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Best defined as a body of knowledge, a set of principles, or techniques dealing with the planning and control of projects. Any person, group of people, item or equipment, service or material used in accomplishing a project task. The process of resolving resource conflicts. Most project management programs offer an automated resource levelling routine that delays tasks until the resources assigned to them are available. Task durations determined by the program and based on the number of an allocation of resources, rather than the time available.
Both individual tasks and entire projects can be resource-driven. A group of activities which are treated as a single task in a master project schedule. Subprojects are a way of working with multiple projects that keep all the data in one file rather than in independent files. In a dependency relationship between two tasks, the successor is the task that must await the start or completion of the other.
Work Breakdown Structure codes are used to identify tasks in a hierarchy. Many project management applications associate these codes with an outline structure. WBS codes can be used to filter the project schedule for tracking and reporting purposes.
Consciously or sub consciously we all apply these skills in the daily administration of our work. Where a major undertaking has to be completed, these skills are not only brought into focus but must be applied in a much more structured format.
We must take on the jargon and techniques of the Project Manager as well as become familiar with the "Tools of the trade". To review the skills that are relevant to project management The ability to define the Goal, Objective, Specifications and Limitations of a project.
The ability to define the individual tasks in sufficient detail and sequence to meet the objective with the minimum of problems, and within the defined time scale. Task attributes should include some or all of the following Objectives Time constraints Milestones Task s on which this Task is Dependant Estimated Duration: - Task s that are dependent on this task Optimistic estimate Itemised task Budget Pessimistic estimate Resources required completing the Task.
The ability to manage the progression of the tasks in terms of their resources, start times and finish times. The production of appropriate progress reports.
As the complexities of these undertakings increase so the importance of discipline and structure increase and the Project Manager must look to the tools that can help which is where Microsoft Project comes into the picture. Setting out the Goal and the Objectives together with the Specification and Limitations within which the undertaking must be completed. Plan The Project Planning of all the activities, resources, and estimation of materials and time scales.
Some of this planning may have to be done at an appropriate level for cost estimation before the project can be agreed. Once the decision to go ahead has been taken the skills of the Project Manager are used to define the details of the planning stage. When this has been completed and agreed it will become the "Plan" or the base line against which progress can be measured. Implementation A leap into the void! Notes: A poorly planned project will take three times longer than the original plan.
A wellplanned project will only take twice as long. A project that will be completed without changes, on time and within budget has never been known in the past and will never happen in the future. Microsoft Project will help! Monitoring And Adjusting Recording Actual Progress Once the project is under way, the progress of each activity is recorded. This information can then be compared against the Plan and the differences highlighted. Revising The Schedule The process of minimising the effect of problems and delays on meeting project deadlines is achieved by adjusting and updating the Schedule to meet the changed circumstances.
As the project progresses and when it has been completed the process of evaluation should be used to learn the lessons for the next time. Microsoft Project - Operational Basics Microsoft Project Has The Following Capabilities: Highlights 1 million tasks per project depending on free RAM 1 million resources per project Calendar dates from to Gantt charts to show project schedules graphically on a time scale with scaling from minutes to years.
Network Diagrams to show task relationships. Outlining to group and arrange project tasks in hierarchical order. Filters to view selected information. Resource usage and Graph views and reports to quickly identify resource availability and costs. Custom fields so you can track additional information unique to your project. If time, money, or what your project accomplished were unlimited, you wouldn't need to do project management.
Unfortunately, most projects have a specific time limit, budget, and scope. It is this combination of elements time, money, and scope that we refer to as the project triangle. These competing elements are also known as the triple constraints of a project. Understanding the project triangle will enable you to make better choices when you must make trade-offs. For example, if you decide to adjust the project plan to: Bring in the scheduled finish date, you might end up with increased costs and a decreased scope.
Meet the project budget, the result might be a longer schedule and a decreased scope. Increase scope, your project might take more time and cost more money in the form of resources, such as workers. Changes to your plan can affect the triangle in various ways, depending on your specific circumstances and the nature of your project. For example, in some instances, shortening your schedule might increase costs.
In other instances, it might actually decrease costs. In terms of the project triangle, resources are considered a cost item. So as you adjust resources to accommodate more or less work or to reflect their availability, your costs go up or down correspondingly. These costs are based on resource pay rates. You also may notice that as you adjust resources, your schedule changes.
