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Hi everyone! I recently watched  the webinar “Maximizing Value from AdaptiveWork: Budget and Capacity Planning for Business Request Intake” and found it incredibly insightful. I’m particularly interested in exploring some of the functions and features discussed for our request intake process.Before diving in and potentially reinventing the wheel, could anyone share the configurations for the custom actions “Create Evaluation Project” and “Create Execution Project”?Thanks in advance!

Hello - Many moons ago Planview used to publish an Administration Guide.  Is there a comprehensive guide today that I can download?  I struggle using Customer Success Center’s search capabilities.

Hello,  Could you help me with the following case. (See attached)I cannot understand how the schedules are affected by the management of the organization's calendars, the project calendar and the resource calendar. Regards Jhon.         

How do I get around this error:Maximum allowed errors threshold for business rule 'Import Project Assignments' exceeded.Please contact your company administrator.

I am working on a validation rule that stops Project Managers from updating task progress before activating the project. I’m running into issues with the Evaluation Criteria and I am hoping you all might be able to help. The trigger is only working if I manually update the % complete at the project level. If I update a task below and it rolls up the % complete, the validation doesn’t trigger. What do I need to add so it triggers when I update % complete at the project or task level? 

I’m thinking about using Placeholders to help with planning future resource loads.  Reading this Placeholder Resources – Clarizen Success I notice that it says:   Before you begin, enable Placeholder Resources in System Settings under Resource Management.       Note: After enabling this setting, you will not be able to disable it.Is there any downside of having Placeholder Resources enabled?Even if I decide not to use the idea after all?Just a bit worried I’m committing to an irreversible change without knowing the impact!Also, is anyone aware of a video demonstrating their use?

One of the most frustrating causes of unplanned rework in software delivery is miscommunication. Mistakes are inevitable when teams are forced to manually transfer data from IT service management (ITSM) tools into work planning tools. Requests inadvertently slip through unnoticed gaps, which can result in customer frustration and dissatisfaction. To bridge these divisions and steer clear of expensive errors, it is crucial to integrate your applications and platforms, such as Atlassian Jira and ServiceNow.https://www.planview.com/resources/articles/how-to-integrate-jira-servicenow-to-streamline-collaboration-increase-capacity/

Does Project Financials have impact based on the work item states?For example: Part of my project is on-hold, so those work items on-hold - we do not want project financials to roll-up or calculate into total project financial. Is there any state of work item which will help us to uncount the financials?

Hi all, I need help with a custom action that creates a new Issue record from an existing Risk record. The custom action works but I need to add the reference to the associated records. So, if I’m looking at the Issue record, I should see the risk record that it was created from and vice versa. It only seems to work one way. Plus, on the newly created Issue record, the reference to the associated Risk record is incorrectly labeled as ‘Issue Record’. It should be labeled as ‘1 Risk Record’. Screenshot below. Any help will be greatly appreciated. 

Here are the current choices for "Exception Types" that we see in AdaptiveWork and would like to edit (to match our actual time-off reporting system).Is this list configurable? :  I thought it might come from the “Resource Utilization Category” picklist mentioned in another topic but it doesn’t seem to be related to that Work Item property (which IS customizable).

NatWest Group, formerly known as Royal Bank of Scotland, boasts a rich history spanning over 300 years and is headquartered in the UK, providing innovative financial products and services to various customer segments. Three years ago, under the leadership of Rachel Adams, NatWest adopted the Objectives and Key Results (OKR) framework to align over 4,000 projects and 400+ multi-year programs with strategic goals, ensuring measurable outcomes at each level. This transformation, driven by the need to simplify business operations amid emerging technologies and economic uncertainties, involves an annual investment of about $1B and quarterly reviews. Planview’s Strategic Portfolio Management solution is vital for tracking progress and maintaining a single source of truth. Key lessons include understanding that OKRs differ from KPIs, recognizing OKRs as a long-term strategy, and the importance of thorough training. Moving forward, NatWest aims to enhance the connection of OKRs across the comp

Hi everyone! The new AgilePlace card design is ready for Labs 🎉 Please comment on this post if you would like to have this enabled for your users in either sandbox or production.If you join the Labs program, I will follow up in a week’s time for a feedback conversation.   

The Hub product team is working on a new feature we’re excited to share with you and get your feedback on. This new feature is a built-in method for sharing resources from one Hub Cloud instance to another Hub Cloud instance to facilitate more efficient information flow between business partners and teams using separate Hub Cloud instances. For more information and to sign up for an Inner Circle discussion, please follow the link below.Inner Circle - Cross Organizational IntegrationsPlanview Hub is introducing an exciting new capability which allows a “satellite” instance of Hub to provide controlled access to data within its local repositories to a linked, remote “primary” Hub instance.What does that mean exactly? You will now have greater control that is simpler to configure and maintain than previous methods of using Hub across organizations. This configuration allows the satellite to determine what information (including projects, artifacts, fields, etc.) is shared with the primary

As seen in the Viz in product announcement: Coming soon: Flow OptimizerTake the mystery out of your Flow Metrics with actionable, data-based recommendations on how to improve software delivery. The Flow Optimizer analyzes the potential impact of your work-in-progress and will also ensure your value streams are modeled to perfection. Register for our first 10-minute Tuesday webinar to learn more.  

