prince2™ 2009 planning and control using microsoft®project 2010

This Pages are not presented at all, in Google book:

http://books.google.com/books?id=I1lEbAtjuMIC

If you found any of this pages, please email me at: [email protected]

15-8

15-9

15-11

16-4

16-12

16-20

16-22

16-24

17-4

17-5

17-7

17-11 and if continue to chapter 17

18-3

18-5

18-10

18-11


19-3

19-4

19-5

19-6

19-7

19-8

19-10

20-6

20-7

20-8

20-15


21-6

21-8

21-13

22-12

22-20

24-10

24-12

25-4

PRINCE2 2009 PLANNING AND CONTROL USING

MICROSOFTPROJECT 2010 This book is primarily a Microsoft Project book and

designed to teach project management professionals, who understand the PRINCE21M methodology, to use

Microsoft Project to plan and control PAl NCE2 projects. It identifies which PAINCE2 processes may be handled

wi1h MiCrosoft ProjeCt 2010 and how the software may be effectively used to assist in managing a project.

Paul HC'ris' manual unlocks the pcwer and versatmty of Microsoft"' Project with a logical presentation of the tool in the PAUL E. HARRIS

context ol a PRlNCE2"'' project scenario.

I "

PRINCE2n1 2009 PLANNING AND CONTROL USING MICROSOFT" PROJECT 2010

Copyright 1999-2010 by Eastwood Harris Ply Ltd. No part of this publication may be reproduced or used in any form or by any method without the written permission of the author. Windows XP, Microsoft~' Project 2000. Microsoft" Project Standard 2002, Microsoft" Project Professional 2002, Microsoft" Project Standard 2003, Microsoft"' Project Professional 2003, Microsoft"' Office Project 2007, Microsoft"' Project 2010 PowerPoint. Word, Visio and Excel are registered trademarl

PRINCE2TII2009 PLANNING AND CONTROL USING MICROSOFT" PROJECT 2010

SUMMARY The book is an update of my PRJNCE2Thl Plannilg and Control Using Microsoft5 Project book and is based on lhe Managing Successful Projects with PRINCE2n1 2009 Edi~on and Microsoft OffiCe Projecl2010. This book has been written so it may be used as:

, A training manual for a twoday 1Ialnlng course, ~ A self teach bocA


CURRENT BOOKS PUBLISHED BY EASTWOOD HARRIS Project Planning & Control Using Primavera., P6TM For all industries including Versions 4 to 7 ISBN 978-1-921059-33-9 B5 Paperback, 1978-1-921059-34-6 A4 Spiral, 978-1-921059-47-6 eBook

Planning & Control Using Microso~ Project and PRINCE2"" Updated for PRINCE2 m 2009 and Microsoft~' Office Project 2010 ISBN 1921059370 85 Paperback, 192105938-9 A4 Spiral. 9781921059-490 eBook

Planning and Control Using Microsoft$ Project 2010 and PMBOK Guide Fourth Edition ISBN 1-921059-39-7 5 Paperback, 1-921059-40-0 A4 Spiral, 978-1-921059-506 eBook

99 Tricks and Traps for Microsoft'i>OffiCe Project 2010 ISBN 9781 921059-41-4 a x 6" Paperback, 9781921059-51 3 eBook

Planning & Control Using Microsoft Project and PRINCE21"' Updated for PRINCE2 '" 2009 and Microsoft Office Project 2007 ISBN 978-1-921059-29-2 B5 Paperback, 978-1-921059-30-8 A4 Spiral, 978-1-921059-45-2 eBook

Planning and Control Using Microsoft~' Project and PMBOK Guide Fourth Edition Including lvUcrosoft Project 2000 to 2007 ISBN 9781921059-315 B5 Paperback, 9781921059-322 A4 Spiral, 978-1-921059-46-9 eBook

99 Tricks and Traps for Microsoft'i> Office Project Including Microsoft'i> Project 2000 to 2007 ISBN 97819210591 9-3 AS Paperback, 9781921059-421 eBook

Project Planning and Scheduling Using Primavera~ Contractor Version 6.1 Including Versions 4.1, 5.0 and 6.1 ISBN 9781g21059-25-4 A4 Paperback, 978-1-921059-26-1 A4 Spiral, 978-1-921059-47-6 eBook

SUPERSEDED BOOKS BY THE AUTHOR Planning and Scheduling Using Microso~ Project2000 Planning and Scheduling Using Microsoft~ Project2002 Planning and Scheduling Using Microsoft'i> Project 2003 Planning and Scheduling Using Microsoft Office Project 2007 PRINCE2Tit Planning and Control Using Microsoft$ Project Planning and Control Using Microsoft~ Project and PMBOK" Guide Third Edition Project Planning and Scheduling Using Primavera Enterprise~ - Team Play Version 3.5 Project Planning and Scheduling Using Primavera Enterprise P3e & P3e/c Version 3.5 Project Planning and Scheduling Using Primavera" Version 4.1 f01 IT Project Project Planning and Scheduling Using Primavera Version 4.1 or E&C Planning and Scheduling Using Primavera& Version 5.0 F01IT Project Offtee Planning and Scheduling Using Primaver~ Version 5.0 F01 Engineering & Construction Project Planning & Control Using Primavera@ P6- Updated for Version 6.2 Planning Using Primavera Project Planner P3&Version 2.0 Planning Using Primavera Project Planner P3~ Version 3.0 Planning Using Primavera Project Planner P3~ Version 3.1 Project Planning Using SureTrak& lor Windows Version 2.0 Planning Using Primavera SureTra~ Project Manager Version 3.0

Eastwood Harris Pty Ltd iv Urhcbcrrechtlich g schutzto Materia

PRINCE2"' 2009 PLANNING AND CONTROL USING MICROSOFPPROJECT 2010

j ltliBQDUCIIQtl H 1.1 Pur se 1-1 1.2 Reguired Background Knowledge 1-2 1.3 PRINCE2 2009 Changes 1-2

1.3.1 T ennino!ogy: 1-2 !l2 ~rlrlitt'aas. and Betnallals. 12

1.4 Pu!J1Qse of Planning 1-4 !5 0Pfioitinn ol a ~lao !-5 l!i ~BI~CE2 ~lao L!ll'l:l~ 15

1.6.1 Programme Plan 1-6 1.6.2 Proi.ct Plan 1-7 1.63 Stage Plan 1-7 1.6.4 Exceotion Plan 1-8

16~ ream Elaa 1-B 1.7 Controlling a Project 1-9

1.7.1 Project Board Controls 1-9 1.7.2 Proi.d Man~er Controls 1-9

1.8 Project Planning Metrics 1-10 1.9 Planning C~cle 1-11 1.10 PRINCE2 Plans Theme and Microsoft Project 1-12

2 CREAIItlG A f8QJECI SCI:IEDU~E 2-j 2.1 Understanding Planning and Scheduling Software 2-1 2.2 Understanding Your Project 22 2.3 Levell - Planning Without Resources 2-3

2.3.1 Crealing Projects 2-3 2.3.2 Defining_ the calendars 2-3 2.3.3 Product Based Planning with Microsoft Project 2-4 2.3.4 Defining_ Other Project Coding_ Structures 2-5 2.3.5 Adding_ Tasks to Re~resent Staqes, Products or Activities 26 2.3.6 Other Oelions for Dise!_aving_ StBQBS and ProdiJcts 2-7 2.3.7 Defining_ Activities and Using_ Milestones 2-8 2.3.8 Adcffng_ the LQ!lic Links 2-8 2H COnstraiats 2-lQ 2.3.10 Risk Anal't.is 2-10 2.3.11 ScheJ!!Jg the Project 2-10 2312 rotecaacas 2-11 2.3.13 Formatting_ the Disela~- Views. Tables and Fiffers 2-11 2.3.14 Printing and Reoorls 2-11 2.3.15 Issuing_ the Plan 2-12

Eastwood Harris Ply Ltd v Urhcbcrrechtl~h gcschcJtztcs Ma!Cria

PRINCE2'" 2009 PlANNING AND CONTROL USING MICRO SO~ PROJECT 2010

ti Level 2- Moilloring Prwress Without Resources .2:12

ll1. Setling the Baseline w ill T 1aWlg Progress w

2..5 lewl 3- Planning "'th Reswces 2-14 2..5.1. Estrnating or Planning for Control ~ ll.Z l.be Balaace Bet:eea the Mtmt!ec. al ~r:tiifilies aad. &tsaucces ~ 2.5...1 Creating and Using Resources 2:1.5 2,jd Resource Calendars, Activity Twes and Driving_ Resources ~ w Task Types 2:1.5 2..5.Jl Resource Graehs and Us!!fi.e Tables w 2..5.1 Resource Leveling w

2..6. Level 4- Monitoring PrQ!J.ress of a Resourced Schedule .2:.16.

w Statusing Projeds with Reswrces 2.:.1. u

.2:.16. 3 3:1

J..1 Identify lhe Parts of the Pr!!ject Screen 3:1 3.2 CUSlllfriling the Screen 3:2.

l2.1 RjbbQa Too/llar .1:2

3.2.2 Quick Access TQQ/bar 3:.3. 3.l Microsoft Project 2010 Windows 3:4.

J.:l.1. Understanding_ Windows in Microsoft Proiect 2010 J:i J..3.2 Croatlng a New Window 3:4. J..1..l Managing Windows M J..J..4 Resizing Windows 3.:.l J.3..S Selittinq Views 3.:.l .u.a Managing Del ails Fonns

.1:6. M Stilus Bar

.l:6. l.5 Fonns Available lrom the Ribbon Gro!!J!s

.l:6. lli Right-clicking with the f.louse

.1:6. u Findina the Task Bars in the Gant1 Chart 3:I. 3.8 Setting up the Oplions 3:l

ll1. General Tab :u. J..IU Schedule Tab - Schecruling oetlons for this e!Piocl: J:B

u Mouse pojolprs 3:.1Jl llQ

.3:11 .4 H

!1 S1111ing Microsoft Project 2010 H .4.2 Creating a Blank Project H u Opening an Exislin9 Project 4:l u Re-opening a Prqect 4:l

