Project Storyboard

ccppmop1581
The Project Storyboard report shows key aspects of a project that is organized in separate frames. Each frame in the report displays project information such as project dates, project objective, the amount, and cost of resources that are planned and actual, key accomplishments, upcoming activities, current issues and risks, and the project progress toward goals. This report can be used to analyze the project earned value and track work performance to account for cost and schedule variances.
The following image displays the Project Storyboard report with key aspects of a project that is organized in separate frames.
Image displaying the Project Storyboard report with key aspects of a project that is organized in separate frames.
Image displaying the Project Storyboard report with key aspects of a project that is organized in separate frames.
This report runs numerous queries to retrieve the data that is required to populate the report and
can
result in many pages of data being displayed if filters are not applied. Avoid running this report wide open so that only reasonable amounts of data are displayed. Else, you can experience performance issues.
Report Prerequisites
Verify that you have completed the following prerequisites before you run this report:
  • The
    Load Data Warehouse
    and
    Load Data Warehouse Access Rights
    jobs must be run before you run this report. If the Data Warehouse is not populated, the report displays a message that there are no matching records. Also, most of the report parameters do not display options.
  • The status report indicators, status report update, key accomplishments, and upcoming activities are based on the most recent project status report. At least one status report must be completed on the project for the indicators to calculate and the information to display. The status report with the greatest report date and a report status of final, or no value that is selected for report status, is considered the most recent.
  • For the labor hours section, the project must have team members that are assigned to tasks with estimates.
  • For the financial performance section, the project must have budget or planned cost and benefit amounts that are entered on the financial summary of the project. If the project has a detailed budget or cost plan, then the approved budget amount or cost plan amount for the plan of record displays based on the financial plan type parameter that is selected when running the report.
  • The project must have actual hours posted through timesheets, transaction entry, or imported into
    Classic PPM
    to calculate actual hours and actual cost.
  • For the current issues and current risks sections, there must be issues and risks that are entered on the project. The report sorts issues and risks by priority, so the highest priority ones are displayed. Then, the report sorts them by their target resolution date in ascending order.
  • The project must have a baseline for baseline start and finish dates, baseline labor hours, EAC to baseline variance, and earned value amounts to display data in the report.
  • The earned value amounts are dependent upon running the
    Update Cost Totals
    or the
    Update Earned Value and Cost Totals
    jobs. The
    Update Cost Totals
    job is available in the Actions pull-down on the task list or baseline list. The
    Update Cost Totals
    job runs the following items:
    • Runtime extraction of rates (calculates rates that are based on the matrix but does not populate the data mart rate table)
    • Update % Complete
      job
    • Update Earned Value and Cost Totals
      job
      If you want to update costs across several projects instead of updating costs for only one project, run the
      Update Earned Value and Cost Totals
      job from the Reports and Jobs menu. The
      Update Earned Value and Cost Totals
      job from the menu is the same as the
      Update Cost Totals
      job in the Actions pull-down, except it updates all the projects meeting the parameter criteria instead of updating only one project.
Report Properties
The following values list the report properties:
Name
: Project Storyboard
Resource ID
: CSK_PRJ_ProjectStoryboard
Description
: Project Management (PMO Accelerator)
Folder
:
Clarity
/Reports/Project Management/Project Storyboard
Path
: /ca_ppm/reports/project_management/CSK_PRJ_ProjectStoryboard
Data Source
:
Clarity
Data Warehouse Bean Data Source
Report Parameter Options
The following table lists the report parameter options.
