ECFs and Web parts. An administrator can simply create a new form by choosing the required custom fields and arranging them within the Web part see Figure Figure Project— Enterprise custom fields web part More complex forms, such as risk questionnaires, cost estimate worksheets, and benefit-estimate worksheets, can be built by using Microsoft InfoPath Forms Services or Office Web Applications.

You can include them in the project business case. This flexibility helps the PMO define various forms associated with business cases for different types of projects, while ensuring the standardization of key metadata across requests to facilitate enterprise reporting. After creating the required online forms, an administrator simply links the forms to the stages within the appropriate governance workflow.

As demonstrated by this overview, project templates, online forms, and governance workflow capabilities work together to control and standardize the project initiation process, while providing the PMO with the flexibility to meet custom LOB requirements and maintain enterprise standards.

The Project Center provides a single interface for initiating all types of work, thereby streamlining the project initiation process. Figure Project — Example Proposal Request Form After completing the request form, you save and publish the project. If the project template has been associated with a governance workflow, the project is subject to the controls and business logic already associated with the workflow.

The workflow dictates what happens next. The request could be routed through an initial approval checkpoint or it could simply move to another stage that includes additional forms and deliverables to be completed by the project team.

On the Proposal Stage Status page in Project, you can clearly see the forms and deliverables required for completion for the current stage in the workflow see Figure PPM Solution Guide 21 Figure Proposal Stage Status Page To complete the required forms, simply click a form in the left menu bar or sequentially step through the forms using the wizard-like settings on the Ribbon—that is, using the Next and Previous buttons see Figure The intuitive and familiar interface helps effectively communicate the governance process, educate users, simplify data entry, and improve adoption and end-user satisfaction.

A Central Repository for Capturing All Requests Project Online and Project Server offer flexible, new project initiation capabilities to provide visibility across all portfolios by capturing requests —from everyday work tracked in SharePoint tasks lists to complex projects and programs planned and managed in Project—and managing in-flight projects in a central repository.

Consolidating all work requests and projects that are already underway in a single location provides executives with transparency across all investments, making it easier to assess the impact on scarce resources and select the right initiatives for your organization to fund and complete. The Project Center view helps to ensure that users can create flexible scorecards to better visualize and report across portfolios and the project life cycle.

You can configure Project Center to provide a demand management scorecard see Figure 16 that reinforces the benefit of capturing all projects and work requests in a central repository. The scorecard shows projects grouped by multiple dimensions—for example, workflow stage and department—and includes relevant metadata—dates, cost, system health, and so on—in columns to convey the status of all initiatives from inception to completion.

Figure Project Center scorecard Requests come from a variety of sources and can reside in specialized systems. To support this diversity of input, Project provides a comprehensive API to consolidate requests entered into other productivity tools and LOB systems alongside requests created directly in Project. PPM Solution Guide 23 Portfolio Selection and Analytics In these demanding economic times, many executives are facing sharper scrutiny of their discretionary spending.

Best-practice portfolio selection techniques provide a handshake between value optimization—that is, alignment with business priorities and maximizing ROI—and resource utilization, meaning the understanding of resource capabilities and availability. Together, these techniques help PMOs recommend not only which projects to undertake, but to forecast their delivery. Aligning spending with business strategy can be very subjective. Organizations can make this less so by adopting structured techniques for defining, prioritizing, and communicating business imperatives, and consistently evaluating each competing initiative that contributes to strategic priorities.

Few of them, however, break down their strategy into actionable, measurable, and unique business drivers. Defining and effectively communicating the business strategy provides a blueprint that organizational departments can understood and implement. Additional variables, such as inter-project dependencies and regulatory requirements, can further compound the problem, creating a challenge in effectively modeling scenarios that will help identify the right projects for an organization to undertake.

Being able to identify and to alter the constraints, helps PMOs communicate tradeoffs to the executive team and enhance the potential value gained from the resulting portfolio. Using capacity planning techniques, analysts can reschedule projects based on resource availability and model headcount scenarios—for example hiring versus outsourcing—to maximize resource utilization and identify the optimal release roadmap.