Cl Etwood Hams Pty Ltd vi


4.5 Creating a Project Tem2late 4-4 4.6 Creating a New Project from a Te!!J!Iate 4-4 4.7 Saving Additional Project Information 4-5 4.8 Usingllle Aft Ke~ and Ke~strokes to Access Commands 4-5 4.9 Saving a Project 4-6 4.10 Closing Microsoft PrQject 4-6 4.11 Worksho2 2 - Creating a PrQject 4-7

s DEEitiiHG CALEtlllABS 5-l 5.1 Editing Calendars 5-2

5.1.1 Editing Working D~s to Create Holida~ S-2 5.1.2 Editinfl. a Calendar to Create an Ex~tion 5-4

5.2 Creating a New Calend


8.1 Fonnatting the Columns 8-2 8.1.1 Understandinq Custom Fields 8-2 8.1.2 lnsertinq Columns 8-2 8.1.3 Fotmat COlumns Groue 8-2 8.1.4 DeleUng: Columns 8-3 8.1.5 Ad{us6ng_ the Width of COlumns 8-3 8.1.6 Moving: Columns 8-3 8.1.7 Formaffing_ COlumns Using_ the Table Function 8-4

8.2 Fonnatting nme Units 8-6 8.3 Fonnatting the Bars 8-6

8.3.1 Fotmaning An Task Bars Using the Bar St}lfes Fotm 8-7 8.3.2 Fotmat Bar Stvfes Groue Menu 8-9 8.3.3 Ganff ChaJt S~s Groue. Menu 8-9 8.3.4 Fotmaning_ Bars Using_ the Gann Chart Wizard 8-10

8.4 Row Height 8-10 8.4. 1 Settinf!. Row Heifl.hts 8-10 8.4.2 Wrae Text Command 8-10

85 Eaanat Eaols B-ll 8.51 FMnat llldMdllal Cf.Us E!lat CJlmmaact: 8.-ll 8.5.2 Fotmat Text SMes 8-11

86 Eannat Iime~e 8-12 lltl1 Zaam Slidac B-12 MZ Bibl!aa MaUlt 8.-1Z B.tlJ FMnat firn~~ca~ Command Hl lltl4 Mrmal Timescale ~ool B-15

az Eoanal Glidlioes 815 8.8 Fonnat Links. oeeendencies. Relationshies. or L2!JiC Lines 8-16 sa EQnnal C!IIQt~ 8-!Z 8.10 WOJtshQ!! 6- Fonnatting the Bar Chart 8-19

9 AlllliHG !AS~ llf~fHilftlCifS l!:l 9.1 Understanding Deeendencies 9-3 9.2 Understanding lags and leads 9-4 9.3 Restrictions on Summa~ Task Dependencies 9-5 9.4 Assigning De~endencies 9-6

9.4.1 Graphicaltv Adding_ a De!!!.ndenc't. 9-6 9.4.2 Using_ the Link and Unlink Buttons 9-6 9.4.3 Task Linking Usinf1.1he Keyboaro 9-7

Eastwood Harris Pty Ltd viii Urhcbcrrechtl~h gcschcJtztcs Ma!Cria


9.4.4 Adcfng and Deleting_ Predecessors with the Task lnfo~mation Fo1m 9-7 9.4S PmriAce.S:Sll( a.ad Sua::assar: Qe.talls: Earms: 9.-B 9.4.6 Editinfl or Deleting Deeendencies Using the Task De~ndenc~ Form 9-9 9.47 &Jfilgol!. !:!fl1~ la>.~rlllfl I~!!.>. ar /!l!lvllfl r~l!.>. 9.9. 9.4.8 Editing Relationshies Using_ the Predecessor or Successor Cokimns 99

9.5 Scheduling the Project 9-10 9.6 Worksho~ 7-Adding the Relationshi~s 9-11

lQ tlEIWQBK ll!AGBAM lliEW lOl 10.1 PRINCE2 Product Flow Diagram 10-2 10.2 Understanding the Network Diagram V~ew 103 10.3 Adding and Deleting Tasks in the Netwoo Di!!l!am View 10-3 10.4 Adding, Editing and Deleting Dependencies 10-4 10.5 FoiTllatting the Task Boxes 10-4 10.6 FoiTllatting Individual Boxes 10-5 10.7 FoiTllatting the Dis~lal and Relationshi~ lines 10-5 10.8 Ea~~ Date, Late Date and RoaUSiack Calculations 10-7

11.1 Assigning Constraints 11-3 11.1.1 Usinf1. the Task Information Form 11-3 11.1.2 Using_ the Constraint T ~ee and Constraint Date Column 11-3 11.1.3 T '!Pfng_ a Date into the Task tnlomJation or Details FomJ 11-4 11.1.4 Using the Task Details Fo1m 11-4

ll2 Deadline Date ll -5 11.3 Chanl!!ng Manual!~ Scheduled Tasks to Auto Scheduled 11 -5 ll 1 Ias~ t:!ctes 11-6 11.5 Worksho~ 9 - Constraints 11-7

12 ElL ifBS l 2l 12.1 Understanding Fi~ers 12-1 12.2 Understanding the Filter Menu 12-2 12.3 A~QI~ng an Existing Filter 12-3 12.4 Creating and Modifving Filters 12-4 12.5 Defining Filler Criteria 12-6

12.5.1 Simple Finers, Oeerator and Wild Cards 12-6 12.5.2 .!la&QcFmer 12.5.3 Muhiele And/Or 12-9 12 54 late.r:ac:Jjv.e. Eilf.e.( 12-9.

12 6 llutcEinets 12-10 12.7 PRINCE2 Product Activi!Y Customized Field & Filter 12-11 12.8 WorkshOQ 1 0 - Fi~ers 12-13

Eastwood Harris Ply Ltd ix Urhcbcrrechll~h gcschcJizlcs MaiCria


l3 IABI ES AND GBDII~II:lG IA l:1 13.1 Understanding Project Breakdown Structures 132 13 2 I abies 132

13.2. t IIJJIJ(vinQ a Table to a Vif11V 133 t3.2.2 Creating and Edflin


15.5.2 Reporls 15-11 .1.5Ji Completed &hedule Check List .1.5:.12 15.7 Workshop 13- Reports .1.5.:13

l& TRACKING PROGRESS 16.:1 1fi.1 Setting the Baseline J..6,2

1il1 Setting Baseline Dates &2. 16.1.2 Clearing and Reseffing the Baseline t6-3 16.1.3 Displaying the BaseKne Data 163

16.2 Practical Methods of Recording Progress 16-4 .1.6.3 Understanding Tracking Progress Conceets J.H

1.IL3.1. Task Lifecyc!e J.H 1ll2. Actual Stan Date Assignment &2 1UJ Calculation of Actual & Remaining Durations of an ln-Proqress Task &2 16.3.4 Calculafing the Early Finish Date of an In-Progress Task 16-7 .1./iJ.j Upda!ing Completed tasks 1.6.:9.

~ Summaty Bars Progress Calculation &2 J.Ul. Understanding the Current Date. Status Date & Uedate Proiect Date 1.6.:9.

.1M Updating the Schedule .&.11 1M1. Move Project .&.11 16.4.2 Using Update Project 16-12 J.MJ Update Tasks Fom1 .W:.1.J 1M..l. Updating Tasks Using the Task Information Fonn .W:.1.J 1M.S Updating Tasks Using_ the Task DetaHs Form ~

~ Updating Tasks Using Columns ~ 1Jill. Reschedule Uncom~leted Work To Slarl Affer 1H5 16.4.8 Updating Tasks Using Task, Schedule Functions 16-17

16.5 Simple Procedure for Updating a Schedule 16-17 .1.6..fi Procedure for Detailed Updating .1Jill ru Comearinq Progress with Baseline .1H9 16.8 In-Progress &hedule Check List 16-20 16.9 Corrective Action ~ 16.10 Workshop 14- Updating the Schedule and Baseline Comparison .1.6=23

H CBEl!DtlG BESQUBCES l!tlQ CQSIS 11:1 17.1 Creating Resources in the Resource Sheet 17-2 112 Grouping Resol.l'ces in the Resource Sheet .1l:.J. ill Resource Information Form 17-4

17.3.1 General Tab 17-4 173.2 Costs Tab 17-5 17.3.3 Notes 17-5 17.3.4 OJstom Fields 17-5

Eastwood Harris Ply Ltd xi Urhcbcrrechtl~h gcschcJtztcs Ma!Cria


lH BesaiUre Caleodas:s lZ-6 17.4.1 Edi6n9. a Resource calendar 17-6 !ZH ReSillllllll Cafenda~ CiilCJIIRfions !l-ll 17.4.3 Issues Usin9. Resource Calendars 17-8

18 l Eixed Costs 18-2 18.2 Assigning Work without a Resource 18-2 18.3 Resource Definitions 18-3 18.4 Task Type and Effort-Driven 18-3

18.4. I Task Type - Fixed Duration, Fixed Units, Fixed Worlc 18-3 tBH Eflmt-Dn~~a tB-~

lB 5 Besamre Caleodars IB:A 18.6 Assigning Resources using the Resource Assignment Fonn 18-5 18.7 Assigning Resources Using the Task Details Fonn 18-6 18.8 Assigning Resources Using the Task lnfonnation Fonn 187 18.9 Assigning Resources from the Resource Column 18-7 18.10 Assignment of Resources to Summary Tasks 18-7 18.11 RoUuQ of Costs and Hours to Summa!J: Tasks 188 18.12 Contour the Resource Assig001ent 18-9 18.13 Workshop 16-Assigning Resources to Tasks 18-11

19 BESQUBCE Q~IIMIZATIQII l9l 19.1 Resource Gra~h Form 19-1 19.2 Resource Gra~h View 19-2 19.3 Resource T abies View 19-4 19.4 Detailed Styles Form 19-5 19.5 Creating an S-Curve from Microsoft Project 19-5 19.6 Team Planner View 19-6 19.7 Printing Resource Profiles and Tables 19-7 19.8 Creating Resource Graphs. Crosstab Tables. S-Curves in a Spreadsheet 19-7

19.8. I Export Time Phased Data Using Visual Reports 19-7 19.8.2 Export Using Time Phased Data Copy and Paste 19-8 19.8.3 Ct&ating S-Curves in Excel 19-9

19.9 Resource Op1illlzation 19-10 19.9.1 Resource Optimizahon through Leveling 19-10 19.9.2 Other Methods of Resolving Resource Peaks and Conflicts 19-10 19.9.3 Resource Levefing Function 19-11 19.9.4 Resource, Levelgroue Ribbon Commands 19-12

19.10 Workshop 17 - Resource Graphs and Tables 19-13

Eastwood Harris Pty Ltd xii Urhcbcrrechtl~h gcschcJtzlcs Materia


~QJECTSWJTH RESOUBCES 20l 20.1 Understanding Baseline Dates, Duration, Costs and Hours ru 20.2 Understanding tile Status Date 20::3. Zll.3 Fonnatling the Current Date and Status Date Lines ~ 2M Information R~uired to U~date a Resourced Schedule 2{b5 2M U~dating Dates and Percentage Co1111llete ~ 20.6 Updating Resources 20-6

2o.6.1 UpdaJing Tasks with Fixed Costs Only 20-6 2o.6.2 Forecasting Resource Hours 20-7 206.3 Forecasting Resource Hours and Costs Form 208 211M. Usin9. the Task Us!!f!e and Resource USBflB Views 2!!:9.

