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Scott Daley

800 East 96th Street

Indianapolis, Indiana 46240

Microsoft

Project 2013

PROJECT 2013 IN DEPTHCopyright © 2014 by Pearson Education, Inc.

All rights reserved. No part of this book shall be reproduced, stored in a

retrieval system, or transmitted by any means, electronic, mechanical, photo-

copying, recording, or otherwise, without written permission from the publisher.

No patent liability is assumed with respect to the use of the information con-

tained herein. Although every precaution has been taken in the preparation of

this book, the publisher and author assume no responsibility for errors or omis-

sions. Nor is any liability assumed for damages resulting from the use of the

information contained herein.

ISBN-13: 978-0-7897-5095-2

ISBN-10: 0-7897-5095-3

Library of Congress Cataloging-in-Publication Data:

Printed in the United States of America

First Printing: July 2013

TrademarksAll terms mentioned in this book that are known to be trademarks or service

marks have been appropriately capitalized. Que Publishing cannot attest to the

accuracy of this information. Use of a term in this book should not be regarded

as affecting the validity of any trademark or service mark.

Warning and DisclaimerEvery effort has been made to make this book as complete and as accurate as

possible, but no warranty or fitness is implied. The information provided is on

an “as is” basis. The authors and the publisher shall have neither liability nor

responsibility to any person or entity with respect to any loss or damages aris-

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Associate PublisherGreg Wiegand

Executive EditorLoretta Yates

Development EditorSondra Scott

Managing EditorSandra Schroeder

Project EditorSeth Kerney

Copy EditorGeneil Breeze

IndexerErika Millen

ProofreaderSarah Kearns

Technical EditorAlan Wright

Publishing CoordinatorCindy Teeters

DesignerAnne Jones

CompositorJake McFarland

CONTENTS AT A GLANCE

I Getting Started with Microsoft Project 2013

1 Power of Microsoft Project 2013 1 2 Microsoft Project Quick Start 15 3 Microsoft Project and the Project Management

Domain 57

II Organizing for Success—Project Initiation and Planning

4 Getting Started After the Business Initiative Is Approved 71

5 Setting Up Project for Your Use 89 6 Creating Your Project Schedule 131 7 Defining Task Logic 183 8 Defining Project Resources 235 9 Understanding Work Formula Basics 269 10 Scheduling Single and Multiple Resource

Assignments 301 11 Using Standard Views, Tables, Filters, and Groups to

Review Your Schedule 357 12 Performing a Schedule Reality Check 411

III Project Execution Through Completion 13 Tracking Your Project Progress 431 14 Analyzing Performance 459 15 Using Reports for Tracking and Control 497 16 Revising the Schedule 527 17 Closing the Project 535

IV Tailoring Microsoft Office Project 2013 to Your Needs

18 Managing Project Files Locally and in the Cloud 549 19 Formatting Views 569 20 Reports Part I: 2013 Reports 625 21 Reports Part II: Visual Reports 653 22 Customization Almost Beyond Reason: Views,

Tables, Filters, Groups, Fields, Toolbars, and Menus 699

V Microsoft Project 2013 Knowledge In Depth

23 Working with Multiple Projects 769 24 Resolving Resource Allocation Problems 801 25 Exporting and Importing Project Data 835 26 Manipulating Data Using Other Applications 873 Index 903

CONTENTS

I Getting Started with Microsoft Project 2013

1 Power of Microsoft Project 2013 1

Essentials of Project Management 1

Projects Are Temporary 3

Project Objectives Are Specific and

Measurable 3

Projects Are Constrained by Time, Cost,

Scope, and Quality 3

What Project Can Do for You 5

Enterprise Versus Standard Thinking 7

Desktop Tools: Project Standard and

Project Professional 7

What’s New in Project 2013 8

Reports 8

Consultants’ Tips 11

Go Ahead and Ignore Project

Management If It Suits Your Role 11

Communicate 11

Define Project Roles 11

Define Project Deliverables Prior to

Building the Schedule 12

Define the Project Goal 12

Create the Work Breakdown

Structure 12

Communicate the Schedule to Your

Project Team 12

Acquire Commitment from the Project

Team 13

Track Your Project Performance During

Execution 13

Close Your Project and Retain

History 13

2 Microsoft Project Quick Start 15

Five Process Groups for Projects 16

Initiating Process Group 16

Planning Process Group 17

Executing Process Group 17

Monitoring and Controlling Process

Group 17

Closing Process Group 18

Navigating Project 18

Introducing the Gantt Chart View 21

Scrolling, Selecting, and Entering Data

Fields 23

Exploring the Look and Feel of

Project 23

Exploring the Project Window 24

Project’s Help Feature 25

Using Team Planner to Start Managing Resources Quickly 26

Define Project Scope 27

Build and Decompose the WBS 28

Create a Project Schedule Using Microsoft Project 30

Use Project Schedule Templates or

Create a New Project 31

Set Project Attributes 32

Build Your Project Schedule Using the

WBS 35

Enter or Adjust Summary Tasks and

Subtasks 36

Create Milestones 37

Set Deadlines 38

Create Task Dependency

Relationships 39

Create Your Team and Assign

Resources 41

How Duration, Work, and Resource Units

Affect Your Project Schedule 44

Contents v

Enter Estimates 45

Review the Schedule for Overallocation

or Other Potential Issues 46

Inactivating Tasks 47

Baseline Your Schedule 48

Track Your Project 49

Obtain Project Status 49

Enter Your Tracking Data 50

Analyze Your Status 53

Close Your Project 54


Formulas That Affect Your Schedule 55

Create a WBS 55

80/20 Rule 56

Project Is a Tracking Tool 56

Always Baseline! 56

Split Window and Views 56

3 Microsoft Project and the Project Management Domain 57

History of Project Management 57

Exploring Project Management Industry Standards 58

Project Management Body of Knowledge

(PMBOK) 58

PRINCE2 61

WBS, Phases and Control Points, Methodologies, and Life Cycles 63

Work Breakdown Structure (WBS) 63

Managerial Control 64

Using Microsoft Project with Methodologies and Life Cycles 65

Waterfall Development Process 66

Iterative Development 66

Research Project 69

Accommodating Teaming Styles 69


Determine the Approach to Use in

Managing Your Project 70

Use WBS as a First Step in Project

Definition 70

Use the 5×9 Checklist for Planning 70

II Organizing for Success—Project Initiation and Planning

4 Getting Started After the Business Initiative Is Approved 71

Organizing Projects for Success 71

Define Measure of Success 72

Clarify Constraints and Boundaries 73

Define the Final Deliverables 74

Establish Change Control Process 75

Work Breakdown Structure 76

Work Breakdown Structure Concepts 76

WBS and Scheduling 78

Use of Templates 80

WBS Numbering 80

Creating Custom WBS Codes 82

Inserting, Deleting, and Moving Tasks

with Custom WBS Codes 84

Editing Custom WBS Codes 84

Renumbering the Custom WBS

Codes 86

Scope Control and Change Control 87


Understanding a Work Breakdown

Structure 87

Define the Full Scope of Your Project 87

Build WBS First 88

Define Project Work Packages 88

5 Setting Up Project for Your Use 89

Setting the Task Mode 89

Setting the Task Mode 89

Understanding the Task Mode 91

vi Project 2013 In Depth

Defining Project Information 91

Understanding the Project Information

Dialog Box 92

Defining Project Properties 97

Defining Calendars 101

Calendar Hierarchy 102

Modifying and Defining Base

Calendars 102

Setting Project and Resources

Calendar 108

Defining Custom Fields 112

Custom Fields Concept 112

Defining Custom Fields 114

Defining Environment Options 115

Defining Project Standards 116


6 Creating Your Project Schedule 131

Entering Project Tasks 131

Entering Tasks Using the Gantt Chart

View 132

Creating Task Names 139

Entering Task Durations 141

Editing Tasks Using the Task Information

Dialog Box 146

Manipulating the Task List 148

Displaying Long Task Names 148

Adjusting the Height of Task Rows 149

Undoing Changes in the Task List 150

Inserting, Deleting, and Clearing 151

Copying, Cutting, and Moving Tasks 152

Using the Fill Command 153

Defining Summary Tasks and Subtasks 154

Understanding Duration of Summary

Tasks 155

Indenting and Outdenting Tasks 155

Collapsing and Expanding the

Outline 157

Editing Outlined Projects 158

Selecting the Display Options for

Outlining 158

Using Rollup Taskbars 159

Defining Milestones 160

Attaching Notes to Tasks 162

Typing and Formatting Notes 163

Inserting Hyperlinks in Notes 164

Inserting Objects in Notes 165

Attaching Notes to the Overall

Project 167

Attaching Hyperlinks to Tasks 168

Attaching Hyperlinks to Existing Files or

Web Pages 168

Attaching Hyperlinks to New Files 170

Attaching Hyperlinks to Tasks or

Resources in the Same Project 170

Using Hyperlinks to Create Email

Messages 171

Editing and Deleting Hyperlinks 171

Placing Hyperlinks in the Custom Text

Fields 171

Defining Recurring Tasks 172

Creating Recurring Tasks 172

Editing Recurring Tasks 175

Creating WBS Codes 176

Using Other Views to Create Tasks 176

Using the Task Entry View 177

Using the Task Sheet View 178

Using the Timeline View 179


7 Defining Task Logic 183

Manipulating Your Schedule 185

Using the Multiple Undo and Redo

Feature 185

Using Change Highlighting to View

Changes 185

Contents vii

Linking Tasks 186

Understanding Task Relationships 187

Defining Dependency Links 187

Defining the Types of Dependency Link

Relationships 189

Using the Finish-to-Start

Relationship 190

Using the Start-to-Start Relationship 190

Using the Finish-to-Finish

Relationship 191

Using the Start-to-Finish

Relationship 192

Choosing the Dependent Tasks 193

Allowing for Delays and Overlaps 194

Entering Leads and Lags 195

Linking Summary Tasks 196

Creating Links by Using the Menu or

Toolbar 197

Creating Links by Using the Task

Information Dialog Box 198

Creating Links by Using the Task Form

View 199

Creating Links by Using the Entry

Table 201

Creating Links by Using the Mouse 203

Working with Automatic Linking

Options 205

Modifying, Reviewing, and Removing

Dependency Links 206

Auditing Task Links 207

Using the Task Inspector 209

Using Task Path 210

Defining Constraints 211

Understanding Types of

Constraints 212

Entering Task Constraints 216

Creating Constraints in the Task


Creating Constraints in a Task

Table 218

Creating Constraints in the Task Details

Form 219

Responding to Warnings from the

Planning Wizard 220

Deciding to Honor Links or Honor

Constraints 221

Finding and Reviewing Tasks That Have

Constraints 224

Removing Task Constraints 225

Resolving Conflicts Caused by

Constraints 225

Creating a Modified Constraint Dates

Table 226

Performing Advanced Actions on Tasks 227

Entering Deadline Dates 227

Filtering for Missed Deadline Dates 229

Splitting Tasks 229


The Deadline Feature 232

Scheduling Logic 232

Deadlines Versus Sponsor

Schizophrenia 232

Connecting Tasks with the Mouse 233

Showing Detail in the Gantt Chart 233

8 Defining Project Resources 235

Understanding How Project Uses Resources and Costs 235

Cost Resources 237

Defining Resources and Resource Information 237

Understanding Resource Types 238

Understanding Budget Resources 238

Distinguishing Single and Group

Resources 238

Using Generic Resources for Common

Skills 239

Using the Resource Sheet View 239

Defining Resource Information Using the Resource Information Dialog Box 241

viii Project 2013 In Depth

Using the Resource Fields to Define Resource Details 242

Using the Resource ID Field 242

Interpreting the Indicator Field 243

Specifying Resource Names Using the

Name Field 243

Using Resource Type to Categorize

Resources 243

Using the Material Label to Specify Units

of Resource Measure 244

Using the Initials Column to Shorten

Resource Names 244

Using the Group Field to Categorize

Resources 245

Using the Max Units and Resource

Availability Table to Specify Resource

Availability 246

Selecting Resource Calendar to Specify

Resource Base Availability 249

Specifying the Resource Working

Time 249

Defining Resource Costs 252

Applying the Standard Rate to a

Resource 252

Applying the Overtime Rate to a

Resource 253

Applying the Cost Per Use to a

Resource 254

Understanding the Cost Rate

Tables 254

Selecting the Cost Accrual Type 256

Using the Task Form View to Add Additional Resources 256

Understanding Resource Constraints 257

Working with Resources 258

Setting the Automatically Add New

Resources and Tasks Option 258

Sorting Resources 259

Grouping Resources 263

Filtering Resources 264


9 Understanding Work Formula Basics 269

Understanding Task Levels 269

Work, Duration, and Units 270

Tasks with Multiple Assignments 271

Understanding Resource and Task Assignments 272

Reviewing the Essential Components of Work Resource Assignments 272

Understanding the Resource Assignment Fields 273

Assigning a Resource to a Task 274

Understanding the Assignment Units

Field 274

Assigning the Work 277

Assigning the Duration 278

Understanding the Work Formula 278

Applying the Work Formula in New

Assignments 279

Applying the Work Formula in Changes

to Existing Assignments 288

Selecting Task Settings 289

Setting the Task Type 291

Schedule Modifiers That Affect the Complexity of the Scheduling Engine 292

Task Mode 293

Project Scheduling the Resource

Assignment to Start When the Task

Starts 293

Splitting Task Assignments 293

Scheduled Delay Effects 293

Leveling Delay Effects 294

Work Contour Effects 294

Resource Availability Effects 295

Calendar Effects 296

Effort-Driven Task Effects 296

Effects of Using Driver Resources 297

Contents ix


80/20: Using Task Modes 297

Work Formula Factors 298

80/20: Using Task Types 298

80/20: Using Effort-Driven Task

Types 298

The Difference Between Calendar

Duration and Actual Assignment

Duration 299

10 Scheduling Single and Multiple Resource Assignments 301

Mechanisms: Methods for Adding Resources 302

Adding Resources Using the Assign

Resources Dialog Box 302

Adding Resources by Using Drag-and-

Drop 303

Assigning Resources with the Team

Planner View 304

Assigning Resources with the Task Entry

View 305

Assigning Resources Using the Task


Assigning Resources with the Task

Table 308

Creation: Assigning a Single Resource 309

Assigning a Resource Using the Assign

Resources Dialog Box 310

Creation: Assigning Multiple Resources 312

Calculating Task Duration with Multiple

Resources 312

Understanding Effort-Driven Tasks 313

Understanding the Driver Resource

Concept 317

Maintenance: Modifying Existing Resource Assignments 320

Modifying Resource Assignments 321

Entering the Assignment Values 322

Assigning Resources with the Task

Usage View 325

Modifying Work Schedules with the Task

Usage View 326

Using the Assignment Information Dialog

Box 329

Scheduling a Late Start for an

Assignment 330

Splitting a Task Assignment 333

Removing Resource Assignments from

One or More Tasks 333

Replacing a Resource on an

Assignment 335

How-To’s: Modifying Resource Assignments 336

Graphing Resource Availability 336

Scheduling Resources for a Specific

Amount of Work 339

Contouring Resource Usage 339

Selecting a Predefined Contour Using the

Assignment Information Dialog Box 344

Using Overtime to Shorten Duration 345

Selecting a Cost Rate Table for an

Assignment 348

Assigning Fixed Costs and Fixed

Contract Fees 349

Scheduling with Task Calendars 351

Adding Delay to an Assignment 353


Make Judicious Use of the Team Planner

and Manually Scheduled Tasks 355

80/20: Use the Task Entry View

for Resource Entry and Modifying

Assignments 356

Depth: Calculation of the Default

Units Value Used When Assigning a

Resource 356

Config: Turn Off Automatic Resource

Creation 356

Forward-Scheduling Versus Backward-

Scheduling 356

x Project 2013 In Depth

11 Using Standard Views, Tables, Filters, and Groups to Review Your Schedule 357

What Can I View Using Microsoft Project? 357

Viewing Strategies 359

Strategies on Using Views 359

Strategies for Using Tables 362

Understanding Standard Views 366

Calendar View 367

Gantt Chart Views 369

Team Planner View 373

Network Diagram View 375

Descriptive Network Diagram

Views 376

Task Usage View 377

Tracking Gantt View 378

Resource Graph View 378

Resource Sheet View 380

Resource Usage View 380

Bar Rollup View 381

Milestone and Milestone Date Rollup

Views 382

Relationship Diagram View 383

Resource Allocation View 384

Resource and Resource Name Form

Views 384

Task, Task Detail, and Task Name Form

Views 386

Task Entry View 387

Task Sheet View 388

Understanding Standard Tables 389

Task Tables 389

Resource Tables 391

Understanding Filtering and Grouping 393

Exploring Filters in Microsoft

Project 393

Exploring Standard Groups 398

Combining Views, Tables, Filters, and Groups to Review Project Schedule Details 401

