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Successful Project Management: Applying Best Practices and Real-World Techniques with Microsoft® Project

by Bonnie Biafore

March 2011

Intermediate to advanced

400 pages

11h 2m

English

Microsoft Press

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Companion ContentSupport for This BookQuestions and Comments
What Is a Project?A Unique EndeavorA Specific GoalClear-Cut Start and Finish DatesWithin BudgetSomething’s Gotta GiveWhat Is Project Management?Project Management ProcessesThe Benefits of Project ManagementBottom-Line BenefitsBenefits for the Project TeamSummary
Summarizing a ProjectDefining the ProblemIdentifying the ProblemDocumenting the ProblemProject Goal and ObjectivesTypes of ObjectivesCharacteristics of Good ObjectivesProject StrategyIdentifying AlternativesFactors for Selecting a Project StrategyChoosing the Project StrategyGathering RequirementsDeliverablesSuccess CriteriaThe Scope StatementPreventing Scope CreepAssumptions and RisksWorking with Project StakeholdersIdentifying StakeholdersHow Planning Tasks Help Identify StakeholdersProject CustomerProject SponsorFunctional ManagerTeam MemberProject ManagerDocumenting Project StakeholdersObtaining and Maintaining CommitmentThe Project Charter: Publicizing a ProjectSummary
What Is Project Planning?Pointing the Team in the Right DirectionTracking ProgressPlans ChangeProject Planning Step by StepThe Components of a Project Implementation PlanWork Breakdown StructureProject Organization and ResourcesProject ScheduleBudgetRisk Management PlanCommunication PlanQuality PlanChange Control PlanSummary
What’s a Work Breakdown Structure?The Benefits of a WBSBuilding a WBSHow to Build a WBS from the Top DownStep One: Identify High-Level Tasks Using Project Deliverables and the Scope StatementStep Two: Fill In the Remaining Levels of Tasks That Make Up the Work in the Top-Level TasksStep Three: Revise the Structure of the WBSStep Four: Verify the Structure of the WBSWhen to Stop Building a WBSBuilding a WBS from the Bottom UpRecording a WBSCreating the WBS in ProjectPasting Tasks into ProjectDetailing Work PackagesSummary
The Responsibility MatrixResponsibility LevelsCreating a Responsibility MatrixThe Project Organization ChartPutting a Project Team TogetherCreating Resources in ProjectTypes of ResourcesAdding Resources to ProjectImporting ResourcesResource InformationBasic InformationCost InformationResource AvailabilityCategorizing ResourcesSummary

