text:
Friday, April 23, 2010
46 Comments:
- said...
Don't know if I trust you after that last file you put up.
- said...
what WAS the last file? i never downloaded it..
- said...
this is 62 mb? this'll take fucking hours, shitty wank broadband
- said...
It is an actual song this time. Its good
- said...
fucking wicked! I'M NOT THE ONE WHO CHANGED!!! I'M NOT THE ONE WHO CHANGED!!! ETC!!!!
i see you're coming over to the UK in early August.
- LSD said...
Coming to the UK in August??
Do you have any more info Dan?
With this possibility and the download in progress I'm getting moist with anticipation.
- Lukin said...
Good stuff! And yeah, it's an actual song this time. Will it be released on vinyl?
- said...
on the Standon Calling festival line up....sticking out like a big, ugly nose on a pretty face!
- said...
That pic is why I'm gay man, yikes!
- said...
Wow this is a very high quality file. 24bit at 48khz.
- GMC said...
God, that's good.
- said...
lovelovelove the track. is this goan be a single? is it a sneak peak to a new album? and what's this about a UK tour? i fucking love you
- nick said...
seem to playing 3 festivals over the same weekend hevy in kent standon calling in herts rebellion in blackpool
- said...
B-side to year of the Ox duh
- said...
if you're in the UK around the 5th or whatever play offset festival yeah? yes
- said...
"That pic is why I'm gay man, yikes!"
stupidest comment ever.
- said...
great song, disturbing image. hells yeah.
- gih said...
oh my!... what is that thing?
- said...
That Standon Calling fest is fucking shit!
- said...
is that a close up of a fruit or a gaping asshole?
- said...
it's very year of the rat
- said...
just asked damian, it's a fucking fruit.
- said...
it's a fig innit?
- said...
did you get the picture from the toronto reference library?
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CHAMPAIGN, Ill. Emissions regulations do have an environmental impact, according to a long-term study of acidic rainfall by researchers at the University of Illinois.
The National Atmospheric Deposition Program collects rainfall samples weekly from more than 250 stations across the United States and analyzes them for pollutants. The program recently released a report detailing trends in acidic rainfall frequency and concentration over 25 years, from 1984 to 2009.
"This is the longest-term, widest-scale precipitation pollution study in the U.S. In particular, we wanted to see how the trends in the pollution and the rain correlated back to emissions regulations," said Christopher Lehmann, a researcher in the program, which is part of the Illinois State Water Survey at the U. of I. "We're seeing regulations on emissions sources having direct and positive impact to reduce pollutants in rain."
The phenomenon commonly known as "acid rain" has widespread effects not only on the ecosystem, but also on infrastructure and the economy. Polluted precipitation adversely affects forestry, fishing, agriculture and other industries. Acid also erodes structures, damaging buildings, roads and bridges.
According to the report, acidic precipitation rain or snowfall with a pH value of 5.0 or less decreased in both frequency and concentration over the 25-year span.
The researchers largely attribute the decrease to the amendments to the Clean Air Act in 1990 regulating emissions of sulfur dioxide and nitrogen oxide, the gases that become sulfuric and nitric acid when mixed with rain water.
"What goes up does come down," Lehmann said. "Rainfall chemistry directly correlates with air pollution. When we looked at the magnitude of the trend, we found it compared very well to the magnitude of the decrease in emissions reported by the EPA (Environmental Protection Agency)."
According to EPA data, sulfate emissions dropped m
|Contact: Liz Ahlberg
University of Illinois at Urbana-Champaign

subset: commoncrawl


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by YungBolo September 10, 2010
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Floyd Joy Mayweather, Jr. (born Floyd Joy Sinclair on February 24, 1977), is an undefeated American professional boxer who has a record of 39-0 (25 KOs). He is the son of Floyd Mayweather, Sr., a former welterweight boxing contender. From … see full wiki
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text: Roger Federer has done a million post-match interviews. Usually, especially in his prime, these interviews were like mini-coronations, celebrations of Federer's greatness. But lately, as Federer has begun to slip and the competition has started to catch up and in the case of Nadal and Djokovic, surpass Roger, Federer's post-match interviews have become glimpses into Roger's competitive psyche.


text:
Raspberry Angel Trifle
|3 Cup (48 tbs)
|1 Tablespoon (Cherry Flavored / Almond Flavored)
|Unflavored gelatin
|2 Tablespoon (2 Envelopes)
|1 Cup (16 tbs) (2 Envelopes)
|Dessert topping mix
|1 1⁄2 Ounce (1 Envelope)
|Low fat milk
|1⁄2 Cup (8 tbs) (Use It Cold)
|Whole frozen raspberries
|12 Ounce, thawed and well drained (1 Package)
|8 inch angel food cake
|1 , torn into bite-sized pieces to make about 10 cups
1) Take a medium saucepan and combine liqueur with 1 1/2 cups buttermilk. Sprinkle with gelatin and leave for about 5 minutes to soften.
2) Cook the mixture over medium heat for about 2-3 minutes or until gelatin is completely dissolved, stirring repeatedly.
3) Remove from heat and pour into a large bowl.
4) Add remaining 1 1/2 cups of buttermilk and refrigerate for about 45 minutes or until chilled.
5) Take a small bowl and mix together milk and dessert topping mix. Beat at high speed until soft peaks begin to form.
6) Scrape the bowl and beat for another 2 minutes or until stiff peaks are formed.
7) Add the prepared topping to cooled buttermilk mixture and beat at high speed for about 30 seconds or until creamy and soft.
8) Fold in raspberries and spoon out 1/3 of mixture at the bottom of a 3 quart bowl.
9) Layer with the remaining cake pieces and filling mixture.
10) Refrigerate for about 4 hours or overnight.
11) Slice and serve. Store any remaining dessert in the refrigerator.


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Piece Code: G
Piece Name: Water Goblet
Size: 6 1/4 in
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Size: 8 1/4 in
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Size: 13 7/8 in
Piece Code: DESFT
Piece Name: Footed Dessert
Size: 4 3/4 in


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Reschelle McKinney is a real estate sales professional for Sibcy Cline Realtors® West Chester. She has experience in various aspects of marketing. McKinney has a Bachelor of Arts degree with a minor in Business Administration from the University of Cincinnati, and is a member of Cincinnati Area Board of Realtors® and others.
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text:
The goal of American Family Hearing Center is to provide the highest quality hearing health care to
NJ Hearing Aid Dispensing Lic. # 731 NJ Audiology Lic. # 399 Jennifer Schaal-Sampson, AuD, CCC-A has owned American Family Hearing Center since 1995. She completed her Doctorate in Audiology in August, 2000. She is a New Jersey licensed audiologist and hearing aid dispenser. Through the years, American Family Hearing Center has helped thousands of patients achieve better hearing and we are committed to providing the highest possible patient satisfaction. Awards, affiliations, publications Dr. Schaal-Sampson is currently serving a second five-year appointment to the New Jersey Hearing Aid Dispensers Examining Committee and she has served two terms as the board president Dr. Schaal-Sampson was one of the first Audiologists in the State of New Jersey to complete the Doctorate of Audiology through the University of Florida. She is member of the American Speech Language Hearing Association and fellow of the American Academy of Audiology. Dr. Schaal-Sampson attended Douglass College at Rutgers University for her Bachelor's degree in Speech and Hearing Science and received her Master's in Audiology from George Washington University. She received her clinical doctorate in Audiology from the University of Florida in 2000. She has been working as an Audiologist and Hearing Aid Dispenser since 1993 in a variety of clinical settings. In March 1995, she purchased American Family Hearing Center in Allenhurst. As the owner of American Family Hearing Center, she has upgraded the facility and added advanced diagnostic and hearing aid fitting techniques including: central auditory processing testing and digital hearing aids. She provides audiology and hearing aid services to several area nursing homes and has had a satellite office at Seabrook Village Medical since 1999. She has also be an adjunct faculty member at the College of New Jersey.