Does My Schedule Contain the Needed

Milestones? 401

Do I Know My Critical Path? 403

Are My Tasks Linked? 405

Does My Schedule Contain

Constraints? 406

Are All Needed Task Details

Included? 407

Making Sure There Is Flexibility in the

Schedule 407

Are My Resources Overallocated? 407

Is My Schedule Baselined? 408

How Do I Communicate the Tasks? 408

How Do I Present My Project Schedule to

the Project Sponsors? 409


Stop Expecting Your Resources and

Sponsors to Look at the Same Views You

Do 410

Use the Team Planner When Resource

Planning Is Your Main Goal 410

Keep It Simple 410

Easy Way to Not Accidentally Type in

Actuals When Using Resource or Task

Usage Views 410

12 Performing a Schedule Reality Check 411

Auditing the Schedule for Reasonableness 411

Looking for Logic Errors 412

Schedule Estimation Methods 413

Looking for Technique Errors 414

Reviewing the Big Picture: Critical Path Analysis 417

What Is My Current Critical Path? 418

How Can I Reduce the Duration of My

Critical Path? 419

Strategies for Crashing the

Schedule 420

Strategies for Fast Tracking the

Schedule 420

Contents xi

Reviewing the Project-Level Statistics 421

Methods of Examining Your

Schedule 422

Strategies for Analyzing Costs 423

Reviewing the Cost Table 423

Reducing the Cost of Work 424

Finalizing the Schedule 424

Baselining the Schedule 425

Saving Your Project Baseline 425


Are You a Pessimistic or an Optimistic

Estimator? 428

Schedule Problems Checklist 428

Avoiding the “While You Are Here”

Syndrome 430

Deleting Baselined Tasks 430

III Project Execution Through Completion

13 Tracking Your Project Progress 431

Overview of Tracking 431

Working with Project Baselines 432

Viewing Baselines 433

Using Usage Views to Show Time-

Phased Details 434

Tracking Your Project’s Performance and Costs 436

Understanding Fields Used in Updating

the Project Schedule 436

Entering Tracking Information at the Task Level 438

Editing the Task Actual Start Date 440

Editing the Task Actual Finish Date 440

Editing Task % Complete (Percentage

Complete) 441

Editing Task Actual Duration 442

Editing Task Remaining Duration 442

Editing Task Actual Work 443

Editing Task % Work Complete 443

Editing Task Remaining Work 443

Editing Task Time-Phased Actual

Work 444

Entering Tracking Information at the Assignment Level 444

Editing Assignment Actual Start 445

Editing Assignment Actual Finish 445

Editing Assignment Actual Work 446

Editing Assignment % Work

Complete 446

Editing Assignment Remaining

Work 446

Editing Assignment Time-Phased

Work 447

Understanding the Calculation Options That Affect Tracking 447

Using the Updating Task Status Updates

Resource Status Option 449

Using the Actual Costs Are Always

Calculated by Project Option 450

Using the Edits to Total Task Percentage

Complete Will Be Spread to the Status

Date Option 452

Options to Reschedule Parts of Partially

Completed Tasks 453

Using Microsoft Project’s Facilities for Updating Tasks 455

General Shortcuts 455

Update Tasks Form 455

Update Project Form 456


Always Keep the Original Baseline 458

Regular Statusing of Team

Assignments 458

14 Analyzing Performance 459

Reviewing the Current Status of a Project 460

Reviewing the Status Via the Current

Schedule 460

xii Project 2013 In Depth

Reviewing the Status Via the Project

Plan 465

Analyzing Performance with Earned Value Analysis 474

Understanding Earned Value

Measurements 475

Controlling the Calculation of Earned

Value 485

Summary of Using Earned Value Analysis

in Project 487

Earned Value Report 489

Using Analysis Views and Reports 490

Analysis Views 491

Analysis Reports 494

Analyzing the Critical Path 495


Project Performance Analysis

Prerequisites 495

Project Performance Analysis Areas 496

Project Performance Analysis

Options 496

15 Using Reports for Tracking and Control 497

Using Reports 497

Reports and the Iron Triangle 499

Using Reports for the Project

Sponsor 508

Using Visual Reports 510

Using Visual Reports for Project

Analysis 512

Using Visual Reports for the Project

Sponsor 517

Using Visual Reports for the Project

Team 523


When to Use Reports 524

When to Use Visual Reports 525

Customize the Out-of-the-Box Reports for

Your Project Needs 525

16 Revising the Schedule 527

When Things Don’t Go According to Plan 527

Critical Path Changes 528

What Can Go Wrong 529

Prevention and Avoidance 530

When Recovery Is the Only Option 530

Reducing Project Scope 531

Reducing Project Cost 532

Reducing Scheduled Duration 532

Rebaselining Strategies 534


Regularly Review Your Project

Schedule 534

Perform Risk Management and

Contingency Planning 534

Make Your Project Estimates as Realistic

as Possible 534

17 Closing the Project 535

Project Close Process Group 536

Closing the Contractual Agreement 536

Implementing Project Close Custom

Fields 538

Performing Final Reporting 539

Cost Overruns Report 540

Additional Out-of-the-Box Closing

Reports 540

Performing a Project Retrospective: Lessons Learned 542

Archiving Your Schedule 543

Celebrating Your Project Results 546


Contents xiii

IV Tailoring Microsoft Office Project 2013 to Your Needs

18 Managing Project Files Locally and in the Cloud 549

Saving and Protecting Project Files 550

Working with the Organizer and the

Global File 550

Designating the Default Save Location

and Format 550

Version Compatibility 552

Saving a File 552

Your Account 555

Providing Security for Saved Files 555

Saving the Workspace 558

Project Safe Mode 558

Creating and Using Project Templates 559

Creating a New Project Template 559

Modifying Existing Template Files 561

Opening a Template File to Create a

New Project 561

Working with the Organizer and the Global File 562

Global.mpt File 565

Manipulating Objects Using the

Organizer 565


Global.mpt 568

Using the Organizer 568

Protecting Your Project Files When

Sharing 568

Basic Steps for Starting a Project 568

Use Templates and Keep Them

Simple 568

19 Formatting Views 569

Sorting the Tasks or Resources in a View 569

Selecting the Sort Keys 570

Selecting the Sort Operation 571

Formatting Text Styles for Categories of Tasks and Resources 571

Selecting an Item to Change 572

Changing the Style of Text Displays 574

Formatting Font for Selected Text 575

Formatting Gridlines 575

Using the Outline Options 577

Formatting Timescales 578

Changing Timescale Tiers 579

Completing the Timescale

Definition 581

Changing the Display of Non-Working

Time 582

Using Page Breaks 583

Formatting the Gantt Chart Views 583

Formatting the Gantt Chart View

Manually 583

Using the Gantt Chart Wizard 594

Formatting the Calendar View 596

Formatting the Timescale for the

Calendar 597

Selecting Calendar Bar Styles

Options 598

Setting the Layout Options for the

Calendar View 599

Formatting the Network Diagram View 600

Using the Box Styles Options 600

Using Data Templates for Network

Diagram Nodes 601

Using the Box Options 604

Controlling the Network Diagram

Layout 604

Using the Zoom Command 609

Formatting the Task Form and Resource Form Views 609

Sorting the Form Views 610

Formatting Details of Form Views 610

xiv Project 2013 In Depth

Formatting the Resource Graph View 612

Reviewing the Format Options for the

Resource Graph View 614

Selecting the Details to Display 615

Using the Bar Styles Dialog Box 617

Formatting the Resource Usage View 619

Choosing the Details for the Resource

Usage View 619

Formatting the Detail Styles in the

Resource Usage View 620

Formatting the Task Usage View 621

Formatting the Task Sheet and Resource Sheet Views 622


Get Familiar with the Default Views

First, Then Customize 622

Customizing the Gantt Chart View 623

Sorting Views 623

20 Reports Part I: 2013 Reports 625

Understanding the New Reports 625

Accessing the Reports 626

Common Report Elements 627

Dashboards Reports Category 629

Resources Reports Category 632

Cost Reports Category 634

In Progress Reports Category 636

Miscellaneous Category Controls 638

Customizing Sections of Reports 639

Customizing a Text Box or a Shape 639

Adding or Customizing a Picture 640

Adding or Customizing a Chart 642

Adding or Customizing a Table 645

Customizing Reports 646

Customizing an Existing Report 647

Creating Reports 647

Creating a New Report Based on an

Existing Report 647

Designing a New Report 648

Using the Common Customization Controls 649

Themes 649

Choosing the Page Setup Options for a

Report 650

Saving and Sharing Custom Reports 650


Right Report for the Right Audience 652

Avoid Too Much Navel Gazing 652

21 Reports Part II: Visual Reports 653

Reports Part II: Visual Reports 655

Understanding OLAP Cubes for Visual Reports 658

Understanding Excel and Visio in Relation to Project 659

Using Excel While Working with Visual

Reports 659

Using Visio While Working with Visual

Reports 664

Reporting Capabilities 665

Customizing Excel Visual Reports 665

Customizing Visio Visual Reports 680

Creating Visual Reports Using

Excel 688

Creating Visual Reports Using Visio 692

Sharing and Saving Visual Reports 693

Saving a Visual Report Template Using

Excel 694

Saving a Visual Report Template Using

Visio 694

Saving a Reporting Cube 694

Saving a Reporting Database 696

Printing a Visual Report 697


80/20: Choose the Right Data Resolution

for Your Reporting Goals 697

Contents xv

Save Customized Reports as Templates

for Later Use 698

22 Customization Almost Beyond Reason: Views, Tables, Filters, Groups, Fields, Toolbars, and Menus 699

Creating and Customizing Tables 700

Entering a Table Name 702

Adding and Changing the Columns in

the Table 702

Completing the Definition of the

Table 705

Changing Table Features from the View

Screen 707

Creating and Customizing Views 708

Entering the Name of the View 711

Selecting the Starting Format 711

Selecting the Table for the View 712

Selecting the Group for the View 713

Selecting the Filter for the View 713

Displaying the View Name in the

Menu 713

Saving the View Definition 714

Creating a Combination View 714

Printing Views 715

Preparing Your Screen and Choosing

Fundamentals for Your Printed

View 716

Filtering, Sorting, Grouping, and

Enhancing the Display 716

Using Page Breaks 717

Using the Page Setup Dialog Box 717

Previewing the Printed View 726

Printing 727

Creating and Customizing Filters 729

Naming a Filter 730

Defining Filter Criteria 730

Using More Filter Criterion Tests 733

Using Interactive Filters 737

Creating Calculated Filters 738

Creating Multiple Criteria Filters 739

Creating Custom Filters with

AutoFilter 740

Creating Custom Groups 741

Accessing Custom Groups 741

Selecting Grouping Fields 742

Defining Group Intervals 743

Formatting Group Displays 744

Saving Custom Groups 745

Creating and Customizing Fields 745

Accessing the Custom Fields 746

Naming Custom Fields 746

Creating Calculated Custom Fields 747

Controlling Custom Field Behaviors 749

Creating Custom Indicator Fields 749

Managing Custom Fields 754

Organizing Views and Other Custom Elements in Project Files 754

Customizing the Ribbon 756

Customizing the Quick Access Toolbar 762

Customizing the Status Bar 765


Create Views the Right Way 767

Name Organizer Objects

Appropriately 767

Resolve Unexpected View Results 767

Know Your Audience When Using

Graphical Indicators 767

Keep an Excel Configuration

Workbook 768

Making the Most of the “Ribbon” 768

V Microsoft Project 2013 Knowledge In Depth

23 Working with Multiple Projects 769

Using Windows Commands 769

Viewing All the File Windows at the

Same Time 771

xvi Project 2013 In Depth

Hiding and Unhiding Open

Windows 772

Using the Save Workspace

Command 772

Comparing Project Versions 773

Displaying Tasks from Different Projects in the Same Window 776

Using the New Window Command 776

Filtering and Sorting Consolidated

Projects 778

Creating Master Projects 780

Combining Projects into One File Using

the Insert Project Menu 781

Working with Inserted Projects 782

Breaking Apart a Large Project Using

Inserted Projects 784

Master Projects Using Hammock

Tasks 784

Maintaining Inserted Projects 786

Identifying Tasks That Are Inserted

Projects 787

Creating Links Between Tasks in Separate Projects 788

Sharing Resources Among Projects 791

Creating the Shared Resource

Project 792

Using the Resource Pool 792

Discontinuing Resource Sharing 795

Identifying Resource Pool Links 796

Viewing Resource Loads Without Sharing

a Pool 796

Saving Multiple Files in a

Workspace 797


Using Master Files 798

How Do I Tell Which Task Is from Which

Project When They Have the Same

Names? 799

Sharing Resources Between

Projects 799

24 Resolving Resource Allocation Problems 801

Understanding How Resource Allocation Problems Occur 801

Why Should I Care About Resource

Workload Conditions? 802

What Is the Problem? 802

What Causes Resource

Overallocation? 804

When Should I Ignore Resource

Allocation Problems? 804

Visualizing Resource Allocation Conditions 805

Resource Max Units, Calendars, and

Other Settings 805

Team Planner 808

Resource Graphs 808

Resource Sheet 809

Split Views and Windows 811

Resource Usage Time-Phased Data 813

Groups, Filters, and Sorting Tasks with

Resources 814

Review Task Relationships 815

Strategies for Correcting Resource Allocation Problems 816

Process Check: Review Project Scope and

Other Business Issues 817

Replacing or Adding Resources 817

Splitting Tasks 818

Linking Tasks 819

Adjusting Resource Units 820

Using the Level Resources Tools 821

Manual Strategies to Correct Resource

Allocation Problems 827


Use Team Planner and Manually

Scheduled Tasks Where

Appropriate 832

Establish Guidelines for Resolving

Resource Allocation Issues 832

Examples of Resource-Leveling

Scenarios 832

Contents xvii

Receiving an “Overallocation Cannot Be

Resolved” Warning 833

Resource(s) Indicate Overallocation

Condition After Leveling 833

25 Exporting and Importing Project Data 835

Exchanging Project Files Across Microsoft Project Versions 836

Exchanging Project Data with Other Applications 837

File Formats Supported by Project 837

Working with Import/Export Maps 838

Understanding Import/Export Maps 838

Reviewing the Predefined Import/Export

Maps 840

Creating and Using an Export Map 844

Creating and Using an Import Map 849

Exchanging Data with Microsoft Excel 854

Exporting Project Data to an Excel

Worksheet 855

Exporting Project Data to an Excel

PivotTable 859

Importing Project Data from the Excel

Format 859

Working with Web-Enabled Project Data 865

Working with Text File Formats 865

Exporting Project Data in the Text

Formats 865

Importing Project Data from Text

Formats 868

Importing a Task List from Outlook 868


Import/Export as a Legacy Feature

Set 872

Design the Data Layout Prior to Import/

Export 872

Using Export/Import Versus Copy/

Paste 872

Copying and Pasting Using Excel 872

Be Aware of Additional Data When

Importing/Exporting 872

Using the XML Export Will Not Keep

Some of the Usage Data 872

26 Manipulating Data Using Other Applications 873

Copying Data Between Applications 873

Copying Data from Other Applications

into Project 875

Copying Project Data into Other

Applications 877

Linking Data Between Applications 879

Linking Project Data Fields from External

Sources 879

Refreshing Linked Data in Project 881

Deleting Links to External Sources 883

Identifying Tasks or Resources with

Links Attached 884

Pasting Links to Project Data in Other

Applications 884

Working with Objects 884

Pasting Objects 885

Inserting Objects 887

Placing Objects into Project 888

Pasting Objects in the Gantt Chart

View 888

Inserting Objects in the Gantt Chart

View 889

Placing Objects in the Notes Field 893

Placing Objects in the Task or Resource

Objects Box 893

Placing Objects into Other Applications 896

Using the Copy Picture Command to

Copy a View 897


“Legacy” Features 901

File Sizes 901

Index 903

ABOUT THE AUTHORScott Daley has been updating Project In Depth since the Project 2010 edition. He has

been working with Project and Project Server for over a decade as a consultant, a Microsoft

employee, and an independent consultant. Scott believes that project management done well is

a highly underrated discipline.

