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Thanks @Jana Rybak.

Hello Questers, Please can someone point me in the direction of guidance to support the communication that when there are large teams working on projects, it does not make sense to have all of the team members editing Meisterplan? I feel that it will lead to a higher level of data quality and consistency if edit rights are limited, guidance is clear and portfolio managers (across a number of portfolios in our case) work towards maintaining compliance with data entry, edit and maintenance expectations. Many thanks. Carly

Hi Carly, thank you for your question, I totally agree that limiting edit rights to specific user groups leads to a higher level of data quality and consistency. Indeed it doesn't make sense to have everyone editing Meisterplan. Instead, we recommend limiting edit rights to the specific user groups. I.e. project managers should be able to maintain their project data and team members should get read-only access to get the information they need. An elaborate role & rights concept combined with a structured portfolio view can thus be a big benefit for your data quality. In fact, you can find a list of recommended user rights depending on the role in our help center. Let me know if you're missing something. I also saw that you already registered for our next Meisterplan Round Tables, that's great news! In June we will talk about how scenarios and portfolios help you manage your PPM and in August we will discuss how to keep your PPM data up-to-date. I'm happy to hear you participate and look forward to our discussion! Best regards, Jana

Dear community, do you have best practices on how to motivate your project managers to give regular updates on their projects? We are looking for solutions to motivate them in a positive way instead of punishing them. Looking forward to reading your answers. Best regards

In meisterplan we have most of the elements to produce a technology roadmap visual. eg. goals, capabilities (custom field), resources, milestones, status, etc). Has anyone produced a visual that connects these elements in a ready to present visual

Hi All, a very quick question. What does everyone here do with completed projects? That is: do you remove (delete) the project from plan of record once it completes? do you create a new scenario for completed projects and move completed projects there (though I can't find an easy way of doing this)? do you just move completed projects to the bottom of the plan of record below cut-off (does not make a lot of logical sense)? Wanted to get some thoughts and thanks in advance.

Hi Almirz, thank you for your question. There are two good options to remove completed projects from your current plan of record. 1. You can create two portfolios: a) portfolio "Current projects" (includes projects in all stages except completed projects) an b) portfolio "Completed projects" (includes projects in stage "completed") > I would prefer this option. You find more information how to do it in this helpcenter article . 2. Change the date range (Month before current = 1, see screenshot). By changing the date range, all completed projects before the chosen range will be excluded from the portfolio and disappear (alas they have a financial event within the set date range). This is a user specific setting though, which also impacts your reports, so if you want to use it, be aware that reports might show different numbers than for your colleagues. Does this help you?

A transparent process, facilitating the understanding why regular updates are required . One client called Meisterplan his "gentle whip" the other day (with a smile). As Meisterplan is shared via read-only mode with senior management (the access level is "viewer" https://help.meisterplan.com/hc/en-us/articles/115004377594-User-Management#Access-Levels), everybody is eager to have their data up to date. Everybody understands the Lean PPM process and thus the necessity to provide updates.

Hello Meisterplanners, my name is Dennis Riedel and I work as a project manager at TRUMPF Gmbh & Co. KG in Ditzingen, near Stuttgart, Germany. Before joining TRUMPF I worked at United Internet Media GmbH, a subsidiary of United Internet AG (1&1, WEB.DE, GMX, ...) as IT project manager and previously 5 years in Barcelona, Spain, where I changed my career from software development to project management. At TRUMPF I am tasked with the creation of a project management office (departmental PMO) for Sales & Services. Main topics are transparency and prioritization of all currently running programs and projects with regards to their interdependencies on ressources. Also, as a central department, we plan to establish a common process for project portfolio management (PPM) for our business units in Sales & Services worldwide. As we are mostly starting from scratch with PPM, I am very happy to have met Meisterplan earlier this year and got to know about "the Quest". We already had the chance to visit other Meisterplan users to learn from their experience with the software and their own PPM process. I am looking forward to challenge our PPM design with others and learn from each other. Happy planning! Best regards, Dennis