We at Braintrust Software, LLC focus on training project managers to be the “CEOs” of their projects. What does being the “CEO” of a project mean you ask? First and foremost is a mindset shift, instead of focusing on what needs to be done, focus on why it needs to be done. For example; when was the last time that you were handed a project “down from on-high” and then blindly took it and began to run with it? Next time this happens to you create your own project charter first. Your project charter will serve as the business plan for your project. By having a “business plan” you can easily determine whether or not your project is financially viable, the results might just surprise you. Most importantly being the “CEO” of your project means taking ownership of the project, doing everything that you can to help it succeed, and taking it personally when things go wrong. Let’s investigate some additional key aspects of leading like a “CEO”.

Key aspects of leading like a “CEO”

• Dollars and sense thinking – Weigh each decision you make based on what monetary value the expected outcome will bring
• Focus on the bottom line – When you pretend that the project budget is your own money you take every cost overrun personally
• Make decisions on what to do based on ROI calculations – Should you even pursue this project to begin with?
• Visionary – Paint a picture of your projects outcome that all can see and then lead to the vision
  Lead and don’t manage - People readily follow a leader, but are often dragged kicking and screaming by a manager
• Empower your team  – Let the members of your team do their job, as “CEO” you know you can’t run the company by yourself
• Manage by walking around – Leave the walls of you cube or office and talk with the project team in their environment, you’ll be amazed at what you learn

How impressed would your manager be if the next project that you run you are able to show a return on investment? What about if during your next project your team actually takes the initiative, completing tasks without having to be told? Or what if instead of spending all your day in front of a computer screen, updating Microsoft Project, you were able to get out of your office and actually manage your project? All of these benefits and more are at your fingertips when you learn to manage your project like a “CEO”.

© Copyright 2008 Braintrust Software, LLC All Rights Reserved

David Ducolon on the Microsoft Office 2007 Project blog posted an article entitled Confusion - what is a CU or an IU versus a SP??? I put the following together to help me and our system administrators better understand the difference between a CU, IU, and SP.

Microsoft recently began releasing Cumulative Updates (CU) and Infrastructure Updates (IU) in addition to Service Packs (SP). CUs and IUs are currently focused on Microsoft Windows SharePoint Services and Microsoft Office infrastructure products such as Microsoft Office SharePoint Server (MOSS), Project Server 2007, and PerformancePoint.

A CU is a grouped set of Hotfixes. When a CU releases, customers will only be given the patch if they already have an open service request that is fixed with the CU or if they specifically request the Hotfix patch.

A SP is a roll-up of Hotfixes with some strategic improvements from the engineering team.

An IU is not just bug fixes but also core changes to the product with highly anticipated customer experience improvements. The IU was a hybrid of the above. An IU patch can contain changes to Infrastructure code that other applications rely upon. For more information on the recent IUs, see http://support.microsoft.com/kb/951695/, http://support.microsoft.com/kb/951297, and http://blogs.msdn.com/sharepoint/archive/2008/07/15/announcing-availability-of-infrastructure-updates.aspx.

I think I got it right.

REDNP on the other hand, is a web-based software management program that blows Microsoft Project out of the water. We just created a video demonstration that showcases the benefits of REDNP. In less than 2 minutes you can find out what all the buzz is about. Let me know what you think.

Buku ini mengupas perencanaan (planning), pelaksanaan (updating), dan pengendalian (controlling). Lebih rinci buku ini menjelaskan hal-hal yang diperlukan di dalam penjadwalan proyek, baik dari segi keterkaitan pekerjaan, waktu, tenaga, biaya, maupun pemanfaatan jadwal sebagai kontrol di dalam pelaksanaannya disertai contoh-contoh yang sering terjadi di lapangan. Hal tersebut sangat membantu para mahasiswa yang berminat untuk menjadi seorang manajer proyek, sedangkan bagi pelaksana lapangan, buku ini dapat menjadi menjadi referensi yang sangat baik untuk menambah pemahaman tentang schedule.

