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Showing content with the highest reputation since 03/07/2018 in Posts

  1. 4 points
    We have started on the development of the Hot Topic "Combined Reporting for Projects, Allocations, and Capacities". This will allow users to evaluate resource capacities and allocations simultaneously in a single report. We are also planning further improvements, such as clearer analysis of allocations, over-allocations, and remaining capacity, as well as the ability to configure options such as Time Slicing Period and Allocation Unit directly in the report rather than having to switch to Reports view. The Help Center will provide instructions explaining how existing reports can be changed to the new format. Follow this thread by clicking “Follow” in the top right corner to receive email alerts for new posts.
  2. 3 points
    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?
  3. 3 points
    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
  4. 3 points
    Based on my experience as an implementation consultant with PPM systems, here are my suggested rules: 1) Senior management commitment is essential to ensure that everyone is committed to a successful implementation. 2) Be realistic as to how much can be included in the first stage of an implementation. Having everything in the system is not always best! 3) Deciding what you want to get out of the tool will help you to define what needs to be put into it. 4) Define your processes and be clear which parts are being supported by the tool and which parts are not. 5) Make sure that the tool works in a straightforward way for the majority of regular use. Don’t get bogged down in the minutiae of dealing with rare exceptions. 6) Avoid replicating detail that is already being managed in a system that is not being replaced. 7) The quality of the information that you see is totally dependent on the accuracy of the input data. 8) Implementing a tool is a real job. It’s not something that people can be expected to do alongside their normal work. 9) Ensure that stakeholders from affected areas have an input into the design process. These people can then help to popularise the tool among their colleagues. 10) Once the tool has been implemented ensure that there are sufficient people trained to maintain and update it.
  5. 2 points
    You may have already seen the post about our Meisterplan and JIRA integration plans on our list of hot topics. During the last weeks we have spoken to a number of customers and partners about what they’d like to see in a JIRA + Meisterplan integration. Thanks to everyone who has helped so far and please continue to give us input. We received so many great suggestions that we could easily spend the next 6 months building everyone’s wish-list of features ? But we don't want to keep you waiting so long! And I'm convinced that the first feature set will be a significant improvement for many people when working with Meisterplan and JIRA. Our plan for v1: once configured, there will be 3 simple steps to create a transparent and feasible plan by using Meisterplan and JIRA (see design mock-up below): 1. Import the name of an item (Epic, Release or Project) as a Meisterplan project. The project will be automatically linked to the JIRA object within Meisterplan. 2. Enter the resource allocations for this project in Meisterplan 3. You will immediately see which issues are open and can be delivered by the provided allocation – and, maybe, the issues which cannot be done with the given allocation That´s it! And as the name ‘linked System' says, it´s a connection but not an full data import. You will not have to maintain data in two systems. The management planning stays in Meisterplan while the work management stays in JIRA. Our new view in Meisterplan will create a visual link. Of course, we will also provide some additional features for usability, but basically steps 1 to 3 will enable you to create a plan that works with your JIRA data. Looking forward to the release, Stefan
  6. 2 points
    Hi everyone, Here is a first glimpse into how we’ll enable you to combine project, resource and allocation data into a single report when using Meisterplan integrated pivot reports. In the Field Chooser, you’ll be able to select from all field types: With this, you’ll be able, for example, to pull up a report that shows you who is assigned to each project, their current allocation and if they have remaining Net Capacity. From there, you’ll instantly know who can take on additional work required for the project:
  7. 2 points
    Hi, We started to use Meisterplan at the end of 2017 starting with only one business group - we currently have 125 resources within this now. Half way through this year we began to gain interest from other teams in different business area's so we have opened up two seperate instances for their business area's. We are now looking to begin to ask all teams from all business area's to use the tool and I would be really interested to hear how other businesses have done this? We believe that we should move all back onto one instance for the ease of reporting, however this would could involve up to 1000 resources within it and more users updating. Please can people share their best practices on this as would be interesting to hear pros and cons of either situation? Many thanks Daisy
  8. 2 points
