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Microsoft® Project 2010 Project Management: Real World Skills for Certification and Beyond

Name: Microsoft® Project 2010 Project Management: Real World Skills for Certification and Beyond
Author: Robert Happy
ISBN: 9780470561102

by Robert Happy

August 2010

Beginner

480 pages

10h 45m

English

Sybex

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Copyright
Advance Praise for Microsoft Project 2010 Project Management
Dear Reader,
Acknowledgments
About the Author
Introduction
Who Should Read This BookWhat You'll LearnWhat You NeedWhat Is Covered in This BookWhat's on the CDHow to Contact the Author
I. Getting Started the Right Way
1. Project 2010 as an Enabling Tool for Project Managers
1.1. Why Do People Think Project Is Hard to Use?1.1.1. Accidental or Not, Knowledge Is Important1.1.2. Credentials Will Help Close the Gap1.1.3. Is It Me, or Is It the Software?1.2. When to Use Project1.2.1. Projects Are Supposed to End—Really1.2.2. Projects vs. Product Life Cycles1.2.3. Consider the Impact1.3. Strategic Importance of Project 20101.3.1. Strategy Drives Projects1.3.2. Working on the Right Projects in the Right Way1.4. Improving Results with a Proven, Effective Approach1.4.1. Planning, Communicating, and Tracking1.4.2. Proven Effective over Time1.5. Summary1.6. Key Terms
2. Mapping the Project-Management Process Groups to Microsoft Project 2010
2.1. Mapping Project to Your Methodology Will Increase Effectiveness2.2. An Overview of the PM Process Groups2.2.1. Initiating Processes and Project Usage2.2.2. Planning Processes and Project Usage2.2.3. Executing Processes and Project Usage2.2.4. Monitoring and Controlling Processes and Project Usage2.2.5. Closing Processes and Project Usage2.3. Summary2.4. Key Terms
3. Overview of Enterprise Project Management
3.1. What Is EPM?3.1.1. Enterprise Project Management Overview3.1.2. Enterprise Standards and Controls3.2. EPM as a Central Repository for Resources and Projects3.2.1. Enterprise Resource Capabilities3.2.2. Central Repository for Projects3.2.3. When to Consider EPM3.3. Understanding Roles within EPM3.3.1. Executives and EPM3.3.2. Resource or Functional Managers and EPM3.3.3. Team Members and EPM3.3.4. Project Managers and EPM3.3.5. Portfolio Managers and EPM3.3.6. Mapping EPM to PMBOK3.4. Summary

