EPM, Microsoft Project and You

 

By: Collin Quiring

 

This is about these Project Server 2007 cube errors:

ProjectServerViewOlapDataRole

Error ID: 17004

Error ID: 26000

 

In my ongoing Project Server 2007 analysis of the cube function, I have run across a few areas where I have had to research and determine what is actually happening.  In this case, I didn’t find much information that pertained directly to my issue.  I provide this information in the hopes that it helps you with similar issues you are encountering, or at least points you in the right direction.

 

On our server, we successfully ran cubes for some time.  Then, I went into the Cube – Configuration screen and I added every “Available Field” that I found in all of the cubes (Project, Resource, Task and Assignment).  That is when the errors started.

 

The cubes stopped building with the following error message in the Cube – Build Status screen:

===== Initiating cube build process =====

[8/18/2009 1:24 PM] Cube build request message has been added to the Project Server queue

===== Verifying and running pre-build server event handler =====

[8/18/2009 1:24 PM] Verifying and running pre-build server event handler

===== Determining database and cube structure =====

[8/18/2009 1:24 PM] Cube build initialization started

[8/18/2009 1:24 PM] OLAP database and cube structure was determined successfully

===== Building database and cubes =====

[8/18/2009 1:24 PM] Cube build session started

[8/18/2009 1:24 PM] Analysis Services session started

[8/18/2009 1:24 PM] 10 of the NT accounts that correspond to users that have ‘View Olap Data’ permission could not be added to the Project Server default OLAP role ‘ProjectServerViewOlapDataRole’

[8/18/2009 1:24 PM] Analysis Services session completed successfully

===== Verifying and running post-build server event handler =====

[8/18/2009 1:24 PM] Verifying and running post-build server event handler

===== Processing OLAP database =====

[8/18/2009 1:24 PM] Process OLAP database session started

[8/18/2009 1:24 PM] Analysis Services session started

[8/18/2009 1:24 PM] Analysis Services session failed with the following error: Failed to process the Analysis Services database Project2007PWA on the ProjectDB2007 server. Error:

===== Process Completed =====

[8/18/2009 1:24 PM] Failed to build the OLAP cubes. Error: Analysis Services session failed with the following error: Failed to process the Analysis Services database ProjectServerCube on the ProjectServer2007 server. Error:

 

Yes, it ended with “Error:” and nothing else.

 

First, the NT account issue is where I thought the problem was – that the permission could not be added to the “ProjectServerViewOlapDataRole”.  The log file lists the account names so finding which accounts don’t have permission is relatively easy.  However, this does NOT cause the cube build to fail – but I didn’t realize that for a while. 

 

In the user permissions within Project Server is the “View Olap Data” permission.  This allows users to read OLAP cube output.  The permission is only checked when the cube is built – and that is part of why the message appears here during the cube build.  The cube adds the user to the ProjectServerViewOlapDataRole during the building of the cube.  The error message appears when a user has the permission but the user’s account is not found for some reason on the Project Server.  A couple of those reasons include Forms Authentication or an account that is active in Project Server, but not in the Active Directory.  In my case, the 10 users were forms authentication users.

 

So, that leaves us with the non-descriptive error message that indicates it failed.

 

Your CBSRequest job failed.  Its current state is FailedNotBlocking.  It was 0% complete.  It entered the queue at 08/18/2009 14:59:04.

 

To get more information about the job failure, please go to Project Web Access.  Select Personal Settings from the left menu.  Then select My Queued Jobs.

 

The errors returned from the queue are as follows:

 Error ID: 17004

 Error ID: 26000

 

Detailed error below – send it to the administrator for more detailed troubleshooting.

 

<?xml version=”1.0″ encoding=”utf-16″?>

<errinfo>

  <general>

    <class name=”CBS message processor failed”>

      <error id=”17004″ name=”CBSOlapProcessingFailure”

uid=”79567be2-7264-4e4e-8862-38233de84d6a” QueueMessageBody=”Setting

UID=00007829-4392-48b3-b533-5a5a4797e3c9 ASServerName= ProjectServer2007 ASDBName= ProjectServerCube

ASExtraNetAddress=ProjectServer2007 RangeChoice=0

PastNum=1 PastUnit=0 NextNum=1 NextUnit=0 FromDate=08/18/2009 14:55:49

ToDate=08/18/2009 14:55:49 HighPriority=True” Error=”Analysis Services session failed with the following error: Failed to process the Analysis Services database ProjectServerCube on the ProjectServer2007 server. Error: “

