该项目经理的汇报图为自动生成，每个用户只需指定自己的上级，和所属组织 head 即可

常见问题

针对动态变化的项目而开发出来的项目群（项目丛）协调工具，在任何一个时间节点，使用本工具后各项目之间的人力分配能达到最优，项目明显顺利，公司用人成本也会明显减小。

对所有的浏览器都做了兼容性处理，但在微软的IE和Edger上运行较慢,不建议使用 其他浏览器的响应速度都很快。

1)企业管理层，他们需要知道现在和将来各部门人员工作饱和度以及相应的费用，据此做出是否开新项目，是否取消项目，是否招人裁员的决定

2)服务于以上需求的经理人，他们会根据所有的项目计划作出各部门的 用人计划，通常他们是部门主管（比如软件经理），项目经理，财务人员，有时人事部门也会介入。

1) 动态变化的人力资源负荷曲线 简单的拖拽滑块，就可得到一个项目需求和人员工作负荷平衡的计划， 用手工的excel表格来做会非常麻烦，要各个项目、各个部门计划、汇总，调整，再汇总，反复数次才能产生一个让现有人员任务饱和度最优的计划，据此公司才能做出招人或者减员的决定。

2) 样板项目 - 用简单的样板项目机制，项目经理可以省去录入自己项目人员配置的时间，只需要选择合适的样板，并选择开工时间，一个新的项目人力资源计划 就做完了, 可能只需要一分钟，一个公司可以制定统一的样板项目，以避免各项目经理计划的差异度。

3) 动态财务统计 - 财务人员可以从她们繁重的的excel表格中解放出来了，工具会自动生成两张财务报表：从团队费用的角度和从项目费用的角度， 鼠标拖动项目滑块时报表数据会动态变化。

总共有3个角色：组织者，项目负责人，观察员：

1) 组织者 会为每个团队定义人数，人均费用，其他角色都无权输入这些信息，这是整个工具的基石；

2) 项目负责人 会为项目输入按月份计算的人力资源配置，项目的起始时间和跨度可以通过鼠标拖拽实现；

3) 观察员 ，通常是职能部门经理（如硬件经理），可以看到项目负责人账户的所有信息，但无权修改，只能试着调整曲线找到自己团队最佳人力资源平衡点（每个月的任务饱和度都是100%为最优），但改动无法上传到服务器，可以导出到本地excel文件，发给项目经理修改；

项目观察员没有 自己账户， 他用项目负责人的账户登录，但用’观察员‘密码；

可以在账户菜单中设置自己的观察员密码,该菜单在登录成功后会显示出来；

通过每个用户建立上下级关系： 项目经理可以指定自己的上级，上级通常管理若干个项目经理， 能看到所有下属项目汇总后的人力资源负荷曲线；
这种上下级关系层级没有限制，但最上层一定是组织者，不指定上级的话组织者就默认为其上级；

用户注册后会被提醒要挂靠组织者账户；；

初次使用的用户，建议把自己设为组织者，看软件如何工作，之后再修改关联到正确的’组织者‘和’主管上级‘账户；

在一个机构中，只能有 唯一一个 组织者账户存在；

只有项目的负责人才能上传修改的数据到服务器, 主管上级也不可以。

因为主管上级和人事主管能看到下级的项目，所以在项目列表中，我们通过颜色加以区分, 绿色是自己的，可以上传, 灰色是别人的不可以上传（所以，用户登录之前只是访客角色，所有项目都是灰色的)。

是必须的，如果您公司决定使用本工具，应先创建一个组织者账户，并录入团队结构信息（团队名，定额，月均费用), 之后其他人员才可以据此做他们的计划 。

不是，您可以先删除试用页面下的项目团队设置，换成自己的，并通过导出功能把每个项目的时间安排和人力计划存成本地excel文件，但您无法和团队其他人在系统内协同工作，不过拿自己的项目群找找感觉是没有问题的，也不用担心安全问题。

总部的全球研发总监承担‘组织者’角色，他创建了如下团队：软件-美国， 软件-欧洲，软件-中国，并输入了相应的定员数量，人均费用；

美国的研发主管手下5个项目经理承担‘项目负责人’角色，6个职能团队（比如软件）经理承担‘观察员’角色，他们都关联全球研发总监的账户为‘组织者’角色，从而加入进这个组织；

项目经理们根据产品需求选择合适的样板项目，邀请6个职能团队经理审核， 他们提出一些修改意见，比如周期要稍微加长，或者某个月要稍微增加些人手，项目经理修改完后，通知美国的研发主管；

该主管等全部6个项目经理都完工后，登录系统，他看到了汇总的项目需求和人力资源负荷曲线， 他发现软件团队人力需求在7月份超了50%以上，尝试调整了其中两个项目的开始时间，最后达到所有团队的负荷曲线都在100%附近微小波动，他于是要求项目经理按着他的调整修改时间。完工之后通知总部的研发总监；

总部的研发总监等所有三个研发中心都做完计划后登录，他看到了所有项目团队的汇总，人力负荷都是平衡的，但他发现公司最重要的一个项目没有在CES展会之前完成，他很生气，要求砍掉别的项目来保这个项目按期完成。