Selengkapnya buku ini membahas :

Pemahaman Dasar Manajemen Proyek

Jadwal Proyek

Meratakan Sumber Daya (Levelling)

Membuat Baseline/Target Plan

Tracking/Updating

Mempercepat Schedule (Crash Program)

Earned Value Concept

One could always be in here. I try to make it a goal to only be in a port o potty in emergency senerios but when I am, this is never too far from my mind.

Great Whites are by far my favorite animal in the animal kingdom. It's ironic, but they are the last thing I want to see at the beach. I think the comedian Kevin James summed it up best when he said, "I have the same reaction in the ocean when something touches me foot, whether it's seaweed or a great white shark."

I don't know what would be worse here, wearing a Speedo in public, having a Euro-mullet or getting a face full of ass.

I took a course in Crew Resource Management for pilots and a good portion of it was listening to the black box recordings of the final moments before a crash. I guess it was to analyze the decision making and crew management but I walked away very disturbed. All I thought about were the passengers and how out of touch they were of the dire situation that was unfolding in the cockpit. It's kind of like my love/hate of the great white. I love flying but I'm nervous as a passenger.

Shot by a monkey. It could happen! They have thumbs you know. I'm just kidding. I do think getting attacked by a primate would really ruin your day. I watched a program on Animal Planet and they had a guy with half a face testify to how bad it sucks to be attacked by a monkey. He also lost his testicles. That solidified it. I can never trust a monkey again.

I'm glad this little guy learned not to chew on pens at an early age. I had to learn it in college during Public Speaking 101.

I have no idea how people get themselves in positions like this but it's a given that I would rather be in a meeting than having this X-Ray taken.

So you see? It's all about perspective in life and that alone will power me through a two hour meeting. Tonight I will go to an equally dull dinner so I am thinking I would much rather do that than cut off my lower lip with a rusty pair of scissors. Wow, now I can't wait to go!

The idea here is not about comparing the current version of the project schedule with a baseline version because this is a different scope altogether, while the idea here is about introducing a new custom field in MS Project that calculates the (Planned % Complete) which gives the ability to compare against the actual (% Complete) in MS Project and this also goes inline with the PMI standard of the earned value analysis. The (Planned % Complete) in this context will reflect how the (% Complete) should look like assuming that the project performs just on-time using the current (up-to-date) project schedule only and without the need to compare against any saved versions or baseline versions of the project schedule.

So to get the (Planned % Complete) in your Microsoft Project Gantt, you will need to add this as a custom field and build some formulas similar to what Microsoft is doing for calculating the actual (% Complete) however, the difference here that you have to manually enter the actual (% Complete) while the proposed (Planned % Complete) here will be calculated automatically using the mentioned formulas. Having the custom (Planned % Complete) along with the seeded (% Complete) in the project Gantt would allow good flexibility of introducing more custom fields for the purpose of schedule performance analysis such as schedule indicators, potential delays at task, summary and project levels, etc.

From my experience with MS Project, I have had the chance to build some custom views and custom fields such as the fields discussed above, so I would like -in this post- to share the customization discussed above hoping this will add value to other users and project managers using MS Project. For an environment of Microsoft EPM and Microsoft Project Server, I recommend deploying the mentioned customization using the Enterprise Global Template so it can be referenced and shared among all other enterprise projects in a unified and standardized manner.

The following screenshot depicts a custom tracking view that shows the discussed custom fields including the (Planned % Complete) in addition to other custom fields built for the purpose of schedule performance analysis. Please feel free to contact me through this blog to provide you with a copy of the sample MS Project File that contains those mentioned customizations.

Check out more details : Plans within plans: using master projects and subprojects

Check out more details : Show the critical path

" This project cannot be opened in read-write mode because a previous checkin for this project is not complete.
Do you want to open this project read only? "

Sometimes projects will be in a checked out state in the Local Cache. To open the project in Read-Write mode...

Click Tools -> Local Project Cache -> Cleanup Cache

Select the project that you are trying to open and click the "Remove From Cache" button. If the project is not visible in the current list, click the Project Filter pick list and select the "Projects Checked Out to You" item, select the  project, and click the "Remove From Cache" button. Always get the latest service pack from Microsoft and apply them to your office applications.

By the way, all of today's changes came from suggestions from our customers: thank you for letting us know what you need - we're listening!

