问:
Agile methodology for small company; large projects + ticket maintenance
I just joined a small IT company that was looking for a project manager. We produce one project at once; that is, we start something, we develop it, we test it, and once it's done, then we think of another one.

For this reason, I implanted scrum, as projects usually take months. However (and fortunately) previous projects are working well; therefore, receiving tickets and... "issues" that just come out.

Please, consider that we are a small team (8 people in total currently) and I cannot assign only one person for tickets (it depends on each one's skills). As far as I've seen in many books and articles, Scrum-ban would fit our needs; that is, Scrum and Kanban combined.

What do you guys think about it? Could you just give me small brief about how would it be in the day by day work?

ContentLicense: CC BY-SA 3.0


问:
How can I attain my PMP PDUs fast and cheap?
My Project Management Professional (PMP) 3 year cycle is ending soon and I am short 15 Professional Development Unit (PDUs). What is a fast and cheap way to get these units online? Can anyone recommend good courses especially ones that allow you to learn how to use software for project management and scheduling?</p>


问:
MS Project: Percentage of elapsed work time of project
Suppose we have a project, that its progress is not going exactly on the plan (e.g. we have worked on some future tasks and some previous tasks are not completed on the schedule). and also some previous tasks have been interrupted for a while and these interruptions demonstrated in tasks using "ms project split" feature. these interruptions are not supposed to be calculated as missed time in the project.

Now we know how much work has been done using "% Work Complete", but my question is that how can we determine how much of Project Work time has been passed? exactly:
(times we worked on previous tasks + times we missed to work in previous tasks - interruptions - nonworking times)/(whole duration of project)

Edit: if we do nothing through project, "% Work Complete" would not grows, but percentage of elapsed work time would grow to 100% until end of plan time disregard how much project has been progressed. So comparing these two parameters should tel us, how the project is going to be ended on time.

I've written this formula for Custom Field to find ratio of elapsed calendar:

```<code>ProjDateDiff([Start],Now())/[Duration]
</code>```

I'm not sure if this returns right value for ratio of elapsed calendar, but even for right value for sure it does not consider effect of "Interruption" and "NON-Working Times" in the ratio.


问:
Resource time not allocating correctly in Project 2013
I'm planning a project where I want my resources to dedicate one day week each to project work.  I've created a calendar for each resource which blocks out their day, so there are Tuesday only, Thursday only, and Friday only calendars.  There's one resource assigned to each calendar at 100%; resource Rob is also assigned to the Friday only calendar, but at only 50%.  The project is set to auto-schedule new tasks and to treat tasks as Fixed Work.

What I want to see is that the first available resource uses all his available hours, so if a task were set to 12 hours of work, the first resource (say the Tuesday one) would do 7 hours of work on it, then the Thursday resource would pick up the remaining 5, and the Friday resources would never actually be utilized.

There are two problems I'm having, illustrated by this screenshot:

Referring to task BRV, why are Bill and Marty never assigned during the second week?  Ideally, they'd work on the task on Monday and Tuesday, leaving only a few hours on left to be done on March 13.  Why is Project skipping over Bill and Marty's available days on the 2nd Tuesday and Thursday?  Also, for the few hours that should be left on March 13, is there a way to tell Project "always assign Dylan to 100% of  his available time before assigning anything to Rob"?

Referring to the CDR task, why are Bill and Marty not assigned a full 7 hours each, but Dylan is assigned to work a full 8 after them?


问:
How to draw stacked column chart with custom text fields?
I am working on a report on MS Project 2013. In this report there is chart.

The chart is based :

NumberOftasks (Y-axis) which is a custom field of type number.

Localization (X-axis) which is done by Grouping the tasks by localization (it is a custom text field).

The awkward situation is that I have a custom field  of type text, called typeOftask which take two values : either A or B.

I would like to draw clustered column chart that take in consideration the typeOfTask so that the column is divided into two values : the number of tasks of type A and the number of tasks of type B.

Something like this :

Please, how to do that in MS Project 2013 ? I know it is possible ?


问:
GANTT Charts in Jira
Is there a way to generate GANTT charts directly from a 'basic software development' software project in Jira - or can I do something from a 'project management' project that links to software development project(s)?</p>

Title: GANTT Charts in Jira


问:
MS Project 2010 task calendar not working
I've created a task calendar for certain transports that can only occur on Wednesdays, with only Wednesdays marked as working time. But when I apply that calendar to the transport milestone items, MS Project is ignoring the task calendar and scheduling the item immediately after its predecessor instead of waiting until the next possible Wednesday. For example, one is showing as scheduled for Tues Jan 30th, another for Mon March 20th.

The problem persists even if I change them from milestones to 1-day tasks, and also when I created a new task calendar (new base calendar) and applied it to the items. I need to be able to change predecessor durations and leveling delay on the fly and show the true schedule impact without messing around with constraints.

Any ideas?


问:
Is it possible to display Estimation Points for lanes in Active Sprint in JIRA?
in the attachment you can see JIRA, an active Scrum Board.
I've a very simple question, is it possible to have on top of the lane a number representing the Estimated Points that are the sum of that specific lane?

Thanks


问:
WBS and Project management
I have 2 doubts about the WBS and project management and the ongoing progress of the project.

WBS is decomposition of a project into deliverables.
The lowest level or unit of work within a deliverable is a work package.
In a work package we can define the activities involved to produce that deliverable.

If we talk about a project like CAR, the WBS would be like (only work packages):

```<code>CAR
+ Engine
  + Cylinder
  + Piston
     + Head
     + Body
     + Oil ring
  + Shaft
+ Body
</code>```

Then we can work on the activities of the HEAD work package as follows

```<code>- design head
- get a prototype
- manufacture head
- test head
- etc.
</code>```

First doubt

On a IT project context or even the car, is it correct to include project management as a deliverable that include multiple management processes like this? (I am combining the WBS with the activities in the work package)

```<code>MY PROJECT
+ Project Management (Supposed to do this in a fast tracking)
  + Scope management (work package)
    + Create scope statement
    + Create WBS
    + Create WBS dictionnary
    + Scope baseline (MILESTONE)
  + Resources management (work package)
    + Get resources calendar
    + Assign resources to project
    + Resources matrix (MILESTONE)
+ Deployment (Deliverable)
  + Database (Work package)
    + Create database
    + Execute scripts
    + Created database (MILESTONE)
  + Website (Work package)
...
...
</code>```

Second doubt

Where can I place the ongoing progress activities of the project. Let's say that you already defined all the planned activities in a work package, but it is suppossed that you can add activities from coordinations with your client as soon as don't change your scope. It should be great to schedule these activities from coordinations to track time, progress and cost within the budget.

Will you include a deliverable Analysis or Execution as deliverable and decompose it until a work package where I could include ongoing activities with the client? Do you have a link to share of a WBS of a real IT project as model?

Analysis and Execution would look like phases of my project, that's why I getting confused about how to structure my schedule that harmonizes my WBS.

ContentLicense: CC BY-SA 4.0

Title: WBS and Project management


问:
How can I create a task for two developers to support testing?
I'm trying to create a timeline for server migration. Typically when it comes to testing our developers spend about 25% of their time supporting the testing. (Running batch processes, answering questions, etc) so I want to have a task for the two developers that run alongside the task for the testing. Each developer should be on the task at 25% and be able to be scheduled for other tasks while the testing is happening.

And I want auto-scheduling because the entire point is to get Project to calculate the schedule for me. Basically things will change based on when we get the servers, so I need to be able to put in the date of each server environment and have Project calculate everything out from there. But devs can be configuring one environment while the prior is being tested while spending a portion of their time supporting the testing.