    Hi @Daisy & @Alexia Would you be interested in having a learning session where we can share best practices and maybe improve the way we use Meisterplan? I would definitely see some benefit! Let me know if you have time and I can schedule a session. Best Mihai
  9. 2 points
    This is quite a tricky issue - as you say, ‘moving one project makes another impossible’. So, we have to be careful with our expectations from the software. As you may know, MS Project has a ‘resource levelling’ feature that does something like this, in that It reschedules the project tasks, based on resource availability, with a choice of settings to run the algorithm behind it. However, this often seems to result in the project finish date being pushed back beyond a reasonable date. I think many users would agree that, while it’s a great concept, it’s actually quite difficult to get acceptable results. Meisterplan has a feature called ‘Auto-schedule’, details for which you’ll find in the Help Centre (https://help.meisterplan.com/hc/en-us/articles/115004399153-Auto-Schedule). This, in theory, is the ‘magic bullet’ that you’re looking for, but it works to a set of rules, all of which are logical but need to be understood: • It won’t auto-schedule ‘in-flight’ projects (you need to insert a split to schedule the second part of the project) • Dependencies are crucial! Remember to set them before trying Autoschedule. • It will only consider existing resources. It may be that the best option to complete all of your projects in an acceptable timeframe is to bring in some temporary staff, Autoschedule will not show that. We find Autoschedule to be useful. We recommend that you generate a new scenario to try it. It will give you interesting results to consider for possible alternatives, but it’s not a substitute for management thought. Try experimenting – I think everyone would like to know your experiences with it.
  10. 2 points
    We are going to replace the current global setting for the visible data range by an individual (user based) time filter. The topic is already in implementation.
  11. 1 point
    Hello, We have started working on the new Meisterplan REST API, with which you’ll be able to better integrate Meisterplan into your tools and processes. Your developers can take a look at the first API draft, which contains sample requests and responses, here: https://app.swaggerhub.com/apis-docs/publicAPI/MeisterplanBeta/0.0.1 As work progresses, we’ll post updates in the Help Center: https://help.meisterplan.com/hc/en-us/articles/360024302652-Meisterplan-REST-API-Preview- If you’re a developer, we’d be happy to hear your comments, questions or feedback at api-feedback@meisterplan.com.
  12. 1 point
  13. 1 point
    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
  14. 1 point
    Hi Carly, that's a very good question. Unfortunately, that's not possible at the moment, as the rights are given on the user level, not on portfolio level. E.g. a user can edit all portfolios he can see. What is possible though and a common workaround by other customers is to give 2 users to one person. These users can be based on the same mail address, they only need to have a different user name. For example, I could have two users: User "jana rybak edit" can edit specific portfolios User "jana rybak view" can only view specific portfolios With this approach, you have to take care though that you don't share an overall portfolio (like "All projects") with all users, as a portfolio shared with all users could be edited by everyone with edit rights. We're currently reworking the role & rights concept to make it easier and more transparent who can do what and where in Meisterplan. In the meantime, the option described above is the best solution I've come across so far. Best regards, Jana
  15. 1 point
    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
  16. 1 point
    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
  17. 1 point
    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
  18. 1 point
    Dear friends we are about to create the first reports with Tableau. We have to link the required tables. Is there a DB schema where we should see how the tables are correctly linked together? We found out a lot, but a few things are unclear to us. For example how a project is related to a program. Thank you Thomas
  19. 1 point
    Hi All. New Meisterplan user here. This is my second post of the day. :) Tracking project costs vs planned project budgets is an area of focus at my organization. While testing out Meisterplan, I realized that even though I can enter budgets (capex, opex, benefits) at the portfolio level, there is no way for me to enter budgets (capex, opex, benefits) at the project level. Even if i create a custom field to enter planned capex, opex and benefit $$ for each project, there is no way for Meisterplan to use that data and interactively show it as part of the financials section in the portfolio designer. I think it would be immensely beneficial for portfolio managers if they were able to enter planned opex, capex and benefits $$ information against each project as this would allow them to track cost allocations (Actual costs) at the individual project level when cost events happen (instead of only tracking at the overall portfolio level). Hope I was able to explain the use case somewhat. Please let me know if additional information is needed.