4. Getting Started and Setting Up the Microsoft Project Environment
4.1. Getting Started, and Moving Around Project4.1.1. Welcome to the Ribbon4.1.2. The Default Gantt Chart with Timeline View4.1.2.1. The Timeline View4.1.2.2. The Gantt Chart View4.1.3. Other Views4.1.3.1. Changing Views from the Task and Resource Tabs4.1.3.2. Changing Views from the View Tab4.1.3.3. Quick View Switching4.1.3.4. Split Screens4.1.4. Using Project Templates to Get Started4.1.5. Importing Plans from Excel4.2. Key Options and Settings You Need to Know About4.2.1. Manual or Automatic Scheduling4.2.2. Project Summary Task and Outline Number4.2.3. Scheduling Approaches and Default Task Types4.2.3.1. Duration-Based Scheduling4.2.3.2. Effort-Based Scheduling4.2.3.3. The Relationship between Work and Duration4.2.4. Other Options4.3. Working with Calendars4.3.1. Creating New Calendars4.3.2. Controlling Conversion Factors4.3.3. Project Start- and End-Date Options4.3.4. Displaying the Project Start and Current Dates in a Gantt Chart4.4. Summary4.5. Hands-On Exercises
II. Planning Essentials
5. Creating and Entering the Work Breakdown Structure and Task Arrangement
5.1. What Is a WBS, and Why Is It Important?5.1.1. What Is a WBS?5.1.2. Creating a WBS, and Its Importance to Project5.1.3. Right-Sizing Your Plan5.1.4. Progressive Elaboration and Defining Project Phases and Milestones5.1.5. Determining Your Project Tasks and Milestones5.2. Entering Your WBS: Phases, Tasks, and Milestones5.2.1. Getting to Know the Task Name Column5.2.1.1. User-Controlled Scheduling5.2.2. Outlining (Indenting and Outdenting) Tools5.2.3. Collapse and Expand: Show Outline5.3. Managing Your WBS5.3.1. Using the WBS Coding Tool5.3.2. Conducting What-if Scenarios with Multilevel Undo5.4. Summary5.5. Hands-On Exercises
6. Estimating and Entering Duration or Work
6.1. Estimating Duration vs. Estimating Work—What's the Difference?6.1.1. Estimating Duration for a Project6.1.1.1. Estimating Methods6.1.2. Entering Duration Estimates for a Project6.1.2.1. Automatic Scheduling: Bottom-Up Approach6.1.2.2. Manual Scheduling: Top-Down Approach6.1.2.3. Estimated Durations = ?6.1.3. Using the Task Information Dialog Box6.1.4. Estimating Work for a Project6.2. Program Evaluation and Review Technique6.2.1. What Is PERT?6.3. Summary6.4. Hands-On Exercises
7. Setting Dependencies and the Critical Path
7.1. Setting Dependencies7.1.1. Understanding Dependencies7.1.2. Dependency Types7.1.3. Dependency Scenarios and Creating Networks7.1.4. Impact of User-Controlled (Manual) Scheduling on Dependencies7.1.4.1. Dependencies and Top-Down Summary7.1.4.2. Inactive Tasks and Dependencies7.1.5. Setting Dependencies in Project7.1.5.1. Using the Link Tool7.1.5.2. Change Highlighting7.1.5.3. Predecessor Column Approach7.1.5.4. Split-Screen View with Details7.1.5.5. Click-and-Drag Approach7.1.5.6. Task Information, Predecessor Tab Approach7.1.5.7. Leads and Lags in Project Management7.2. Using Constraints and Deadlines7.2.1. Constraints7.2.2. Deadlines7.2.2.1. Task Inspector7.3. Understanding and Viewing the Critical Path7.3.1. What Is the Critical Path?7.3.2. Calculating the Critical Path7.3.2.1. Using This to Your Advantage7.3.3. Viewing the Critical Path and Slack in Project7.4. Summary7.5. Hands-On Exercises
8. Assigning Resources and Costs
8.1. Setting Up Your Resource Pool8.1.1. Using the Resource Sheet View8.1.1.1. Resource Types8.1.1.2. Adding Resources to the Resource Pool8.1.1.3. Max Units8.1.1.4. Resource Group and Initials8.1.1.5. Standard Rates, Overtime Rates, and Cost per Use8.1.1.6. Changing Working Time for Resources8.1.1.7. Budget Resources8.1.2. Sharing Resources across Projects8.2. Assigning Resources and Costs8.2.1. Using the Resource Names Column8.2.2. Split-Screen View and Details8.2.2.1. Fixed-Duration Scheduling8.2.2.2. Fixed-Work (Effort-Driven) Scheduling8.2.2.3. Fixed Units with Effort-Driven Turned On8.2.3. Assign Resources Function8.2.4. Task Information8.2.5. Team Planner (Project Professional Only)8.3. Analyzing Resource Usage and Resource Leveling8.3.1. Analyzing Resource Utilization8.3.1.1. Resource Sheet8.3.1.2. Resource Usage8.3.1.3. Resource Graphs in Conjunction with the Gantt Chart8.3.1.4. Task Usage8.3.2. Resource Leveling8.3.2.1. Important Factors in Leveling8.3.2.2. Leveling All8.3.2.3. Leveling by Resource8.3.2.4. Leveling by Task8.4. Summary8.5. Hands-On Exercises