Prompt Text
Parameter Name
Type
Input Control Name
Input Control Resource ID
Mandatory
Default Value
Project OBS Type
projectOBSTypeKey_1
Single-select
query
Project OBS Type
projectOBSTypeKey_1
No
Project OBS Unit
projectOBSUnitKey_1
Single-select
query
Project OBS Unit
projectOBSUnitKey_1
No
Project Manager
projectManagerKey_1
Multiple-select
query
Project Manager
projectManagerKey_1
No
Project
projectKey_1
Multiple-select
query
Project
projectKey_1
No
Project Status
projectStatusKey_1
Multiple-select
query
Project Status
projectStatusKey_1
No
Work Status
workStatusKey_1
Multiple-select
query
Work Status
workStatusKey_1
No
Phase Start Date
phaseStartDate
Single value
date
Phase Start Date
phaseStartDate
No
Start of Current Month
Financial Plan Type
financialPlanTypeKey_1
Single-select
list of values
Financial Plan Type
financialPlanTypeKey_1
Yes
Planned
Include Inactive Projects?
includeInactiveProjects
Boolean
Include Inactive Projects?
includeInactiveProjects
No
Unchecked
Database Schema
dwhDBSchema
Hidden
Not applicable
Yes
Passed through
Classic PPM
UI Theme
ppmUserUITheme
Hidden
Not applicable
Yes
Passed through
Classic PPM
Language
ppmUserLanguage
Hidden
Not applicable
Yes
Passed through
Classic PPM
User ID
ppmUser
Hidden
Not applicable
Yes
Passed through
Classic PPM
Parameter Lookup Values
The following values list the lookup values:
Work Status
: Requested, Active, On Hold, Cancelled, Complete
Financial Plan Type
: Budget, Planned
Parameter Explanations
The following list describes the parameters:
  • The Project OBS Type is a cascading parameter and determines which units are listed in the Project OBS Unit parameter. This parameter is not used to control which projects display in the report.
  • The Project OBS Unit parameter displays values that are based upon the Project OBS Type selected. When you select an OBS unit in this parameter, the report displays the projects that are attached to the OBS unit and descendants of the unit you select.
  • The Work Status parameter is associated to the Work Status lookup in
    Classic PPM
    . This lookup is configurable so lookup values can be added, modified, or deactivated.
  • The Phase Start Date parameter allows you to control the project phases that display in the report. Phases beginning on or after the start date entered are displayed in the report.
  • The Financial Plan Type parameter allows you to change the values that are displayed for the financial performance in the report. When you select financial plan type of budget, the report displays budgeted benefit, budgeted cost, EAC to budgeted variance, budgeted ROI, and budgeted breakeven.
    When you select financial plan type of planned, the report displays planned benefit, planned cost, EAC to planned variance, planned ROI and planned breakeven.
    Budget
    . The report displays budget values for the financial performance. 
    Planned
    . The report displays planned values for the financial performance.
  • The project statuses are displayed based on the existing project statuses in the environment such as test, dev, or prod. For example, if there are projects with only Approved status,then only the Approved project status displays.
Report Fields and Calculations
The report displays the project name, project manager, project type, stage, status report date, status, progress, start date, finish date, baseline start date, baseline finish date, days late, project objective, cost amounts, and effort amounts. The effort amounts, in hours, include: baseline, actuals, ETC, EAC, EAC to baseline variance, remaining allocation, and allocation to ETC variance. The cost amounts include: planned benefit, planned cost, actual cost, EAC, EAC to planned variance, planned ROI and planned breakeven. Planned cost amounts can be switched to budgeted cost amounts by selecting the Budget option available in the Financial Plan Type report parameter. Programs and templates are excluded.
The report displays the status report update, key accomplishments and upcoming activities from the latest project status report, and the overall schedule, scope, cost, and effort indicators of the status report indicators. The status report indicators trending arrows show the results of the current status report that is compared to the results of the previous status report. If there is no previous status report or if there is no variance, the indicator displays a rightwards arrow.
The report also displays information about issues and risks. The issue and risk priority distribution is represented in two pie charts. The issue information includes the issue subject, priority, status, target date, and owner. The risk information includes the risk subject, probability, impact, priority, status, target date, and owner information. There are two links available. From the issue and risk lists, it is possible to go to the project issues list page by clicking the "More Issues…" link and to the risks list page by clicking the "More Risks…" link.