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Ape Trumpet
Joined: Feb 2013
Location: Bothell, WA
Oddometer: 867
it's like a mini bv! so awesome.
Joined: Jul 2009
Location: Chandler, AZ
Oddometer: 5,069
There are a lot of Honda dealers around here who fit the above description, huge multi brand places that look like a palace. The owners are not only wealthy, but are expanding their network of dealerships, while paying the huge overhead on these dealerships. There is one Honda dealership that plays fair. The owner does fine, but is not wealthy. The dealership is an older, simple, Honda only place. They have been there since I was a kid (that is a long time) and have always had an excellent reputation. I have done repeat business with them. The owner (who is actually in the dealership most of the time) is not at all happy about Honda's $310 destination charge. Unlike the mythical freight and setup charges many dealers use to con customers, Honda is actually adding this charge onto what the dealer pays for a bike, so they have to pass it on to customers if they are going to make a profit. They know they are going to be hurt by this, and there is nothing they can do about it. I do not blame the dealership for this, it comes from Honda's end. Knowing this, it probably would not stop me from doing business with this dealership, but I would have a hard time buying a Honda after what they did, and the way they did it. It looks like a scam. Why not just be honest about it and add that destination charge to the MSRP? Because it doesn't look as good as it does to sneak it in underneath, partially hidden. But this is going to give Honda's competitors an edge, unless they do the same thing, and I wouldn't put it past them. This is not a good time for motorcycle sales, and they are only hurting themselves by adding on stuff like this.
And yes, I price shop everything, from food and clothes to major appliances, cars, and bikes. And I will continue to do so. It would not make sense to do otherwise, especially for someone with limited financial resources.
Beastly Adventurer
Joined: Feb 2009
Location: Winchester, Southern California
Oddometer: 2,003
Im Not sure what your idea of wealthy is, but most dealers I know here in So-Cal are hardworking businesspersons who somehow eeek out a middle-class living despite high overhead, low margins, taxes up the wazoo, a poorish economy, manufacturers pressure from all angles and some people like you who THINK they know how and how much income is derived from selling a $3000 dollar scooter.
Top it off with folks like you who dont patronize their service depts and It's a tough business to get wealthy in. Most do it because they love motorcycles....not because its a path to wealth and riches.
In so many posts on so many subjects you lean towards griping about prices/cost and make comments about "rip-off" fees etc so Im seeing a pattern here.
Isn't it past your bedtime?
Joined: Jul 2009
Location: Chandler, AZ
Oddometer: 5,069
Here it is strictly business, The big mega dealers have no interest in what they are selling. And the owners all live in mansions. For anyone who knows the Phoenix area, two of them live in huge mansions up on Camelback mountain.
As for service departments, no way am I going to trust my bikes to a service departmant. I am a trained, experienced professional mechanic, I have an extensive tool collection, and bikes are a hobby for me. I seriously over maintain them, and for a tiny fraction of what it costs to take them to a service department. I don't buy apparel from them, because you can get the same thing from the local Cycle Gear for half as much (why, I wonder) I have tried to buy parts from them, only to get harassed by sales people trying to sell me a new bike, and being told that they do not sell parts for bikes more than 10 years old. So I started getting my parts online.
This is a capitalist country. Prices are set by competition. If the dealers don't want to compete, then everybody loses. I can't prove it, but since most local dealers have exactly the same prices and fees, I strongly suspect there is price fixing going on. They don't want to compete, and have agreed with each other not to.
Dealers ripoff practices are well known. The term "stealerdealer" is probably in the dictionary by now. Some people knowingly get ripped off to get what they want. Most of these people can afford to. I'll ride a Chinese scooter before I will over pay for a name brand one.
Studly Adventurer
Joined: May 2013
Location: Bothell, WA
Oddometer: 761
Oh trust me I tried in vane to get a deal. I almost walked as I really don't need another scooter. I was shooting for MSRP + Tax and Licence but the margins on this particular scooter are almost nothing. They had plenty of Kymco's and Genuine Scooters they would have been happy to sell at an out the door price. They had Kymco Agility 125's for $2,200 and the had 2 Kymco Like 200's for $3,200. I was tempted because the Like 200 was obviously cheaper and more scooter. However it was not a brand new model and a Piaggio with Italian heritage. Honestly I thought the Like 200 was kind of Fugly.
I can see where Jerry is coming from. I don't much care for all the extra fees either and other then taxes and licensing and whatever title fees the state requires should really be rolled into the MSRP pricing structure. Honestly I don't think anyone likes it.
The dealer knew my experience and was aware of my position. They never tried a hard sell they just said how it was. They even shared the actual dealer cost on the Piaggio Fly 150. The scooter cost them $2,789 and they have to pay another $200 in freight to just to get it witch is a totally separate transaction for the dealership. They have a margin of a $110 on this scoot. Commissions have to be paid, lights have to be on plus rent..etc. The biggest killer on businesses is the B&O tax witch is a tax on gross revenue. Businesses like motorcycle dealerships gross a lot of money because of the high priced products they sell but because of the margins they don't make that much profit so whatever profit they make gets paid back to the state.
The real evil doers in the powersports industry is the manufactures. They have slowly increased the dealer cost over the years without raising the MSRP. This is putting a major squeeze on the the middle man the dealer. Its not helping that we have become a Wal Mart society and we expect the lowest price on everything we buy. Back when motorcycle dealerships had margins of $500 or more even on the small bikes and perhaps $1000's on large bikes it was pretty easy to get a deal and the fees waived just by asking. Not so much any longer you will pay those fees in one fashion or another. Even the dealers hate it because most customers just don't understand or care about the low margins. In some ways they should not and the business model needs to change between the dealerships and the manufactures. I agree Honda is the worst at the moment and even worse they are keeping the supply at a trickle for the dealerships. It does not help they come out with a bike they can easily sell 30 of them but only get 2 every few months. The popular and great CRF250L dual sport comes to mind.
I know several dealer owners. Not really well but buy enough bikes for long enough and you get to know these people better then most. Pretty much of the 3 that I know run the dealer more so as a hobby and an asset to the community then to make a lot of money. They are enthusiast just like us and its why they got into it long ago. Its something they enjoy doing. Yeah they all seem to have money and doing well but its because they have a hand in another business interest and the money they have is not made on the sales floor.
I actually had an opportunity a few years ago to possibly purchase one of the the dealers in the area as the owner was looking to retire. He thought I would be interested because of my interest in motorcycles. I did not have the cash to do it but I have enough poll in the banking and business world plus friends in high places to get a loan. This dealership is a bit unique in that they own the building witch is a huge plus. However after reviewing the P&L statements and the books it seems they did alright but in the end I would not be much left to make any money and pay the bank loan. Since we were knee deep in a financial crisis and at the time the power sports industry was in shambles with dealers closing left and right it never went into deeper consideration. It was all cool because the owner decided not to get out anyway.