For example, if you have several resources over allocations and you level the project, the schedule might now include split tasks and delays that extend the finish date. In most projects, at least one side of the triangle is "stuck," meaning that you can't change it. On some projects, it's the budget. No matter what, you won't get more money for the project. On others, it's the schedule;; the dates can't change. Or it's the scope;; there will be no change in deliverables The trick is in finding the "stuck" or fixed sides of your project's triangle.
That tells you what you can change and where you can adjust if there's a problem. Phrasing the problem as a statement can help you clarify which side of the triangle is in trouble.
Knowing which side of your triangle can't be changed will help you know where you can adjust. So when you begin optimizing, consider the following order of decisions. First, decide which of the three elements is fixed.
This is typically the element most important to the success of your project finishing on time, on budget, or with the agreed-upon scope. Then, determine which side your current problem occurs on. Once you've done that, you'll know what elements you have to work with to get your project back on track. If the problem side and the fixed side are the same, you have the remaining two sides of the triangle to work with. For example, if your project has to finish on time and your problem is that it's taking too long, you can adjust resources or adjust scope to get the project back on track.
If the problem side is different from the fixed side, you'll want to optimize by adjusting the remaining side. For example, if your project has to finish on time and it's grown in scope, you only have the cost side to play with by, for example, by adding resources.
Know that when you adjust one side of the triangle of time, money, and scope, the other two sides are likely to be affected. They can be affected positively or negatively, depending on the nature of your project. For example, if you adjusted your plan to bring in costs, check whether your finish date is still acceptable Lead and Lag Times Edit tables by adding and removing columns Change column labels Create a table The system will allow the user to organise these tables so they can be used to maximum effect.
The content of the table is also dependent on the area of project management they are used for. There is a difference between tables for Tasks and table for Resources. Modifying Or Editing An Existing Table The idea of changing a table structure is to make its use more appropriate to the needs in terms of what information the user needs to view. For a task table there are over one hundred possible columns from which the structure can be chosen. For Resources the number of possible columns is approximately thirty.
The following dialog box Figure will show a list of the fields that make up the table. A space will appear and the new field can be selected. The structure of the table is built up by selecting the fields in the appropriate order. When you decide which type of table you would like to create click on the NEW button. OR Another option which saves time is to copy an existing table and add or remove fields as necessary and rename it.
Add, edit or delete fields as covered in the previous section. Click OK to save the table. There is no need to recreate them in other files we have the organiser tool to allow us to transfer these objects for reuse elsewhere The global template is the file that is used every time you create a new project file this works similarly in word and excel.
It stores all the objects necessary to create a file with no data. Using the organiser to transfer any of the objects we create into it every time we create a new project those objects will be available for use in the new file. This includes tables, views, filters, groups, reports, macros, calendars tasks or resource objects Even better when these objects are in the global template any file you open created from another source that lacks the useful objects you have been using you simply transfer them from the global template into the new file and they are then available for use.
If you have several project files open use the drop down arrows in the boxes to correctly identify the files. MPT file if a file from another source is being used copy the other way for your objects to be used in other files. When the transfer of objects is complete click the cross in the top right hand corner of the dialog to close the organiser. Creating any new project now will include the objects you have transferred ready for immediate use.
It is also possible to define in what way these dependencies exist. For example, if you have two tasks, "Dig foundation" and "Pour concrete," the "Pour concrete" task cannot begin until the "Dig foundation" task is complete. The dependent task can begin any time after the task that it depends on begins.
The SS link type does not require that both tasks begin simultaneously. For example, if you have two tasks, "Pour concrete" and "Level concrete," the "Level concrete" task cannot begin until the "Pour concrete" task begins.
The dependent task can be completed any time after the task that it depends on is completed. The FF link type does not require that both tasks be completed simultaneously. For example, if you have two tasks, "Add wiring" and "Inspect electrical," the "Inspect electrical" task cannot be completed until the "Add wiring" task is completed. The dependent task can be completed any time after the task that it depends on begins. The SF link type does not require that the dependent task be completed concurrent with the beginning of the task on which it depends.
For example, the roof trusses for your construction project are built offsite. Two of the tasks in your project are "Truss delivery" and "Assemble roof. The FS link is by default not shown in the predecessors column but add one of the other link type contractions after the predecessor number and press enter the link will change and the result shown in the Gantt chart.
The picture below shows a start to start relationship. Click OK when you have made the necessary adjustments More Links, Lead And Lag Times From the previous examples you have seen in the task information dialog, predecessors tab and in the task dependency dialog a box called lag this is a box allows you to fine tune these Link relationships by specifying Lag or Lead times as required. You enter the lead time as a negative value Lag A Lag time is a delay between two tasks that are linked by a dependency.
