Introduction |
|
1 | (4) |
|
|
1 | (1) |
|
|
2 | (1) |
|
|
2 | (1) |
|
|
3 | (1) |
|
|
3 | (1) |
|
|
4 | (1) |
|
PART 1 GETTING STARTED WITH PROJECT |
|
|
5 | (98) |
|
Chapter 1 Project Management, MS Project, and You |
|
|
7 | (16) |
|
Project Management Evolution |
|
|
8 | (1) |
|
What's in a Name: Projects, Project Management, and Project Managers |
|
|
9 | (1) |
|
Project managers and Scrum masters |
|
|
10 | (1) |
|
The role of the project manager |
|
|
11 | (1) |
|
The role of the Scrum master |
|
|
12 | (1) |
|
Introducing Microsoft Project |
|
|
13 | (1) |
|
|
14 | (3) |
|
Navigating Ribbon tabs and the Ribbon |
|
|
17 | (3) |
|
|
20 | (2) |
|
Tell Me What You Want to Do |
|
|
22 | (1) |
|
Chapter 2 Starting the Project |
|
|
23 | (18) |
|
Creating the Project Charter |
|
|
24 | (2) |
|
Introducing the Work Breakdown Structure (WBS) |
|
|
26 | (1) |
|
|
27 | (1) |
|
|
28 | (1) |
|
Entering project information |
|
|
29 | (2) |
|
|
31 | (1) |
|
Indenting and outdenting (a.k.a. promoting and demoting) |
|
|
32 | (1) |
|
|
33 | (2) |
|
Weighing manual scheduling versus automatic scheduling |
|
|
35 | (2) |
|
Inserting one project into another |
|
|
37 | (1) |
|
|
38 | (3) |
|
Chapter 3 Becoming a Task Master |
|
|
41 | (14) |
|
Creating Summary Tasks and Subtasks |
|
|
41 | (2) |
|
How many levels can you go? |
|
|
43 | (1) |
|
|
43 | (2) |
|
Moving Tasks Up, Down, and All Around |
|
|
45 | (1) |
|
Moving tasks with the drag-and-drop method |
|
|
45 | (1) |
|
Moving tasks with the cut-and-paste method |
|
|
46 | (1) |
|
Now You See It, Now You Don't: Collapsing and Expanding the Task Outline |
|
|
47 | (1) |
|
Showing Up Again and Again: Recurring Tasks |
|
|
48 | (2) |
|
|
50 | (1) |
|
Deleting Tasks and Using Inactive Tasks |
|
|
51 | (1) |
|
|
52 | (3) |
|
Chapter 4 The Codependent Nature of Tasks |
|
|
55 | (12) |
|
How Tasks Become Dependent |
|
|
56 | (1) |
|
Dependent tasks: Which comes first? |
|
|
56 | (1) |
|
|
57 | (2) |
|
Allowing for Murphy's Law: Lag and lead time |
|
|
59 | (1) |
|
Setting the Dependency Connection |
|
|
60 | (1) |
|
Adding the dependency link |
|
|
60 | (2) |
|
|
62 | (2) |
|
Understanding that things change: Deleting dependencies |
|
|
64 | (3) |
|
Chapter 5 Estimating Task Time |
|
|
67 | (16) |
|
You're in It for the Duration |
|
|
68 | (1) |
|
Tasks come in all flavors: Identifying task types |
|
|
68 | (3) |
|
Effort-driven tasks: 1 + 1 = 1/2 |
|
|
71 | (1) |
|
Estimating Effort and Duration |
|
|
72 | (1) |
|
|
72 | (2) |
|
Setting the task duration |
|
|
74 | (2) |
|
Controlling Timing with Constraints |
|
|
76 | (1) |
|
Understanding how constraints work |
|
|
76 | (1) |
|
|
76 | (2) |
|
|
78 | (1) |
|
Starting and Pausing Tasks |
|
|
79 | (1) |
|
Entering the task's start date |
|
|
80 | (1) |
|
Taking a break: Splitting tasks |
|
|
81 | (2) |
|
Chapter 6 Check Out This View! |
|
|
83 | (20) |
|
|
83 | (1) |
|
Navigating tabs and views |