/>

    </class>

    <class name=”Queue”>

      <error id=”26000″ name=”GeneralQueueJobFailed”

uid=”42c3cbd6-d720-458e-8e7c-6c0348f1f2bf”

JobUID=”f1a6ac66-09a5-4f82-b83f-421c8d3afb35″ ComputerName=”PROJECTSERVER2007″

GroupType=”CBSRequest” MessageType=”CBSQueueMessage” MessageId=”2″

Stage=”" />

    </class>

  </general>

</errinfo>

 

According to Microsoft documentation the error messages mean this:

CBSOlapProcessingFailure = 17004      The OLAP cube processing failed.

GeneralQueueJobFailed = 26000     The queue job failed.

 

Again, not very descriptive. 

 

The simple solution was to undo my prior changes to the Cube-Configuration screen.  The cube then worked fine.  So, I went more slowly through the Configuration screen, adding back only a few fields at a time.  I did this until the cube broke again.  This time, I found a more descriptive error message:

A member with key ‘{52E394C4-169A-44B2-A4B4-85EABE07970C}’ was found in the fact table but was not found in the dimension ‘RBS_Resource’.

 

This led me to discover that I had a resource (long since deleted, but came in from conversion from Project Server 2003) the system couldn’t handle because it apparently existed in some places on Project Server but not in other places.  (The userid owned some SharePoint information, but nothing in PWA itself.)

 

The moral of the story is two-fold (neither of which are new thoughts):

1.        Check the logs and messages BEFORE you make a change.  If I had done that, I wouldn’t have wasted time trying to figure out the NT account issue since that was there when the cube build was working fine.

2.       Don’t make numerous changes all at once.  When I went through the changes the second time, I found the true issue with the cube build relatively easily.

 

 

Just some proof that the cube will finish successfully with the NT account error:

===== Initiating cube build process =====

[8/18/2009 3:01 PM] Cube build request message has been added to the Project Server queue

===== Verifying and running pre-build server event handler =====

[8/18/2009 3:01 PM] Verifying and running pre-build server event handler

===== Determining database and cube structure =====

[8/18/2009 3:01 PM] Cube build initialization started

[8/18/2009 3:01 PM] OLAP database and cube structure was determined successfully

===== Building database and cubes =====

[8/18/2009 3:01 PM] Cube build session started

[8/18/2009 3:01 PM] Analysis Services session started

[8/18/2009 3:02 PM] 10 of the NT accounts that correspond to users that have ‘View Olap Data’ permission could not be added to the Project Server default OLAP role ‘ProjectServerViewOlapDataRole’

[8/18/2009 3:02 PM] Analysis Services session completed successfully

===== Verifying and running post-build server event handler =====

[8/18/2009 3:02 PM] Verifying and running post-build server event handler

===== Processing OLAP database =====

[8/18/2009 3:02 PM] Process OLAP database session started

[8/18/2009 3:02 PM] Analysis Services session started

[8/18/2009 3:03 PM] Analysis Services session completed successfully

===== Verifying and running post-process server event handler =====

[8/18/2009 3:03 PM] Verifying and running post-process server event handler

===== Process Completed =====

[8/18/2009 3:03 PM] Cube build request completed successfully.

 

By: Tanya Foster

So… have you heard about the mega whoosh lately?  This video is causing quite a stir on the internet.  There is a lot of discussion around whether the video is real or fake.  Here’s the background: German engineer Bruno Kammerl created a type of material that he calls Softslide.  He describes it as “almost frictionless.”  His goal is to build the longest waterslide in the world.  So he creates a website, uses Microsoft Project to detail his schedule, conducts tests and uploads videos to YouTube to document his progress.  He had been searching for investors when along comes an investor who provides him with the means to test his water slide in the German Alps.  Check out the test video below!

Amazing right?  Well… maybe not.  According to one website I read, they have stated that they verified it “was a carefully crafted viral ad for Microsoft Project 2007”.  There is still a lot of speculation and only this one site has come out and stated that they had verified that it was fake.  Now I don’t know… the video looks pretty real to me, but I’m no expert on computer tricks and graphics.  If it is just a clever Marketing tactic, I have to say it’s a pretty good one!  This video has gone “viral” and continues to get thousands of hits every day.  It’s created lots of discussion and Microsoft is mentioned in most of the posts that I have read whether the post is positive or negative… they’re still getting the word out on Microsoft Project.  I did go to the actual site and Bruno does have some screenshots of his project plan on there and does a great plug for Microsoft Project.

