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Assumptions/Preconditions Triggers Basic Flow
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Alternative Paths or Scenarios
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Poststate(s) or Condition(s) Business Requirements or Rules Notes
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TABLE 5-1 Building a Project Team Use Case
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How should maintenance time be handled Should time and task information be submitted weekly, monthly, or daily Use cases should be written for each time and task type, such as the following: Regular project Administrative time vacation, sick, company events, and so on
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Part II:
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Plan for Your Project Server 2007 Implementation
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Support planned Support incident-based The following is a sample use case for the Time entry in Microsoft Office Project Server 2007:
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Title of the Use Case Author and Date Version Number Overview/Summary Time Entry Mario Jones - 05/06/2007 V20 This is the basic Time entry process that will be executed by all staff It will include all time types and should always include a minimum of 40 hours for full-time staff Time periods have been created in the system Work has been assigned to the user(s) Some administrative time categories have been enabled User creates current timesheet from the My Timesheets page in Project Web Access (usually http:// myservername/pwa and then navigate to My Timesheets from the Quick Launch Bar) The user navigates to My Work, then Timesheet The user enters actual hours worked for each task in the daily cell for that task This includes at least one Administrative Time item Upon completion of a weekly timesheet, the user makes appropriate selections to submit the timesheet for resource manager approval Full week of Admin Time (as in vacation) The timesheet manager receives the approval request and the submitter is not allowed to submit another timesheet (the option is disabled or dimmed) NA Recalling Timesheets will be covered in another Use Case
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Basic flow
Alternative Paths or Scenarios Poststate(s) or Condition(s)
Business Requirements or Rules Notes
Other related use cases might include such items as the following: General use cases Propose a potential project Review, approve, and reject a proposed project View the status of a project, program, or portfolio
Requirements, Prioritization, and Project Planning
View the status of issues, risks, or deliverables View and print reports Project manager focused use cases Accept and initiate a new or approved project or program View resources availability and assignments Request resources Build project team (if permissions allow) Assignment of resources to tasks Update project status (progress updates and plan maintenance) Create and assign issues, risks, or deliverables Use cases for the resource manager Add/update resource data Review, approve, and reject timesheets Allocate resources to a project Approve administrative time Team member View and update task progress Create, update, and submit a timesheet Create or update issues, risks, or deliverables Request nonproject/admin time with and without approval option enabled The use cases should include variable paths, often called scenarios, that could occur within each of them Most important, the goal in the use case must have a measurable or provable component The next section discusses how to build a Project Plan or Work Plan for the Project Server 2007 initiative
Creating an Iterative Plan
Requirements have been prioritized and use cases have been created In most cases, organizations that choose to implement Microsoft Office Project Server 2007 are at least somewhat mature in general project management and have had some exposure to Microsoft Project These organizations typically expect to see a project plan document and expect the project manager to manage the EPM implementation of the plan There are many ways to build a plan We recommend the following approach or one that is similar
Part II:
Plan for Your Project Server 2007 Implementation
In traditional project management methodologies, all the planning was done up front and then the project moved through its phases (such as envisioning, requirements, design, build, test, implement, and closure) Such methodologies actually worked pretty well for simple projects such as building a small computer network They also worked pretty well for other types of projects that could be planned to a detail level with certainty that nothing major would change during the project However, they tended to fail on large complex projects where a lot of change occurred and were especially troublesome on large software development projects Newer thinking has espoused several different project management approaches, all falling within the iterative category So the question before the organization considering a Project Server implementation is, which is the correct approach: traditional (waterfall) or iterative Iterative deployment is best Project Server has a multitude of features and functions and tends to have a significant impact on companies A successful implementation can influence the very way that an organization does business by improving project management, and therefore business processes Don t attempt to implement everything in Project Server and all the users of Project Server at one time The big bang method is usually a mistake In addition, these projects usually go through extensive change management and control The preferred approach is to map the requirements to an iterative deployment process that increases functionality and audience over time In other words, if capturing time is the most important requirement, design and build a system that meets specific time-capturing needs, and at a minimum, perform a pilot (if not a proof of concept) with a limited audience first Then add a new set of features and expand the audience incrementally, with each iteration Each phase should be kept within a manageable time window (three to five weeks) and should have measurable requirements It is very common that new ideas or opportunities will occur during an iteration (or phase) Instead of performing a complex change management process whenever a new idea comes up, document each new idea in the requirements log (such as an Opportunities SharePoint list) for future iterations By setting a goal and achieving it (and not being derailed by scope change), the team establishes a win for everyone involved The sponsor can show his or her peers, the team knows that they did what was expected of them, and the project manager also succeeds If establishing new rigor in your project management process is part of the EPM project (an idea worth considering), the sponsor should formally sign off at the end of each iteration When an iteration (phase) closes with a signoff, the team and sponsor review the next set of requirements and consider whether any reprioritization should occur, and the work can begin anew This cycle continues repeatedly until all the requirements have been realized or have fallen to a level of priority not worth the effort The end result of following this type of process can be a project that is more complex and longer, less complex and of shorter duration, depending on several factors The outcome of the projects can vary considerably Keep in mind that it is unlikely that anyone can successfully implement this tool in weeks, but rather expect the effort to take months
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