| Introduction |
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| Part 1: Getting Started With Project 2019 |
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5 | (96) |
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Chapter 1 Project Management, Project 2019, and You |
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7 | (12) |
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Introducing Project Management |
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7 | (4) |
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8 | (1) |
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Identifying what a project manager does |
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9 | (1) |
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10 | (1) |
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11 | (7) |
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Navigating Ribbon tabs and the Ribbon |
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13 | (4) |
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17 | (1) |
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Tell Me What You Want to Do |
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18 | (1) |
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Chapter 2 Starting the Project |
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19 | (20) |
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Creating the Project Charter |
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20 | (2) |
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Introducing the Work Breakdown Structure (WBS) |
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22 | (1) |
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23 | (1) |
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24 | (13) |
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Entering project information |
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25 | (2) |
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Weighing manual scheduling versus automatic scheduling |
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27 | (2) |
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29 | (1) |
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30 | (2) |
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Importing tasks from Outlook |
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32 | (2) |
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34 | (1) |
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Inserting one project into another |
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35 | (1) |
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Promoting and demoting: The outdent-and-indent shuffle |
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36 | (1) |
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37 | (2) |
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Chapter 3 Becoming a Task Master |
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39 | (14) |
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Creating Summary Tasks and Subtasks |
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39 | (4) |
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How many levels can you go? |
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41 | (1) |
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41 | (2) |
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Moving Tasks Up, Down, and All Around |
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43 | (1) |
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Moving tasks with the drag-and-drop method |
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43 | (1) |
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Moving tasks with the cut-and-paste method |
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44 | (1) |
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Now You See It, Now You Don't: Collapsing and -Expanding the Task Outline |
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44 | (3) |
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Showing Up Again and Again: Recurring Tasks |
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47 | (1) |
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48 | (1) |
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Deleting Tasks and Using Inactive Tasks |
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49 | (1) |
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50 | (3) |
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Chapter 4 The Codependent Nature of Tasks |
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53 | (12) |
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How Tasks Become Dependent |
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54 | (5) |
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Dependent tasks: Which comes first? |
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54 | (1) |
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55 | (3) |
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Allowing for Murphy's Law: Lag and lead time |
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58 | (1) |
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Setting the Dependency Connection |
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59 | (6) |
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Adding the dependency link |
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59 | (2) |
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61 | (1) |
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Understanding that things change: Deleting dependencies |
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62 | (3) |
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Chapter 5 Estimating Task Time |
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65 | (16) |
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You're in It for the Duration |
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66 | (4) |
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Tasks come in all flavors: Identifying task types |
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66 | (3) |
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Effort-driven tasks: 1 + 1 = 1/2 |
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69 | (1) |
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Estimating Effort and Duration |
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70 | (4) |
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71 | (1) |
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Setting the task duration |
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72 | (2) |
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Controlling Timing with Constraints |
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74 | (3) |
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Understanding how constraints work |
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74 | (1) |
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75 | (1) |
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76 | (1) |
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Starting and Pausing Tasks |
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77 | (4) |
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Entering the task's start date |
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77 | (1) |
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Taking a break: Splitting tasks |
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78 | (3) |
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Chapter 6 Check Out This View! |
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81 | (20) |
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81 | (5) |
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Navigating tabs and views |
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82 | (2) |
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84 | (1) |
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Reaching a specific spot in your plan |
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85 | (1) |
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86 | (5) |
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Home base: Gantt Chart view |
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86 | (1) |
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Resourceful views: Resource Sheet and Team Planner |
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87 | (1) |
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Getting your timing down with the Timeline |
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88 | (1) |
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Going with the flow: Network Diagram view |
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89 | (1) |
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90 | (1) |
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91 | (12) |
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91 | (5) |
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Modifying Network Diagram view |
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96 | (4) |
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100 | (1) |
| Part 2: Managing Resources |
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101 | (56) |
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Chapter 7 Creating Resources |
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103 | (16) |
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Resources: People, Places, and Things |
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103 | (1) |
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104 | (3) |
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104 | (1) |
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Resource types: Work, material, and cost |
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105 | (1) |
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How resources affect task timing |
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105 | (2) |
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Estimating resource requirements |
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107 | (1) |
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107 | (4) |
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Creating one resource at a time |
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108 | (1) |
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Identifying resources before you know their names |
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109 | (1) |
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Many hands make light work |
