Project Management Templates

PM Milestone 7000 Project Management Templates

The PM Milestone has helped thousands of Project Managers around the world in managing a variety of projects across various industries. These professional tools will give you the daily resources to deliver projects from conception to closeout, ensuring the same rigour that goes into the selection of your project ensures the successful delivery of it. The documents have been created to look professional and will most certainly save you time and money as well as a lot of frustration and heart ache. Now you no longer need to mess around re-creating project documents with Word, Excel, PowerPoint, Visio, just use PMMilestone to build all your Reports, Spreadsheets, Plan, Proposal, Registers, Logs and moreeffortlessly! Continue reading...

PM Milestone Project Management Templates Summary


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Contents: 7000 Project Management Templates
Author: Hassan Eliwa, Yosif Limited
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All of the information that the author discovered has been compiled into a downloadable pdf so that purchasers of PM Milestone Project Management can begin putting the methods it teaches to use as soon as possible.

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What Is Project Management

Project management is an iterative process that involves four major phases, as shown in Figure 1-1 and described in Table 1-1. 14 Chapter 1 - introduction to IT Project Management Table 1-1 describes the focus of each project management phase. This distinguishes between project activities (development, testing, etc.) and project management. Emphasize team management and activity tracking and reporting. PROJECT MANAGEMENT SKILLS Research has identified the following skills required for strong project management. The following topics will be discussed

Developing the Project Management Plan

The first process in the Planning process group is the Develop Project Management Plan process. It's first for good reason. This process is part of the Integration Management Knowledge Area and is concerned with defining, coordinating, and integrating all the various subsidiary project plans. This process involves defining and documenting the processes you're going to use to manage this project. For example, let's say you and the project team have determined you will use project management processes involving costs, human resources, risks, and a project schedule. (Warning This is a demonstration only don't try this at home. In reality, professionals perform many more processes than this on a typical project.) Each particular process might have a management plan that describes it. For instance, a cost management plan (an example of a subsidiary plan) would describe how costs will be managed and controlled and how changes to costs will be approved and managed throughout the project. The...

Developing the Project Schedule

The Develop Schedule process is the heart of the Planning process group. This is where you lay out the schedule for your project activities, determine their start and finish dates, and finalize activity sequences and durations. Develop Schedule, along with Estimate Activity Resources and Estimate Activity Durations, is repeated several times before you actually come up with the project schedule. Most project management software programs today can automatically build a schedule for you once you've entered the needed information for the activities. The project schedule, once it's approved, serves as the schedule baseline for the project that you can track against in later processes. lect Requirements, Define Scope, Create WBS, Define Activities, Sequence Activities, Estimate Activity Durations, and Develop Human Resource Plan. In practice, it's also beneficial to perform Identify Risks, Perform Qualitative Risk Analysis, Perform Quantitative Risk Analysis, Plan Risk Responses, and Plan...

Project Schedule and Budget

At this point, you should have all the data you need to develop a preliminary schedule and budget based on the information defined in your WBS.You'll need to enter your WBS into a project management software tool if you want to use automated scheduling features (highly recom-mended).You'll need to look at resource constraints as well as dependencies. In this project, you may have four sub-teams performing project work but there may be overlap. It's conceivable (perhaps likely) that you'll have the same or overlapping resources on your policy management sec

Project Management

During the past ten years, large companies have restructured into strategic business units (SBUs). An SBU is a grouping of functional units that have the responsibility for profit (or loss) of part of the organization's core businesses. Figure 3-17 shows how one of the automotive suppliers restructured into three SBUs one each for Ford, Chrysler, and General Motors. Each strategic business unit is large enough to maintain its own project and program managers. The executive in charge of the strategic business unit may act as the sponsor for all of the program and project managers within the SBU. The major benefit of these types of project management SBUs is that it allows the SBU to work more closely with the customer. It is a customer-focused organizational structure. FIGURE 3-17. Strategic business unit project management. FIGURE 3-17. Strategic business unit project management.

The Most Important Trait of a Project Manager

Arguably, the most important skill a project manager can have, even including technical skills, is outstanding communication capabilities. Projects headed by project managers with excellent communications skills will likely succeed even if the manager lacks in other skill areas. I know of a successful, 15 million development project undertaken by a state government that was headed by a non-IT project manager. The project manager on this project had little IT technical knowledge but had extensive experience in project management as a construction PM. Those skills, primarily communication skills, carried this project to a successful conclusion. Project managers are not necessarily technical experts and don t need to be in all cases. However, technical expertise is needed, somewhere, on IT projects, so it' s a good idea to include technical experts on your project team. If you' re a nontechnical project manager, you' l l rely on these folks quite heavily throughout the course of the...

Plan Risk Responses

Plan Risk Responses is the process of developing options and actions to enhance opportunities and to reduce threats to project objectives (Figures 11 -17 and 11 -18). It follows the Perform Qualitative Risk Analysis process and the Perform Quantitative Risk Analysis process (if used). It includes the identification and assignment of one person (the risk response owner ) to take responsibility for each agreed-to and funded risk response. Plan Risk Responses addresses the risks by their priority, inserting resources and activities into the budget, schedule and project management plan as needed. Planned risk responses must be appropriate to the significance of the risk, cost effective in meeting the challenge, realistic within the project context, agreed upon by all parties involved, and owned by a responsible person. They must also be timely. Selecting the best risk response from several options is often required. The Plan Risk Responses section presents commonly used approaches to...

Portions of a schedule activity or the project can finish based on the schedule network logic the data date and any

In the critical path method, the earliest possible point in time on which the uncompleted portions of a schedule activity (or the project) can start, based on the schedule network logic, the data date, and any schedule constraints. Early start dates can change as the project progresses and as changes are made to the project management plan. Earned Value (EV). The value of work performed expressed in terms of the approved budget assigned to that work for a schedule activity or work breakdown structure component. Also referred to as the budgeted cost of work performed (BCWP). Effort. The number of labor units required to complete a schedule activity or work breakdown structure component. Usually expressed as staff hours, staff days, or staff weeks. Contrast with duration. organizational environmental factors that surround or influence the project's success.These factors are from any or all of the enterprises involved in the project, and include organizational...

Bringing Improved Project Management Practices to the Workplace

Knowing best practices isn't the same as actually using them. To improve your project management in the workplace, you must first recognize situations where you can apply new techniques and approaches and be totally familiar with how to apply them. You also need to be willing to help others understand how to adopt the new practices, and you have to unlearn the ineffective practices you've been using.

Work Breakdown Structure

In this chapter, we discuss the Work Breakdown Structure, a critical project management tool. The Work Breakdown Structure is a methodology for determining project activities by systematically breaking the project into deliverable-oriented packages. It is a systematic analysis of the full scope of the project, defining all the deliverables, and all of the activities required to produce the deliverables. The team identifies all of the project activities by creating a Work Breakdown Structure. When they finish they will have a picture of the full project. Then the team can proceed with the work, ensuring that all aspects of the project are covered. If any activity is not in the Work Breakdown Structure, it is not in the project. Therefore no one on the team should be working on it. So everything that is to be done to complete the project must show up in the Work Breakdown Structure -commonly known as the WBS. This includes all activities related to delivering the product as well as all...