My line of work is I run an independent movie theater. Another business that consumers believe rips customers off but we really don't make much money. Its startlingly similar to a motorcycle dealership. We are forced to charge $7 for a bag of popcorn because my margins are so little on movie tickets I have no choice. Theaters take up a lot of square footage so lots of maintenance involved. Plus you have payroll and taxes to pay. That B&O tax kills us. I would love to fight and get a break from the studios but its not going to happen. They are bigger then us. Until the studios change I am forced to charge ridiculous amounts on concessions. I make maybe 50 cents off each movie ticket sold but not really because they hit us with advertising fees as well. This actually digs into concession sales making the margins worse.
In the end even with the fees the Fly 150 was a lot less then the Vespa 150 they had on the floor and still even less then the Vespa 50 they had before fees were added to those. $2,899 is not much now days (unfortunately) so a few extra fees still made it a bargain in my book and that is all that matters.
What is highway robbery is some trades out there. Not sure how they get away with it. We had a toilet break at my work. Our plumber came out to replace it. Toilet was $900 (industrial type) witch was not a big deal but the guy charged us another $1200 to put it in. It only took him 30 minutes to do. We also had a kettle go on our popcorn machine. A replacement was over $4,000 and its just a hunk of round metal. The excuse I got was they assume we make a lot of money on popcorn.
When I was buying my scoot the head mechanic was actually up on the roof patching a roof leak. Obviously they don't have enough margins as it is to keep the place fully maintained. We are forced to do a lot of band aid repairs ourselves because it has become so bloody expensive getting anything fixed. The margins just don't support it.
Most businesses now days are just trying to survive let alone make an extra buck. A few bright bulbs out there and its assumed that the ones that are bright cheat the system but any honestly run business is having a struggle right now. Things are improving but a lot of is government fluff and not everyone is seeing it. Things are tough out there!
Beastly Adventurer
Joined: Feb 2009
Location: Winchester, Southern California
Oddometer: 2,003
Enjoy your chinese scooter Jerry.
As a professional mechanic Id think you'd understand the value of quality product, and quality support.
The fact that you selected a Stella over a "real" Vespa and have to wait and wait for parts obviously hasnt taught you anything. Honda maintains huge parts warehouses here...parts are a couple of days to the dealer. Other name brands do the same. Support like that costs....in terms of higher prices across the board, plain and simple. You cant have it both ways.
Its not often only about what you pay....but what you GET.
Isn't it past your bedtime?
gogogordy screwed with this post 07-11-2013 at 12:20 PM
Joined: Jul 2009
Location: Chandler, AZ
Oddometer: 5,069
They now have a string of huge multi brand powersports emporiums in 5 states, and they add enough fees to nearly double the price. They are known locally as Ride Never or Ripoff Now. How is it that they have to add so many fees, when another local Honda only dealer, does not? The reason is obvious. They are getting filthy rich with their dirty money, while the Honda dealer is just making a decent living.
And I knew all about the Stella's problems before I bought it. I had been a member of Stellaspeed for several months. I did not buy it for transportation, only as a hobby, to ride short distances and tinker with. It's sitting there next to my 2 Yamaha scooters is not hurting anything. A vintage Vespa would likely have the same parts issues, plus you have to be real careful not to wind up with a Vietbodge, which is not only unsafe, but completely worthless. According to Craigslist, 2 stroke Stellas hold their value very well.
And even Chinese scooters, which you can get for less than the fees on a real name brand scooter, can usually be made to last for sometime if setup properly in the first place, and the known problem parts are replaced with good quality ones, and maintain them properly. They are so cheap I could buy a new one every year. After a couple of years, I would have some parts bikes.
Ape Trumpet
Joined: Feb 2013
Location: Bothell, WA
Oddometer: 867
not all dealers are the same, jerry. cycle barn lynnwood (aka vespa/triumph of lynnwood), which longhaul and i bought from, runs on a pretty shoestring budget and the current manager, garrett, is a really stand-up guy. i am very happy to give them my business.
Beastly Adventurer
Joined: Feb 2009
Location: Winchester, Southern California
Oddometer: 2,003
To be honest, sounds like this fella has embodied the American dream, and done well....grown his powersports business with the help of....many customers. God Bless him. This country needs more success stories like that.
Sounds like "someone else" is....bitter.
Isn't it past your bedtime?
asshole on a scooter
Joined: May 2008
Location: Seattle, WA
Oddometer: 293
I don't get the impression Garrett's rich, either. He lives down the street from the dealership. Talk to him about Stellas and Vespas and you'll find he's clearly in the business because he loves riding... he races a modified Stella in a local club and told me once he was trying to own one of every variation of the P series: P, PX, Cosa, Stella, T5...
JerryH is probably right about most dealers, but markets vary by region, and every shop is different. I've been in some major chain dealers (there's a RideNow in my hometown) and Scooter Barn is worlds apart.
scooter guy
Joined: Feb 2009
Location: Fallbrook, CA
Oddometer: 496
Gogogordy...thanks for calling it like it is. Jerry, I no longer read your posts (not that anyone would care) simply because it seems like each and every post you write is a gripe about something. You have a gift for finding fault just about anywhere.
Sometime you might want to try commenting on a post and say something like "nice scoot, enjoy it!" and keep the complaining for another day. Or not.
Joined: Sep 2003
Location: Hide Away Hills, Ohio
Oddometer: 17,373
"Bueller, you're an island of sense in a sea of bullshit" - swimmer
"bueller, you ARE an island of reason in a sea of bullshit" - quasigentrified
Studly Adventurer
Joined: May 2013
Location: Bothell, WA
Oddometer: 761
I am about to head out on the Fly 150 again this morning. Yesterday the Fly 150 took a day off and I road around on my Zuma 125 and took the Ninja 500 to work. With so many bikes this will be a common occurrence as my other bikes need love too!
I will be heading into the east part of Woodinville to check on a friends house. This will involve a few roads with some nice turns and switchbacks. I also have to climb a fairly long and steep hill with a speed limit of 35 MPH but to avoid a BMW enema you really need to get it up to 45 MPH. The Zuma 125, PCX125 and my Elite 110 can easily do 35 up this hill but they all struggle a bit at 45 MPH. Oddly sometimes they can do it no problem and other times its a struggle. I guess it just depends on weather conditions and how warmed up the motor is.
After Woodinville I need to head over to Lake Forest Park and check on my folks house because they are out of town as well (hey when do I get a vacation?...LOL). I can either go really quick and get on the freeway for about 2 miles or take it slow and ride around the Sammamish slough? I don't think the Fly 150 is ready to be wrapped out on the freeway and not really its intended purpose. So I will take the other way as its more scenic and better roads as well.
After mom and dad's house I will head over to Scooter Barn and buy a 1 liter bottle of oil and a filter/o-ring plus whatever final drive oil they carry and the appropriate crush washers. I know its not necessary but it makes me feel better getting out that initial oil. Sometimes that first drain on the final drive can be really nasty. I have drained final drives at 60 miles and it was solid gray. Did it again at 600 miles and it was perfectly good. Its that innitial mesh of the gears in the first 20 miles or so that really messes up the oil. The sooner that is out the better. It really depends on the bike but you won't know until you dump it. Its easy to do. BTW, the Fly 150 has the more standard way of doing the final drive oil No dip stick like most other Piaggio scooters but 2 bolts. You dump from the bottom bolt and the refill from the top bolt until oil starts to drip out. A much better and fool proof way to do it.
If I have time when I get back I plan to take a few more photos of the underseat storage space and the glove box fuel area. Speaking of fuel I need to stop at Costco and get some. I mentioned getting an early start on my fuel economy readings by topping off the tank but I never got around to it. Plus its a little better burning through the dealer fill and letting the motor loosen up a bit anyway. Right now I am about a half tank according to the gauge.
