Ms Project 2007 Look Inside

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Mastering Microsoft Project 2007

Courseware by

Review Copy. Not for Dis t r ibut ion. © The Versatile Company, 2007. All Rights Reserved.



This preview of Microsoft Project 2007 is strictly a sample of the courseware. This

particular download has the table of contents and the first seven pages to the Creating

a Work Breakdown Structure chapter.

We hope you like the courseware and if you would like to join our Evergreen Partner

Program to purchase the books at a discount, Please contact Jon Wagner at 206-417-2295.



© The VERSATILE Company, Seattle, Washington - 033007


Copyright

Copyright 2007 by The VERSATILE Company, Seattle, Washington. All rights

reserved. No part of this publication may be reproduced, stored in a retrieval

system, or transmitted, in any form or by any means, electronic, mechanical,

photocopying, recording, or otherwise, without prior written permission of The

VERSATILE Company

The VERSATILE Company

12360 Lake City Way NE, Suite 460

Seattle, Washington 98125

USA

(206) 417-2290

www.versatilecompany.com




i© The VERSATILE Company, Seattle, Washington - 033007


Abstract

To get the most from any project management software, the user must

understand the project management techniques upon which the software is

based. This course presents the most popular project management software in the

context of how a project manager will use it. Participants in this course learn the

functions of the software and the project management concepts which make thesoftware effective.

This presentation begins with the basic concepts and leads participants through

all the functions they’ll need to plan and manage a small to medium-sized

project, including how to level resources and capture both cost and schedule

progress.

Audience

Project managers who need to incorporate the discipline of project management

with Microsoft® Project software tools.

Learning Objectives

Upon completion of this course, participants will be able to:

Understand the discipline of project management as it applies to using

Project.

Create a Work Breakdown Structure

Identify Task Relationships

Define Resources within Project

Make Work Package Estimates

Create an Initial Schedule

Create a Resource Leveled Schedule

Manage and track the project through the software

Format Output and Print Reports

Integrate Multiple Projects

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© The VERSATILE Company, Seattle, Washington - 033007ii


Course Outline

Introduction to Mastering Microsoft Project

Creating a Work Breakdown Structure

Identifying Task Relationships

Defining Resources within Project

Making Work Package Estimates

Creating an initial Schedule

Create a Resource Leveled Schedule

Managing the Project

Formatting Output and Printing Reports

Managing Multiple Projects

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ii© The VERSATILE Company, Seattle, Washington - 033007


Table of Contents

Introduction to Project Professional 2007 . . . . . . . . . . . . . . . . . . . . . . . 1

What is a Project? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2

The Five Project Success Factors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

The Project Lifecycle: A Framework for Success . . . . . . . . . . . . . . . . . 4

Project Definition and the Project Plan . . . . . . . . . . . . . . . . . . . . . . . . . 5

The Five-Step Planning Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

How Project Management Software Displays Information . . . . . . . . . . 7

Navigating the Software . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8

Understanding Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

Quick Access to Views and Tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11

Split Screen Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12

Insert a Column . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Custom Fields. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14

The Project Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15

Custom Project Guides . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16

Creating a Work Breakdown Structure . . . . . . . . . . . . . . . . . . . . . . . . . 17

Identifying Project Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18

Show Project Summary Task . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Organizing the WBS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

Grouping . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22

Grouping Demonstration and Discussion . . . . . . . . . . . . . . . . . . . . . . . 24

WBS Number vs. Outlining. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

Task Outline Numbers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26

Custom WBS Numbers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Application of a WBS Prefix (Mask) . . . . . . . . . . . . . . . . . . . . . . . . . . . 28

WBS Before and After the Prefix (Mask) is Applied . . . . . . . . . . . . . . 29

Task Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30




© The VERSATILE Company, Seattle, Washington - 033007iv


Table of Contents

Evaluating the WBS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Before Entering a WBS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

Exercise 1: Manipulate a WBS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32

WBS Templates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34

Using a Template . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

Editing a Template . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36

Creating a Template . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

Identifying Task Relationships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