The Nature of Project Management

With respect to organization, project management calls for the appointment of one person, the project manager, who has responsibility for the detailed planning, coordination, and ultimate outcome of the project. Usually appointed from the middle management ranks, the project manager is supplied with a team, often numbering no more than half a dozen people for a 10 million project. Team members, drawn from the various functional departments involved in the project, report directly to the project manager. Within the limits of the project, the project manager's responsibility and authority are interfunctional, like that of top management for the company as a whole. Despite this similarity, however, this function cannot safely be superimposed on a top executive's normal workload. Every company 1 know that has tried giving operating responsibility for the management of a complex project to a division manager is soon swamped in a tidal wave of detail. Most projects call for more and faster...

Stress in Project Management

The factors that serve to make any occupation especially stressful are responsibility without the authority or ability to exert control, a necessity for perfection, the pressure of deadlines, role ambiguity, role conflict, role overload, the crossing of organizational boundaries, responsibility for the actions of subordinates, and the necessity to keep up with the information explosions or technological breakthroughs. Project managers have all of these factors included in their jobs. A project manager has his resources controlled by line management, yet the responsibilities of bringing a project to completion by a prescribed deadline are his. A project manager may be told to increase the work output, while the work force is simultaneously being cut. Project managers are expected to get work out on schedule, but are often not permitted to pay overtime. One project manager described it this way I have to implement plans I didn't design, but if the project fails, I'm responsible. Project...

Project Management Demystified

Before looking more closely at methodologies, we need to be aware of the key tasks that a project manager performs on any project (see Table 1.1). These are not all the objectives that you might encounter on a specific project, but the list will give you a basic feeling for what objectives are to be met. Many companies don't have sufficient resources to perform multiple projects concurrently because of (1) turnover, (2) untrained staff, (3) unavailable staff, or (4) functional restrictions in their departments. It is important that project managers be aware of the resource commitments to other projects in their organization. A complete project management framework can determine these requirements upfront and well in advance of any

Planning and Selecting Project Resources

It is critical to the planning stage that the project manager determines exactly what type of resources will be needed to design, develop, test, and implement a specific project. A vital task of the project manager is to select team resources who are well-qualified to perform the work of the IT project. The project manager must identify the technical, interpersonal, and organizational skills needed to complete the project. One technique to determine this requirement is to create a first-pass skills assessment matrix for the project (see Table 5.4). Project manager Project management, ASP, HTML, Word The project manager is the focal point of contact in identifying the necessary skill levels. The following steps can help project managers determine the resources needed on the project When dealing with any part-time or temporary resources on the project, project managers should be aware that the project gains the maximum value from part-time individuals assigned to the project. So very...

The Use of Project Templates

Templates are the building blocks for reusing similar forms or documents on different project phase tasks of a project. In developing any documentation or assessments for a project, the project manager should investigate using the following I have found, on numerous projects, that project managers neglect to manage properly the configuration of the project (1) documentation, (2) software version, or (3) specific baseline. Most project documents used are either in a draft stage or have not been approved by the client. Project managers share the responsibility for strictly enforcing the rule that a configuration identification process be established on the project, in order to identify all project baseline documents. The emphasis here is that only approved baseline documents with associated version control shall be used on the project. Documents should be able to be tracked based on the different version used. Lastly, the project manager needs to insist upon and develop a method for the...

Project Manager Selection and Appointment

The project sponsor should formally appoint a project manager as early as possible, before the initiation phase of the project, and not leave the project until after the it has begun. For most projects it is unlikely that the project manager will be someone who works for the company. The longer it takes to appoint a project manager to a project, the more likely the chances are of having schedule slippage problems. The reasoning is that most project managers are brought on board too late, and they require some time to become familiar with the technical and project requirements. This setback impedes the entire effort. So many projects start without any formal project process or involvement of a project manager. The reason is that these types of projects are started by either the marketing or business departments within organizations. Appointing project managers is extremely difficult one manager is, simply put, more productive than the others, and it is extremely difficult to tell them...

Project Manager s Role and Authority

One of the key causes for a project' s failure is the lack of authority that has been given to a project manager. The project manager, for example, might need to take a serious shortcut in the road. He goes to the sponsor of the project to get the OK, only to find the sponsor is in Bali for two weeks. Since the project sponsor has made it clear that no changes are authorized without his approval or heads will roll, the PM is stuck either delaying the project until he gets the OK or going forward with the project as planned. Giving project managers liberal freedom and authority to do what they feel is best for the project not only gets projects done faster, it also lends an esprit de corps to the entire team ' s operations. Team members don' t feel that they have to sneak around the PM to get something done. Giving a project manager responsibility for the project, but not the authority, can result in a catastrophic project outcome. At best, the scope suffers from scope creep because...

Archiving Project Documentation

Because of the complexity and types of projects encountered, it is beneficial to archive project documentation and source code, in order to allow other project managers on future projects to review and use this archived media in a productive manner. This information can assist others by eliminating previously encountered problems. New project managers will be in the position to leverage and develop extensions to historical project documentation with minimal disruption. If the same team is developing a similar type of project or solution, it is advisable to keep the documentation and lessons learned within that specific project team, and not move the information elsewhere. However, if the project information is incorrectly archived and improperly administered from a configuration or documentation management perspective, the following may occur Project management plan It is imperative that someone makes and archives a permanent backup of the project information. Once the project manager...

Format of Project Templates

Project templates should be provided in a standard electronic format. Many companies use the most common word processing or spreadsheet packages, such as MS Word or MS Excel. The formatting of the templates usually undergoes a series of editing checks and technical reviews before distribution. Text sufficient to guide the user should be included on each project template. The PMO should also maintain and publish a separate master record index with a complete list of all project templates in circulation in the company. The master record index should contain the following information The project template name. Current revision number. Date issued for use.

Working with Project Templates

A project template is a standardized starting point for a new project. A template can contain task information, resource information, or both. It might be very broad in scope, showing just major phases and generic resource names, for example. Or the template can be highly detailed, with multiple outline levels of tasks, their durations, task dependencies, and specific resource information. Microsoft Project comes with a set of built-in templates for a variety of industries and applications. Microsoft Project templates are available from third-party sources as well, such as professional societies and standards organizations. You can also create your own templates based on previous projects you have completed. It's a good practice to adapt and save the plan of a completed project as a template for future use in your organization, either for yourself or for others. For more information about using a project plan as template, see Creating Your Own Project Template, later in this chapter...

Selecting Project Templates

It is senseless to use every project template for your project. You merely add a great administrative burden on yourself, and you will likely end up over schedule because of it. For example, it is inefficient to use the entire arsenal of templates on a database migration project. Instead, you should selectively identify critical templates required by the business. The following types of projects require different levels of project templates Figure 7.4 shows three categories of projects (i.e., small, medium, super) and the minimum project templates that are recommended. For small projects, the emphasis is on having only the minimum project templates, medium-sized projects require a few more, and the super-sized projects require the most, because of the amount of communication and coordination required.

The Project Communications Plan

The project communications plan can be formal or informal, depending on the needs of the project stakeholders and the size of the project. Regardless, communication is vital for a successful project. It is important that all of the project stakeholders know how their interests stand in relation to the project's progress. Developing a communications plan starts with identifying the various stakeholders of the project and their information needs. Recall that stakeholder analysis helps the project manager and project team determine the different interests and roles of each of the stakeholders. Although some of the information contained in the stakeholder analysis may not be suitable for general dissemination, it provides a starting point for identifying who needs what information and when. Keep in mind that even stakeholders who may have a vested interest in the project not succeeding must be kept informed. Otherwise, a lack of communication and information can result in an attitude that...