Daily Email Notification
Projjex will now email you a summary of your Dashboard items every day. It sends this email at 3:00 a.m. (your local time) so that you will have it first thing in the morning.

You can customize this email to get only the things you want. To do this, simply:

- sign in to Projjex
- click on "settings" at the top right of any screen
- click on the "Email Notification" tab
- check the items you wish to receive in your morning email
- click the "Save" button at the bottom of the screen.

By the way, if you don't receive these emails, it may be because your email program or internet service provider (ISP) blocks Projjex emails as spam. Please change your email settings or contact your ISP to allow emails from Projjex to get through.

Data Imports / Export
Projjex now allows you to import data from Microsoft Project, BaseCamp or a generic comma-separated-value (CSV) file.

Projjex also allows you to export your Projjex data to a CSV file.

For a Microsoft Project file, you'll first need to export this file to XML. This is easily done and will only take a minute or two.

Projjex imports BaseCamp project information directly from BaseCamp without requiring you to perform an export.

To read more about them and to try them out, simply sign in to Projjex and then click on the new "tools" button that appears at the top right of the screen, between "settings" and "sign out".

Thanks again for all your great feedback - and please keep it coming!

Alex Glassey and
The Projjex Team

• Minuten: min
• Stunden: h
• Tage: d
• Wochen: w
• Monate: m

Zur Anzeige der stundengenauen Vorgänge im Gantt-Chart muss man den Zoom auf 1 Tag stellen (Rechts-Click auf die Zeitleiste):

From the site:

GanttProject is a free and easy to use Gantt chart based project scheduling and management tool. Our major features include:

• Task hierarchy and dependencies
• Gantt chart
• Resource load chart
• Generation of PERT chart
• PDF and HTML reports
• MS Project import/export
• WebDAV based groupwork

Note that it is done in Java.

What is earned value analysis?

At the root of earned value analysis are three fundamental values calculated for each task (task: An activity that has a beginning and an end. Project plans are made up of tasks.):

• The budgeted cost of tasks as scheduled in the project plan, based on the costs of resources (resources: The people, equipment, and material that are used to complete tasks in a project.) assigned to those tasks, plus any fixed costs (fixed cost: A set cost for a task that remains constant regardless of the task duration or the work performed by a resource.) associated with the tasks. Called "the budgeted cost of work scheduled," BCWS (BCWS: The earned value field that shows how much of the budget should have been spent, in view of the baseline cost of the task, assignment, or resource. BCWS is calculated as the cumulative timephased baseline costs up to the status date or today's date.) is the baseline cost (baseline cost: The original project, resource, and assignment cost as shown in the baseline plan. The baseline cost is a snapshot of the cost at the time when the baseline plan was saved.) up to the status date (status date: A date that you set [rather than the current date] for reporting the time, cost, or performance condition of a project.) you choose. For example, the total planned budget for a 4-day task is $100 and it starts on a Monday. If the status date is set to the following Wednesday, the BCWS is $75.
• The actual cost (actual cost: The cost that has actually been incurred to date for a task, resource, or assignment. For example, if the only resource assigned to a task gets paid $20 per hour and has worked for two hours, the actual cost to date for the task is $40.) required to complete all or some portion of the tasks, up to the status date. This is the actual cost of work (work: For tasks, the total labor required to complete a task. For assignments, the amount of work to which a resource is assigned. For resources, the total amount of work to which a resource is assigned for all tasks. Work is different from task duration.) performed (ACWP). For example, if the 4-day task actually incurs a total cost of $35 during each of the first 2 days, the ACWP for this period is $70 (but the BCWS is still $75).
• The value of the work performed by the status date, measured in currency. This is literally the value earned by the work performed and is called the budgeted cost of work performed (BCWP). For example, if after 2 days 60% percent of the work on a task has been completed, you might expect to have spent 60 percent of the total task budget, or $60.