Oh Scooter Barn called me the other day just checking how I am digging the new scooter? They seem genuinely interested in what I had to say and wanted to make sure I was 100% satisfied. First time I ever got a call like that from a bike dealer. They are really easy going and really trying hard to increase business. I think they will do well if scooters ever get popular. Everyone loves mine and really admires the practicality and economy but very few I know have actually bothered buying one. In fact only one the security guard at my work.
Land Barge Pilot
Joined: Aug 2005
Location: Spring Mountain Range
Oddometer: 4,159
These people are scumbags. It's no wonder you never see product moving.
Hopefully enough people speak with their wallets to shut down places like this. They try to monopolize towns as well.
Back to the regularly scheduled Fly 150 3V!
Beastly Adventurer
Joined: Oct 2004
Location: Keaau, Hawaii
Oddometer: 1,822
Geebus!! I bought a new one year old Kymco People 150 for about $2200 out the door from Kisers Motorcycles in Kona, Hawaii. It's a 2009 and I bought it in 2010. Two year warranty and a dam good scooter.
Jon in Keaau, Hi. USA
2008 SYM HD200 (wife's ride)
2009 Kymco People 150 and coming soon, another dual sport mc
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text:
Rialto Theater
2418 Santa Clara Avenue,
2418 Santa Clara Avenue,Alameda, CA 94501
No one has favorited this theater yet
Showing 3 comments
Joe Vogel on March 10, 2011 at 12:40 am
Here is a small photo of the Alameda Theatre from the July 12, 1913, issue of The Moving Picture world. The caption says that the Alameda was a Turner & Dahnken house.
gsmurph on June 25, 2005 at 6:30 am
Correction—-this was actually the "second" Alameda.
gsmurph on September 22, 2004 at 5:12 am
Albert W. Cornelius designed the Rialto (originally the [original] Alameda).


text:
Inventor sues 3 Northwest universities over patent
BOISE, Idaho
BOISE, Idaho (AP) _ A Canadian inventor is suing three Pacific
Northwest universities in federal court, saying they illegally used
his 19-year-old patented process to build a better yellow mustard
In a lawsuit filed in Seattle's U.S. District Court earlier this
year, Soheil Sharafabadi says the University of Idaho used his
patent without permission to produce new varieties of mustard seed
with higher yields.
The lawsuit says Washington State University and Oregon State
University collaborated with the Idaho university, providing
research stations and scientists
All three schools, along with companies that sell and distribute
the seeds, are named as defendants.
Sharafabadi says his patent helped researchers produce seeds
with higher-than-normal levels mucilage, which in plants promotes
water storage and seed germination.
(Copyright 2009 by The Associated Press. All Rights Reserved.)
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text:
'A Moment to Last Forever' Planning, photography and styling by Gooch & Gawler
In January Sarah Gawler and I were invited to plan and shoot the campaign 'A moment to last forever' for De Beers. A big thank you to some very special contributors:
Cake and sweet treats Victoria Made | Hair & Make up Elbie Van Eeden | Flowers Indeco Flowers | Stationery Denote Stationery | Ribbon Silk and Willow |Dress Alice Temperley | Shoes by Emmy | Model Lucy Gascoyne | Veil Ann Guise | Linen The Linen Works
Britten Weddings
Today we've been shooting some gooch&gawler work on location for Britten Weddings. It's been great to work with Mat and Sarah again, with models Juste and Chelsea, and Elbie on hair and make-up. House envy yet again...


text:
They're gone? Yes, it's true. They've been removed in the 2007 release from all alerts and reminders.
Why? We had several reports where providing this link to the end user to navigate to PWA was creating problems. The base issue was which url is correct for a given user?
For example, you have a system with both intranet/extranet access or are using a mixed authentication methods (windows, forms, etc.). For each access or authentication method, you would use different urls for access.
Add the additional example of one user forwarding an alert to another user, who uses a different url for access. As you can see, the potential for a messy situation was high.
So, we removed putting the URL by default for those customers who had these situations.
For customers who do not have a mixed environment, you have a painless way to put the PWA url back on the bottom of the alerts.
To add the link to the bottom of the alert, as Project Server administrator, navigate to Settings, Alerts and Reminders. You will see the screen below. A link to PWA can be added within the email footer. When the alert is mailed, it will be treated as a hyperlink.
Deliverables is a new feature that shipped in Project Professional 2007. Deliverables provides the ability to publish key dates to a SharePoint site and for others to consume these keys dates within their project plan. This feature helps you to manage cross project dependencies. A project manager can define deliverables within their project plan using Project Professional and have the dates automatically published to a Deliverable SharePoint list within the Project's workspace. This allows other project manager to take dependencies on the published deliverables within their own Project Plans. When there is a change with a deliverable, such as a change in the finish date, all the project managers who have taken a dependency on the deliverable get informed of the change with the deliverable when they open their project plan. Deliverables provide a way to loosely tie projects together.
This diagram illustrates deliverables at a high level:
When a project manager creates a deliverable or a dependency on a deliverable they have the option to link it to a task. When a deliverable or dependency is linked to a task, it shows an icon beside the task name and displays bars on the Gantt chart. It is important to note that the dates of the task are not tightly coupled with the dates of the deliverable. This is to allow the project manager to work with his/her schedule without altering the dates of the deliverable. It is by design that the project manager needs to explicitly update the deliverable dates. The below screen shot is a project plan with deliverables and dependencies:
So know that you have an idea what Deliverables are, let's work through an example. The example that I like to use is the release schedule of large software development project, such as Microsoft Office, which has several beta releases before the actual shipment of the product. The overall schedule is managed in a single project plan, but there are many teams, such as Project, Excel, etc, that adheres to the overall schedule, but requires their own detailed schedule that is specific to them. An Office schedule that is just an example that I made up and has no meaning what so ever, may look like this:
Product teams are very interested in the Beta 1, Beta 2 and RTM dates and they want to be able to easily keep track of these dates. In order for this to happen, the project manager for the Office schedule must create deliverables for these tasks. Before the PM creates deliverables, they are going have to publish the project to Project Server and create a workspace for the project. To do this:
Once the project is published and the workspace is created for the project, the PM ready to create deliverables. To create a deliverable the PM will have to follow these steps:
The PM for the Office schedule would repeat these steps for each deliverable they want to create. Once they have completed creating the deliverables for Beta 2 and RTM the schedule should look like this:
As you can see from the schedule, there are red bars on the Gantt chart that represent each deliverable. There are also informational icons beside each task indicating that there is a deliverable linked to the task. Now that the PM has created these deliverables, other PMs can view these deliverables from the workspace for the project:
Since the deliverables are published to a SharePoint list, there are many built in benefits. Users can easily setup alerts, create RSS feeds, add additional columns, etc. It is important to note that if you change a deliverable from the SharePoint List, it will give the PM the option to sync the change next time they open their project in Project Professional.