This book was written with the intent to explain more than just what Project does or why it

does it, and to go beyond the standard narratives surrounding Project. Scott has seen Project

put to use managing many different kinds of projects, and hopes that this book will clarify

some of the reasons why these efforts can succeed or fail.

ABOUT THE TECHNICAL EDITORAlan Wright has worked professionally in and around IT for nearly 10 years. He has provided

enterprise-level support in the Detroit, Michigan, area and continues to provide software and

hardware support for small business and residential users. He holds several certifi cations from

CompTIA and Microsoft and enjoys working with technology and teaching others how they

can make technology work for them.

DEDICATIONThis book is dedicated to all the deliberate and accidental project managers who, in the end, just want to deliver.

ACKNOWLEDGMENTSScott would like to thank QuantumPM for the contribution they made to this edition of Project In Depth by writing the 2007 edition.

Scott would also like to acknowledge the hard-working staff at Que Publishing who have

helped make this book what it is today. He would especially like to thank Executive Editor

Loretta Yates. It has been his pleasure working with her over the years.

WE WANT TO HEAR FROM YOU!As the reader of this book, you are our most important critic and commentator. We value your

opinion and want to know what we’re doing right, what we could do better, what areas you’d

like to see us publish in, and any other words of wisdom you’re willing to pass our way.

We welcome your comments. You can email or write to let us know what you did or didn’t like

about this book—as well as what we can do to make our books better.

Please note that we cannot help you with technical problems related to the topic of this book.

When you write, please be sure to include this book’s title and author as well as your name,

email address, and phone number. We will carefully review your comments and share them

with the author and editors who worked on the book.

Email: [email protected]

Mail: Que Publishing

ATTN: Reader Feedback

800 East 96th Street

Indianapolis, IN 46240 USA

READER SERVICESVisit our website and register this book at www.quepublishing.com/register for convenient

access to any updates, downloads, or errata that might be available for this book.

http://www.quepublishing.com/register

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3

MICROSOFT PROJECT AND THE PROJECT MANAGEMENT DOMAIN

This chapter is about using Microsoft Project within the domain of project

management. It identifies accepted standards and methodologies that are

in use within the field and provides some examples of how they are used

with Project.

History of Project Management When Patrick Henry said, “I know of no way of judging the future but by

the past,” he could have been talking about project management. When

faced with projects that have never been done before, all project manag-

ers can do is look at what has come before them.

Although project management has been practiced for thousands of years,

evidenced by the Egyptian and Roman dynasties, modern project manage-

ment can be traced back to the late nineteenth century and the rise in

large-scale government projects and growing technological advancements.

Fredrick Taylor, the Father of Scientific Management, applied scientific

reasoning to analyzing and improving labor, and Henry Gantt studied

management of Navy ship construction during World War I. Gantt’s use of

charts, task bars, and milestone markers is still practiced today, and they

bear his name. One of the major projects that brought detailed project

planning, controlling, and coordination to the forefront was the Hoover

Dam project, which involved $175 million dollars, six different companies,

a major worksite with no existing infrastructure, and approximately 5,200

workers. The project was brought in under budget and ahead of schedule.

Microsoft Project and the Project Management Domain58

I

PART

After developments in project management during two World Wars and the growing Cold War,

major changes to project management were brought about with the launch of Sputnik. Fearful that

the United States was falling behind in the race to space, the United States introduced several major

programs to focus on science and exploration. Several agencies, including the Advanced Research

Project Agency, a high-level research and development program that later became DARPA, and

NASA were founded. These agencies led the way in the development of project management.

Two other major developments for project management to grow out of this period were the Critical

Path Method (CPM) and the Program Evaluation and Review Technique (PERT). CPM was devised

by Du Pont and Remington Rand for use with the UNIVAC-1 computer mainframe. PERT was

invented by the Program Evaluation Branch of the Special Projects office of the U.S. Navy, for use

with the POLARIS missile program, and was also used on the Apollo program for NASA. CPM/PERT

gave managers more control over extremely large and complex projects, but could only be calculated

within large mainframe computer systems and were used mainly for government sector projects.

With the computer revolution of the 1980s and the move from mainframe computers to personal

computers with the ability to multitask, project management software became more accessible to

other companies. The Internet and networked systems only made project managers more efficient

at controlling and managing the different aspects of their projects. More information on previously

completed projects is available today than ever before, making the project manager’s job of estimat-

ing the future by looking at the past easier than ever.

Exploring Project Management Industry Standards

Almost anyone can create a schedule with Project. Organizing that schedule into a logical flow of

work, however, requires a solid understanding of how projects should be managed and decomposed

into logical units. To understand project management, you must understand the standards and

methodology behind it. Although Gantt Charts and other similar resources are used in almost all

project management schedules, there are several different ways of using those resources.

This chapter discusses prominent industry standards often used to set a framework for building

schedules. A variety of methodologies, team styles, and life cycles also are explored. The approach

and techniques vary, but the software can still be used to support virtually any approach to schedul-

ing that an individual or organization chooses to use.

Project Management Body of Knowledge (PMBOK) The Project Management Institute, or PMI, is an internationally recognized organization that has

developed standards for the domain of project management including standards for portfolio man-

agement, program management, project management, and Work Breakdown Structures. PMI has

several hundred thousand members in more than 65 countries. It is widely recognized for its cer-

tification programs and continues to grow through a combination of volunteer efforts, certification

programs, local chapter events, international seminars, and special interest groups.

The standards created by PMI are authored by a vast network of project management professionals

who volunteer their time to create and update these standards on a regular basis. The standards

59Exploring Project Management Industry Standards

3

CHAPTER

groups are from many different countries across the globe; they research topics and collaborate to

bring together the latest thinking and techniques from their collective experience.

The PMI standard that is of primary importance for this chapter of the book is in its fifth edition and

is known as “A Guide to the Project Management Body of Knowledge,” also known as the PMBOK

Guide. It is discussed in some detail in this chapter to help in understanding all the components that

should be considered when creating a schedule.

Because PMI is a standards and certification organization, it does not prescribe methodologies or

“how to” approaches; rather, it defines specific standards and offers certifications in the field of

project management. The PMBOK provides a context for a way to do things, rather than the process

that should be followed.

Inexperienced project managers often try to make their schedules

follow PMBOK as if it were a recipe for success. This can lead them

into traps and complexity that is not useful in completion of their

projects. Instead, they should look to the PMBOK for support of the

methodology and life cycle that they choose to follow.

The PMBOK Guide has established five process groups to define

the project management process. These processes are as follows:

• Initiating Process Group— Defines and authorizes the project or

a project phase

• Planning Process Group— Defines and refines objectives, and

plans the course of action required to attain the objectives and

scope that the project is to address

• Executing Process Group— Integrates people and other

resources to carry out the project management plan

• Monitoring and Controlling Process Group— Regularly mea-

sures and monitors progress to identify variances from the

project management plan so that corrective action can be taken

when necessary to meet project objectives

• Closing Process Group— Formalizes acceptance of the product,

service, or result and brings the project or a project phase to an

orderly end

Projects are created and implemented in environments that are larger in scope than the projects

themselves. All projects must have a beginning and an end, as shown by the Initiating and Closing

process groups. In between, a project will be engaged continually with the other three process

groups, as shown in Figure 3.1 .

The PMBOK identifies nine knowledge areas that a project manager should consider throughout the

entire life cycle of a project. Knowledge areas focus on a specific aspect of the overall domain and

identify the elements that need to be considered to properly manage a project:

tip PMI makes a clear distinction between a project plan and a project schedule . The plan is a formal document that includes narrative on commu-nication approaches, assump-tions, deliverables, and execution of the project. The schedule is one component of the plan that focuses on the timeline for the activities to be performed. As sched-uling tools become more sophisticated, they are gradu-ally including more elements that used to reside only in the plan. Project Desktop still focuses on scheduling func-tions, but the server compo-nents have added capabilities to support more of the plan functions.


I

PART

• Project Integration Management— This knowledge area looks at the processes and activities

needed to identify, define, combine, unify, and coordinate the different actions within a project

management process group.

• Project Scope Management— This knowledge area handles scope planning, scope definition, cre-

ating a WBS (decomposition of the scope into smaller components), scope verification, and scope

control.

• Project Time Management— This knowledge area concerns five different steps: activity defini-

tion, activity sequencing, activity resource estimating, activity duration estimating, and schedule

development.

• Project Cost Management— This knowledge area involves planning, estimating, budgeting, and

controlling costs so a project can be finished within budget.

• Project Quality Management— This knowledge area determines policies, objectives, and respon-

sibilities to meet a project’s quality standards.

• Project Human Resource Management— This knowledge area helps organize and manage a proj-

ect’s team, the people necessary for the completion of the project.

• Project Communications Management— This knowledge area involves the processes that ensure

timely generation, collection, distribution, storage, retrieval, and disposition of information.

• Project Risk Management— This knowledge area envelopes risk management planning, identifi-

cation, analysis, responses, monitoring, and controlling of a project.

• Project Procurement Management— This knowledge area involves the processes necessary to

purchase products, services, or results from outside the project team.

• Project Stakeholder Management— This knowledge area involves the processes necessary to

manage the expectations of and results for the many people and things that can have a stake in

the execution and outcome of your project.

The ten knowledge areas are specifically designed to work with

the five process groups to identify possible areas for management

within the scope of the project. When the two components are

combined, they provide guidance for what elements should be

considered at what time in a project.

In the context of the Project desktop, the key knowledge areas

are scope, time, and cost. These components help you build the

initial project schedule framework.

The emphasis for each knowledge area varies by phase of proj-

ect; some are more important in one phase than another, but all

of the nine are used throughout the project.

note Do not confuse the PMBOK process groups with life cycle phases of projects. This is a common tendency when a project manager tries to decompose a project into logical components. Process groups pertain to all projects; life cycles vary by the type of project, the domain of the work, the complexity and timeframe, and many other factors. Details about phases are covered later in this chapter.

61Exploring Project Management Industry Standards

3

CHAPTER

PRINCE2 PRINCE2, which stands for Projects in Controlled Environments , is a project management method-

ology developed by the United Kingdom government. It is in its second release and was originally

known as the PRINCE technique. The first release was established in 1989 by the Central Computer

and Telecommunications Agency (CCTA) as a standard for information technology project

INITIATINGPROCESS GROUP

EXECUTINGPROCESS GROUP

MONITORING ANDCONTROLLING

PROCESS GROUP

CLOSINGPROCESS GROUP

Customer

ProjectInitiator orSponsor

EnterpriseEnvironment

Factors

ProjectInitiator orSponsor

Final product,service, result

Organizational processassets (updates)

Policies, procedures,standards, guidelinesDefined processesHistorical informationLessons learned

Organization’s cultureProject managementInformation systemHuman resource pool

Statementof work

Contract

Project charterPreliminary Project Scope Statement

Project Management Plan

DeliverablesRequested changesImplemented change requestsImplemented corrective actionsImplemented preventive actionsImplemented defect repairWork performance information

Administrative closure procedureContract closure procedure

Approved changed requestsRejected change requestsApproved corrective actionsApproved preventive actionsApproved defect repairProject Management Plan (updates)Project Scope Statement (updates)Recommended corrective actionsRecommended preventive actionsPerformance reportsRecommended defect repairForecastsValidated defect repairApproved deliverables

PLANNINGPROCESS GROUP

Figure 3.1 The relationship among the PMBOK process groups (taken from Figure 3.3 , PMBOK Guide, Fifth Edition).


I

PART

management. Because of its success in IT, the methodology was republished about seven years

later in a version that could be applied across many other disciplines. PRINCE2 was again updated

in 2005 by the Office of Government Commerce (OGC), has become the standard for project manage-

ment in the United Kingdom, and is now used in 50 other countries. You can become certified in the

use of PRINCE2 at either one of two levels: Foundation and Practitioner.

PRINCE2 uses a simple four-step process to explain what each project needs, as shown in Figure

3.2 . This process is explained in more detail using the following eight different processes, some-

times known as the Validation, Quality, Verification, and Approval steps:

• Start-up— This is when a project manager is chosen. The need for the project is defined and out-

lined as to how it will be executed.

• Direction— The project manager, who reports to the Project Board, is responsible for managing

the details. The Project Board is responsible for the overall success of the current project and

defines the direction in which the project will be heading.

• Initiation— The Project Initiation Document is prepared and submitted to the Project Board for

approval and possible revision.

• Stage Control— During this stage, the project is broken down into several different manageable

stages. The number of stages depends on the size and risk level of the project, and each stage

must also plan for the succeeding stage. Before any new stage can begin, the current stage must

be fully finished.

• Stage Boundary Management— At this stage, the Project Board must review the current stage

and then develop the process for the next stage. It is only after the approval for the execution of

the current stage and the planning of the next stage that the project can continue.

• Planning— This stage is used for deciding what products will be produced and what is required

for their production. Then, estimates are made for cost, time, and any other resources, plus any

risk analysis, activity scheduling, and process streamlining

that is necessary for the project.

• Product Delivery Management— This is the production stage,

where the project manager confirms that the right goods are

being produced correctly and on schedule.

• Closing— After everything is finished, the project manager

must perform a post-project review, which evaluates the

outcome of the project. When this review is approved by the

Project Board, the project is complete.

In addition to consideration of these standards and methods,

project managers need to understand the environment in which

they will be working before they create a schedule. They need to

be aware of the various methodologies and approaches that can

be used to help them (or confuse them, if they do not understand

how and when the methodologies and approaches should be

applied). The following section provides an introduction to this

information.

note There is no conflict between PMBOK and PRINCE2. They can be used together if a project manager chooses to use both. PRINCE2 is a meth-odology and focuses more on deliverables, whereas PMBOK is a standard and focuses on the process and knowledge areas. PRINCE2 establishes a Validation of Process (through a specific focus on deliverables and the activities around them), whereas PMBOK focuses on the processes used to manage the deliverables.

63WBS, Phases and Control Points, Methodologies, and Life Cycles

3

CHAPTER

WBS, Phases and Control Points, Methodologies, and Life Cycles

Before building any schedule, the project manager must consider two key components: work decom-

position (what work needs to be done, the Work Breakdown Structure or WBS) and managerial

control (stages, phases, and life cycle requirements). The discipline used for either depends on the

environment in which the project is executed, so the formality will vary, but both components must

be considered. The tasks or activities and milestones (how the work will be accomplished) should

not be defined in a project schedule until the WBS and control framework are determined. WBS

helps the project manager set parameters around the scope of work to be done; the life cycle sets

the controls in place for decisions during project execution. If these two components are kept in con-

trol, the project will have a much higher opportunity for success.

Work Breakdown Structure (WBS) Step one in building a schedule is to begin with a Work Breakdown Structure (WBS) that allows

decomposition of the scope of the project from major components to the smallest set of deliverables,

called work packages . As a best practice, this process is completed before a true schedule is built. It

AN ORGANIZED AND CONTROLLEDSTART (i.e., organize and plan things

properly before leaping in).

AN ORGANIZED AND CONTROLLEDMIDDLE (i.e., when the project has

started, make sure it continues to beorganized and controlled).

AN ORGANIZED AND CONTROLLEDEND (i.e., when you’ve got what you want

and the project has finished, tidy up the loose ends).

IN ORDER TO DESCRIBE WHAT APROJECT SHOULD DO WHEN, PRINCE2

HAS A SERIES OF PROCESSES THATCOVER ALL THE ACTIVITIES NEEDED ON

A PROJECT FROM STARTING UP TOCLOSING DOWN.

