Professional Services Work Management
The Professional Services Work Management capability’s enablers include Planning and Scheduling, Changes, Risks, and Issues, and Execution and Tracking. Each capability within the Planview Capability Framework has a distinct set of features and functionality, business processes, best practices, and analytics and reports that deliver value to customers in the form of specific business outcomes.
Enablers and Business Outcomes
Planning and Scheduling
Provides work managers with the ability to view and manage all work details. They can develop the schedule or plan by defining the timeline, milestones, activities, and resources required to deliver the work. Resulting business outcomes include:
- We can implement a standardized work planning and scheduling process for projects and other planned work.
- We can plan work milestones and categorize these milestones to drive project status reporting.
- We can define the phases of work or activities at a detailed level that supports resource forecasting and planning.
- We can forecast the effort required to deliver the work, expressing this demand against the relevant organizational and resource type.
- We can use schedule templates to apply planning standards and to drive consistency and efficiency.
Changes, Risks, and Issues
Supports the definition and classification of change requests, risks, and issues and the tracking of any subsequent actions, approvals, or escalations. Resulting business outcomes include:
- 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 their impact on the successful delivery of projects.
- We can measure the volume of project issues and categorize them to identify projects that could deliver late, 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.
Execution and Tracking
Supports the project manager to manage the project through the execution/delivery stages and to report on the overall status and health of the project. Support the management of all work types, whether project-based or lights-on work. Resulting business outcomes include:
- We can monitor actual effort reported to timesheets and determine how this effort has contributed to project progress.
- We have a single, timely, and accurate organization-wide view of project status, with all reporting needs being met from this single version of data.
- We can view portfolio level status reports based on project status information.
- We can compare the performance of a project against financial and schedule baselines and schedule variance alerts, ensuring that remedial action takes place.
Processes and Reports
Professional services work management provides project managers the ability to develop a services work plan or schedule by defining the timeline, milestones, activities, and resources required to deliver the work. This capability allows work managers to define and classify risks, issues, and change requests, track and manage project execution and delivery, and report on the overall status and health of projects.
Project Planning and Scheduling Process Steps
|Define project/work breakdown structure||
Create a new project to form the basis of the project schedule. In the Work Plan, build out the work breakdown structure (WBS) by adding work items such as sub-projects, milestones, tasks, and sub-tasks. As part of this step, you can define the project start and end date, duration, and dependencies.
The project schedule consists of any elements in the WBS that exist below the project level in the hierarchy, such as projects, milestones, and tasks, as well as effort, dates, and durations. The WBS can be displayed as a grid or as an Interactive Gantt view; this view also provides alternative project schedule views in the Gantt settings, such as critical path, baseline, or baseline vs. actuals.
For more information:
|Determine durations and relationships||
Determine the dates and durations of work items and establish logical relationships between work items in the project schedule you defined in the previous step, such as establishing a successor or using Shortcuts to add inter-project dependencies to the plan.
As a best practice, update the Work (effort) or Duration column in the Work Plan for each work item, and have the system automatically calculate the work item start and due dates.
For more information:
Estimate the effort required to deliver the work at the project-level or for individual work items; define resource effort in the Work (effort) column using the Work Plan grid view. Use the Work Plan Resource Planning view to check resource availability and assign resources to projects.
For more information:
Create a Work Plan baseline to capture a snapshot of the project's schedule as it proceeds into execution.
This schedule baseline provides a record of the planned work tasks, milestones, dates, and durations to be monitored and compared to actual progress.
To view baseline values and variances, add them to Work Plan columns, or search for them in the project Property card. Baseline variances can also be viewed on the resource level in the Resource Planning view in the Work Plan.
View resource availability and assign resources to work items using the Work Plan Related Panel, or the Resource Planning view, where project managers can detail out resource assignments by day, week, or month. If multiple resources are assigned to a work item, by default effort is spread equally across the resources, but can be adjusted on an individual basis.
Note: the project work load is automatically assigned to the project manager until it is assigned to a resource.
Change, Risk, and Issue Management Process Steps
Risks identify and track things that may happen, including their impact and likelihood, and require a response or mitigation plan to address them.
Create standalone risk case types in the Risks module. Add details to the Risk Properties card to describe and categorize the risks (e.g. risk rating), then associate the risks to one or more work items in the Add Related Panel.
For more information:
Issues identify and track things that are happening now that require an owner to take action.
In the Issues module, create and record the issues associated with the delivery of the work, including additional details to describe and categorize the issues.
|Convert to change||
Changes are alterations to a project's scope or expected deliverables. Changes can be the result of addressing a risk or an issue, or the result of changing needs from the customer or management.
In the Requests module, create requests then associate them to the delivery of a work item in the Request Properties card. Include additional details to describe and categorize the request.
Requests that capture changes to project scope, timeline, or budget can be converted into a change request once approved.
Requests that are used as an idea intake can be converted into a project request once approved—however, the most efficient method is to create a new project then mark its state as Requested. Managers can view all projects by type such as requested or approved.
|Transfer or move||
Convert a change, risk, or issue from one case type to another (for example, from a change to a risk) or move a change, risk, or issue from one project or work item to another as needed.
Risks, issues, and changes can be associated to projects or work items as well as converted to other case types in the Property card.
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. Establish automatic workflow rules to automate resolving a case once a work item is complete.
Use the following guidelines to close changes, risks, and issues:
Execution and Tracking Process Steps
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, and project managers update milestones and other dates as needed.
Resources' time can be captured the following ways:
|Review progress of work||
Track and monitor work progress using baselines to compare the current status with planned progress, or use Project Roadmaps and the interactive Gantt tool for planned vs. actual, critical path, or other views of the Work Plan.
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 save the Work Plan as 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.
Review and update the status of work in the Work Plan, and generate related status reports.
Reports, Outputs, and Analytics
There are a number of standard reports related to project management. These can be run with specific filters to see the desired outputs. For more information, see Project Manager Reports, Project Highlight Report, and the Period Project Report (PPR).
Additional reports and dashboards can be created by the administrator and shared with the organization and appropriate team members.
Professional Services Resource Management
This capability supports the viewing and managing of an entire resource pool, enabling the assignment of the right resources at the right time for more efficient and profitable project delivery across all engagements.Read more
Billing and Revenue Recognition
This capability streamlines the billing process, allowing for flexible customer invoicing that supports different business models, while also ensuring real-time visibility into services revenue and flexibility for revenue recognition.Read more
This capability supports the creation of new engagements out of opportunities by creating visibility into the pipeline, streamlining quotes and statements of work (SOWs), and accurately capturing billing agreements.Read more