Dynamics 365 Project Operations

In Project accounting, when you manage project budget with quantities, the quantity is not updated on the Budget Forecast Entity.

This means we cannot extract this information directly from the standard, and we need to customize by by retrieving this information from the table "ProjBudgetLineDetail".

This is clearly a discrepancy in the project budget database model.

when using the Expense Management app on your phone, it is only possible to add lines to expense reports, never to remove these again unless going into F&O.

Please add features to the app allowing users to remove lines from a draft expense report directly in the app and adding this expense to another report later.

When a user is doing an adjustment in the project to change the line property or price, it is not allowed to proceed to the item that does not have an on-hand inventory.

We should be able to adjust items/change without needing stock on hand for items we have already consumed/posted.

The committed costs can only be generated for the whole company (by their type).

For performance reasons, it would be very useful to have a functionality to generate the committed costs for 1 project only (incl. subprojects). This would allow to have a button in the project form to re-generate only the committed costs of the project the customer is currently reviewing.

Currently, it is not even possible to extend the existing logic (all methods are private).

Currently there is no such a feature to edit [Schedule section] in [Project] of [Project Operations app].

If this section is editable, it would be very user-friendly.

Currently, there is a plugin when I create a time entry as a contract worker that checks whether the vendor linked to my bookable resource is the same vendor that is indicated on the subcontract that I fill in on my time entry.

This restricts the following

1. Suppose I work for VENDOR A
2. Project X is a project in COMPANY 100 for which a subcontract exists to VENDOR A in company 100
3. my bookable resource is linked to this vendor record in company 100
4. Project Y is a project in COMPANY 200 for which a subcontract exists to VENDOR A but this is a different vendor in COMPANY 200

I as a contract worker can NOT log time on the subcontract & project of COMPANY 200 as it is not the same vendor as indicated on my bookable resource

This makes it impossible for one vendor resource to work on projects from different legal entities. This can occur very often.

I would put this validation on the party instead of the vendor. This way, when I try to perform work on the project from COMPANY 200, the vendor associated to the subcontract in COMPANY 200, is the same party as the vendor in COMPANY 100. This would make it possible for one contract worker to work for projects across multiple legal entities.

Current Behavior:

When creating a Project Task assigned to a Generic Resource, a Project Team Member is automatically generated. I then generate and submit a Resource Requirement for that Project Team Member. Using the Schedule Board, I book an actual resource for the requirement. As expected, the "Assigned To" field on the Project Task is updated automatically from the Generic Resource to the Booked Resource.

However, if I later modify the booking and assign it to a different resource, the "Assigned To" field on the Project Task does not update to reflect this change. It appears that the system only updates the task assignment during the initial booking. Any subsequent changes to the booking are not synchronized with the Project Task.

Requested Enhancement:

The "Assigned To" field on the Project Task should stay in sync with the related Resource Booking. If the assigned resource on a booking is changed, the task assignment should update accordingly - just as it does when the initial booking is created.

This improvement would ensure consistency between resource bookings and task assignments, leading to more accurate project planning and resource tracking.

As organizations transition from Project Service Automation (PSA) to Project Operations (PO), they often encounter various errors that can disrupt the upgrade process. To streamline this transition and minimize downtime, it would be highly beneficial to have a comprehensive master list of potential errors, their root causes, and detailed steps to resolve them.

Benefits

• Reduced Downtime: Minimize disruptions during the upgrade process by proactively addressing common errors.
• Improved Efficiency: Streamline the upgrade process with clear guidelines and steps to resolve issues.
• Enhanced User Experience: Provide users with a smoother transition from PSA to PO, reducing frustration and increasing satisfaction.

Adding financial tags to the expense report experience (similar to Accounts Payable) would allow us to post valuable data to the General Ledger that is not possible today.