2lU Splitting Tasks 2C:1ll 20.8 Summary Tasks and Earned Value 2011 2M Workshop 18 Updating a Resourced Schedule 2CJ.J

ll PROJECT OPTIONS 21:1 21.1 Genral 21:2

21.1.1 User Interface Options ill 21.1.2 Projed view ill 21..1.J Personalize ~our coe~ of Microsoff Office ill

ill Display ru 21.2.1 Ca/mldar lli 21.22 Cutrency options for this projed: lli 21.2.J Show indicators and oevons buttons for: lli 21.2..4 $h


2.1.l.J 2.1.ll 21.7.5 21.LQ 2.1.11. 21.1.1l 2.1..1.9

Planning Wizard Gene~al Options Edit Display Display Options for this Project Cross project/inking opffons for this project: Earned Value options for this project:

21110 Calculation options for this project: 21.ll Customize Ribbon Z1.l! Oujck Access Toolbar 2.1.1Jl Add-los 21.11 Tnrst Center

2 t 11 1 Macro Seffings 2111 2 Legacy Formats. 21113 Privacy Options

21.12 Authors Recommended Setup for New Projects 21.1J

22 Commands Removed From the Microsoft Project 2007 Options, View Fonn

MORE ADVANCED SCHEDULING 22J.

2.2.1...1 22.1.2 22.1.3 2.2..M

222 22.2.1 2ll2 22..2.J 22.2..4

~ 2..2.2&

2ZJ 2.U.1 .2Z.l2 22.3.3 22.3.4 22.3.5

22.4 22.4.1

Wori


22.5 Task Splijting 22-15 22i1. Splitting Tasks 22=11i 22..5.2. Show bars spl~s 2M.5

~ Bar Spiff Dates. 2M.5 22.iJ. Sp!H ask Duration 2M.5

22.n Logic 22=1fi 22.D..1 Unique ID Predecessor or Unicpe 10 Successor Columns 22:m lZ..21. Reviewing Relationships Using WBS Predecessor or Successor Columns 2.2:1.. 2ll3. Task Drivers 22:m 22.6.4 Manually Scheduled Relationships 22-18 22.6.5 SchedUle From Project Finish Date 2218 22.D.6 Move Project 22=m

22.7 Custom Outline Codes and WBS 22-20 22.7.1 22.7.2 22.7.3 22li

m 22.9

2.2.E..t. 22.9.2 22.9..3. 22M. Z2Jl..5.

~ 22.9.1

Custom Outline Codes Deline a Custom Outfine Code Outline Codes IIsee Defined WBS Ermdjon

Sharing Resources with Other Projects Tracking Progress

Setting an Interim BaseNne Reselling the Baseline Using 'ROll Up Baselines Status Dale Calculation Options New Tasks Status Dale Calrulation Options- When Updating a Schedule Stop and Resume Dales Marl


23.12. 1 Task Unique ID 23-4 23.12.2 Resouroe Unique ID 23-5 23.12.3 ResouroeAssignment Unique ID 23-5

23.13 Organizer 23-5 23.14 File Types 23-6 23.15 Recording a Macro 23-7

24 WHAT IS NEW IN MICROSOFT PRO.!ECT 2010 241 241 The Ribbon 24-2 242 The File Tab 24-2 24.3 Task Scheduling Mode- Manually Scheduled or Auto Scheduled 24-2 24.4 Task Inspector 24-3 24.5 Move Project 24-3 24.6 Top-down Summary Tasks 24-4 24.7 Renaming Columns 24-4 24.8 Add a New Column Using the New Column Column 24-4 249 Zoom Slic!er 24-5 24 10 Zoom Command on Rjbbon menu 24-5 24.11 Matking a Task Inactive 24-6 24.12 Multiple Task Linking 24-6 24.13 Wrap Text Command 24-6 24.14 Insert Summary Task 24-6 24.15 Right Mouse Clicking 24-7 24.16 Gantt Chart Styles Group Menu 24-7 24 17 Fnnnat lndjyjdtta! Cans Font COOJmand 24-7 24 18 New Timetjne and Jearn Planner VlfWS 24-8

24 18 1 Tjroe!jne VHWI 24-8 24 18 2 Team Planner VIBW 24-9

24.19 Maintain Hierarchy in Current Group 24-9 24 20 AutoEitters 24-10 24.21 Using the Aft Key and Keystrokes to Access Commands 24-11 24.22 Assigning Resources from the Resource Column 24-11 24.23 Copy and Paste Enhancements 24-12 24.24 Display Number of Recently Opened Files 24-12 24.25 Automatically Add New Views. Tables. Filters, and Groups to the Global 24-12 24.26 Compatibility with Earlier Project Versions 24-13 2427 StatusBar 24-13

INDEX 26-1

Eastwood Harris Pty Ltd xvi Urhcbcrrechtl~h gcschcJtztcs Materia


1 INTRODUCTION

1.1 Purpose The purpose of this book is to provide you with methods of using Microsoft Project and the PRINCE2 Plans and Progress Themes in a single project environment There have been a number changes made to the Product Based Planning in the 2009 fifth edition of Managing Successful Project with PRINCE211h PRINCE2. As a result the presentation of the Product Based Planning Technique may now be simply transposed to Microsoft Project and this book makes some suggestions on how to handle these areas.

The screen shots in this book were captured using Microsoft Office Project Standard and Professional 20t0, Windows 7 and Windows XP. Readers using Microsoft Project Professional 2010 will have more menu options than those using Microsoft Project Standard 2010. These additional menu options will operate when a project is saved to a Microsoft Project Server. Microsoft Office Project Standard 2010 will not operate with Microsoft Project Server and has fewer functions than Microsoft Project Office Professional 2010 operating with Microsoft Project Server. By the end of this book, you should be able to: Understand the steps required to create a project plan using PRINCE2 Set up the software Define calendars Add tasks which wi t represent the PRJNCE2 Products and/or Activities Organize tasks and format the display Add logic and constraints Use Tables, VieVIS and Fitters to present PRINCE2 Project Plans, Stage Plans, Exception

Plans and Team Work Package Plans Pont reports Record and track progress, producing PRINCE2 Highlight Reports and Checkpoint Reports Customize the project options Create and assign resources Understand the impact of task types and effort dliven tasks Analyze resource requirements and resounce level a schedule Status projects that contain resources, producing resourced Highlight Reports and Checkpoint

Reports Understand the different techniques for scheduling.

The book does not cover every aspect of Microsoft Project, but it does cover the main features required to create and status a project schedule. It should provide you with a solid grounding, which 1vill enable you to go on and team the other features of the software by experimenting, using the Help files and revie1ving other literature.

Eastwood Harris Ply Ltd 11 Urhcbcrrechtlich g schutzto Materia


This book has been written to minimize supelfluous text, allowing the user to locate and understand the information contained in the book as quickly as possible. It does NOT cover functions of little value to common project scheduling requirements. If at any time yO\l are unable to understand a topic in this book, it is suggested that you use the Microsoff Project Help menu to gain a further understanding of the subject.

1.2 Requir&d Background Knowledge This book does not teach you how to use computers or to manage projects. The book is intended to teach you how to plan and control a project using Microsoft Project in a PRINCE2 project environment Therefore, to be able to follow this book you should have the foUo111ng background knowledge: An understanding of the PRINCE2 Project Management Methodology, 2009 fifth edition. The abil~y to use a personal computer and understand the fundamentals of the operating system. Experience using application software such as Microsoft Offtee, which would have given you

exposure to Windows menu systems and typical \!flndows functions such as copy and paste.

1.3 PRINCE2 2009 Changes The 2009 Managing Successful Projects w~h PRINCE2t".lifth edition of the manual introduced some significant changes in both the terminology used and the structure of PRINCE2. This book is based on the 2009 edition but to assist people who a-e familiar with earlier editions of the PRINCE2 book some of the major changes ;;re listed below:

1.3.1 Tennlnology The following terminology changes have been made:

Components are now called Themes, Processes reman Processes, Sub processes are now called Activities. Processes and Activities are no longer assigned codes such as SU and SU1.

1.3.2 Additions and Removals This edition is a m" or rewrite of the book and not just an update. Some sub processes have been removed, many are rena-ned with some new ones being introduced.

One of the more significant changes is that the Planning Process has been removed and the Planning sub processes have been moved and restructured in the Planning Theme under a heading titled The PRINCE2 Approach to Plans. These Planning sub processes are now referred to as Steps.