With me, so far? Let's go on.Earned value analysis is always specific to a status date you choose. You may select the current date, a date in the past, or a date in the future. Most of the time, you'll set the status date to the date you last updated project progress. For example, if the current day is Tuesday, 9/12, but the project was last updated with progress on Friday, 9/8, you'd set the status date to Friday, 9/8.Here is one example of how to analyze project performance with earned value analysis. Let's say a task has a budgeted cost (BCWS) of $100, and by the status date it is 40 percent complete. The earned value (BCWP) is $40, but the scheduled value (BCWS) at the status date is $50. This tells you that the task is behind schedule—less value has been earned than was planned. Let's also say that the task's actual cost (ACWP) at the status date is $60, perhaps because a more expensive resource was assigned to the task. This tells you that the task is also over budget—more cost has been incurred than was planned. You can see how powerful such an analysis can be. The earlier in a project's life cycle you identify such discrepancies between ACWP, BCWP and BCWS, the sooner you can take steps to remedy the problem.One common way of visualizing the key values of earned value analysis is to use a chart. Start with a simple chart showing a steady accumulation of cost over the lifetime of a project:The vertical y-axis shows the projected cumulative cost for a project.The horizontal x-axis shows time.The planned budget for this project shows a steady expenditure over the lifetime of the project. This line represents the cumulative baseline cost.After work on the project has begun, a chart of the key values of earned value analysis may look like this:The status date determines the values Project calculates.The actual cost (ACWP) of this project has exceeded the budgeted cost.The earned value (BCWP) reflects the true value of the work performed. In this case, the value of the work performed is less than the amount spent to perform that work.

What else does earned value measure?

In addition to measuring BCWS, ACWP, and BCWP, earned value analysis measures:

• Cost variance (CV) (CV: The difference between the budgeted cost of work performed [BCWP] on a task and the actual cost of work performed [ACWP]. If the CV is positive, the cost is currently under the budgeted amount; if the CV is negative, the task is currently over budget.)—the difference between a task's estimated cost and its actual cost (the formula CV = BCWP - ACWP). Take our earlier example where the total planned budget for a 4-day task is $100 and it starts on a Monday. When the status date is set to the following Wednesday, the BCWS is $75, the ACWP for this period is $70, and the BCWP is $60. In that case, the task's CV is -$10.
• Schedule variance (SV) (SV: The difference between the budgeted cost of work performed [BCWP] and the budgeted cost of work scheduled [BCWS]. This is calculated as follows: SV = Budgeted Cost of Work Performed - Budgeted Cost of Work Scheduled.)—the difference between the current progress and the scheduled progress of a task, in terms of cost (the formula SV = BCWP - BCWS). In the example above, the task's SV is -$15.
• The cost performance index (CPI) (CPI: Ratio of budgeted costs of work performed to actual costs of work performed [BCWP/ACWP]. The cumulative CPI [sum of the BCWP for all tasks divided by the sum of the ACWP for all tasks] can be used to predict whether a project will go over budget.)—the ratio of budgeted costs to actual costs (the formula CPI = BCWP / ACWP). In the example above, the task's CPI is about .86, or 86 percent.
• The schedule performance index (SPI) (SPI: The ratio of the budgeted cost of work performed [BCWP] to the budgeted cost of work scheduled (BCWS), which is often used to estimate the project completion date. This is calculated as follows: SPI = BCWP/BCWS.)—the ratio of work performed to work scheduled (the formula SPI = BCWP / BCWS). In the example above, the task's SPI is .80, or 80 percent.
• The to complete performance index (TCPI) (TCPI: The ratio of the work remaining to be done to funds remaining to be spent, as of the status date [BAC - BCWP]/[BAC - ACWP]. A TCPI value greater than one indicates a need for increased performance; less than one indicates performance can decrease.)—the ratio of the work remaining to be done to funds remaining to be spent as of the status date, or budget at completion (the formula TCPI = [BAC - BCWP] / [BAC - ACWP]).

How do I interpret earned value?

Earned value indicators that are variances or ratios can help you determine if there is enough money left in the budget and if the project will finish on time.Variances (variance: The difference between baseline and scheduled task or resource information, they usually occur when you set a baseline plan and begin entering actual information into your schedule. Variances can occur in work, costs, and schedule.), such as a cost variance (CV), can be either positive or negative:

• A positive variance indicates that the project is ahead of schedule or under budget. Positive variances might enable you to reallocate money and resources from tasks or projects with positive variances to tasks or projects with negative variances.