 

 

So… tell us what you think and why.  Marketing tactic or real project?   (Either way… I still enjoy the video!)

 

By: Collin Quiring

I know that this says it is part two, but, this is even more basic than the part one information.  I should always “start at the beginning” (see my post about pre-project assumptions).  But, I received this question which I had made the assumption was a commonly known fact already.  The question was:  What is a cube?  So, here is that answer in relation to Project Server.

According to Microsoft, they are:

Portfolio Analyzer Online Analytical Processing (OLAP) cubes are a powerful reporting and analysis feature in Microsoft Office Project Web Access that enables you to perform complex analysis of project data. OLAP cubes contain task, resource, project, assignment, issues, risks, and commitments information that team members can readily browse by using PivotTable data and PivotChart views within the Portfolio Analyzer page.

 

Or, put more simply – they are a great way to slice and dice data.  The system will process data on a schedule and put it together in such a way that we can have reporting information that would otherwise require large amounts of time for query building and processing time.  Cubes are a one stop shop for data and can be used in other reports or exported to Excel. 

 

A picture is worth a thousand words so I will use them to demonstrate.  A simple cube organizes information in an easy to use way (like putting all the information about a specific Resource in one place):

 

 

 

 

 

 

 But, sometimes we want that information in a bit more complex view:

 

 

 

Other times, we want to combine information from all over Project Server:

 

 

 

 

 

 

And, sometimes we just want a huge mish-mash of data in one place:

 

 

 

 

However we want to see the data, a cube is an efficient method to put it together.  And, once built, the cubes can be used by other reporting tools and views within Project Server.

 

Artwork for last image found at:  http://www.flickr.com/photos/sun_light_art/864227409/

By:  Collin Quiring

I have been teaching Project Server 2007 Cube Building lately.  To me, this means diving into the tool and testing its capabilities so that I am prepared for questions and “what if” scenarios.  I will probably be posting a time or two on some of my discoveries.  But, I have noticed that there appears to be little information about the very basics on cubes.  Like the differences of the cube types.  There is LOTS of information on setup, configuration, modification, reporting capabilities and so on, but almost everything I find seems to assume that you know what cubes are being created and some of the definitions.  There is also some terminology that is used interchangeably (but probably shouldn’t be).  For this article, I am referring to “OLAP cubes” which might be called “cubes” or “Data Analysis” or “Reporting”.

 

So, with information combined from the Project Server 2007 SDK and my discovery, I provide this list about some fundamental information and short definitions.

The OLAP database for Project Server includes a total of 14 default cubes for enterprise project management (EPM) reports, rather than the one cube in earlier Project Server versions. Following are the eight primary EPM cubes:

·         Project Non-timephased – Data allowing cross project and master project reports

·         Task Non-timephased – Task non timephased data

·         Resource Non-timephased – Resource non timephased data

·         Resource Timephased – Resource timephased data

·         Assignment Non-timephased – Assignment non timephased data

·         Assignment Timephased – Assignment non timephased data

·         Timesheet – Specific Timesheet dimensions (Timesheet Project, Timesheet Task and Timesheet Resource) for data   (see note below)

·         EPM Timesheet – Timesheet and EPM dimensions (Project, Task and Resource) with timesheet measures.

Following are the three default Windows SharePoint Services cubes:

·         Risks – WSS risks data

·         Issues – WSS issues data

·         Deliverables – WSS deliverables data

Following are the three default virtual cubes that combine data from regular cubes:

·         MSP_Project_Timesheet combines the Assignment Timephased, Resource Timephased, and EPM Timesheet cubes.

·         MSP_Project_WSS combines Project Non-timephased, Issues, Risks, and Deliverables cubes.

·         MSP_Portfolio_Analyzer combines the Assignment Timephased and Resource Timephased cubes. The Portfolio Analyzer cube is backward-compatible with the Project Server 2003 MSP_Portfolio_Analyzer cube. You can add the resource availability calculated measure to MSP_Portfolio_Analyzer.