Figure 3.2 The PRINCE2 four-step process.

note Many of the preceding terms are used by project managers to describe the approach that is used to define and execute a project. Each of these has been explained in many other texts and references. Because the focus of this book is using Project, the topics are brought up here to provide context only; there is no attempt to provide the definitive use of any of the terms. Rather, the hope is that the reader can apply the concepts and techniques as appropriate when building a schedule. The work that needs to happen during a project’s life does not automatically conform to a particular methodology.


I

PART

can be done using Project as long as ongoing “use” rules are defined and followed to keep the WBS

components intact after the project is approved and baselined.

As mentioned earlier in this chapter, PMI has developed a standard for the WBS. It is a primary com-

ponent of good project management practices because it forces the discipline of scope definition and

control.

For detailed information of how to build a WBS, see Chapter 4 , “Getting Started After the Business Initiative Is Approved,” p. 71 .

If the scope of your project is managed through a WBS, all the tasks and milestones will be created

in support of specific work packages and can be rolled up through the structure for tracking prog-

ress using Earned Value Management techniques. This practice eliminates some of the common fail-

ure points in project management, such as scope creep and fuzzy requirements. All work is clearly

linked to the production of a deliverable, and progress against that deliverable can be monitored.

Managerial Control So many terms are used in the context of managerial control that a few definitions are in order.

Hundreds of resources are available to provide detailed explanations; the purpose here is context

only. The hope is that these simple descriptions will help the user’s understanding when building a

project schedule, as discussed in the following sections.

Phases and Gates Many organizations have established processes for deciding what projects will be approved and

for overseeing the projects after they have been launched. In some organizations, the processes are

rigorous and robust; in others, the processes might be simple guidelines that have been put in place

to help project managers. In either case, a defined set of standard phases and control points (often

called gates ) simplify the decisions that need to be made when running a project. In most cases,

templates can be created that standardize the phases and the required control points for different

types of projects.

Phases and gates can allow more management control of the project, as they break down the project

into smaller components. This helps to keep executive and team focus aligned on the same set of

activities. A change between phases is usually defined by some kind of transfer. In many cases, the

transfer requires a formal review before the project is allowed to move into the next phase. It is not

unusual, however, for phases to begin before the completion of the previous phase, especially when

the risks are judged as acceptable. Each organization will make its own determination of the level of

control required.

Building the phases and control points into templates is an excellent way to minimize the amount of

work that needs to be done when building a new schedule. Many examples are already available in

Project, and the organization can build additional ones as needed.

For additional information on building and using templates, see Chapter 18 , “Managing Project Files Locally and in the Cloud,” on p. 549 .

65Using Microsoft Project with Methodologies and Life Cycles

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Methodologies As organizations mature in the project management discipline, they often adopt more formal man-

agement control systems. These systems are typically described as methodologies that include pro-

cesses, rules, standards, and methods for how work will be done. In this section, we identify a few

of the ones used in specific industry segments. Each industry has its own set of methodologies, and

this chapter does not attempt to identify all of them. The purpose here is to show how managing

projects using Project can be included in the methodology to assist in the enforcement and usability

of the tools.

Life Cycles Like methodologies, project life cycles are unique to the industries and disciplines in which they

are used. Although all projects have a beginning and an end, they vary greatly in how the work is

accomplished. It is nearly impossible to define an ideal life cycle. Some companies and organizations

use a single, standardized life cycle for every project, whereas others permit the project manager to

choose the best life cycle for the project. In others, a variety of life cycles exists to accommodate dif-

ferent levels of complexity and different styles or types of work.

Regardless of the organization’s choices regarding methodologies and life cycles, all organizations

can use a scheduling tool to help with project execution. The key to success in every case is that the

schedule must be focused on the deliverables to be produced rather than the process. The process

must be set up to assist with producing deliverables.

The next section of this chapter provides several examples of methodologies and life cycles in the

field of software development to illustrate how Project can be used to enable management of a wide

variety of projects.

Using Microsoft Project with Methodologies and Life Cycles

Almost all organizations have at least a small number of technology projects underway, so software

development is an excellent example of the wide variety of project-scheduling approaches available

to organizations. The types of projects range from simple to complex, short to multiyear, and goal-

oriented to open-ended research.

The following examples discuss the associated software development life cycle (SDLC) and how

Project can be set up to support the life cycle. As you review the examples, you should also keep in

mind that these projects should be planned and executed using the principles described in the pre-

vious sections on project standards (the PMBOK Guide and PRINCE2).

Although strict adherence to the standards is not required or necessary on every project, it is useful

to remember that there are five major process groups to be managed on each project and that there

are nine knowledge areas that should be considered throughout the project’s life cycle.


I

PART

Waterfall Development Process Traditional software development is often described as a waterfall model because it is sequential in

nature. The assumption with this model is that phases can be completed in order with little or no

need to repeat the previous activities. Development is described as a waterfall, steadily falling down

through traditional phases such as definition, preliminary design, detailed design, coding, testing,

implementation, and transition to operations.

This method of development is used in many organizations today, especially those involved in mul-

tiyear programs. The phases can be lengthy and the work can be exacting. Although the name sug-

gests that all work from one phase is completed before moving into the next phase, these types of

projects are often set up with overlapping phases so that design can begin on certain deliverables

as soon as the definition of the work for those deliverables is completed. In addition, there is typi-

cally some level of iterative development involved in almost all projects, but the term “waterfall” is

still in common use today.

In this type of project, the tendency is to set up the project schedule in the same order as the major

phase names. Instead, the project can be set up so that it is broken into logical work packages that

can be monitored and measured separately.

Iterative Development Iterative development provides a strong framework for planning purposes and also flexibility for

successive iterations of software development. The Rational Unified Process (RUP) and the Dynamic

Systems Development Methods are two frameworks for this type of project life cycle. RUP is not

only a methodology for software engineering project management; it also has a set of software tools

for using the specific methodology that is the Rational Unified Process. Figure 3.3 depicts the RUP

workflow.

The goal for this type of software development life cycle (SDLC) is to allow the developers to learn

through incremental development and the use of prototypes instead of trying to complete detailed

requirements before the development work begins. Agile and XP can also be considered to be itera-

tive methods.

DEVELOPBUSINESS CASE IDENTIFY RISKS

DEVELOPPROJECT PLAN STAFF PROJECT

DEVELOPITERATION

PLAN

REVISIT RISKLIST

EXECUTEITERATION

PLAN

EVALUATEITERATION

PLAN

Figure 3.3 RUP workflow.

67Using Microsoft Project with Methodologies and Life Cycles

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Agile Development Process Agile is a philosophy of project management that moves away from the classic project management

methods and focuses less on planning and more on execution. In Agile, crucial decisions are made

during the project execution phase, instead of the planning phase. As business and project environ-

ments become more fluid and dynamic, the amount of time for effective planning becomes less and

less. This does not mean that planning is ignored; rather, the focus shifts to supporting decisions

during project execution instead of finalizing all decisions during the planning stage.

Agile is not an all-or-nothing methodology either; it is possible to combine Agile with more clas-

sic project management ideas. Whereas classic project management is comprehensive and works

in diverse situations, Agile can add various ideas for facing new and unique situations that can be

found in creative, knowledge-based industries.

Here are some of the attributes of an Agile SDLC:

• Short development cycles are used to produce working software in weeks rather than months.

• Communication between the business users and the developers occurs daily.

• Documentation of working functionality is captured after the software is completed; there is

limited documentation of the requirements or design.

• Timeboxing is used to force tough decisions early in the project.

• Changes to requirements are expected; they are a result of early working prototypes and are a

goal of the process.

• The project manager for an Agile team is focused on ensuring excellent communication as the

primary mechanism to maintain progress.

Agile development can be difficult for large organizations to

embrace because it does not require a focus on formal planning of

an entire project.

The major difference is that the primary measurement of progress

is frequent delivery of small amounts of working software. With a

focus on feature delivery, it can sometimes be difficult to under-

stand the overall picture, so strong project management must pro-

vide this clarity.

In this type of environment, a project team can still use Project to

support its goals. In an Agile environment, the tool is not used to

develop a robust schedule with a beginning-to-end flow of tasks and resources. Its use in this case

supports communication to management and ensures that changes are captured and the backlog of

work is moved through each successive iteration of the project schedule.

In the following example, the project manager has established a budget summary task to provide

rollup of budget for management purposes. Successive sets of work are defined in small iterations,

while the overall timeframe and budget are obvious for all (see Figure 3.4 ). This approach enables

the team to perform iterative planning while still meeting the business requirements of not exceed-

ing a specific timeframe and budget.

caution The use of Agile should not be used as an excuse to avoid planning or managing a bud-get. The approach is meant to provide a lighter and faster method to reach a goal, but the goal is still required.


I

PART

By establishing a project schedule with an overall goal, the needs of the team and their manage-

ment can be met. Refer to Figure 3.4 for an example of a short project that is expected to complete

within a target effort of 340 hours. The work is not fully defined at the beginning so that the team

has the flexibility to decide what work will happen in what order. Management is still able to see

overall metrics of planned work, actual work, and the current estimate of work remaining.

Agile is an extremely successful method of software development

that is well suited to an environment with self-motivated teams,

open communications, and leadership that is comfortable with

a prototyping approach to work. It does not fit all projects, but

when it works, it works well.

The schedule created in Project for this type of approach becomes

a tool for communication, overall budget and time goals, and his-

torical tracking purposes.

Extreme Programming Extreme Programming, or XP, is another method within the Agile

family that has become a simple and flexible way for developing

software through the writing of tests. It is designed to be used by

a group of two to ten programmers who are able to execute tests

in a fraction of a day. It uses short cycles of phases, with early

Figure 3.4 An Agile project showing overall budget, work, and timeframe with itera-tive devel-opment.

note For organizations that use the Project Server, this method enables them to use an Agile approach and yet have oversight of the entire project portfolio. Agile proj-ects coexist with standard iterative projects in their Project Server environment; the projects have planned timeframes, resources, and budgets but are not required to have all the work scoped out at the beginning of the project.

69Accommodating Teaming Styles

3

CHAPTER

and continuing feedback during each cycle. This flexibility enables it to respond to changing busi-

ness demands through the implementation of functionality.

XP’s use of automated tests, written by the programmers to scrutinize development, helps in early

detection of defects and also enables the cycle of phases to evolve as the project continues. These

automated tests depend both on the short-term instincts of programmers and also on the long-term

interests of the project. XP also relies heavily on a system of oral communication, tests, and source

code to help communicate the system structure and intent.

These processes allow for the day-to-day programming of a feature, and then moving on to testing,

implementation, design, and integration, all packed into each cycle. The scheduling methods used in

the preceding Agile example can again be adapted for XP.

Spiral Development Project Spiral development was defined by Barry Boehm in 1985 and is often used in fairly large projects

that take months to two years or more to complete. The initial focus might be on core functionality,

and then the “bells and whistles” such as graphical user interfaces and reporting are added at a

later time. This is sometimes considered to be another form of iterative development, but the struc-

ture of the plans and schedule focus on a robust core design in the early stages.

Research Project A research project might be the most difficult type of project to tackle when it comes to constructing

a project schedule. Often there is no clear goal in mind, and there might not even be an expectation

of a specific end date or budget. On the other side, however, even research projects must be funded

by someone, and they must have a working staff, so there is typically some expectation of a result.

In most cases, there is also an expectation that the funding is used responsibly, so there must be a

process in place to track how the money has been spent.

Project can once again be used to support this type of project as a tracking mechanism and a place

to bring together the set of work that will be performed. The schedule will not require all the

advanced features of critical path analysis, resource leveling, and predecessor/successor relation-

ships, but it can be used as an easy method of historical support and a loose prediction of the work

that is to be accomplished.

Accommodating Teaming Styles High-performance teams, self-managed teams, and other nontraditional structures began to emerge

more than 50 years ago in Great Britain and gained acceptance across the globe as several large

corporations began to adopt the concepts. The general idea behind these teaming styles was to

loosen managerial constraints in an effort to increase worker performance and make quantum leaps

in accomplishment of organizational goals.

When framed correctly, the teams need little direction and excel in accomplishing the goals of their

projects. If the dynamics are not understood, however, little is accomplished. From a project man-

agement perspective, Agile or XP projects can be a bit intimidating because the team dynamics can

overwhelm the designated leader. In reality, successful self-managed teams are not leaderless. They


I

PART

have simply figured out a mechanism to allow many people within the team to play a leadership

role.

Even in a team where a project management role has not been defined, someone must take on the

job of setting a direction to accomplish a goal. The goal might only be one week in the future, but

the team must coalesce around that goal, and the person who makes that happen is a leader. If

the project manager understands the dynamics of the team, he or she can use these dynamics to

improve the team’s focus and increase its performance. The PM must be comfortable with sharing

decision making and needs to focus heavily on communication of information within the team and

with the stakeholders of the project. Things change quickly in this environment, so communication

of status becomes a driving force for the project.

Project is an excellent tool to aid the PM in communication. Two components need to be established

to make this successful. The overall goal of the project needs to be clear to the team, and the bound-

aries of the project (overall timeframe, scope, resources, and budget) must be understood. If these

components are established within the tool as a baseline, the remainder of the schedule can be flex-

ible or rigid, as dictated by the project structure and the teaming style.

Consultants’ Tips

Determine the Approach to Use in Managing Your Project

Project has a rich set of features that enable the project manager and team to track projects at a

detailed level. It also has enough flexibility to allow high-level tracking without a demand for the

detail. It can be and has been used to support all industries and all domains within those industries.

Because the software has so many capabilities, it must be well understood to be used correctly. The

scheduling engine anticipates your needs and moves the dates or adjusts the amount of work that

is to be accomplished based on the parameters that you set. Because it does this, project managers

must have a clear understanding of the approach that they want to use on their projects before they

begin entering tasks.

Use WBS as a First Step in Project Definition Always start with a WBS to help you be clear on the goals of the project. Wait to add the task-level

details until you are sure that you have decomposed the WBS to the work package level that is right

for the type of project you are leading. Do not confuse the listing of activities with the completion of

deliverables.

Use the 5×9 Checklist for Planning Remember the 5×9 checklist and consider it when planning and executing each project. As you

move through the phases of your project’s life cycle, spend a moment to consider which of the five

process groups is most dominant at the moment and which of the nine knowledge areas plays the

most important part in the project’s evolution.