The Role of the Project Manager in Communications

The role of the project manager is one of communications facilitator. That does not mean he or she sends all of the communications. It means that the project manager is responsible for ensuring that communications are sent, received, and (to the degree possible) understood. To accomplish that, the project manager can identify preferred communications modes for the critical stakeholders, assess the best means to enable those modes, and ensure the integrity of the process as the project continues. To identify preferred communications modes, the project manager should assess a representative sample of the project's stakeholders. In a small project, this may be done by interviews. In larger projects, this may be accomplished by surveys. The process and questions are discussed further in the section on the communications plan tool (Chapter 4). Once the communications modes have been identified, the next task in the communications plan enabling those communications modes is critical. The...

Project Review Meetings

Project review meetings are necessary to show that progress is being made on a project. There are three types of review meetings Customer project review meetings Most projects have weekly, bimonthly, or monthly meetings in order to keep the project manager and his team informed about the project's status. These meetings are flexible and should be called only if they will benefit the team. Executive management has the right to require monthly status review meetings. However, if the project manager believes that other meeting dates are better (because they occur at a point where progress can be identified), then he should request them. Customer review meetings are often the most critical and most inflexibly scheduled. Project managers must allow time to prepare handouts and literature well in advance of the meeting.

Post Project Review Process

A post project review survey is distributed to project participants (i.e., project team members, steering team members, customers, suppliers, and other stakeholders) to gather their individual evaluations of various aspects of the project. The survey responses are compiled and summarized in a report that is distributed and reviewed by the project team in a post project review meeting. The Post Project Review Survey Report is used to facilitate a discussion on lessons learned what worked and what could be improved upon. The lessons learned are documented and entered into a project knowledge database to allow for keyword searches and easy retrieval by future project teams. They are also used as a basis for

Principle Use project reviews to stop bad products

Control of the new product process should occur at key points at the end of each phase in the process, in project reviews. Project and company management should have to sign off on advancing a project to the next phase. Strategically scheduled project reviews are increasingly important to ensure that new products are aired at key points in design and development. This process of project review allows management to evaluate progress and make the business case for advancing a product to the next phase. New product processes are thus designed to produce information for project review. In other words, the purpose of each phase is not simply to move the product to the next phase, but to inform management on whether the product should be moved to the next phase.

Communicating Project Closure

The central point of contact for project closure is the project manager, who (hopefully) by this time has proven his or her capability as an effective communicator. A project manager needs to provide effective feedback to (1) management, (2) the client, (3) users, and the (4) project office about the progress on the final steps to completion. This is accomplished by having a project review meeting with the project office manager or direct supervisor. It is at this stage that management may present the project manager with another project or projects or inform him or her of an impending release. Additionally, the project manager must also document the final project progress on the status report for the project file. The key here is to continue the communication process until the end of the project.

Role of a project management office PMO

The role of the project management office is to promote best practices and consistency in project management. The office provides administrative support to project managers and departments with scheduling, resource planning, and reporting services and activities. A key role is the analysis of all resource impacts to identify and resolve conflicts. In addition, the support office prepares management guidelines, provides training, and develops project evaluation metrics. In addition, the office implements standard methodology through project management guidelines, implements tracking software, supports project review, and distributes all project reports and meeting minutes to the customer and the team. The office assists with estimating costs, manages the project documentation process, and produces resource usage reports to all effected staff. The project management office helps management review alignment of the project with customer strategies as well as project firm strategies, and...

Introducing Microsoft Project

Using this Book 4 What's New in Microsoft Project 2003 . . 10 Using Microsoft Project An Overview . . . .6 Learning As You Go 22 What kind of project manager are you, anyway Let's say you're an accomplished project management professional who manages projects for several departments in your organization at any given time. You're responsible for managing thousands of tasks, hitting hundreds of deadlines, and assigning scores of resources. You need to plan and monitor each project, work with different managers, and make the best use of team members some of whom might work on only one project and others who might be shared among several of your projects. As these two scenarios illustrate, project management is a process and a discipline that can be the full focus of your career or one of many aspects of your job description. Numerous industries rely on sound project management for their success Effective project management is vital at the start of a project when you're determining what...

Whats New in Microsoft Project

The new features in Microsoft Project 2003 revolve around the following initiatives As in Microsoft Project 2002, there are two editions of Microsoft Project 2003 Project Standard and Project Professional. A major change is that Project Server and Project Web Access work only with Project Professional. Therefore, Project Standard becomes strictly the single-project manager desktop solution, whereas Project Professional builds on that solution with workgroup and enterprise capabilities. You can copy a static picture from Microsoft Project and paste it into a Microsoft PowerPoint presentation or Microsoft Word document using the Copy Picture To Office Wizard (see Figure 1-5). For more information about the Copy Picture To Office Wizard, see Copying from Microsoft Project to Another Application, on page 471. The Project Guide was introduced in Microsoft Project 2002, appearing as the interactive task pane to the left of the Microsoft Project workspace. The Project Guide steps you through...

Opening Projects Created in Previous Versions of Microsoft Project

In Microsoft Project 2003, you can easily open project files created in earlier versions of Microsoft Project. If the file was created in Microsoft Project 2002, 2000, or Microsoft Project 98, it can be opened directly in Microsoft Project 2003 with no additional steps required. If the project file was created in a version of Microsoft Project earlier than Microsoft Project 98, it must first be saved as an MPX file before Microsoft Project 2003 can open it as a project file. The MPX file format is a record-based ASCII text file format available in Microsoft Project. Note In addition to the MPX file format, you can open a variety of file formats other than the standard Microsoft Project Plan (MPP) file format.

Linking from Microsoft Project to Another Application

You can create a link from Microsoft Project information in another application using the Copy and Paste Special commands. Follow this procedure 1 In Microsoft Project, display the view that contains the information you want to copy and link to another application. Figure 16-15. Use the Paste Special dialog box to create a link from Microsoft Project. Figure 16-15. Use the Paste Special dialog box to create a link from Microsoft Project. The choices vary depending on the type of information that was copied in Microsoft Project. One of the choices is always Microsoft Project Document Object, which creates an embedded object that's linked. The linked information appears in the target application. When changes are made to the information in Microsoft Project, those changes are reflected in the target application. For information about linking information from Microsoft Project to Excel, see Linking Between Microsoft Project and Excel on page 516.

Embedding from Another Application to Microsoft Project

Objects can be embedded into Microsoft Project from other applications, but only in a limited number of places. For the best visibility, project managers often embed objects in the chart portion of the Gantt Chart. Other available locations for embedding objects in Microsoft Project are as follows

Working with Microsoft Project Data

Understanding the Microsoft Project Okay, so you're well-versed in using Microsoft Office Project 2003 to create projects, delegate tasks, set up resources and assignments, work with calendars, customize project fields and global settings, and more. What you might not know yet is how Project 2003 keeps track of all this information, including where and how it is stored. You also might not know the ways in which you can view or use this information outside of Microsoft Project. This chapter introduces key concepts about the databases associated with Microsoft Project, including the types of tables and data these databases include, and the different ways you can view these data. Microsoft Project data are found in the following locations Microsoft Project database. This is the primary storage location for Microsoft Project data. It is an integral part of any Microsoft Project plan and it contains all the data associated with a project. Data stored in the Microsoft Project database can...

