Skip to main content

 

Planview Customer Success Center

Work Management

Definition

This capability supports the planning management of all work types, whether project-based or business-as-usual work (i.e., keeping the lights on).

It provides work managers with the ability to view and manage all work details. They are able to:

  • Develop the schedule (plan), defining the timeline, milestones, activities and resources required to deliver the work.

  • Manage the financial information associated with the work.

  • Define and classify change requests, risks and issues and track any subsequent actions, approvals or escalations.

Business Outcomes

Project Planning and Scheduling

  • We can implement a standardized work planning and scheduling process for projects.

  • We can plan project milestones and categorize these milestones to drive project status reporting.

  • We can define the phases of work/activities required to deliver the project at a level of detail that supports resource forecasting and planning.

  • We can forecast the effort required to deliver the project, expressing this demand against the relevant organizational and resource role/type.

  • We can use schedule templates to apply planning standards and to drive consistency and efficiency.

Other Planned Work

  • We have the ability to define “other planned work” (often referred to as business-as-usual work or “keeping the lights on”) and categorize this work to support our organizational reporting need.

  • We can assign named resources to this work to understand the remaining resource capacity to deliver project work.

  • We can collect and monitor the effort and cost associated with delivering this work.

Financial Management

  • We can manage project financial data in a structure that aligns with our organizational financial data model.

  • We can forecast the costs and effort required to deliver each project, and the benefits or revenue that the project is anticipated to generate and use this information to calculate investment key performance indicators (KPIs) and inform the project business case.

  • We can manage the actual costs and effort consumed in the execution of a project and forecast the remaining costs and effort to complete the project.

  • We can monitor project financial performance against an approved baseline, identifying projects due to significantly over- or under-spending and take the appropriate remedial actions.

  • We can capture additional financial baselines for comparison and performance measures.

Change, Risk, and Issue Management

  • We have the ability to analyze a portfolio of investments against a time-phased financial budget or target and to understand the impact of trade-off decisions on our ability to deliver the portfolio targets within that budget or target.

  • We have a standard and consistent method for capturing and managing project change requests, risks and issues.

  • We have a single, organization-wide, repository of change request, risk and issue information, which can be automatically consolidated into project status reports.

  • We can measure the volume of project risks and group and categorize them to understand the potential impact of project risks on the successful delivery of projects.

  • We can measure the volume of project issues and group and categorize them to identify projects that could deliver late or over budget or outside scope or quality.

  • We can understand the impact of change requests on project schedules and financial plans, and approve or re-baseline accordingly.

Process Flow

           

           

Click a process step shape for more information; hover for a quick view of the definition

           

           

           

Program Portfolio Planning and Program Management > Program and Project Monitoring Resource Management > Resource Assignments and Utilization Resource Management > Time Reporting Change, Risk, and Issue Management Other Planned Work Project Planning and Scheduling Financial Management Work Management Weekly Process Steps > Do work Work Management Weekly Process Steps > Capture data on the progress of work Work Management Weekly Process Steps > Review progress of work Work Management Weekly Process Steps > Plan/re-plan remaining scheduled work Work Management Weekly Process Steps > Manage exceptions and report on project status and progress

Work management process flow, including the work management weekly cycle

                      

Work Management Weekly Process Steps

Process Step Description
Do work

Resources carry out the work that has been assigned to them.

Capture data on the progress of work

As work progresses, resources' actual time spent on work is tracked, project managers update milestones and other dates as needed, and the Progressing Engine integrates actual time reported records with all the planning records in the database.

Resources' time can be captured in the following ways:

  • Resources manually enter their time spent through timesheets
  • Time is calculated automatically using Agile costing
Review progress of work

Track and monitor the progress being made on work using tools such as baselines to compare the current status with the planned progress.

For example, project managers can monitor the scheduled and actual dates and track the variance against initial expectations, such as an initial baseline, to obtain a full understanding of the project progress. Then, they can take a new baseline to compare against a baseline taken at the start of the project. This helps project managers have a clear understanding of how a project is progressing in relation to the original baseline and identify where dates have slipped or been brought forward. Any variance from the original project baseline may have financial implications or require the proactive reassignment of resources in order to negate any negative impact on the project.

