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Professional Services Work Management

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.

Processes and Reports

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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.


Planning and Scheduling Process Steps


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Planning and scheduling process flow

Process Step Description
Initiate project

Create a new project for the engagement. Utilizing predefined templates can optimize project creation by allowing you to efficiently create work in the formats required to support specific business models.

Documents used for billing, such as quotes, statements of work, or contracts, may be included in a project or work item by adding a file. If a project or milestone used to create a template includes documents, those documents will be included in the template.

For more information:

Set billing type

Set the billing type to align with the business model being utilized for the engagement: 

  • Fixed Price – expected revenues for the completion of the work are agreed to in advance and do not change.
  • Fixed Price Milestones – expected revenues are agreed to in advance based on the achievement of certain milestones.
  • Time and Materials – expected revenues are earned with the performance of work, even if work packages are not completed.
  • Mixed – a combination of these types.

The billing type controls the planning and tracking of revenues and provides time-phased visibility into billable work items based on the type selected.

For more information:

Define work breakdown structure and schedule

Build out the work breakdown structure (WBS) in the Work Plan 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. Project work should be aligned to the billing type set.

The project schedule consists of any elements in the WBS that exist below the project level in the hierarchy. These may include 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 versus 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:

Plan resources

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:

Baseline schedule

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.

Assign resources

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.

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


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Change, risk, and issue management process flow


Process step Description
Add risk

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:

Add issue

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:

  • Changes – When all associated actions are finished.
  • 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.



Execution and Tracking Process Steps


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Execution and tracking 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, and project managers update milestones and other dates as needed.

Resources' time can be captured the following ways:

  • Resources submit timesheets or report time directly on reportable work items.
  • Resources can also update progress by entering % complete, actual effort, or remaining effort directly on work items.
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 versus actual, critical path, or other views of the Work Plan. Multiple baselines may be saved in Planview AdapativeWork.

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.



Professional Services Work Management Reports

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 ReportsProject 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.