For example, if there must be a two-day delay between the finish of one task and the start of another, you can establish a finish-to-start dependency and specify two days of lag time for the successor task. You enter the lag time as a positive value. Applying lead and lag time in the dialog boxes should now be easy but the method of entering it in the predecessors column may not be so obvious although it is the most efficient way of working with your links You may return to the standard Gantt view at any time by using the VIEW button and selecting a different view.
From this form the data relating to the specific task can be changed which includes progress information. Where progress data is being entered, Actual should be selected. Actual Start Date and time for the Task. Actual Completion date and time for the Task, if completed. This box can set up a specific constraint on the start or end date for the task.
There are a fixed number of choices which are shown in a list for selection. The priority relates to which tasks can be delayed. If nothing is entered, ID number is shown. This will be looked at in more depth later. It also includes boxes for Rollup and Hide Gantt Bar. Predecessors Shows any predecessors set and allows you to add others, change the relationship and introduce Lag or Lead time.
Resources You can add or modify resources plus change the task from being resource driven to fixed duration. Notes This allows you to add a note. This could be a fuller description of the task, allowing you to use a cryptic title.
Custom Fields This allows you to add custom fields to the task. We have already seen the use of the general and predecessors tabs in detail. In this section we will have a look at the advanced tab. Flexible Constraints Are constraints that are flexible and does not tie a task to a single date.
The default for most projects would be ASAP. Work with task dependencies to make a task occur as soon or as late as the task dependency will allow. For example, a task with an As Soon As Possible ASAP constraint and a finish-to-start dependency will be scheduled as soon as the predecessor task finishes.
By default, all tasks in a project that is scheduled from the start date have the ASAP constraint applied. If you change a task scheduling mode from manually scheduled to automatically scheduled, the task constraint will be set to As Late as Possible ALAP. Semi Flexible Constraints Constraints with moderate scheduling flexibility will restrict a task from starting or finishing before or after a date you choose.
For example, a task with a Start No Earlier Than SNET constraint for June 15 and a finish-to-start dependency to another task can begin June 15 if its predecessor is finished by June 15 or later if its predecessor finishes after June 15 , but it can't be scheduled before June With a SNET constraint applied, the successor task cannot begin before the constraint date, even if as shown here the predecessor task is completed before the constraint date. Inflexible Constraints Inflexible constraints are constraints that are inflexible because it ties a task to a date.
They override any task dependencies by default and restrict a task to a date you choose. For example, a task with a Must Start On MSO constraint for September 30 and a finish-to-start dependency to another task will always be scheduled for September 30 no matter whether its predecessor finishes early or late.
If a task that is constrained to a date has a predecessor that finishes too late for the successor to begin on the date specified in the constraint, negative slack can occur. If the deadline date passes and the task is not completed, Project will display a task indicator next to the task in the table.
The deadline can also be displayed on the Gantt. The Indicators field is located to the right of the ID field and appears in a number of tables. Deadlines don't usually affect task scheduling. They are used to indicate a target date you don't want to miss, without requiring you to set a task constraint that could affect scheduling if predecessor tasks change.
A task with a deadline is scheduled just like any other task, but when a task finishes after its deadline, Project displays a task indicator notifying you that the task has missed its deadline. Deadline dates can affect the total slack on tasks.
If you enter a deadline date before the end of the task's total slack, total slack will be recalculated by using the deadline date rather than the task's late finish date. The task becomes critical if the total slack reaches zero. You can set deadlines for summary tasks as well as individual tasks. If the summary task's deadline conflicts with any of the subtasks, the deadline indicator signifies a missed deadline among the subtasks.
The task is scheduled to finish on the deadline date, though the task could still finish after its deadline if its predecessors slipped. Click the Advanced tab. This is called inactivating the task. The task remains in the project plan, but does not affect resource availability, the project schedule, or how other tasks are scheduled.
Why would you want to inactivate a task? For one thing, it can help you model the effects of schedule or resource constraints on the project without deleting tasks permanently. Also, inactive tasks remain in the project plan, providing a record of cancelled tasks and enabling you to reactivate them if circumstances change. Instead, mark the tasks as completed. In the table portion of the view, select the task or tasks you want to inactivate.