PMs can also now consume these deliverables as dependences from within their own project plans. Going back to our example, the Excel team will want to take dependencies on the Beta 1, Beta 2 and RTM deliverables from the Office schedule. This time I am only going to create a very simple project plan with three tasks that represent the Excel team's project plan. To create a dependency on a deliverable, the PM does not have to publish the project or create a workspace. They only have to do the following steps:
Now a dependency has been created that has been linked to Task A and is dependent on the Beta 1 deliverable from the Office Schedule. These steps will have to be performed for each deliverable, which in this example is Beta 1, Beta 2 and RTM. If you have a large number of deliverables to create from already existing tasks, I suggest you read my programmability post on deliverables: http://blogs.msdn.com/project_programmability/archive/2007/02/19/working-with-deliverables.aspx
You will notice that the dependency dates and the task dates are not aligned. The dependency dates are also loosely coupled with the task dates. This is shown in the below image of the Excel project where the yellow Gantt bars show the dependency dates are much further out then the task dates shown by the blue Gantt bar:Now that we have two projects, one with published deliverables and the other with dependencies on the published deliverables, let's work through an example where one of the deliverables change. Within the Office schedule there is a deliverable, Beta 1, which has a finish date of March 20th 2007. To change the finish date to March 30th 2007:
Now go to the Excel team Project to see how this change has affected the dependency:
Note that the dependency date is now 3/30/2007 and is back in sync with the Beta 1 deliverable.
Hopefully that gives you an idea on how deliverables feature works. This feature truly provides a flexible way to loosely couple projects together that are not affected by the scheduling engine. I have only given a short overview on how to get started with deliverables. Once you start to play around with them, I am sure you will find great uses for the feature.
Chris Boyd
Previously, you received an OPML file to help you read all of the great content being created by our community. Probably, soon after, you wished you had a way to search for posts related to a specific topic.
Now you can. With the help of our Live.com's search macro functionality, I created the following custom search engine.
It will search across all of the Project Community web sites for a given topic. To learn more about search macros, visit http://search.live.com/macros
Hi, It has been a long time since my last post. Sorry for the long delay and I will try to fix this with more frequent post in the future. OK so let's get to the topic of the day: "Resource Plans, what are they and how should you use them".
Resource Plans were developed in response to a number of customer requests for a way to estimate corporate resource capacity when some projects are in full execution and others are still in the proposal or planning phase. Therefore, we focused on the part of a project lifecycle where the project is still just an idea or opportunity but not yet established as a project. Yes, resource plans can be used during the execution phase as well but let's first talk about the pre-project phase.
To "create" a resource plan, all you need to do is add a resource to the list after clicking on the Resource Plan button on any Project page.
Above is a sample resource plan. These resources are linked to a project via the plan but no assignments are made within the project. Simple to create and easy to use or at least I hope you see it that way. As you can see, we are using weekly granularity of assignments in the sample. The granularity can be set from days to years depending upon your own preferences. This enables the resource manager to plan how a resource would be used if the project gets the approval to begin work. This plan uses work resources but any resource type can be assigned. With this resource plan I am demonstrating is how you can mix named resources with generic resources on the same plan.
How does this integrate with Project Professional? Well, simply stated it doesn't. As I said earlier, these assignments are not within the project or better said they are outside of the project. The only association is through the resource plan itself. Let me guess, you want integrate the planned assignments here with other firm assignments for these same resource on other projects. Well good, capacity planning would be nothing without integration to overall resource availability. But before I dive into this topic, I think we need to see the resource plan settings pane.
All clear? I didn't think so but without the image it may be too hard to grasp the options representing resource availability on the plan. In the feature we call this utilization calculation but don't let that confuse you, utilization is just the consumption of availability… right? So what options do we allow? To begin with we default to using the resource plan assignments as if they were real project assignments. This means that the hours booked to the resource plan will deduct from the availability of the resource. The second option is to use the assignments made within the project and to ignore the plan assignments, which is like turning off the resource plan assignments. And the final option is to pull the assignment data from project task assignments up through a certain date after which we will pull the resource plan assignment data.
These options align with three use cases:
1. The resource plan greatly simplifies the assigning of resources and no task level assignments are needed. (frequent customer request)
2.Resource plans are used to estimate resource usage but not to actually commit resource usage; that is left to project task assignments.
3. So in the beginning, the resource plan will account for 100% of the resource commitments on the project. Then when Phase 1 begins and task level assignments are made, and then resource availability will be consumed by the project tasks until the end date of phase 1. And the resource plan will only account for the assignments in Phase 2 and beyond. This represents a rolling project plan.
OK, the last thing to explain is the setting of Work Units. Resource plans offers a new level of resource time allocation, called the FTE. To begin with though, we use the familiar Hours, Days, etc. However; these are all directly associated to minutes which is a very accurate time element. Since one of the overriding design tenets for Resource Plans was to support early planning where estimating is the normal practice. We now offer a new way to specify resource allocations and that is FTE or Full Time Equivalents. FTE is a simplification where the resource manager specifies the amount of time an average full time employee would spend and they do not need to think about how many hours are in a month or year.
Well that's about it for today. You are probably nearing information overload if not already fully there. Therefore, I am intentionally leaving the FTE definition out of this posting. Next time I will discuss the FTE definition as this can be a full posting in itself.
The Microsoft Best Practices Analyzer for Windows SharePoint Services 3.0 and the 2007 Microsoft Office System Best Practices Analyzer programmatically collects settings and values from data repositories such as MS SQL, registry, metabase and performance monitor. Once collected, a set of comprehensive 'best practice' rules are applied to the topology. This is a command line utility that administrators can run to get a detailed report of recommended changes that can be made to their environments to achieve greater performance, scalability and uptime. The below picture shows a snap shot of my staged server after running it:
One thing that you will notice is that it does indeed cover Project Server. There are a number of best practices that are specific to Project. For example, if there has been a failure with the cubes or if there are failed queue jobs the Best Practice Analyzer will warn you of these failures.
It is important to note that this tool is a read only. It will not make any changes to your environment. You should give it a try.
You can get a copy here:
Chris Boyd
After discussing this situation with Eric Zenz, I found out we made a change in the 2007 release that makes it easier to manage who has access to your project's team site.
In 2003, you had to be on a project's team and assigned to a task to get access to a project's team site. So, everyone wound up with a "Give Access" task on the project plan. This task, though, gave everyone on this task read/write access. To give someone read access, you had to set up these people manually. If the company had this SharePoint administration permission locked down, the PM had to ask the application administrator to add these "read only" people to the team site. Now multiply this request times 600 team sites and it can get to be quite a bit of maintenance.
In 2007, we made some improvements in this regard. Resources are automatically granted read access to the project's team site when they are added to a project's team via TeamBuilder. When a resource is assigned to a task on the plan, they automatically get contributor read/write access. This makes it easier for the Project Manager to provide wider access to the team site without having to learn WSS security administration or make life interesting for the application administrator.
In case you've noticed, which you probably have, posts have been slow as of late. As we wrapped up Office 2007 work back at the end of October, we've been working hard on the Project 14 planning and rolling out a new service internally.
So, why does this matter to you? These latest activities all involve us using our own product. We are our own users at the moment.
We are using our very own Project Portfolio Server 2007 to plan the Project 14 release. Portfolio Server is being used to help us determine the business drivers that are important and how important are they relative to each other. We then model which features will contribute the most to our business drivers. It's our first opportunity as a team to use the tool for real work and for us to go through the whole optimization process.
Pradeep, one of our Senior PMs, is shepherding the process. My hope is to convince him to write about it extensively in an upcoming post. Also, expect to hear more about our experiences when Project Conference rolls around. If you want to hear, leave a comment below.
The other activity is that we are rolling out a hosted instance of Project Server 2007 internally. This way, any team that wants to use Project Server doesn't have to set up their own hardware and software. The challenge is that we don't have a "corporate" way to manage efforts or project related data. So, each team wants something different. I'm sure you are familiar with this situation.
For those of you who have done this for yourselves or for others, we are going through what you normally go through. We are experiencing first hand, security model design, login and desktop configuration issues, AD Sync set up and learning about the various and sundry ways that people use Project. All of this, will provide input and impetus to improve the product further.