So for example of what I'd like to see:

```<code>Testing 120h? 7/15-7/30 Kathy
Support 60h?  7/15-7/30 Mike[25%], Tim[25%]
Other   8h?   7/18-7/20 Mike
</code>```

I've tried every combination of Task Type/Effort Driven I can think of but it never quite works. The closest I got was using Fixed Work, which sets the "Support" task to the right dates but the "Other" task ends up being pushed out until after "Support." Also, it has a duration of 120h? making it harder for me to read the hours from for an estimate...

So any idea how I can get it to do what I want?

EDIT: I just found out you can set the amount of "Work" in the Task Details Form (yay for hidden fields!) but it isn't really helping anything.


问:
MS-Project 2016: Sort does not work
With MS-Project 2016 (version up-to-date) I have created a custom report (showing filtered tasks). I want to sort it ascending by Finish date (soonest finish on the top). But it does not work.

It sorts but it keeps the initial structure. When I sort in the normal table view, it works.

I have found other references to that but no answer that works for me
https://www.mpug.com/forums/topic/project-2013-sorting-by-date-duration-etc-not-working-in-custom-report/

It must be something very simple that I have to setup in the report. But I cannot find it.

Any help?  Many thanks

Title: MS-Project 2016: Sort does not work


问:
Ms project - Avoid task split up in minutes
I am trying to update my ms project plan with the following:
- replan al 0% and partly completed tasks from the new status date.
- Tasks can be split up
- Plan based on priority and available time for a resource

MS project has now the tendency to split up tasks in small pieces of minutes and assign 5 pieces of different tasks on 1 day why it should be possible to plan them in sequence without splitting them up. I did not use predecessor field as is most of the time I don't mind which tasks comes first as long as they are done and when a task starts it should be finished before starting another task.

Why i get now is the following below. I prefer that tasks are not split only when there is no other option. All tasks have a no start sooner than condition but not a fixed end date or dependency, so it should be possible to just plan them in a sequence to avoid over scheduling.
Tasks needs to be split which have started last year but are not finished yet, these tasks should be split and take over to the next year.

Any advice would be appreciated

thanks


问:
Add columns in master project from external project tasks
I have created a master project ( in ms project 2010 and published in ms epm 2013)that contains only key milestones tasks from external projects. Hence this master project plan contains high level milestones of overall Program and external projects' milestones.

I need to know how I can add additional columns like project status, division and project manager name, RAG status with color in this master project for the external tasks.

By introducing these columns I will be able to track with respective project owner to track for any delay or other related correspondence.

I need to know how to do this for managing projects portfolio in ms epm 2013.


问:
Asana and requirements management
I am looking for a way to include requirements management in Asana.

Right now we have a very powerful integration with Instagantt, where projects and their scheduled tasks are in sync with Asana's project columns.

What I would like is to also be able to handle requirements for all parts of the project in a similar fashion.

For example, say Project is made of three phases: Alpha, Beta, and Release. In Asana's Project page, I create three columns, one per phase. Are there ways to organize requirements through the three phases so that I can associate requirements 1,2,3 with Alpha; 4,5,6 with Beta; and 7 with Release? Obviously, in a way that can later be changed, say deciding that req. 3 will not be met with Alpha, but rather with Beta.

The only way that comes to my mind at the moment is to use Instagantt milestones, but it would be unclear to visualize them, and complicated to maintain. Not to mention that actual milestones will be hard to distinguish.

Title: Asana and requirements management


问:
Project Online - Enterprise Custom Field Not Calculating Formula Correctly?
I am new to MS Project (~1 week experience) and could use some help with an Enterprise Custom Field I'm trying to create. I'm using Project through Project Web App in Office 365 (I assume this is Project 2016?) and trying to create an Enterprise Custom Field at the Project level of type Text to calculate a Project Size based on Work. I have created the following formula in my custom field:

```<code>IIf([Work] > 1000, "XL", IIf([Work] > 160, "L", IIf([Work] > 40, "M", "S")))
</code>```

Work is input at the Task level in Hours and is displayed at the Project level in Hours in my view in Project Center. My expectation is that the Work displayed at the project level is a sum of Work that has been input at the Task level for all tasks associated to the project and thus I should be able to use this formula to automatically populate my Project Size field. What I'm actually seeing is that some projects display nothing in Project Size (even though they have non-zero values for Work on tasks) and any project that actually displays a value always displays XL.

Am I missing something about how Enterprise Calculated Fields work in Project or is there something wrong in my formula syntax? Thanks in advance for any assistance.

Update: I added another calculated field (Numeric) that has a formula of [Work]. When I added it to my Project Center view, none of the projects had a value in this column. I went into a project for which I already had 1 placeholder task created and deleted the task. I then added the task back with the same information as the deleted task and saved/published it. After saving/publishing, the project still has no value in the Project Size column, however, my new calculated field is populated with the correct value of Work (in minutes as @Tom-Boyle stated). In addition, if I go back into the project and select Project Details from the left navigation, I do see a correctly calculated Project Size on that page.


问:
How to update some Key information from another Project
I have created a Project in MS Project 2016. Of this data there are probably about 50 tasks which are of high importance.

What I would like to do is create a project with the most important 50 tasks, so that, if any of the information about these 50 tasks is updated in the small project, the data in the large project is also updated and vice versa. The other data in the large project is not so important.

Can anyone suggest the best way to do this? I have not yet come across anything that appears to be useful at the moment and I would like a response by Monday. Thanks in anticipation.


问:
How to set dependencies in TeamWork app to cascade delays in one task into dates of other tasks?
Let's say I have multiple tasks that are supposed to be taken care of one after another. Each has its own date of completion.

task 1 - will be completed on 15 march (1 day)

task 2 - will be completed on 17 march (2 days)

task 3 - will be completed on 18 march (1 day)

task 4 - will be completed on 21 march (3 day)

Suddenly task 2 is delayed by two days. I would like task 3 and task 4's dates be changed accordingly.

Right now I use teamwork. In calendar view, tasks are NOT connected to each other in any way. So if the date of one task changes, the rest stay the same. I need to manually move all tasks on the calendar.

Can such problem be taken care of in teamwork?


问:
Confused by process of writing PERT chart
This is not a homework question but arises from self-study with full access to the answers. I'm not looking for the answers, but rather how to arrive at them.

I'm having trouble understanding how to solve a question on completing a PERT chart.

My confusion is as to how I could know which arrow has which label without any info on dependencies. e.g. from milestone C, how could it be decided which of the arrows should be labeled with B and which with C?

Also, shouldn't module testing end after writing the module code?

I'd like to know the thought process of an expert solving this. E.g: "This must be B because such and such is true."


问:
How to determine the human resources I need given financial and operational constraints?
I have a project and I want to minimize the costs. I am are responsible for the inspection of 1000 kilometers of sewer grid in Canada. My goal is to provide time high quality inspection reports. I tried to define the problem using optimization but I haven't used for a year. I want to know what would be the optimised number of people I should hire.

The people I have to pay are robots drivers and inspectors.

I have a $\$90000$ budget, two months on site and two weeks off site before.

robots drivers take 6 pictures of every pole under different point of views and upload them on my cloud. The drivers upload their pics once a week.

A well trained driver can inspect 15miles of sewer grid per day. Training lasts for one day, you can train two pilots in parallel.

A photo inspector performs a quality check of the pictures on the Sterblue cloud. Sterblue asks the drone pilots to reinspect any poles not passing the quality checks. You can assume 10% of the poles have to be re-inspected.

My AI on the cloud detects the defects. The customer expects 95% accuracy.

The inspector performs a quality check of the detections found by the AI. They cost $300 a day and can handle 30miles/day for image quality review, 30miles/day to review the work of the AI.

I have a free operations team that generates the inspection reports. 0,5 day is needed to prepare a report for 100 miles of grid.

Where x_1 is the number of robots drivers, x_2 the number of inspectors, y_1 the time spent by robot drivers, y_2 the time spent by inspectors.

I know that inspection can't start before reports, and that I haven't found a way to write the 95% accuracy constraints.

Can you help me improve the problem so I take into account every constraints to determine the number of people I should hire ?

I know I should do a Gantt diagram as well but I don't know yet where the major steps and dependencies are.


问:
how to create branch based project timelines
I am creating a forecast of a project timeline. In this I envision several swim lanes that will converge and fork as needed. sort of like product version controls.

Is there an easy way to generate this. the timelines and milestones are changing as we discover new idea/potentials.

thanks


问:
How to manage Cross-teams Roadmaps and high level tasks
Do you have any recommendations to track Roadmaps when working with multiple teams and cross-teams projects? Right now we work with Jira and spreadsheets, so any useful templates or tips for combining both would be highly appreciated!
Thanks!</p>


问:
Adding n-number of due date fields and descriptions to Epics and Stories
In an existing project, the team is attaching tasks directly to Epics.  I would like to introduce stories to the workflow and n-number of key dates to either the Epics or features.

