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Project Server Help Blog > Categories
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1/7/2010
As I mentioned in my previous post, 'Hacking PWA with Web Parts' (http://www.projectserverhelp.com/Lists/Posts/Post.aspx?ID=7), many pages in PWA and in the Project Workspaces are web part pages, and you can manipulate them easily through your web browser. You can add, remove, and rearrange web parts on these pages quite easily without any programming. You can usually identify the editable web part pages quite easily by simply pulling open the 'Site Actions' menu located near the upper right corner of a page; editable web part pages show the 'Edit Page' option under the 'Site Actions' menu:
However, if you pull open the 'Site Actions' menu on any of the 'New Item' pages in a Project Workspace, such as the new Risk form shown here, you see that the menu has no 'Edit Page' option:
The 'New Item' pages in a Project Workspace are in fact editable web part pages, but we need to perform a javascript trick in order to switch the page into edit mode.
While displaying a 'New Item' page in your web browser, enter the following directly into the web browser address bar, then hit the [Enter] key...
javascript:MSOLayout_ToggleLayoutMode()
...and voila, the javascript switches the page into edit mode!
You can now add any web parts you like to the 'New Item' page, such as a Content Editor Web Part (or CEWP... one of my favorites!) to display process information or instructions for logging a new project risk:
When you are finished manipulating the page, click the 'Exit Edit Mode' link in the upper right corner of the page, located immediately below the 'Site Actions' menu:
You will then see your beautifully re-crafted 'New Item' page... ready for use:
For more information about how to add, remove, or rearrange web parts on a web part page, see my previous post, 'Hacking PWA with Web Parts' (http://www.projectserverhelp.com/Lists/Posts/Post.aspx?ID=7).
Good luck! 11/3/2009
Time Tracking Stinks
Let's face it... nobody likes to track their time. It's not fun, it's inconvenient, and it provides very little value for most of the thousands upon thousands of people who are asked to do it every day / week / month. It's not extremely difficult or time consuming to do in most cases, but nonetheless it still stinks. Whether they are using paper-and-pencil timesheets, Project Server timesheets, or another third party timesheet tool, I bet that most people would be tickled pink to hear that they never need to perform this boring and tedious task ever again.
It Stinks, But We Need It
On the other hand, I doubt that anyone in our community would deny the benefits of capturing data that describes how people spend their working time. We need it to status project and operational work, we need it to justify headcounts, and we need it to bill our customers... just to name a few reasons. If captured consistently and completely, the data can be extremely valuable:
- What if you discovered that your personnel currently spend 30% of their time on projects? What if you could increase it to 50%?
- What if you discovered that some of your personnel are 90% billable, but others are only 20% billable?
- What if you discovered that the average work week within your department / business unit is 65 hours? What if you discovered that it is 32 hours?
Let's Be Innovative!
Until someone in a laboratory discovers a way to tap directly into our brains and record what we are thinking and doing throughout the workday, an interim solution would be extremely helpful. This solution should address the age-old problem of time tracking... the need to capture the data to manage and improve the business, while at the same time making it effortless for the company personnel to capture. After all, if we ask our personnel to follow a process or utilize a tool that is confusing or tedious, then we will most likely end up with a garbage-in, garbage-out situation.
Many existing solutions are merely slight variations from one another; a timesheet consisting of a list of tasks or activities shown in a table or form, with daily or weekly columns for entering how much time was spent on each. A truly innovative solution would cast aside any existing time tracking paradigms... no more timesheets, no more typing work hours into a form, and no more waiting until the end of the day / week / month to capture the data.
One example is a shop floor solution in which an employee swipes their ID card when they begin working at a station or work center, then swipe again when they leave the station. A system automatically tracks the amount of time that the person spent performing that activity... no manual time entry required.
With the widespread use of mobile phones, RFID (Radio Frequency ID) tags, text messaging, social networking tools, and other emerging technologies, we should be able to invent some very interesting methods of tracking our company time.
Crowdsourcing the Solution
In an effort to crack open the time tracking problem that so many companies have, I would like to engage the community to do some brainstorming. Here are a few thought starters to get the conversation rolling:
- What specific aspects of time tracking stink?
- What types of working and non-working time need to be captured?
- How accurate does the data need to be?
- How granular does the data need to be?
- How often does the data need to be captured?
- How often does the data need to be submitted?
- Is it better for people to manually enter the data into a tool?
- Is it better for a tool to automatically ask people for the data?
- Where should the data be captured?
- What types of devices should people use to capture the data?
- Should it be a stand-alone tool, or embedded within other software / tools?
- Should the tool utilize social networking platforms?
Please leave your ideas, suggestions, and other comments here.
Thanks! 6/15/2009Please join us on Wednesday, June 17th, 2009 for the next PMI New York City chapter event... 'The Gantt Chart: Still Vital after 100+ Years'. This in-person event will begin at 5:30pm, will be held at the Microsoft offices in mid-town Manhattan, and will be led by Gary Chefetz MVP, MCP.
Gary Chefetz is founder and Chief Executive Officer of MSProjectExperts. Gary is a Microsoft Project MVP, recognized for his expertise sharing in the Microsoft Communities and for authoring numerous books about Microsoft Office Project and Project Server. Gary also holds an MCP in Project Server.