As interesting experiences and observations come up, I'll discuss them. We are currently on boarding our first two groups so the real fun is about to begin! Same rule applies, if you want to hear more, leave a comment.
There's so much being published on Project related blogs, its hard to keep up with it all. So, attached is an OPML file which contains the RSS feeds for the a number of Project related blogs.
This file can be imported into and read using Outlook 2007 if you follow the instructions here: http://office.microsoft.com/en-us/outlook/HA012299401033.aspx?pid=CH100622171033
If you don't have Outlook 2007, you can also use Microsoft's Live.com as a free web based RSS reader. Once you log in using your Windows Live ID, you can click Add Stuff, Advanced options, then use the Import OPML function to create the listings. Once the listings are there, you can drag them down on the page for viewing.
UPDATE: In order to see the attachments for blog posts, you have to click on the post header to get to the details page. Then, the attachment is visible at the bottom of the post. My apologies for the confusion.
Dr. Ed Hanna, one of our most senior field people for EPM recently posted a great example of using material resources using Project Server. So, I'm taking Ed's e-mail and converting into this post. I hope you find this very useful.
Here's an example of how you might use Project to track the pouring of the concrete for one section of a dam.
First, create a Resource Sheet entry for the concrete. Click the image below for more detail.
The dam footing work we are tracking will contain 20,000 cu. meters of concrete and will be poured over a ten workday period. The Gantt Chart task to pour this footing looks as follows.
Next, the Resource Usage view shows the planned usage of concrete at 2,000 cu. meters per day. Note: there is no Actual Work as the task has not yet begun.
Once progress begins, the Resource Usage view can be used to report actual usage. In this case, only 1,000 cu. meters of concrete poured on day #1. Consequently, work is off to a slow start.
Here's the full Resource Usage view showing 3,000 cu. meters of additional concrete poured on day #2. On the left you can see totals. For example, you can see that 20,000 cu. meters of concrete is scheduled to be poured (i.e. Work) and so far 4,000 cu. meters have been poured (i.e. Actual Work). The graph in the lower portion of the display shows Cumulative Scheduled Work (i.e. the cumulative amount of concrete scheduled to be poured).
The display can also be changed to track the cost of the concrete. The graph in the lower portion of the display shows Cumulative Scheduled Cost (i.e. the cumulative cost of concrete scheduled to be poured).
I hope this is helpful. By the way, Hoover Dam contains 3.33M cu. meters of concrete.
This post contains a zip file attachment which is the SQL Server Reporting Services(SSRS) 2005 report pack for Project Server 2007.
This attachment contains 9 items total:
This VS project file can be used within the SSRS Business Intelligence Development Studio to deploy and modify these reports to your own needs.
The Project Server 2007 Report Pack provides usable reports for some common requests and illustrates some of the new functionality in Microsoft Office Project Server 2007. The Report Pack also provides report developers with sample queries for correctly retrieving data from the Project Server Reporting database.
The Report Pack includes the following seven reports:
All of these reports use a shared data source, which makes it easy to direct these reports to your own instance of Project Server. I hope you find these reports useful. If you have questions, please post as a comment to this post.
I've been getting a lot of email lately with some great questions. Rather than attempting to answer individually, I thought it best to give you a forum to ask these questions.
So, to facilitate knowledge sharing, please post your questions as a comment to this post. Assuming it is information we can discuss publicly, we'll give you answers. Also, we can all benefit from the knowledge gained in this dialog.
My design needed to deliver in two areas:
- Simplicity, our research showed that very few customers understood the nuances of each publish option, especially when combined with the even more hidden Tools/Customize/Published Fields options
- Scalability, our larger customers were hitting bottlenecks because of the serialized nature of project publish.
To address the simplicity I decided to strip project publish to its bare bones, changing from the two dialogs below:
To the single option, placed next to the Save command:
It doesn't get much simpler than that - this should make the publish option much less of a dice throw for most of our customers – however "power publishers" will be asking for more functionality, you should read on to the Power Publishing section for more information.
History Lesson: Project Server 2003 used a background service called "Views Notification" that was responsible for moving data from the Project client sql tables to the Project Server and Views sql tables in the database. This process was serialized on a single project and the whole process was single threaded, using a single cpu (although later service packs allowed it to be run on multiple servers), as you might expect publishing rapidly became a bottleneck on larger systems. It also had other issues in terms of manageability, capacity planning and availability but more on that in other blog entries.
The new server architecture has radically changed how publishing works. Publish requests are placed on the Project Queue and are handled by a queue processor that:
Even with all the additional work done by publishing (such as moving all custom fields, and serializing data from our internal binary formats) internal tests have shown sustained publishing rates of around 1,400 projects per hour for non-trivial projects on a farm infrastructure.
And the Project Server 2007 queue infrastructure allows for much improved capacity planning and remote management as it exposes performance counters that the Windows System Monitor (fancy name for perfmon) and MOM can catch and track.
The Project Server 2003 dialogs reflected the relative underlying complexity of the publishing process - much of that complexity was driven by the need to cope with the shared schema (now split across distinct databases) and the need to avoid the performance hit of a full publish. The server now publishes all changed information each time you request a publish operation.
Changes are tracked using revision counters on our primary entities and their children (for instance Projects own {tasks, assignments, specific custom field values, calendars and local resources} – these counters increment each time the project is saved, deleted rows are tracked in our _SHADOW tables.
The two main operations a power publisher wants to control are:
Both these actions are now controlled through the task sheet where the settings are now visible and editable (Yay!).
If you add the "Status Manager" and "Publish" fields to the sheet (as seen above) you can control the publishing process. Note that both these fields can be set as a group by filtering then using the mouse to drag the value down to more cells.
Firstly – use the Publish Yes/No flag to control whether a task assignment is placed in the Statusing ("My Work") system – this flag can be toggled at any time & the project republished to make it active. This empowers you to publish a project a phase at a time, allowing you to avoid bombarding your team members with future assignments.
I made the flag at the task level because statusing is all about gauging progress against the whole task - assignment progressing is best managed in the Timesheet sub-system where work can be approved by resource managers rather than the project manager.
In the reporting database the flag is actually stored on the assignment:
There isn't a sinister reason for this, it just reflects the order in which we did the development work against a changing schema.
Note that if you toggle Yes-->No then the assignment disappears from the Team Members My Work (any approved work doesn't get lost though!) so use this power carefully! Also be aware that if the line is already in a timesheet it won't be pulled back.
Secondly - the Status Manager field has some strange rules (that echo those of project Server 2003) - it can be set to another pre-existing Status Manager on a task in the current project or the current user (ie the person with the project checked out and open) - this allows the value to be set even when the project is off line, and ensures that the Status Manager hhas (at least had) the ability to edit the project so that status data from team members can be applied once approved.
So if you are going on vacation you'd ask your deputy to open the project, filter on an appropriate time window and set themselves as the status manager for the tasks that will be active while you are out. On your return you can easily find those tasks and reset them back.
Phew! If you have any questions about other "mysteries of publishing", then please reply to this posting and I'll do a followup.
Before I came to Microsoft, I always cancelled the "Send error reporting to Microsoft". I didn't know what was being captured or how it was being used. Brief feelings of being spied upon would come over me. So, my choice was always to cancel.
Now that I work for Microsoft, I wanted to pass on the two major points I have learned about error reporting.
First, it's very important information. Whenever a Microsoft Office application encounters an error, the Watson error reporting application captures what was happening with the PC at the time of the error and what error was encountered. It will then prompt you to send this information to Microsoft.