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Symbols & Numerics

% Work Complete field, 446

% Work Complete field, edit-ing, 443

5x9 checklist for planning, 70

24 Hour project calendar, 33

80/20 rule, 55

100% rule, 78

A

abbreviating resources, 244

ABS (Activity Breakdown Structure), 87

accessing

custom groups, 741 - 742

reports, 497 , 626 - 627

Resources Sheet view, 242

visual report templates, 654

accomodating teaming styles, 69 - 70

account management, 555

Actual Costs Are Always Calculated By Project option, 450 - 452

Actual Duration field, edit-ing, 442

Actual Finish date field, edit-ing, 440 - 441

Actual Start date field, 440

Actual Work field, editing, 443

ACWP (Actual Cost of Work Performed) field, 476

Add Progress Line button, 455

adding

columns to tables, 22 - 23

data fields from PivotTables, 663

delays to resource assign-ments, 353 - 355

resources

to Resource Sheet view, 241

with Task Form view, 256 - 257

summary tasks to task list, 156 - 157

tasks to project schedule, 35 - 36

tasks with custom WBS codes, 84

adjusting height of rows, 148 - 149

Advanced Research Project Agency, 58

Advanced tab (Options dia-log box), 124 - 127

Agile development process, 67 - 68

ALAP (As Late As Possible) constraint, 212

analogous estimation method, 413 - 414

analysis reports, 494 - 495

analysis views, Tracking Gantt view, 491 - 492

analyzing costs, reviewing cost table,

423 - 424

critical path, 495

current critical path, identifying, 418 - 419

earned value, 474 - 489

controlling calculation of, 485 - 487

cost indicators, 483 - 485 examples, 478 - 479 measurements, 475 - 476 schedule indicators,

480 - 483 S-curves, 489

performance, 459 - 460

project budget with visual reports, 515 - 517

project schedule

with reports, 499 - 503 with visual reports, 513 -

515 status of projects, 52 - 53

ANSI/EIA Standard 748, 87

INDEX

appearance of Microsoft Excel visual reports, customizing904

appearance of Microsoft Excel visual reports, cus-tomizing, 671 - 679

applying

standard rate to resources, 252 - 253

work formula

to changes in existing assignments, 288 - 289

to new assignments, 279 - 288

approval from stakeholders, obtaining, 424

archiving the schedule, 543 - 545

ASAP (As Soon As Possible) constraint, 212

Assign Resources dialog box

mapping resources to tasks, 302 - 303

single resources, assigning, 310 - 312

assigning

fixed costs to tasks, 349 - 351

resources, 41 - 43

with Assign Resources dialog box, 310 - 312

with Task Usage view, 325 - 326

Assignment Information dia-log box, 329 - 330

predefined contours, select-ing, 344

assignment units, 274 - 277

decimal point format, 275

percentage format, 274

assignment-level tracking fields

% Work Complete field, edit-ing, 446

Actual Start field, editing, 445

assignment Actual Finish field, editing, 445 - 446

assignment Remaining Work field, editing, 446 - 447

assignments


delays, adding, 353 - 355

duration, assigning, 277 - 278

late starts, scheduling, 330 - 332

modeling, 270 - 271

modifying, 321 - 322

removing from one or more tasks, 333 - 335

replacing, 335 - 336

splitting, 333 - 334

tasks with multiple assign-ments, 271

tracking, 436 - 438

work formula

applying to changes in existing assignments, 288 - 289

applying to new assign-ments, 279 - 288

work resources, assigning, 277 - 278

attaching

hyperlinks

to new files, 170 to resources in same

project, 170 to tasks, 168 - 171

notes to overall project, 167

attributes

of Agile SDLC, 67

of resources, 42 - 43

auditing

dependency relationships, 207 - 209

project schedule

estimation errors, iden-tifying, 413 - 414

logic errors, identifying, 412 - 413

technique errors, identi-fying, 414 - 417

Auto Scheduled task mode, 16 - 17

task levels, 333 - 334

AutoFilter, 394 , 396 - 398 , 740 - 741

Autolink, 205 - 206

Automatically Add New Resources option, setting, 258 - 259

availability of resources, 247 - 249

graphing, 336 - 338

avoiding "while you are here" syndrome, 428

B BAC (Budget at Completion)

field, 484

back-loaded contour pattern, 342

backup files, creating, 558

Bar Rollup view, 381

bar styles, formatting

in Calendar view, 598 - 599

in Gantt Char view, 588 - 592

in Resource Graph view, 617 - 619

base calendars

creating, 106 - 108

exceptions, defining, 103 - 106

Baseline Cost report, 517 - 519 , 656

Baseline report (Metric), 656

celebrating project results 905

How can we make this index more useful? Email us at [email protected]

Baseline report (US), 656

Baseline Work report, 656

baselines

original baseline, preserving, 458

time-phased details, viewing, 434 - 436

viewing, 433 - 434

baselining, 55 , 425 - 427 , 534

project schedule, 48

saving project baseline, 425 - 427

BCWP (Budgeted Cost of Work Performed) field, 476

BCWS (Budgeted Cost of Work Scheduled) field, 476

behaviors of custom fields, controlling, 749

bell contour pattern, 342

benefits of Project 2013, 5 - 6

Boehm, Barry, 69

bottom-up approach to creat-ing task lists, 132

boundaries, defining for proj-ect schedule, 73

box positioning in Network Diagram view, controlling, 608 - 609

box style options, formatting for Network Diagram view, 600 - 601

breaking apart master proj-ects, 784

Budget Cost report, 656

budget resources, 42 , 238

budget. See project budget

Budget Work report, 656

building project schedule with WBS,

35 - 36 WBS, 28 - 29

iterative nature of, 79 rules for, 77 - 78 templates, 80 work packages, 79 - 80

buttons Add Progress Line button,

455 Help button, 700 Link Tasks button, 197 - 198 Mark on Track button, 455 Outline button, 158 Quartile Percentage buttons,

455 Reschedule Work button, 455 Update Tasks button, 455

C calculated filters, 395

creating, 738 - 739

calculating

earned value, 476

effort-driven tasks, 314

task duration with multiple resources, 312 - 313

work formula, 278 - 289

calculation options affecting tracking

Actual Costs Are Always Calculated By Project, 450 - 452

Edits to theTotal Task % Complete Will Be Spread to the Status Date, 452 - 453

Updating Task Status Updates Resource Status, 449 - 450

Calculation section (Options dialog box), 121

Calendar drop-down field (Project Information dialog box), 94

Calendar view, 367 - 368 formatting, 596 - 600

bar styles, 598 - 599 timescale, 597 - 598

layout options, 599 - 600

calendars base calendars

creating, 106 - 108 exceptions, defining,

103 - 106 calendar duration versus

actual assignment duration, 299

hierarchy, 102 resource calendars, 109

editing, 251 - 252 overallocation, visual-

izing, 806 - 807 selecting, 249

task calendars, 110 - 111 , 351 - 353

technique errors, identifying, 417

Casey, Dr. William, 72

Cash Flow report, 502 , 519 , 656

Metric, 656 U.S. , 656

categories of reports Cost Reports category, 634 -

636 Dashboards category, 629 - 632 Progress Reports category,

636 - 638 Resources category, 632 - 634

categorizing resources, 245

CCTA (Central Computer and Telecommunications Agency), 62

celebrating project results, 546

change control process906

change control process, 87

establishing, 75

Change Highlighting feature, 185 - 186

Change Working Time dialog box, 34

changes to project, updat-ing, 52

changing scope of project, 421

charts, customizing in reports, 642 - 644

checklist

for creating project schedule, 31

for project schedule reality check, 428 - 429

clearing tasks from task list, 151 - 152

Clipboard

copying and pasting between applications, 874

pasting views into, 900 - 901

closing a project, 53 - 54 , 536 - 539

archiving the schedule, 543 - 545

celebrating project results, 546

closing reports, 540 - 541

contractual agreement, clos-ing, 536 - 538

final reporting, 539 - 541

Lessons Learned sessions, performing, 542 - 543

Project Close custom fields, implementing, 538 - 539

Closing process group, 18


Closing stage (PRINCE2), 62

collapsing outlines, 157 - 158

columns, adding to tables, 22 - 23

combination views, 361

commands

Fill command, 153 - 154

Save Workspace, 772 - 773

communication, 11

Compare Projects report, 773 - 775

Compare to Baseline map, 842

comparing

operational management and project management, 2

project plans and project schedules, 2 , 59

Project Standard and Project Professional, 7

project versions, 773 - 775

composite filters, 395

conducting Lessons Learned sessions, 54

configuration settings

Options dialog box

Advanced tab, 124 - 127 Calculation section, 121 Calendar Options sec-

tion, 117 - 119 Customize Ribbon tab,

127 - 128 Display tab, 117 General tab, 116 Proofing tab, 122 Quick Access Toolbar

tab, 128 - 129 Save tab, 122 - 124 Schedule Alerts options,

121 Schedule tab, 117

Scheduling Options sec-tion, 120

Trust Center tab, 128 - 130

Project Information dialog box

Calendar drop-down field, 94

Current Date field, 94 Priority field, 96 - 97 Schedule From Project

Finish Date field, 92 - 93 Schedule From Project

Start Date field, 93 Statistics button, 95 Status Date field, 94

Properties dialog box

Contents tab, 99 Custom tab, 99 - 100 General tab, 98 Statistics tab, 99 Summary tab, 98

consolidating tasks from dif-ferent projects, 775 - 780

constraints

conflicts

resolving, 225 - 226 reviewing, 224

creating in Task Details form, 219

entering, 216 - 219

in Constraints Dates table, 218

in Task Information dia-log box, 216 - 217

flexible constraints, 216

honoring, 221 - 224

inflexible constraints, 216

responding to warnings from Planning Wizard, 220 - 221

of projects, 3 - 4

removing, 225

Critical Tasks Status report 907


resource constraints, 257 - 258

types of - 216

Constraints Dates table

constraints, entering, 218


Contents tab (Properties dia-log box), 99

contouring, 330

resource usage, 339 - 343

using predefined contours, 344

contractual agreement, clos-ing, 536 - 538

controlling

box positioning in Network Diagram view, 608 - 609

calculation of earned value, 485 - 487

custom field behaviors, 749

Copy Picture command, copying views, 897 - 901

Copy Picture Options dialog box, 900

Copy Timeline control, 182

copying

data from other applications, 874 - 877

objects in Organizer feature, 565 - 567

Project data into other appli-cations, 877 - 878

task names from other appli-cations, 140 - 141

tasks, 152 - 153

views, 896 - 897

with Copy Picture com-mand, 897 - 901

correcting resource over-allocation manually, 827 - 831

Cost Accrual field (Resource Information dialog box), 256

Cost Data by Task map, 842

cost of project, reducing, 532

cost of work, reducing, 424

Cost Overruns report, 504 , 540

Cost Per Use field (Resource Information dialog box), 254

Cost Rate table, 348

Cost Rate tables, 254 - 256

editing, 348

Cost report category, 634 - 636

cost resources, 42 , 237 - 238

cost variances, 471

Cost/Use, 42

CPI (Cost Performance Index) field, 484

CPM (Critical Path Method), 58

crashing the schedule, 420

creating

base calendars, 106 - 108

constraints in Task Details form, 219

custom indicator fields, 749 - 752

custom properties, 100

custom WBS codes, 82 - 84 , 176

dependency relationships for tasks, 39 - 41

export maps, 844 - 849

filters

with AutoFilter, 740 - 741 calculated filters, 738 -

739

multiple criteria filters, 739 - 740

hyperlinks, 170

import maps, 849 - 854

milestones, 37 - 38 , 161 - 162

project schedule

checklist, 31 from scratch, 30 tasks, entering, 132 - 139 with template, 30

project templates, 559 - 561

recurring tasks, 172 - 175

reports, 647 - 649

resource pools, 792

resources in Team Planner, 26

tasks

with Task Entry view, 177 - 178

with Task Sheet view, 178

visual reports

in Microsoft Excel, 688 - 692

in Visio, 692 WBS, 12

criterion tests, defining for filters, 733 - 737

critical path, 41

analyzing, 418 - 419

reducing duration of, 419 - 420

revising schedule for changes in, 528 - 529

tasks, 403 - 405

Critical Task Status report, 522

critical tasks, 185

Critical Tasks report, 500

Critical Tasks Status report (Metric), 656

Critical Tasks Status report (US), 656

current crit ical path, identifying908

current critical path, identi-fying, 418 - 419

Current Date field (Project Information dialog box), 94

current status of project, reviewing

at assignment level, 474

with cost variances, 471

with date variances, 470 - 471

with Project Overview report, 467 - 468

with project summary task, 468 - 469

at resource level, 472 - 474

at task level, 469 - 470

via current schedule, 460 - 465

filtering, 465 progress lines, 461 - 464 Status fields, 460 - 461

via project plan, 465 - 474

with work variances, 471-472

custom fields, 112 - 114 , 745 - 749

behaviors, controlling, 749

creating, 749 - 752

defining, 114

importing, 114

managing, 754

Project Close custom fields, implementing, 538 - 539

types of, 113

custom properties, creating, 100

Custom tab (Properties dia-log box), 99 - 100

custom WBS codes

adding and deleting tasks with, 84

creating, 82 - 84 , 176

editing, 84 - 86

renumbering, 86

Customize Ribbon tab (Options dialog box), 127 - 128

customizing

Microsoft Excel visual reports

appearance, 671 - 679

data, 665 - 670

PivotDiagrams, 684 - 688

Quick Access Toolbar, 762 - 764

reports, 498

charts, 642 - 644

existing reports, 647

pictures, 640 - 641

tables, 645

text boxes, 639 - 640

with themes, 649 - 650

the Ribbon, 756 - 761

sort order, 263

status bar, 765 - 766

tables, 702 - 708

views, 711 - 715

gridlines, 575 - 576

outline options, 577 - 578

text styles, 571 - 574

timescales, 578 - 583

cutting and pasting tasks, 152 - 153

CV (Cost Variance) field, 483

CV% (Cost Variance Percentage) field, 484

D Dashboards report category,

629 - 632

databases, OLAP cubes, 655 - 659

date variances, 470 - 471

deadlines

defining, 227 - 229

missed deadline dates, filter-ing for, 229

setting in project schedule, 38 - 39

decimal point format (assign-ment units), 275

default save location, des-ignating for project files, 550 - 551

default start and finish dates, 137 - 138

Default Task Information map, 842

default time of day, setting, 138

defining

custom fields, 114

deadlines, 227 - 229


type of, 189 - 190 elapsed durations, 144 - 145

filter criterion tests, 730 - 733

group intervals, 743 - 744

milestones, 160 - 162

project goals, 12

project roles, 11

resources, 241

Cost Accrual field, 256 Cost Per Use field, 254 Group field, 245 ID field, 242 Indicator field, 243 Initials field, 244 Material Label field, 244 Max Units field, 246 - 249 Name field, 243 Overtime Rate field, 253 Resource Type field,

243 - 244

drag-and-drop interfaces, Team Planner 909


Standard Rate field, 252 - 253

scope of project, 16

deliverables, 28 MOS, 28

summary tasks, 154 - 155

tables, 702 - 708

variance fields, 466 - 467

views, 711 - 715

delays

adding to resource assign-ments, 353 - 355

leveling delay effects, 294

scheduling, 194 - 195

deleting

baselined tasks, 428

links to external sources, 883 - 884

objects

from Objects box, 893 - 896

with Organizer feature, 567

tasks

with custom WBS codes, 84

from task list, 151 - 152

deliverables, 28

defining, 74 - 75

demoting tasks, 155 - 156

dependency relationships

auditing, 207 - 209

creating for tasks, 39 - 41

critical path, 41

defining, 187 - 189

FF dependency relationship, 191 - 192

FS dependency relationship, 190

honoring, 221 - 224


removing, 206 - 207

resource overallocation, iden-tifying, 815 - 816

reviewing, 206 - 207

SF dependency relationship, 192 - 193

SS dependency relationship, 190 - 191

tasks, linking, 40 - 41

type of, defining, 189 - 190

dependent tasks, selecting, 193

Descriptive Network Diagram view, 375 - 377

designating default save location for project files, 550 - 551

designing reports, 648 - 649

Detail Gantt view, 370 - 371

dialog boxes

Assign Resources dialog box


single resources, assigning, 310 - 312

Assignment Information dia-log box, 329 - 330

predefined contours, selecting, 344

Change Working Time, 34

Copy Picture Options dialog box, 900

Insert Project dialog box, 781 - 782

More Views, 23

Multiple Task Information dialog box, 147

Organizer dialog box, 754 - 755

Page Setup dialog box, 717 - 726

Project Information, 32

Resource Information dialog box, 241

Cost Accrual field, 256 Cost Per Use field, 254 Cost Rate tables, 254 -

256 Group field, 245 ID field, 242 Indicator field, 243 Initials field, 244 Material Label field, 244 Max Units field, 246 - 249 Name field, 243 Resource Type field,

243 - 244 Standard Rate field,

252 - 253 Table Definition dialog box,

702 - 708

Task Information dialog box

tasks, editing, 146 - 147 tasks, linking, 198 - 199

View Definition dialog box, 711 - 715

Zoom, 22

Direction stage (PRINCE2), 62

disabling Change Highlighting feature, 186

discontinuing resource shar-ing, 795 - 796

Display tab (Options dialog box), 117

displaying

long task names, 148 - 149

tables in Gantt Chart view, 22

tasks on Timeline, 179

double peak contour pattern, 342

drag-and-drop interfaces, Team Planner, 26 - 27

drag-and-drop operations, mapping resources to tasks910

drag-and-drop operations, mapping resources to tasks, 303

driver resources, 297 , 317 - 319

duration

calculating, 278

calendar duration versus actual assignment duration, 299

of scheduled project, reduc-ing, 532 - 533

Duration field (Task Entry table), 136 , 141 - 145

elapsed durations, defining, 144 - 145

tentative duration estimates, creating, 142 - 143

time units of durations, 143 - 144

duration inflation, 214

duration of summary tasks, 155

duration of tasks formula, 55

shortening duration using overtime, 345 - 347

task duration, calculating with multiple resources, 312 - 313

E EAC (Estimate at

Completion) field, 484

early peak contour pattern, 342

earned value

calculating, 476

controlling calculation of, 485 - 487

cost indicators, 483 - 485

examples of, 478 - 479

measurements, 475 - 476 versus planned values, 476 -

477 schedule indicators, 480 - 483 S-curves, 489

Earned Value Information map, 842

Earned Value Management, 64

Earned Value Over Time report, 520 - 521 , 656

Earned Value report, 504 - 505

Earned Value table, 493

edited contour pattern, 342

editing % Work Complete field, 443 Actual Duration field, 442 Actual Finish date field, 440 -