The table on the next page gives an indication of the structural changes to the methodology:

Eastwood Harris Pty Ltd 12 Urhcbcrrechtlich g schutzto Materia


PRINCE2 4th Ed~lcn 2007 PJOCHses

Sub Procesus

Stirling up 1 Project SU I Appoinlng "" Exeru5ve and a Project Manage<

SU2 Oe~igning a Pro;ect Mt!lnagement Tea:n SU3 Appointing a Projed Management Taam SU4 Prepaling a F'fojoot Brief SUS Delnlng a Project Approach

SUO Planning an lnilialion Stage Directing 1 Project OPt Aulllofising l.nitiation DP2 Authorising a Project OP3 Authorising a Slage Plan or Exception Plan OP4 GMrlg Ad Hoc Direction OP) Confnniog Project OoSU'e Initiating a Pro;tet

IPI Plonnilg Quality

IP4 Selling up F'foject Con~ols 1?2 Planning a ProJed 1?3 Refining the Businets Cese and Risks 1?6 Assembling a Project lni~atioll Oocumeot IPS Setting up Project FOO$ Controlling Sllgt

C$1 Authorising a Work Package CS2 Asses~ing Progrets CS9 Receiving Completed W011< Package

CS5 Reviewing Stage Status CS6 Repating Highlights

CS3 Captunng Project Issues C$4 E.xc:rnining Project Issues csa Escalating Pl'oject lss.ues CS7 T nking Correc6w Acl~n Mnging Product Delivery MPI Accepting 1'/orl< Pockoge MP2 Exectrling a V/or1< Pockage MP3 DeM:ring a Work Pacl


PRINCE2 4th Edition 2005 Processes

Sub Processe.;

Closing a Projoct

CP3 Evalualilg a ll'O]ed

CP1 De~mmi&sionlng a project CP2 Identifying Follow on Aclioos

Planning PL1 Designing a Plan PL2 Defining and Ana~e Pro6JciS Pl 3 ldentfying Activities and Dependencies Pl4 Estlnelilg PL5 Scheduling PL6 AnBiysing Risks PL7 Completing a Plan

1.4 Purpose of Planning

PRINCE2 Slh Edition 2009 Ptoeesses

Act:Mtios

Closing a Projoet Prepare planned closure Prepare prema!I.J'e ck>s.we Hand O\lel' products Evaluale !he project ReoofNllend ProSect cbsure

PRtNCE2 Theme Steps in the Approach to Plans

Design lhe J:lan Oerne and andyse the prduciS I Identify actMties and dependencies Prepare estimates Prepare the ~hedule

Analyse l!le risl:s {throughout l!le \\llole Theme) Document !he Plan

The ultimate purpose of planning is to build a model that allows you to predict which tasks and resources are critical to the timely completion of the project. Strategies may then be implemented to ensure that these tasks and resources are managed property, thus ensuring that the project will be delivered within Tolerances, or more traditionally described as delivered On Tlme and Within Budget

A PRINCE2 Tolerance is the pemissible deviation from plan without bringing the deviation to the attention of the next level of management. This may be negative or positive and be defined in values such as costs. time, quality, soope and risks.

Planning aims to: Identify the Products and Activities required to deliver a project Evaluate different project delivery methOds Identify and optimize the use of resources Optimize time and evaluate if target dates may be met Identify risks and set priorities Provide a basefine plan against which progress is measured Communicate the plan to all stakeholders, including what is to be done, when and by whom Provide early warning of potential problems and enable proactive and not reactive action to be

taken Assist management to think alhead and make infonned decisions.

Eastwood Harris Pty Ltd Urhcbcrrechtlich g schutzto Materia


Planning helps to avoid:

Increased project costs or reduction in scope and/or quality Additiona change over and/or operation costs Preparing extensions or time claims Loss of your clients revenue Resolving contractual disputes The loss or reputation or those involved in a project Loss of a faCil~y or asset in the event of a total project failure.

1.5 Definition of a Plan PRINCE2 defines a plan as a proposa for doing or achieving something which specifies the what when, how and by whom.

A Project Plan must at al times be able to deliver the expected benefits idenlifoed in the Business Case.

All plans must have the approval and commitment of all the appropriate management levels.

A plan is therefore not just a Microsoft Project Gantt Chart (bar chart), although a Gantt Chat is an important output of the planning process.

Microsoft Project is also able to record resource hours, costs and targets, and other basic information that can be kept in the Notes or Custom (user defined) Fields. It is neither a quality assurance nor a document management software package. Speciaist packages should be considered for those processes.

1.6 PRINCE2 Plan Levels

PRINCE2 defines three levels of plans below a corporate or programme plan: Project Stage Team PRINCE2 also defines 5 types of plans as per tile picture to the right (which was created using the Microsoft Project Network Diagram function).

CctpOI'Gte 01 OIO;It


Stage Plan, there are a minimum of two Stage Plans: an Initiation Stage Plan and First Stage Plan. (There would be usually one Stage Plan for each Stage.)

Exception Plan, which is at the same level and detail as a Stage Plan and replaces a Stage Plan at the request of a Project Board when a Stage is forecast to exceed Tolerances. An Exception Plan may also replace a Project Plan when Project is forecast to exceed Tolerances.

Team Plan is optional and would be used on larger projects where Teams are used for delivering Products which require detailed planning. A typical example is a contractor's plan that would be submitted during the bidding process. Team Managers may use Microsoft Project to create their Team Plans.

1.6.1 Programme Plan A Programme Plan contains a laJge amount of information and is developed from: The Vision Sta1ement, a statement of the target or targets of an organisation and the

performance measurements of the new capabilities. The Blueprint, the outline of practioes, processes, information and technology reqtired to deliver

the Vision Statement Benefits, a statement of the benefits that the programme 1\111 deliver the Organisation. Benefits

may be scheduled and monitored using Microsoft Project with tasks in a J)(ograflllle level. Projects. which may be grouped under Tranches. Resources, which outlines the people, equlpmen~ funding and aU other assels required to deliver

the Projects. This allows the management of resources amongst projects; it is possible to share a Microsoft Project Resource pool over more than one project

Stakeholders, identification and communication w~h the stakeholders to ensure that the right products are delivered; their acceptance is very important

Risks and Issues, managed at both PrograJnme and Project level. A sound Risk Management Plan and supporting prooesses are required to successfully manage a Programme.

Timetable, this outlines deadlines and the timeline that the prograflllle must work to. This timeline would usually impose start and completion dates for projects The prograflllle work may be scheduled with Microsoft Project and include tasks for Benefits Realisation.

Progress monitoring, established in a programme. Programmes may be divided into Tranches, which are distinct steps of a Programme. they may be tied to a financial instalment and provide a point I'Alere the business benefits of completed projects may be evaluated.

Transition addresses the cultural changes required in an organisation from the Project Approach through to the smooth operation of a new process.

Programme planning steps are as follows: The portfonos. tranches or dossiers of projects should be designed. The Projects and the Programme Benef~s Realisation are scheduled and the Benefits Realisation

should be aligned with the programme strategic objectives. The Project plans should show an increasing level of detail as they are executed and progress is

reflected back into the Programme Ptan. The Programme schedule 1vill have to be mon~ored, reviewed and revised as the projects

progress and the effects of external events and emerging risks impact on the Programme.

Eastwood Harris Pty Lid Urhcbcrrechtlich g schutzto Materia

PRINCE2"' 2009 PLANNING AND CONTROL USING MICROSOFT PROJECT 2010

Below is a simple programme plan example produced with Microsoft Project to demonstrate how Microsoft Project may be used to manage Programmes:

jToskNome ~~ ~~ + I" .. \ 3 Polft les

4 Portfolio 1 5 TronthO I 6 Trantno 1 aenerns 1 7 nan


Creating a stand-alone schedule for each Stage that is manually aligned to the Project Plan. This atows the Project Manager to set tighter time Tolerances on a Stage schedule than the Project schedule. Thus creating a Stage schedule with a tight Stage Tolerances to force Team Managers to deliver the products on time, or

Creating a stand-alone schedule for each Stage that may be inserted into a Project Schedule using the Insert, Project function. This allows multiple schedules to inserted and operated on in a parent schedule and each project may still be opened individuaDy.

1.6.4 Exception Plan When a Stage is forecast to exceed Tolerances then the project is in Exception. Tolerances are normally identified as a breach of Time or Cost but could indude Scope, Quality, Risk or Benefit If a Stage breaks Tolerances: The Project Manager may create an Exception Report in the PRINCE2 Activity Escalate issues

and risks and would subma the Exception Report, which should indude options for the future course of the projec~ to the Project Board.

The Project Board may request an Exception Plan from the Project Manager in Give ad hoc direction.

The Project Manager would produce an Exception Plan in Produce an Exception Plan and subma it for approval by the Project Board,

Should the Project Board approve the Exception Plan in Authorize a Stage or Exception Plan, this plan would replace the cuiTent failed Stage Plan.

1.6.5 Team Plan Team Plans are optional plans for detailing out the delivery of one or more products included in a Work Package and would typically be represented by: A subcontractor plan for tile delivery of a product which ooufd be submitted wah a bid for wort

PRINCE2lll 2009 PLANNING AN.D CONTROL USING MICROSOFTe PROJECT 2010

1.7 Controlling a Project ControUing a project ensures: The work is being authorised in accordance with the plan The required products are being produced The required quality is being met The products are being produced on time, with the planned resources and to the planned costs The project products .111 achieve the Business Case

Controlling a project provides the next level of management with infomnation a!IO'Mng them to: Monitor the progress of products Compare the progress with lhe plan Review options Forecast problems as early as possible en


1.8 Project Planning Metrics There are tour co~onents that are usu


1.9 Planning Cycle The planning cycle is an integral part of managing a project A software package such as Microsoft Project makes this task much easier. When the original plan is agreed to, eitller Project or Stage, the Baseline is sel. The Basetine is a record of the original plan. The Baseline dates may be recorded in Microsoft Project in dala fields titled Base6ne Start and Baseline Finish.

After project planning has ended and project e~ecution has begun, the actual progress Is monitored, recorded in Review Work Package Status and compared to the Baseline dates in Reviewing the S1age S1atus.

The progress is then reported in Checkpoint Reports produced by Team Managers for the Project Manager or HighUght Reports produced by the Project Manager for the Board. The plan may be amended by adding or deleting tasks and adjusting Remaining Durations or Resources. A revised plan is then pubfished as progress continues.