For this, I would like the PMs to be able to add date/owner/description fields by hitting a "+" or something like that.

The use case is that projects will have different milestone dates, owners, etc.

How can this be accomplished?


问:
Project Management textbook

Possible Duplicate:

  What is the Project Management book that left the most impact on you?

What would be a good text book for Project Management?

I want to read about your recommendations for a great Project Management text book.  I also would like to know why so.

Title: Project Management textbook


问:
Auto-populate Lookup values from a custom field
I have written below code for custom field 'Product_task' to take values selected for field 'SFDC Product'
as options. However this doesn't seem to work always. Please let me know your suggestions.</p>

```<code>Sub cutom_lookup()

Dim customfield As Long
Dim message As String
Dim fieldvalue As String
Dim finalvalue() As String
Dim stringer As String
Dim i As Variant

customfield = FieldNameToFieldConstant("SFDC Product", pjProject)
fieldvalue = ActiveProject.ProjectSummaryTask.GetField(customfield)
finalvalue = Split(fieldvalue, "###")

Dim j As Integer
j = 0
Dim lookupfield As Long
lookupfield = FieldNameToFieldConstant("Product_task", pjProject) ' product_task is a text custom field at Task level,
                                                                 ' created locally in project

Debug.Print lookupfield

For Each i In finalvalue
    'Debug.Print i
    'customfieldvaluelistadd FieldID:=lookupfield, Value:=i, Index:=j
    Application.customfieldvaluelistadd FieldID:=lookupfield, Value:=i
Next i

Debug.Print "successful"

End Sub
</code>```


问:
Auto Scheduling in Microsoft Project Planning 2016 is not working as expected
I scheduled many tasks in the AUTO schedule, However, it is not taking/changing the dates once I link all the tasks. Due to that, I selected the start date manually which is resulting in a different number of working hours for each day.

Find below a screenshot of the resource sheet.

Example: 7h, 6h, 16h, 13h, etc.,


问:
Trying to create a Master Plan. Dates and duration of some projects change when inserted as a Sub-project
Trying to make a Master Plan on MS Project.

Some sub-projects were inserted with no issues, but for other sub-projects both the work effort and Duration change.
Is there a reason for this? If you see the images below, for instance the overall Work effort decreases from 225 to 182 and duration changes as well.

01. Project Plan
02. Project Plan inserted as sub-project.

EDIT: Added Critical Path images

If I try to change this in the inserted Sub-project, then the calculations are off. For instance if i put work to 3 days (resource at 80%), the duration comes as 4.62 rather than 3.75. Even if i put the resource at 100%, the work and duration still don't match.

Could someone please help me with this?

Link to Plan - https://1drv.ms/u/s!AgjIwYECazJVkUx7-SG8ek-7xq0b?e=C4PtzQ


问:
MsProject - Updating board status based on %achieved
I would like to automatically update the 'board status' column based on the % achieved.
Is this possible? </p>


问:
Disable Autosaved Labels in Jira
I would like to understand if Autosave labels can be disabled in Jira. My client does not want autosaved labels to appear as suggestions in Labels field when raising a Jira support ticket (Ex: as a precaution that people won't select a wrong label that could be misleading) My question:-

Is there possibility in Jira to disable autosave function for particular labels in Jira without removing / deleting the labels ?

Thanks!

Title: Disable Autosaved Labels in Jira


问:
How to display individual resources with rolled up summary tasks?
I’m trying to see if there’s a view that can display each individual’s assigned task, with rolled-up summary tasks. Right now I have my project set up with summary tasks (milestones) and sub-tasks underneath it, but when I switch to the resource usage view, I can see the different resources and each individual task assigned to that person. However, is there any way I can see these tasks under the person to be grouped by the summary tasks as well? I can't seem to find the right report or view to achieving that.

Thanks!


问:
Enterprise custom fields are not rolling up in project center view
I am trying to sum project values by their project types. I created a project view then added some calculated enterprise custom fileds and ms project calculated fields like actual work and baseline work to the view and grouped by their project type.

MS project calculated fields like actual work and baseline work are rolling up by their project type but enterprise custom fileds are not. Formulas and rollups working fine in ms project file but not working in project center view. Is it not supported? Or what should I do to ?

Any help will be appreciated. Thanks.

Merve


问:
Approach for handling internal scheduling and global ticketing system in one JIRA instance
We have a following setup in my organization:

Company-wide JIRA instance (over 3000 users I think)

Organization JIRA instance (less than 200 hundred) with Tempo planner

The reason we have an Organization JIRA instance is that we need the Tempo planner, but only for max 50 people, and it seems if we wanted to add it to the company-wide instance, it would cost over 8k dollars, and we wouldn't even want to use this for over 2950 people.

So, somebody decided it would be smarter to host a little JIRA just for ourselves and pay less for the add-on.

However, we now think it would be good if everybody in the company could have access to our JIRA, in order to create issues and view & communicate on their tickets (rather than manage that via other channels).

Any idea how could we handle it?

Could we buy Tempo planner for company-wide JIRA and make it available only to certain people, and pay only for those?

Could we add something to our little organization JIRA that would allow everybody in the company to log & view tickets (having SSO etc.?)


问:
MS Project, Resource Availability, Task Usage work hours
I've been using other tools for awhile and have to jump back into MS Project.

I started a high level plan with tasks and resources, however, I'm having trouble remembering the specifics around Task Usage work hours, resource availability and resource assignment.

In my resource sheet, I create a resource:

```<code>Resource Name = John
Type = Work
</code>```

In Resource Information, I set the following for John:

```<code>Available From  Available To    Units
NA              9/30/2020        0%
10/1/2020      11/30/2020       20%
12/1/2020      12/31/2020       40%
</code>```

I then created a task:

```<code>Name:   Task1
Start:  10/1/2020
Finish: 12/31/2020
    Start no earlier than 10/1/2020
    Fixed Duration
</code>```

I then assign resource "John" to task "Task1".

I then look at Task Usage with Timescale set to Months, and see the following:

```<code>            OCT      NOV    DEC
Task1
   John     35.2h   33.6h   36.8h
</code>```

Because I set availability to 20% for first 2 months and then 40% for month 3, I would have thought that I'd see:

```<code>Month 1 = 23 days x 8 hours x .2 = 22 x 8 x .2 = 35.2
Month 2 = 23 days x 8 hours x .2 = 21 x 8 x .2 = 33.6
Month 3 = 23 days x 8 hours x .2 = 23 x 8 x .4 = 73.6
</code>```

But, Month 3 shows 36.8 (23 x 8 x .2)

Switching Timescale to weeks confirms that each week is showing 8 hours, even those in December.

I know duration, unit and work are related but can't see what I'm missing.

Why doesn't December show 73.6 hours?