New portfolio selection and analytical capabilities in Project Online and Project Server build a bridge between value optimization and resource utilization to help organizations select project portfolios based on alignment with business strategy and resource capability. PPM Solution Guide 24 Project provides a consistent SharePoint user interface across the solution, including Project Online, which utilizes SharePoint Online through Office The industry-leading analysis wizard in Project intuitively takes PMOs through embedded portfolio selection methodology systematically, making it even easier to identify and select the right project portfolios.

Project supports a logical rather than subjective approach to portfolio selection and provides a structured process for measuring the alignment of spending with strategy, by maximizing resource utilization. Portfolio Optimization and Capacity Planning Project Online and Project Server help your organization define and select project portfolios that align with your business strategy by providing best-in-class portfolio techniques to prioritize competing requests, run optimization scenarios under varying budgetary constraints, and maximize resource utilization to manage capacity.

Project includes a best practice—based methodology that helps organizations identify and select project portfolios that best align with their business strategy. A rough rule of thumb is that an organization should select between six and twelve business drivers. Fewer than six drivers usually results in drivers that are too broad to be effective and more than twelve results in driver overlap and redundancy. At the same time, the solution gives you the freedom to associate specific sets of drivers with multiple departments.

PMOs can use project impact statements to ensure the objectivity of this assessment and to communicate clearly the threshold of each impact rating.

Project impact statements come from the key performance indicators KPIs used to measure each business driver. Figure Add New Business Driver form After defining business drivers and specifying departmental associations, Project displays the driver name, description, and impact statements in the Strategic Impact Assessment form see Figure Your organization can use this form to collect the impact ratings to derive a common currency—a strategic value score—for competing requests.

PPM Solution Guide 26 Figure Project Strategic Impact form After defining strategy, you need to objectively prioritize business drivers and drive consensus within the executive team. PMOs can use the driver prioritization module in Project to support a workshop in which executives openly discuss the importance of each business driver to prioritize strategy. Your organization can prioritize business drivers at any level within the organizational hierarchy. For example, you can define a standard set of business drivers across the enterprise, but also prioritize business drivers independently by line of business or department.

Project includes a pair wise comparison technique for comparing the importance of and prioritizing the business drivers. The Compare Drivers table guides executives through the business-driver prioritization process. The design simplifies completing the assessment by displaying a single business driver in the left column, importance ratings in the center column, and the drivers in the right column see Figure This intuitive view ensures that executives can openly discuss and assess the importance of each business driver pairing and clearly review driver descriptions to mitigate ambiguity.

PPM Solution Guide 27 Figure Compare Business Drivers table Using the input from the pair wise comparison assessment, Project derives a relative priority score for business drivers see Figure The team can then use the normalized score to assess the relative importance of each business driver. In addition, a normalized score provides the team with a scale to proportionally measure investment alignment with strategic priorities.

A score lower than 75 percent indicates inconsistencies, suggesting an analyst should work with the team to refine the assessment to improve the score. PPM Solution Guide 28 Figure Business Driver Priority Score and Consistency Ratio The pair wise comparison technique helps organizations objectively prioritize their business strategy.

However, Project also offers the flexibility to assign manual priorities to business drivers. Overcoming this discrepancy and driving consensus helps you more effectively assess competing initiatives and compile the optimal portfolio. The open discussion that occurs when completing the pair wise comparison is an effective way to debate the importance of each business driver pairing and to drive consensus across the executive team.

Another useful approach is to prioritize business drivers using the pair wise technique independently with each executive. The PMO can then compare and contrast driver priorities for each executive, identify divergence of opinion ahead of the driver prioritization workshop, and focus on the areas of discrepancy, during the session, to drive consensus across the team.

A Better Experience with the Intuitive Analysis Wizard After engaging the executive team to better understand and communicate strategic priorities, the next steps are to prioritize competing requests and to select the optimal portfolio of projects under varying cost and resource constraints.

PPM Solution Guide 29 Project includes an intuitive wizard that guides analysts through the Project portfolio selection methodology see Figure Using the Portfolio Analysis wizard, analysts simply move through the analysis steps by clicking the Next button or by selecting a sequential step on the Ribbon interface. The simplicity and intuitive nature of this wizard reduces training costs and ensures that analysts can quickly demonstrate value derived from the solution.