With roots in the late 19th century, graphical representation of business process flow, like the Gantt chart, helped drive the industrial revolution by making complex business flows understandable to the average manager and worker alike. We explore the history of this vital technique and the importance of the Gantt chart in building a schedule model. Project managers can use the Gantt chart to mold a schedule model for better workflow understandability and for communicating the critical path and project schedule objectives to project stakeholders. In this session, we show you how to build better schedule models by using Gantt chart optimization.
For more information, and to register for this event, please visit the PMI NYC web site:
2/25/2009
If your organization is like most, management is running cautious right now, if not completely driven by economic fear. The market abhors uncertainty and the typical automatic management reaction to uncertain times often results in new project paralysis, including the fear of launching projects that could dramatically improve performance and productivity. Organizations that react this way are missing an excellent opportunity to make some of the changes that they may even have lamented not having done prior to the last stretch of prosperous business activity. This is shortsighted because an economic downturn is the best possible time to orchestrate business improvement efforts like Enterprise Project Management as well as other process improvement initiatives.
When an organization makes a serious commitment to implement new management practices, it often requires the addition of new talent. There is no better time to shop for new talent than a time when companies are indiscriminately cutting their workforces. In this case indiscriminate refers to the practice of slashing by the numbers rather than by carefully sifting through the talent pool and choosing to cut based on measures of worth. Organizations that cut jobs by the thousands cannot possibly take the time to be discriminate responding to pure economics rather than other business drivers. The result is that many companies release very talented people into the market where companies wise enough to seize the opportunity to grab them, can significantly improve the talent and experience profile of their staff. The end of the dot-com boom saw a similar widespread release of IT talent providing an opportunity for companies who had previously hired marginal talent, to reconstitute their technology staff with a better grade of employee. That same opportunity exists today, but on a much wider scale.
One of the most common excuses for not implementing EPM or other process improvement initiatives is lack of time. "We're just too busy right now to take this on," is a common lament. If there is any one thing that a business slowdown brings, it is time. Of course, an organization faced with a business slowdown must invest some of this time into building strategies and tactics to survive the economic realities it is facing, but a wise organization spends some of this newly available energy and time on making the existing business approach better and more profitable. Now that the time is available, it makes sense to undertake process improvements that can yield cycle time reductions and improve performance. The best time to implement EPM is when you have the time to do it well.
Perhaps the greatest challenge to implementing management style changes is the organizational resistance that they invoke. Changing the way people work is never a popular sport, but people are much more likely to get the reasons for doing so during economic hard times than in times of prosperity. With the stock market losing almost half of its value and with daily job loss announcements and soaring unemployment numbers, even people who are not so worried about their jobs, are a little bit worried at this point. An economic downturn is the perfect stage set for introducing management changes that an organization would normally push back on. Selling a new management approach is not nearly as difficult when the government and media are constantly talking down the economic outlook. People instinctively get that process improvement is good when times are bad.
While we all must work through this time of economic uncertainty, some of us will emerge stronger and healthier through the experience. Those organizations that recognize the opportunities of time, talent and attitude that a recession brings can seize the moment and implement process improvements that will yield a significant ROI for many years and economic conditions to come. 1/9/2009
Please join us on Thursday, June 18th, 2009 for the next MPUG New York City Metro event... 'Blending People, Process and MS Project to Maximize Effectiveness'. This in-person event will begin at 5:30pm, will be held at the Microsoft offices in mid-town Manhattan, and will be led by George Pitagorsky, PMP.
George Pitagorsky, PMP, is a consultant advising clients on the implementation and improvement of management practices. His expertise has been earned through managing and consulting in complex settings on projects and programs in IT, process improvement, learning and development, knowledge management, and engagement management. He has been published on project management, process improvement, teamwork, conflict resolution and personal development subjects.
In order to use Microsoft Project effectively it is necessary to not only understand the principles of project management but to be able to adapt them to the needs of a specific project in a specific environment. This presentation will identify the project management activities that are supported by the tool set and discuss the importance of knowing how and when to apply the tool’s features. We will focus on the way the tool supports project communications and knowledge management. These are application areas that go beyond the more typical project scheduling and tracking to address behavioral issues that are critical to success.
For more information, and to register for this event, please visit the MPUG web site:
1/7/2009
Please join us on Wednesday, January 14th and Thursday, January 15, 2009 at the Midwest Microsoft Office Project Conference in Oak Brook, IL.
Microsoft and the partner community are joining forces to launch this FREE 2-day Microsoft Project Conference to share turn-key solutions and best practices with local companies who have an interest in Enterprise Project Management solutions and making the most of their Microsoft investments. You’ll hear from partners and your peers in other organizations who have transformed their businesses using Microsoft Project, Project Server, Portfolio Server and SharePoint.
Among the many speakers at the conference will be Dale Howard, MVP who will be presenting 'Tips, Tricks, and Certifications for Microsoft Project 2007 and Project Server 2007'. Dale is the Vice President of Education for msProjectExperts and is one of only 29 Microsoft Project MVPs in the entire world. In addition to his coveted MVP title, he also possesses the CTT, MCTS, and MCITP certifications.
Click Here to learn more about and register for this FREE event (please enter event code 4DC885 when prompted).
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