• A negative variance indicates that the project is behind schedule or over budget and you need to take action. If a task or project has a negative CV, you might have to increase your budget or accept reduced profit margins.

Ratios, such as the cost performance index (CPI) and the schedule performance index (SPI), can be greater than 1 or less than 1:

• A value that's greater than 1 indicates that the project is ahead of schedule or under budget.

• A value that's less than 1 indicates that you're behind schedule or over budget. For example, an SPI of 1.5 means that you've taken only 67 percent of the planned time to complete a portion of a task in a given time period, and a CPI of 0.8 means that you've spent 25 percent more time on a task than was planned.

How does % complete versus physical % complete affect earned value?

You can specify whether Project should use each task's percent complete (percent complete: A field that you use to enter or display how much of a task has been completed. This value is expressed as the percentage of the task duration that has been completed.) value or physical percent complete value for earned value calculations related to BCWP. (Remember, other values are calculated from BCWP, so your decision affects the entire earned value analysis.)

• Percent complete may be calculated by Project or entered directly by you, depending on how you track actual work.

• Physical percent complete is always entered directly by you. Use physical percent complete when percent complete would not be an accurate measure of real work performed or remaining.

Here's a simple example of how the two values may differ: a project of building a stone wall that consists of 100 stones stacked 5 high. The first row of 20 stones can be laid in 20 minutes, but the second row would take 25 minutes because you have to lift the stones up one row higher, so it takes a little longer. The third row would take 30 minutes, the fourth 35 minutes, and the last row would take 40 minutes to lay—150 minutes total. After laying the first three rows, the project could be said to be 60 percent physically complete (you laid 60 of 100 stones). However, you only spent 75 of 150 minutes; so in terms of duration, the job is only 50 percent complete.Depending on how you get paid for the work—how the value is earned (by the stone or by the hour)—you may choose the percent complete value or the physical percent complete value to properly reflect this in the earned value analysis.

Which earned value quantities can I show or calculate in Project?

With Project, you can show:

• Actual cost of work performed (ACWP) (ACWP: Shows actual costs incurred for work already performed by a resource on a task, up to the project status date or today's date.) shows actual costs incurred for work already performed by a resource on a task, up to the project status date or today's date. Normally Project correlates actual costs with actual work. Only if you enter actual costs independent of actual work or change resource pay rates (pay rate: Resource cost per hour. Project includes two types of pay rates: standard rates and overtime rates.) will actual cost be out of step with scheduled cost.
• Budget at completion (BAC) (BAC: An estimate of the total project cost.) shows an estimate of the total project cost.
• Budgeted cost of work performed (BCWP) (BCWP: The earned value field that indicates how much of the task's budget should have been spent, given the actual duration of the task. Note that Project calculates BCWP at the task level differently than at the assignment level.) shows how much of the budget should have been spent given the actual duration of the task. BCWP is also referred to as "earned value." Note that Project calculates BCWP at the task level differently than it does at the assignment level. For best results, use the task-level BCWP values, which are the values Project rolls up to summary task (summary task: A task that is made up of subtasks and summarizes those subtasks. Use outlining to create summary tasks. Project automatically determines summary task information [such as duration and cost] by using information from the subtasks.) and the project summary task (project summary task: A task that summarizes the duration, work, and costs of all tasks in a project. The project summary task appears at the top of the project, its ID number is 0, and it presents the project's timeline from start to finish.) BCWP values. This value is calculated for each individual task but analyzed at an aggregate level (typically at the project level).
• Budgeted cost of work scheduled (BCWS) (BCWS: The earned value field that shows how much of the budget should have been spent, in view of the baseline cost of the task, assignment, or resource. BCWS is calculated as the cumulative timephased baseline costs up to the status date or today's date.) shows how much of the budget should have been spent in view of the baseline cost of the task, assignment, or resource. BCWS is calculated as the cumulative timephased baseline costs up to the status date or today's date. (Budgeted cost values are stored in the baseline fields, or if you've saved multiple baselines, in fields Baseline1 through Baseline10.)
• Cost variance (CV) (CV: The difference between the budgeted cost of work performed [BCWP] on a task and the actual cost of work performed [ACWP]. If the CV is positive, the cost is currently under the budgeted amount; if the CV is negative, the task is currently over budget.) shows the difference between the budgeted cost of work performed (BCWP) on a task and its actual cost (actual cost of work performed or ACWP). If the CV is positive, the cost is currently under the budgeted (or baseline) amount; if the CV is negative, the task is currently over budget.
• Schedule variance (SV) (SV: The difference between the budgeted cost of work performed [BCWP] and the budgeted cost of work scheduled [BCWS]. This is calculated as follows: SV = Budgeted Cost of Work Performed - Budgeted Cost of Work Scheduled.) shows the difference between the budgeted cost of work performed (BCWP) and the budgeted cost of work scheduled (BCWS). If the SV is positive, the project is ahead of schedule in cost terms; if the SV is negative, the project is behind schedule in cost terms.
• Variance at completion (VAC) (VAC: The earned value field that shows the difference between the budget at completion [BAC] and the estimate at completion [EAC]. In Project, the EAC is the Total Cost field, and the BAC is the Baseline Cost field.) shows the difference between the budget at completion (BAC) and the estimate at completion (EAC). In Project, the EAC is the Total Cost field and the BAC is the Baseline Cost field from the associated baseline.
• Cost performance index (CPI) (CPI: Ratio of budgeted costs of work performed to actual costs of work performed [BCWP/ACWP]. The cumulative CPI [sum of the BCWP for all tasks divided by the sum of the ACWP for all tasks] can be used to predict whether a project will go over budget.) is the ratio of budgeted, or baseline, costs of work performed to actual costs of work performed (BCWP/ACWP).
• Cumulative cost performance index (CPI) (CPI: In earned value, the sum of all the budgeted costs of work performed [BCWP] for all tasks divided by the sum of all the actual costs of work performed [ACWP]. CPI is often used to predict whether a project will go over budget, and by how much.) is the sum of the BCWP for all tasks divided by the sum of the actual costs of work performed (ACWP) for all tasks. Cumulative CPI is often used to predict whether a project will go over budget and by how much.
• Schedule performance index (SPI) (SPI: The ratio of the budgeted cost of work performed [BCWP] to the budgeted cost of work scheduled (BCWS), which is often used to estimate the project completion date. This is calculated as follows: SPI = BCWP/BCWS.) is the ratio of work performed to work scheduled (BCWP/BCWS). SPI is often used to estimate the project completion date.
• Estimate at completion (EAC) (EAC: The expected total cost of a task or project, based on performance as of the status date. EAC is calculated as follows: EAC = ACWP + (BAC-BCWP)/CPI.) is the expected total cost of a task or project, based on performance as of the status date. EAC is also called forecast at completion, and is calculated like this: EAC = ACWP + (BAC - BCWP) / CPI.
• To complete performance index (TCPI) (TCPI: The ratio of the work remaining to be done to funds remaining to be spent, as of the status date [BAC - BCWP]/[BAC - ACWP]. A TCPI value greater than one indicates a need for increased performance; less than one indicates performance can decrease.) is the ratio of remaining available budget to be spent to the remaining scheduled cost as of the status date. TCPI is calculated like this: TCPI = (BAC - BCWP) / (BAC - ACWP). A TCPI value greater than 1 indicates good projected performance for remaining work; less than 1 indicates poor projected performance.

Where in Project do I see earned value data?

You can see earned value information in any sheet view by applying the Earned Value table or the Earned Value Cost Indicators table.

• The Earned Value table shows you BCWS, BCWP, ACWP, SV, CV, EAC, BAC, and VAC. Use this table to see consolidated earned value information, including the key variance fields. Use EAC, BAC, and VAC to evaluate the difference between your scheduled and budgeted costs. Compare CV, which shows the difference between your budgeted and actual cost of work, with SV, which shows the difference between the budgeted cost of work and the actual cost of work.
• The Earned Value Cost Indicators table shows you BCWS, BCWP, CV, CV%, CPI, BAC, EAC, VAC, and TCPI. Use this table to analyze cost variances. Check the CPI and TCPI to see how the project is progressing against its budget and how the rate of work compares with the expected rate. If CPI is less than 1, you are getting less work per dollar than planned. The TCPI tells you how much of an increase in performance you'll need on the remaining tasks in order to keep within budget.