An analyst uses the Portfolio Analysis form to define the properties for a new analysis. The form offers the flexibility to run the analysis at the enterprise level or by department; to filter projects to include in the analysis; and to specify the prioritization criteria, primary cost constraints, and the time horizon for the capacity planning assessment.

Figure New Portfolio Analysis form The following sections provide an overview of the project prioritization, cost constraint analysis, and resource-constraint analysis capabilities. Objectively Prioritize Competing Requests With potentially hundreds of projects competing for the same limited budget and resources, formulating common scoring criteria become essential to effectively prioritizing and evaluating investment requests.

Using Project, analysts can select the prioritization criteria that will drive portfolio analysis see Figure 6. An analyst can choose to prioritize requests based on their strategic value or create custom fields that include other prioritization metrics—for example, net present value NPV , ROI, Risk, and Total Cost.

The remainder of this section focuses on deriving a strategic value score to effectively compare and contrast competing investments. PPM Solution Guide 30 After defining New Portfolio Analysis properties, you need to prioritize projects based on their impact on business drivers. This heat map shows how competing projects in rows support business drivers in columns defined by the executive team. Because the analyst does this offline, he or she can make changes to the impact matrix by selecting the appropriate rating for each cell.

Figure Project Strategic Impact Summary view The primary purpose of the matrix is to derive a priority score for competing requests. When you click the Review Priorities button, Project automatically derives a normalized priority score for competing projects see Figure The score measures the strategic value that each project will deliver based on its contribution to prioritized business drivers.

The strategic value score provides a common currency for comparing different types of projects. Another important way to interpret this score is that completing all projects in the portfolio would deliver percent of the strategic value of the portfolio. The importance of this perspective will become evident in the following section. PPM Solution Guide 31 Figure Review Priorities view Portfolio Optimization and Cost Constraint Analysis For most organizations, the number of project requests management receives often exceeds their budget and resource constraints.

After successfully prioritizing competing project requests as outlined in the preceding section, the analyst moves forward in the portfolio selection wizard to the Cost Constraint Analysis view see Figure In Project, the Cost Constraint Analysis view provides steering committees with a single decision-making portal.

For example, Efficient Frontier and Strategic Alignment charts, embedded in the Cost Constraint Analysis view, provide valuable insights. In addition, the analyst can configure views that include custom fields—type, phase, risk, and soon—to provide additional clarity.

PPM Solution Guide 32 Figure Cost Constraint Analysis view When configuring a new portfolio analysis, the analyst must specify a primary cost constraint for the scenario.

The Cost Constraint Analysis view displays competing project requests in priority order based on their strategic value , and indicates the total cost estimate to complete all projects in the portfolio. Project automatically creates a baseline scenario that shows the organization can gain percent of the portfolio value if it funds every project in the wish list.

Plotted on the Efficient Frontier chart this baseline scenario becomes the benchmark to compare all subsequent scenarios see Figure PPM Solution Guide 33 Figure Efficient Frontier chart The Efficient Frontier chart helps analysts identify the project portfolio that will deliver the maximum value under various constraint thresholds.

The Efficient Frontier chart includes value criteria on the y-axis—for example, strategic value—and cost on the x-axis. Each point on the Efficient Frontier line represents a different bundle of projects from the proposed portfolio.

Organizations can use the Efficient Frontier chart in one of two ways: 1. Identify the point of diminishing return: Find the point where the curve begins to flatten, which indicates that you are paying more to achieve a disproportionately lower amount of strategic value.

Benchmark the selected portfolio against the Efficient Frontier: Compare the position of the selected portfolio in relation to the line that represents the Efficient Frontier. In reality, because of constraints such as interdependencies, project alternatives, and mandatory investments, most portfolios are sub-optimal and fall beneath the Efficient Frontier. Analysts can identify and work toward removing these constraints to move closer to the Efficient Frontier.