美国，欧洲，中国研发主管一起开电话会议，商讨对策，他们用老板的账户登录，但用观察员密码，尝试看砍掉不同的项目后人力资源的负荷情况，最后决定了要砍掉哪两个项目，并通知相应的项目经理修改。最后大老板很高兴。

这事完了之后，公司创建了一个新的样板项目，起名‘用人很多但周期很短的CES参展项目’，这样大家以后都可以复用这个样板了。

老板承担了项目负责人，组织者、上级主管三个角色，他的部门经理是观察员角色，老板只需要在账户设置中添加’观察员’密码即可，部门经理们可以用老板的账户登录，但用观察员密码，这样他们就能看到项目的资源配置，并给老板相应的反馈。每个季度更新一次，老板通过查看 人力资源负荷曲线和财务统计就能对自己公司人员的工作负荷和相应的财务支出了如指掌，比如他一年下来要给闲置人员付多少工资，他通过员工加班又能省下多少用人成本。

Q&A

A project portfolio management tool, good for resource annual plan, resource conflict management across multiple projects.

The performance on IE and Edge browser is bad, it run very slow, suggest you don't use them, all other browser is fine.

1)Top manager who want know employee workload at any time, so he could make decision of project kickoff/delay/cancel or recruiting/layoff based on that.

2)The people who work for above needs: init resource plan based on project needs, and update it monthly, normally they are team leader (software manager...), project manager, finance people, sometimes, HR people.

We know all above people is suffering from this work,they hate it because it's not easier to have a dynamic picture from time to time.

1) dynamic resource curve by simple drag and drop slider bar, planning people could easily get a balanced plan for project and resource, it's difficult do that by using excel sheet since they had to mannulay adjust the data again and again.

2) template - Project manager could be released from manually editing the resource assignment thanks to simple template mechanism, once multiple template projects was settled down, they just need choose the suitable template, set the start date, give a name, then new project resource plan is done, just in 1 minutes.

3) finance report - finance lady could be released from their heavy excel operation, since the tool will automatically create a finance report, that is from both team cost view and project cost view , it will be dynamic changed with the mouse drag&drop.

There are 3 roles in the tool: organization head, project owner, project reviewers.

1) org head will define the headcount of each team, average cost of each team, and he will input these data to the tool, all other 3 roles's work is based on his input, it's steptone of tool.

2) Project owner will input the project resource assignment for each month, project range and the start date of project could be adjust dynamically by drag the slider bar

3) Project reviewer will review the project resource assignment for his team, normally reviewer is team leader, they can't change the data, but can edit the data on tool locally, export to excel, and send to project owner.

Project reviewer don't have account, they had to use project manager's account, but with special reviewer password that project manager.

User could set the Reviewer's password in 'Account' menu which will be visible after login;

By pointing the Report Line by each end user: Project owner point his sole supervisor, but his supervisor may have multiple subordinator, actually in his resource workload curve and project slider plot, include all projects from project managers who report to him.
The report connetion is fully flexible, no limitation on layers, but on the top, it's org head, if one user didn't point the supervisor, system will treat him as org head of a new organisation.

After registeration done, user will be remind to link to org head；

For new user, we suggest he set himself as org head, learn all the features first, once feel confident on tool, he could change back to real org head and supervisor, so he could find himself in org chart.

In one orgnization, only One org head.

No, only project owner could upload the changed project data to server, supervisor or org head can temporary change the data to get the balanced resource plan, but he can not save it to server.

Since it list all subordinator's projects in supervisor/org head's view,we different them from supervisor/org head's projects by different color, green is owner's projects, grey is from suberordinators.

Yes, very must, a company should kick off this tool by creating an org head account, he will build the resource structure (input team name, headcount, cost), all others will make use of this structure for their project resource plan.

No, you can start by creating your project from scratch, after delete all team and project in visitor account, after find the priority plan, you can export them to local excel file.

Headquarter director work as 'org head', he create team: Software-US, Software-EU, Software-CN etc. for each site, and input head count, head cost seperately.

US R&D director has 5 project manager work as 'project owner', 6 team manager work as 'reviewer', all of them set global director's account as 'org head'

Project manager choose the suitable template project according to new marketing requirment, invite 6 team managers review it, they give some feedback, project manager did the minor adjust on resource assignment and notify US director to check it.

US R&D director login, he see all project sliders from his 5 project manager, he found the software team is overshoot in mid of year, he adjusted two project start date, get the balanced curve, he ask project manager did the change, after that, notify his boss to check it.

Headquarter director login, he see all projects sliders from all 3 sites, he is not happy for the schedule of most important project, ask to cut 2 middle size projects and put resource to this key project to meet the CES show date.

US, EU, CN R&D director align for that by using reviewer role of org head's account, got concusion, ask project managers redo the plan, finally big boss becomes happy.

After that, project managers create a new project template based on this experience: huge resource assigned in short term for CES show, so they can use it in similar case in the future.

Boss takes role of both 'project owner' and 'org head', and 'reviewer' role password is settled, so his team leaders could review the resource assignment status at any time, anywhere.
Boss drag&drop sliders, adjust resource assignment, discuss that with his team leader back and forth, finally get the best plan, based on that, he make the decision on recruiting or layoff for coming quarter, and repeat circle each quarter.