问:
Resource Assignments
I have 4 Work resources entered into the Resource sheet and each has standard rates. I assign the work resources to tasks, but one of the tasks continues to display $0.00. Then when I double-click the task that has the 4 Work resources assigned, only 3 of the Work resources show cost values.</p>

Title: Resource Assignments


问:
MS Project. Need a field that flags what tasks have only completed predecessors that I can bring through to MS Project online
I'm using MS Project which is connected to a PWA. All users complete their tasks on the online 'Tasks' page. For the task owners, I need a flag that tells them that all the predecessors for their task is complete.
I can see how to do this in VBA with the following code:

```<code>Sub GetPredStatus()
Dim pj As Project
Dim t As Task 'subject task
Dim p As Task 'Predecessor task
Set pj = ActiveProject

For Each t In ActiveProject.Tasks
    If t Is Nothing Then GoTo NextTask

    For Each p In t.PredecessorTasks
        If p.PercentComplete < 100 Then
            t.Flag7 = False
            GoTo NextTask
        End If
    Next p
t.Flag7 = True
NextTask:
Next t
End Sub
</code>```

The problem is, I need this flag to be 'live' and accurate to task users in the PWA.
Is this possible?


问:
How to cross project plan for enterprise resources, with leveling support in Microsoft Project Server
I'm using Microsoft Project Server on Sharepoint to manage project throughout the organization.
I have some enterprise (work) resources, that are simultaneously active on multiple projects.
The resource is working for each project for an specified portion of his weekly calendar. I prefer to keep using enterprise resources rather than local resources for each project.

What is the best solution to manage that, in a way that give me ability to automatically level task assignments based on these constraints?

I've already tried following options without luck:

Changing calendar for the resource (which changes it for all projects)

Using resource engagement feature (that seems to be a tool for collaboration, rather than having actual functionality in assignments)

Changing resource availability (which affects all projects)


问:
How can we show milestones in Activity on Arrow diagrams?
In a AoA (Activity-on-Arrow) diagrams we use arrows to show the activities, what if we want to show a milestone in an AoA diagram in such a way that its effect can be seen in network activities and time calculations?</p>


问:
Adding Multiple Deadlines to One Task
I am a new user to Microsoft Project. My company are currently using Project 2010 so I am having to use this version.

I noticed that I can add deadlines to individual tasks, which is really useful for me. When I do this I get a Green arrow at the end of each task. I now want to add a second arrow of a different colour to the same task. The reason for this is that within my company each task must be peer checked, so I want to add a deadline when a task must be submitted for peer checking and then a final deadline (the green arrow) when the task must be fully signed off.

I know I could just use multiple tasks to show this but I want it to be shown on one bar of my schedule.

I hope that makes sense.

Thanks,
Tom

Title: Adding Multiple Deadlines to One Task


问:
How to represent the current business situation using process flow or modelling?
I am working on a small case study of the restaurant who is suffering a loss in business of nearly about 70-80% due to COVID-19 situation so the business owner would like to revamp his whole business model to increase his sales and revenues.

I want to create AS-IS process for my team to represent the current state of business but I dont have much idea regarding how and whats the best way to create AS-IS process for current business.

As of now, I have the presentation document from the client where I have all the pain points basically the problem and expectations of the client.

Can someone please guide me of what and how to create the AS-IS process flow for current business ?


问:
Different Resource Available Hours
I am trying to calculate resource utilization with resources spread across Europe and America. The daily availability of resources in Europe would be 7 hours and USA resource availability would be 8 hours a day. How do we calculate combined resource utilization average in this scenario?

An example scenario has been attached. We generally calculate totalfilledhours/totalavailable hours but in this scenario the total available hours would be different by region. Please advise.

Title: Different Resource Available Hours


问:
Contribution metric for advisor and code reviewer
We are an early-stage software development startup. Recently we have two people who joined our team. John, a co-founder and technical advisor, and Bill, a code reviewer. In short, John's tasks are designing technical specifications and guidance. Bill's task is reviewing code in PR. They won't be available full-time during work hours, so it's more like a flexible part-time. Also, other than stated above, they have no other task, at least for the foreseeable future.

As a PM, I have a task to quantify their contribution toward the product. This quantitative metrics will translate to John's company share, and Bill's salary, which can vary from one month to another.

Now it's pretty easy for the task that directly produces something (i.e. design document). However, for the advice and review, it's more challenging to find the quantitative metrics.

I've researched common practices in community and organizations around here, and the two most common are below:

Fixed contribution point.

Aside from the story point, we'll have a discussion on the contribution point during sprint planning. However, I think one can cheat by marking the point up.

Determine from the feature's story point.

Say if a feature has a story point of 3, make the contribution as 0.5-1 point. It might be the easiest, but I don't think this is the best, because a complex story doesn't necessarily have a complicated review or many advice.

Remember that Bill is paid on monthly basis, so we can't calculate from project outcome.

So what's the most proper way to count the contribution metrics for these two different guys?


问:
Redmine Notification Emails not sending
I'm trying to get Redmine to send notification emails, but I can't seem to get it to work. I'm following the directions for email configuration on the Redmine site, but nothing seems to be working.

My configuration.yml Configurations are:

```<code>default:
  email_delivery:
    delivery_method: :smtp
    smtp_settings:
      enable_starttls_auto: true
      address: "smtp-relay.gmail.com"
      port: 587
      domain: "smtp-relay.gmail.com"
      authentication: :plain
      user_name: "username@domain.org" # this is a G Suite account
      password: "password"
</code>```

Note that I enabled SMTP relay as described in the Redmine documentation.

I've tried:

Replacing "default" with "production"

Replacing "smtp-relay.gmail.com" with "smtp.gmail.com"

Using a totally different G Suite account under a different domain.

Using SMTP settings from an Office 365 account that I know work because I use them in Gmail.

Every time, when I go to send a test email from the Redmine interface, I get:

```<code>An error occurred while sending mail (execution expired)
</code>```

Here's the Redmine info:

```<code>Environment:
  Redmine version                4.1.1.stable
  Ruby version                   2.6.6-p146 (2020-03-31) [x86_64-linux]
  Rails version                  5.2.4.2
  Environment                    production
  Database adapter               Mysql2
  Mailer queue                   ActiveJob::QueueAdapters::AsyncAdapter
  Mailer delivery                smtp
SCM:
  Git                            2.25.1
  Filesystem
Redmine plugins:
  no plugin installed
</code>```

I'm running Ubuntu 20.04.1 LTS (GNU/Linux 5.4.0-48-generic x86_64) on Linode.

Thanks!

Title: Redmine Notification Emails not sending


问:
Status Indicator of successor task
I have inserted the column of Status in the MS project.

The predecessor task is running late and will take time due to delays. However, i do not want the successor task status to show late in such cases where the dependency is on finishing the predecessor task.

Title: Status Indicator of successor task


问:
Auto allocate resources
Is there any way to make MS project choose the resources for tasks between candidates that I've given to it? I mean there are several people who can do a task but how many of them and which ones are efficient for the project.
In other words is MS project able to level resources by allocating them and postponing tasks leading to an efficient result?</p>

Title: Auto allocate resources


问:
Too much to test on the last day of the sprint
How can I avoid the issue where a lot of stories are moved to Under Testing on the last day of the sprint?

The Under Testing column is manageable on most days but on the last day and there day before the last day of the sprint we get an influx of cases getting finished and moved to the Under Testing. Many times we had to finish the sprint with  cases that haven't been tested.

We try to keep user stories as small as possible but it doesn't seem to eliminate this issue. Any ideas?


问:
Customize the TFS Scrum board
Here is a TFS Scrum board I got from Internet:

I want to know if it is possible to customize the card, as it does have the name of attributed person as redundant information. I would want to replace it by the Severity / Business Value of the related Bug / Product Backlog Item.

The following image has the relevant fields I would like to change surrounded with a red rectangle:

Title: Customize the TFS Scrum board


问:
How do I calculate a % complete on tasks which are due before a certain date with rollup function in MS Project
For a project that I am managing in MS Project I would like to have a % complete of tasks that need to be finished before Q2.

E.g. I have one task with 10 sub tasks.
5 of these sub tasks have a due date of June and % complete of 75% and the other 5 have a due date of December and a % complete of 0%.
In one column on the summary level I have the % complete of all the 10 tasks (37.5%) and in the other column only the summary of the 5 tasks due in June (75%)


问:
In MS project, sub project tasks are not showing up in sprint task board
I added multiple sub projects to my current master project. I don't see the sub project tasks in sprint task board though I assigned sprints to tasks and "show on board" is yes. The tasks from the master project show up but not the sub project tasks.

Repro steps:

Open Microsoft Projects application

Create a project or two.Add tasks under each project (using Task tab)

Create another blank project( master project).

Link first two projects as sub-projects to this master project (created in step3). YOu can link by going to Project tab => Subproject menu.

Go to sprints tab -> Planning (Sprint Planning Board). No tasks appear.

But if you open any of the sub projects directly and go to Sprints tab-> sprint planning board, you can see the tasks.


问:
Fix for ProjectLibre incorrect critical path
I'm a big open source supporter, and want to switch from MS Project to ProjectLibre, however it does not display the critical path correctly for projects above a certain size.  I'm wondering if anyone has a simple solution I've missed, or would be willing to look at the source code (on SourceForge) to find a fix.  I know it's not much, but I'd be willing to contribute a couple hundred dollars to a solution.