Creating a New Microsoft Project File as an Embedded Object

You can create a new Microsoft Project file as an embedded object in another application. In this case, the object exists only within the target application. To create a new Microsoft Project file within another application, follow these steps Open the target application and the file in which you want to create a new Microsoft Project file as an embedded object. Select the location in which you want the new Microsoft Project object to be embedded. Click Insert, Object. Scroll through the list and click Microsoft Project Document (see Figure 16-10). Figure 16-10. Use the Insert Object dialog box to create a Microsoft Project file as an embedded object. Figure 16-10. Use the Insert Object dialog box to create a Microsoft Project file as an embedded object. If you selected the Display As Icon check box, the embedded project file appears as the Microsoft Project icon (by default) in the selected location. Working with the Embedded Microsoft Project File 3 Microsoft Project launches and...

Responding to a Microsoft Project Problem

If you encounter a problem with Microsoft Project, such as the program freezing or experiencing a fatal error, you can send the details of the problem to the Microsoft Project development team. When the error happens, a dialog box is displayed, providing the option to restart Microsoft Project and view the details of the error report. If you want to provide infor-

Adding Outlook Tasks to Microsoft Project

You might have started brainstorming tasks for a new project in your Outlook Tasks list, and you're now ready to import them into Microsoft Project (see Figure 18-1). Figure 18-1. Tasks entered in your Outlook Tasks view can be imported to your project plan. To import Outlook tasks into Microsoft Project, follow these steps In Microsoft Project, open the project plan in which you want to import the Outlook tasks. The Import Outlook Tasks dialog box appears (see Figure 18-2). Outlook does not necessarily need to be already running. However, at least one incomplete task must be present in your Outlook Tasks list. Any tasks marked complete in Outlook are not made available for import into Microsoft Project.

Arranging Your Microsoft Project Workspace

The more you work with Microsoft Project, the stronger your preferences become about various workspace options. You can make changes to the Microsoft Project workspace that will persist across your working sessions with the project plan as well as to other projects you create. For example, you can reset which view should be the default when you first start a new project plan. You can also show or hide different elements in the default Microsoft Project window. In making these changes, you can set up your Microsoft Project workspace to be the most efficient for your own working methods.

Importing from Excel to Microsoft Project

Using two templates specifically designed for integration, importing task, resource, and even assignment information from Excel to Microsoft Project is a breeze. With these templates, the most commonly used fields are present and the fields are already recognized and mapped in Microsoft Project. All you have to do is open the Excel file and make a couple of choices, and the data is imported into your project plan. If a team member or other stakeholder has created project information in Excel without using one of these templates, never fear. You can still import an Excel workbook into Microsoft Project the old way.

Embedding Between Microsoft Project and Excel

You can exchange information between Microsoft Project and Excel by embedding the source application as an embedded object in the target application. When you embed an object in one application that originated in a different application, you're basically inserting an entire file, with all of its source application's capabilities, into the target application. This means that not only can you have a picture of a Gantt chart in an Excel worksheet, but you can double-click that Gantt Chart picture to access Microsoft Project commands to change data in the Gantt Chart. You can then switch to the Resource Sheet and change information there as well. Likewise, in Microsoft Project, not only can you have just a picture of an S-curve graph generated by Excel, but you can double-click it to launch Excel and edit the format of the graph or even the underlying data for the graph.

Writing Microsoft Project Code with Visual Basic for Applications

Microsoft Project 932 Note Although Visual Basic for Applications is used to collectively describe the programming language and environment included with Microsoft Project, the language itself is Visual Basic. For the remainder of this chapter, Visual Basic is used to refer to the language and its elements. Access Microsoft Project features from other programs, such as Microsoft Office and Visio, or even from Web pages. For more information about working with external data and other items outside the VBA environment, see Chapter 32, Working with Microsoft Project Data.

Understanding the Microsoft Project Object Model

Now that you have a foundation in Visual Basic concepts and know your way around the development environment, you're almost ready to begin creating customized solutions in Microsoft Project. The final piece of the VBA puzzle to familiarize yourself with is the object model. But how do you familiarize yourself with an object model Should you just dive in and start writing code, trusting that you'll figure out the object model as you go Should you start reading the Help files that are included with Microsoft Project Or should you use the object browser to (literally) browse the object model The answer to all three of these questions is Yes. Choose the option that best suits your particular requirements and situation.

Embedding an Existing Microsoft Project FileJ

To embed an existing Microsoft Project file in another application, follow these steps 1 Open the target application and the file in which you want to embed the existing Microsoft Project file. 2 Select the location where you want the Microsoft Project object to be embedded. Figure 16-7. Use the Insert Object dialog box to embed a Microsoft Project file into another application's file. Figure 16-7. Use the Insert Object dialog box to embed a Microsoft Project file into another application's file. If you selected the Display As Icon check box, the embedded project file appears as the Microsoft Project icon (by default) in the selected location (Figure 16-9). The Display As Icon check box in the Insert Object dialog box is useful when you are embedding a large document. When the object is displayed as an icon, you just double-click the icon to open the linked file. With files such as databases and worksheets, this is the most efficient way to embed an object in Microsoft Project. The...

Using Microsoft ProjectAn Overview

Microsoft Project is a specialized database that stores and presents thousands of pieces of data related to your project. Examples of such data include tasks, durations, links, resource names, calendars, assignments, costs, deadlines, and milestones. Microsoft Project Scheduling Engine Figure 1-1. Use Microsoft Project as your database of project management information. Microsoft Project 2003 Editions With Microsoft Project 2003, you have a choice of two editions Microsoft Office Project Standard 2003 and Microsoft Office Project Professional 2003. Microsoft Project Standard 2003 is the basic desktop edition of Microsoft Project. It no longer connects in any way to Microsoft Project Server 2003 and strictly stands alone. Microsoft Project Standard consists of all the essential features for individual project management, including the following Figure 1-2. Develop and execute single or multiple project plans with Microsoft Project Standard. Figure 1-2. Develop and execute single or...

Project Management Practices Schedule Control

It's understood that very few projects run precisely as planned. Tasks take more or less time than planned, resources discover new information, forgotten tasks are remembered, and outside forces influence the project implementation. When changes to the project schedule take place, you might have to revise durations, rearrange task sequences, or analyze what-if scenarios for your project. Microsoft Project is an excellent tool for schedule control because it can calculate and predict the effects of any schedule changes, whether the change comes as a result of entering actual information or what-if information. Microsoft Project tracks your planned dates against your actual dates (and other schedule information). This variance analysis is key to schedule control. Analyzing variances in dates, durations, and other schedule information helps you detect where the project is diverging from your original plan. You can then predict possible delays in the schedule further down the line and...

Receiving Assignments from the Project Manager

Note This section describes the process for team members using e-mail workgroup messaging to communicate with the project manager. Project team members should read this section. As the member of a project team, you can use e-mail to exchange information about your tasks and current status with your project manager. With special e-mail messages from Microsoft Project, you obtain fast notification of changes regarding your tasks. Just as quickly, you can send assignment and status updates back to the project manager.

