PROJECT 2013 IN DEPTHCopyright © 2014 by Pearson Education, Inc.
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ISBN-13: 978-0-7897-5095-2
ISBN-10: 0-7897-5095-3
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First Printing: July 2013
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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
Consultants’ Tips 55
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
Consultants’ Tips 70
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
Consultants’ Tips 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
Consultants’ Tips 130
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
Consultants’ Tips 182
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
Information Dialog Box 216
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
Consultants’ Tips 232
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
Consultants’ Tips 267
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
Consultants’ Tips 297
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
Information Dialog Box 306
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
Consultants’ Tips 355
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
Consultants’ Tips 410
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
Consultants’ Tips 428
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
Consultants’ Tips 458
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
Consultants’ Tips 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
Consultants’ Tips 524
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
Consultants’ Tips 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
Consultants’ Tips 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
Consultants’ Tips 568
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
Consultants’ Tips 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
Consultants’ Tips 651
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
Consultants’ Tips 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
Consultants’ Tips 767
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
Consultants’ Tips 798
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
Consultants’ Tips 832
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
Consultants’ Tips 872
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
Consultants’ Tips 901
“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.
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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.
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
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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.
Microsoft Project and the Project Management Domain60
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• 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
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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).
Microsoft Project and the Project Management Domain62
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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
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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.
Microsoft Project and the Project Management Domain64
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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.
Microsoft Project and the Project Management Domain66
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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.
Microsoft Project and the Project Management Domain68
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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
Microsoft Project and the Project Management Domain70
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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.
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
assignment units, 274 - 277
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
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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 reports, 540 - 541
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
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resource constraints, 257 - 258
types of - 216
Constraints Dates table
constraints, entering, 218
modifying, 226 - 227
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
dependency relationships, 187 - 189
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
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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
modifying, 206 - 207
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
mapping resources to tasks, 302 - 303
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
elapsed durations, defining, 144 - 145
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
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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
Detail Gantt view, 370 - 371
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
default start and finish dates, 137 - 138
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
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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
leveling delay effects, 294
Leveling Gantt view, 371
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 Assign Resources dialog box, 302 - 303
with Task Entry view, 305 - 306
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
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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
leveling delay effects, 294
resource availability effects, 295 - 296
scheduled delay effects, 293
task mode, 293
work contour effects, 294 - 295
modifying
Constraints Dates table, 226 - 227
dependency relationships, 206 - 207
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 Baselines Gantt view, 372 - 373
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
formatting, 163 - 164
hyperlinks, inserting, 164 - 165
objects, inserting, 165 - 166 , 893
O objectives of projects, 3
objects
inserting, 887
in Gantt Chart view, 889 - 893
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
final deliverables, defining, 74 - 75
measure of success, defining, 72 - 73
rules of fair play, 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 dialog box, 717 - 726
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
in Gantt Chart view, 888 - 889
Percentage Complete field, editing, 441
percentage format (assign-ment units), 274
percentage leads, 195 - 196
performance
analyzing, 459 - 460
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
formatting, 680 - 684
PivotTables
adding/removing data fields from, 663
exporting Project data to, 859
Planning process group, 17
project management 917
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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
Closing process group, 18
Executing process group, 17
Initiating process group, 16 - 17
Monitoring and Controlling process group, 17 - 18
Planning process group, 17
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
backup files, creating, 558
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
change control process, establishing, 75
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
final deliverables, defining, 74 - 75
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
partially completed tasks, rescheduling, 453 - 455
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
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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
existing templates, modify-ing, 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
Closing process group, 18
Executing process group, 17
Initiating process group, 16 - 17
Monitoring and Controlling process group, 17 - 18
Planning process group, 17
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
dependency relationships, 206 - 207
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
closing reports, 540 - 541
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
formatting, 612 - 619
bar styles, 617 - 619
Resource Information dialog box, 241
Cost Accrual field, 256
resources 921
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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
Overtime Rate field, 253
Resource Availability table, 247 - 249
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
formatting, 619 - 621
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
analyzing, 499 - 503
assigning, 41 - 43
analyzing, 43 assignment values,
entering, 322 - 325 with Task Usage view,
325 - 326 assignments, 272 - 273
assignment units, 274 - 277
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 Assign Resources dialog box, 302 - 303
with Task Entry view, 305 - 306
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
"Overallocation Cannot Be Resolved" warning, 833
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
customizing, 756 - 761
right-clicking the mouse, 20
rollup taskbars, 159 - 160
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
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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
leveling delay effects, 294
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
backup files, creating, 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
shortening duration using overtime, 345 - 347
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
customizing, 765 - 766
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
entering in project schedule, 36 - 37
hiding, 37
successful projects
change control process, establishing, 75
measure of success, defining, 72 - 73
organizing
final deliverables, defin-ing, 74 - 75
rules of fair play, 73
successor tasks, 40
Summary tab (Properties dia-log box), 98
summary tasks
adding to task list, 156 - 157
defining, 154 - 155
duration of, 155
entering in project schedule, 36 - 37
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 Rate tables, 254 - 256
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 Availability table, 247 - 249
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
default start and finish dates, 137 - 138
Duration field, 136 , 141 - 145
elapsed durations, defining, 144 - 145
tentative duration estimates, creating, 142 - 143
Duration field (Task Entry table), time units, 143 - 144
ID field, 134
Indicators field, 134 - 135
mapping resources to tasks, 305 - 306
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
formatting, 609 - 611
tasks 925
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resources, adding, 256 - 257
tasks, linking, 199 - 201
Task Information dialog box
constraints, entering, 216 - 217
resources, mapping to tasks, 306 - 308
tasks, editing, 146 - 147
tasks, linking, 198 - 199
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
formatting, 621 - 622
resources, assigning, 325 - 326
work schedules, modifying, 326 - 328
Task view, 386 - 387
task-level tracking fields
% Work Complete field, 443
Actual Duration field, 442
Actual Finish date field, 440 - 441
Actual Start date field, 440
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 Entry view, 177 - 178
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
shortening duration using overtime, 345 - 347
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
partially completed tasks, rescheduling, 453 - 455
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
existing templates, modify-ing, 561
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
tentative duration estimates, creating, 142 - 143
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
formatting, 597 - 598
rollup taskbars, 159 - 160
tiers, changing, 579 - 581
views 927
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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
Update Project form, 456 - 458
Update Tasks form, 455 - 456
project performance, 13
task-level tracking fields
% Work Complete field, 443
Actual Duration field, 442
Actual Finish date field, 440 - 441
Actual Start date field, 440
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
tracking data, entering, 50 - 52
troubleshooting resource overallocation, 46 - 47
guidelines, establishing, 832
Level Resources tool, 821 - 827
manual strategies, 827 - 831
"Overallocation Cannot Be Resolved" warning, 833
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 Project form, 456 - 458
Update Tasks button, 455
Update Tasks form, 455 - 456
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
customizing, 711 - 715
Descriptive Network Diagram
views928
view, 375 - 377
fonts, formatting, 575
Gantt Chart view, 369 - 373
bar styles, 588 - 592
Detail Gantt view, 370 - 371
Gantt Chart Wizard, 594 - 595
layout options, 592 - 593
Leveling Gantt view, 371
manual formatting options, 583 - 593
Multiple Baselines Gantt view, 372 - 373
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
formatting, 600 - 609
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
Page Setup dialog box, 717 - 726
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
tracking data, entering, 50 - 52
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
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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