441 Actual Start date field, 440 Actual Work field, 443 Cost Rate table, 348 custom WBS codes, 84 - 86 hyperlinks, 171 outlines, 158 Percentage Complete field,

441 recurring tasks, 175 Remaining Duration field,

442 - 443 Remaining Work field, 443 -

444 resource calendar, 251 - 252 tasks, 146 - 147 time-phased Actual Work

field, 444

Edits to the Total Task % Complete Will Be Spread to the Status Date option, 452 - 453

Effective Work Breakdown Structures (Haugen, 2002), 72

effort-driven tasks, 313 - 317

calculating, 314

revising, 315 - 317


elements of reports, 627 - 629

email messages, creating with hyperlinks, 171

enabling Change Highlighting feature, 186

ensuring schedule flexibility, 407

entering

constraints, 216 - 219

in Constraints Dates table, 218

in Task Information dia-log box, 216 - 217

resource assignment values, 322 - 325

table data, 23

establishing

change control process, 75

guidelines for resolving resource allocation issues, 832

rules of fair play, 73

estimates

entering in project schedule, 45 - 46

errors, identifying in project schedule, 413 - 414

EVM (Earned Value Management), 87

examining the project sched-ule, 422 - 423

examples

of earned value, 478 - 479

of leveling, 823 - 827 , 832

Excel. See Microsoft Excel

forms 911


exceptions, defining for base calendars, 103 - 106

exchanging

Project data with other appli-cations, 837

Microsoft Excel, 854 - 855 project files across different

Project versions, 836

Executing process group, 17

existing reports

creating new reports based on, 647 - 648

customizing, 647

existing templates, modify-ing, 561

expanding outlines, 157 - 158

export maps, 838 - 840

creating, 844 - 849

predefined, 840 - 843

exporting Project data

to Microsoft Excel, 855 - 859

in text format, 865 - 868

external connections, con-trolling through Account page, 555

external data sources

deleting links to, 883 - 884

linking Project field values to, 879 - 880

F fast tracking the schedule,

420 - 421

FF (Finish-to-Finish) depen-dency relationship, 40 , 191 - 192

fields

behaviors, controlling, 749

custom fields, 745 - 749

defining, 114 importing, 114 types of, 113

indicator fields, creating, 749 - 752

selecting, 23

file formats supported by Project 2013, 837 - 838

files. See project files

Fill command, 153 - 154

filters, 393 - 401 , 731 - 741

AutoFilter, 394 , 396 - 398 , 740 - 741

calculated filters, 395

creating, 738 - 739 composite filters, 395

criterion tests, defining, 730 - 733

functionality of, viewing, 730

interactive filters, 395 , 737 - 738

for missed deadline dates, 229

multiple criteria filters, creat-ing, 739 - 740

naming, 730

resources, 264 - 267

standard filters, 395 - 397

resource filters, 397 task filters, 396

tasks not on schedule, identi-fying, 465

final deliverables, defining, 74 - 75

final reporting, performing, 539 - 541

finalizing the schedule, 424 - 425

fixed contract fees, assigning to tasks, 349 - 351

Fixed Duration tasks, 289 - 290

Fixed Units tasks, 289 - 290

Fixed Work tasks, 289 - 290

flat contour pattern, 339

flexibility of schedule, ensur-ing, 407

flexible constraints, 213 , 216

FNET (Finish No Earlier Than) constraint, 212

FNLT (Finish No Later Than) constraint, 212

fonts, formatting in views, 575

formatting

group displays, 744 - 745

notes, 163 - 164

PivotDiagrams, 680 - 684

views

Calendar view, 596 - 600 fonts, 575 Gantt Chart view, 583 -

595 gridlines, 575 - 576 Network Diagram view,

600 - 609 outline options, 577 - 578 Resource Form view,

609 - 611 Resource Graph view,

612 - 619 Resource Sheet view,

622 Resource Usage view,

619 - 621 Task Form view, 609 -

611 Task Sheet view, 622 Task Usage view, 621 -

622 text styles, 571 - 574 timescales, 578 - 583

forms

forms912

Resource Form view, format-ting, 609 - 611

Task Form view, formatting, 609 - 611

Update Project form, 456 - 458

Update Tasks form, 455 - 456

formulas

duration of tasks, 55

work formula, 44 , 55 , 270 - 271

front-loaded contour pattern, 342

FS (Finish-to-Start) depen-dency relationship, 40 , 190

functionality

of filters, viewing, 730

of project, reducing, 303 - 304

G Gantt, Henry, 57

Gantt Chart view, 20 - 23 , 369 - 373


formatting

bar styles, 588 - 592 with Gantt Chart

Wizard, 594 - 595 manual formatting

options, 583 - 593 layout options, 592 - 593

Leveling Gantt view, 371

Multiple Baselines Gantt view, 372 - 373

objects

inserting, 889 - 893 pasting, 888 - 889

Show for Tasks drop-down list, 585 - 587

tables

columns, adding, 22 - 23 displaying, 22

Task Entry table


Duration field, 136 , 141 - 145

ID field, 134 Indicators field, 134 - 135 Predecessors field, 139 Start and Finish Date