  20. 1 point
    Hello @Thomas Mundschin, Thanks for bringing this up. A documentation of the Reporting Database can be found at: https://help.meisterplan.com/hc/en-us/articles/115004373214-Tables-and-Views-of-the-Reporting-Database It includes an entity relationship diagram that illustrates how the tables are linked to each other. I hope this will help you with your reports. If you have any further or more specific questions, don't hesitate to contact us directly or on the Quest. Kind regards, Fabian
  21. 1 point
    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.
  22. 1 point
    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.
  23. 1 point
    Hi All, Relatively new user of Meisterplan here. One functionality that I noticed seems to be missing from Meisterplan is the ability to develop reports that look like simple tables of data. Not talking about a pivot report, because pivot reports are not very friendly with text/string values but talking about a simple table. Something that allows users to create a report and output something as simple as the attached image in excel or any other form. I tried using the existing reports features and couldn't make much progress as pivot reports do not allow text data to be reported out as "values". I also tried the plan of record excel export and that unfortunately does not show project manager name, program name, business goal in projects worksheet which means I would have to do some manual work to get the system to report out something that might work for me. I think Meisterplan is a PPM tool and the report that I am talking about would help portfolio managers develop custom dashboards/reports for senior management that only focus on project information, timelines and health. Please let me know if you have found a workaround to this!
  24. 1 point
    Dear all I'm looking for a similar report. Addition to Almirz example, I need also the Project Value. Thanks, Thomas
  25. 1 point
    Hi Almirz, Yes, this is very helpful and I understand your approach. Thank you very much for your effort and the provision of a solution approach! I am not a Product Manager though, therefore I'd like to take this with me for a further discussion with the colleagues from Product Management. I will come back to you regarding this Feature Request! Best Regards, Achim
  26. 1 point
    Hi Achim, Thanks for your response. I agree with your statement about Meisterplan being a PPM planning tool and not a tracking tool for planned vs actual. Having said that, and I think you'd agree as well, having the capability to define budgets and benefit targets at the project level (instead of only at the portfolio level) would help track project financial performance. Meisterplan already allows users to enter cost events for each project (edit project > financials) so it would definitely be helpful if it also allowed users to enter budget and benefit target for each project individually as well. What might actually be a little tricky would be how this new information (budget and benefit target for each project) is show in the financials section of the portfolio designer in trace mode. Ideal solution in my mind would be: User clicks on project and sees in financial section what capex budget, opex budget and benefits target was for selected project in grey bars. And then cost event are filled inside those grays for only the selected project, just like it is done now with color coding. Hope the above info clarified my question a bit. Please let me know if this makes more sense. Thanks again.
  27. 1 point
    Very interesting topic indeed. And thanks for the hint with regards to the reporting and shared pool of resources, John. We also see interest in Meisterplan at other departements we show it to, especially because it is lightweight and focused.