Next, the analyst enters a cost constraint and clicks the Recalculate button. Project recommends the optimal project portfolio. The sophisticated Project optimization algorithm maximizes the value gained from the portfolio under the indicated cost constraint, and considers inter-project dependencies. The recommended portfolio of projects is viewable in the Selected Projects group while excluded initiatives are viewable in the Unselected Projects groups see Figure The analyst can immediately see how much value the selected portfolio will deliver and visually assess the scenario against the Efficient Frontier.

PPM Solution Guide 34 The Force In and Force Out options help ensure that analysts can override the algorithm and specify projects that should be automatically included in or excluded from the portfolio.

Force In and Force Out options have been enhanced in Project so that analysts can select a descriptive value to more effectively communicate why a project is being included in or excluded from the project portfolio see Figure Figure Force In and Force Out options Analysts can save cost constraint analyses to provide an auditable record of all portfolio scenarios.

When needed, they can access the saved scenarios in the Compare Portfolio Selection Scenarios view. This intuitive view displays all saved scenarios side by side, so it easy to compare and contrast, to see which projects were included or excluded, and to review key metrics—for example, the number of projects selected, the overall portfolio value, and the cost constraint applied see Figure PPM Solution Guide 35 Figure Compare Portfolio Selection Scenarios The Strategic Alignment chart see Figure 29 included in the Cost Constraint Analysis view helps organizations dynamically assess how well the selected portfolio aligns with business strategy.

The Strategic Alignment chart highlights potential areas of concern, so that executives can assess whether they are overinvesting or under investing in each of the business drivers.

This assessment would be almost impossible without objectively defining and prioritizing business drivers. PPM Solution Guide 36 Figure Strategic Alignment chart After identifying the optimal project portfolio, analysts can either commit the scenario, which automatically updates the governance workflow—for example, the progress of all selected projects in the life cycle—or move forward with resource constraint analysis. Maximize Resource Utilization with Capacity Planning Leading portfolio management solutions provide a handshake between value optimization—determined by cost constraint analysis—and resource utilization—determined by resource constraint analysis.

Selecting project portfolios based on ROI or value optimization does not guarantee that the organization has the right mix of resources or available resources to deliver projects as planned. Availability and utilization of resources has a direct effect on how and when work is completed. A common problem that many organizations face during an annual planning cycle is front-loading prospective projects on the planning horizon.

This can potentially result in over-allocation of resources in the first half of the year and underutilization of resources in the second half of the year. Performing capacity-planning analysis can help PMOs proactively assess supply versus demand and maximize resource utilization across the entire planning period. Project includes a capacity-planning feature for conducting resource constraint analysis that works in conjunction with cost constraint analysis to connect value optimization with resource utilization.

This helps the organization schedule projects to better utilize available resources and to model headcount scenarios to ensure the organization can effectively staff, execute, and realize value from the selected portfolio.

After successfully identifying the project portfolio that delivers the maximum value for the available budget, the analyst moves forward in the portfolio selection wizard by clicking the Analyze Resources button see Figure The projects selected in the Cost Constraint Analysis automatically carry forward to the next step in the portfolio selection analysis.

The intuitive view displays the projects in priority order and uses a Gantt chart to show a visual depiction of their PPM Solution Guide 37 Based on available resources, the system dynamically determines which projects can be fully staffed, displaying them in a grouping of selected projects. Projects that cannot be fully staffed because of a resource shortfall move to a Not selected section of the project list.

Figure Resource Constraint Analysis view To avoid front-loading the schedule in the first half of the year, analysts can use the Requirement Details view in Project to compare supply and demand data and better visualize the resource contours across the planning horizon see Figure The Requirements Details view is broken into two sections: the top section shows generic resource availability by skill for the selected planning horizon; the bottom section displays resource requirements at the skill level for each project included in the analysis.

The view automatically includes the resource requirements entered during the business-case development phase. The projects then fall into two viewable categories, selected and not selected to denote whether they can be fully staffed based on resource availability and estimated cost. Analysts can simply compare the resource requirements for the projects not selected with the overall resource availability to see why initiatives cannot be fully staffed.

PPM Solution Guide 38 Figure Requirements Details view If you select the Highlight Deficit check box in the right corner of the Resource Availability pane, the view shows time periods for which there are not enough resources to complete all of the proposed projects. This feature helps analysts assess resource availability over the entire planning period to identify quickly resource overutilization and underutilization.