The next question that I am often asked is about the difference between “timephased” and “non-timephased”.  The definition of timephased data means that it is information about a task, resource or assignment distributed over time.  Simply put, it means that a time component exists.  For example, the difference between the Resource Non-Timephased and Timephased cubes is that the timephased one has the dimensions and measures for Time, Fiscal Time, Base Capacity and Capacity while the non-timephased has dimensions and measures for Resource Type, Standard Rate, Overtime Rate, Cost per Use, and Resource Count.

This often leads to a question about the definition of dimensions and measures.  A dimension is used as a pivot for analyzing and providing more detail.  A measure is the detail information associated with different dimensions to provide more detail or as a summary.  For example, in the Resource non-Timephased cube, “Cost Per Use” is a measure and “Resource Type” is a dimension.  There are also calculated measures that you can create but that is beyond the goal of this article.

Note for Timesheet cube (from Project 2007 SDK):  This cube contains specific Timesheet dimensions (Timesheet Project, Timesheet Task and Timesheet Resource) for data that has been entered in a timesheet. That is, resources that haven’t submitted any timesheets will not be part of the Timesheet Resource List dimension. This enables some historical reporting on timesheet data, so if a resource becomes inactive but he/she submitted timesheets, the submitted data will remain in this cube.           

 

By:  Collin Quiring

When starting a project, everybody involved has a set of assumptions that they bring about the project.  Some are about how it should be done, how best to do it or who should do it and so on and so on.  But, there are another set of assumptions that I will call “Pre-Project assumptions”.  Some people might even consider these “givens” or “obvious” and not assumptions at all.  Culture (any type – organizational, geographical, etc), philosophy, personality type(s) and a myriad of other work and non-work variables produce pre-project assumptions .  And, usually these are the non-spoken, non-discussed part of the project.  Sometimes, as my airplane example below shows, they are celebrated by an organization as a market differentiator.

 

Even though these are hidden, pre-project assumptions affect every project that the organization does.  And, it affects the project BEFORE the project ever gets going.

 

Here is a high level example to better explain what I mean.  If a Project Manager is tasked with a technology project to “Add a new server” to the company’s computer system there a whole set of assumptions that affect the project before the PM starts looking for more detailed information.  Some of those pre-project assumptions might be:

1.       Since we are a Unix based computer center, we will add another Unix server.  (Or, Windows Server for a Windows based center, etc.)

2.       This new server will be for a business application.

3.       Since I am the PM and I don’t work in procurement, “Add a new server” means I only have to worry about the software and application and not the hardware.

4.       I know a certain operating system better than the others, so that is the one I will make work with this new server – no matter what.

(Not all pre-project assumptions are bad to have – like assuming that adding a new server at a company is for a business application and not for those wanting to play Halo online.)

 

So, what’s my point?  Well, pre-project assumptions affect every project – and need to be addressed!  A Project Manager needs to know what they (and other stakeholders) are assuming from the very start and so should the team members.  There may be quick, easy and solid agreement among the team about what those assumptions are – but it should be discussed.  Some pre-project assumptions are naturally discussed as the project is assessed (like the operating system might be determined by the server type), but most are not talked about.

 

What got me thinking about this in general is an example of pre-project assumptions with deadly consequences.  After the crash of Flight 447 on June 1, 2009, I learned about a critical set of pre-project assumptions that Airbus believes in.  They have the philosophy that technology is less fallible than human intervention.  They believe that the technology of the plane should override the pilots’ actions – or make it very difficult for a pilot to make the “final decision” about any action.  This is not the philosophy of Boeing.  The Boeing philosophy is that the pilot can easily override the technology of the plane.  (At the time of this writing, it is widely believed that the plane crashed mainly due to computer malfunction.)

 

So, when a Project Manager at Airbus is asked to “Build a Plane” they have the pre-project assumption that the technology put into the plane can’t be overridden by the pilot.  This affects the decisions of the project before the first work package is every built or a schedule is put on paper.   The same project at Boeing to “Build a Plane” has the opposite assumption.  The pre-project assumptions that each company has affects the cockpit design, the control systems, displays and other features.  These can have life-and-death consequences.  People can argue amongst themselves about which assumption is right or wrong but this is one assumption that affect how each company builds a plane.

 

Think of this from a customer point of view.  If you are an airline about to purchase a new airplane it would be good to know about this assumption because it affected the design of the end product.  Both manufacturers have similar technology on their planes that does the same basic functions so this isn’t about who has the better wiring.  And, this philosophy may not be reflected in the final price of the plane or a visual difference between the two planes, but the pre-project assumption affects how the plane works.