The Earned Value Analysis by Phase frame lists earned value amounts by project phase including phase name, start, finish, status, % complete, and the system-calculated values of planned value, earned value, actual cost, CV, SV, CPI, and SPI. This is consistent with how
Classic PPM
displays these amounts on the task properties. By default, phases beginning on or after the start date of the current month are listed. It can be modified by selecting a start date in the Phase Start Date report parameter. Phases are included; tasks are excluded. From this frame, it is possible to go to the project plan by clicking the "Full Project Plan…".
This report contains the following calculations:
  • Days Late
    . Days late displays the number of days late considering the following items:
    • Whether or not a baseline exists
    • Project progress or task status
      If a baseline exists, then days late is calculated as project or task finish date minus baseline finish date. A positive number indicates that the project or task is late according to the baseline. A negative number indicates that it is early according to the baseline.
      If a baseline exists and the project or task finish date is the same as the baseline finish date, then the project or task is considered late if it is not completed and it was due before today's date. In this case, days late is calculated as today's date minus project or task finish date.
      If there is no baseline, then days late is calculated if the project or task is not completed and it was due before today's date. In this case, days late is calculated as today's date minus project or task finish date. There is no calculation for resource assignments so the days late is not populated.
    • Overall
      . This is the overall status field from the project status report. The overall status is a calculated field in 
      Classic PPM
      that is the sum of the schedule status, scope status, and cost and effort status fields on the status report.
      The stoplight color is determined as follows:
      Green= On Track (<40)
      Yellow= Minor Variance (>=40 and <90)
      Red= Significant Variance (>= 90)
      The trending arrow is determined as follows:
      Upwards=Overall Status better than the previous Overall Status
      Rightwards= No variance
      Downwards= Overall Status worse than the previous Overall Status 
      Database view and column:
      dwh_inv_status_report.overall_status
  • Schedule
    . This is the schedule status field from the project status report. The schedule status is determined by the selection of the On Track, Minor Variance, or Significant Variance status option. 
    The stoplight color is determined as follows:
    Green= On Track (10)
    Yellow= Minor Variance (20)
    Red= Significant Variance (30)
    The trending arrow is determined as follows:
    Upwards= Schedule Status is better than the previous Schedule Status
    Rightwards= No variance
    Downwards= Schedule Status is worse than the previous Schedule Status
    Database view and column:
    dwh_inv_status_report.sr_schedule_status_key
  • Scope
    . This is the scope status field from the project status report. The scope status is determined by the selection of the On Track, Minor Variance, or Significant Variance status option.
    The stoplight color is determined as follows:
    Green On Track 10
    Yellow Minor Variance 20
    Red Significant Variance 30
    The trending arrow is determined as follows:
    Upwards= Scope Status is better than the previous Scope Status
    Rightwards= No variance
    Downwards= Scope Status is worse than the previous Scope Status
    Database view and column:
    dwh_inv_status_report.sr_scope_status_key
  • Cost and Effort
    . This is the cost and effort status field from the project status report. The cost and effort status is determined by the selection of the On Track, Minor Variance, or Significant Variance status option. 
    The stoplight color is determined as follows:
    Green= On Track (10)
    Yellow= Minor Variance (20)
    Red= Significant Variance (30)
    The trending arrow is determined as follows:
    Upwards= Cost and Effort Status is better than the previous Cost and Effort Status
    Rightwards= No variance
    Downwards= Cost and Effort Status is worse than the previous Cost and Effort Status
    Database view and column:
    dwh_inv_status_report.sr_cost_effort_status_key
  • Planned Value
    . This is the system-calculated value of budgeted cost of work scheduled (BCWS) or the budgeted amount that you can spend on the project in a given time. It is the sum of the BAC through a point in time. This point in time is the project as of date set on the schedule & performance properties of the project. If there is no as of date, then the calculation uses the current date (that is, today). This calculation requires a baseline. 