In the following example, the analyst can quickly determine the underutilized resources in the second half of the year. As a result, the organization can more fully utilize resources by moving some of the unselected projects to start later in the planning horizon see Figure Figure Highlight Deficit check box selected By understanding the resource availability contours, analysts can easily move projects around on the planning horizon.

First, specify a new start date in the Gantt Chart view for unselected projects see Figure 33 and then click the Recalculate button on the Analysis tab. Project automatically moves the projects and then determines if they can be fully staffed based on their new start dates. If they can, the projects will appear in the group of selected projects.

The system maintains scheduling dependencies—for example, Project B cannot start until Project A finishes up—and business dependencies. Moving projects within the schedule helps analysts maximize resource utilization across the organization. PPM Solution Guide 39 Roles are based upon subscription service options and can be turned on or off. A role may be simple like enabling an executive to view project progress using a Microsoft Project Viewer or high-level like providing a project manager with full functionality to run Agile project portfolio management.

Project and program managers use Project Online for task management, resource allocation, and reporting when executing on strategy and managing the development of a new product.

Project team members use the product for time tracking and project communication functions. Depending on the subscription plan, you can access MS Project Online through a web app in your qualified Office account or via a desktop client.

Once signed into Office , Project appears in your list of Microsoft apps. The link takes you to a default Project home page where you will find existing projects and create new projects. Sharing MS projects with other people in your project team in SharePoint is straightforward. A team member can be a visitor view the project , a member add, delete, and make general project edits , or an owner gain full control over the project.

If the person does not have an allocated license for MS Project Online, you can export data from your project to Excel or utilize a third-party MS Project Viewer online. Microsoft Project Online is a cloud-based service product that is part of the Microsoft Office family of products, delivered through Office Project management is essential for planning, prioritizing, managing, and executing project portfolios.

One of the key benefits of using an online project management solution is minimal hardware maintenance. Project Online does not require server infrastructure; it is accessible from the user\’s browser. The only requirement is having a supported device and an internet connection. Project Online is an active service that regularly updates functionality.

Additional benefits include the following:. Microsoft PPM solutions have been around for decades, and even with new versions and integrations, complaints center around the complexities of the features, the high costs, steep learning curve, and difficulties with file sharing.

Some claim that multiple plans and pricing along with the SharePoint and Office requirements are confusing. Additionally, Project Online does not support the use of a Mac which is troublesome for many users. As mentioned earlier, Project Online requires no additional hardware or infrastructure to use the solution.

Maintenance and back-ups are included in the subscription. However, devices must have minimum functionalities for browsers, adequate memory, and hard disk space, as well as graphics capabilities.

Look at the Microsoft Project Online chart above for the system requirements of each plan. Additional requirements include a qualified Office account and SharePoint. The visual aspect of Project, which many users found lacking, will focus on more intuitive features that span the enterprise. Microsoft PPM solutions are prevalent, but due to limitations and the demand for flexible, cost-effective project management, alternatives that focus on bringing greater ease and usability to project management may be a better option for some companies.

Many cloud-based products incorporate dashboards, stunning visuals, smooth communication portals, easy document import, and multi-project functions and views. Below you will find a project management software comparison. Every alternative tool has tackled the flaws, difficulties, and limitations users experience when managing complex projects.

Many vendors focus on simplifying interfaces, incorporating basic templates such as spreadsheets , and adding easy-to-interpret visuals to support a fluid and broad range of project management options. Integrating with some of those invoice management systems would make more sense now based on the way enterprises are working in terms of automation.

The solution needs multi-language support. The tool primarily supports English as a primary language. If someone wanted to make it Arabic, the Project Server does not work well. The characters sets, the dates, and other things create a lot of mess. When I was using the Project Server , that was creating a lot of problems in terms of performance, in terms of export, input, the content.

However, when we moved to Project Server three years ago, I would say it was an improved version. It\’s quite stable now. There have been a lot of technical advancements, and feature announcements. Primarily the solution has been handled by the PMO team which is comprised of 20 users. They are mostly portfolio managers, program managers, and solution architects as well as an executive who usually uses it from a governance perspective. Since this has been used by the portfolio managers, so it\’s basically bread and butter for the PMO team.