 

While most Project Managers don’t deal with life-or-death pre-project assumptions, they do bring a set of assumptions with them that affect the end product.  The assumptions might be subtle, they may affect only the schedule and not the end product or it may be obvious to the end customer.  Either way, the pre-project assumptions should be addressed because they will affect your project!

 

 

Review Source:  http://www.seattlepi.com/business/boe202.shtml

 

BY: Tanya Foster

Today we’re going to talk about the Scheduling information for our new project that we created last time.

The Start and End date are required fields. These dates are the expected Start and End dates of the project. To set the Start Date, click on the calendar box next to the Start Date field. This will open up a calendar dialog box. Pick your expected start date from the calendar dialog box. Once you click on the date, the dialog box will disappear. Next, do the same thing for the expected End Date. For our project, I have chosen 8/10/09 as the Start Date and 8/10/10 as the End Date.

These next two fields are not required to be filled in when you first create your project. They can be added or modified at a later date. The Start No Earlier Than field is for you to put in a fixed start date for this project. It’s stating that this project cannot start any earlier than the specified date. The Finish No Later than field is for you to put in a fixed finish date. It’s stating that this project cannot finish any later than the specified date. We are going to say that our project can’t start any earlier than 8/01/09 (because we have some key resources who won’t be finished with their current project until then) and can’t finish any later than 10/01/10 (because our Employee Suggestion program is going live one week later and we have to have everything in place).

 Our next field is the Benefits Start field. This field is the date when the project benefits start to materialize. This is typically the end date of the project, but depending on the project, you may choose to use the start date. We’re going to use our expected End Date as our Benefits Start date.

We’re going to skip over some of the fields that aren’t required fields. If we went through every single field, then I might just be writing myself out of a job!

The Project Requester and the Project Manager positions can be held by the same person or by two different people. The person who enters the project into the Builder module is the one who selects their name for the Project Requester and also selects the name of the Project Manager. The Project Requester will “own” the project proposal until it is approved and then ownership will transfer to the Project Manager.

Now that we’ve entered all of our required fields (and some that aren’t), then we will go ahead and add our project.

If we go back to our Scorecard, we should see our new project listed under the HR area.

We have now successfully created a new project under an existing program. Stay tuned for more blogs on how to use this great tool!

By: Collin Quiring

 

This is a more technical blog entry than most of the ones that we put here.  However, a lot of time and effort was spent on this and if I can save somebody else from having to expend that much energy I am happy to do it!

 

First, the error message:

Source: Windows SharePoint Services 3

Category: General

Event ID: 6875

Type: Error

 

Error loading and running event receiver Microsoft.Office.Project.PWA.WSSEventReceivers.PSDBUpdater in Microsoft.Office.Project.Server.PWA,Version=12.0.0.0,Culture=neutral,PublicKeyToken=71e9bce111e9429c. Additional information is below.

 

: System.Web.Services.Protocols.SoapException: ProjectServerError(s) LastError=GeneralSecurityAccessDenied Instructions: Pass this into PSClientError constructor to access all error information at Microsoft.Office.Project.Server.WebService.PWA.ObjectLinkProviderUpdateItemLinks(ObjectLinkProviderDataSet dsOlp, PWSLinkDataSet dsPws)

 

Second, the key items of the technical setup:

                Project Server 2007, SP2

                64 bit server

                Windows Server 2003, SP2

                Internet Explorer 7, most recent patches/updates

                Windows SharePoint Services 3.0, SP1 + Infrastructure Update

                SQL Server 2005 SP3 (separate server)

 

Third, the search:

Google (and Bing) searches came back with a few results but not many ideas for resolution.  We dug through various logs on both servers, including the SQL Server logs – but to no avail.  The log information was either a duplicate of the error message or less descriptive.  According to Microsoft, a potential solution would be to run a repair of SharePoint (http://technet.microsoft.com/en-us/library/cc560963.aspx). 

 

We ran the repair but there was no change.  After banging our heads on our desks for a while, it was discovered that the error messages seemed to be following a pattern – somewhat random, but a pattern nonetheless. 

 

Fourth, the solution:

That is when Bruce figured out the solution for our situation.  The errors occurred whenever somebody was trying to add a document, issue, risk or try to link one of those items to a task.  AND, this could happen whenever a schedule was published (I guess it tries to “refresh” all the links?).  So, on every publish that had issues/risks/documents or other links with SharePoint or PWA the error would show up.