Revise the Plan

Eastwood Harris Ply Ltd

Plan the Project and Approve the

Project Plan

Baseline the Project Plan

Approve the Work in accordance with

the Plan

Evaluate and Report

111

Monitor Progress

Urhcbcrrechtlich g schutzto Materia


1.10 PRINCE2 Plans Theme and Microsoft Project The piclllre below shows the PRINCE2 processes, the Planning steps and Product Base11 Planning steps:

ST.vtnNG UP A PROJECT

~f4fl! ~ C..:tcu~~e ~ r.:

~cp!oJid

lte


STARTING UP A PROJECT l> Appoint the Executive and the These appointments may be recorded in a Microsoft Project

Project Manager Resource Table using a Custom Field. ,. Capture previous lessons

,. Design and appoint the projects management team

,. Prepare the ouUine Business Case

> Select the project approach and assemble the Project Brief

> Planning the Initiation Stage

DIRECTING A PROJECT :;.. Authorize initiation

;.. Authorize the project

:;.. Authorize a Stage or Exception Plan

,. Give ad hoc direction

,. Authorize Project Closlll!

tNmATING A PROJECT

Analysis of past project schedules and comparing t11em to the baseline may assist in generating lessons teamed. There are some functions in Microsoft Project that allow Organisation infonmation to be recorded. This may be achieved by using either a Resource Customized Field or a Resource Customized Outline Code to recad the Organisation Structure and assign these codes to resources NIA

NIA

The Initiation Stage plan may be prepared and presented in Microsoft Project

The Initiation Stage schedule would be created in Microsoft Project and fonm part of the Initiation Stage Plan authorised in this PRINCE2 Activity. During this process a project schedule created in Microsoft Project would be analyzed. Microsoft Project Views and Tables would be used to create reports for the Project Board to review the schedule. The review or a Microsoft Project Stage schedule would fonm part of this review. This may result from a review of a schedtAe produced in Microsoft Project The Project and Last Stage Plan should be reviewed to ensure all activities are complete.

:;.. Prepare the Risk Management NIA Strategy

;;. Prepare the Configuration Management Strategy

;... Prepare the Qualijy Management Strategy

> Prepare the Communications Management Strategy

Eastwood Harris Ply Ltd

N/A

N/A

Microsoft Project reports may be specified in the Communication Strategy.

113 Urhcbcrrechtlich g schutzto Materia

PRINCE2T" 2009 PLANNING AND CONTROL USING MICROSOFT'S PROJECT 2010

l> Setting up Project Controls

l> Create a Project Plan

l> Refine the Business Case

> Assembling the Project Initiation Documentation

CONTROLLING A STAGE Work Packages > Authorize a Work Package

l> Review Work Package Status

l> Receive Complete Work Package

Monitoring and reporting > Reviewing the stage status

l> Report highlights

Issues l> Capture and examine issues

and risks l> Escalate issues and risks

l> Take corrective action

Eastwood Hams Pty Ltd

Microsoft Project reports may be specified as the tool for controlling timing aspects of a project. It is difficult to manage cost in Microsoft Project and usually companies control costs outside Microsoft Project A Microsoft Project Gantt Chart and other reports may be included as part of the PI D. Costs and timings from a Microsoft Project schedule may be used in the Business Case A Microsoft Project Gantt Chart and other reports may be included as part of the PI D.

The Timing and Costs aspects of a Work Package may be calculated and recorded in Microsoft Project. When there is more than one task per Work Package then tasks associated with a Work Package may be tagged with a Custom Field and all the WP tasks viewed with a filter when the WP tasks are separated by other activities, or if the activities are in one location they may be demoted under a summary task. The Timing and Costs aspects of a Work Package may be calculated and recorded in Microsoft Project. When there is more than one task per Work Package then tasks associated with a Work Package may be tagged with a Custom Field and all the WP tasks viewed with a filter when the WP tasks are separated by other activities, or if the activities are in one location they may be demoted under a summary task. A Microsoft Project Schedule would be updated when a Work Package is completed and delivered.

These processes could be managed in Microsoft Project by statusing the schedule in the normal way. Microsoft Project Filters would assist in isolating Stage activities and the Baseline function would show deviation from the Approved Stage Plan. Microsoft Project Views, Tables and Filters may be used to create elements of a Highlight Report.

The impact of an issue or a risk may be evaluated using Microsoft Project. The Baseline schedule should be compared to the actuals and the performance evaluated from this comparison. New work should be entered into Microsoft Project and work initiated from a revised schedule.

114 Copyrighted material

PRINCE2111 2009 PLANNING AND CONTROL USING MICROSOFT PROJECT 2010

MANAGING PRODUCT DELIVERY ., Accept a Work Package ;... Execute a Work Package

As Authorize a Work Package, see the para above . Microsoft Project may be used to record and report the progress of a Work Package.

;... Deliver a Work Package As Receive Complete Work Package, see the para above. MANAGING A STAGE BOUNDARY ' Plan the next stage ;... Update the Project Pian

,. Update the Business Case

~ Report stage end ,. Produce an Excep6on Plan

CLOSING A PROJECT > Prepare planned closure

:.- Prepare premature closure

, Hand over Jl(oduCts

; Evaluate the project

Microsoft Project may be used to plan the next stage. The Project schedJe wou!d be updated as part of this process. Activities \'liOUid be updated with progress and compareThe closure ol a large project may need to be planned using Microsoft Project Tha closure of a large project may need to be planned using Microsoft Project The schedule could be checked 10 ensure all products have been handed over. The Microsoft Project schedule could be l'flV!ewed and notes made of delfalions.

, Recommend project closure The schedule should be checked 10 ensure all tasks have been coq>leted.

PRINCE2 THEME STEPS IN THE APPROACH TO PLANS , Design the plan

;;. Define and analyse the prodJCls

:.- ldent~y activities and dependencies

Maosolt Project may be nomnated as the panning tool in !lis process. Howe\lef it would not be used to de5ne this process, normally a word processor software package such as Microsoft Word would be used to cteate the Plan Design document. The PRINCE2 Product Based Plaoo~ lochniq.Je is a good teem que and is used to defiM and analyze products. Products may be represented as tasks, or summary lasks using the Outinlng feahsre, or by using a CUstom Oulline Code. Microsoft Project will handle this prooess as il is lhe primary p..rpose of the product

Pages: lO - 31 /334 ..... 115


> Prep~e estimates

' Prep~e the schedule ,. :;.. Analyse the risks

(throughout the whole Theme)

' ,. Document the Plan

PRODUCT BASED PLANNING

;. Write the Project Product Description

;. Create the Product breakdown structure

;. Write the Product Dese~iptions

> Create the Product now diagram

Eastwood Harris Pty Ltd

Microsoft Project may be used for estimating and has a number of functions that would assist including Labor Resources, Material Resources, Cost Resources (new to Microsoft Project 2007) and Fixed Costs. A user must be aware that a detailed schedule with many resources and costs is very difficult to update and maintain as the project progresses. Consider the use of an external estimating system or a spreadsheet and then transfer costs at a summary level to Microsoft Project Microsoft Project is designed to handle this function. Microsoft Project is not a Risk Analysis tool. It may be used to evaluate options and include risk countermeasure activities; however, it is recommended that Risk Analysis data be recorded outside Microsoft Project. The output from Microsoft Projec1 would form part of the plan. but it sholid not be the only element in the plan. Microsoft Project Views and Tables would be used to create reports for stakeholders to review the schedule.

Product Descriptions may be reoorded in Microsoft Project using a number of methods including:

:.. Notes. as an attached file, or > Custom Fields.

When data such as Product Descriptions are entered into Notes or in User Defined Fields in Microsoft Project, this information is no longer accessible to those who do not have access to the software. This may deter the use of Microsoft Project to reoord such data. Defining the Product Breakdown Structure in PRINCE2 2005 oould not be duplicated exacdy in Microsoft Projec1 due to formatting i nitations of Microsoft Project The relaxing of Ule requirements foe a Product Breakdown Structure in the 2009 edition have left some options foe the creation and display of a PBS including using Outlining or a Custom Oudlne Code structure. Other Graphical now charting tools or specialist PRINCE2 planning tools , such as ChangeAide, may be used to duplicate this process. The same comments apply here as with the Projec1 Product Description. A PRINCE2type Product Flow Diagram may be created in Microsoft Project by using the Nel\vorl< Diagramming function; h01vever, users may find this software function a little time oonsuming to use toe this pUfPOse.

116 Urhcbcrrechtlich g schutzto Materia


2 CREATING A PROJECT SCHEDULE The aim of this chapter is to give you an understanding of whal a schedule is and some practical guidance on how your schedule may be created and updated during the life of a PRINCE2 project.

2.1 Understanding Planning and Scheduling Software A project is essentially a set of unique operations or tasks to be completed in a logical order to achieve a defined oulcome by a definitive end time. A schedule is an attempt to model these tasks, their durations and their relationships to other tasks. These tasks take time to accomplish and may employ resources that may have a limited availabilrty such as people, materials, equipment, and money.

Planning and scheduling software aDows the user to: Enter the Product Breakdown Structure (PBS) of the project delivefables or products and any

other coding structures into the software, Break a project down into activities required to create the deliverables and that are entered into

the software as Tasks under the appropriate PBS node, Assign, calendars, durations, constraints, predecessors and successors of the activities and then

calculate the start and finish date of all the activities, Assign resources and/or costs, which represent people, equipment or materials, to the activities

and calculate the project resource requirements and/or cash flow, Optimize the project plan, Set Baseline Dates and Budgets to compare progress against, Use the plan to approve the commencement of woO


2.2 Understanding Your Project Before you st

PRINCE2'" 2009 PLANNING AND CONTROL USING MICROSOFT* PROJECT 2010

2.3 Leve/1 - Planning Without Resources This is the si~lest mode of planning but has limitations, p


2.3.3 Product Based Planning with Microsoft Project The PRINCE2 Product Based Planning Technique has four steps: Wrile the Project Product Description. Although as mentioned eartier this may be achieved

using notes eiC, but it wood generally be better to be completed in a more suitable applicalion such as a word processor from a lemplale, a database or a dedicated planning tool such as ChangeAide.

