Microsoft project 2010 reference guide free

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 

There’s also live online events, interactive content, certification prep materials, and more. Experience learning made easy-and quickly teach yourself how to manage your projects with Project prroject With Step By Step, you set the pace-building and practicing the skills здесь need, just when you microsoft project 2010 reference guide free them!

Topics include building a project plan and fine-tuning the details; scheduling tasks, assigning resources, and managing dependencies; monitoring progress referenec costs; keeping projects on track; communicating project data through Gantt charts and other views.

In just a short time, you can learn the basics of microsfot JavaScript language, jQuery library, …. Summary SPA Design and Architecture teaches больше информации the design and development skills you gulde to create …. This book is a highly accessible guide to being a project manager PMparticularly a project …. A friendly reference guide to Microsoft Project, the leading enterprise project management software As project management ….

Skip to main content. Start your free trial. Book description Experience learning made easy-and quickly teach yourself how to manage your microsoft project 2010 reference guide free with Project Show and hide more. Table of contents Product information.

Simple Scheduling 1. Advanced Scheduling 7. Special Subjects Appendices A. Scott Jr. Get it now.

 
 

 

Microsoft® Project Step by Step [Book] – Program available in other languages

 

Date Published:. File Size:. System Requirements Supported Operating System. Install Instructions To install this download: Download the file by clicking the Download button near the top of this page and saving the file to your hard disk drive. Back up any modifications that you made to previous Project SDK files.

Double-click the ProjectSDK. With Step By Step, you set the pace-building and practicing the skills you need, just when you need them! Topics include building a project plan and fine-tuning the details; scheduling tasks, assigning resources, and managing dependencies; monitoring progress and costs; keeping projects on track; communicating project data through Gantt charts and other views.

In just a short time, you can learn the basics of the JavaScript language, jQuery library, …. Summary SPA Design and Architecture teaches you the design and development skills you need to create …. This book is a highly accessible guide to being a project manager PM , particularly a project ….

A friendly reference guide to Microsoft Project, the leading enterprise project management software As project management …. Different methods of loadi project. A loading pattern that allocates resource usage as late in the task as possible. The contour-loading pattern assesses which resources are left over after allocation to the critical tasks and spreads these resources among the remainder.

When using fixed-loading algorithms, you specify the actual amount of resource allocated to the encompassing tasks. Front loading systems will attempt to allocate resources as early in the task as possible. This loading pattern allocates the resource usage on a by day basis in a task. This will usually be done without causing any one task to be over committed. A project event that represents a checkpoint, a major accomplishment or a measurable goal.

Organisational Breakdown Structure codes are used to identify tasks by resource groups in a hierarchical format. OBS codes are often used to reflect departmental structure in a company or code of accounts, and can also be used for filtering tasks.

Project Evaluation and Resource Tracking charts, also called network diagrams. Network Diagrams are a graphical depiction of task dependencies, and resemble flow charts. Dependencies are shown by connecting lines or arrows indicating the work flow.

In dependency relationships, the predecessor is the task that must be started or completed first. Best defined as a body of knowledge, a set of principles, or techniques dealing with the planning and control of projects.

Any person, group of people, item or equipment, service or material used in accomplishing a project task. The process of resolving resource conflicts.

Most project management programs offer an automated resource levelling routine that delays tasks until the resources assigned to them are available. Task durations determined by the program and based on the number of an allocation of resources, rather than the time available. Both individual tasks and entire projects can be resource-driven. A group of activities which are treated as a single task in a master project schedule. Subprojects are a way of working with multiple projects that keep all the data in one file rather than in independent files.

In a dependency relationship between two tasks, the successor is the task that must await the start or completion of the other. Work Breakdown Structure codes are used to identify tasks in a hierarchy. Many project management applications associate these codes with an outline structure. WBS codes can be used to filter the project schedule for tracking and reporting purposes. Consciously or sub consciously we all apply these skills in the daily administration of our work.

Where a major undertaking has to be completed, these skills are not only brought into focus but must be applied in a much more structured format.

We must take on the jargon and techniques of the Project Manager as well as become familiar with the “Tools of the trade”. To review the skills that are relevant to project management The ability to define the Goal, Objective, Specifications and Limitations of a project. The ability to define the individual tasks in sufficient detail and sequence to meet the objective with the minimum of problems, and within the defined time scale.

Task attributes should include some or all of the following Objectives Time constraints Milestones Task s on which this Task is Dependant Estimated Duration: – Task s that are dependent on this task Optimistic estimate Itemised task Budget Pessimistic estimate Resources required completing the Task.