9. Understanding the Calculation Engine for Automatic Scheduling
9.1. Six Factors that Drive the Calculation of Time (Dates and Duration) for Automatic Scheduling9.1.1. Project Start Date9.1.2. Calendars9.1.2.1. Applying Calendars at the Project Level9.1.2.2. Applying Calendars at the Task Level9.1.2.3. Applying Calendars at the Resource Level9.1.3. Task Constraints and Deadlines9.1.4. Task Durations9.1.5. Task Dependencies9.1.6. Resource Assignments and Task Types9.2. Four Factors that Affect the Calculation of Cost9.2.1. Standard and Overtime Rates9.2.2. Cost Per Use9.2.3. Fixed Cost9.2.4. Resource Assignment Level9.3. Switching from Manual Scheduling to Automatic Scheduling9.3.1. Task Level9.3.2. Summary-Level Impact9.4. Summary9.5. Hands-On Exercises
III. Communicating and Reporting Essentials
10. Understanding Views
10.1. Understanding Major View Components10.1.1. Data Group10.1.1.1. Tables10.1.1.2. Filters and Highlights10.1.1.3. Groups10.1.1.4. Sorts10.1.1.5. Auto Sorts, Filters, and Groups10.1.2. Other View Commands10.1.2.1. Zoom Group10.1.2.2. Split View Group10.1.2.3. Window Group10.2. Task Views10.2.1. Accessing Other Views from the Gantt Chart10.2.2. Timeline View10.2.3. Task-Usage Views10.2.4. Network Diagram10.2.4.1. Collapse and Zoom10.2.4.2. Modifying the Layout10.2.4.3. Setting Links and Inserting tasks10.2.5. Calendar View10.3. Resource Views10.3.1. Team Planner View (Project Professional)10.3.2. Resource Sheet View10.3.3. Resource Usage View10.3.4. Resource Form10.3.5. Resource Graph10.4. Summary10.5. Hands-On Exercises
11. Using Tables and Custom Fields
11.1. Creating Custom Fields11.1.1. Custom Text Fields11.1.1.1. Renaming a Field11.1.1.2. Creating a Lookup Table11.1.1.3. Applying a Graphical Indicator11.1.1.4. Creating a Formula11.1.2. Other Custom Fields11.1.2.1. Custom Flags11.1.2.2. Remaining Field Types11.2. Using Tables and Creating Custom Tables11.2.1. Using Existing Tables11.2.1.1. Task View Tables11.2.1.2. Resource View Tables11.2.2. Creating Custom Tables11.2.2.1. Adding Columns to Existing Tables11.2.2.2. Column Settings11.2.2.3. Saving Tables You've Modified11.2.2.4. Creating a New Table from Scratch11.3. Summary11.4. Hands-On Exercises
12. Using Filters, Groups, and Sorts
12.1. Using Filters and Highlights12.1.1. Using Predefined Filters12.1.2. Using Highlights12.1.3. Creating Custom Filters12.2. Using Groups12.2.1. Built-in Groups12.2.2. Custom Groups12.3. Using Sorts and Auto-filters12.3.1. Sorts12.3.2. Auto-Filters12.4. Summary12.5. Hands-On Exercises
13. Creating Custom Views, Formatting, and Reporting
13.1. Creating Custom Views13.1.1. Key Elements of a View13.1.2. Creating a Custom View13.1.2.1. Custom View Example: Stakeholder Task View13.2. Formatting Text and Bar Styles13.2.1. Formatting Text Styles13.2.1.1. One Line Item at a Time13.2.1.2. View-Wide Text Formatting13.2.2. Formatting Bar Styles13.2.2.1. Formatting One Bar at a Time13.2.2.2. View-Wide Bar Format Changes (Including Adding Text)13.2.2.3. Formatting the Timeline View13.3. Sharing and Sending Project Information and Reports13.3.1. Enhanced Copy and Paste13.3.2. Copy Picture13.3.3. The Organizer and the Global.MPT Template13.3.4. SharePoint Synchronization13.3.5. File Types13.3.6. Visual Reports13.4. Summary13.5. Hands-On Exercises
14. Creating Master Schedules with Inserted Projects
14.1. Creating Master Schedules14.1.1. Setting Up a Master Project File14.1.2. Setting Up Cross-Project Links14.1.3. Cross-Project Linking Options and Showing Links Between Projects14.1.3.1. Links Between Projects on Open14.2. Critical Path Across Projects14.2.1. Default Settings14.2.2. Changing the Settings14.3. Reporting and Analyzing Across Projects14.3.1. Sharing Resources Across Projects14.3.2. Analyzing Resources Across Projects14.3.3. Roll-Up Reports14.4. Summary14.5. Hands-On Exercises
