1. Good Project Management Microsoft Office Project 2003

2. Good Project Management Module 1 Understand what a good project management tool can help you do. Start Project, and identify the major parts of the Project window. Use views to work with project plan details in different ways. Use reports to print project plan details. Create a project plan and enter a project start date. Set the working and nonworking time for a project. Enter a project plan’s properties.

3. Good Project Management Project management is a broadly practiced art and science. Microsoft Project Includes tools that help you predict and control the outcomes of endeavors your organization undertakes.

4. Good Project Management Projects (such as a film project) are distinct from ongoing operations (such as payroll services) in that: Projects are temporary endeavors undertaken to create some sort of unique deliverable or end result.

5. Good Project Management With a good project management system in place, you should be able to answer such questions as: What tasks must be done to produce the deliverable of the project? Who will complete these tasks? What’s the best way to communicate project details to people who have an interest in the project? When should each task be performed? How much will it cost? What if some tasks are not completed as scheduled?

6. Good Project Management Good project management does not guarantee the success of every project, but poor project management usually guarantees failure! Many projects are not managed with a real scheduling tool such as Project, but they should be!

7. Project Plan A project plan is essentially a model you construct of some aspects of the real project you anticipate: What you think will happen, Or what you want to happen (it’s usually best if these are not too different). A project plan focuses mainly on: tasks, resources, time frames, and possibly their associated costs.

8. Project Calendars The three base calendars included with Project are as follows: Standard: the traditional working day, Monday through Friday from 8 A.M. to 5 P.M., with an hour off for lunch. 24 Hours: has no nonworking time. Night Shift: covers a “graveyard” shift schedule of Monday night through Saturday morning, 11 P.M. to 8 A.M., with a one-hour break.

9. Active Scheduling Engine The project plans you create in Project are files that have many things in common with database files. What Project provides that a regular database application can’t, however, is the active scheduling engine. One Project expert I know describes Project as “a database that knows about time.”

10. Creating a Task List Module 1 Enter task information. Estimate how long each task should last. Create a milestone to track an important event. Organize tasks into phases. Create task relationships by linking tasks. Record task details in notes and insert a hyperlink to the World Wide Web. Check a project plan’s overall duration.

11. Creating a Task List Tasks are the most basic building blocks of any project Tasks represent the work to be done to accomplish the goals of the project. Tasks describe project work in terms of: sequence, duration, and resource requirements.

12. Defining the Right Tasks Every project has an ultimate goal or intent: The reason that the project was started. This is called the project deliverable.

13. Defining the Right Tasks You might find it helpful to distinguish product scope from project scope. Product scope describes the quality, features, and functions of the deliverable of the project. Project scope, on the other hand, describes the work required to deliver such a product or service.

14. Estimating Durations A task’s duration is the amount of time you expect it will take to complete the task. Depending on the scope of your project, you’ll probably want to work with task durations on the scale of: hours, days, and weeks

15. Entering a Milestone In addition to tracking tasks to be completed, you might want to track an important event for your project: Such as when the pre-production phase of the project will end. To do this, you will create a milestone. Milestones are significant events that are either reached within the project: Completion of a phase of work (for example). Or imposed upon the project: A deadline by which to apply for funding (for example),

16. Top-Down and Bottom-Up Planning Top-down planning identifies major phases of the project before filling in the tasks required to complete those phases. From general to specific. Bottom-up planning identifies as many of the bottom-level detailed tasks as possible before organizing them into logical groups, called phases or summary tasks. From specific to general.

17. Estimating Durations If you estimate that a task will take 16 hours of working time: You could enter its duration as 2d to schedule work over two eight-hour workdays. You should then expect that starting the task at 8 A.M. on a Friday means that it wouldn’t be completed until 5 P.M. on the following Monday. No work would be scheduled over the weekend, because Saturday and Sunday have been defined as nonworking time.

18. How Do You Come Up with Accurate Task Durations? You should consider two general rules when estimating task durations: Long projects tend to have tasks with longer durations than do tasks in short projects. You need to think about the level of detail you want to apply to your project’s tasks. You should measure task durations at the lowest level of detail or control you care about, but no lower.

19. How Do You Come Up with Accurate Task Durations? For your real world projects, you will often have to estimate task durations. Good sources of task duration estimates include: Historical information from previous, similar projects. Estimates from the people who will complete the tasks. The expert judgment of people who have managed similar projects. The standards of professional or industry organizations that carry out projects similar to yours. Because inaccurate task duration estimates are a major source of risk in any project, making good estimates is well worth the effort.

20. Linking Tasks Projects require tasks to be done in a specific order. The task of filming a scene must be completed before the task of editing the filmed scene can occur. These two tasks have a finish-to-start relationship, which has two aspects: The second task must occur after the first task; this is a sequence. The second task can occur only if the first task is completed; this is a dependency.

21. Linking Tasks The first task (“film the scene”) is called the predecessor because it precedes tasks that depend on it. The second task (“edit the filmed scene”) is called the successor because it succeeds tasks on which it is dependent.

22. Fine-Tuning Task Details Module 2 Adjust task links to have more control over how tasks are related. Apply a constraint to a task. Identify the tasks on the critical path. Split a task to record an interruption in work. Create a task calendar and apply it to tasks. Change a task type to control how Project schedules tasks. Record deadlines for tasks. Enter a fixed cost and specify how it should accrue. Set up a recurring task in the project schedule.