  28. 1 point
    Hello everyone, I’m excited to announce that today we released Meisterplan for Jira, which is included for free in all existing Meisterplan systems! With this integration, Meisterplan now gives you visibility into work and resources across all teams, including work managed in Jira. You can show progress, predict completion dates, and get a complete picture across all of your organization's agile and traditional projects. We want to thank all beta testers who provided valuable feedback about the integration. As a result of that feedback, we added JQL support when linking Meisterplan projects to Jira to enable a broader set of data to be imported. We encourage you to test out Meisterplan for Jira today and please let us know what you think. For more information, see the full release notes in the Meisterplan Help Center: https://help.meisterplan.com/hc/en-us/articles/360024693451
  29. 1 point
    Hello everyone, You are all interested in Project Portfolio and Resource Management. In fact, every quest member works on this topic at his or her business. So let us discuss your experiences and issues! I would like to invite you to the brand new Meisterplan Round Table. Learn from other Meisterplan users’ experiences or raise open questions – both related to functionalities of the software Meisterplan or PPM in general. Date: Tuesday, November 6, 2018 Time: 10:00 – 11:00 am (Central European Time). Place: https://gotomeet.me/manuelschneider Please post your topics beforehand in this forum so I can prepare a rough agenda. Special thanks to @Alexia, @Daisy and @Mihai.Rotariu for initiating the first session of this kind a few days ago. Looking forward to meeting you soon! Regards Manuel
  30. 1 point
    Hello everybody, Exciting stuff – our first beta testers are taking the upcoming Jira integration for a spin! There are still a few open spots, so be sure to let us know if you’re interested in Meisterplan and Jira or if you have any questions. Stay tuned for a release soon! With the first release of Meisterplan for Jira, you can link Meisterplan projects to Jira epics and view Jira data directly in Meisterplan. See at a glance which work steps are included in a project and which steps can be completed with the resources allocated in Meisterplan. Follow this thread by clicking “Follow” in the top right corner to receive email alerts for new posts.
  31. 1 point
    Hi, have recently added a number of 'Roles' to Meisterplan, when looking to 'Staff the Role' the option is greyed out in the pop-up menu. There are known resources in the system with associated roles so should be able to staff said roles. Any suggestions / solutions gratefully received. kind regards Vicky
  32. 1 point
    Hi everyone, here’s a quick update from the Meisterplan team! We are currently implementing the first iteration of the link between Jira and Meisterplan. With this iteration, users will be able to link Meisterplan projects to Jira epics. The other types of Jira items that were mentioned in the original post (Jira project, Jira release,…) are not part of this first iteration. Here’s an updated peek at how this will look for users who import a Jira epic as a new Meisterplan project: First, users select which epics they want to import. Then they assign resources to those projects in Meisterplan, and get a clear view of how many Jira stories can get finished given the allocation entered in Meisterplan. Stay tuned for further updates (don’t forget to follow this thread by clicking “Follow” in the top right corner)!
  33. 1 point
    Interesting question, and one that probably doesn't have one 'right' answer. You have a number of factors to take into account, for example: Do the projects for the different business areas use a shared pool of resources? If resources are strictly within different business areas, what's the benefit of a combined instance? How different are the requirements for the different groups of users? If the business areas have different key custom fields, project stage gates, scoring attributes etc., perhaps it's better to maintain separate instances. How confidential is your data? Meisterplan allows portfolio owners to see other work that their resources are using (though they can't affect it) What are your reporting requirements? If it's necessary to provide a view across the whole of the company's activity, then it makes sense to have a combined site with all projects, resources, dependencies? Do you have a BI tool that could aggregate the data from different Meisterplan instances, to give an overall view? As I said at the start, not an answer, but some thoughts that make help you towards the right answer for you. Have other customers followed a similar route?
  34. 1 point
    In the 'Resources View' section find it difficult to establish / view what resources are working on easily without having to move the mouse over each allocation and unable to view project impact when moving timelines / milestones / dependencies. Multiple projects have interdependencies on other projects, in particular as a result of resource availability. A gantt chart tyle view is a very useful to visulise what work is scheduled and within a specific set day or period and enable an easy way to view start and end dates of a project in one simple view. In addition, who is working on each task, length, interdependencies on other projects, in particular as a result of resource availability and overlaps. Lastly this view can aid in PPM discussions and enable improved collaborative working.
  35. 1 point
    One hurdle in working with colleagues in different roles in Meisterplan is that the permission levels are too global for certain use cases. We will soon be offering a bundle of new rights. Here is a preview of the extended view when editing user rights:
  36. 1 point
    We have released it! You will find all details in the update information https://help.meisterplan.com/hc/en-us/articles/360015173911-Update-10-04-2018 See also the new overview how to set user rights by PPM role (https://help.meisterplan.com/hc/en-us/articles/360015551952/) which gives a good orientation about the existing options.