Advanced Microsoft Project

Part VII provides advice and information to make your use of Microsoft Project easier. Learn about customizing the Project environment in Chapter 23. Chapter 24 provides information on macros, which are simple programs that enable you to record and automatically play back series of steps that you use frequently, thus saving you time and effort. Chapter 25 shows you have to use VBA and VBScript to customize Project so that it works the way you work. Chapter 26 deals with importing and exporting information into and out of Project. Importing information from other software can save you the time and expense of reentering existing data. And, in Chapter 27, you'll find some case studies that show you ways in which Project has been used by a variety of companies.

Customizing the Microsoft Project Interface

Microsoft Office Project 2003 offers a plethora of commands to assist project managers with every aspect of managing a project. Menus, toolbars, and keyboard shortcuts provide easy access to commonly used features. However, you might find that the commands you use frequently are not easily available or don't appear on a menu at all, whereas commands you never use stake a prime position. As you use Project 2003 and identify the commands you use the most, you can customize the menus and toolbars to display your favorites. You can also assign keyboard shortcuts to access commands without removing your hands from the keyboard. Microsoft Project provides forms for entering data into fields. Some forms, such as the Task Entry and Task Details Forms, are off-limits you can't change them. However, there are several predefined forms you can modify or copy to fit your data entry requirements. You can also build your own forms if your needs are quite specialized.

Calendars in Microsoft Project

Microsoft Project uses three types of calendars as tools for scheduling the project, as shown in the following table. All three of these calendars can easily be customized for specialized working days and times. If you need to apply a common working schedule to a group of resources or a set of tasks and it isn't built in to Microsoft Project already, you can create your own base calendar.

Creating Your Own Project Template

After you plan and track a few projects to completion using Microsoft Project, you'll see that you're recording valuable information in your project plans. Of course, you'll archive your project plan for historical purposes. However, you can also use an existing or completed project plan as the basis for a template that will save you and others a great deal of time when planning future projects. By creating your own template, you can save task and resource information, format settings, project-specific options, calendars, macros, and other elements that you've used successfully in other projects. Any Microsoft Project file can be saved as a template. To save an existing project file as a template for future use by you or other project managers, follow these steps

Attaching Project Documentation

You can make Microsoft Project the central repository for all your important project documentation. For example, you might want to attach or link your scope statement to your project plan, as well as other documents such as the needs analysis, market study, and product specifications. You can include documents created in other programs within Microsoft Project. Although this can significantly increase your file size, you'll know that all your project information is stored in one place. To include the documents, follow these steps You can also hyperlink to a document from Microsoft Project. Hyperlinking is a preferred method when you want to keep your file size trimmer and you know that your project plan and associated planning documents will always be in the same place. It's also a very efficient method for opening associated documents quickly. To insert a hyperlink, follow these steps If you're using Project Professional with Project Server for enterprise project management, the...

Document a project closure report

A project closure report is a document which formalizes the closure of a project. It provides confirmation that the criteria for customer acceptance have been met and requests sign-off from the project sponsor to close the project. A project closure report includes A request for project closure approval. A project closure report is prepared at the start of the project closure phase by the project manager and is submitted to the project sponsor for sign-off. Following sign-off, a suite of closure activities are undertaken to formally close out the project. The following sections describe how to create a project closure report, providing tables and reallife examples used for projects.

Early Project Closure

It may happen at any stage during a project that someone makes a decision to close down the project before it is complete. That doesn't sound too healthy, does it The reason for this is most probably a culmination of bad events that lead to the project being closed Project closure is rarely influenced by a single, random event alone. The decision to close the project is a large undertaking in itself and is normally made by the project sponsor and the executive team in the organization. Suffice it to say, closing a project early requires delicate handling, as the wrong approach will leave project team members disappointed and, in certain cases, leave the organization searching for other projects. When closing down a project, the project manager should create a closure plan that names all the necessary resources and action items to remove and disassemble the project. A separate schedule will most likely be needed to perform an early closure, and the time scheduled to complete this...

Project Closure Phase

Various types of projects to be encountered. Moreover, there will likely be the need to integrate technical and business processes. If any one technical process is prevalent in the organization, there should be little difficulty in achieving that alignment. However, if the methodology process is intended for wider use across several business areas, the process design may have to accommodate alignment and integration of multiple technical processes, as well as possible variations in business processes across business units. That said, the focus of this design effort is to ensure that all project management processes of value to the organization are appropriately included in the methodology. For the purposes of illustration and discussion, the following four phases of a project management life cycle are considered 1. Project initiation 4. Project closure These distinct but related phases ensure the performance of all essential project management activities and tasks. Figure 1.2 depicts...

Defining The Project Managers Role

The project manager is responsible for coordinating and integrating activities across multiple, functional lines. The integration activities performed by the project manager include These integrative responsibilities are shown in Figure 1-3 where the project manager must convert the inputs (i.e., resources) into outputs of products, services, and ultimately profits. In order to do this, the project manager needs strong communicative and interpersonal skills, must become familiar with the operations of each line organization, and must have knowledge of the technology being used. An executive with a computer manufacturer stated that his company was looking externally for project managers. When asked if he expected candidates to have a command of computer technology, the executive remarked You give me an individual who has good communicative skills and interpersonal skills, and I'll give that individual a job. I can teach people the technology and give them technical experts to assist...

Preparing for Risk Responses

To successfully prepare for risk response, the project manager, project team, and appropriate stakeholders rely on several inputs many of which stem from qualitative and quantitative risk analyses. The risk management plan is needed during the risk response planning, but the risk register is also needed to provide the following

What makes a good project manager

The debate about project manager skills and competencies is well into its third decade. Thus we have lists compiled by a dozen or so organizations, academics, and consultancies expressing views on the good project manager. What project manager skills, competencies, and characteristics do these lists agree on A baseline of technical or industry knowledge is what gets a project manager candidate in the door. Commonly, a project manager has an undergraduate degree in some technical specialty and while that can mean engineering or computer science, with the broadening of the project management field, it can also mean a degree in marketing or one of the helping professions (health care, social work, education, law). Industry knowledge gained from work in a particular field, such as construction, information technology, or health care, is added to that baseline. Into this category also fall the technical aspects of project management facility with project management software tools, for...

Table Performance Measures For Project Managers

Functional superior of project manager 1. Project manager's success in leading the project toward preestablished global objectives 2. Project manager's effectiveness in overall project direction and leadership during all phases, including establishing TABLE 8-2. PERFORMANCE MEASURES FOR PROJECT MANAGERS (Continued) Specific performance measures are shown in Table 8-3. In addition, the actual project performance of both project managers and their resource personnel should be assessed on the conditions under which it was achieved the degree of task difficulty, complexity, size, changes, and general business conditions. Project manager and resource managers Finally, one needs to decide who is to perform the performance appraisal and to make the salary adjustment. Where dual accountabilities are involved, good practices call for inputs from both bosses. Such a situation could exist for project managers who report functionally to one superior but are also accountable for specific business...