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110 | (1) |
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Managing Resource Availability |
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111 | (3) |
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Estimating and setting availability |
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112 | (1) |
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When a resource comes and goes |
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113 | (1) |
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114 | (5) |
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Skimming from resource pools |
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114 | (2) |
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Importing resources from Outlook |
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116 | (3) |
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Chapter 8 Working with Calendars |
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119 | (16) |
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Mastering Base, Project, Resource, and Task Calendars |
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120 | (2) |
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Setting the base calendar for a project |
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120 | (1) |
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Understanding the four calendar types |
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120 | (1) |
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121 | (1) |
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How one calendar relates to another |
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121 | (1) |
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Scheduling with Calendar Options and Working Times |
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122 | (4) |
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123 | (1) |
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Setting exceptions to working times |
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124 | (2) |
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Working with Task Calendars and Resource Calendars |
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126 | (4) |
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Setting resource calendars |
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127 | (1) |
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Making the change to a resource's calendar |
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128 | (2) |
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Creating a Custom Calendar Template |
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130 | (2) |
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Sharing Copies of Calendars |
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132 | (3) |
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Chapter 9 Assigning Resources |
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135 | (12) |
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Finding the Right Resource |
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135 | (3) |
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Needed: One good resource willing to work |
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136 | (1) |
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Custom fields: It's a skill |
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137 | (1) |
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Making a Useful Assignation |
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138 | (6) |
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Determining material and cost-resource units |
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138 | (1) |
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139 | (3) |
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Shaping the contour that's right for you |
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142 | (2) |
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Benefitting from a Helpful Planner |
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144 | (3) |
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Chapter 10 Determining a Project's Cost |
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147 | (10) |
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148 | (2) |
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148 | (1) |
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When will this hit the bottom line? |
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149 | (1) |
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Specifying Cost Information in the Project |
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150 | (5) |
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You can't avoid fixed costs |
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150 | (2) |
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Entering hourly, overtime, and cost-per-use rates |
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152 | (1) |
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Assigning material resources |
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153 | (2) |
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How Your Settings Affect Your Costs |
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155 | (2) |
| Part 3: Before You Baseline |
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157 | (56) |
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Chapter 11 Fine-Tuning Your Plan |
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159 | (14) |
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Everything Filters to the Bottom Line |
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159 | (6) |
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Setting predesigned filters |
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160 | (1) |
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Putting AutoFilter to work |
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161 | (2) |
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Creating do-it-yourself filters |
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163 | (2) |
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Gathering Information in Groups |
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165 | (4) |
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Applying predefined groups |
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166 | (1) |
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166 | (3) |
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Figuring Out What's Driving the Project |
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169 | (4) |
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169 | (1) |
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Handling task warnings and suggestions |
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170 | (3) |
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Chapter 12 Negotiating Project Constraints |
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173 | (14) |
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174 | (4) |
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Applying contingency reserve |
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174 | (1) |
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Completing a task in less time |
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175 | (3) |
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Getting What You Want for Less |
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178 | (1) |
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179 | (7) |
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Checking resource availability |
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179 | (1) |
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Deleting or modifying a resource assignment |
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180 | (1) |
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Beating overallocations with quick-and-dirty rescheduling |
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181 | (1) |
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182 | (1) |
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182 | (4) |
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186 | (1) |
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Chapter 13 Making the Project Look Good |
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187 | (18) |
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188 | (5) |
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Formatting the Gantt Chart |
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188 | (1) |
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188 | (3) |
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Zeroing in on critical issues |
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191 | (1) |
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Restyling the Gantt chart |
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192 | (1) |
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193 | (2) |
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195 | (2) |
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197 | (2) |
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Recognizing When a Picture Can Say It All |
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199 | (1) |
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Creating a Custom Text Field |
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200 | (5) |
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Chapter 14 It All Begins with a Baseline |
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205 | (8) |
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205 | (5) |
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206 | (1) |
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Saving more than one baseline |
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207 | (2) |
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Clearing and resetting a baseline |
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209 | (1) |
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210 | (5) |
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211 | (1) |
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Clearing and resetting an interim plan |
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212 | (1) |
| Part 4: Staying On Track |
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213 | (84) |