  37. 1 point
    I think we will release this until mid of October.
  38. 1 point
    Hello Dennis, welcome to the Quest and thank you very much for introducing yourself! As a Customer Success Manager at Meisterplan, I would like to make sure that you achieve your goal of transparency and proper prioritization in your portfolio. Thus, why don't we meet for a websession and see how I can support you? In the meantime, feel free to post your questions in the different forums. I am sure the community is happy to help you and will also learn from your experiences when introducing PPM at TRUMPF Sales & Services. I am looking forward to working together with you! Regards Manuel
  39. 1 point
    Hi @Daisy, @Alexia & @Mihai.Rotariu Great to see you sharing your experiences. How about I join your session as well? I am mainly being curious about your experiences with Meisterplan and eager to learn more about your specific use cases. At the same time I might be able to answer a question or two if needed. Since I have your contact detail, I could invite you to a web session in September via email - what do you think? Regards Manuel
  40. 1 point
    Scenarios, and the way that you use them, are probably at the heart of Meisterplan. There isn’t one definitive way to use scenarios, we find them very flexible and easy to use. The most common applications for scenarios that we have seen are: Evaluating Options - use a scenario to model/simulate the effects of potential changes in the portfolio e.g. adding new projects, delaying work, changing resource availability levels or adjusting priorities, without changing the current, approved plan. You can also choose an existing scenario as your base, rather than taking a copy of the Plan of Record (PoR). This method allows you to prepare multiple possible scenarios, for your programme board (or whatever your decision-making body is), so they can decide on the best fit for the next planning period. Taking a backup – we always recommend creating a new scenario from the PoR, before either committing a planning scenario as the new PoR or loading new data to the system from an external data source. If anything goes wrong, this means that you can restore your data to a known baseline by setting the backup as the PoR. Would other users agree with these approaches? On the Windows365 roll-out, what sort of tools are you thinking about?
  41. 1 point
    Hi Stefan, Thank you for your answer but I am still a bit confused about this topic. Let's say we have 2 resources with 2 different calendars (India and China with their respective hours). Both of these resources represent 1 resource therefore 1 FTE (Full time equivalent). The way I understand it works : Capacity for India is 1.2 FTE because they have 40 hours (Indian calendar). Capacity for China is 0.88 FTE because they have 35 hours (China calendar ) Default calendar(Denmark) has 37 hours The above doesn't make sense if you want to simplify the allocation process. If we have 7 calendars(NL, CN , IN , DK , DE, UK, ES) how do we set the default calendar and how can we avoid not to check manually the capacity for each month / resource. Scanario: Have a team(20 resources) in 4 different locations(4 different calendars without exceptions) and you want to allocate(50%) of their time to a project within a timeline of 3 years. You basically don't know what 50% is so You have to manually check (hoover over ) on the capacity line for each resource for each month their available capacity and allocate accordingly to be in balance.This should be a simple task, but if we take only 1 Project we are talking about 36 month * 20 resources = 720 manual allocation. I do not think anyone wants to do that on a portfolio level. Please invite me for a short session where we can discuss this issue. At this point we cannot really use the calendars since is going to kill us in managing the allocations for 1000 resources on 150 projects. This scenario is not taking into consideration the calendar exceptions: If you add those on top, I don't know how anyone can manage this because the capacity for each month becomes a unique value. The above resource have other issues Days calculation (for China I get 20.13 days and for India I get 23 days) In reality, both resources work the same amount of days, they just work different hours per day. @Manuel Schneider can you please invite me for a short alignment? Any timeline for the percentage release? At this point it does not make any sense to use calendars. Best, Mihai
  42. 1 point
    Hello Yves, thank you for the input. We plan to redesign the project attribute/project edit form in the near future. I will keep you up to date. Regards Jakob
  43. 1 point
    Hello @Yves,The solution to your problem is a bit hidden in Meisterplan: it is in the General Settings under Manage.There you find an option called "Planning horizon in years", which is three years by default. If you increase this to 7 years, for example, this time period is displayed in the Portfolio Designer. The project in 2024 should then be visible.Does that help you?