The role of the project manager

In addition to competence in the application of the method, PRINCE2 requires the following skills in a project manager PRINCE2 describes how the project manager can cooperate with the Project Board and the project team and which management responsibilities are required. Many books have been published on the ideas behind PRINCE2. In the introductory chapter I have shown that we can look at PRINCE2 through four pairs of spectacles. I have also briefly mentioned a number of PRINCE2 concepts such as the project environment and the role of the project manager. The existing books describe PRINCE2 processes, themes and principles in particular. In this chapter I have added a fourth pair of spectacles, namely the PRINCE2 Project Management Documents. These spectacles show that during the PRINCE2 process steps, documents are generated that become the basis of the processes that follow. During these follow-on processes the documents are completed. In the rest of this book we follow the PRINCE2...

The Project Manager As The Planning Agent

The major responsibility of the project manager is planning. If project planning is performed correctly, then it is conceivable that the project manager will work himself out of a job because the project can run itself. This rarely happens, however. Few projects are ever completed without some conflict or trade-offs for the project manager to resolve. In most cases, the project manager provides overall or summary definitions of the work to be accomplished, but the line managers (the true experts) do the detailed planning. Although project managers cannot control or assign line resources, they must make sure that the resources are adequate and scheduled to satisfy the needs of the project, not vice versa. As the architect of the project plan, the project manager must provide Project managers are responsible for project administration and, therefore, must have the right to establish their own policies, procedures, rules, guidelines, and directives provided these policies, guidelines,...

Case Roles of Project Manager

A system engineer with long experience was appointed as a project manager for a certain project. However, this engineer also had to take charge of design for a certain portion of the project. Then, he became tied up with the design work and negligent of performing his responsibility as project manager (control of the whole project), and then the project gradually collapsed. In management of projects, it is vital to demonstrate and fulfill the function of project manager correctly._

Enforcing Project Management Truth and Honesty

PMPs and CAPMs must represent themselves and their projects truthfully to the general public. This includes statements made in advertising, press releases, and in public forums. When project managers are involved in the creation of estimates, truth is also expected. The project manager must provide accurate estimates on time, cost, services to be provided, and realistic outcomes of the project work. When a project is assigned to a CAPM or PMP, the project manager has the responsibility to meet the project scope as expected by the customer. PMPs and CAPMs work for the customer and must strive for customer satisfaction while fulfilling the project objectives. As part of the project implementation, the project manager keeps confidential information confidential. There is an obligation to the customer to maintain privacy, confidentiality, and nondisclosure of sensitive information.

The IS Project Management Perspective

The IS project manager's strategic behavior starts even before the project is initiated. Instead of having to execute individual risk strategies every day, the project manager now has four behaviors he or she must continually exhibit. The control behavior should already be ingrained in any practicing project manager. However, the other three, assess, relate, monitor, may not be so familiar to many IS project managers. For the IS project manager, this model provides a new way of viewing the responsibilities he or she has. For example, in the case under discussion, had Sullivan had this behavioral model and acted accordingly she probably would not have been surprised by the expected scope of her responsibilities. She would have developed self-awareness. Furthermore, having established the requisite relationships, it is unlikely that Sullivan would have been unaware that the system she was delivering no longer met the needs of the business. This model gives IS project managers new...

Become a Great Project Manager

You've heard the old joke about how to get to Carnegie Hall practice, practice, practice. It's the same with becoming a great project manager. But there are requirements for becoming a great project manager developing your interpersonal skills to work with the team and developing maintaining enough technical skills to understand and manage your project's risks.

Examining the Project Schedule

The project schedule includes, at a minimum, a date for when the project begins and a date when the project is expected to end. The project schedule is considered proposed until the resources needed to complete the project work are ascertained. In addition to the schedule, the project manager should include all of the supporting details. Project schedules can be presented in many different formats, such as Project network diagram This illustrates the flow of work, the relationship between activities, the critical path, and the expected project end date. PNDs, when used as the project schedule, should have dates associated with each project activity to show when the activity is expected to start and end.

Controlling the Project Schedule

This process isn't a mystery It's simply keeping the project on schedule so that it finishes on time as planned. When variances happen within the project, the project manager and the project team have to plan how to respond to these schedule variances. I'll discuss scheduling and schedule control in Chapter 6. For now, here are the inputs for this process Project management plan updates

Planning the Risk Responses

Okay, the project manager, the project team, and all the key stakeholders have had some serious fun identifying and performing analysis on the project risks. Now it's time to get down to the business of planning the responses to the identified risks. There are only two inputs to the risk response planning process Project management plan updates

Creating the Communications Plan

Based on stakeholder analysis, the project manager and the project team can determine what communications are needed. There's no advantage to supplying stakeholders with information that isn't needed or desired, and the time spent creating and delivering such information is a waste of resources. The communications plan may also include information and guidelines for project status meetings, team meetings, e-meetings (that's electronic meetings, not meetings about the letter e), and even e-mail. Setting expectations for communications and meetings early in the project establishes guidelines for the project team and stakeholders.

Project Management Effectiveness

Project managers interact continually with upper-level management, perhaps more so than with functional managers. Not only the success of the project, but even the career path of the project manager can depend on the working relationships and expectations established with upper-level management. There are four key variables in measuring the effectiveness of dealing with upper-level management. These variables are credibility, priority, accessibility, and visibility

Project Management Career Paths

In excellent mentoring, questions that the project manager might ask of the mentor include Excellent mentors often reply with explanatory answers or with questions that help the project manager see the situation more clearly, such as responsible to ensure that project managers have a clear and desirable career path that includes training, promotion criteria, recognition of achievement, and the opportunity to progress to the highest possible levels in the organization.28 Developing a career structure is essential to the development of an organization's project management capability. The career path structure serves three purposes 1. It allows the organization to match a project manager's level of competence experience to the difficulty and importance of a project. 2. It assures project managers that the investments they make in developing their professional skills will be rewarded. Tables 19-2, 19-3, and 19-4 show examples of career path structures for project management, on both the...

Determining the Project Costs PMBOK

One of the first questions a project manager is likely to be asked when a project is launched is, How much to finish That question can only be answered through progressive elaboration. In order to answer the question, the project manager, or the project estimator as the case may be, first needs to examine the costs of the resources needed to complete each activity in the project. Resources, of course, are people, but also things equipment, material, training, even pizza if the project demands it. Definitive estimate This estimate type is one of the most accurate. It's used late in the planning processes, and is associated with bottom-up estimating. You need the work breakdown structure (WBS) in order to create the definitive estimate. The range of variance for the estimate can be from -5 percent to +10 percent.

Updating the Work Breakdown Structure

When creating the activity list, the project team and the project manager may discover discrepancies or inadequacies in the existing WBS. Updates to the WBS allow the project manager to ensure that all the needed project deliverables are included in the WBS and then map the discovered deliverables to the identified work in the activity list.

Directive Project Management

The directive approach represents old management technology. It assumes that the project manager is the person who can do the best job of planning and controlling the project. The project manager does the planning and then delegates tasks to the team members. He or she then follows up with individual team members to make sure they are completing their tasks on time. Communication flow is primarily between the team member and the project leader. If a problem is encountered, it's up to the leader to solve it. (See Figure 1.2.)

Project Managers Assistant Organizes Drawings for Construction Projects

Originally created for the construction industry, Project Manager's Assistant, CS Project Lite, and CS Project Professional from Crest Software (www. are useful for any industry that uses a lot of drawings. Essentially, these are database products that help you track drawings, issue copies, develop production plans, and manage changes over the life of the project. Although the product doesn't integrate directly to Project, it's an additional software product that might prove useful to many project managers and it does integrate to any ODBC (open database connectivity) database.