IV. Tracking and Analyzing Essentials
15. Setting and Maintaining Baselines
15.1. Understanding and Setting Baselines15.1.1. Understanding Baselines15.1.2. Setting a Baseline15.2. Viewing Baselines15.2.1. Tracking Gantt View and the Variance Table15.2.2. Formatting the Gantt Chart to Display the Baseline15.3. Maintaining Baselines15.3.1. Clearing a Baseline15.3.2. Rolling-Wave Planning with Baselines15.3.3. Adding New Tasks After a Baseline Has Been Set15.3.4. Resetting a Baseline15.3.5. Multiple Baselines15.4. Summary15.5. Hands-On Exercises
16. Updating and Tracking Status
16.1. Understanding and Entering Percent Complete16.1.1. Different Types of Percent Complete16.1.1.1. Percent Complete16.1.1.2. Percent Work Complete16.1.1.3. Physical Percent Complete16.1.2. Entering Percent Complete16.1.2.1. Entering Directly in the Percent Complete Field16.1.2.2. Using the Buttons from the Ribbon16.1.2.3. Using the Split View16.2. Understanding and Entering Actuals16.2.1. Current and Status Date16.2.2. Using the Status Date for Automatic Updates16.2.2.1. Automatic Project Update16.2.2.2. Automatic Task Update16.2.2.3. Move Incomplete Parts16.2.3. Entering Actuals16.2.3.1. Percent Complete and Actuals, Joined Together16.2.3.2. Entering Actual Dates and Duration16.2.3.3. Entering Actual Hours16.2.3.4. Actual Costs16.2.3.5. Replacing Resources on a Task with Actuals16.2.3.6. Splitting In-Progress Tasks16.2.3.7. The Tracking Decision Tree16.3. Summary16.4. Hands-On Exercises
17. Variance Analysis and Taking Corrective Action
17.1. Understanding Variance17.1.1. Types of Variance17.1.2. Viewing Variance17.1.2.1. Tracking Gantt and Variance Table17.1.2.2. Tracking Gantt with Custom Tracking Table17.1.2.3. Work Table and Split Views17.1.2.4. Cost Table and Split Views17.2. Analyzing Variance and Taking Corrective Action17.2.1. Understanding Slippage17.2.1.1. Using Filters and Groups to Help Take Corrective Action17.2.1.2. Keeping Notes for Schedule Changes and Slippage17.2.1.3. Visual Reports17.3. Earned-Value Analysis17.3.1. Understanding Earned-Value Techniques and Values17.3.1.1. Physical Percent Complete and the Status Date17.3.1.2. Physical Percent Complete17.3.1.3. Status Date17.3.2. Using Earned-Value Analysis in Project17.3.2.1. Earned Value Table17.4. Summary17.5. Hands-On Exercises
A. Microsoft's Certification Program
A.1. How Do You Become Certified on Project 2010?A.2. Tips for Taking a Microsoft ExamA.3. Certification Objectives Map
B. About the Companion CD
B.1. What You'll Find on the CDB.1.1. Video WalkthroughsB.1.2. PDF of the BookB.1.3. Adobe ReaderB.2. System RequirementsB.3. Using the CDB.4. TroubleshootingB.4.1. Customer Care

Content preview from Microsoft® Project 2010 Project Management: Real World Skills for Certification and Beyond

Chapter 17. Variance Analysis and Taking Corrective Action

IN THIS CHAPTER, YOU'LL LEARN ABOUT THE FOLLOWING:

Understanding variance
Understanding the impact of change: planned vs. actuals
Taking corrective action
Performing an earned-value analysis

Variance Analysis and Taking Corrective Action

As a project manager, you're always juggling tradeoffs between scope, time, and resources, particularly after a project begins. Learning how to use Project's updating and tracking tools will help you make better decisions.

Understanding Variance

Now that you've learned how to set a baseline (as discussed in Chapter 15, "Understanding and Setting Baselines") and how to enter status for tasks and resources to ...

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and much more.

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Your Project Management Coach: Best Practices for Managing Projects in the Real World

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Microsoft® Project 2010 Project Management: Real World Skills for Certification and Beyond

by Robert Happy

Chapter 17. Variance Analysis and Taking Corrective Action

Understanding Variance

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