Determining Task Sequence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40

Types of Task Relationships (Dependencies). . . . . . . . . . . . . . . . . . . . . 41

Methods of Creating the Relationship . . . . . . . . . . . . . . . . . . . . . . . . . . 43

Using Lag to Manage Time Between Tasks . . . . . . . . . . . . . . . . . . . . . 44

Lag, Lead and Delay . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 45

The Network Diagram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46

Formatting the Network Diagram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47

Formatting to Show Specific Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48

Formatting to Network Diagram . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 49

Exercise 2: Display the Sequence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50

Defining Resources within Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 51

Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 52

Resource Sheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 53

Resource Units . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54

Resource Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55

Resource Costs: Cost Rate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56

Resource Calendar and Exceptions to the Base Calendar . . . . . . . . . . . 57

Task Calendar. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58

Resource Calendar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59




v© The VERSATILE Company, Seattle, Washington - 033007


Table of Contents

Exceptions to Calendars. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 60

Exercise 3: Resource Calendar and Availability . . . . . . . . . . . . . . . . . . 61

Making Work Package Estimates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63

Work Package Estimates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 64

Duration Estimates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65

Assigning Resources to Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67

Assigning Resources to Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68

Effort and Task Types . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69

Effort Driven Scheduling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 70

Default Task Type and Effort Driven Settings . . . . . . . . . . . . . . . . . . . 72

Exercise 4: Work, Duration and Labor . . . . . . . . . . . . . . . . . . . . . . . . . 73

Resource Delay Within a Task . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74

Creating an Initial Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75

Calculate the Schedule: The Theory Behind the Software . . . . . . . . . . 76

Critical Path . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79

Schedule Float . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80

Constraints . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81

Deadlines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 83

Task Relationships and Crashing a Schedule . . . . . . . . . . . . . . . . . . . . 83

Milestones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84

Exercise 5: Calculating an Initial Schedule . . . . . . . . . . . . . . . . . . . . . . 87

PERT Estimating . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88

Create a Resource Leveled Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89

Project Statistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 90

Resource Graph and Resource Sheet . . . . . . . . . . . . . . . . . . . . . . . . . . . 91

Resource Usage View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 92

Resource Allocation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 93




© The VERSATILE Company, Seattle, Washington - 033007vi


Table of Contents

Task Usage View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94

Realistic Resource Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 94

Resource Leveling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95

Manual Leveling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96

Leveling Settings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 97

Leveling Settings Defined - Leveling Calculations . . . . . . . . . . . . . . . . 98

Leveling Settings Defined - Resolving Overallocations . . . . . . . . . . . . 99

The Leveling Gantt Demonstrates Results of Leveling. . . . . . . . . . . . . 101

Exercise 6: Resource Leveling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102

Managing the Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 103

Tracking Field Definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 104

Creating the Project Baseline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 105

Displaying the Baseline on a Gantt Chart . . . . . . . . . . . . . . . . . . . . . . . 106

The Tracking Gantt . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106

Exercise 7: The Baseline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 107

Recording Progress Using % Complete . . . . . . . . . . . . . . . . . . . . . . . . . 108

Updating Task and Resource Status . . . . . . . . . . . . . . . . . . . . . . . . . . . 109

Recording Progress Using Actual Work . . . . . . . . . . . . . . . . . . . . . . . . 110

Exercise 8: Baselining & Tracking Performance. . . . . . . . . . . . . . . . . . 111

Variance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113

Percent Complete . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 115

Cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 116

Evaluating and Displaying Variance . . . . . . . . . . . . . . . . . . . . . . . . . . . 117

Exercise 9: Variance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118

Schedule Interruptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119

Splitting Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120

Rescheduling Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121




v© The VERSATILE Company, Seattle, Washington - 033007


Table of Contents

Formatting Output and Printing Reports . . . . . . . . . . . . . . . . . . . . . . . 123

Using the Gantt Wizard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 124

Visual Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125

Standard Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132

Custom Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 132

Editing a Custom Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133

Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 134

Copy Picture to Of fice Wizard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 135

More Formatting for the Gantt Chart . . . . . . . . . . . . . . . . . . . . . . . . . . 140

Reporting Against Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141

Creating a Budget . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 142

Exercise 10: Reporting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144

Managing Multiple Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 145

Integrating Multiple Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 146

Consolidating Project Files . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147

Resource Pools . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149

The Consolidated Project: Is it Realistic? . . . . . . . . . . . . . . . . . . . . . . . 150

Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151




1© The VERSATILE Company, Seattle, Washington - 033007


Learning Objective

Participants are able to create a useful work breakdown structure and enter it

into Project.