Comments On Project Management And The Project Manager

Undoubtedly true of project managers. This fundamental lack of organization and structure makes it all the more important that PMs implement good planning and organizational skills where possible, or the chaos becomes unmanageable. The career path of a PM often starts with participation in small projects, and later in larger projects, until the person is given command over small and then larger projects. For example, the path could be tooling manager for small Project U. project engineer for larger Project V, manufacturing manager for large Project W, deputy project manager for large Project X, project manager for small Project Y, and project manager for large Project Z. If energy, luck, skill, and ambition remain, the PM may progress to corporate plant operations manager, vice-president of manufacturing, president, and chairman of the board. The actual establishment of multiple career paths to the top of organizations is more talked about than acted on. Wishful thinking aside, with a...

Estimating the Project Resources Pmbok Section

Resources include materials, equipment, and people. After the project manager and the project team have worked together to determine the sequence of the activities, they now have to determine which resources are needed for each activities, as well as how much of each resource. As you can guess, resource estimating goes hand-in-hand with cost estimating (which we'll discuss in Chapter 7). After all, if you need a metric ton of pea gravel, that's a resource estimate, but someone's got to pay for that metric ton of pea gravel. In order to estimate the demand for the project resources, you'll need several inputs Project management plan.

Helping the Project Manager

With the sort of organization-generic, project-specific methodology described here, projects can be started up more quickly and, given a project history database, can be estimated and staffed more effectively. In an hour or so a project manager can answer the first six project planning questions To answer the first question, a project manager works through the questionnaire and runs the rule-based job to generate what the methodology thinks is the minimum set of tasks for this particular project. The second question is answered by the same job, which has the ability to work out project-specific dependencies from generic dependencies. To answer the third question, using the project tasks the tool can determine the subset of roles that are relevant to the project, list them for the project manager, To answer the fourth question, the project manager needs access to the future schedules of the people who have the necessary skills. Of course, people are sometimes assigned to a project full...

Standard Project Documentation

Here are some of the documents that I ' l l be talking about in later chapters that pertain to the various phases of the project process Project concept document In this document, you basically stipulate back in writing what you heard the customer say. You' re conceptualizing the project as you see it from a project manager' s standpoint, and you include high-level information regarding the requirements, the constraints that you see, the basic elements of the project, and the essential ingredients. Don' t get incredibly specific here that ' s for later. This document is discussed in Chapter 2. Project requirements document Here you outline what you have gathered as the requirements for the document the project' s deliverables must do this, must look like this, must be sure that this is included This document is covered in Chapters 2 and 6. Project charter The project charter is the document that acknowledges that the project exists, commits...

RD Project Management

Project Manager My biggest problem is working with these diverse groups that aren't sure what they want. My job is to develop new products that can be introduced into the marketplace. I have to work with engineering, marketing, product management, manufacturing, quality assurance, finance, and accounting. Everyone wants a detailed schedule and product cost breakdown. How can I do that when we aren't even sure what the end-item will look like or what materials are needed Last month I prepared a detailed schedule for the development of a new product, assuming that everything would go according to the plan. I worked with the R&D engineering group to establish what we considered to be a realistic milestone. Marketing pushed the milestone to the left because they wanted the product to be introduced into the marketplace earlier. Manufacturing then pushed the milestone to the right, claiming that they would need more time to verify the engineering specifications. Finance and accounting then...

What Makes a Project Manager

Well, then, given the definition of what' s a project, not everyone who supervises work is a project manager (PM) most work is ongoing, common, and ad hoc (not specifically planned or controlled). So what traits define a PM The role of a PM can be described from the definition of project itself the person who is responsible for managing projects, making sure that they are planned, executed to the plan, and controlled. But the skills needed by a PM aren ' t as clear-cut. A project manager typically has the following characteristics Be able to identify and recruit project team members. Project managers might be technical experts, but this isn't required. In fact, the team that's performing the project should include those with technical expertise in order to make the project viable and sound. Know how to communicate effectively by tailoring information for different people at every stage of the project. Project managers are expected to have knowledge of procurement, contract practices,...

Large Customer Project Management

Project Manager Those of us who manage the large projects are also marketing personnel, and occasionally, we are the ones who bring in the work. Yet, everyone appears to be our superior. Marketing always looks down on us, and when we bring in a large contract, marketing just looks down on us as if we're riding their coattails or as if we were just lucky. The engineering group outranks us because all managers and executives are promoted from there. Those guys never live up to commitments. Last month I sent an inflammatory memo to a line manager because of his poor response to my requests. Now, I get no support at all from him. This doesn't happen all of the time, but when it does, it's frustrating. Project Manager On large projects, how do we, the project managers, know when the project is in trouble How do we decide when the project will fail Some of our large projects are total disasters and should fail, but management comes to the rescue Vice President We have to keep up our image...

Challenges For The It Project Manager

What challenges exist today and in the near future for the IT project manager Staying Abreast with Technology The management of the projects associated with this particular endeavor can mean tremendous profits to some companies. So while the affected project managers do not need to personally be RFID experts, they do need to be sure they are comfortable with the plans and schedules they are operating under, and that any risks of schedule slippage are communicated in a timely manner to their business sponsors.

Updating the Project Schedule

So what happens when a schedule change occurs The project manager must ensure that the project schedule is updated to reflect the change, document the change, and follow the guidelines within the schedule management plan. Any formal processes, such as notifying stakeholders or management, should be followed. Revisions are a special type of project schedule change that cause the project start date and, more likely, the project end date to be changed. They typically stem from project scope changes. Because of the additional work the new scope requires, additional time is needed to complete the project.

Project Manager Attributes

Although it is possible to further analyze the attributes of a good project manager in terms of the required skills associated with planning, organizing, directing, and monitoring, we prefer to list, in Exhibit 5.1, twenty critical aspects of a PM. A brief discussion of each follows. These same twenty attributes may also be interpreted as the characteristics of a good boss. Exhibit 5.1 Twenty Attributes of a Project Manager

Responsibilities of the Project Manager PM

Clearly, the Project Manager (PM) has responsibility for the overall project, in all its dimensions. At the top level, this focuses on the schedule, cost, and technical performance of the system. An estimate of the time that a PM might spend on each of these features might be 20 schedule, 30 cost, and 50 performance, assuming that one could divide all job-related activities into these three categories. If one includes purely administrative activities as a fourth category, the percentages might be 15 schedule, 25 cost, 35 performance, and 25 administrative. The last item would include such matters as interviewing personnel, preparing their evaluations, and similar duties. The organizing responsibility involves deciding how to organize the project itself (e.g., the chart of Figure 1.2), and reorganizing when and where necessary. It also means the allocation of resources to the various tasks of the project. This shows up as the preparation of initial tasking, work breakdown structures,...

The Project Manager as Leader

One might argue that requiring the PM and the CSE to be leaders, in the previous context, is somewhat of a stretch. However, the PM and the CSE are de facto leaders of their respective project teams. They may function well or they may function poorly in these capacities. The objective is to try to grow so that they can become leaders in the full sense of the word. This requires an understanding of what leadership means and a clear and determined receptivity to leadership ways of being and behaving. An abstraction of leadership attributes in terms of the Project Manager and Chief Systems Engineer perspectives is cited Exhibit 5.5, using the notion and mnemonic of remaining receptive to what it might take in terms of changes in behavior and ways of interacting that require close examination.

