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Showing content with the highest reputation since 04/08/2019 in all areas

  1. 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?
  2. 1 point
  3. 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
  4. 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
  5. 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
  6. 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
  7. 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
  8. 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
  9. 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
  10. 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.
  11. 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.
  12. 1 point
    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:
  13. 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.
  14. 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.
  15. 1 point
    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
  16. 1 point
    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
  17. 1 point
    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.
  18. 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
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