Plan/re-plan remaining scheduled work Manage the schedule for the remaining scheduled work, adjusting dates and durations if necessary.
Manage exceptions and report on project status and progress

Ensure the project/work status and work details are correct and current, evaluating and reprioritizing any items that aren't going to plan.

Project managers can review or update the status of work on the Work and Assignments screen. Also, project stakeholders can view a summary of work status information on the WRK14 – Project (and Portfolio) Highlight Report, which is a FastTrack analytic.

           

           

Project Planning and Scheduling Process Steps

           

           

Click a process step shape for more information; hover for a quick view of the definition

           

           

           

Define project/work breakdown structure Determine durations and relationships Plan resources Baseline schedule Assign resources

Project planning and scheduling process flow

           

Process Step Description
Define project/Work Breakdown Structure Define the project by building out the Work Breakdown Structure to form the basis of the project schedule. As part of this step, you should also add dates, durations, dependencies, and assign resources to the project. The project schedule consists of any elements in the Work Breakdown Structure (WBS) that exist below the project level in the hierarchy, such as phases, tasks, and activities as well as dates, durations, and categorizations. You can add the relevant associated resource assignment information to produce a full project delivery plan.
Determine durations and relationships Determine the duration of work tasks and establish logical relationships between work items in the project schedule that you defined in the previous step.
Plan resources Plan which resources will work on tasks and activities and populate the project schedule with an accurate and realistic role-based forecast in the form of resource requirements.
Baseline schedule Take a baseline of the project schedule to capture a snapshot of the project's schedule as it proceeds into execution. This schedule baseline provides a record of the planned work phases, tasks, milestone dates, and durations as of the end of the planning phase to track any variances as the work progresses.
Assign resources Assign resources to work on tasks and activities. Resource assignments built out in the project schedule in the form of role-based Reserves and Allocations provide a method of capturing the short-term planned resource effort for named individuals who will be working on projects.

           

           

Other Planned Work Process Steps

           

           

Click a process step shape for more information; hover for a quick view of the definition

           

           

           

Add non-project work Forecast effort/costs Schedule/plan work Assign resources Baseline budget Do work Monitor actual vs. budgeted cost/effort Closure

Other planned work process flow

           

Process Step Description
Add non-project work Create new project/work items in Planview Enterprise One – PRM, including all relevant details about the work, such as a work description and work type.
Forecast effort/costs Capture the high-level estimated resource and non-resource costs that are required to deliver the planned non-project work.
Schedule/plan work

Define the dates and durations of work tasks. Planning and scheduling includes estimating the duration of tasks, defining dependencies among tasks, and plotting out key milestones.The goal is to populate Planview Enterprise One – PRM with the appropriate work tasks to form the schedule in preparation for adding resources to the work in later steps.

Assign resources Build out resource assignments in the work schedule—in the form of role-based reserves and allocations—to capture the short-term planned effort for the resources who will be doing the work.
Baseline budget

Create a budget by capturing a record of the original estimated costs to deliver the work. Project managers can take a baseline of the financial plan to capture a snapshot of the original budget. They can then compare this baseline with future baselines to monitor the progress of the project. Financial Baselines are created by copying the current forecast version in to a baseline version. This can be done manually or as part of a lifecycle step.

For more information, see Understand Financial Models and Versions.

Do work Resources carry out the work that has been assigned to them.
Monitor actual vs. budgeted cost/effort

Monitor the current performance of the work financials against the original budget and use this information to make informed decisions and manage exceptions.

Project managers can use financial versions to compare different financial versions over time.

Closure Change the project/work status to Completed. This provides a record of its status for reporting and ensures that no further time can be reported to the work.

           

           

Financial Management Process Steps

           

           

Click a process step shape for more information; hover for a quick view of the definition

           

           

           

Forecast resource effort costs Forecast non-resource costs Forecast benefits and/or revenue Develop business case Baseline project budget Capture actual costs Manage forecasted resource effort/costs Manage forecasted non-resource costs Manage forecasted benefits and/or revenue Monitor financial performance

Financial management process flows (initial and ongoing)

           

Process Step Description
Initial Financial Planning
Forecast resource effort/costs

Estimate the high-level resource costs required to deliver the work.