To access the contents click the chapter and section titles Object Oriented Project Management with UML

Thus, one of the software project manager's critical skills is the ability to manage system requirements. Software systems are often intended to support complicated operational needs, such as automating office work, managing mission-critical tasks in an aircraft or weapons system, or supporting and handling complicated financial transactions. These systems are so complicated that any attempt to fully specify their capabilities is bound to fall short. A 1994 IBM study (Gibbs, 1994) found that 88 percent of large distributed systems that met published requirements were not operational. In fact, the most disciplined government programs in terms of requirement specifications have been the most spectacular failures.

Selecting the Project Manager

Henry Gable Having several masters' degrees, or even doctorates for that matter, does not guarantee that you'll be a successful project manager. There are three requirements for effective program management You must be able to communicate both in writing and orally you must know how to motivate people and you must be willing to give up your car pool. The last one is extremely important in that program managers must be totally committed and dedicated to the program, regardless of how much time is involved.

Examining the Results of Procurement Planning

Procurement planning is a process that should happen early in the planning processes. The outputs of procurement planning allow the project manager and the project team to proceed with confidence in the procuring of products and services needed to successfully complete the project. If it is determined early in the project that there no need for procurements, then, obviously, the balance of the procurement processes is not necessary for the project.

Level Resource Requirements Planning and Management

It's at Level 2 that resources are optimized at the project level through more efficient resource requirements planning and management. This level provides the discipline that helps project managers plan and manage their projects with the fewest resources and the lowest cost while still completing their projects on schedule. Information flows in two directions at this level resource requirements planning to estimate resource needs for a project, and resource requirements management to distribute resources assigned across specific project steps. Resource requirements planning enables the project manager to accurately determine resource requirements for the project. It is done at a more exacting unit of measure (person days vs. FTEs) and in more detail than at Level 1, in order to increase planning accuracy. Optimizing project resource requirements involves balancing resource estimates with resource availability for a project, balancing across steps within a phase, and time-phasing...

Creating a Communications Plan

Yes, Bill should share the status reports with his team. If his team members see this infor will understand the importance of their updates for their project manager and also know information that their executives want. They may also be able to see issues that the execi about and communicate them more efficiently. Bill might even want to review the executi status format with the team to make sure team members understand it so they can help input. 4. The communication matrix helps the project manager and his team understand what mu communicated in a standardized, consistent form according to regularly scheduled com The matrix helps systemize communication, so that the project manager can focus on is exceptions rather than gathering the information each time someone asks for it. It will he manager see dependencies of the communication, so he or she can plan when informat collected so it can be fed into follow-up processes and communications.

Creating the Project Schedule

This is another fun-filled, action-packed chapter. We'll start off by defining the activities that become the work of the project. The WBS will come in handy here, so keep it close by. Then we'll sequence the activities in their proper order, estimate the resources we'll need to complete the work, and estimate how long each activity will take. Last but not least, we'll develop the project schedule. Everything you've done up to this point and the processes we'll discuss in this chapter will help you create an accurate project schedule. You'll use these documents (along with several other documents you've created along the way) throughout the Executing and Monitoring and Controlling processes to help measure the progress of the project. Let's get going. Now you're off and running toward the development of your project schedule. To develop the schedule, you first need to define the activities, sequence them in the right order, estimate resources, and estimate the time it will take to...

Project Documentation Procedures Forms Memos and Such

Good documentation serves as an excellent communication tool. It provides an audit trail for analysis and project reviews. It lends order and structure to the project by giving direction and setting parameters. It increases efficiency and effectiveness because everyone follows the same sheet of music. And it gives team members confidence, especially when things appear chaotic or there are too many unknowns. Project documentation consists of the following items

Project Documentation

By and large, the exact mix of software development project documentation will be dictated by several factors. The first is whether the project is a new development, an integration project that ties together two pieces of legacy software (especially when merging two existing products or services), or the enhancement of an existing piece of software.

Project Manager Responsibilities

The role of the project manager is so critical on a project that it is important to identify the minimum basic responsibilities that are required from project managers. Table 2.3 lists these responsibilities. Table 2.3 IT project manager responsibilities Table 2.3 IT project manager responsibilities Identify and select project resources team and material resources. Table 2.3 IT project manager responsibilities The main difference between a leader and a manager is that leaders have followers Project managers need to identify what leadership potential they possess. The following section presents some of the most frequently used types of leadership style I have encountered.

Executing Quickly Project Flow

One of the two keys to managing a project portfolio to execute quickly is to have an anchor mechanism for strictly activating projects according to the organization's capacity. Many organizations make the mistake of trying to balance workload across all project resources. Managing project workload in this manner is far too complex to yield predictable results due to variability of both project task work and operational responsibilities. The anchor mechanism that works is to recognize and stagger projects according to one strategic resource that one resource pool, within each collection of projects, which determines how many projects the organization can handle without badly multi-tasking that resource. It is usually the resource which is the most heavily loaded, or the resource that project managers and sponsors fight over the most, or the resource that most delays projects. In many organizations, it is an IT resource, an engineering resource, or an integration group. In smaller...

Direct Alignment of All Project Resources

This configuration is one in which all project managers and project team members are assigned to the PMO as a component of the PMO staff. There may be a distinction made between these project resources and members of the PMO staff working in specific function or support roles. However, once resources are assigned to the PMO, that distinction may be reduced as resources become available for work assigned on projects or on PMO functional efforts. The following list identifies a few of the prominent impacts of this condition on the PMO and the project management environment The PMO can hold central accountability for the assignment and performance of all resources in the project management environment. The PMO can identify and commit the specific project resources that are qualified to perform approved project efforts. The PMO can effectively implement standard, repeatable processes within the project management environment.

Making Sense of the Dollar Project Costs and Budgets

In a world of limited funds, you're constantly deciding how to get the most return for your investment. Therefore, estimating a project's costs is important for several reasons Although you may not develop and monitor detailed budgets for all your projects, knowing how to work with project costs can make you a better project manager and increase your chances of project success. This section looks at different types of project costs that you may encounter. It then offers helpful tips for developing your own project budget.

Project Management Practices Working with Date Constraints

When developing your project schedule, you might contend with one of two major categories of date constraints externally imposed dates and milestone dates. An externally imposed date reflects situations outside the project that influence the project schedule. Examples include the following

Controlling the Project Schedule Pmbok Section

Schedule control is part of integrated change management, as discussed in Chapter 4. Throughout a typical project, events will happen that may require updates to the project schedule. Schedule control is concerned with three processes The project manager works with the factors that can cause changes in the schedule in an effort to confirm that the changes are agreed upon. Factors can include project team members, stakeholders, management, customers, and project conditions. The project manager examines the work results and conditions to determine whether the schedule has changed. The project manager manages the actual change in the schedule.

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Project Management Made Easy

What you need to know about… Project Management Made Easy! Project management consists of more than just a large building project and can encompass small projects as well. No matter what the size of your project, you need to have some sort of project management. How you manage your project has everything to do with its outcome.

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