It\’s used day in, day out and it\’s tracking a single source of truth from a program management perspective. In terms of expanding the portfolio, likely, the business will grow, and that\’s when we may add more users. By , we might add five more users.

That is what I foresee. We go through a CSP partner for Microsoft due to the online nature of the deployment. Our CSP partner is quite helpful. We are pleased with the support quality they provide. I would rate them four out of five stars. The initial setup was complex. Any type of guidance or user training or helpful documentation and materials were not available. I will not be able to properly quantify what went wrong.

I\’m not sure if it was the infrastructure or the capacity planning or if the partner just wasn\’t quite capable. There could have been multiple issues. The general perception was that was supposed to happen within a day, maximum. It took around seven to nine all working days to just set up the environment. Since I was not managing the process, I can\’t give feedback in terms of how the partner was to work with, or their capabilities.

Although we began with the on-premises version, we\’ve recently started using the online version of the solution. That is primarily how we access it now. From an advice perspective, for any enterprise that has an existing investment around Microsoft, it makes more sense in terms of moving to a Project Server to manage in a more structured way.

However, if you do not use SharePoint , if you do not use Microsoft Teams or any sort of solution that is the real value of Project Server it\’s not necessary to use Project Server. This solution is best for those companies planning to have a commitment to Microsoft technology. It brings more value. I\’d rate the solution at a seven out of ten.

It\’s lacking some features around budget cost and portfolio management. There are a few areas that could use improvement still. We primarily use the solution to manage the project lifecycle. Generally the lifestyle starts at demand phase. We design a workflow according to customer\’s needs.

The workflow starts with project ideation and project selection, if the project fits company criteria it will move onto the project management phase. Let\’s say you have 10 projects and you don\’t know which ones to move into actual project management phase.

Customers use the portfolio and analysis feature of Project Server, and decide which project to do according to capacity planning if they have the resources and budget. If the company has enough resources then its the projects with most benefit that gets selected. For the selected projects lifecycle will continue. As it moves forward, you will get more project detail pages, more things to work with.

This will also produce some reports as well. When it comes to integration with other systems Project Server falls short. There used to be out-of-box integration with TFS for example but with Project Server and forward that integration is deprecated.

There is room for improvement here. When it comes to project management itself, I\’d like to see some hybrid solutions right now across the on-premises deployments especially. On-premise only has waterfall style project management. On the other hand Project Online has a lot better integration and hybrid agile-waterfall project management abilities.

This should also be the case for On-premise customers. The check-in, check-out feature, makes Microsoft Project Server pretty slow or cumbersome to use. Users mostly forget when to check-in. We have problems with that. If it\’s a bit faster to use, or easier to use, like your Planner or other programs, it would be better. You should just be able to type in something and it\’s updated. The ease of use could be improved. The scalability is okay. We don\’t really have any technical performance problems.

If we have it, it\’s because of infrastructure, not because of Project Server mostly. We mostly work with governmental agencies. On current projects, there are about people working on the solution. We have ten project managers and five profile managers on our end. Technical support is pretty good. We have seen problems due to the infrastructure and management on the customer\’s side, which affected some services on Project Server.

One ticket I opened as normal severity which took two weeks to resolve. That said, when I opened a ticket with critical severity that is blocking some services, somebody contacted me in less than an hour. We were able to fix the problem in three hours total. I\’d say overall, the support side is good.

The installation is very easy with MinRole helping you along the way. You can do high availability of the SharePoint services fairly easy except for the DB part. I\’m not just a user, I implement solutions. We are Microsoft partners. I develop the solution from infrastructure to power bi reports. User experience, customization, and reporting. In Turkey, especially governmental agencies, they don\’t want to be on the cloud. So all the environments I manage, they\’re on-prem.

Basically, we use it to do project plans or schedules for our smaller or medium-sized projects. For the way we use the solution, it\’s fine. I can\’t think of anything specifically that I\’d like to have improved now. It would be useful if the solution allowed us to share files or project schedules.