PLEASE, PLEASE, PLEASE send this data to us. Basically, we capture the program call stack data for debugging purposes and the error description. The data sent to us allows us to analyze which errors are occurring, how often and why.
Errors follow the Pareto principle where a small number of issues create most of the errors. We use the frequency and severity as one of the inputs in deciding what goes into future service packs and product versions. This data was instrumental in selecting fixes for the Project 2003 service packs.
Secondly, we are not spying on you. We do not capture personally identifiable information in this process. So, you won't start getting marketing material as a result of submitting this information.
I recently watched a user get an error, saw Watson do it's job and then saw the user cancel the send process. I asked why they cancelled it and basically, they didn't want to take the time to submit the info. I also asked how often had they seen the issue and they said enough to notice.
As a result, we both lose as the user will continue to experience the problem and we will continue to not know about it.
Sending in the data is the easiest way to make sure your issue is reported. In the end, we will all benefit from a better product.
Here's a couple of emails that were received that may be of interest to others.
We received a query regarding how to upgrade from Windows SharePoint Server 2.0 to Microsoft Office SharePoint Server(MOSS). As you should install MOSS prior to installing Project Server, you'll want to first upgrade your existing WSS content to MOSS.
I asked around and I was pointed to this article: http://technet2.microsoft.com/Office/en-us/library/b3e52231-16bf-4a46-a7e8-cb31b814627a1033.mspx?mfr=true There's a section on migrating from WSS 2.0 to MOSS.
The configuration can be found here: http://support.microsoft.com/kb/921116/en-us Yes, it is the same steps as you had to do for Project Server 2003. These steps are specific to the SQL Server version. Please make sure you follow each step carefully.
Then, for each client machine that will be using or creating Portfolio Analyzer views, have the Analysis Services 2005 (9.0) OLE DB Provider installed. http://www.microsoft.com/downloads/details.aspx?familyid=DF0BA5AA-B4BD-4705-AA0A-B477BA72A9CB&displaylang=en
UPDATE: Brian Smith of http://blogs.msdn.com/brismith fame pointed out there were two missing points to this section.
First, the account owning the SharePoint Timer Service is what is used to build the cube. Therefore, that account will need access to the Reporting Database.
The second point is for those workstations creating and accessing Portfolio Analyzer views. If they are using Internet Explorer 7, the setting to allow cross domain data access is disabled by default for Trusted Sites. So, you will need to change this setting when you add the server to the trusted sites section.
This post comes to us courtesy of Mark Shea of our Office Assistance area.
This post will guide you through the Microsoft Office Project Server 2007 backup and restore process by using the the SharePoint Central Administration Web site.
If you do not already have a remote file share to store the backup files, you must set one up before backing up your environment.
Set up a remote file share
Accounts needed:
Note The central administrator pool and the Timer service use the same user account.
Note If you receive any errors during the backup or restore process, you must delete the failed "Backup/Restore" timer job before you can run the next backup or restore process. The URL for the Timer service jobs is:
Note You do not have to delete the Timer service job if you did the Project Server 2007 backup or restore by using the stsadm.exe command-line tool.
Note The server farm should be taken offline prior to backup.
To back up your Project Server 2007 installation, do the following:
This section guides you through the Microsoft Office Project Server 2007 restoration process using Central Administration. It describes how to restore over the original server farm. This document does not describe a migration of Project Server 2007 data.
I've been meeting with Phil Smail, fellow program manager and resident Project Server security guru, on laying out the Project Server security configuration for a Project Server 2007 instance within Microsoft.
I was fairly familiar with the Project 2003 Security functionality so I knew basically what I wanted. However, it quickly became apparent to me that are several new and changed security functions in the new release. So, off to MSDN for a little light reading.
The following security article, which was written by Phil, provides a nice overview of the 2007 functionality. If you are looking to upgrade to or implement Project Server 2007, you might want to take a look at this article also.
My name is Dave Ducolon and I am a Program Manager for Microsoft Office Project/Project Server. It is my pleasure to write about and to discuss Resource Management and other related topics for the 2007 release.
Resource Management is at its best a hard job. And at the core is Capacity Management and Planning. As most of you know, the trouble is that while people or "work resources" are not a commodity such as bricks or lumber, neither are they fixed assets (ones with unlimited capacity). And if that doesn't make Resource Management difficult enough, work resources can be augmented with external resources such as consultants or subcontractors. We on the Project team at Microsoft not only understand this challenge we experience it the same as anybody else that does project based work.
In 2007 we have taken significant steps to help mitigate the inherant difficulties of managing resources whether they are People, Material or even costs. Today I will give you an overview of how we see the Project 2007 system being used to accomplish this. This is a brief, yes very brief overview of some of the Resource Management features that will help you manage your resources end-to-end. In later posts, I will dive deeper into features.
To begin with, it is best to model organizational capacity and then to work on tactical level assignments. Generic resources, a legacy feature, are ideal to represent your organizational capacity as it pertains to resource capabilities. Then as work gets approved you can allocate these generic resources to a new 2007 feature in Project Server 2007 called Resource Plans.
Resource Plans allow you to manage resource needs for a project without requiring any task level detail. Then as the project and work become better defined you will be able to convert these Generic Resource Plan assignments into Resource Plan assignments for real employees. At which time you will undoubtedly need to view availability and verify that individuals do not get over scheduled.
Resource Leveling, a legacy feature, can be used to automate the task of managing allocations of work to individuals or you may want to make use of the Resource Availability graph, a legacy feature, in Project Server. Regardless of which method you choose, you will undoubtedly move on into the execution phase.
For this phase Project Server 2007 delivers functionality that allows customers to separate the effort spent on a project and its tasks from the actual work performed. Effort is normally what team members think of when they are reporting their progress on a task. It is not uncommon to hear people say "I am 60% complete and should finish by Friday". This does not mean that they will use every available minute between the statement and Friday to complete the work and it also does not mean that they spent exactly 60% of the scheduled work for that task. Instead it means they have spent 60% of the effort they feel is needed on the task and that the other 40% should be able to be accomplished by Friday. Team Member Task tracking in Project Server has been able to capture that information since we first released Project Server back in 2000. In 2007 we have delivered a separate timesheet that allows team members to report their actual hours worked whether that be on a Project or on a specific Task.
It is through use of these features that you will be able to more accurately plan, estimate, track and manage your resources time and thereby improve your ability to manage resources. In my next Post, I will present and review the Resoruce Plan feature.
I wanted to let the regular readers of this blog about a change in blog stewardship.
GOOD LUCK!Lidiane has relocated to Boston from Redmond for personal reasons and has joined another Microsoft team there. We wish her well and thank her for her great work on Project 2007 and the Project blog. As a result, she has passed on the blog coordination role to me.
INTRODUCTIONMy name is Treb Gatte and I'm also a Program Manager on the Project Server team. I've been with Microsoft a little over a year and have been a Project Server user since Project Server 2002 Beta.
One of our goals is to increase the number and regularity of posts such that you receive a steady diet of updates and new information. If there's a topic you would like to us to address, please add your request as a comment to this post. I can't guarantee that every submitted topic will be addressed. However, we can't improve our targeting unless we know what you, the reader, needs. Please spread the word about our effort.
EXPECTATIONSI feel it's very important that we inform you of some ground rules going forward.
LINKING.I wanted to address linking expectations from the Project blog, before I receive a request to link to someone's site. You can use this as a general guideline for the Project Blog and the Programmability blog as our team does both.