|
|
84 | (2) |
|
|
86 | (1) |
|
Reaching a specific spot in your plan |
|
|
87 | (1) |
|
|
88 | (1) |
|
Home base: Gantt Chart view |
|
|
88 | (1) |
|
Resourceful views: Resource Sheet and Team Planner |
|
|
89 | (1) |
|
Getting your timing down with the Timeline |
|
|
90 | (1) |
|
Going with the flow: Network Diagram view |
|
|
91 | (1) |
|
|
91 | (1) |
|
|
92 | (1) |
|
|
93 | (5) |
|
Modifying Network Diagram view |
|
|
98 | (2) |
|
|
100 | (3) |
|
PART 2 MANAGING RESOURCES |
|
|
103 | (56) |
|
Chapter 7 Creating Resources |
|
|
105 | (16) |
|
Resources: People, Places, and Things |
|
|
105 | (1) |
|
|
106 | (1) |
|
|
106 | (1) |
|
Resource types: Work, material, and cost |
|
|
107 | (1) |
|
How resources affect task timing |
|
|
108 | (1) |
|
Estimating resource requirements |
|
|
109 | (1) |
|
|
110 | (1) |
|
Creating one resource at a time |
|
|
110 | (2) |
|
Identifying resources before you know their names |
|
|
112 | (1) |
|
Many hands make light work |
|
|
113 | (1) |
|
Managing Resource Availability |
|
|
113 | (1) |
|
Estimating and setting availability |
|
|
114 | (1) |
|
When a resource comes and goes |
|
|
115 | (1) |
|
|
116 | (1) |
|
Skimming from resource pools |
|
|
116 | (3) |
|
Importing resources from Outlook |
|
|
119 | (2) |
|
Chapter 8 Working with Calendars |
|
|
121 | (16) |
|
Mastering Base, Project, Resource, and Task Calendars |
|
|
122 | (1) |
|
Setting the base calendar for a project |
|
|
122 | (1) |
|
Understanding the four calendar types |
|
|
122 | (1) |
|
|
123 | (1) |
|
How one calendar relates to another |
|
|
123 | (1) |
|
Scheduling with Calendar Options and Working Times |
|
|
124 | (1) |
|
|
125 | (1) |
|
Setting exceptions to working times |
|
|
126 | (2) |
|
Working with Task Calendars and Resource Calendars |
|
|
128 | (1) |
|
Setting resource calendars |
|
|
129 | (1) |
|
Making a change to a resource's calendar |
|
|
130 | (2) |
|
Creating a Custom Calendar Template |
|
|
132 | (2) |
|
Sharing Copies of Calendars |
|
|
134 | (3) |
|
Chapter 9 Assigning Resources |
|
|
137 | (12) |
|
Finding the Right Resource |
|
|
137 | (1) |
|
Needed: One good resource willing to work |
|
|
138 | (1) |
|
Custom fields: It's a skill |
|
|
139 | (1) |
|
Making a Useful Assignation |
|
|
140 | (1) |
|
Determining material and cost-resource units |
|
|
140 | (1) |
|
|
141 | (4) |
|
Shaping the contour that's right for you |
|
|
145 | (2) |
|
Benefitting from a Helpful Planner |
|
|
147 | (2) |
|
Chapter 10 Determining a Project's Cost |
|
|
149 | (10) |
|
|
150 | (1) |
|
|
150 | (1) |
|
When will these costs hit the bottom line? |
|
|
151 | (1) |
|
Specifying Cost Information in the Project |
|
|
152 | (1) |
|
You can't avoid fixed costs |
|
|
153 | (1) |
|
Entering hourly, overtime, and cost-per-use rates |
|
|
154 | (2) |
|
Assigning material resources |
|
|
156 | (3) |
|
PART 3 BEFORE YOU BASELINE |
|
|
159 | (58) |
|
Chapter 11 Fine-Tuning Your Plan |