You may get that with the cloud version. However, it\’s not available on the on-premises versions. It would be nice if there was a low cost version of the enterprise version, so something in between what we have now and enterprise.

It would be perfect for those that don\’t want to go enterprise but still want to have the sharing project files capabilities. I\’ve been using the solution for quite a number of years. It\’s been about ten years at this point, in my estimation.

I believe the scalability is limited. A company wouldn\’t be able to expand it easily. You need to go to the next version, which is enterprise or cloud-based. At our organization, we have five to seven people using the solution. It\’s mostly to do project schedules, so they are all consultants. It\’s not that widely used. We probably will not look at using the current version much wider than it is. We\’ll probably go with a cloud-based version or enterprise version the next time we need to upgrade.

For us, our setup isn\’t that fancy. It is just a single laptop deployment and we just deployed the solution to a couple of laptops. There was no complexity whatsoever. The enterprise version may be more complex to set up. You only need one person to manage the deployment process. In order to maintain it, you would only need one person who wouldn\’t need to even be on it full time. The solution is only a single cost per seat. There isn\’t a monthly or yearly subscription. It\’s only a few hundred dollars.

It\’s pretty inexpensive. I\’d rate the solution nine out of ten due to the fact that it does have some limitations. Otherwise, it\’s perfect. We noticed that there are some problems or issues working with it. We are finding some workarounds to avoid them. We are not totally satisfied with that solution. It is related to the calculation of project duration, working hours, and so on.

We think that calculations are not working correctly, and there is a need to enter data a couple of times in order to give the correct calculations. I\’m not sure if there are any missing features. I can\’t recall feeling as if something is lacking. The solution runs smoothly. It\’s quite stable and reliable. We don\’t really see bugs or glitches. There aren\’t crashes and it doesn\’t freeze. We have been able to operate it without issues.

It\’s been good in that sense. The scalability of the product is quite good. If you need to scale it, you can do so. It shouldn\’t be a problem. It is not my responsibility to contact technical support. I don\’t have experience with them. We have internal IT and their responsibility is to support the solution and to maintain everything.

If there were issues, it would fall to them to contact technical support for the most part. Therefore, I can\’t directly speak to the solution\’s technical support response or capabilities.

I didn\’t do the installation by myself. My colleague from our company did it instead of me. I\’m not sure if the process is straightforward or difficult and I cannot speak to how long deployment took. I don\’t have any experience with the pricing or licensing of the solution. I\’m not sure what the costs are. It\’s not a part of my job to worry about the licensing. I don\’t have experience with other project management tools.

Maybe there are some better solutions, however, I\’m not sure what those solutions are. I would recommend Microsoft Project to other organizations. In general, I would rate the solution at an eight out of ten. We\’ve been largely happy with the product. It gives us good visibility into the amount of work needed for each person and how to delegate it appropriately.

The working blocks within the solution are excellent. I can follow four or five projects and see the dealine of items in the calendar. We can understand the amount of work – if it\’s full or not – and we can plan a team member\’s activities based on that.

I\’d like it if we could divide out the project calendars. On one project server, we might follow five projects or more at one time, and we\’d like to see all of the items at once so that it becomes a long loop, but one where we can identify different projects in tandem and then focus on which we need to at the time.

While I only have visibility into one, I\’d like to see several at a time. The solution is reliable. There aren\’t glitches. There are no bugs. It doesn\’t crash or freeze. It\’s very stable. The solution is very scalable. If a company needs to expand the product they can do so quite easily. Our finance department handles the billing, therefore, I\’m unsure as to if we pay monthly or yearly and what the overall costs are. You can use it to build your schedule based on how you change your dates.

This is how it actually builds the schedule.


Microsoft project 2013 portfolio management free. Portfolio Management Made Easy with Project Online/Project Server 2013

In Turkey, especially governmental agencies, they don\’t want to be on the cloud.


Microsoft Project Portfolio Management Solution Guide – From atidan


– Он протянул конверт Беккеру, и тот прочитал надпись, сделанную синими чернилами: Сдачу возьмите. Беккер открыл конверт и увидел толстую пачку красноватых банкнот. – Что. – Местная валюта, – безучастно сказал пилот. – Я понимаю.


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