You will note, as a service to our readers, we provide a list of Project Community Blogs. These sites were placed here as a result of web searches and not as a result of linking requests. These are blogs or sites which have created content that is freely shared with the Project Community. Most of these sites are either created by Microsoft employees or by our Project MVPs. A great deal of these authors also participate on the UseNet in performing community support for the Project forums there. Consequently, they are viewed as a valuable community resource.
If you have a Project related site and you wish to have us link to you, make it easy for us to find you. You will need to have freely available content that would be of interest to the Project community. You should also practice generally acceptable blogging practices of tagging such that your site will appear in a Technorati or other Blog related search engine. Finding you is worth one hundred requests to link to you.
If you are selling something in addition to the content, please note our link will be to the free content. Otherwise, we could be seen as endorsing your product/service/etc. which we simply can't do. As this process is subjective, we will be very conservative in our linking. If there's any doubts on our part, our default response will be to not link.
EMAILAs I'm now receiving all of the incoming email and trackbacks, I have a simple request. If you have a comment or question, please post it as a comment to an existing post. Many of the emails that I'm receiving are on topics for which I either can't answer or shouldn't answer. If you post your question as a comment, you can draw upon the wealth of Project community that visits the site for a more timely answer.
Again, thank you for your readership! Stay tuned as there's much more content to come.
If you are interested in writing reports over the Project Server 2007 reporting database, Jim Corbin has published some documentation on the database. You can find it here: http://blogs.msdn.com/project_programmability/archive/2006/12/05/reporting-database-diagrams.aspx
This announcement just arrived in my inbox.
The official Project 2007 SDK has been released to the web! You can either download and install it locally or you can access it via the web. The Project Developer Portal has also been updated to reflect new content.
What's New?
The RTM SDK includes 72 topics. There are updates of topics from the previous beta release, plus the following new topics:
· How to: Calculate Resource Availability in OLAP Cubes
· Walkthrough: Creating and Using Custom Project Server Permissions
· Using Security Methods in the PSI
· How to: Write a Simple Impersonation Application
The PSI reference has been updated with new code samples for methods in the Project, Resource, Statusing, and Timesheet Web services, among other changes.
To Download the SDK
Go to this link: http://www.microsoft.com/downloads/details.aspx?FamilyId=2672F6F9-7028-4B30-99A2-18CB1EED1ABE&displaylang=en .
The pj12ProjectSDK.exe download includes:
· pjSDK2007.chm (conceptual topics and managed code reference)
· pj12ReportingDB.chm (Reporting database schema reference)
· OLAPCubeSchemas.xls lists the dimensions, measures, and properties of the Project Server OLAP cubes
· SDK code samples, including the updated Project Tool source and executable.
To Access the SDK Online
To access the Project 2007 SDK in MSDN online library, go to this link: http://msdn2.microsoft.com/en-us/library/ms512767.aspx
Project Developer Portal
Project Developer Portal in the Office Developer Center on MSDN includes links to the Project 2007 SDK, Project 2007 blogs, as well as the Project 2003 SDK. Following are the other main pages in the Project Developer Center:
· What's New for Developers in Project 2007 includes links to MSDN Webcasts.
· Project Community includes an RSS feed for the Project 2007 Team Blog, and other Project blogs and sites.
To find related content and SDKs, please check out the Office Developer Centers and the SharePoint Developer Center, which have links to the SharePoint SDKs and downloads on MSDN. Then check out the Project Programmability blog to see how this knowledge can be put into action.
As we are on the verge of releasing Microsoft Office Project 2007 we want to help our customer and partner community by providing a forum for learning how to develop applications that communicate with both Project Server and Project Client.
There are three of us manning the Project Programmability blog, Patrick Conlan, Phil Smail and myself Chris Boyd. We are all Program Managers on the Project Team. The plan is to post samples that are requested and cool things we want to try out. So if you need some sample code or explanations on how to develop with the upcoming release of Project, drop by the Project Programmability blog and post a comment!
The Program Manager in Outlook (Melissa) and one of our Program Managers here in Project (Jon) collaborated on a post explaining the integration between Project Server and Outlook in this release. These posts go into nice detail about how you can manage your tasks directly from Outlook. This is an especially important feature for team members, whom most likely don't have access to Project Professional. The post is broken down into 2 parts:
Hope this will help you understand the integration between the 2 applications.
Get the lastest versions of Project 2007 below:
Project 2007 Beta 2 Technical Refresh
Project Server 2007 Beta 2 Technical Refresh
All other Office 2007 downloads:http://www.microsoft.com/downloads/results.aspx?pocId=4289AE77-4CBA-4A75-86F3-9FF96F68E491&freetext=2007officebeta2tr&displaylang=en0
Project 2007 Beta 2 Technical Refresh
Project Server 2007 Beta 2 Technical Refresh
All other Office 2007 downloads:
Recording of the Beta2 TR installation webcast is available!
To view it, go to: https://www.livemeeting.com/cc/microsoft/view, enter the following details:
Your name: <Your name>
Recording ID: 2Q2N7P
Recording Key: rg+SJG5DX
Sometimes the playback does not start immediately or stops mid-way – please try the steps above again, it may be a transient problem.
[I am updating this post with more specific information - including webcast tomorrow]
How to install Project Server 2007 Beta 2 Technical Refresh (Beta 2 TR) ?
Important: Read this message carefully and completely before you apply the Beta 2 TR Update/Patch
The Beta 2 Technical Refresh release is an incremental revision to Beta 2 – it is applied as an "Update" or a "Patch" on top of a Beta 2 installation. So, there is no "full installation" of Project Server 2007 Beta 2 TR. To install Beta 2 TR, you need to first install Project Server 2007 Beta 2 and then install the Beta 2 TR Update/Patch. If you already have a Beta 2 installation, you can just install the Beta 2 TR Update/Patch. There are 3 main installation scenarios:
Important things to note:
Data Upgrade:
"Data upgrade" from Project Server 2007 Beta 2 to Beta 2 TR is a manual process. Detailed step-by-step instructions, sample code, macros are available in the detailed documentation to help make your data upgrade a success. Read the documentation carefully before you attempt the data upgrade.
Detailed Documentation:
Detailed step-by-step deployment instructions can be found at: http://technet2.microsoft.com/Office/en-us/library/32a18803-52d2-4967-ab9d-0e199c9bf0041033.mspx (content would be available around Beta 2 TR general availability). Meanwhile, ask your Microsoft contact to get a draft copy of the detailed instructions.
When ?
Sep 13th, Wednesday, 9 AM to 10 AM PST (Pacific Standard Time)
Meeting Title
How to install Project Server 2007 Beta 2 Technical Refresh
Webcast link
https://www.livemeeting.com/rm/microsoft/join?id=PublicWebcast&role=attend&pw=736410. If you cannot click the meeting link above, or it does not work, please do the following:
Browse to: http://www.placeware.com/rm/microsoft/attend
Type your name
Type the Meeting ID as: PublicWebcast
Type the Password as: 736410
Audio information
1-866-500-6738 or 203-480-8000. Participant code: 852710#
Who will present ?
Microsoft Project Group members from Redmond, USA.
Main objective
To give an overview of how to install Project Server 2007 Beta2 TR and answer any questions you may have.
Can I attend ?
Yes. This is a Public Webcast – anyone can attend.


text:
Anthony Urban Blount
Position: DB
Height: 6-1 Weight: 195 lbs.
Born: November 5, 1958 in Atlanta, GA
High School: Frederick Douglass
College: Virginia (school history)
Drafted by the New York Giants in the 5th round (118th overall) of the 1980 NFL Draft.
Weighted Career AV (100-95-...): 0 (14760th overall since 1950)
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