Participants will be able to use Project to:

Build and use summary and subordinate tasks

Understand and use milestones

Develop WBS outlines

Assign completion criteria

Evaluate the WBS

Understand and use WBS templates

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Identifying Project Tasks

Each subsequent level in a WBS is a subset of the previous level and shows an

increased level of detail. This is called top-down design.

Summary Tasks: Any task with subordinate tasks is a summary task.

Work Packages: The lowest level task on any leg is called a work package.

Work packages are assigned, tracked and executed. When we have executed

every work package on the project plan, we have finished the project.

Cost: The cost of a summary task is equal to the sum of the costs of its

subordinates.

Schedule: The start of a summary task corresponds with the earliest start of a

subordinate. The finish of a summary task corresponds with the finish of the

latest subordinate.

The topmost node of aWBS is the project.

The lowest nodes in any arm of a WBS are called Work Packages.In Project, these are called subordinate tasks.


NOTES




Creating a Work Breakdown Structu

Show Project Summary Task

Figure 10. Show Project Summary Task

Path to this screen: Tools > Options > View Tab > Check the: Show project summary task

box


NOTES





Figure 11. Without Project Summary Task

Figure 12. With Project Summary Task






Organizing the WBS

There are many ways to Move a task left (outdent) or right (indent) in the

outline:

Use the shortcut key Alt + Shift + left or right arrow key

Use the icon on the toolbar

Go to PROJECT > Outline, Indent or Outdent

Move up or down: If you want to move the entire task, make sure to select the

entire row before trying to move it. Then use one of these techniques:

Cut and Paste

Drag and Drop

Click on the task id and okay the task to it’s new location with the mouse.

Insert and Delete:

The Insert key will insert a new task. Same as going to INSERT > New task.

When a cell is selected, delete will delete cell contents. If entire task is

selected it will delete the task from the project.

Deleting a summary task will trigger a warning message. All subordinate

work packages will be deleted when the summary task is deleted.

Expand / Collapse the outline:

Pressing Alt, Shift and + or - at the same time will expand and collapse a leg

of the WBS.

Look at the outlining formatting for additional icons.

Use the Show button on the Formatting Toolbar.

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NOTES





Grouping

Grouping is another way to organize.

The ability to group tasks into categories gives the project manager the

fl exibility to analyze and present the project data in customized and meaningful

ways. Grouping is not limited to the pre-de fined Groups. There are 30 text and

20 number fields that allow the user to de fine custom Groups. For example a

Text1 field may be populated with each tasks location or city. Grouping on the

Text1 field would then organize the project tasks by city, rolling the data from the

cities to their Group and then to the project level!

Groups are accessed from MS Project’s menus by choosing Project…Group by:

and then either selecting a pre-defined Grouping or choosing More Groups…

Figure 13. More Groups

Path to this screen: Project > Group by > More Groups


NOTES





In the More Groups dialog, the New… button allows the user to modify existing

Group definitions or to create a new Group. It is here that customized Grouping

solutions are created.

What are the reporting needs placed upon the project manager in your

organization, and how would you Group the project to achieve those reporting

needs? Answer these questions with Grouping and cut the time needed to

organize and report significantly!

Figure 14. Group Definition of Critical


NOTES



© The VERSATILE Company Seattle Washington 03300724


Grouping Demonstration and Discussion

A Custom Group is a powerful, meaningful method of organizing the project. In

the Grouping below, the Text1 field contains each tasks geographical location.

Notice that the Text1 field has been renamed “Location”.

Figure 15. Grouping Demonstration


NOTES

Ms Project 2007 Look Inside

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