​Resource managers can plan resource costs by entering role-level project demand directly into the financial plan in either FTEs or days. This demand is associated with certain resource details such as organizational role and location. The application then determines the costs of the resources based on their attribute categorization and estimated effort.

For the purpose of balancing capacity with demand during investment and capacity planning, an administrator can load the capacity of a cost-center based financial plan for either a portfolio of cost centers or all cost centers. Administrators can load this capacity immediately or can schedule the load.

Forecast non-resource costs

Estimate the high-level non-resource costs required to deliver the work. Project managers can use the Financial Planning Detail Screen to enter this data manually or use expenditures.

Forecast benefits and/or revenue Estimate the financial benefit of delivering the work.
Develop business case

Ensure the project business case attributes are correct and current, which can help drive a business case analytic output.

The business case can include forecast financial data, planned schedule and milestone dates, and the core attributes derived from the organizational data model. Project managers can use the WRK13 – Project (and Portfolio) Business Case report to see a summary of key business case information on a single project or across a portfolio of projects.

Baseline project budget

Build a project budget by creating an initial estimate of the costs needed to deliver the project. Project managers can take a baseline of the financial plan for the project to capture a snapshot of the original budget. They can then compare this baseline with future baselines to monitor the progress of the project. Financial Baselines are created by copying the current forecast version in to a baseline version. This can be done manually or as part of a lifecycle step.

For more information, see Understand Financial Models and Versions.

Ongoing Financial Planning
Capture actual costs

Update the project financial plan with the actual costs incurred in a historical time period to capture an accurate representation of the project's expenditure. This information can be used as a comparison against the project budget or previous baselines to track variances against the estimated spend.

Costs can be loaded from the project plan or captured directly on the financial plan, including the following information:

  • Labor: Labor costs are calculated based on defined labor rates. If time reporting is in use, processed timesheets or Agile costing data are integrated into the project plan and will also be reflected on the financial plan.
  • Expenditures: Non-labor costs can be captured as planned, unplanned, and actual expenditures on the project plan.
Manage forecasted resource effort/costs Ensure the project financial plan accurately reflects the estimated resource costs and effort required to deliver the project. This up-to-date cost and effort information helps managers understand the impact of the pending resource costs of the project on the portfolio.

Make sure that resource demand and assignments information is current to ensure that the financial plan accurately represents the forecasted costs.
Manage forecasted non-resource costs Ensure the project financial plan accurately reflects the estimated non-resource costs required to deliver the project. This helps managers provide an accurate forecast of the predicted expenditure.

Manage forecasted benefits and/or revenue

Ensure the project financial plan accurately reflects the estimated benefits of delivering the project to provide an accurate forecast of the predicted revenue.

Update the benefit costs—which were previously populated in the original estimation or previous rounds of reforecasting—directly into the financial plan to reflect the latest and most accurate forecast. These amounts should continue to be associated with the appropriate benefit sub-account information depending on your configuration to help categorize the revenue and allow portfolio-level summarization of the types of benefits.
Monitor financial performance

Track the current performance of the project financials against the original budget and use this information to make informed decisions and manage exceptions.

Project managers can use financial versions to compare different financial versions over time. For example, to monitor the financial performance of the project against the original budget and earlier snapshots, the current actual and forecast data in the financial plan can be compared against previous baseline versions.

           

           

Change, Risk, and Issue Management Process Steps

           

           

Click a process step shape for more information; hover for a quick view of the definition

           

           

           

Add risk Add issue Add change Transfer or move Close

Change, risk, and issue management process

           

Process step Description
Add risk

Record the risks associated with the delivery of the work, including additional details to describe and categorize the risks. Risks identify and track things that may happen, including their impact and likelihood. Risks require a response or mitigation plan to address them.

For more information, see Creating a New Change, Risk, or Issue (CRI).

Add issue

Record the issues associated with the delivery of the work, including additional details to describe and categorize the issues. Issues identify and track things that are happening now that require an owner to take action.

For more information, see Creating a New Change, Risk, or Issue (CRI).

Add change

Record the changes associated with the delivery of the work, including additional details to describe and categorize the changes. Changes are alterations to a project's scope or expected deliverables. Changes can be a result of addressing a risk or an issue or the result of changing needs from the customer or management.