Defining the Product Breakdown Structure (PBS). There is no longer a requirement to display the PBS as a hierarchical tree in the PRINCE2 2009 edition, which Microsoft Project may not create, and other methods are now permitted. The PBS may be displayed in Microsoft Project using either. > Outlining, this is where summary tasks are created in Microsoft Project to represent the

hierarchical breakdown: Task Name

1 9 Specialtstt Products 2 8 Collective Group 1 3 PrcdJCt I

~ Prod.Jct 2 5 Ptod Jcl '3 6 S Colledtve Gtoup 2 7 Prcd Jcl 4 8 PrOdJC:I 5 9 ProdJt l 6

"). Or, using a Custom Outline Code, see the picture below, and activities may be grouped using this coding structure:

[dlt lookup To1blc for 'Pro duel Breakdown Struclurc IX I~ ~ _!_] ..::.1 ~ .1J ~ ~ kl E::J

'

.~ '"'"'

OuiJreCOde ~lpl:~ !I I 8 1 j Pfo~t z ::i n jcok


Product Descriptions may be recorded in Microsoft Project in Notes, or as an attached file. or by using Custom Fields. When data is recorded In Microsoft Project, this information is no longer accessible to those who do not have access to the sol!ware. This may deter the use of Microsoft Prqect to record such data.

A Product Flow Diagram (PFD) may be created in Microsoft Projec~ see picture below, using the Network Diagramming function as the Products have been entered as tasks. Users may find the Network Diagramming function too time consuming to create a PFD, and there are some restrictions on the formatting of the boxes around the task descriptions such as the use of an ellipse for External Products.

The Project Approval External Product below is formatted with a stretched octagon and not an ellipse as was mandated In earlier versions or PRINCE2, but an ellipse Is not a Microsoft Project formatting option.

Proj:l:t A.PP"O\' ...

r' ......

A"Cd..c.ll Ft~l ~

..

I"Y((iJCt.)

/ '

"'"""s Prcx:l.r.:1;4 ..

Fr~t6 tc'"

2.3.4 Defining Other Project Coding Structures Other coding structures may be required to Group, Summarize and/or Finer activities that meet set criteria and therefore are used to provide darity when working on or reviewing parts of the project schedule. These coding structures may include:

PBS

WBS

OBS

CBS SBS

Product Breakdown Structure, the method used by the PRJNCE2 Product Based Planting Technique. Work Breakdown Structure, breaking down the project into the elements of work required to complete a project. Organization Breakdown Structure. showing the hierarchical management structure of a project. Contract Breakdown Structure, showing the breakdovm of contracts. System Breakdown Structure, showing the eleme11ts of a complex system.

Other coding structures may also be required to identify items: Project PRINCE2 Stages or Phases or such as design, procure, install and test Physical locations such as sites, buildings or floors In a building Disciplines such as Civil, Electrical, Mechanical Stakeholders, responsibility, who the work has been assigned to and who reports progress.

Eastwood Harris Ply Ltd Urhcbcrrechtlich g schutzto Materia


The prlocipal method to assign a project breakdown structure to a project in Microsoft Project is through the Outtining function. The Outlining function may be used to define some, but often not all. of the coding structures listed above.

When OuUining is NOT used to represent the PRINCE2 Product Breakdown Structure and is used to represent another project ll'eakdown structure, then a Custom OuUine Code may be used the represent the Product Breakdown Structure. Other codes may be assigned to tasks using Custom Outline Codes, which are hierarchical code structures, or Custom Fields. Before creating a project you should decide which is your primary project ll'eakdown structure and design your other project breakdown structures by asking the following types of questions: What ..-e the most suitable prim..-y project breakdown structures? In a PRINCE2 project~ wolld

normally be the Product Breakdown Structure. Which phases are involved in the project? (E.g., Design, Procure, Install and Test) Which discipfines are participating? (E.g .. Civil, Mechanical and Bectrical) Which depanments ..-e involved in the project? (E.g., Sales, Procurement and Installation) What worl< is expected to be contracted out and which contractors ..-e used? How many sites or areas are there in the project?

Use the responses to these and other similar questions to create the project breakdown structures required to plan and control the project The main decision at this point in time is to decide if the Product Breakdown Structure to be represented with OuUining or a Customized Code. OuUining is the simplest to use.

2.3.5 Adding Tasks to Represent Stages, Products or Activities Microsoft Project is a 'top down' scheduling tool and is ideally suited to project planning using summary activities, created using the OuUining function, as Stages and Products in a Project Plan as per the example below:

PRINCE2 Project Schedule

1 r-J Pf~ St:NIUII 2 i) Sty1

?:ill!tltll

If Products are entered as single activities as per the picture above, the Network Diagram may be used to create a Product Flow Diagram. When Collective Groupings are added as sulllllary tasks then these may be fiHered out to produce a Product Flow Diagram.

Eastwood Harris Pty Ltd 2-6 Urhcbcrrechtlich g schutzto Materia

PRINCE2"' 2009 PLANNING AND CONTROL USING MICROSOFl"PROJECT 2010

On the other hand, when a Custom Outline Code is used to create a Product Breakdown Structure, then a Product FlO\'/ Diagram may not be created utilizing the Network Diagram function.

In a PRINCE2 project the Activity Ust is created in the PRINCE2 Activity Identify activities and dependencie$ and the Estimate is created in the PRINCE2 Activity Estimating. This information should be used to breakdown the project schedule into tasks, resources and costs and may provide an indication of how long the wort will take. These two processes could be completed using Microsoft Project. As Stage Plans are created the Activities that a-e required to produce the Products may be added below the original Product tasks. This Product task is converted into a parent task and tile Activities required to deliver the Products are entered as Detailed tasks. See the following example:

PRINCE2 Project Schedule and Stage 1 Schedule Combined

Attrttr 1.1 .. ..., 1 2

6 AcMt 1.3 Produc:tl

8 Acfitl2 1

'

8 Stugc2 PI'O


2.3.7 Defining Activities and Using Milestones Activities may have van able durations depending on the number of resources assigned. You may find that one activity that takes 4 days using 4 workers may take 2 days using 8wor1


Both Mandatory dependencies and Discretionary dependencies are entered into Microsoft Project as activity relationships or logic links. The software does not provide a method of identifying the type of relationship because notes or codes may not be attached to relationships. A Note may be added to either the predecessor or successor activity to explain the relationship.

External dependencies are usually events outside the control of the project team that impact on the schedule. An example would be the availability of a sije to start work. This Is usually represented in Microscft Project by a Milestone which has a constrant applied to il This topic is discussed in more detail in the next section.

The software will calculate the start and finish dates for each activity. The end date of the project is calctJiated from tile start date of tile project, the logic amongst the activities, any Leads (often referred to as Ne~Jafive Lag) or Lags appfred to the logic and durations of the activities. The pictures below show the effect of a lag and a lead on the start of a successor activity:

It is good practice to create a Closed Network with the logic. In a Closed Ne1worll, aU tasks have one or more predecesscrs and one or more successors except: The project start milestone or fll'St task which has no predecesscrs, and The finish milestone or finish task which has no successors.

The project's logic must not loop back on itself. Looping would occur if the logic were stated that A preceded B, B preceded C, and C preceded A. Thars not a logical project situation and will cause an erra comment to be generated by the scftware during network calctJiations.

Thus, when the logic is correctiy applied, a delay to a task will delay all its successcr tasks and delay the project end date when there is Insufficient spare slippage time to accommodate the delay. This spare time is nOfffially called Float but Microsoft Project uses the term Slack. The picture below shows Product 4 has 2 days Total Float.

T-ask Name Total Float 12 May 'I o g >~an o 5

"' T w T F s S l ,. T 1"1 I T F I S

I C Ptoject Schedule Od.lys 2 i::l Stage 1 OlllOY<

3 Product 1 Odays l ' 4 PfOdutt 2 a days .,

5 l:l Stage 2 r-~:: ,. j . 6 Produc-t 3 - l ' :I 7 Product 4 2days ;: I ' ~ e Produt15 Odays I



2.3.9 Constraints Constraints may model the impact of events outside the logical sequence of tasks. A constraint woud be imposed to specifiC dates such as the availability of a facil~y to start work or the required completion date of a project Constraints should be etossreferenced to the supporting documentation. such as Milestone Dates from contract documentation. Typical examples of constraints would be: Start No Earlier Than lor the availability ol a site or building, and Finish No later Than for the date that a product must be delivered by. In PRINCE2 a conslraint may well be used to fix in time the availability of an External Product

2.3.10 Risk Analysis The process of planning a projea may identify risks and in a PRINCE2 model this pr


Product 2 may be delayed 4 days before It will delay Product 5 (work will not t


2.3.15 Issuing the Plan All members of the project team should review the project plan in an attempt to: Optimize the process and methods employed, and Gain oonsensus among team members as to the project's logic, durations, and Product

Breakdown Structure.

Correspondence should be used to communicate expectations ol team members while providing each with the opportunity to contribute to the schedule and further improve the outoome.

2.4 Level 2- Monitoring Progress Without Resources

2.4.1 Setting the Baseline The optimized and agreed-to plan is used as a baseline for measuling progress and monitortng change. The software can record the baseline dales of each activity for comparison against actual progress during the rde of the project. These planned dates ;se stored in the Baseline date fields and displayed as the upper bars in the picture belovr.

l Uit ll\M I'"""'" "" - """ - 1~ ]~~2nb u r~ , .. , -

.,~ ~ ~L!.J!:.I~ -!i Sl.wti"A!t'Xh!l 0.,,,.

'" '"' :r~

'"" ~ : ;.~I $Cb}~

" ' "" .... .. .. L


The schedule may be statused after this information has been collected. The recorded progress is COOllared to the Target dates, ekher graphically or by using cohmns of data such as the Finish Variance column:

-,,,.~ ... ~ "'(;o&Jfd~ .... '"" r~t ~" ,r,~ ~ I SFfb p2r.tt ti .... I Vlli'U :!1! MIIEI' ~' I ! err @IT I' !,iii- I rW!i 1f ! ! iiillli ~

' s.'"', .. ~ C~t ~'M~ ""'' "' '"~ 2'>'~ lo~ ''1$

,, ~; ;. : ,, :.

Whatever the frequency chosen for statusing, you will have to collect the fol01~ng information in order to status a schedule: Actual Start Dates of tasks that have begun, whether they were planned to start or no~ Percentage Complete and Remaining Duration or Expected Finish date for started, but

incomplete tasks. Actual Finish Dates for completed tasks, and Any revisions to tasks that have not yet started.

The schedule may be statused after this information has been collected in Review Worll Package Status activity and Reviewing the stage status activity. The recorded progress is then compared to the Baseline Dates.