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Chapter 15 On the Right Track |
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215 | (22) |
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Developing a Communications Management Plan |
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216 | (4) |
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216 | (1) |
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Applying a tracking method |
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217 | (1) |
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218 | (1) |
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For everything, there's a view |
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219 | (1) |
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Tracking Work for the Record |
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220 | (9) |
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Specifying the status date |
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221 | (1) |
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222 | (1) |
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Determining the percent complete |
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222 | (1) |
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Recording start and finish information |
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223 | (1) |
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Knowing what to do when John works three hours and Mary works ten |
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224 | (2) |
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226 | (1) |
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Specifying remaining durations for auto-scheduled tasks |
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227 | (1) |
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Entering fixed-cost updates |
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228 | (1) |
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229 | (1) |
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Update Project: Sweeping Changes |
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230 | (2) |
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232 | (1) |
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Tracking More Than One: Consolidated Projects |
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233 | (4) |
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233 | (2) |
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Updating consolidated projects |
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235 | (2) |
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Chapter 16 Project Views: Observing Progress |
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237 | (12) |
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238 | (3) |
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Baseline versus actual progress |
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238 | (1) |
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238 | (3) |
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241 | (3) |
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Tracking Progress Using Earned Value Management |
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244 | (2) |
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Calculating Behind the Scenes |
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246 | (3) |
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246 | (1) |
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An abundance of critical paths |
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247 | (2) |
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Chapter 17 You're Behind-Now What? |
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249 | (16) |
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Using Project with Risk and Issue Logs |
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250 | (3) |
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Printing interim plans and baselines |
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250 | (1) |
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251 | (2) |
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253 | (6) |
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253 | (1) |
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254 | (1) |
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Examining the critical path |
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255 | (2) |
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Using resource leveling (again) |
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257 | (1) |
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Determining which factors are driving the timing of a task |
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258 | (1) |
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How Adding People or Time Affects the Project |
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259 | (3) |
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Hurrying up and making modifications |
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259 | (1) |
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Throwing resources at the problem |
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259 | (2) |
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Shifting dependencies and task timing |
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261 | (1) |
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262 | (3) |
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263 | (1) |
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Finding ways to cut corners |
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263 | (2) |
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Chapter 18 Spreading the News: Reporting |
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265 | (22) |
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Generating Standard Reports |
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266 | (2) |
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266 | (1) |
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Overviewing the dashboard reports |
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267 | (1) |
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268 | (3) |
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Gaining a new perspective on data with visual reports |
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270 | (1) |
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270 | (1) |
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271 | (3) |
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Dragging, dropping, and sizing |
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272 | (1) |
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273 | (1) |
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274 | (3) |
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277 | (6) |
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277 | (5) |
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282 | (1) |
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283 | (1) |
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283 | (4) |
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Adding tasks to the Timeline |
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284 | (1) |
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285 | (1) |
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286 | (1) |
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Chapter 19 Getting Better All the Time |
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287 | (10) |
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288 | (3) |
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Learning from your mistakes |
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288 | (2) |
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290 | (1) |
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Comparing Versions of a Project |
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291 | (2) |
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293 | (6) |
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293 | (1) |
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294 | (3) |
| Part 5: The Part Of Tens |
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297 | (16) |
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Chapter 20 Ten Golden Rules of Project Management |
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299 | (8) |
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299 | (1) |
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300 | (1) |
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301 | (1) |
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Don't Put Off until Tomorrow |
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302 | (1) |
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Delegate, Delegate, Delegate |
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302 | (1) |
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303 | (1) |
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Keep the Team in the Loop |
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303 | (1) |
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304 | (1) |
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Maintain a Flexible Strategy |
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305 | (1) |
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305 | (2) |
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Chapter 21 Ten Cool Shortcuts in Project 2019 |
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307 | (6) |
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307 | (1) |
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308 | (1) |
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Frequently Used Functions |
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309 | (1) |
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310 | (1) |
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310 | (1) |
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310 | (1) |
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310 | (1) |
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311 | (1) |
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311 | (1) |
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312 | (1) |
| Appendix: Glossary |
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313 | (8) |
| Index |
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321 | |
Lisainfo e-raamatute kohta