For more information, see Creating a New Change, Risk, or Issue (CRI).

Transfer or move

Modify the subtype of a change, risk, or issue (CRI) from one type to another (for example, from a change to a risk) or move a CRI from one project or work item to another as needed.

Close

Close changes, risks, and issues when appropriate in a timely manner to help maintain a current overview of the factors affecting a project's progress.

Use the following guidelines to close CRIs:

  • Risks—When they are no longer determined to be risks and have not been escalated or otherwise changed.
  • Issues—When they have been resolved or mitigated.
  • Changes—When all associated actions are finished.

           

           

Outputs, Reports, and Analytics

This solution capability is supported by the following outputs, reports, and analytics.

Type Associated Outputs, Reports, and Analytics Description
Dashboard FastTrack Dashboard WRK101 - Gated Project The Gated Project dashboard provides an interactive view of project progress and performance through the organization’s stage gate process, whether for IT or product development. Project managers, product managers, and gate keepers can visualize and investigate status, scoring and financial performance by gate to understand progress and trends.
Analytic RES03 - Resource Portfolio Supply and Demand Organizational (through a resource portfolio) view of resource capacity and the demand against that capacity. The demand is based on requirements, reserves, and allocations in the project schedules. Data can be pivoted by different resource dimensions, time-sliced in weeks or months, and displayed in hours, days, or FTEs.
Analytic RES27 - Resource Time Analysis Resource portfolio-based report that provides an analysis of timesheet actuals: Work (project) and standard activity split, work analysis by any activity attribute (such as billable/non-billable), standard activity analysis by type, drillable table to detailed activities and timesheet hours.
Analytic RES28 - Resource Scheduled vs Actual Effort Analysis Resource portfolio-based report that visualizes planned (scheduled) effort vs. actual/reported effort. Provides resource/activity/weekly level details of the hours planned for each activity and the hours reported. Additional summary charts allow analysis by work or resource attributes such as role or work type.
Screen Work and Assignments

Lets you do the following:

  • Review and manage projects and other work items, logical relationships, action items, and notes for a work item.

  • Update a work item's entire schedule, manage baselines, calculate functional estimates, and use experience estimating.
  • Access a work item's content and financial planning data.
  • Request, assign, and manage resources.
  • Create and manage assignments within a single project plan.
  • Monitor and respond to resource utilization problems.
  • Search for resources and manage staffing demands, such as creating allocations and reserves when filling unfilled requirements.
Screen Work Portfolio View Gives you both an overview of the work items in a portfolio and easy access to the details of each work item in the portfolio.
Analytic WRK02 - ​Work Portfolio Balance Project or work portfolio-based report that provides project count analysis of projects in the portfolio by a primary and secondary work attribute.
Analytic WRK03 - Project Health Trend Analysis Provides summarization of current condition (red, amber/yellow, and green) status of projects and how these projects have trended historically.
Analytic WRK04 - Project Financial Health Based on an approved financial baseline and the current forecast to complete, this exception based-analytic identifies projects that are financially out of tolerance and are forecasting an over- or underrun on the approved baseline budget.

