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Appendix C
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Using the Practice Files if Connected to Project Server
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4. On the File tab, click Info, and then click Manage Accounts.
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The Project Server Accounts dialog box appears.
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5. Note the Current account value:
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If the Current account value is something other than Computer, under When
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starting, click Choose an account, and then click OK. Or
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If the Current account value is Computer, click Cancel.
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Selecting Choose an account will cause Project Professional to prompt you to choose an account to work with when you start Project Professional. This helps ensure that the practice files used in this book won t accidentally be published to your Project Server. When you need to work with information from your Project Server, when prompted at Project startup to choose a profile, click your Project Server profile name.
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6. Exit and restart Project Professional. If prompted to choose a profile, click
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Computer, and then click OK. Project Professional appears. You are now able to work with the practice files as described in the chapters of this book.
Introduction to Enterprise Project Management
This appendix introduces some of the key differences between desktop project management (as you ve practiced it in this book) and Project Server based enterprise project management. Project Server is the cornerstone of the Microsoft Enterprise Project Management (EPM) Solution (we ll refer to this as Project Server based EPM). EPM is one of the more complex but potentially rewarding practices that a large organization can adopt. Some organizational benefits of Project Server based EPM include:
Capturing your organization s best practices with regard to workflow models and
resource skills in enterprise templates
Gaining insight into resource workload and availability across all projects and other
activities in your organization
Developing consistent ways of describing and tracking project activities across your
organization
Collecting a broad range of data relating to projects and reporting this data in
timely and informative ways
Introduction to Enterprise Project Management
Although you might be the sole user of Project in your organization, the real user of EPM is the entire organization; thus, the software toolset is correspondingly more complex than Project running on a single computer. For this reason, fully addressing the details of EPM is far beyond the scope of this book. However, we want to introduce Project Server based EPM here so that you can start to determine whether it can serve a useful role in your organization. For most organizations, we think the answer will be Yes, but getting from initial interest in Project Server based EPM to full implementation is a series of complex steps. We hope that this brief introduction can help you formulate some ideas of how Project Server based EPM can improve your organization s performance. If you ve completed the previous chapters in this book, you have a good introduction to project management on the scale of a single project manager with projects that have dozens of resources working on hundreds of tasks. You may be practicing project management at this scale now. Indeed, with a resource pool and multi-project features, such as consolidated projects, a single project manager should be able to stay on top of several different projects in various stages of completion with Project running on a single computer. Now, imagine dozens of project managers planning and tracking hundreds of projects, each with hundreds or even thousands of resources and tasks all within a single organization. Project management at this scale requires a high degree of planning, coordination, and standardization. This is the realm of EPM: a large organization planning, coordinating, and executing a large number of projects simultaneously. Think about any past or current experiences you ve had working on projects in a large organization, and try to answer these questions:
Were potential projects evaluated against the goals and objectives of the organi-
zation such that the projects selected for execution aligned well with the strategic goals of the organization
Were the projects defined and scoped in a consistent way that would enable
apples-to-apples comparisons
Were resource assignments made with full knowledge of each resource s skills,
location, and availability
Did the executive leadership of the organization have a clear picture of the status
of each project If your answer to these questions is No, the organization was probably not practicing EPM effectively. There is no question that many large organizations can gain great benefits by adopting EPM; however, this is no easy task, or they would have
Appendix C
Using the Practice Files if Connected to Project Server
implemented EPM already. Succeeding with EPM requires a strong willingness from the leadership of the organization (executive sponsorship), a well-trained group of administrators, project and resource managers, and a software infrastructure capable of enabling it. The following are some resources to help with your evaluation, planning, and deployment of a Project Server based EPM solution:
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