Had a great discussion today around how AI aiding agile/flow transformations may change the approach to traditional transformations and traditional coaching and how to best prepare organizations for these changes. A simple exercise is to imagine that the desired functionality is already available, then what is next? How will the insights, impediments be handled? Is there a structure in place to take action, what actions will you allow to be automated vs not, for those not automated, what roles/cadence/responsibility will be necessary to take action, and what speed is necessary to manually make the decisions/take action given your context. Was a fun conversation, would love to hear how you are experiencing or see for the future of improving flow with AI!

How do I get around this error: Maximum allowed errors threshold for business rule 'Import Project Assignments' exceeded. Please contact your company administrator.

I’m looking for an example on how to set the custom panels height based on object relation count. Has anyone implemented this or something similar without css maneuvers?Is there any documentation on View and ViewMode?Finally I was hoping someone could explain this function to me GetBusinessUnit()Love from Iceland :D

Hello Community, When our admins add a new user to the system, is there a way for this new user to be automatically added as a resource to certain work items in a project?Our use case is, when we have a new employee join, there are a set of work items/timecodes that they’ll need, and it gets a bit tedious adding each new resource to the 10+ work items. I’ve tried adding them to a user group, where it’s listed as a resource to those work items but it doesn’t appear to work. Maybe through data loader?Any advice? Many thanks! 

Hello, I’d like to create a custom workflow that adds an Expense Sheet every time a new user is added to the system, assigning the newly created user as the owner of the expense sheet.I’ve gotten this far (screenshot) on the custom workflow, but when I tested it, the owner defaults to me, not the newly created user.Any ideas on what I may be missing?Also a bonus if anyone knows how to update the description to include the name of the newly created user.  Many thanks!

Hi all, I need some help with a validation rule that I’m creating to prevent hours being allocated on the Staffing Request after the project due date has passed.Rule: If the due date is 03 May 2025 and I entered hours in July 2025, the VR will trigger.But I’m not able to use nested fields in the VR. Please help. What am I doing wrong?  

A team I work with shared this with me, I wanted to share it with others in case interesting. The team reviews their Flow Metrics in their Sprint Retro. They noticed that their Flow Efficiency had decreased. They opened the bottleneck finder for this time period and saw that the wait states "verification" and "stalled" had the highest State Duration Index (SDI), which is not typical for them.They could prove this was not typical for them by picking a time period over the past several weeks and looking at the bottleneck finder. Typically their active state “In Progress” had the highest SDI. Something had changed to drive up the delay in Verification over the past sprint. They formed an experiment to see if they could decrease the time spent in verification. Their hypothesis was that by decreasing the wait time in Verification, this would increase their Flow Efficiency. Stay tuned to hear how their experiment turns out! 

@chris.gallivan and I were discussing in the Flow Framework Community Bi-weekly Flow Time meeting (open to all) about the phenomena that many organizations measure how long it takes to complete a story once it is pulled into the sprint, but very few measure how long it takes to deliver value to the customer (“fast” feedback).Despite using a variety of common agile practices, companies are still experiencing less transparency into when the work will be completed, and work is taking a year or two to deliver the value requested to the customer. In some cases, it is taking longer to deliver with agile methodologies than when project based methods were used. What could be happening here? Teams are doing the right things, following the good agile practices they have been taught, breaking down stories into small chunks, completing in a sprint time box, completing stories in under 14 days. Yet the customer and business is still waiting for the value to be delivered for a year or twoHow could t

 Hi everyone! The new AgilePlace card design is ready for Labs 🎉 Please comment on this post if you would like to have this enabled for your users in either sandbox or production.If you join the Labs program, I will follow up in a week’s time for a feedback conversation.   

Has anyone ever looked behind the curtains at their flow time and noticed the amount of variability in the data?For most of my customers, the flow time ranges from 0 days (yes a lot of 0s exist in the number), to 600+ days. When you stare at this data long enough, you start to see what appear to be lanes in the traffic.The fast lane has work which completes in a few days or less. This is transactional work. On some teams there is a high volume of this work. The pro-tip to improve flow for the fast lane is to automate or eliminate the need to do this work at all.There also appears to be the slow lane which rides atop the data. This data has flow times exceeding a year in many cases. This is the realm of almost abandoned work. At one point it sounded like a great idea, but something else more urgent superseded it. The pro-tip here is to understand how work makes it into this lane, and then try to figure how to prevent it from happening. One idea would be to establish aging policies to pr