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MS PROJECT FAQS
PWA | General
Project Web Application
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Log into the Portal and go to the Employee Tab. Down on the left side of the page, under "Fordham IT Business Services" select 'Log into Project Server Web Access'. You will be automatically authenticated with Single Sign-on.
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The PMO has started developing quick guides, procedures, and other documentation. They can be accessed by logging into PWA and clicking the link on the left navigation menu called ‘Shared Documents’. The documents are located in the folder called ‘Project Server 2010 Documentation’.
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Log into PWA, click the link on the left navigation called ‘Shared Documents’. Click on the folder called ‘Project Server 2010 Documentation’ and then Project Server Time Reporting Procedure 2. This document will get you started with time reporting.
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Contact the Project Manager and request them to insert the task or you can track the work under 'Support' and include a comment.
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Contact the Project Manager and then recall the timesheet, make the adjustments and resubmit. The PM will see the update and apply the changes to the schedule. Note: You will not be able to make any adjustments to a submitted timesheet after two weeks.
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Send an email to HelpIT@fordham.edu. Once the ticket has been created, a member of the PMO will contact you.
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Send an email to HelpIT@fordham.edu with your questions. Once the ticket has been created, a member of the PMO will contact you.
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Log into PWA, click the link on the left navigation called ‘Project Center’. Click the ‘New’ dropdown on the top Ribbon. Select the ‘Fordham Project Request’ to get started.
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The PMO is in the process of setting up a training schedule. Please send your request to HelpIT@fordham.edu.
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If you are a PM, you can run a report by logging into PWA and clicking on the link called SSRS Report Center in the left nav. Run the report called ‘Timesheet Compliance by Project Manager’.
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To view subprojects in PWA the following steps need to be performed.
- Log into MS Project Server 2010 Web Access (PWA)
- Under Fordham PWA Home, select Project Center
- In the PWA Ribbon:
- Select the Project tab
- Select the Subprojects check box
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To change your password:
Send an email to HelpIT@fordham.edu or create a magic ticket and assign to PMO.
To reset your password:
Send an email to HelpIT@fordham.edu with the subject ‘password reset’. The PMO will resolve.
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General
A project is a temporary endeavor undertaken to create a unique product or service.*
A work activity is considered a project if it meets two or more of the following criteria:
- The activity has a beginning and end that will not be repeated on a routine basis.
- The activity involves multiple Fordham areas (either within IT, or outside of IT).
- The activity has a budget or utilizes multiple internal resources
- The activity will span 5 or more days, including planning, solution procurement, and implementation.
Projects must be initiated via the project request process and tracked as a project in SDE (Services Desk Express, formerly known as "Magic") and within the Fordham IT Project Server environment. The IT project manager shall be designated by the sponsoring director, or may be provided by the PMO, in consultation with the VP/CIO and his direct reports. The project manager shall have, minimally, dotted line accountability to the sponsoring director for the duration of the project. The project manager may be a full-time project manager, functional group manager, or lead staff member.
Key Performance Indicator (KPI) Projects must be formally managed through the Fordham IT project management process. These projects are associated with Fordham IT strategic goals for the year and/or are designated as KPI projects by the VP/CIO.
* Guide to the Project Management Body of Knowledge, (PMBOK) third edition, 2004. Project Management Institute.
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Duration: The total span of active working time that is required to complete a task. This is generally the amount of working time from the start to finish of a task, as defined by the project and resource calendar.
Work is the amount of activity it takes, measured in Time and Units (%effort).
Example: John says it will take him 5 days to write the manual. The Duration is 5 days, the time is 5 days and the effort is 100%. However, John says he has two other projects, but agrees to spend 50% of his time on the manual. The Duration is now 10 days, the time is still 5 days, and the effort is 50%.
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RISK Risk is defined as the exposure to an event or set of circumstances that may cause loss or damage. It is also the recognition of future uncertainty that could be viewed in a positive or negative way, 'an uncertain event or condition that, if it occurs, has a positive or negative effect on a project's objectives. (PMBOK)
ISSUE Anything that will impact one or more program/project objectives that requires action to be taken. A situation that cannot be resolved internally by team members and needs escalation.
Or,
An Issue is a Risk that has come to fruition, 100% likelihood or probability rating for the Risk.
Determining whether an issue truly exists involves looking at whether the situation has any impact on scope, workload, benefits, cost, schedule risk or another issue.
Example:
It may be a Risk that the Production hardware may not be delivered as scheduled. It is an Issue when it is known positively that the hardware will not be delivered as scheduled.
Business Unit Approval is a Task in the Plan. It takes one day to review documents and obtain signatures. One week's Duration is in the schedule to accomplish this. (20% effort)
There is a Risk that Approval will not be given on time and work will not begin on schedule for the next phase.
It becomes an Issue at the end of the week when it's obvious the signatures will not be forthcoming.
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Both are partsof Risk Management, with subtle differences in timing and implementation.
First, a Risk is defined in ISO 31000 as the effect of uncertainty on objectives, whether positive or negative; or in PMBOK, an uncertain event or set of circumstances which, should it occur, will have an effect on the achievement of the projects objectives.
What is mitigation? (Or sometimes called Risk Reduction)
It's reducing the risk to an acceptable level, either the probability or the impact, to within the threshold tolerance established (with the Steering Committee), or put another way, "the systematic reduction in the extent of exposure to a risk and/or the likelihood of its occurrence.' A mitigation plan consists of those steps to take to decrease the probability or impact (usually probability, striving to be pro-active).
When it's not possible to mitigate a Risk, a Contingency plan should be developed
A contingency plan is nothing more than a plan to solve a problem that may occur, but has not occurred yet.
In Contingency Planning, we "assess benefits, costs, risks of alternative contingency strategies and recommend the best plan for each core business process..."
- Define the scope of the risk.
- Define the document triggers for activating contingency plans.
- Define the sequence of actions you will take in order to control the problem and minimize its impact.
- Define roles and responsibilities for implementation of contingency plans.
Example:
You want to throw an outdoor party.
You mitigate the risk of rain by not scheduling it during the spring.
You have a contingencyplan how to move inside if it does rain.
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 If you have any questions please send an e-mail to: spo@fordham.edu
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