fields, 136 task modes, 133 Task Name field, 134 ,

139 - 141 task table, 21

timescale, 21

rollup taskbars, 159 - 160

Gantt Chart Wizard, 594 - 595

General tab

Options dialog box, 116

Properties dialog box, 98

generic resources, 239

Global.mpt file, 565

goals of project, defining, 12

graphical views, 360

graphing resource availabil-ity, 336 - 338

gridlines, formatting in views, 575 - 576

Group field (Resource Information dialog box), 245

group resources, 238 - 239

grouping

custom groups

accessing, 741 - 742 saving, 745

fields, selecting, 742 - 743

group displays, formatting, 744 - 745

group intervals, defining, 743 - 744

resources, 263 - 264

standard groups, 398 - 401

guidelines for resolving resource allocation issues, establishing, 832

H hammock tasks, 784 - 786

height of rows, adjusting, 148 - 149

Help feature, 25 - 26

hiding

open windows, 772

subtasks, 37

hierarchy of calendars, 102

history of project manage-ment, 57 - 58

honoring dependency rela-tionships, 221 - 224

hyperlinks

attaching

to new files, 170 to resources in same

project, 170 to tasks, 168 - 171

creating, 170

editing, 171

email messages, creating, 171

inserting in notes, 164 - 165

placing in custom text fields, 171

I icons, indicator icons, 134 -

135

ID field (Task Entry table), 134

identifying

leads 913


constraints for project sched-ule, 74

current critical path, 418 - 419

estimation errors in project schedule, 413 - 414

logic errors in project sched-ule, 412 - 413

milestones, 399 - 402

resource overallocation with Resource Sheet view, 809 - 810

resource pool links, 796

technique errors in project schedule, 414 - 417

ignoring project manage-ment, 11

import maps, 838 - 840

creating, 849 - 854

predefined, 840 - 843

importing

custom fields, 114

Project data

from Microsoft Excel, 859 - 864

from text formats, 868 task lists from Outlook, 868 -

871

inactivating tasks, 47

including resources in proj-ect schedule, benefits of, 236 - 237

indenting tasks, 155 - 156

Indicators field (Task Entry table), 134 - 135

industry standards

PMBOK, 58 - 60

knowledge areas, 59 - 60 process groups, 59

PRINCE2, 61 - 62

Validation, Quality, Verification, and

Approval process, 62

inflexible constraints, 213 , 216

responding to warnings from Planning Wizard, 220 - 221

Initials field (Resource Information dialog box), 244

Initiating process group, 16 - 17

Initiation stage (PRINCE2), 62

Insert Project dialog box, 781 - 782

inserted projects

maintaining, 786 - 787

working with, 782 - 783

inserting

hyperlinks in notes, 164 - 165

objects, 887

in Gantt Chart view, 889 - 893

in notes, 165 - 166 , 893 in Objects box, 893 - 896

Outline Number field in tables, 81

tasks in task list, 151 - 152

interactive filters, 395 , 737 - 738

interface

Gantt Chart view, 20 - 23

columns, adding to tables, 22 - 23

tables, displaying, 22 task table, 21 timescale, 21

Ribbon, 19 - 20

customizing, 756 - 761 ScreenTips, 20

scrollbars, 23

status bar, 20

task entry table, 20

Timeline, 20

views, 23 - 24

split views, 24

interruptions in work, sched-uling, 333 - 334

Iron Triangle, 499

iterative development

Agile development process, 67 - 68

spiral development, 69

XP, 68 - 69

J-K joint vision of project, 27

kickoff meetings, 425

knowledge areas (PMBOK), 59 - 60

L lags

entering in schedule, 195

percentage lags, 195 - 196

late peak contour pattern, 342

late starts for assignments, scheduling, 330 - 332

Late Tasks report, 500

layout options

for Calendar view, 599 - 600

for Gantt Chart view, 592 - 593

for Network Diagram view, 604 - 608

leads

entering in schedule, 195

percentage leads, 195 - 196

legacy features of Project 2013914

legacy features of Project 2013, 901

legends, inserting in printed views, 723 - 724

Lessons Learned sessions

conducting, 54

project retrospective, per-forming, 542 - 543

Level Resources tool, 821 - 827

examples, 823 - 827



levels of decomposition (WBS), 29 , 76

life cycle of SDLC, waterfall development process, 65 - 66

Link Tasks button, 197 - 198

linked data

links to external sources, deleting, 883 - 884

links to Project in other appli-cations, pasting, 884

refreshing, 880 - 883

linking . See also mapping

Project data fields from exter-nal sources, 879 - 880

summary tasks, 196 - 197

tasks, 40 - 41 , 185

with Autolink, 205 - 206 with Link Tasks button,

197 - 198 with mouse pointer,

203 - 204 in separate projects,

788 - 791 with Task Entry table,

201 - 203 with Task Form view,

199 - 201 with Task Information

dialog box, 198 - 199

logic errors, identifying in project schedule, 412 - 413

long task names, displaying, 148 - 149

M maintaining inserted proj-

ects, 786 - 787

managerial control, 63 - 65

life cycles, 65

methodologies, 65

phases, 64

managing

custom fields, 754

your account, 555

manual strategies, trouble-shooting resource overallo-cation, 827 - 831

Manually Scheduled task mode, 16 - 17 , 91

mapping resources to tasks



with Task Information dialog box, 306 - 308

with Task table, 308 - 309

with Team Planner view, 304

using drag-and-drop, 303

Mark on Track button, 455

master projects

breaking apart, 784

creating with Insert Project dialog box, 781 - 782

hammock tasks, 784 - 786

inserted projects

maintaining, 786 - 787 removing, 788 working with, 782 - 783

Material Label field (Resource Information dia-log box), 244

material resources, 42 , 238

Max Units field

Resource Information dialog box, 246 - 249

visualizing resource overal-location, 805 - 807

Max. Units (Maximum Units), 42

measure of success, defining for projects, 72 - 73

methodologies of managerial control, 65

methods of examining the schedule, 422 - 423

MFO (Must Finish On) con-straint, 212

Microsoft Excel

Excel configuration work-book, 768

exchanging data with, 854 - 855

exporting Project data to

Excel worksheets, 855 - 859

PivotTables, 859 importing data from, 859 - 864

PivotTables, adding/removing data fields from, 663

visual reports, 659 - 663

appearance of, custom-izing, 671 - 679

creating, 688 - 692 data, customizing, 665 -

670 saving, 694

Microsoft Fluent Interface. See Ribbon

Microsoft Project Server, 7

Options dialog box 915


Milestone Date Rollup view, 382 - 383

Milestone view, 382 - 383

milestones

creating, 37 - 38

defining, 160 - 162

identifying, 399 - 402

Milestones report, 502 , 509 - 510

missed deadline dates, filter-ing for, 229

modeling assignments, 270 - 271

modifiers affecting schedul-ing engine complexity

calendar effects, 296

effort-driven task effects, 296 - 297


resource availability effects, 295 - 296

scheduled delay effects, 293

task mode, 293

work contour effects, 294 - 295

modifying

Constraints Dates table, 226 - 227


resource assignments, 321 - 322

Monitoring and Controlling process group, 17 - 18

More Views dialog box, 23

MOS (Measure of Success), 28

mouse

field data, selecting, 23

linking tasks with, 203 - 204

right-clicking, 20

MSO (Must Start On) con-

straint, 212


multiple criteria filters, cre-ating, 739 - 740

multiple project files, view-ing simultaneously, 771 - 772

multiple resources, calculat-ing task duration, 312 - 313

Multiple Task Information dialog box, 147

Multiple Undo and Redo fea-ture, 185

N Name field (Resource

Information dialog box), 243

naming filters, 730

Network Diagram view, 375

box positioning, controlling, 608 - 609

data templates, 601 - 604

formatting, 600 - 609

box style options, 600 - 601

layout options, 604 - 608 zoom controls, 609

new features of Project 2013, 8 - 10

Night Shift project calendar, 33

notes

attaching to overall project, 167

attaching to tasks, 162 - 167


hyperlinks, inserting, 164 - 165

objects, inserting, 165 - 166 , 893

O objectives of projects, 3

objects

inserting, 887


in notes, 165 - 166 in Objects box, 893 - 896

in Organizer feature, 563

copying, 565 - 567 deleting, 567 renaming, 567

pasting, 885 - 887

Objects box, inserting objects in, 893 - 896

obtaining status of projects, 49

OLAP (OnLine Analytical Processing) cubes, 658 - 659

reporting cubes, saving, 694 - 696

reporting databases, saving, 696 - 697

opening

reports, 497 - 498

template files, 561 - 562

operational management versus project manage-ment, 2

Options dialog box

Advanced tab, 124 - 127

Calculation section, 121

Calendar Options section, 117 - 119

Customize Ribbon tab, 127 - 128

Display tab, 117

General tab, 116

Proofing tab, 122

Quick Access Toolbar tab, 128 - 129

Options dialog box916

Save tab, 122 - 124

Schedule Alerts options, 121

Schedule tab, 117

Scheduling Options section, 120

Trust Center tab, 128 - 130

Organizer feature, 754 - 755

accessing, 563

objects, 563

copying, 565 - 567 deleting, 567 renaming, 567

organizing successful proj-ects, 71 - 75

change control process, establishing, 75


measure of success, defining, 72 - 73


original baselines, preserv-ing, 458

outdenting tasks, 155 - 156

Outline button, 158

Outline Number field, insert-ing in tables, 81

outlines

collapsing and expanding, 157 - 158

display options, 158 - 159

editing, 158

view options, 577 - 578

Outlook

importing task lists from, 868 - 871

Overallocated Resources report, 803

overallocation

of resources, 802 - 804

identifying with depen-dency relationships, 815 - 816

identifying with Resource Sheet view, 809 - 810

identifying with Resource Usage view, 813 - 814

identifying with split views, 811 - 812

"Overallocation Cannot Be Resolved" warning, 833

reasons for, 804

troubleshooting, 817 , 819 - 827

visualizing with Max Units field, 805 - 807

visualizing with Team Planner, 806 - 807

when to ignore, 804 - 805

reviewing project schedule for, 46 - 47

overlaps, scheduling, 194 - 195

overloaded resources, 802 - 804

overtime, shortening task duration with, 345 - 347

Overtime Rate field (Resource Information dia-log box), 253

P page breaks, 583 , 717


page setup options for reports, 650

parallel scheduling, 421

parametric duration estima-tion method, 414

partially completed tasks, rescheduling, 453 - 455

password-protecting project files, 555 - 557

pasting

data from other applications into Project, 875 - 877

links from external data sources, 879 - 880

links to Project in other appli-cations, 884

objects, 885 - 887


Percentage Complete field, editing, 441

percentage format (assign-ment units), 274

percentage leads, 195 - 196

performance


tracking, 13

performing

final reporting, 539 - 541

project retrospective, 542 - 543

PERT (Program Evaluation and Review Technique), 58 , 414

pictures, customizing in reports, 640 - 641

PivotDiagrams

customizing data in, 684 - 688


PivotTables

adding/removing data fields from, 663

exporting Project data to, 859

Planning process group, 17

project management 917


Planning stage (PRINCE2), 62

Planning Wizard, responding to warnings from, 220 - 221

PMBOK (Project Management Body of Knowledge), 58 - 60

knowledge areas, 59 - 60

process groups, 59

PMI (Project Management Institute), 58

Practice Standard for Work Breakdown Structures, Second Edition (PMI, 2006), 72

predecessor tasks, 40

Predecessors field (Task Entry table), 139

predefined contours, 344

predefined import/export maps, 840 - 843

presenting schedule to proj-ect sponsors, 409

preserving original base-lines, 458

previewing printed views, 726 - 728

PRINCE2 (Projects in Controlled Environments), 61 - 62

printing

views

enhancing the display, 716 - 717

legends, 723 - 724 page breaks, 717 Page Setup dialog box,

717 - 726 preparing your screen,

716 visual reports, 697

Priority field (Project

Information dialog box), 96 - 97

problems checklist (project schedule), 428 - 429

process groups, 59






Project Close process group, 536 - 539

versus project life cycles, 60

Product Delivery Management stage (PRINCE2), 62

progress lines, reviewing current status of project, 461 - 464

Progress Reports, 636 - 638

Project 2013

benefits of, 5 - 6

file formats supported by, 837 - 838

legacy features, 901

limitations of, 2

new features, 8 - 10

project budget, analyzing

with reports, 502 - 508

with visual reports, 515 - 517

project calendar

hierarchy, 102

selecting for project sched-ule, 33 - 34

Project Close process group, 536 - 539

project files


default save location, desig-nating, 550 - 551

elements, organizing, 754 - 755

exchanging across different Project versions, 836

file formats supported by Project 2013, 837 - 838

Global.mpt file, 565

multiple project files, viewing simultaneously, 771 - 772

password-protect feature, 555 - 557

read-only project files, sav-ing, 557

saving, 552 - 554

security, 555 - 558

switching between open files, 770

version compatibility, 552

Project Information dialog box, 32

Calendar drop-down field, 94

Current Date field, 94

Priority field, 96 - 97

Schedule From Project Finish Date field, 92 - 93

Schedule From Project Start Date field, 93

Statistics button, 95

Status Date field, 94

project management

CPM, 58

history of, 57 - 58

ignoring, 11

industry standards

PMBOK, 58 - 60 PRINCE2, 61 - 62

versus operational manage-ment, 2

PERT, 58

teams, accommodating styles of, 69 - 70

Project Overview report918

Project Overview report, 467 - 468 , 508 - 509

project plans

versus project schedules, 59

project plans versus project schedules, 2

Project Professional versus Project Standard, 7

project retrospective, per-forming, 542 - 543

project roles, defining, 11

project schedule

analyzing

with reports, 499 - 503 with visual reports, 513 -

515 archiving, 543 - 545

auditing

estimation errors, iden-tifying, 413 - 414

logic errors, identifying, 412 - 413

technique errors, identi-fying, 414 - 417

baselining, 48 , 408 , 425 - 427

building with WBS, 35 - 36


communicating to your team, 12

constraints

identifying, 406 - 407 constraints, identifying, 74

crashing, 420

creating

checklist, 31 from scratch, 30 with template, 30

critical path, reviewing, 403 - 405

current status of project,

reviewing

via current schedule, 460 - 465

via project plan, 465 - 474 dependency relationships,

creating, 41

estimates, entering, 45 - 46

fast tracking, 420 - 421


finalizing, 424 - 425

flexibility, ensuring, 407

lags, entering, 195

leads, entering, 195

linked tasks, identifying, 405 - 406

methods of examining, 422 - 423

milestones, identifying, 399 - 402


presenting to project spon-sors, 409

problems checklist, 428 - 429

project calendar, selecting, 33 - 34

versus project plans, 2

project summary task, set-ting, 35

resources

assigning, 41 - 43 overallocation, identify-

ing, 407 - 408 work formula, 44

reviewing, 46 - 47

revising, 529 - 530

critical path changes, 528 - 529

revising the schedule, preven-tion and avoidance, 530

rules of fair play, establish-ing, 73

start date, setting, 33

summary tasks, entering, 36 - 37

tasks

communicating to team, 408 - 409

deadlines, setting, 38 - 39 entering, 35 - 36 inactivating, 47 milestones, creating,

37 - 38 tracking, 436 - 438

% Work Complete field, editing, 443

Actual Duration field, editing, 442

Actual Finish date field, editing, 440 - 441

Actual Start date field, editing, 440

Actual Work field, edit-ing, 443

Assignment % Work Complete field, edit-ing, 446

Assignment Actual Start field, editing, 445

A ssignment Remaining Work field, editing, 446 - 447

A ssignment time-phased work, 447

Percentage Complete field, editing, 441

Remaining Duration field, editing, 442 - 443

Remaining Work field, editing, 443 - 444

time-phased Actual Work field, editing, 444

visual reports designed for, 517-523

Cash Flow report, 519

removing 919


WBS, creating, 12

project sponsor

reports designed for, 508 - 510

visual reports designed for, 517 - 523

Baseline Cost report, 517 - 519

Critical Task Status report, 522

Earned Value Over Time report, 520 - 521

Project Standard versus Project Professional, 7

project summary task, 468 - 469

setting for project schedule, 35

project team, visual reports designed for

custom visual reports, 524

Resource Remaining Work report, 523 - 524

project templates

creating, 559 - 561


projects

closing, 53 - 54

consolidating, 775 - 780

constraints, 3 - 4

goals of, defining, 12

master projects

breaking apart, 784 hammock tasks, 784 - 786 inserted projects,

removing, 788 inserted projects, work-

ing with, 782 - 783 master projects, creating,

781 - 782

objectives, 3

organizing for success, 71 - 75

process groups






scope of

defining, 16 , 27 - 29 , 87 deliverables, 28 WBS, 28 - 29

sharing resources among, 791 - 792

status of, obtaining, 49

temporary nature of, 3

tracking data, entering, 50 - 52

updating, 52

promoting tasks, 155 - 156

Proofing tab (Options dialog box), 122

Properties dialog box

Contents tab, 99

Custom tab, 99 - 100

General tab, 98

Statistics tab, 99

Summary tab, 98

PV (Planned Value), 476

Q Quartile Percentage buttons,

455

Quick Access Toolbar, 19

customizing, 762 - 764

Quick Access Toolbar tab

(Options dialog box), 128 - 129

R read-only project files, sav-

ing, 557

reality ratio, 428

reasons for resource overal-location, 804

reassigning resources, 311 - 312

recurring tasks

creating, 172 - 175

editing, 175

reducing

cost of project, 532

cost of work, 424

duration of critical path, 419 - 420

functionality of project, 303 - 304

scheduled duration of project, 532 - 533

refreshing linked data in Project, 880 - 883

Relationship Diagram view, 209 , 383 - 384

relationships between tasks, 187

Remaining Availability graph (Team Planner), 337

Remaining Duration field, editing, 442 - 443

Remaining Work field, edit-ing, 443 - 444

removing

data fields from PivotTables, 663

delays from resource assign-ments, 355

removing920


inserted projects, 788

resource assignments from one or more tasks, 333 - 335

task constraints, 225

task from Timeline, 179

renaming objects, 567

renumbering custom WBS codes, 86

replacing resource assign-ments, 335 - 336

reports, 8 - 10 , 52 - 53

accessing, 497 , 626 - 627

analysis reports, 494 - 495

Cash Flow report, 502

charts, customizing, 642 - 644


Compare Projects report, 773 - 775

Cost Overruns report, 504 , 540

Cost Reports category, 634 - 636

creating, 647 - 649

Critical Tasks report, 500

customizing, 498

Dashboards category, 629 - 632

designing, 648 - 649

Earned Value report, 489 , 504 - 505

elements, 627 - 629

existing reports

creating new reports based on, 647 - 648

customizing, 647 Iron Triangle, 499

Late Tasks report, 500

Milestones report, 502 , 509 - 510

opening, 497 - 498

Overallocated Resources

report, 803

page setup options, 650

pictures, customizing, 640 - 641

Progress Reports category, 636 - 638

project budget, analyzing with, 502 - 508

Project Overview, 467 - 468

Project Overview report, 508 - 509

for project sponsor, 508 - 510

for project team, 523 - 524

Resource Cost Overview report, 505

Resources category, 632 - 634

saving, 650 - 651

sharing, 650 - 651

Slipping Tasks report, 500 , 502 - 503

tables, customizing, 645

Task Cost Overview report, 506 - 507

text boxes, customizing, 639 - 640

themes, 649 - 650

Upcoming Tasks Report, 500

visual reports, 510 - 524 , 653 - 656

accessing, 654 Microsoft Excel, 659 -

663 , 665 - 670 , 688 - 692 , 694

OLAP cubes, 655 - 659 printing, 697 project budget, analyz-

ing, 515 - 517 project schedule, ana-

lyzing, 513 - 515 for project sponsor, 517 -

523 reasons for using, 653 -

654

templates, 512 , 656 Visio, 664 , 680 - 688 , 692 ,

694

Reschedule Work button, 455

rescheduling partially com-pleted tasks, 453 - 455

research projects, 69

resolving constraint con-flicts, 225 - 226

Resource Allocation view, 384 - 385 , 493 - 494

Resource Availability report

Metric, 656

U.S., 656

Resource Availability table, 247 - 249

resource calendars, 102 , 109

editing, 251 - 252

overallocation, visualizing, 806 - 807

selecting, 249

Resource Cost Overview report, 505

Resource Cost Summary report, 656

Resource Export Table map, 842

resource filters, 397

Resource Form view, format-ting, 609 - 611

Resource Graph view, 378 - 380

details to display, selecting, 616


bar styles, 617 - 619

Resource Information dialog box, 241

Cost Accrual field, 256

resources 921


Cost Per Use field, 254


Group field, 245

ID field, 242

Indicator field, 243

Initials field, 244

Material Label field, 244

Max Units field, 246 - 249

Name field, 243

Overtime Rate field, 253


Resource Type field, 243 - 244

Standard Rate field, 252 - 253

resource management, Team Planner, 26 - 27

Resource Name Form view, 384 - 386

resource pools, 792 - 795

creating, 792

discontinuing resource shar-ing, 795 - 796

links, identifying, 796

resource loads, viewing, 796 - 797

Resource Remaining Work report, 523 - 524 , 656

Resource Sheet view, 380

formatting, 622

overallocation, identifying, 809 - 810

sorting, 259 - 263

Resource Status report

Metric, 656

U.S., 656

resource tables, 365 - 366 , 391 - 393

Resource Type field (Resource Information dia-log box), 243 - 244

Resource Usage view, 380 - 381


identifying overallocation of resources, 813 - 814

Resource view, 384 - 386

Resource Work Availability report, 656

Resource Work Summary report, 656

resources, 238 , 356 - 358

adding

to Resource Sheet view, 241

with Task Form view, 256 - 257


assigning, 41 - 43

analyzing, 43 assignment values,

entering, 322 - 325 with Task Usage view,

325 - 326 assignments, 272 - 273


delays, adding, 353 - 355 late starts, scheduling,

330 - 332 modeling, 270 - 271 modifying, 321 - 322 removing from one or

more tasks, 333 - 335 replacing, 335 - 336 splitting, 333 - 334 tasks with mulitple

assignments, 271 attributes, 42 - 43

Automatically Add New Resources option, setting, 258 - 259

availability, 247 - 249

graphing, 336 - 338 constraints, 257 - 258

cost resources, 237 , 238

Cost/Use, 42

creating in Team Planner, 26

defining, 241

Cost Accrual field, 256 Cost Per Use field, 254 Group field, 245 ID field, 242 Indicator field, 243 Initials field, 244 Material Label field, 244 Max Units field, 246 - 249 Name field, 243 Overtime Rate field, 253 Resource Type field,

243 - 244 Standard Rate field,

252 - 253 driver resources, 297 , 317 - 319

filtering, 264 - 267

generic resources, 239

group resources, 238 - 239

grouping, 263 - 264

including in project schedule, benefits of, 236 - 237

mapping to tasks



with Task Information dialog box, 306 - 308

with Task table, 308 - 309

with Team Planner view, 304

using drag-and-drop, 303

material resources, 238

Max. Units, 42

resources922

multiple resources, calculat-ing task duration, 312 - 313

overallocation, 802 - 804

identifying with depen-dency relationships, 815 - 816

identifying with split views, 811 - 812

leveling scenarios, 823 - 827 , 832


reasons for, 804 reviewing project

schedule for, 46 - 47 troubleshooting, 817 ,

819 - 831 visualizing with Max

Units field, 805 - 807 visualizing with Team

Planner, 806 - 807 when to ignore, 804 - 805

reassigning, 311 - 312

scheduling for a specific amount of work, 339

single resources, assigning with Assign Resource dialog box, 310 - 312

sorting, 259 - 263

Std. Rate, 42

Tasks option, setting, 258 - 259

usage, contouring, 339 - 343

work formula, 44

work patterns, flat pattern, 339

work resources, 238

assigning, 277 - 278 working time, specifying,

249 - 252

Resources report category, 632 - 634

Resources Sheet view, 42 , 239 - 241

accessing, 242

resources, adding, 241

reviewing

constraint conflicts, 224

cost table, 423 - 424

current status of project

at assignment level, 474 with cost variances, 471 with date variances,

470 - 471 with Project Overview

report, 467 - 468 with project summary

task, 468 - 469 at resource level, 472 -

474 at task level, 469 - 470 via current schedule,

460 - 465 with work variances,

471-472 dependency relationships,

206 - 207

project schedule, 46 - 47

revising the schedule, 529 - 530

critical path changes, 528 - 529

prevention and avoidance, 530

Ribbon, 19 - 20


right-clicking the mouse, 20


row height, adjusting, 148 - 149

rules

for building WBS, 77 - 78

of fair play, establishing, 73

S safe mode feature, 558

save location, designating for project files, 550 - 551

Save tab (Options dialog box), 122 - 124

Save Workspace command, 772 - 773

saving

custom groups, 745

custom reports, 650 - 651

multiple files in a workspace, 797 - 798

project baseline, 425 - 427

project files, 552 - 554

read-only project files, 557

reporting cubes, 694 - 696

reporting databases, 696 - 697

visual reports

in Microsoft Excel, 694 in Visio, 694

workspace, 558

to XML files, 865

scenarios for Level Resources tool, 823 - 827

Schedule From Project Finish Date field (Project Information dialog box), 92 - 93