At this point it may be necessary to further optimize the schedule to meet the required end date by discussing the schedule with the appropriate project team members. The Data Date is NOT the date that the report is printed out but rather the date that reflects when the status information was gathered.



2.5 Level 3- Planning With Resources

2.5.1 Estimating or Planning for Control There are two modes that the software may be used at Level3. Estimating. In this mode the objective is to create a schedule with costs that are being used as

an estimate and the schedule will never be statused. Activities may have many resources assigned to them to develop an accurate cost estimate and include many items that would never be updated in the process of statusing a schedule.

Planning for Control. In this mode the intention is to assign actual units (hours) and costs to resources, then calculate units and costs to completion, and possibly conduct an Earned Value analysis. In this situation it is important to ensure the minimum number of resources are assigned to activities, and preferably only one resource assigned to each activity. The process of statusing a schedule becomes extremely difficult and time consuming when a resooo:ed schedule has many resources per activity. The schedtAer is then in threat of becoming a timekeeper and may lose sight of other important functions, such as calculating the forecast to complete and the project finish date.

2.5.2 The Balance Between the Number of Activities and Resources When Planning for Control on large or complex schedules, it is important to maintain a balance between the number of activities and the number of resources that are planned and tracked. As a general rule, the more activities a schedule has, the fewer resources should be created and assigned to activities.

When there is a schedule with a la-ge number of activities and a large number of resources assigned to each activity, the resu~ may be a schedule that members of the project tea-n cannot understand and that the scheduler cannot maintain.

Instead of assigning lndividu~ resoiJ'ces, such as people by na-ne, consider using Skits or Trades, and on very large projects use Crews or Teams. This technique is not so important when you are using a schedule to estimate the direct cost of a project (by assigning costs to the resources) or if you will not use the schedtAe to track a projecfs progress (such as a schedule that is used to support written proposals). Therefore, it is more important to minimize the number of resources in la-ge schedules that will be updated regularly, since updating every resource assigned to each activity at each schedule update is very time consuming.



2.5.3 Creating and Using Resources Firs~ establish a resource pool by entering all the project resources required on the project into a table in the software. You then assign the required quantity of each resource to the tasks-

A resource in planning and schedufing software may represent an individual person, a skill or trade, individual pieces of equipment, fleets of equipment, a team or crew, material, space or funds. Each resource may have a quantity and an associated cost.

Entering a cost rate for each resource enables you to conduct a resource cost analysis, such as co~aring the cost of supplementing ove~oaded resources against the cost of extending the project deadline.

Costs may also be assigned to tasks without the use of resources by using the Fixed Cost function, or 1vith out a quantity In Microsoft Project 2007 using the Cost Resource function. Time-phased cash flows and budgets may be produced from this resource/cost data.

2.5.4 Resource Calendars, Activity Types and Driving Resources These are additional features that enable ll1e user to more accurately model real-life situations. These features add a level of complexity ll1at should be used only when the environment demands their use and should be avoided by inexperienced schedulers.

2.5.5 Task Types Tasks may be assigned a Type, which affects how resources are calculated. There are additional software features that enable t11e user to more accurately model reallife situations. These features are covered in Chapter 17 CREATING RESOURCES AND COSTS.

2.5.6 Resource Graphs and Usage Tables These features allow the display and analysis of project resource requirements both in tables and graphically.

The data may be exported to Excel for further analysis and presentation.

2.5.7 Resource Leveling The schedule may now have to be resource leveled to: Reduce peaks and smooth the resource requirements, or Reduce resource demand to the available mxnber of resources, or Reduce demand to an available cash flow when a project is being financed on a customer's

income.

The process of leveling is defined as delaying activities until resources become available. There are several metllods of delaying activities and thus leveling a schedule, which are outlined in Chapter 19 RESOURCE OPTIMIZATION.

Eastwood Harris Ply Ltd 2-15 Urhcbcrrechtlich g schutzto Materia


2.6 Level4- Monitoring Progress of a Resourced Schedule

2.6.1 Statusing Projern with Resources When you status (update) a prqect ,.,;Ill resources you will need to collect some additional information that may include: The quantities or hours and/or costs spent to date per activity for each resource, and The quantities or hours and/or costs required per resource to complete each activity.

You may then status a resourced schedule with tills data.

Once the schedule has been statused tllen a review of the future resource requirements, Project and Stage end dates, cash flows and performance may be made.

Statusing a resourced schedule is time consuming and requires experience and a good understancing of how the software calculates. It should ideal y be attempted by experienced users or novice under tile guidance or an experienced user.

2.7 Managing PRINCE2 Project, Stage and Work Package Plans Microsoft Project may be used for the management or Programmes, Portfotios, Projects, Stages and Work Pacf(ages. l'lihen using Microsoft Project tllere are several options for managing tllese plans and tile same techniques may be applied to programmes and por11olios: Each Project. Stage and Work Package is managed as an individual schedule. The Prqect

schedule is manually updated from tile Stage schedules and the Stage schedules manually updated from the Work Pacf(age schedules. This is technically the simplest procedure. The advantage of having two separate schedules is the ability or the Project Manager to provide a tight schedule, with a small Tolerance at Stage level, which allows the Project Manager to pressure contractors to supply Products eartler than Indicated by the Project Plan. Also, different people may manage each schedule.

All Project. Stage and Work Package products and activities could be entered into and managed as one schedule and, W resoll'ced, share a resource pool. This situation is beneficial when one person is updating all the levels of schedule.

The Stage and Project schedules could be separate schedules and the Stage could be Inserted into the Project schedule using the Project. Insert function. In this Master Project and Subproject

environmen~ resources may be shared from a Resource pool. This method only should be attempted once a scheduler has a high level of experience with Microsoft Project, as this is not a simple process to administer.

Microsoft Project Server could be i~lemented when tile project personnel are in different locations or access is required over the Internet by subcontractors.



3 NAVIGATION AND SETTING THE OPTIONS

3.1 Identify the Parts of the Project Screen Mer starting Microsoft Project a project will be created tides Project1 and the defautt Microsoft Project 2010 screen will look like this:

Selett All

button

Table

Status bar

Olick Access Tool bar

Ribbon Toolbar

. ~ ... . "'" . ~

Scroll bars

Timescale

" . , ... Jt I M W' . ' .

Split Screen bar

Microsoft Project has the Ribbon style menu system with a typical Windows lookandfeel. The Ribbon works in a simlar way to the Microsoft Office products with a Ribbon. The project name is displayed before Microsoft Project at the top left-hand side of the screen. The Ribbon by default is displayed below lhe Quick Access Tool bar. This is a combination of

both the traditiona menu and toolbar buttons. The main display has lhe Bar Chart or Gantt Chart on the righthand side, lhe Timescale above,

and the Table of Data Columns on the left-hand side with their tides above them. The divider between the two areas may be dragged from side to side by holding down the left mouse button.

The horizontal Scroll Bars are at the bottom of the screen and the Status Bar is below the Scroll Bars. The vertical Scroll Bar Is at the right-hand side of the screen.

The new Zoom Slider which is used for scaling the timescale is displayed in the bottom right hand side of the screen in the Status Bar.

The grouping of the Ribbon commands is by software fu~tions such as Projec~ Task etc and not by scheduling ru~tion such as creating or updating. Users therefore continually swap from one Ribbon menu to anolher while operating the softwa-e. You should therefore consider tiding the Ribbon and oolding your own Quick Access Toolbar below the Ribbon with the commands in logical groupings.


PRINCE2"1 2009 PLANNING AND CONTROL USING MICROSOFT PROJECT 2010

3.2 Customizing the Screen The screen may be customized in a number of ways to suit your preferences. With the implementation of the Ribbon Toolbar introduced in Microsoft Project 2010 users migrating from earlier versions of Microsoft Project will have to learn the new location of all the commands. 3.2.1 Ribbon Toolbar The toolbars will not be covered in detail in this book as they operate the same way as all other Microsoft products but the key issues will be outlined.

The Ribbon Toolbar has Tabs along the top and Ribbon Groups, which are groups of Command Buttons, below the Ribbon Tabs. These Ribbon Groups were either menu items or tool bars in earlier versions of Microsoft Project. The Ribbon Format tab Groups of buttons will change as different Views are opened. Two examples of different Formats Groups of buttons are displayed below:

Significant productivity improvements may be made by ensuring that frequently used functions are made available on the Quick Access Toolbar and that the Ribbon Toolbar is optimized by adding and removing buttons. Right-clicking in the Ribbon will display the Ribbon menu, see the picture below:

Quick Access Toolbar.

Ribbon Toolbar View Group title.

FroJct

Y libri

Add to Quick Access Toolbar

"ustomize Quick Access Toolbar ...

11

S,l\ow QulckAcce~s Toolbllr Below the Ribbon

customize. the Blbbon ... Minimize th~ Ribbon

-------..

Ribbon Toolbar Related View.

Ribbon Toolbar tabs.

Right click here to show Ribbon T oolbar menu.

The ~dd to Quick Access Toolbar will add a selected Ribbon Toolbar button to the Quick Access Toolbar. By default the Quick Access Toolbar is positioned at the top right-hand side of the screen and is always displayed.

The ~ustomize Quick Access Toolbar ... opens the Project Options form Quick Access Toolbar tab where buttons may be added to or removed from the Quick Access Toolbar.

Eastwood Harris Pty Ltd 32 Copynght xi mc>~~>rial


Quick Access T oolbar may be moved below the Ribbon T oolbar by clicking on the ~how Quick Access Toolbar Below the Ribbon. Ills recommended that you select this option and move the Quick Access Toolbar below the Ribbon Toolbar as more buttons may then be displayed and the bar is nol truncated by the Project Name at the top of the screen.

Customize the Ribbon ... opens the Project Options form, Customize Ribbon tab where buttons may be added to or removed from the Ribbon Toolbar.

M!nimlze the Rlbbon 11des the Ribbon Tool bar and just leaves the menu displayed at the top. Clicking on one of the menu items will display the Ribbon Toolbar. This is a reoommended setting. The Ribbon Tool bar may also be minimized by clicking on the~ and IB! buttons in the top righthand oomer of the screen.