EstimatingDuration or Effort?Sensible Estimating PracticesGet the Right People to EstimateEstimating MethodsEstimating with Microsoft ExcelImprove Estimates as You GoThe Problem with Padded EstimatesBottom-up EstimatingTop-Down EstimatingTop-Down PlanningDefining the Sequence of WorkTypes of Task DependenciesIdentifying the Correct Dependency TypeCreating Task DependenciesKeeping Dependencies FlexibleThe Right and Wrong Way to Use Date ConstraintsSetting Specific Start and Finish DatesSetting DeadlinesAdding Schedule MilestonesTypes of MilestonesDecisionsProgressEventsDeliveriesCreating MilestonesAssigning Resources to TasksAssigning Resources in the Task SheetAssigning Resources in the Task FormUsing the Assign Resources Dialog BoxBuilding Reality into a ScheduleAccounting for Nonproject TimeAdjusting Tasks for Resource ProductivityManaging Part-Time Workers and MultitaskersScheduling Around Nonworking TimeIdentifying Nonworking Time with Workweeks and ExceptionsShortening a Project ScheduleThe Fast-Track to an Early FinishChoosing Tasks to Fast-TrackPartial OverlapsRunning Tasks in ParallelA Crash Course on Project CrashingThe Danger in Crashing ProjectsTime Versus MoneyReducing ScopeSummary
Understanding Financial MeasuresPayback PeriodNet Present Value or Discounted Cash FlowInternal Rate of ReturnUnderstanding Capital BudgetsPutting Capital Budgeting into PracticeUsing a Capital Budgeting ToolCalculating Costs in a Project ScheduleSpecifying Rates for Work Resources in ProjectEntering Rates and Quantities for Material ResourcesAssigning a Cost Resource to a TaskComparing Project Costs with the BudgetCreating Budget ResourcesAssigning Budget Resources to the Project Summary TaskFilling in Budgeted ValuesFlagging Resources by Budget TypeComparing Budget Resource ValuesExporting Costs from a Project ScheduleExporting Costs to an Excel FileSummary
Procuring ResourcesSoliciting VendorsSelecting VendorsContractingKicking Off a ProjectA Final ChecklistApprovals and CommitmentsThe Project NotebookProject BaselinesSummary
Gathering DataThe Data You NeedProgress on Work PackagesQualityProblems That Could Lie AheadObtaining Time and StatusUpdating Tasks in Your ScheduleSetting the Status DateSetting Up Project to Reschedule Incomplete TasksQuickly Updating TasksRecording ProgressUsing the Update Tasks Dialog BoxUsing the Tracking TableUsing the Task Details FormRecording Actual CostsTracking Schedule ProgressReviewing Schedule ProgressTables with Schedule-Related FieldsFilters for Checking Schedule ProgressReviewing Cost and Cost VarianceViewing Cost and Cost VarianceFinding Costs That Are Over BudgetReporting on Project PerformanceLooking at High-Level StatusEvaluating Cost and WorkEarned Value Analysis: Schedule and Cost PerformanceEarned Value Status MeasuresAnalyzing an Earned Value GraphEarned Value PerformanceEarned Value in Microsoft ProjectSetting Options for Earned ValueViewing Earned Value in a TableCreating an Earned Value Graph in ProjectWorking with Visual ReportsGenerating Visual ReportsModifying Excel-Based Visual ReportsChoosing Fields to DisplayFiltering the Information That Appears in the ChartCategorizing InformationSummarizing and Showing DetailFormatting the Appearance of the ChartModifying Visio-Based Visual ReportsSummary
Motivating Project ResourcesDeveloping a TeamEvaluating People’s PerformanceWatching for People’s PerformanceWhat to Do with Problem PeopleReviewing People’s Performance Compared to the PlanSummary
Knowledge Is PowerThe Communication PlanWho Needs to Know?What Do You Communicate to Audiences?Types of Project InformationManagement StakeholdersFunctional ManagersTeam MembersWhat Communication Method Should You Use?Building a Communication PlanCreating Communication RemindersGuidelines for Good CommunicationWhat Is Communication?How to Get Messages ThroughLearning to ListenMeetings That WorkGuidelines for Good MeetingsSetting Up MeetingsRunning Meetings WellMeeting Follow-UpKickoff MeetingsProject Status MeetingsManagement MeetingsProject Status ReportsTaming EmailSummary
An Overview of the Change Management ProcessWhat Do You Control with the Change Management Process?The Change Request FormThe Change Request Impact StatementThe Change Request LogManaging Change RequestsWho Belongs on the Change Review Board?Summary
Simplifying Solution HuntingShortening a Project ScheduleSplitting Long Tasks into Short OnesAdjusting Resource AllocationChanging UnitsAdjusting Work ContoursAssigning OvertimeSubstituting ResourcesModifying BaselinesSaving Additional BaselinesClearing a BaselineViewing Multiple BaselinesSummary
Cost, Scope, Quality, and ScheduleBalancing ActsReassigning ResourcesOptimizing the ScheduleBusiness DecisionsSummary
The Benefits of Managing RiskThe Risk-Management PlanIdentifying and Describing RisksAssessing RisksChoosing the Risks You’ll ManageResponding to RisksSetting Up Contingency FundsTracking RisksSummary
The Importance of Lessons LearnedCollecting Lessons LearnedMeeting Participants and What They DoProject ManagerLessons Learned FacilitatorScribeTeam MembersGround RulesAccentuating the PositiveAnalyzing ProblemsThe Importance of an AgendaDocumenting Lessons LearnedSummary
Obtaining Customer AcceptanceDocumenting the ProjectProject Closeout ReportsProject SummaryQuantitative ResultsClosing Out ContractsProject TransitionsTransitioning ResourcesHanding Off InformationSummary
Information to Store about ProjectsWays to Build a Project ArchiveMicrosoft Enterprise Project Management SoftwareSummary
Project Selection and the Project ManagerCriteria for Selecting ProjectsCriteria You Can’t IgnoreLinking Projects to ObjectivesRisks and OpportunitiesHow a Project Review Board WorksSummary
Managing the Critical ChainDefining the Critical ChainUsing Time Buffers EffectivelyHow to Use BuffersAgile Project ManagementSummary

Content preview from Successful Project Management: Applying Best Practices and Real-World Techniques with Microsoft® Project

Introduction

PROJECT MANAGEMENT has been around for centuries. After all, how do you think the Pyramids were built? Organizations have come to recognize that a lot of the work they do is project-oriented. And when they realize that good project management can save both time and money, that’s about the time that people like you receive the call to be a project manager.

You aren’t the only one. Membership in the Project Management Institute (PMI), a professional organization for project managers founded in 1969, reached 8,500 in 1990. Its membership topped 100,000 in 2003 and, by the end of 2010, was 330,000. More than 400,000 people have earned the Project Management Professional (PMP) credential.

If you have little or no formal education in project ...

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

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ISBN: 9780735659889Purchase book

Successful Project Management: Applying Best Practices and Real-World Techniques with Microsoft® Project

by Bonnie Biafore

Introduction

Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
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Your Project Management Coach: Best Practices for Managing Projects in the Real World