I asked the developers about the bug, however they are working on a paid cloud version and don't plan to fix the desktop version.  I posted this question a couple times on the ProjectLibre SourceForge issue tracker, but the developers kept deleting it, so I am looking for someone that is both PM and SW knowledgeable that could help.

The bug seems quite straightforward, a simple lack of update, so hopefully would be fixable by someone able to dig into the code a bit.  You can the bug clearly in this example:
https://www.dropbox.com/s/vx2ar21xd16lzt0/ProjectLibre%20bug.pod?dl=0

Among many other examples in the file, task 19 is linked finish to start to task 20, so task 20 should come after task 19, but it does not.  The workaround is to double-click on the link from 19 to 20, then just select "Ok" to close the popup, and then task 20 moves after 19.  But even then it is not shown in red as critical.  You have to double-click on the link from 19 to 20 again, then choose "Ok" to close the window again, before the critical path updates to red.  And then repeat for all problems in the schedule.  Not practical.

This is really fundamental functionality.  Until it is fixed, it would be dangerous to trust ProjectLibre with serious projects.  The PM worlds needs a good open source Gantt tool!  Anyone know a simple workaround I’ve missed, or is willing to see if they can fix the code?


问:
MS Project cost
I'm facing a very weird behavior of MS Project when computing the project cost. Once removing subtasks from my original project I realized that changes to some subtasks are not reflected in the corresponding summary task. I would like to precise the following points:

All tasks entered in the project have a default task mode of Automatically Scheduled

I forced a new baseline after having removed tasks

I clicked on the Calculate Project button

I don't really understand why this problem occurs with some subtasks, only. I would like to know if someone experienced the same problem.
By the way I found a workaround, but I didn't fully checked my planning (more than 2000 tasks). I realized that forcing the option "Calculate project after each edit" to "On" in Project Options>Schedule>Calculation seems to fix the issue. Once more it's not clear the reason. Implementing actions (1) through (3) should be enough to recompute all summary costs. Any idea?

Title: MS Project cost


问:
Is there any project planning software out there for Windows that doesn't look ugly?

Possible Duplicate:

  Is there any project planning software out there for Windows that doesn't look ugly?

I realize this may sound biased, but I really like Windows in some respects. I just have been spoiled by Apple for so long that if something looks like it was designed by a programmer instead of a designer, I can't bring myself to use it on a daily basis. I've looked at all kinds of options, even the expensive ones like Microsoft Project. They all boast the same sparse interface, populated with thin, hard-to-see bars that are drawn in flat colors from a very limited palette. Has anyone found something that they enjoy using that looks a little more... I don't know... together? Professional?


问:
Ms project - removal of base calendar nonworking time not feeding through to resource calendars
I created recurring nonworking time on a base calendar. It correctly worked through onto the relevent resource calendars.
I added some nonworking time to individual resource calendars and all is still as expected.
However, when I go back to base calendar and delete the recurring non working time, the resource calendars still have that base non working time in there and I cannot schedule tasks for those resources at that time (was every Friday as non working in the base calendar).
When I look are resource usage, those days are set as nonworking on graphic view. The time is not explicitly shown as nonworking in either base exemptions or resource exemptions tho.

Only way I have found to solve this is add each Friday explicitly as working time for each resource calendar. Even adding as explicitly working time of base calendar does not work.

I assume the resource calendars take copies of their base calendars rather than inherit from them?

What are the rules re deletions from base calendars? Can't find any.

Thanks in advance.


问:
MS Project VBA_File subs not displaying
I have a number of modules written in MS Project that are part of a template for our project managers. Randomly, a user will indicate that the needed macros are not availabe. When I have them share the screen with me, I will notice that the project file they have open does not display at all in the visual basic screen. Only the ProjectGlobal is listed. In the image below you can see what I would expect to see with the VBAProject (MO2206-....) However, when the user opens the visual basic screen, it is missing. This appears to be completely random. I have them open previous versions from SharePoint, and it displays fine. It diplays other project files they open as well. Even more odd, when I open the same file, I can see the file and modules. What am I missing that would cause this? Users are also enabling macros in security settings, etc. Everyting works as it should for about 95% of my users. Those that experience this have it happen once every month or so where we then take their project schedule and copy/paste it into the base template which fixes the issue. Any help is much appreciated!

Title: MS Project VBA_File subs not displaying


问:
Jira create, edit log time for another user
I need to create & edit logged time for tasks, for my teammates (in Jira) even if the user doesn’t have logged time yet.

It is possible ? In specific plan ? Via a plugin ?

I found nothing in settings (i'm pretty new in Jira utilization).

Edit : i found the following plugin. But i'm not sure if Jira have the feature for that need or not...


问:
Show timebased plan and the people involved at each activity
Disclaimer: I am not a project manager, just a software developer, so I may need some help wording this to make it acceptable.

I was talking to a company who want me to do some consulting work, defining an architecture and also Processes for a new project.

They showed me an app with columns, each representing a month, and containing things that have to be achieved that month.

They say that they have a problem with showing who is involved in each activity and making them aware of it.

Not being a PM, all that I could think of were Gantt charts, but they don't want to use those.

This seems common enough that I will hear if there is a name for it. With a name, I can ask at Software Recommendations, where I am active for an app which they could use.


问:
Project Management on a team with diverse skill set?
Assume I have 2-3 Objectives (OKRs), and 1 to 3 Key Results (KR) per Objective.

Today here’s my workflow:

I work with my team during grooming sessions to get a high level cost to achieve the KR. I do this by breaking the KR into multiple stories and T-shirt sizing those stories.

I prioritize the Objectives and KRs by assessing impact vs complexity. I prioritize 1) low-hanging fruits and 2) high impact and complex KRs (typically with the longest poll) that require de-risking and an early start.

Once I understand priorities, I overlay the KRs with the complexity (i.e. man-months) and I build a Gantt Chart with each KR 1 (or more) work streams.

I use the complexity numbers to identify when can a work stream start and what can go in parallel.

The problem is that the above assumes that each engineer on the team is fungible and can move anywhere up and down the stack. I worked in a team like that and the above strategy almost always worked.

I’m my current team, engineers aren’t fungible, you have the Front End, Back End, and Data Engineers. So it feels I need to build 3 Gantt Charts (one per Engineering focus area) and can only complete a work stream once the same work stream across all Gantt Charts complete.

Q1. This seems overly complex, how do managers do this effectively? Is there a better way? Should I continue following my original approach even though it’s not accurate?

Q2. Do you see downsides to my methodology? Any recommendations or improvements?


问:
Microsoft project Burndown Report dates shifted right by a week
I've created a burndown to show progress over time, but the x-axis dates seem to be shifted to the right by a week:

I can clearly see a flattening out of remaining tasks a week earlier, but I don't understand why that doesn't align with today's date. All tasks have been updated and are current. I've tried editing the timescales but that doesn't help.

Any ideas as to how to fix this, or point me in the right direction if my thinking is wrong?


问:
What is the best practice for combining a pull request-based workflow with QA testing feedback in Azure DevOps?

Background

I am a developer in a large software development company. We have a git workflow where we have master which is our main branch, which is supposed to be stable. Everything that goes into it has been QA tested. From this branch we then create release branches, which we can backport fixes to if needed.

All development is made in separate branches, and handled using the pull requests feature in Azure DevOps. Development usually starts from a user story, in which case a branch is created from and connected to that particular user story. Once development is finished, one or more code reviewers are assigned to the pull request, and the pull request is only complete once all code reviewers have approved. So far so good.

Parallel to the review, QA test also starts looking at the user story, doing all kind of tests to ensure that the code works according to the specification in the user story, and that it does not break anything else. This is the tricky part.

We handle this by letting the QA tester comment in the discussion part of the user story, documenting any issues they find. This is used in tandem with the state field on the user story to indicate whether the user story is currently in progress, under review, or in the testing phase.

When QA test passes, the tester changes the user story to state Test OK, and approves the PR. This, in combination with approval from all code reviewers, allows the completion of the pull request. When the pull request is closed, the user story is closed automatically.

