Get trained with the real time technology experts on EPM & MSP 2010 and leverage the maximum potential of the tool. The training is conducted with the live case studies and real time scenarios.

Focusing on new & advance features of 2010, the participants will be capable of using various trick and techniques to quick and effective planning.

Some of the Quick Features participants will learn during the workshop are :

•      Creating a new project
•      Creating task, Performing task planning & creating task dependencies and constraint.
•      Applying the Task planning processes
•      Creating WBS
•      Creating Milestones
•      Applying task dependencies
•      Adding & assigning resources to tasks.
•      Gantt charts
•      Working on Team Planner View
•      Using levelling methodologies.
•      Identifying critical path in a project.
•      Save a base line for a project.
•      Updating task progress.
•      Tracking the project progress
•      Analysing Variances, rebaselining, Reporting

Who should attend the training?

Project managers, Program Managers, Project Leaders, Functional managers, Team members, Engineers across industry verticals.

Programme Benefits:

•      Real time project driven training
•      Hands-On Exercise
•      Learn essential Project management  concepts and techniques
•      Demonstration of enriched collaboration and communication features in Microsoft Project server 2010.

Advantage e2e Projects:

•      e2e is the premier EPM implementation partner in India
•      e2e is Microsoft EPM specialized partners
•      Trainings are delivered by the consults that has core EPM implementation experience rather than the trainers.
•      Maximum no. of EPM 2010 engagements in India
•       Consultants are Microsoft certified specialists
•      More than 100+ customer references
•      Top client tales in almost all domains

For more details and informations please log on to www.e2eprojects.com or mail to info@e2eprojects.com

Interested !! Want us to get back to you, please fill the details below or e-mail us at info@e2eprojects.com

Summary

This white paper is an introduction to the reporting options available in Microsoft Project Server 2010 and Microsoft SharePoint Server 2010. The target audience for this document is the experienced user, business owner, or administrator who is new to Project Server 2010 and looking for a quick way to assess the reporting options available to the organization.

This white paper does not cover how to configure the Project Server 2010 reporting infrastructure. For information about how to configure reporting for Project Server 2010, see Configure reporting for Project Server 2010.

This white paper includes information about the following:

• Project Center views
• OLAP cubes
• ODC files
• Microsoft Excel and Excel Services in Microsoft SharePoint Server 2010
• Microsoft Visio and Visio Services in Microsoft SharePoint Server 2010
• Microsoft SQL Server Reporting Services (SSRS)
• PerformancePoint Services in Microsoft SharePoint Server 2010
• The REST API    External Content Types

For further information on reporting please check out the following resource center on TechNet: Business Intelligence in Project Server 2010.

http://technet.microsoft.com/en-us/library/gg188101.aspx

EVM Measures

EVM consists of the following primary and derived data elements. Each data point value is based on the time or date an EVM measure is performed on the project.

Primary Data Points

• Budget At Completion (BAC)
  Total cost of the project.
• Budgeted Cost for Work Scheduled (BCWS) / Planned Value (PV)
  The amount expressed in Pounds (or hours) of work to be performed as per the schedule plan.
  PV = BAC * % of planned work.
• Budgeted Cost for Work Performed (BCWP) / Earned Value (EV)
  The amount expressed in Pounds (or hours) on the actual worked performed.
  EV = BAC * % of Actual work
• Actual Cost of Work Performed (ACWP) / Actual Cost (AC)
  The sum of all costs (in Pounds) actually accrued for a task to date

Cost Forecasting:

• Estimate At Completion (EAC)
• The expected TOTAL cost required to finish complete work.
• EAC= BAC / CPI
  • = AC + ETC
  • = AC + ((BAC – EV) / CPI) (typical case)
  • = AC + (BAC – EV) (atypical case)

Typical means it is assumed that similar variances will not occur in the future.

• Estimate to complete (ETC)
• The expected cost required to finish all the REMAINING work.
• ETC = EAC – AC
  = (BAC / CPI) – (EV/CPI)
  = (BAC – EV) / CPI

EVM Benefits

• Preventing scope creep
• Improving communication and visibility with stakeholders
• Reducing risk
• Profitability analysis
• Project forecasting
• Better accountability
• Performance tracking

Site:
Project 2010

Fast Tracking means that you look at activities that are normally done in sequence and assign them instead partially in parallel. If you were fast-tracking, you would start constructing the solution in areas where you felt the design was pretty solid without waiting for the entire design to be completed. Major impact on Schedule
“Crashing” the schedule means to throw additional resources to the critical path without necessarily getting the highest level of efficiency. For instance, let’s say one person was working on a ten-day activity on the critical path. If you were really desperate to shorten this timeframe, you might add a second resource to this activity. Major impact on Cost

 Similarities are:

1. Both the approaches are aimed at reducing the schedule
2. Both the approaches require addition of resources to achieve the goal
3. Even though fast tracking doesn’t mention the term Critical Path, it’s obvious that the Critical Path tasks need to be done in parallel to reduce the schedule. So, both the approaches involve changes to Critical Path activities schedule.

A functional organization is one where the functional managers have all the power. 
Example: most software companies have the programmers reporting to a development manager, who is responsible for hiring/firing, reviews, salaries, and also assigning work to the developers. There’s often someone with the title “project manager”, but this person really only takes down notes at status meetings and does bookkeeping — but has no actual authority to plan projects, assign work or manage changes. We call that role a project expeditor, and the person filling that role usually reports directly to the functional manager. Any power he or she has is explicitly delegated. All project management decisions need to be cleared with the funtional manager, and the only “project management” tasks are simple administrative work.
A matrix organization is one where the team reports to a functional manager, but there is also a project manager who has authority to manage the project and lead the team. There are three kinds of matrix organizations:

- In a weak matrix, the project manager is usually a part-time role. In many cases, the project manager is really a project coordinator, which is more of an administrative role (like the project expeditor) but does have some limited authority over the project and usually reports to a higher-level manager. The budget is controlled by the functional manager, and all major project decisions must be cleared with the functional manager.

- In a balanced matrix, the project manager is a full-time role with more authority. Project decisions and budget responsibilities are shared between the functional manager and the project manager — the project manager needs to clear decisions with the functional manager, but the functional manager also needs to clear decisions with the project manager.

- In a strong matrix, the project manager has more authority over the project than the functional manager. The functional manager’s role is more concerned with making sure the team members’ professional development and organizational needs are met, while the project manager makes the bulk of the project-related decisions and generally doesn’t need to get the functional manager’s approval for them. Of the three matrix organizations, this is the most desirable one.

A projectized organization is one where the project manager has full authority, and if there is a functional manager he has very limited authority. Many consulting companies and construction companies are set up like this, where a team is put together specifically for one contract or job, reports to the project manager for the duration of the project, and then the team is dissolved (and, when the team members are contracted individually, they are no longer part of the organization). The project manager has complete authority to assign work to the team, work with the budget, manage changes, and carry out all project management processes.

In a matrix organization, project charters are very important — they’re the documents that actually give the project manager authority to assign work to the team. A charter is necessary because the team doesn’t report directly to the project manager, so a senior manager or sponsor has to explicitly grant that authority.

You may get questions about which type of organization provides the project manager with the most or least authority. The project manager has the least authority in a functional organization, then a little more in a weak matrix, then balanced matrix, strong matrix. The project manager has the most authority in a projectized organization.