Best Practices

Establish data archival and retention requirements so that they can be used in understanding data storage needs.
If possible, load a test database with typical project sizes and complexities to better understand how your database will grow as projects are added to it. Don't forget to publish the projects, set the availability and OLAP calculation window time frames , and build the cube.
Expect system performance to change over time; enact regular system monitoring and logging to address performance needs proactively.
Monitor WSS database growth carefully because user acceptance of WSS can sometimes vastly surpass any expectations.

Part IX: Industry Configuration Examples

IN THIS PART

CHAPTER 27 Industry Examples for Microsoft Office Project 2003 Configuration

Chapter 27. Industry Examples for Microsoft Office Project 2003 Configuration

IN THIS CHAPTER

Customizing Project Web Access and Views Configuration
Customizing Enterprise Global Custom Outline Codes
Generic Enterprise Outline Codes for Projects
Custom Outline Code for Resources
Examples of Generic Enterprise Custom Fields
Research and Development Examples
Government Agency Examples
Air Industry Examples
Healthcare Sector Examples
Oil and Gas Industry Examples
Construction Industry Examples
Pharmaceuticals /Biopharmaceuticals Industry Examples
Information Technology Examples
Best Practices

This chapter presents some examples of configuration for different industries. These examples are generic and may not be suitable for a specific organization, even if the organization in question operates in the industry described.

Moreover, these examples are meant to provide guidance for the deploying organization and not be construed as industry standards.

Customizing Project Web Access and Views Configuration

It is important to understand that Project 2003 was designed with flexibility in mind, and it can be configured to adapt and respond to a wide range of requirements. The Project 2003 repository makes it possible to view project and resource data in many different ways to satisfy users' specific interests and responsibilities.

All Project Web Access (PWA) views, including Portfolio Analyzer Views, are customizable by the deploying organization, and they are specific to each of them.

NOTE

Because of the large number of individual variations of project management methodologies, specific views, administrative settings, and entry tables cannot be recommended for a specific sector. These settings are particular to each deploying organization.

Most administrative settings are, just as the views, specific to each organization, and they cannot be tied to a specific sector or industry.

Notwithstanding that settings are specific to each organization, when customizing PWA a few recommendations are valid for most organizations, and these are presented in the following sections.

Managed Time Periods Versus Nonmanaged Time Periods

This setting applies to organizations that need to "lock down" accounting periods for cost synchronization with an account system and/or need to analyze accurately the Earned Value performance. If the organization does not require strict accounting interfaces for the EPM system, the Managed Time Periods option is not necessary.

Tracking Settings

Time reporting and tracking are paramount for capturing the actual effort input for each project and provide a more objective estimation of the project progress.

Project 2003 can be configured to track work performed by resources in three ways:

Percent of work complete Resources report the percent of work complete, between 0 and 100%. This is the preferred method for organizations deploying an EPM solution in an R&D environment.
Actual work done and work remaining Resources report the actual work done and the work remaining to be done on each task. This method is recommended for organizations in healthcare, oil and gas, and product development.
Hours of work done per day or per week Resources report the hours worked on each task during each time period. This method is recommended for any organization that needs to track with accuracy the work effort of each project participant. This method is not recommended for R&D organizations.

Locking Down Defaults

It is recommended to use Force Project Managers to Use the Progress Reporting Method Specified Above for All Projects because this provides consistency and coherence in use of Project 2003 throughout the enterprise.

Use Allow Project Managers to Change the Default Method for Reporting Progress If a Different Method Is Appropriate for a Specific Project only if the deploying organization has a high level of maturity of project management and there is a solid project management knowledge base within the company.

Project Web Access and Portfolio Analyzer Views

Time reporting and tracking, actual work, and resource availability are just a few example areas where PWA views can easily be customized. This enables the organization to report on various attributes for projects and resources in a consistent manner.

Lack of this information may drive late identification of projects' needs and requirements and force decisions that are not always fact-based .

The following views are the most common ones that we recommend:

Temporal requirements for management reports Resources Versus Time, Work Versus Time, Skill Sets Versus Time, and so on
Functional requirements Resources Versus Projects, Resources Versus Tasks, Department Loading, Actual Work Versus Work, Actual Work Versus Baseline Work, and so on
Portfolio requirements Project Dimensions, Project Priority List, Project Synchronization, Project Metrics, and so on