As we dont store consultant daily rates in Clarity (too confidential), I
must export Open Workbench data to Excel to run my budget. Tedious!

Struggling to get lift off in non-profit programme. Planning new meeting of
key stakeholders. Need buy in. No consensus means low momentum

We automatically generate the weekly status report from the project plan.
Why does this have a perverse effect? Why does the PM lose focus on the
plan?

How to choose Open Workbench views? Use UML use cases to identify the
actors and for each actor, the main uses. Check uses against views. Actors
could be Project Manager or Program Manager or PMO or whatever. Use cases
could be Build WBS, Manage budget, Check Timesheets and so on. It�s best to
limit the use cases to the important ones!

How to choose Open Workbench views? Use UML use cases to identify the
actors and for each actor, the main uses. Check uses against views. Actors
could be �Project Manager� or �Program Manager� or �PMO� or whatever. Use
cases could be �Build WBS�, �Manage budget�, �Check Timesheets� and so on.
It�s best to limit the use cases to the important ones!

In two non-profits, I'm using GroupSpaces for simple project management. One
page per project (a formatted wiki) quickly brings structure. These are
non-profit organisation with zero or few employees, so we must keep things
simple. I use these pages as "seed corn" - in Prince2 terms, I write the
"Project Mandate". The project team then updates the same page (using the
wiki facility) to create a mini-PID; which they subsquently update
periodically to create a rolling highlight report. All on one page. Simple
but very effective. A big thanks to GroupSpaces.