 

We modified the permissions for the correct security groups to allow “Create Object Links”.  Since then, all appears to be resolved for THIS error.

 

Fifth, the new error:

We no longer see the error message that we were getting.  However, we do see that we have a new issue – which I think is a Microsoft Project code issue and not necessarily something that we can resolve (but I am willing to be corrected!).   This is the message we get:

Error loading and running event receiver Microsoft.Office.Project.PWA.WSSEventReceivers.PSDBUpdater in Microsoft.Office.Project.Server.PWA,Version=12.0.0.0,Culture=neutral,PublicKeyToken=71e9bce111e9429c. Additional information is below.

 

: Unexpected end of file while parsing Name has occurred. Line 1, position 256.

 

We believe this is because we have a few documents with super long titles.  After we modify the name of the document to be shorter, we do not get this error message.  So, unless somebody tells me otherwise, we are going to go with that theory and try to use “normal” length document titles.

In looking at the number of Microsoft Certified Professionals worldwide I am amazed at both how many people have proven their expertise by taking the tests and by how few have taken those tests in the Project Server area.  A certification, combined with real world experience, is a valuable commodity and we are proud of the fact that we have three separate individuals certified in Microsoft Project and Microsoft Portfolio.

 

We have certifications in MCTS (Microsoft Certified Technology Specialist), MCITP (Microsoft Certified IT Professional) and MCT (Microsoft Certified Trainer).

 

 

In case you are interested, here are the numbers of Microsoft Project certifications worldwide:

MCTS Certification                                                                       Number

Enterprise Project Management with Microsoft Office Project Server 2007          1181

Managing Projects with Microsoft Office Project 2007                                          2707

Microsoft Office Project Server 2007: Configuration                                              815

 

MCITP Certification                                                                        Number

Enterprise Project Management with Microsoft Office Project Server 2007          505

 

MCT Certification                                                                          Number

Microsoft Certified Trainer                                                                                     15,250

 

 

 

Source:  http://www.microsoft.com/learning/en/us/certification/cert-overview.aspx#tab5

By:  Tanya Foster

Last time, we began the process of creating a new Project in Portfolio Server.  Below is a screen shot of the entire Project Info tab that we will have to fill out.  I wanted you to see the entire screen, but we are going to focus on a few fields.  I know this seems like a lot of information, but in order for Portfolio Server to be able to tell us which projects will be best suited for your company’s business objectives, we need this information for it to make good choices.

 

 

 

Let’s start with the first series of information.  First, you’ll notice that there are some fields that have an asterisk beside them.  These fields are required fields and must contain information before the project can be saved.  Keep in mind that these are Portfolio Server’s default fields.  You may want some specific fields of your own and that’s fine.  You will just need to have your Portfolio Server Administrator add the fields for you.

I have added a name called “Employee Suggestion Database”.  This will be the name of our project.  Next, I clicked on the down arrow next to Project Class.  There are two default project classes, Major Project and Non Major Project.  This is going to be a non major project. We won’t get into the workflow piece now, so we’ll just leave ours N/A

Next we’ll look at the Project ID field.  I have manually typed 0001 into this field, but you can set Portfolio Server up so that it will automatically assign a Project ID to each new project.  You will notice that Portfolio Server automatically puts the date in the Creation Date field.  There are several default project types, Regulatory, Business Growth, Infrastructure, Development, Enhancement, and Internal Efficiencies.  I’m going to choose Enhancement for our current project. 

Now it’s time to select our areas impacted.  Click on the black triangle next to the “No items selected” section of the Areas Impacted.  This will open the drop down menu with the default Areas Impacted list.  You can select multiple areas, but in our case, we’ll only click in the box next to HR.

Our next two fields have to do with funding.  There are two types of default funding choices to choose from, Gated and Full.  Click on the drop down arrow to get your types of funding list.  For our example we’re going to choose Full.

 

And finally, we are going to select whether or not the funding for our project was planned.  Click on the drop down arrow to get the Funding for Project Planned list.  There are three default options to choose from, Fully Funded, Partially Funded, or No Funding.  Since we’re in the land of make believe here, of course our project is fully funded!

We’ve completed the first part to the information needed for our new project.  Tune in next time to learn about the Schedule information we need to fill out next!