|
|
161 | (14) |
|
Everything Filters to the Bottom Line |
|
|
161 | (1) |
|
Setting predesigned filters |
|
|
162 | (1) |
|
Putting AutoFilter to work |
|
|
163 | (3) |
|
Creating do-it-yourself filters |
|
|
166 | (1) |
|
Gathering Information in Groups |
|
|
167 | (2) |
|
Applying predefined groups |
|
|
169 | (1) |
|
|
169 | (2) |
|
Figuring Out What's Driving the Project |
|
|
171 | (1) |
|
|
172 | (1) |
|
Handling task warnings, suggestions, and problems |
|
|
173 | (2) |
|
Chapter 12 Negotiating Project Constraints |
|
|
175 | (16) |
|
|
176 | (1) |
|
Applying contingency reserve |
|
|
176 | (1) |
|
Completing a task in less time |
|
|
177 | (3) |
|
Getting What You Want for Less |
|
|
180 | (1) |
|
|
181 | (1) |
|
Checking resource availability |
|
|
181 | (2) |
|
Deleting or modifying a resource assignment |
|
|
183 | (1) |
|
Beating overallocations with quick-and-dirty rescheduling |
|
|
184 | (1) |
|
|
184 | (1) |
|
|
185 | (3) |
|
|
188 | (3) |
|
Chapter 13 Making the Project Look Good |
|
|
191 | (16) |
|
|
190 | (1) |
|
Formatting the Gantt Chart |
|
|
190 | (1) |
|
|
190 | (4) |
|
Zeroing in on critical issues |
|
|
194 | (1) |
|
Restyling the Gantt chart |
|
|
194 | (1) |
|
Formatting Network Diagram Boxes |
|
|
195 | (2) |
|
|
197 | (2) |
|
|
199 | (2) |
|
Recognizing When a Picture Can Say It All |
|
|
201 | (1) |
|
Creating a Custom Text Field |
|
|
202 | (5) |
|
Chapter 14 It All Begins with a Baseline |
|
|
207 | (10) |
|
|
208 | (1) |
|
|
208 | (2) |
|
Saving more than one baseline |
|
|
210 | (1) |
|
Clearing and resetting a baseline |
|
|
211 | (1) |
|
|
212 | (1) |
|
|
213 | (1) |
|
Clearing and resetting an interim plan |
|
|
214 | (3) |
|
|
217 | (68) |
|
Chapter 15 On the Right Track |
|
|
219 | (16) |
|
|
220 | (1) |
|
|
220 | (1) |
|
Tracking status with the Task sheet |
|
|
221 | (1) |
|
|
221 | (1) |
|
|
222 | (1) |
|
Determining the percent complete |
|
|
223 | (1) |
|
Tracking status with Task Usage view |
|
|
224 | (1) |
|
Tracking status with Resource Usage view |
|
|
224 | (1) |
|
Uh-oh --- you're in overtime |
|
|
225 | (1) |
|
Specifying remaining durations for auto-scheduled tasks |
|
|
226 | (1) |
|
Entering fixed-cost updates |
|
|
227 | (1) |
|
|
228 | (2) |
|
Update Project: Sweeping Changes |
|
|
230 | (2) |
|
|
232 | (1) |
|
Tracking More than One Project |
|
|
233 | (2) |
|
Chapter 16 Project Views: Observing Progress |
|
|
235 | (14) |
|
|
236 | (1) |
|
Baseline versus actual progress |
|
|
236 | (1) |
|
|
236 | (4) |
|
|
240 | (2) |
|
Tracking Progress Using Earned Value Management |
|
|
242 | (2) |
|
Viewing the Earned Value table |
|
|
244 | (1) |
|
|
244 | (2) |
|
Calculating behind the Scenes |
|
|
246 | (1) |
|
An abundance of critical paths |
|
|
246 | (3) |
|
Chapter 17 You're Behind --- Now What? |
|
|
249 | (16) |
|
Using Project with Risk and Issue Logs |
|
|
249 | (1) |
|
|
250 | (1) |
|
Printing interim plans and baselines |