Schedule From Project Start Date field (Project Information dialog box), 93

Schedule tab (Options dialog box), 117

scheduling

forward-scheduling versus back-scheduling, 356

late starts for assignments, 330 - 332

overtime, 345 - 347

Standard Rate f ield 923


resources for a specific amount of work, 339

with task calenders, 351 - 353

scheduling engine, modifiers affecting complexity

calendar effects, 296

effort-driven task effects, 296 - 297


resource availability effects, 295 - 296

scheduled delay effects, 293

task mode, 293

work contour effects, 294 - 295

scope of project

changing, 421

defining, 16 , 27 - 29

deliverables, 28

MOS, 28

reducing, 303 - 304

ScreenTips, 20

scrollbars, 23

S-curves, 489

SDLC (software development life cycle)

iterative development, 66 - 69

Agile development pro-cess, 67 - 68

XP, 68 - 69

waterfall development pro-cess, 65 - 66

security

for project files, 555 - 558


password-protect fea-ture, 555 - 557

saving read-only files, 557

safe mode feature, 558

selecting

dependent tasks, 193

details to display in Resource Graph view, 616

field data, 23

grouping fields, 742 - 743

project calendar, 33 - 34

resource calendars, 249

task settings, 289 - 292

setting

deadlines for tasks, 38 - 39

default time of day, 138

task mode, 89 - 90

SF (Start-to-Finish) depen-dency relationship, 40 , 192 - 193

sharing

custom reports, 650 - 651

between different Project ver-sions, 836

Project data with other appli-cations, 837

Microsoft Excel, 854 - 855 resources

discontinuing resource sharing, 795 - 796

resource pool links, identifying, 796

resource pools, 792 - 795 resources among projects,

791 - 792

sheet views, 360

shortcuts on Tracking Toolbar, 455


single resources

assigning with Assign Resources dialog box, 310 - 312

reassigning, 311 - 312

Slipping Tasks report, 500 , 502 - 503

SNET (Start No Earlier Than) constraint, 212

SNLT (Start No Later Than) constraint, 212

sorting

with Resource Sheet view, 259 - 263

resources, 259 - 263 , 814 - 815

tasks in views, 569 - 571

specifying resource working time, 249 - 252

SPI (Schedule Performance Index) field, 481

spiral development, 69

split views, 24 , 55

splitting

task assignments, 333 - 334

tasks, 229 - 231

SS (Start-to-Start) depen-dency relationship, 40 , 190 - 191

Stage Boundary Management stage (PRINCE2), 62

Stage Control stage (PRINCE2), 62

stakeholders approval, receiving, 424

standard filters

resource filters, 397

task filters, 396

standard groups, 398 - 401

Standard project calendar, 33

standard rate, applying to resources, 252 - 253

Standard Rate field (Resource Information dia-log box), 252 - 253

Start and Finish Date f ields924

Start and Finish Date fields (Task Entry table), 136

start date of project

entering in project schedule, 33

tracking, 436 - 438

Start-up stage (PRINCE2), 62

Statistics button (Project Information dialog box), 95

Statistics tab (Properties dia-log box), 99

status bar, 20


Status Date field (Project Information dialog box), 94

Status fields, reviewing cur-rent status of project, 460 - 461

status of projects

analyzing, 52 - 53

obtaining, 49

Std. Rate (Standard Rate), 42

strategies

for correcting resource overal-location, 827 - 831

for using tables, 362 - 366

for using views, 359 - 362

subtasks, 187

defining, 154 - 155


hiding, 37

successful projects


measure of success, defining, 72 - 73

organizing

final deliverables, defin-ing, 74 - 75


successor tasks, 40

Summary tab (Properties dia-log box), 98

summary tasks

adding to task list, 156 - 157

defining, 154 - 155

duration of, 155


linking, 196 - 197

subtasks, 187

defining, 154 - 155

SV (Schedule Variance) field, 480

SV% (Schedule Variance Percentage) field, 480 - 481

switching between open files, 770

T Table Definition dialog box,

702 - 708

tables

baselines, viewing, 433 - 434

columns, adding, 22 - 23

Constraints Dates table, modifying, 226 - 227


cost table, reviewing, 423 - 424

creating, 701

customizing in reports, 645

defining, 702 - 708

Earned Value table, 493

entering data, 23

Outline Number field, insert-ing, 81


Resource tables, 365 - 366 , 391 - 393

strategies for using, 362 - 366

Task tables, 363 - 365 , 389 - 391

Variance table, 492 - 493

Work table, 493

Task and Resource PivotTable map, 842 - 843

Task Calendar, 102

task calendars, 110 - 111 , 351 - 353

Task Cost Overview report, 506 - 507

Task Detail view, 386 - 387

Task Details form, entering constraints, 219

task entry table, 20

Task Entry table


Duration field, 136 , 141 - 145



Duration field (Task Entry table), time units, 143 - 144

ID field, 134

Indicators field, 134 - 135


Predecessors field, 139

Start and Finish Date fields, 136

task modes, 133

Task Name field, 134 , 139 - 141

Task Entry view, 387

tasks, creating, 177 - 178

task filters, 396

Task Form view, 24


tasks 925


resources, adding, 256 - 257


Task Information dialog box

constraints, entering, 216 - 217

resources, mapping to tasks, 306 - 308

tasks, editing, 146 - 147


Task Inspector, 209

Task List with Embedded Assignment Rows map, 843

task lists

changes, undoing, 150

clearing tasks from, 151 - 152

creating, 132

height of rows, adjusting, 148 - 149

importing from Outlook, 868 - 871

long task names, displaying, 148 - 149

summary tasks, adding, 156 - 157

tasks, inserting, 151 - 152

task mode, 16 - 17 , 133

Auto Scheduled mode, 91

effect on scheduling engine complexity, 293

Manually Scheduled mode, 91

setting, 89 - 90

Task Name field (Task Entry table), 134 , 139 - 141

Task Name Form view, 386 - 387

Task Path, 183 , 210 - 211

Task Sheet view, 388

formatting, 622

tasks, creating, 178

Task Status report (Metric), 656

Task Status report (US), 656

task tables, 21 , 363 - 365

Task tables, 389 - 391

task tables, mapping resources to tasks, 308 - 309

Task Usage view, 377 - 378


resources, assigning, 325 - 326

work schedules, modifying, 326 - 328

Task view, 386 - 387

task-level tracking fields


Actual Duration field, 442

Actual Finish date field, 440 - 441


Actual Work field, 443

Percentage Complete field, 441

Remaining Duration field, 442 - 443

Remaining Work field, 443 - 444

time-phased Actual Work field, 444

tasks, 303 , 357 - 358

adding to project schedule, 35 - 36

attaching notes to, 162 - 167

baselined tasks, deleting, 428

consolidating from different projects, 775 - 780

constraints

conflicts, resolving, 225 - 226

entering, 216 - 219

removing, 225

reviewing, 224 - 225

types of , 216

creating


with Task Sheet view, 178

critical tasks, 185 , 403 - 405

cutting and pasting, 152 - 153

deadlines

entering, 227 - 229 setting, 38 - 39

decomposing, 421

delays, scheduling, 194 - 195

dependency relationships

auditing, 207 - 209 creating, 39 - 41 defining, 187 - 189 FF dependency relation-

ship, 191 - 192 FS dependency relation-

ship, 190 modifying, 206 - 207 removing, 206 - 207 resource overallocation,

identifying, 815 - 816 reviewing, 206 - 207 SF dependency relation-

ship, 192 - 193 SS dependency relation-

ship, 190 - 191 dependent tasks, selecting,

193

duration of tasks formula, 55


editing, 146 - 147

effort-driven, 313 - 317

calculating, 314 revising, 315 - 317

estimates, entering in project schedule, 45 - 46

fixed contract fees, assigning, 349 - 351

tasks926

fixed costs, assigning, 349 - 351

hammock tasks, 784 - 786

hyperlinks, attaching, 168 - 171

inactivating, 47

indenting, 155 - 156

levels of, 333 - 334

linking, 40 - 41 , 185

with Autolink, 205 - 206 with Link Tasks button,

197 - 198 with mouse pointer,

203 - 204 with Task Entry table,

201 - 203 with Task Form view,

199 - 201 with Task Information

dialog box, 198 - 199 milestones, creating, 37 - 38

multiple assignments, 271

outdenting, 155 - 156

overlaps, scheduling, 194 - 195


predecessor tasks, 40

project summary task, 468 - 469

recurring tasks, creating, 172 - 175

relationships between, 187

resources

assigning, 43 overallocation, 802 - 804

in separate projects, linking, 788 - 791

settings, selecting, 289 - 292

sorting in views, 569 - 571

sort keys, selecting, 570 - 571

sort operation, select-ing, 571

splitting, 229 - 231

subtasks

defining, 154 - 155 entering in project

schedule, 36 - 37 successor tasks, 40

summary tasks

defining, 154 - 155 entering in project

schedule, 36 - 37 linking, 196 - 197 subtasks, 187

type of, setting, 291 - 292

updating with Update Tasks form, 455 - 456

Tasks option, setting, 258 - 259

Taylor, Fredrick, 57

TCPI (To Complete Performance Index) field, 485

Team Planner, 7 , 26 - 27 , 355 , 373 - 375

mapping resources to tasks, 304

resources

availability, graphing, 336 - 338

creating, 26 overallocation, identify-

ing, 808 when to use, 410

teams, accommodating styles of, 69 - 70

technique errors, identifying in project schedule, 414 - 417

templates, 559

data templates for Network Diagram nodes, 601 - 604


opening, 561 - 562

project schedule, creating, 30

project templates, creating, 559 - 561

for visual reports, 512 , 656

saving in Microsoft Excel, 694

temporary nature of projects, 3


text boxes, customizing in reports, 639 - 640

text formats

exporting Project data to, 865 - 868

importing Project data from, 868

views, customizing, 571 - 574

themes, customizing reports with, 649 - 650

tiers (timelines), modifying, 579 - 581

time constraints, identifying for project schedule, 74

time units of durations, 143 - 144

abbreviating, 144

Timeline, 20

Copy Timeline control, 182

tasks

displaying, 179 removing, 179

time-phased Actual Work field, editing, 444

timescales, 21

display of non-working time, changing, 582 - 583



tiers, changing, 579 - 581

views 927


zoom controls, 21

Top Level Tasks map, 843

top-down approach to creat-ing task lists, 132

tracking, 436 - 438

assignment-level tracking fields

% Work Complete field, editing, 446

Actual Start field, edit-ing, 445

Assignment Actual Finish field, editing, 445 - 446

Assignment Remaining Work field, editing, 446 - 447

calculation options affecting

Actual Costs Are Always Calculated By Project, 450 - 452

Edits to the Total Task % Complete Will Be Spread to the Status Date, 452 - 453

Updating Task Status Updates Resource Status, 449 - 450

forms



project performance, 13

task-level tracking fields


Actual Duration field, 442

Actual Finish date field, 440 - 441


Actual Work field, 443 Percentage Complete

field, 441 Remaining Duration

field, 442 - 443 Remaining Work field,

443 - 444 time-phased Actual

Work field, 444

Tracking Gantt view, 378 - 379 , 491 - 492


troubleshooting resource overallocation, 46 - 47

guidelines, establishing, 832

Level Resources tool, 821 - 827

manual strategies, 827 - 831


resource substitution tech-niques, 817

splitting tasks, 819 - 820

Trust Center tab (Options dialog box), 128 - 130

turtle contour pattern, 342

type of task, setting, 291 - 292

typing notes, 163 - 164

U undoing

sort operations, 262

task list changes, 150

unhiding windows, 772

Upcoming Tasks Report, 500


Update Tasks button, 455


updating changes to project, 52

Updating Task Status Updates Resource Status option, 449 - 450

V VAC (Variance at

Completion) field, 484 - 485

Validation, Quality, Verification, and Approval process (PRINCE2), 62

values of resources, entering, 322 - 325

variance fields

date variances, 470 - 471

defining, 466 - 467

Variance table, 492 - 493

versions of projects

comparing, 773 - 775

compatibility of project files, 552

View Definition dialog box, 711 - 715

viewing

baselines, 433 - 434

consolidated project tasks, 775 - 780

multiple project files simulta-neously, 771 - 772

time-phased details, 434 - 436

views, 23 - 24

Bar Rollup view, 381

Calendar view, 367 - 368

formatting, 596 - 600 combination views, 361

copying, 896 - 897

with Copy Picture com-mand, 897 - 901

creating, 708 - 711


Descriptive Network Diagram

views928

view, 375 - 377

fonts, formatting, 575

Gantt Chart view, 369 - 373

bar styles, 588 - 592


Gantt Chart Wizard, 594 - 595

layout options, 592 - 593


manual formatting options, 583 - 593


pasting objects in, 888 - 889

Show for Tasks drop-down list, 585 - 587

graphical views, 360

gridlines, formatting, 575 - 576

Milestone Date Rollup view, 382 - 383

Milestone view, 382 - 383

Network Diagram view, 375

data templates, 601 - 604


zoom controls, 609

outline options, 577 - 578

page breaks, 583

previewing printed views, 726 - 728

printing

enhancing the display, 716 - 717

legends, 723 - 724

page breaks, 717


preparing your screen, 716

related entities, 360

Relationship Diagram view, 209 , 383 - 384

Resource Allocation view, 384 - 385 , 493 - 494

Resource Graph view, 378 - 380

details to display, selecting, 616

formatting, 612 - 619 Resource Name Form view,

384 - 386

Resource Sheet view, 42 , 239 - 241 , 380

overallocation, identify-ing, 809 - 810

sorting, 259 - 263 Resource Usage view, 380 -

381

formatting, 619 - 621 resource overallocation,

identifying, 813 - 814 Resource view, 384 - 386

Resources Sheet view

accessing, 242 resources, adding, 241

sheet views, 360

split views, 24

resource overallocation, identifying, 811 - 812

strategies for using, 359 - 362

Task Detail view, 386 - 387

Task Entry view, creating tasks, 177 - 178

Task Form view, 24

resources, adding, 256 - 257

Task Name Form view, 386 - 387

Task Sheet view, 388

tasks, creating, 178 Task Usage view, 377 - 378

assigning resources, 325 - 326

formatting, 621 - 622 modifying work sched-

ules with, 326 - 328 Task view, 386 - 387

tasks, sorting, 569 - 571

Team Planner view, 373 - 375

text styles, formatting, 571 - 574

Timeline view, 179 - 182

timescales

display of non-working time, changing, 582 - 583

formatting, 578 - 583 tier, changing, 579 - 581

Tracking Gantt view, 378 - 379 , 491 - 492


Usage views, viewing time-phased details, 434 - 436

Visio, visual reports, 664

creating, 692

PivotDiagrams, formatting, 680 - 684

saving, 694

visual reports, 52 - 53 , 510 - 524 , 653 - 656

accessing, 654

Microsoft Excel, 659 - 663

appearance of, custom-izing, 671 - 679

creating, 688 - 692 data, customizing, 665 -

670 templates, saving, 694

OLAP cubes, 655 - 659

printing, 697

project budget, analyzing, 515 - 517

project schedule, analyzing, 513 - 515

Zoom dialog box 929


for project sponsor, 517 - 523

Baseline Cost report, 517 - 519

Cash Flow report, 519 Critical Task Status

report, 522 Earned Value Over

Time report, 520 - 521 for project team

custom visual reports, 524

Resource Remaining Work report, 523 - 524

reasons for using, 653 - 654

templates, 512 , 656

Visio, 664

creating, 692 PivotDiagrams, custom-

izing data in, 684 - 688 PivotDiagrams, format-

ting, 680 - 684 saving, 694

visualizing resource overal-location

with Max Units field, 805 - 807

with resource calendars, 806 - 807

W waterfall development pro-

cess, 65 - 66

WBS (Work Breakdown Structure), 63 - 64

building, 28 - 29

iterative nature of, 79 rules for, 77 - 78 templates, 80

creating, 12

custom WBS codes

adding and deleting tasks with, 84

creating, 82 - 84 , 176 editing, 84 - 86 renumbering, 86

EVM, 87

levels of decomposition, 29 , 76

project schedule, building, 35 - 36

work packages, 28 , 76 , 79 - 80

web-enabled Project data, working with, 865

websites

hyperlinks

attaching to resources in same projeect, 170

attaching to tasks, 168 - 171

creating, 170 editing, 171 email, creating with,

171 placing in custom text

fields, 171 web-enabled Project data,

working with, 865

when to ignore resource overallocation, 804 - 805

"while you are here" syn-drome, avoiding, 428

"Who Does What" report map, 841

windows

hiding, 772

splitting, 24 - 25 , 55

work contour patterns

flat pattern, 339

predefined contours, 344

work decomposition, 63

work formula, 44 , 55 , 270 - 272 , 278 - 289

applying

to changes in existing assignments, 288 - 289

to new assignments, 279 - 288

cost of work, reducing, 424

duration, calculating, 278

Work graph (Team Planner), 337

work packages, 28 , 79 - 80 , 88

work resources, 42 , 238

assigning, 277 - 278

work schedules, modifying with Task Usage view, 326 - 328

Work table, 493

work variances, 471-472

working time of resources, specifying, 249 - 252

worksheets (Excel), export-ing Project data to, 855 - 859

workspace

multiple files in, saving in, 797 - 798

saving, 558

X-Y-Z XML files, saving Project

data to, 865

XP (Extreme Programming), 68 - 69

Zoom dialog box, 22

for Network Diagram view, 609

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