Problem

The workflow outlined above works ok in most cases, but for larger development, we tend to create a feature which holds multiple user stories as children. For these cases, we only want to merge everything to master once the entire feature is completed. Therefore, we create a feature branch for the entire feature.

Since we want to be able to make reasonable estimations, we still want to divide the feature into several user stories. Each of these child user stories might also have its own branch, which gets merged into the feature branch instead of master. This allows us to do code reviews and QA testing per user story, which helps catch issues early in the development.

When all user stories are completed, however, we still want to QA test the entire feature, and this might give rise to issues which need to be fixed.

Now the question arises of how to handle QA feedback. All of the user stories are probably closed, since their branches have been merged into the feature branch as a result of QA and code reviewer approval.

This is where we have the problem. How do we handle the QA feedback loop here? Where should QA feedback go? Which branch should the fixes go into? Code reviewing works good, since it is carried out in the pull request, and will therefore be the same no matter if the branch is connected to a user story or a feature.

Possible solutions

Let the QA testers use the pull request workflow as well.

From a philosophical point of view, I kind of like this. The QA review and the code review are equally important, and approval are required from both parties for a pull request to be completed. The pull request interface also provides obvious benefits compared to leaving QA feedback in the discussion of user stories, since an individual comment can have a status. It's also nice for a code reviewer to immediately see the connection between QA feedback and a new code push.

The downside of this is that our QA testers are not very technical at all. They have a lot of knowledge about the business logic and the application, but not of the code. Due to that, it feels wrong to have them leave feedback in a pull request, which is very focused on the code. We have raised the idea of of working this way as one possible solution, but it has been met with resistance from the QA testers. They fear that they would lose overview compared to using the discussion area in the user stories, as their QA feedback would be mixed with code reviewer feedback. Another problem which has been raised is the searchability. Currently, the QA testers can search through old test logs to find solutions to problems, or easily refer to test logs in old, closed user stories. That would be made much more difficult if the feedback was left in the pull requests.

Extend the features to be equivalent to user stories.

Our features have a very different set of fields compared to user stories. One solution could be to make them more alike, adding support for discussions and states also to a feature. That way, test feedback could go directly into the feature in case of a feature branch. The downside of this is that features are normally only used by our product manager for planning our releases, and adding these fields and states to a feature feels wrong. Or maybe not?

Use a user story for QA testing.

One possible solution is to use a separate user story for testing. All feedback would then go into this user story. The downside is that there will be no obvious connection to the branch, as the fixes for the QA feedback will most likely go into the feature branch directly. It will also be much trickier to set a proper state for the test user story. The QA tester would be the one assigned to the user story, but what does "in progress" mean then? Does it mean that testing is in progress? If so, how does one indicate that there is QA test feedback? Usually, the QA tester would change the state to "in progress" and assign the user story back to the programmer when the QA test fails.

Create bugs for every issue found during QA testing.

This is another potential solution. QA could then create one bug per issue, describing how to reproduce it. One positive effect of this would be that we could create a separate branch for each bug fix, should we want to, and then review and QA test it separately.

A possible downside is that it feels wrong to create bugs for features which have not been released to the customer yet, as it will inflate bug statistics for example.

Other solutions?

I have tried searching for best practices, but to no avail. Are there resources I have missed, which deals with integrating a QA testing feedback loop with pull requests in Azure DevOps? Perhaps anyone wants to share their experience with how they work with QA testing feedback loop together with pull requests in their usage of Azure DevOps?

Should we maybe consider working in a different way all together?

If I could dream, I guess what I would want is for the pull request step to be divided into two different review parts, or two different views. One for code reviewers, and one for QA testers. The QA testing part would contain information more suitable to QA testing feedback, rather than code, and comments from QA testers and code reviewers would be kept separate.


问:
Automatically plan tasks as close as possible to deadline
I am hoping to use MS project to plan our manufacturing. I have added all of the units we need to manufacture for the coming year, as well as their deadline date (the date the units must be ready to ship). I have also allocated resources and assigned them to each task, and that works nicely (I.E. we can work on exactly 2 tasks at once).

What we manufacture is quite large, and cannot be stored here for long periods so I want to manufacture each unit as close to the deadline as possible.

I tried setting the "as late as possible" constraint:

But when I click the "move -> when resources are available" button, I get an error. I realized it's because the tasks have no dependencies and so could theoretically be scheduled infinitely far in the future. I also realized project doesn't take deadline into account when automatically planning...

So my question is:
How can I get project to automatically plan tasks with no dependencies/predecessors as close to the deadline as possible, while taking into account resource availability?

Or put differently:
How can I get project to automatically plan tasks as if there were both an "as late a possible" and a "finish no later than (deadline)" constraint?


问:
How to automatically log 8 hours on jira every day?
Plain and simple: I need jira to automatically log 8 hours with a predefined description always on the same task, once a day, every working day.
If I need to modify it, then I will do it by myself manually.

The expected result is that I don't have to log on jira everyday to log 8 hours, or log at beginning of the month and fill all 20 working days with 8 hours.

The date to date autofill is not enabled on our jira.


问:
Jira quick filter that goes outside of board filter, is it possible?
My team needs to help with another project. Therefore I would like to add a quick filter on our scrum board, which goes outside the project board and grabs for a lable in the selected project(s). I could just add the project to the board and filter out on the lable to begin with but as this is just a temporary thing so I would like a quick filter for it.

Is this possible? I tried: labels = tag and (project = myTeamProject or project = otherTeamsProject)


问:
Matrix Project Organisation
I need to prepare a matrix project organization for staffs to be employed in preparing Urban Project Manual using flow diagram. The ideal manpower requirement for plan preparation is as shown below:-

However, the representation for matrix project organization for staffs using flow diagram I have created as shown below:-

But, I am not quite sure, if the project matrix is correctly represented or not. Is the Project Structure (P1,P2,P3,P4,P5) for Preparation of Project Manual Correct? Please help me refining it to a final verse.

I have classified different working staff into different department as shown:-

Title: Matrix Project Organisation


问:
How to share custom tooling across projects
I'm looking for a way to easily share custom tooling, which was developed to facilitate analysis or development processes, to other teams. These tools were usually developed for a specific project, or by a specific developer, but may very well be useful in other projects. We don't really have a way to make other developers aware of the existence of developed tooling.

I am one of the developers, now in a position to advise the company how to correct the situation.

For a bit of background; we work in data migration, so a lot of SQL development. Our teams are on average 3/4 developers, 2/3 designers, 1 architect and 1 project leader. Projects usually last about 2 year, and most of the time the team is dedicated to the project until it is finished (though a team member can have multiple projects some of the time). There are about 20 developers in the company.

These developers have a "personal portfolio", so to speak, of tools to help in their work. There is a great variety in those tools; SQL queries (for performance analysis, result evaluations, resetting collations in all tables, dynamically restoring databases, database management etc.), C# solutions (equally very varied; Excel analysis, anonymous data generation, data tests, query analysis etc), even old-fashioned batch files to re-run specific tests or components.

The problem we have is two fold: Firstly, the old hands know who to turn to if they are looking for a specific tool, or a tool in a specific area. However, sometimes tooling exists which could help their work, but as they don't realise it exists, they aren't looking for it. So they spend time and effort doing the work by hand, miss out on available analyses, or develop their own tool. Also, new hires don't yet know who to turn to. So the first problem is making people aware of what is available, and who to ask for information. Since there is a large variation in tools, a list for people to read is probably not very useful. A list would also not help making people aware of what they are not actively looking for.

The second part of the problem is perhaps even tougher. The most productive tool developers (3 or 4 in particular) created these tools (partly or wholly) in their own spare time. Unprompted, of course; these are dedicated people who enjoy programming, and they are motivated to do this by the fact they are making something to make their work easier and/or better (and perhaps to proof it can be done, or just to learn how, in some cases). However, historically, they've felt their efforts didn't receive appropiate appreciation when they did share the result. The tools they created and shared didn't become public knowledge, because there was no process for it, it was viewed as at most proof of concept or the applicability was misunderstood. Naturally, this made them unwilling to proactively share the tools they made. When asked by a fellow developer they'll happily help where they can and share what they have, but they didn't see the point of spending effort trying to sell it. Efforts are being made, and have already been made, to change this; for a start, tools used to be approved by a single person; if they had any misgivings at all, the tool would be dead in the water. Now there is a multi-disciplinary board to discuss and evaluate, and developers are given more influence and have a place to propose changes knowing it'll be properly discussed. A process for tool development on-the-fly is still missing though, and it is hard to find a framework that will fit the many small and large tools that are floating around.