Overview of a LMR Solutions’ Microsoft-based Earned Value Management solutions

The LMR Solutions iEPM solution is built on the Microsoft Office System to enable agencies to easily integrate schedule, cost, and performance data from multiple sources and subcontractors, which enhances the value of existing IT investments and simplifies EV data collection and reporting. Improve Communication, Collaboration, and Visibility. 

Click here to read further details from Microsoft regarding SP1 for Project Portfolio Server. Click here to review the issues SP1 for Project Portfolio Server resolves.

Project Hosts will be pushing the Service Pack and post-SP1 hotfix package into production in consultation with current customers.

This information is represented in one TaskJuggler file with customized reports to view the entire project or subgroups. Links are on the Fedora 9 Schedule page.

If you are interested in seeing how it all works, download the source and build it :) Instructions are here or perform the following:

1) Install TaskJuggler if you don't have it already

$ su -c 'yum install taskjuggler'

2) Download all of the files from the source directory to a local directory. For example,

$ mkdir ~/fedora-schedule
$ cd  ~/fedora-schedule
$ wget --no-directories -np --reject index.html\* \
-r http://poelstra.fedorapeople.org/schedules/f-9/source/

3) Build

$ make

4) You are now a scheduling genius--look at what you did:

$ ls -la
$ firefox f-9-all-tasks.html

5) To modify the schedule edit the source file. The source file can be edited directly with a text editor or using the TaskJuggler GUI. For example,

$ vim f-9.tjp

or

$ TaskJugglerUI f-9.tjp

'Old Approach, New Model for Projects
A project manager can set up a project wiki page in a minute. A number of wiki service providers are available, however www.Jotspot.com or www.Socialtext.com seem to standout. Once a project wiki page is created, a PM may invite project members and stakeholders into the wiki page, a people’s page is created identifying everyone’s role and contact information. Subsequently team members may setup blogs, which act as personal diary pages posting comments and photos. Finally project applications maybe added such as calendars, file cabinets, meeting agendas and other services.

The following figure shows a proposed model for a project wiki page.

This model promises to improve project delivery by streamlining communication and focusing the team on real project issues. But most importantly, it is a model that promises to boost project quality assurance by reducing errors and provides for better risk management. The project wiki becomes a live project office to some extent. '

from:

www.allpm.com

Related posts:

• What is Web 2.0
• Gartner on Web 2.0
• Forrester Research on Web 2.0
• What is Wikinomics? ‘How Mass Collaboration Changes Everything’
• Enterprise 2.0 and Web 2.0
• On Facebook
• On Mashup’s
• Comprehensive list of Web 2.0 applications

Enlace: OpenProj

The tool we found to do all of this and more is called Trac. Trac is an open source project management tool designed to stay out of the developer's way. Trac also provides a Wiki for documentation. Trac allows you to create milestones for your project with due dates. You can then create tickets against these milestones and track progress along the way. Tickets are classified as functionality, defects, or enhancements. Tickets give us the detail we need to complete high level components you might typically lay out using Microsoft Project. Each ticket provides a message board style communication medium to discuss the specifics of the ticket. As tickets are resovled, the progress is instantly reflected in your milestones.

A huge plus with Trac is it's integration with Subversion. Trac provides a web based view of your repository. You can view comments, revision numbers, and even file diffs directly in your browser.

1. Client pc have to add the server URL as "trusted site" and Enable "Initialize and scripting ActiveX controls not marked as safe" for trusted site security settings in IE
2. When the client open the website, it will download the ActiveX into their PC.
3. Now the web and ActiveX can communicate freely.

For retrieving information from an office document, it can be done using OLEDB of that particular office oledb provider. Example :

oCnn.ConnectionString = "Provider=Microsoft.Project.OLEDB.9.0;Project Name=D:\aaa.mpp"
oCnn.Open

strSelect = "select TASKNAME from TASKS where TaskUniqueId > 0"

oRS.Open strSelect, oCnn

Do While Not oRS.EOF
Response.Write "Task Name : " & oRS.Fields(0).value
oRS.MoveNext
Loop

oCnn.Close
set oRS = Nothing