Analytic

WRK05 - Schedule and Effort Variance Portfolio exception-based analytic that compares the schedule baseline effort and duration to the forecast (scheduled) effort and duration and identifies projects that are forecasting to deliver late or require additional resource to complete.
Analytic WRK06 - Work Portfolio Effort Provides summarization of project/work effort, with a drill-down to detailed project and resource hours.
Analytic WRK08 - Change Request Matrix Change Request Log summary for a portfolio of projects. The matrix is used to classify change requests by two parameterized attributes, including project name. The matrix is drillable to slice/dice the list of change requests. The table shows key change request fields, attributes, ownership, and date information.
Analytic WRK09 - Risk Matrix Risk Register summary for a portfolio of projects. The matrix is used to classify risk by two parameterized attributes, including project name. The matrix is drillable to slice/dice the list of risks. The table shows key risks fields, attributes, ownership, and date information.
Analytic WRK11 - Issue Matrix Issue Log summary for a portfolio of projects. The matrix is used to classify issues by two parameterized attributes, including project name. The matrix is drillable to slice/dice the list of change requests. The table shows key issues fields, attributes, ownership, and date information.
Analytic WRK12 - Portfolio Project Health Tabular summary providing key fields relating to the status of the projects in a portfolio.
Analytic WRK13 - Project (and Portfolio) Business Case Report Summarizes key business case information on the project into a report for project stakeholders and investment review meetings. Includes project attributes and responsibility information, descriptive business case information, milestone information, commentary, and risk lists.
Analytic WRK14 - Project (and Portfolio) Highlight Report Summary of key information on the project into a “one page” report for project stakeholders and project review meetings. Includes project attributes and responsibility information, trend of project condition/RAG/RYG, descriptive information, date and milestone information, commentary, and change request, risk and issue lists.
Analytic WRK15 - Milestone Status Work portfolio-based report that counts and categories milestones across the portfolio. Milestones are categorized according to a milestone type (for example, Governance Milestone, Project Milestone) and grouped as either On Time/Early or Late, compared to the active schedule baseline, or as Dates Not Set, meaning they have not been planned.
Analytic WRK17 - Portfolio Gantt Chart Work portfolio timeline visualization. Parameters to determine the level of detail shown, Gantt bar coloring rules, and time horizon.
Analytic WRK21 - Change Request History Analysis Change Request Register analysis for a portfolio of projects. Used to analyze the volume and type of change requests and rate at which they are being raised and closed. The chart is drillable to slice/dice the list of change requests by a change request attribute or by project name. The table shows key change request fields, attributes, ownership, and date information.
Analytic WRK22 - Risk History Analysis Risk Register analysis for a portfolio of projects. Used to analyze the volume and type of risks and rate at which they are being raised and closed. The chart is drillable to slice/dice the list of risks by a risk attribute, or by project name. The table shows key risk fields, attributes, ownership, and date information.
Analytic WRK23 - Issue History Analysis Issue Log analysis for a portfolio of projects. Used to analyze the volume and type of issues and rate at which they are being raised and closed. The chart is drillable to slice/dice the list of issues by an issue attribute or by project name. The table shows key issue fields, attributes, ownership, and date information.
Analytic WRK24 - Work Project Schedule Effort Detail A work portfolio/project-specific summary of all effort planned against the project, analyzable to the activity, resource, and day.
Analytic WRK25 - Work Project Timesheet Monthly Summary A work portfolio/project-specific summary of all effort report against each project through timesheets.
Analytic WRK28 - Portfolio Scheduled vs Actual Effort Analysis Work portfolio-based report that visualizes planned (scheduled) effort vs. actual/reported effort. Provides resource/activity/weekly level details of the hours planned for each activity and the hours reported.Additional summary charts allow analysis by work or resource attributes such as role or work type.
Analytic WRK31 - Work Portfolio Financial Analysis Work portfolio report that allows the analysis of project and portfolio financial plan data, including effort (FTEs/Days/Hours) or financial data (Cost/Benefit/Revenue). A single financial planning version is selected and the data type selected based on type and/or specific accounts. The slicer can be any work alternate structure or a line attribute of the selected accounts.
Analytic WRK32 - Work Portfolio Financial Burndown Comparison Work portfolio report that allows the comparison of one/many versions of project and portfolio financial plan data, including effort (FTEs/Days/Hours) or financial data (Cost/Benefit/Revenue).
Analytic WRK32 - Work Portfolio Financial Burndown Comparison Work portfolio report that allows the comparison of one/many versions of project and portfolio financial plan data, including effort (FTEs/Days/Hours) or financial data (Cost/Benefit/Revenue).
Analytic WRK33 - Project Cost or Revenue/Benefit Bubble Work portfolio report that can select cost or revenue/benefit based measures from the financial planning data to drive bubble size.
Analytic WRK34 - Work Portfolio Investment Balance Bubble Work portfolio report, based on financial plan data, where the user can select benefit/revenue measures for the X axis, cost-based measures for the bubble size, and a risk-based attribute for the Y axis.
Analytic WRK53 - ​Work Portfolio Balance Dashboard A work portfolio dashboard providing a count of projects in the portfolio, based on different project attributes to aid analysis of portfolio balance.