I can't imagine this is a unique situation, so I imagine other people have tackled this before. Does something exist to help here? Is there a way to spread awareness of what is available, and a way to make what exists actually available? How do I approach this?


问:
Make estimate field appear in the backlog stories
I am struggling to get the Estimate field show in my backlog stories. Currently, the fix version, the epic name and the assignee are showing. How can I make the estimate field show?


问:
Is it possible to restore a single project plan from a full database backup
Using MS Project 2013, one of our PCO deleted tasks from a project plan, while work had been entered via timesheets on those same tasks, some of which weren't approved, yet.

The project is now in a situation where it cannot be published because it is waiting on updates (the work that was entered but not approved), AND the updates cannot be applied as they pertain to tasks that no longer exist.

We are using single-entry mode, and the setting indicating that work can only be added through timesheets.

As for the obvious solution, we realized that item-level backups were not set up on our SharePoint server ; we only have our enterprise's full database backups.

I might be able to clone that server, restore a full DB backup containing that project plan before the tasks' deletion, and I wonder whether that would allow me to restore that project plan only from the new instance?


问:
MS Project Calendar Mismatch between Server and Client
we use MS Project Professional, connected to Project Server 2016.

Our standard working times on the server calendar are as follows:

Mon 8.00 - 12.00, 13.00 - 16.30;
Tues 8.00 - 12.00, 13.00 - 16.30;
Wed 8.00 - 12.00, 13.00 - 16.30;
Thurs 8.00 - 12.00, 13.00 - 16.30;
Fri 8.00 - 12.00, 13.00 - 16.00

This gives us a 37 hour working week, with the slightly early finish on a Friday.

On the client side I am unable to find a method which will account for the early finish on a Friday.

In Project Options, Schedule I have the following settings:

Default Start Time: 8.00
Default End Time: 16.30
Hours per day: 7.5
Hours per week: 37
Days per month: 20

Within my organisation we tend to plan (despite my attempts to change this behaviour amongst our Project Managers) by Duration. So, if we have a task beginning on a Monday at 8.00 and it is planned for 5 days MS Project will show the task as finishing at 8.30 the following Monday, rather than 16.00 on the Friday.

Whilst, on the surface, this is fairly insignificant, many of our projects span 4 or 5 years so these additional 1/2 hours quickly add up and push the overall project end date out quite significantly.

I have tried many different settings in the client side options but have not yet found a method to resolve this:

I've tried the following:

Hours per day: 7.4
Hours per week: 37

Hours per day: 7.5
Hours per week: 37.5

and various other combinations.

I have also tried being more granular with the tasks and using the finish time in addition to start date but this then results in very odd looking durations which cause our customers great confusion.

Has anyone else run into a problem of this nature and did you manage to come up with a workaround?


问:
How do we do the API vertical slicing?
I want to understand how do we vertical slice an API. Since API is a single component for which we can apply the INVEST criteria. I want to understand if there is a way to do a vertical slicing for an API.</p>

Title: How do we do the API vertical slicing?


问:
Jira: all issues have a resolution state even though they are still in progress
In our team in Jira we wanted to narrow the list of resolution states we had, so we asked support to do that by giving them also a list of the mappings to do between the resolution list, e.g., if we had "Done", "Partially Done", "Done-ish", we wanted to move them all to "Done", to keep it simpler. Unfortunately, they also moved those tickets with resolution state "Unresolved" to another different value, so now we have all the tickets with a resolution state distinct to empty (i.e., "Unresolved"), meaning that they are all solved (i.e., in Jira they appear crossed out because they have a value in the resolution state), even though the real status of the ticket is different to "Done".

The solution to this doesn't seem to create a new state "Unresolved" and map them back again to this. I need to give support an action on this, because it is misleading to have our tickets like this, is it possible/reasonable to tell them to revert this change and fill this value to empty?


问:
JIRA dummy release released hides open tasks
I have created a dummy release in Jira for all the tasks that do not require code deployment. However, if I release it, all the issues linked to it are automatically gone from the board, even if their status is 'In Progress'.
If I unrelease it, all the 'Done' issues will still show in the Kanban board.

Is there any way of hiding the 'Done' issues belonging to that release but keeping the ones not resolved yet visible in the board?


问:
Automatic propagation of custom fields from Project instance down to the specific tasks
There is a team that can run 2 standard procedures, named "Procedure A" and "Procedure B". "Procedure A" takes 18 days to complete, and there is a specific task written out for each day. "Procedure B" takes 5 days to complete, and there is also a specific task for every day. Say, on Day 1 of "Procedure A" the task is to send the email; on Day 3 the task is to package the product, on Day 4 the task is to drop the product off at the post office.

The job of the team is to run procedures A and B repeatedly, varying just 2 parameters, let's call them "Customer" and "Product".

The manager of the team is in charge of scheduling the runs of procedures A and B. Both procedures are fairly easy, so the manage wants to stagger the runs. So say the manager wants to run the procedure A starting Monday October 22nd for customer Bob and product Shoes, then run the procedure A starting Wednesday October 24th for customer Danny and product Dress, etc.

The main concern of the manager is that the team members might forget which tasks for what projects they have to run on a given day. To resolve it, the manager uses a project management software, where he can assign tasks. Since both Procedure A and Procedure B are standardized, the manager created templates for them in the project management software. When he wants to schedule a run of Procedure A, he just creates a "Project", using a template for the Procedure A, and this project automatically creates the tasks for every single day of the process.

Now, here comes the problem: when a project is created from a template for Procedure A, the manager has to select every single task and manually set the values for "Customer" and "Product" fields. This is tedious and sometimes the manager makes mistakes. Instead, he would like to set the values for "Customer" and "Product" just once when creating the instance of "Procedure A" project, and have these values automatically propagated to the daughter tasks.

Do you know of a piece of software that allows such automation? I've tried Asana and Monday, they both support project templates, but neither of them allows you to set the value of a custom field once when creating a project and then propagate it down to all the tasks. There also seems to be a way to do it in Airtables by Automation Scripts, but it's not ideal cause Airtable doesn't have such a nice setup for working with tasks. Could you recommend a better way to implement this?


问:
Is multi-project management possible in openproject?
Can I track multiple project at the same time by using openproject?</p>


问:
Clear cache in MS Project Standard 2019
MS Project Professional allows you to do cache clearing, but is there a way to do cache clearing in MS Project Standard? If MS Project Standard does not provide this possibility from the menus is it possible to do it differently?
This is because I've an Add-in which apparently is able to save few data inside MS Project. Restart MS Project doesn't allow me to clear such a date, so I suppose some information is cached somewhere.</p>

Title: Clear cache in MS Project Standard 2019


问:
How can I find the "Build Team" data in the OData REST API?
MS Project.

In my project I can

Build a team

Assign team members to tasks.

Now the task assignments are easy to read from the REST based oData API calls... but how do I find "The Team" that I have built?

Thanks


问:
Median Moving Range (MMR) charts for weekly reports
I'm considering creating a Median Moving Range (MMR) chart in order to analyze weekly data and flag extreme values. Can this work? I'm having trouble finding information about MMR charts online so I also welcome any links that could be helpful. Thanks!

Edit: Maybe I should add some clarification. I just learned what a MMR chart is and I'm trying to make sure that adding it to a weekly report is something that could work. My concern is that it might not work for such a small sequence of data.


问:
Ticket/task managment for multiple repositories on a same application
I'm looking for an improvement when managing work on one specific project.

Right now we have one application that has 3 repositories that are querying the same database. All three repositories (landing, admin, cooperant) are on 3 different servers.
So often in order to fix something or add new feature you need to make tweaks on multiple repositories because in general that is one big application where one for example landing cannot work without other two parts.

We are also using one task management service and the flow is:

Client or someone else creates a ticket with the description what needs to be done.