|
|
250 | (1) |
|
|
251 | (1) |
|
|
252 | (1) |
|
|
253 | (1) |
|
Examining the critical path |
|
|
254 | (1) |
|
Using resource leveling (again) |
|
|
255 | (1) |
|
Determining which factors are driving the timing of a task |
|
|
256 | (1) |
|
How Adding People or Time Affects the Project |
|
|
257 | (1) |
|
Hurrying up and making modifications |
|
|
257 | (1) |
|
Throwing resources at the problem |
|
|
258 | (1) |
|
Shifting dependencies and task timing |
|
|
259 | (2) |
|
|
261 | (1) |
|
|
261 | (1) |
|
Finding ways to cut corners |
|
|
262 | (3) |
|
Chapter 18 Spreading the News: Reporting |
|
|
265 | (20) |
|
Generating Standard Reports |
|
|
266 | (1) |
|
What's available on the Report tab |
|
|
266 | (1) |
|
|
267 | (1) |
|
|
268 | (2) |
|
Gaining a new perspective on data with visual reports |
|
|
270 | (1) |
|
|
270 | (1) |
|
|
271 | (1) |
|
Dragging, dropping, and sizing |
|
|
272 | (1) |
|
|
273 | (1) |
|
|
274 | (2) |
|
|
276 | (1) |
|
|
277 | (2) |
|
|
279 | (1) |
|
Finalizing your print options |
|
|
280 | (1) |
|
|
281 | (1) |
|
Adding tasks to the Timeline |
|
|
281 | (2) |
|
|
283 | (1) |
|
|
283 | (2) |
|
PART 5 WORKING WITH SPRINTS PROJECTS |
|
|
285 | (32) |
|
Chapter 19 Setting Up a Sprints Project |
|
|
287 | (12) |
|
Creating a Sprints Project |
|
|
287 | (3) |
|
Enjoying a Whole New View |
|
|
290 | (1) |
|
The Task Board and Task Board sheet |
|
|
291 | (1) |
|
The Sprint Planning Board and Sprint Planning sheet |
|
|
292 | (1) |
|
The Current Sprint Board and Current Sprint sheet |
|
|
293 | (1) |
|
The Backlog Board and the Backlog sheet |
|
|
293 | (1) |
|
Adding Information to Tasks |
|
|
294 | (2) |
|
|
296 | (1) |
|
Inserting a Sprints Project into a Plan-Driven Project |
|
|
296 | (3) |
|
Chapter 20 Tracking a Sprints Project |
|
|
299 | (8) |
|
Viewing Your Sprints Project Data |
|
|
299 | (1) |
|
|
300 | (1) |
|
Using tables to arrange data |
|
|
300 | (2) |
|
|
302 | (1) |
|
|
302 | (1) |
|
|
303 | (4) |
|
Chapter 21 Getting Better All the Time |
|
|
307 | (10) |
|
|
308 | (1) |
|
Learning from your mistakes |
|
|
308 | (1) |
|
Fine-tuning communication |
|
|
309 | (1) |
|
Comparing Versions of a Project |
|
|
310 | (2) |
|
|
312 | (1) |
|
|
312 | (2) |
|
|
314 | (3) |
|
|
317 | (16) |
|
Chapter 22 Ten Golden Rules of Project Management |
|
|
319 | (8) |
|
|
319 | (1) |
|
|
320 | (1) |
|
|
321 | (1) |
|
Don't Put Off until Tomorrow |
|
|
322 | (1) |
|
Delegate, Delegate, Delegate |
|
|
322 | (1) |
|
|
323 | (1) |
|
Keep the Team in the Loop |
|
|
323 | (1) |
|
|
324 | (1) |
|
Maintain a Flexible Strategy |
|
|
325 | (1) |
|
|
325 | (2) |
|
Chapter 23 Ten Cool Shortcuts in Project |
|
|
327 | (6) |
|
|
327 | (1) |
|
|
328 | (1) |
|
Frequently Used Functions |
|
|
329 | (1) |
|
|
330 | (1) |
|
|
330 | (1) |
|
|
331 | (1) |
|
|
331 | (1) |
|
|
331 | (1) |
|
|
331 | (1) |
|
|
332 | (1) |
Glossary |
|
333 | (8) |
Index |
|
341 | |