The inactive task stays in the task list, but the text is dimmed and has a line through it. This method will work for any view containing a Gantt chart and a task list. Tick the checkbox if you prefer not to see this warning in the future. For example, a two-day task that cannot have contiguous work might be split so that the first day of work is scheduled for Monday, and the second day is scheduled for Thursday.
As you move the mouse cursor over the task on the Gantt the mouse cursor will have changed click on the task where you wish to split it and drag the cursor to the right to move the second part of the split task into the future.
Drag the mouse cursor to the right until you connect to the second part of the task and let go of the mouse The task will join and have the same duration as the original task. What most project workers do not realise that could save themselves a lot of problems is the fact that these views can be treated as any other object and saved you could have several views of the Gantt chart for instance each showing your project with different aspects ready to be used and printed at the touch of a button The views, like tables can also be transferred to other projects and used in those to save time recreating them.
Split Views The first thing to look at with views is the split view which allows you to see related information in the bottom half of the main window while the normal project data is shown at the top the easiest way to use this is from the view ribbon. Views consist of more than just formatting and table columns they contain filters, sorting, groupings and split views if applied. In this section you will be shown how to create your own new view while subsequent sections show you how to further manipulate that view.
Save An Edited View Rarely are the views perfect for what you want and many times we need to edit the component parts of a view to get exactly what we want. You are advised that any time you wish to edit a view say the Gantt chart view you may at some time wish to revert to its default appearance so although this section is about editing an existing view create a new view first and edit that and the original views will be left untouched for future use.
All of the formatting choices shown so far are considered editing a view, bar styles, filters, groups, tables, text styles, resizing etc. When you have applied all these things to a Gantt for instance you may wish to keep that just as it is and revert at times to the original Gantt chart.
Click on COPY Click OK to create the new view. Now edit the view formatting in the ways you want. Save the changes to the project.
Transfer A View Transferring a view is much the same as transferring a table, filter, group, macro etc. To have those editions reflect in the view within the global. Click the cross in the top right corner to close the dialog. Microsoft Project is a software package designed help managers manage a variety. It provides a list of quick tips and shortcuts for familiar features. This guide does NOT replace training. Learn how to create a project, break.
Mastering Microsoft Project B; 3 days, Instructor-led Course Description This three-day instructor-led course provides students with the knowledge and skills plan and manage projects using Microsoft. For the most part, teams manage projects. Project Management is the discipline of planning, organizing, and managing resources to complete a specific goal. Microsoft Project is software that helps you. Start your project Open Project and.
Mastering Microsoft Project Duration: 2 days Course Description This two-day instructor-led course provides students with the knowledge and skills to plan and manage projects using Microsoft Project.
Project Management: Intermediate Microsoft Project This document includes instructions for managing resources, updating project plans, and designing visual reports. Managing Resources in a Project. Project management deliverables e. Click File then New. Microsoft really listened to users and has revised Project to meet user needs. Learning some of the new features might seem like a chore, but it is well worth the effort.
If you are familiar with Project , it may be helpful to review some of the new features in Project Improved user interface: Project now includes the ribbon interface instead of using the old menus and toolbars similar to Office The File tab takes you to the new Backstage feature, a one-stop graphical destination for opening, saving, and printing your files. You can also now right-click on different items, like a table cell or chart, to bring up commonly used commands quickly.
A timeline view is automatically displayed above other views to show you a concise overview of the entire project schedule. You can easily add tasks to the timeline, print it, or paste it into an e-mail.
The new team planner view lets you quickly see what your team members are working on, and you can move tasks from one person to another using this view. For example, if a resource is overallocated, you can drag a task to another resource to remove the overallocation. You can also add new columns quickly and use the new zoom slider at the lower right of the screen to zoom your schedule in and out.
Also, the tab for viewing and printing reports is easier to navigate with more options for visual reports. Manual scheduling: Unlike previous versions of Project where tasks were automatically scheduled, Project uses manual schedule as its default.
In past versions of Project, summary tasks were automatically calculated based on their subtasks. Resources were also adjusted automatically. With Project , this is no longer the case. For example, you might want to enter durations for summary tasks and then fill in the detailed information for their subtasks later. When you open a new file, Project reminds you that new tasks are manually scheduled and lets you easily switch to automatic scheduling, if desired.
You can also use the new compare versions to see Gantt bars to more clearly see how one version of a project differs from another version. Improved collaboration: Project is able to provide an interface with the most popular portals used in industry. Project Server also provides integration with Microsoft Exchange to enable team members to manage and report on tasks directly from Microsoft Outlook. Remember that Project Standard does not include these collaboration features.