  44. 1 point
    In project portfolio management (PPM), as in many other disciplines, reporting methods are receiving more and more attention. We have seen this when talking to our users as well as when organizing our internal data. Based on our experience, reporting appears to be an integral part of functioning PPM processes. A good report that condenses the right information greatly facilitates decision making. A well thought-out dashboard is invaluable for communicating your plans to your colleagues. While the benefits are obvious, it may not be straightforward to set up a productive report. It can be complicated to get the data organized and to handle the chosen visualization tool. Once the first obstacles are overcome, you can easily get distracted by creating intricate diagrams - which may look impressive, but do not automatically help your case. In this section, we would like to ask you to share your experiences on how reports have helped (or impeded) your processes. What type of report do you think is best suited for a particular question? Are your reports achieving your goals? How frequently do your colleagues use your reports? Can you successfully use the reports to give management all the information they require? We are intent on your input.
  45. 1 point
    Hi David, Thank you so much for your thoughtful reply and your excellent 10 Golden Rules for Meisterplan! So that our English speakers can also benefit from your helpful information, here is a quick translation: "In our company, we have a PPM team that uses the tool, our colleagues who manage the projects give us the information needed. After 4 months of Meisterplan experience and going straight off the top of my head, I can offer the following 10 points when introducing this PPM tool: 1. Give one team the responsibility and also give them the time to take care of the project portfolio 2. Define one process for determining who, when, and what information is passed to which person, why he is passing on this information and what the information will be used for - Keywords: project initialization, necessary resources, master plan 3. Also allow for 70% solutions, everything doesn’t have to be perfect right away 4. Indicate that planning in PPM can be counteracted by an overload of the employees 5. Don’t try to map project tasks. This is the responsibility of the project managers in their project plans. 6. Find project managers who want to help shape the topic (the PPM process) 7. Explain to all employees why PPM is implemented – no matter whether they are involved in the projects or not 8. Define what a project is for you (e.g. I'm busy for 10 days updating of the system, but that's not a project "- True, but it requires resources) 9. Consider whether it makes sense to track project-independent work with the PPM tool (If releases, inventories, etc. require a lot of time, this must be reflected in the resources) 10. Show management the beautiful colorful pictures with the milestones or the dashboard. If the management colleagues are on your side, that is worth a lot Greetings from the Ruhr area of Germany David" By the way, I am also moving this thread from the Meisterplan family forum to our Best Practices forum where I think it is a better fit
  46. 1 point
    Hallo Fabian: bei uns arbeiten wir mit einem PPM Teams das sich mit dem Tool beschäftigt, die Kollegen die die Projekte managen arbeiten uns die Informationen zu. Aus der Hüfte geschossen und nach 4 Monaten Meisterplan Erfahrung werfe ich mal für die Einführung des PPM Tools folgende 10 Punkte in den Ring: 1. Setzt einem Team den Hut auf und gebt dem Team die Zeit sich um das Projektportfolio zu kümmern 2. Definiert einen Prozess der festlegt wer, wann, welche Informationen an welche Person übergibt, warum er grade dieser Information übergibt und was mit der Information angefangen wird -Stichworte: Projektinitialisierung, notwendige Ressourcen, Masterplan 3. Lasst auch 70% Lösungen zu, es muss nicht alles direkt perfekt sein 4. Zeigt auf das mit der Planung im PPM einer Überlastung der Mitarbeiter entgegengewirkt werden kann 5. Versucht nicht Projektaufgaben abzubilden. Das ist Aufgabe des Projektleiters im Projektplan 6. Findet Projektleiter die das Thema (den PPM Prozess) mitgestalten wollen 7. Erklärt allen Mitarbeitern warum Ihr PPM einführt -egal ob Projektrolle oder nicht- 8. Definiert was ein Projekt für euch ist (Bsp. "Ich bin zwar 10 Tage mit dem Updaten des Systems beschäftigt, aber das ist ja kein Projekt" - Stimmt, kostet aber Ressourcen) 9. Überlegt ob es sinnvoll ist wirklich Projektunabhängige Arbeiten mit im PPM Tool zu tracken (Wenn Releases, Inventuren, o.Ä. viel Zeit in Anspruch nehmen muss sich das in den Ressourcen wiederspiegeln) 10. Zeigt dem Management die schönen bunten Bilder mit den Meilensteinen oder das Dashboard. Wenn die Management Kollegen auf eurer Seite sind ist das viel Wert Grüße aus dem Ruhrgbiet. David