Developer takes the ticket and work on that effort and then add a labels (landing, admin, cooperant) depending on what repositories he worked on. Sometimes you can have all 3 labels because he's been working on all 3 repos in order to finish the task. Then he change the status to In Review and creates the branches named like ticket id.

Release coordinator sees the ticket, takes ticket id and based on the labels he goes to one or multiple repositories and then he merges the branches into a release.

Then that release is tested on a stage server by a QA and then QA adds a label ready-for-prod after the test is successful.

Next step is merging the release branch to a master and do the deploy.

What can be improved in this flow?
Should we make multiple tickets with the same description if we need to work on 3 different repositories, or that is a bad idea since we need to track progress on three 3 tickets and makes updates on all of them?


问:
BAC not getting updated
I am trying to make changes to ms project file. I added tasks to wbs for new config and assigned resources

And then saved this to Baseline 1.

And then, even changed the baseline under advanced options –

But still the BAC, does not get updated

Screenshot from Baseline 1

Screenshot from Baseline (original)

Please can someone advise what I am doing wrong?

Title: BAC not getting updated


问:
Global calendars in Formula
I have the following problem and can not find a solution on google.

```<code>ProjDateAdd([Start9];[Duration9];"myCal")
</code>```

The formula is in the field finish9 and only works if the global calendar "myCal" is used in the current Project. Is there a way to load or use a global calendar with formulas?

Thank you

Title: Global calendars in Formula


问:
Remove calendar from MS Project file that does NOT show up in Organizer (Project Online Desktop Client)
When I go to the Change Working Time dropdown list of calendars I see multiple entries with the same name. One entry has none of the exceptions that I put in for the other entry and I can't seem to control which entry is used when I select a calendar in the Resource Sheet view. What I see in the dropdown list in the Resource Sheet view is the same list of calendars that I see in the Organizer's Calendar tab - and neither list contains the multiple entries (or the wrong one). Yet, my resource seems to be acting as if the wrong (no exceptions) calendar is being used.  How do I delete the errant calendar from my file when I don't even see it in the Organizer. I am using the Desktop Client version. When I close all files and start a new file I do not see the multiple entries so this is a file-specific issue.</p>


问:
Trying to add validators in Jira workflow for universal validator?
I am trying to check for the custom field "Create sub-tasks" which is a radio button and has the following value - None, Yes, No. I want to add a validator to check if the value is either Yes or No. However, when I have placed the validator, it shows me some errors.


问:
Automatic hierarchy relationship between custom Work Item Types in Azure DevOps backlogs
When creating custom work item types for an inherited process in DevOps, I can't find a way to configure a hierarcy between them the way Epics and Features are related automatically (Parent/Child).

E.g. 1 Existing - If I create an Epic on the back log I get a few as follows:

The backlog level is set to Epic

Clicking New Work Item immediately asssumes you're creating an Epic

When you hover over the + button next to the created Epic it automatically assumes you're creating a feature.

E.g. 2 Custom - If I use custom created work item types "Key Performance Area" and "Key Performance Indicator":

Set the backlog level to Key Performance Area

Clicking New Work Item correctly assumes a new Key Performance Area work item is being created

Hovering over the + button next to an existing Key Performance Area work item shows that it wants to create an Epic instead of a Key Performance Indicator.

I've been through the Build > Process options and I don't see how this relationship between Epics and Features is configured or how one can do it for custom work item types.

Most answers/videos on the web point to manually setting the parent/child relationship each time you create them on the backlog, but this seems tedious and doesn't solve the problem where clicking the + button next to the Key Performance Area would create an Epic below it instead of a Key Performance Indicator custom work item type.

Any hints?


问:
MS Project 2019 (or lower) scheduling algorithm
Whats resource constrained scheduling algorithm is used by MS Project 2019? What RCPSP algorithm is behind a so called a resources leveling in MS Project 2019?</p>


问:
Is it possible to start with the amount of hours each person needs for each task and their availability, then drive the project schedule from that?
Following this question, I have a hierarchical list of tasks. I have asked my team members to tell me how much time they need for each task. I also know the interdependency between those tasks. take the below example

tasks ↓ / people →
Corge
Grault
Waldo

foo
1
5
9

bar
2
6
0

baz
3
7
3

qux
4
8
5

how can I allocate these hours to the specific tasks in Microsoft Project?

What I want to do is to allocate the number of hours each person requires for each task, and then add people's availability (they also work on other projects and there are many holidays to account for, plus there are long lead items...). Having all the above information I hope to have a timeline for the project.

P.S. I posted a similar question here.


问:
What's the approach to automation of onboarding process?
One aspect of the project which I am taking on is onboarding process automation. Except identifying documents to be reviewed and what internal stakeholders should be involved, what other things I have to consider? What technicalities I should know when discussing with IT department? If you could describe the task as a process flow, how would it look like?</p>


问:
MS Project EVM computation
I wondered how MS Project calculates the quantities that are the basis of the EVM analysis, namely ACWP (AC), BCWS (PV) and BCWP (EV). In fact, starting with a simple plan with only ten tasks, I performed the calculations manually and compared the results with those obtained using MS Project. Before going into details, here are the definitions of these quantities that I used to do the calculations by hand.

As far as the Planned Value (PV) the definition is pretty simple. PV is the baseline time-phased budget, which is an immediate translation of the baseline schedule created from the project network. For simplicity, we will assume that all costs in this project are the costs associated with the hourly cost of various resources. In practice, we assume that there are no costs associated with the purchase of materials. Given the start and end dates for each task, PV is simply the cumulative increase in the overall estimated activity cost.

The Earned Value (EV) is the amount budgeted for performing the work that was accomplished at a given point in time, namely the Actual Time (AT). The calculation of EV is quite simple, in fact it is nothing more than the product of the Budget At Completion (BAC) and the Percentage of Completion (PC) of the project. Since the BAC is known (in fact, it corresponds to the PV value at the end of the project), it is only necessary to estimate the percentage of project progress.

The Actual Cost (AC) is the real cost incurred up to the AT point in time. AC is a measurement of the actual costs incurred for the work completed during the current review period and does not necessarily relate to the intended cost rise depicted in the PV curve.

Let us now consider the MS Planning in the picture below, and we look at the A task.

According to the above definition, PV corresponds to the cost calculated by multiplying the number of working hours, by the number of working days by the hourly rate (in our example 111.42 $/hour). Since task A lasts 5 days and we are at the end of the third day, PC = 2674.08 $. I would have expected to find a value of AC equal to PV. In fact, regardless of whether the resources worked effectively or not, I had to pay for these resources 2674.08 $, so I would have had to spend such a money. If I look at the result provided by MS Project AC is well below PV. Why?

Now consider a second case, similar to the previous one, where % Work completed increased from 20% to 69%. Theoretically, % Work Completed should only affect EV and not AC.The corresponding planning is shown in the picture below.

In this case, as if by a miracle, PV and AC coincide.

Consider yet a third case. The % Work completed has been increased to 90%. This case corresponds to the situation where I am ahead of the work I was scheduled to do. In fact, after only 3 days of work I was able to accomplish 90% of the planned work. The situation is depicted in the picture below.

In this case AC is equal to PV, but the value of AC is not correct. In fact, it has only been 3 days and therefore I cannot have spent an amount other than 2674.08 $, regardless of the fact that I worked with super performing resources.

The hand calculations look right to me, but I honestly don't understand what's happening. I made the following assumptions:

I forgot to turn on an option in MS Project that magically allows me to get the correct results. Not believing in magic, I doubt it

Changing the status date does not have the effect I expect on ACWP. Should that be the case, I do not understand why

If you have an explanation, I would really appreciate it.

Title: MS Project EVM computation


问:
What's next after Project Management?

Possible Duplicate:

  Are Functional Managers or Project Managers Better Candidates for Executive-Level Positions?

I've been working as a software developer for a year now. I'm seriously considering PM as a career ahead. I actually have 2 questions here.

After being a PM for 4-5 years, what's next?

Also, is it possible to reach senior executive/senior management positions after doing Project management for 12-15 years (or is it possible for a PM to become a senior executive at all)?

Title: What's next after Project Management?