Next, you will learn some basic information about Project and explore the main screen elements and Help facility. USING PROJECT Before you can use Project or any project management software effectively, you must understand the fundamental concepts of project management, such as creating work breakdown structures WBS , linking tasks, entering duration estimates, assigning resources, and so on.
Make sure you read most of this text before using Project so you understand these concepts. This text provides instructions for using the stand-alone version of Project known as Project Standard.
Project Professional and the Enterprise version of Project require special server software to perform online and collaborative functions. Consult Microsofts Web site for detailed information on other products. Check your work by reviewing the many screen shots included in the steps, or by using the solution files that are available for download from the companion Web site for this text or from your instructor.
It does not run on Macintosh computers or other operating systems. Most organizations have Project as part of their license if they have Office You can download a free trial from www.
Students can purchase a full version of Project Standard from sites like www. Standard deliverables under each of those process groups are included, as described in this text.
Each section of the appendix includes hands-on activities for you to perform. NOTE: To complete the hands-on activities in the appendix, you will need to download files from the companion Web site for this text www. When you begin each set of steps, make sure you are using the correct file. Before you begin your work you should have Customer Feedback.
Save the files you create yourself in a different folder so you do not write over the ones you download. In addition, you will create the following files from scratch as you work through the steps: wbs. Overview of Project The first step to mastering Project is to become familiar with the major screen elements and the Help facility.
This section describes each of these features. Open Project Alternatively, a shortcut or icon might be available on the desktop; in this case, double-click the icon to start the software. Maximize Project If the Project window does not fill the entire screen as shown in Figure A-3, click the Maximize button in the upper-right corner of the window.
Project is now running and ready to use. Look at some of the elements of the screen. The Ribbon, tabs, and Quick Access toolbar are similar to other Office or applications. The timeline view is displayed below the ribbon. The default manual scheduling for new tasks is on the lower left of the screen. You can click that option to switch to automatic scheduling.
You can access other views by clicking the View command button on the far left side of the ribbon. The areas where you enter information in a spreadsheet-like table are part of the Entry table. You can make the Entry table more or less wide by using the Split bar.
When you move the mouse over the split bar, your cursor changes to the resize pointer. Clicking and dragging the split bar to the right reveals other task information in the Entry table, including Predecessors, Resource Names, and Add New columns. The column to the left of the Task Name column in the Entry table is the Indicators column.
The Indicators column displays indicators or symbols related to items associated with each task, such as task notes or hyperlinks to other files. Notice that when Project starts, it opens a new file named Project1, as shown in the title bar. If you open a second file, the name will be Project2, and so on, until you save and rename the file. Figure A4 shows the detailed list of topics available from Project Help.
Remember this feature requires an Internet connection. They provide product information, help and how-to guides on various versions of Project, training information, and templates. Microsofts Web site for Project www. Figure A-5 shows a screen shot of this Web site from March See the companion Web site for this text for updated information on Project and other resources.
Microsoft Office Project web site www. For example, to collapse or expand tasks, click the appropriate symbols to the left of the task name. To access shortcut items, right-click in either the Entry table area or the Gantt chart. Many of the Entry table operations in Project are very similar to operations in Excel. For example, to adjust a column width, click and drag or double-click between the column heading titles.
Next, you will get some hands-on experience by opening an existing file to explore various screen elements. Project comes with several template files, and you can also access templates from Microsoft Office Online or other Web sites.
Open an existing file. Click the File tab, then select Open, and browse to find the file named Customer Feedback. This file is a template file that comes with Project where it is called Customer Feedback Monitoring. Your screen should resemble Figure A Customer Feedback. Widen the Task Name column. Move the cursor between the Task Name and Duration column, then double-click to widen the Task Name column so all of the text shows. Move the Split Bar. Move the Split Bar to the right so only the entire Task Name column is visible.
View the first Note. Move your mouse over the yellow Notes symbol in the Indicators column for Task 2and read its contents.
It is a good idea to provide a short note describing the purpose of project files. Add the Timeline and a task to it. Check the Timeline box under the View tab, Split View group. If you cannot see the entire project schedule, as shown in Figure A-7, click the Zoom button or Zoom slider to make adjustments.
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Project main screen Project is now running and ready to use. MS Project Tutorial. Project Management. Microsoft Project Server Product Guide. MS Project Manual. Microsoft Project
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