  47. 1 point
    Hi Matthias and Julia, yes, I have a solution that works better. Meisterplan supports the user in exactly this question, i.e. how to replace a resource for a limited period of time. This feature is a little bit hidden, but be sure that as a UX designer this is a thorn in my side and I will fix it! To the solution: First you right-click the resource and select "Replace Resource". In the next screen (see below), you can see that a part of the gantt is darkened. There are two black vertical bars on the project. You can drag and drop them to set the time range for which you want to replace the resource. Yeah, it's not quite obvious. That's why it can happen that a Meisterplanner also overlooks the function ;). Does that answer help you, Julia?
  48. 1 point
    # Risks & Issues Projects currently track there risks and issues in RAID logs within spreadsheets, significant items are then added to a monthly project highlight report (word document) which is reviewed by the relevant project management board. Separately the PMO requests updates from projects at the portfolio level where they are reporting amber or red in status with supporting narrative. Competitor solutions have the ability to capture project risks and issues and to roll up accordingly. I think there is an opportunity to add new tab to the project form where you insert a row and then categorize that item via a dropdown value of your choosing e.g. Issues, Risk etc. with additional fields such as date added, category, description, escalation required flag, owner, notes etc. We would then use PowerBI or a similar reporting tool to generate the project highlight reports, portfolio reporting rollups etc. from the project form data e.g. where you edit the project details. I used the milestone tab as an example as it is effectively a replication of this functionality but relabelled with additional columns. Other PPM solutions do have this capability but they do not have the flexibility of Meisterplan in relation to resource planning, by implementing this functionality it removes the requirement to potentially run multiple solutions and allows us standardize project reporting. # Project Manager Access Rights At present only the PMO have edit rights to projects within the portfolio, we create and maintain the project data and associated resource allocations. If a project needs to the schedule, budget or resources to change it goes via change control so that the impact can be assessed, if approved the PMO will make the change. In terms of the project form data we would like for the PM’s to maintain this to minimize the overhead on the PMO and to ensure the information is relevant and up to date. This would be especially true if we could implement the risk and issue tracking functionality as they would be expected to maintain this. # Program Formula In our instance we want to be able to group projects into a programme, capture the programme manager and any associated governance. The programme start date and end date would be drawn from the first project start date and last project end date. The capex and revex values would be the sum of the projects within programme.
  49. 1 point
    I think this can sometimes be a tricky question. Yes, absolutely, project managers should be fully involved, but there's also a point about company culture and human nature. Some senior managers have to remember not to shoot the messenger. Acknowledging that my PM's are all very capable, what I really need from them is honesty. If there's a problem, let me know; if they're over-running, flag it; if they believe they need more resources/money, then raise it. As a programme or portfolio manager, I'm dependent on accurate information from my PM's to make decisions. I may not want to hear the bad news, but it's much better for all of us than the sanitised, wispy information that the PM feels safe to deliver!.
  50. 1 point
    @Derek Walz Hi Derek, thanks for joining the discussion. You make a really good point about including project managers in portfolio management in part to ensure the accuracy of the data being used to plan the portfolio. It makes sense that if the wrong resource information or incorrect milestones are being used, then the portfolio plans will also be inaccurate. And project managers are the ones who have the most accurate and updated info on their own projects. To me, an interesting question is what a good balance between maintenance effort and the advantage gained from an accurate portfolio planning would be?
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