23. Adjusting Task Relationships There are four types of task dependencies, or relationships: Finish-to-start (FS): The finish date of the predecessor task determines the start date of the successor task. Start-to-start (SS): The start date of the predecessor task determines the start date of the successor task. Finish-to-finish (FF): The finish date of the predecessor task determines the finish date of the successor task. Start-to-finish (SF): The start date of the predecessor task determines the finish date of the successor task.

24. Task Relationships Task relationships should reflect the sequence in which work should be done. Assuming that two tasks have a finish-to-start relationship: Overlap (called lead time) causes the successor task to begin before its predecessor task concludes. (A planned head start!) Delay (called lag time) causes the successor task to begin some time after its predecessor task concludes. (A planned wait time!)

25. Setting Task Constraints Every task you enter into Project has some type of constraint applied to it. A constraint controls the start or finish date of a task and the degree to which that task can be rescheduled.

26. Setting Task Constraints There are three categories of constraints: Flexible constraints. Flexible constraint is called As Soon As Possible, no constraint date is associated with flexible constraints. Inflexible constraints. A task must begin or end on a certain date. Semi-flexible constraints. A task has a start or finish date boundary. For example, a task must finish no later than …, however, the task could finish before this date.

27. Critical Path A critical path is the series of tasks that will push out the project’s end date if the tasks are delayed. It refers only to how their scheduling will affect the project’s finish date. After a task on the critical path is completed, it is no longer critical: It cannot affect the project finish date.

28. Critical Path A key to understanding the critical path is to understand slack, also known as float. There are two types of slack: Free and Total. Free slack is the amount of time a task can be delayed before it delays another task. Total slack is the amount of time a task can be delayed before it delays the completion of the project.

29. Setting Up Resources Module 3 Set up basic resource information for the people who work on projects. Enter basic resource information for the equipment that will be used in projects. Enter basic resource information for the materials that will be consumed as the project progresses. Set up cost information for resources. Change a resource’s availability for work. Record additional information about a resource in a note.

30. Resources Effective resource management is one of the most powerful advantages of using Project over task-focused planning tools, such as paper-based organizers. Time is well spent if your project is primarily driven by time or cost constraints.

31. Resources Resources are the people, equipment, and material needed to complete the tasks in a project. Microsoft Office Project 2003 focuses on two aspects of resources: Their availability Their costs.

32. Work Resources Work resources are the people and equipment that do the work of the project. Equipment resources don’t need to be portable; a fixed location or piece of machinery can also be considered equipment. (for example, a video editing studio)

33. Work Resources You set up people and equipment resources exactly the same way in Project. Most people resources have a working day of no more than 12 hours, but equipment resources might work around the clock. You might want to set up equipment resources when: Multiple teams or people might need a piece of equipment to do different tasks simultaneously. You want to plan and track costs associated with the equipment.

34. Material Resources Material resources are consumables that you use up as the project proceeds. You work with material resources in Project mainly to track the rate of consumption and the associated cost. Unlike work resources, however, material resources do not use overtime cost rates, resource calendars, or maximum units.

35. Working Time for Resources A resource calendar controls the working and nonworking times of a resource. The initial working time settings for resource calendars exactly match those of the Standard base calendar. (This is a calendar built into Project that accommodates an 8 A.M. to 5 P.M., Monday through Friday work schedule.)

36. Working Time for Resources Some of your resources will need exceptions to the working time in the Standard base calendar—such as A flex-time work schedule Vacation time Other times when a resource is not available to work on the project: such as time spent training Attending a conference

37. Assign Resources to Tasks. An assignment is the matching of a resource to a task to do work. A task plus a resource equals an assignment. Who should be working on what tasks and when? Do you have the right number of resources to do the scope of work your project requires? have you over allocated the resource?

38. Assigning Additional Resources By default, Project uses a scheduling method called effort-driven scheduling. This means that the task’s initial work value remains constant, regardless of the number of additional resources you assign. The most visible effect of effort-driven scheduling is that as you assign additional resources to a task, that task’s duration decreases! By default, effort-driven scheduling is enabled for all tasks you create in Project.

39. Resource and Assignment Details Module 3 Set up different pay rates for resources. Set up pay rates that will change over time for a resource. Set resource availability to change over time. Delay the start of a resource assignment. Control how a resource’s work on a task is scheduled over time by using work contours. Apply different cost rates for a resource assigned to different kinds of tasks. Enter variable consumption rates for material resources.

40. Multiple Pay Rates for a Resource Some work resources might perform different tasks with different pay rates. Because the pay rates for director of photography and camera operator are different, you can enter two cost rate tables for the resource. Then, after you assign the resource to tasks, you specify which rate table should apply.

41. Resource Availability One of the values Project stores for each work resource is the resource’s Max. Units value. This is the maximum capacity of a resource to accomplish tasks. The resource’s capacity to work determines the extent to which the resource can work within those hours without becoming over allocated.

42. Resource Allocations over Time Task assignments you’ve made affect the workloads of the people and equipment resources of a project. Under allocated. The resource’s assignments do not fill his or her maximum capacity. Fully allocated. The resource’s assignments fill his or her maximum capacity. Over allocated. The resource’s assignments exceed his or her maximum capacity.

43. The Project’s Finish Date Most projects have a desired, or soft, finish date, and many projects have a “must hit,” or hard, finish date. a project’s finish date is determined by its critical path. The critical path is the series of tasks that will push out the project’s end date if the tasks are delayed.

44. Leveling Over allocated Resources Resource leveling is the process of delaying or splitting a resource’s work on a task to resolve an over allocation. This might involve delaying the start date of an assignment or task, or splitting the work on the task. Resource leveling is a powerful tool, but it does only a few basic things: it delays tasks, splits tasks, and delays resource assignments.