Ribbon Tabs, Groups of oommand buttons and individual Command Buttons may be added to or removed from the Ribbon by selecting File, Options and selecting the Customize Ribbon tab.

Some Ribbon tabs will change their oontents to suit the view that has been selected and is active, this is covered further in the next paragraphs.

3.2.2 Quick Access Toolbar In the picture below the: Quick Aocess Toolbar may be moved below the Ribbon bar by clicking on the how Quick

Access Toolbar Below the Ribbon. The Ribbon Toolbar has been hidden using M!nlmize the Ribbon.

Oick on the Iii button on the Quick Access Toolbar to display the Quick Access Toolbar menu:

-.-:::-1==,...------i OJ~turnilee Qouic;k Ac.:cs~ Toot~ llfv; Q!Jck Access

T oolbar has been moved below the Ribbon bar.

Checked buttons are displayed on the Quick Access Tool bar.

Optn

E~!4il

Q .. mk f'fn !1111\t Pl~i ew Utdu

Vitw

Opcrt r..enr.:~ fil e

,Wi>t~ CO~)Mo!nds ... ~;bbon

The buttons that are checked are displayed In the Quick Access Toolbar. Buttons left unchecked will be displayed In the drop-down menu by clicking on the.Customlze

Quick Access Toolbar liJ button. More Commands ... opens the Project Options form, Quick Access Toolbar tab where buttons

may be added to or removed from the Ribbon Tool bar.



3.3 Microsoft Project 2010 Windows 3.3.1 Understanding Windows in Microsoft Project 2010 In Microsoft Project 2010 multiple projects may be opened and muhiple windows for each project may also be opened at the same time. Each window may be assigned a different View. This is similar to the way ASia Powerproject operates. The picture below shows three views of the same project have been opened at the same time, with the Gantt Chart view on the left being split

--.. ~ " . . . . . . .

I o I 11 10 .. oJ :oa:.=>~~oaa J: =;o >'~ll:: lO ....

3.3.2 Creating a New Window As each project is opened ~ is displayed with the Gantt Chart View. Additiona windows may be created by: Selecting View, Window group, New Window Select the project that requires the new window

from the New Window form, The new window may be formatted using the

Ribbon, View tab. This topic is covered in later chapters.

3.3.3 Managing Windows The Ribbon. View tab, Window group has the following Command Buttons:

Rl' Switch Windows c - allowing another 1o,indow to be selected, Arrange All 3 -arranging the windows as per the picture above Hide Window Ci -which wil hide a window from view, the window will

~t : NtYI -

Vlindow -"' '.Vmdc-.y

not be displayed using the Arrange All function and the Hide Window command has to be used to display the window again.

Eastwood Harris Pty Ltd Urhcbcrrechtlich g schutzto Materia

PRINCE2"' 2009 PLANNING AND CONTROL USING MICROSOFT& PROJECT 2010

3.3.4 Resizing Windows A window may be: Resized by dragging with the mouse, or Maximized using the Maximize button at the top righthand comer of each window.

3.3.5 Splitting Views A window may be spl~ horizontally into two panes. A different View may be displayed in each pane. This is termed Dual-Pane view. To open or close the dual-pane view: Select View, Split View group Details check box to split or uncheck to remove the split, or Grab the horizontal dividing bar at the bottom of the screen (see the picture in section 4.1) by

holding down the left mouse button and dragging the line to resize the panes. Right-click in the right-hand side of the top fPane and you wiO, in most views, be able to display a

menu with a check box to Show .plil Doubl~lick the dividing line or drag it to al'so remove or open the split window.

Active pane has darl< band

Grab this line with lli""e--mouse to split and resize the screen

. !"'- ~ "I r..- . .,, ' D _ ..... Col I < .... -'-':t'l1 - Wli! T 'j --... -M ... - . ... - " 0 , c.-1-~.oto........... ,..,. - .c.-;.,, ,, .. )'!,

; ....... ,~-00'(- l


3.3.6 Managing Details Forms Some Views displayed in Panes have ft.rther options for displaying data. These are tilled Details forms. The Details fonns may be selected, when available. by: Making Ule pane active, Ulen Rightdick in U1e right-hand side of the screen and

clicking the required fonn, see Ule example to the left of this menu:

3.4 Status Bar The Status Bar, located at the bottom of the screen, may be fonnatted by rightcficking on it

Cu.Wm'li.n: St.-hi$ a. ~ CrUModr 2J 0'

PRINCE2nt2009 PLANNING AND CONTROL USING MlCROSOFTe PROJECT 2010

3.7 Finding the Task Bars in the Gantt Chart When there are no bars displayed it is sometimes cifftcult to find them.

To find a task bar: Select a task that you wish to find the cOl responding bar,

Select the Task, Editing grol.p, ~ Scroll to Task button, This v.;n move the Gantt Chart Timescale to display the task bar.

3.8 Setting up the Options The basic parameters of the software must be configured so it will operate the way you desire. In Ol'der fOI' the software to operate and/or calculate the way you want, some of the defaults must be tumed on, or off, or changed. These configuration items may be found under File, Options.

Tlls book assumes you have a standard install of Microsoft Project 2010, either Standard or Professional versions, and the Options and Global template have not been ediled. We will discuss some of the more important Options now. All the Options are discussed in detail in lhe OPTIONS chapter. If you have a non standard install of Microsoft Project 2010 you may need to read the OPTIONS chapter to check and understand how your software is set up.

3.8.1 GeneraiTab Select Flle, Options to display the Options form and select the General tab:

[ Gcn

J;oiOI ,.,..,.. sw .. E SqnT~> U~ $hoYf tc~tuc- Cl.-letpctoM ~ Suctnl;ps

Ott-!ltW 1011111 tNot Dot t t ll'll.ll' 7! HI> '09

llru """'"tl hu f Hn1 !Mial>. PO~

-

t ot ) f Cw~ ]

Default ~lew: is the view that Is app~ed lo any project when it is opened. II is recommended to settlls to Gantt Chart.

Oat~ format: is used to seleot1he display style of the dates for all projects. The date format will be displayed acoorcfng to a corrt>ination of your system default settings and the Microsoft Project Options setbngs. You may ad'~st your date formal under the system Control Panel, Regional and Language ~tions and the MICfosolt Project settings in the Options foml, which are covered in the OPTIONS chapter.

Pages; ~4 55 {334 + +I 37

0 PRINCE2n1 2009 PLANNING AND CONTROL USING MICROSOFT" PROJECT 2010

There is often confusion on international projects between the numerical US date style, mmddyy and the numerical European date st)ie, ddmmyy. For example, in the United States 020712 is read as 07 Feb 12 and in many other countries as 02 Jul 12. You should consider adopting either the ddmmmyy style, 06 Jan '12 or mmmddyy style, Jan 06 '12 for all your plans to avoid these misunderstandings especially when the project involves parties from witllin and outside tile US on one project.

3.8.2 Schedule Tab- Scheduling options for this project: Many of the default f1Ucrosoft Project Schedule options make the software operate at a more complex level making the software difficult for all users. It is suggested that the settings discussed below are considered as a starting point for an projects. Select the Schedule tab and scroll down to the Scheduling options for this project::

!h piJ)' (j.fW1~~\HN';tfd! ~~O'StiWCI111td w &Jto HhCII\:Itdb,b ~thoc.J "'Ie


Duration Is entered In: - This option specifies the format in which durations are entered via the keyboard. If Day is selected as Ule default, 1hen a duration of 2 days is entered as 2 (1ofithout the d). If Hours is selected as Ule defaul~ 1hen a 2-day duration should be enteroo as 2d. Normally days are selected here unless your project is a very short duration and you wish to display the durations in hours.

Default task type:- This option becomes active when resources are assigned and should be set to ei1her Fixed Duration when the user does not want the duration of tasks to change as resources are modifoed or Fixed Units when the user prefers the estimate at oompletion not to change as task durations are ooitoo. This topic is covered in more detail in the OPTIONS and RESOURCES chapters.

New tasks are effort driven-This option becomes active when resources are assigned to tasks artd the author recommends this should be unchecked. The reasons are coveroo in detail in the OPTIONS and RESOURCES chapters. If this is left checked and more than one resource is assigned to a task then eitller the Duration or resource Units per Time Period will change which may become oonlusing for new users.

Autolink inserted or moved tasks option will result in relationships being changoo when tasks are dragged to another position. This should NOT normally be checked.

SQ6t in-progress tasks wiU make some tasks spl~ when they actually start before their prooecessors. This can get confusing for new users when tasks generate spl~s. This function also creates a more oonservative schedule normally taking longer to complete the tasks. The author suggests that new users turn this option off until they have some experience with 1he software.

Update Manually Schoouled tasks when editing tinks makes Manually Scheduled tasks acknowledge their relationships when 1hey are assigned a predecessor. A Manually Scheduled task will not move in time if the option is checked or not when it does not have a predecessor.

Tasks will alwaY.' honor their oonstraint dates results in Ule possibility of tasks being scheduled earlier than it is technically possible. This shoold NOT ever be checked.

Estimated Durations - These two options do not affect the calculation of projects. When checked a new task is assigned an estimated duration and has a "?'


3.9 Mouse Pointers There are a number of mouse pointers and this table will outline the important ones:

Mouse Pointers when hovering over a table: 0 Select cell :t-..

T .:~

+--

Adjusts width of a row Select rON Select column Drag one or more rows or columns to move them to a new location Drag Cell Displayed when hovering over the Task name and used lor indenting and outdenting tasks

Mouse Pointers when hovering over a bar in the Gantt Chart: iil> Increase or decrease task duration $ Select task, before linking or dragging a task 30& After selecting a task. dragging left or right will move the task and set a constraint

PRINCE21M 2009 PLANNING AND CONTROL USING MICROSOFT& PROJECT 2010

3.10 Workshop 1 - Navigation and Setting Your Project Options

Background In this workshop you will also practice navigating around the screen, set the options to anow durations to be entered in days, ensure that a useful date fo1111at is displayed and ensure other options are set so the software operates in a simpler mode than the standard defaults.

prince2™ 2009 planning and control using microsoft®project 2010

Documents

microsoft project book

microsoft office project

microsoft project professional

microsoft project standard

versatmty of microsoft

wi1h microsoft project

lvucrosoft project

microsoftioffice project