    Earned Value
    This is the system-calculated value of budgeted cost of work performed (BCWP) and represents the amount of budgeted cost (BAC) completed based on performance. Performance is measured using the EV Calculation Method that is selected on the project. This calculation requires a baseline.
    The EV calculation method is set in the earned value section of the settings properties on the project. If you want to manage this at the task level, add the EV calculation method field to the task properties and select a value on the task instead of using the value set on the project. The EV calculation methods are as follows:
      • Percent Complete
        . This method is calculated by the product. At the project level, Earned Value is the sum of Earned Value for all level one tasks. At the task level, Earned Value = BAC * %Complete. Note: Percent Complete is the default method if you do not change it.
      • 0/100
        . This method is calculated by the product. If % Complete = 100, then the Earned Value = BAC; else, Earned Value = 0. The % complete field is on the schedule & performance project properties. 
      • 50/50.
        This method is calculated by the product.
        If %Complete = 100, then Earned Value = BAC.
        If %Complete > 0 but < 100 then Earned Value = BAC / 2.
        If %Complete = 0, then BCWP = 0.
        The % complete field is on the schedule & performance project properties.
      • Level of Effort (LOE)
        . This method is calculated by the product. Earned Value = Planned Value.
      • Weighted Milestones
        . This method is not calculated by the product. Use the Earned Value (BCWP) Override field in the earned value section of the settings properties on the project to manually enter earned value. If you are managing the EV calculation method at the task level, you can also add the (BCWP) Override field to the task and enter the earned value at the task level.
      • Milestone Percent Complete (PC)
        . This method is not calculated by the product. Use the Earned Value (BCWP) Override field in the earned value section of the settings properties on the project to manually enter earned value. If you are managing the EV calculation method at the task level, you can also add the (BCWP) Override field to the task and enter the earned value at the task level.
      • Apportioned Effort (AE)
        . This method is not calculated by the product. Use the Earned Value (BCWP) Override field in the earned value section of the settings properties on the project to manually enter earned value. If you are managing the EV calculation method at the task level, you can also add the (BCWP) Override field to the task and enter the earned value at the task level.
  • Actual Cost
    . This is the system-calculated value of actual cost of worked performed (ACWP) and is based on posted actuals. It is the sum of the actuals on the project through a point in time. This point in time is the project as of date set on the schedule & performance properties of the project. If there is no "as of date", then the calculation uses the current date (that is, today). If you have future posted actuals, they are not included in this calculation unless you set the as of date to a date that is the same as or after the last date of posted actuals. 
  • CV
    . This is the system-calculated value of cost variance (CV) and is the amount of what has been accomplished versus what has been spent. This calculation requires a baseline. 
    Formula:
    Earned Value - Actual Cost (or BCWP - ACWP)
  • SV
    . This is the system-calculated value of schedule variance (SV) and is amount of work that is performed versus what is scheduled to date. This calculation requires a baseline. 
    Formula
    . Earned Value - Planned Value (or BCWP - BCWS)
  • CPI
    .This is the system-calculated value of cost performance index (CPI) and is the ration of work that is performed to money spent. A value greater than or equal to one indicates a favorable condition at or under budget. A value of less than one indicates an unfavorable condition of over budget. This calculation requires a baseline. 
    Formula
    . Earned Value / Actual Cost (or BCWP / ACWP)
  • SPI
    .This is the system-calculated value of schedule performance index (SPI) and is the ratio of work that is performed to work scheduled. A value greater than or equal to one indicates a favorable condition of work ahead of or on schedule. A value of less than one indicates an unfavorable condition of work behind schedule. This calculation requires a baseline. 
    Formula:
    Earned Value / Planned Value (or BCWP / BCWS)
Report Security
Security is determined by project view rights.
Starting with Release 14.4, the default status values change from
Minor Variance
to
Needs Help
and from
Significant Variance
to
At Risk
. See the PMO Accelerator Release Notes in the 14.4 edition of the English documentation set.