The ability to manage the progression of the tasks in terms of their resources, start times and finish times. The production of appropriate progress reports. As the complexities of these undertakings increase so the importance of discipline and structure increase and the Project Manager must look to the tools that can help which is where Microsoft Project comes into the picture. Setting out the Goal and the Objectives together with the Specification and Limitations within which the undertaking must be completed.

Plan The Project Planning of all the activities, resources, and estimation of materials and time scales. Some of this planning may have to be done at an appropriate level for cost estimation before the project can be agreed. Once the decision to go ahead has been taken the skills of the Project Manager are used to define the details of the planning stage. When this has been completed and agreed it will become the “Plan” or the base line against which progress can be measured.

Implementation A leap into the void! Notes: A poorly planned project will take three times longer than the original plan. A wellplanned project will only take twice as long. A project that will be completed without changes, on time and within budget has never been known in the past and will never happen in the future.

Microsoft Project will help! Monitoring And Adjusting Recording Actual Progress Once the project is under way, the progress of each activity is recorded. This information can then be compared against the Plan and the differences highlighted.

Revising The Schedule The process of minimising the effect of problems and delays on meeting project deadlines is achieved by adjusting and updating the Schedule to meet the changed circumstances.

As the project progresses and when it has been completed the process of evaluation should be used to learn the lessons for the next time.

Microsoft Project – Operational Basics Microsoft Project Has The Following Capabilities: Highlights 1 million tasks per project depending on free RAM 1 million resources per project Calendar dates from to Gantt charts to show project schedules graphically on a time scale with scaling from minutes to years.

Network Diagrams to show task relationships. Outlining to group and arrange project tasks in hierarchical order. Filters to view selected information. Resource usage and Graph views and reports to quickly identify resource availability and costs. Custom fields so you can track additional information unique to your project.

If time, money, or what your project accomplished were unlimited, you wouldn’t need to do project management. Unfortunately, most projects have a specific time limit, budget, and scope. It is this combination of elements time, money, and scope that we refer to as the project triangle. These competing elements are also known as the triple constraints of a project. Understanding the project triangle will enable you to make better choices when you must make trade-offs.

For example, if you decide to adjust the project plan to: Bring in the scheduled finish date, you might end up with increased costs and a decreased scope. Meet the project budget, the result might be a longer schedule and a decreased scope. Increase scope, your project might take more time and cost more money in the form of resources, such as workers. Changes to your plan can affect the triangle in various ways, depending on your specific circumstances and the nature of your project.

For example, in some instances, shortening your schedule might increase costs. In other instances, it might actually decrease costs.

In terms of the project triangle, resources are considered a cost item. So as you adjust resources to accommodate more or less work or to reflect their availability, your costs go up or down correspondingly.

These costs are based on resource pay rates. You also may notice that as you adjust resources, your schedule changes. For example, if you have several resources over allocations and you level the project, the schedule might now include split tasks and delays that extend the finish date. In most projects, at least one side of the triangle is “stuck,” meaning that you can’t change it.

On some projects, it’s the budget. No matter what, you won’t get more money for the project. On others, it’s the schedule;; the dates can’t change. Or it’s the scope;; there will be no change in deliverables The trick is in finding the “stuck” or fixed sides of your project’s triangle.

That tells you what you can change and where you can adjust if there’s a problem. Phrasing the problem as a statement can help you clarify which side of the triangle is in trouble.

Knowing which side of your triangle can’t be changed will help you know where you can adjust. So when you begin optimizing, consider the following order of decisions. First, decide which of the three elements is fixed.

This is typically the element most important to the success of your project finishing on time, on budget, or with the agreed-upon scope.

Then, determine which side your current problem occurs on. Once you’ve done that, you’ll know what elements you have to work with to get your project back on track. If the problem side and the fixed side are the same, you have the remaining two sides of the triangle to work with.

For example, if your project has to finish on time and your problem is that it’s taking too long, you can adjust resources or adjust scope to get the project back on track.

If the problem side is different from the fixed side, you’ll want to optimize by adjusting the remaining side. For example, if your project has to finish on time and it’s grown in scope, you only have the cost side to play with by, for example, by adding resources. Know that when you adjust one side of the triangle of time, money, and scope, the other two sides are likely to be affected.

They can be affected positively or negatively, depending on the nature of your project. For example, if you adjusted your plan to bring in costs, check whether your finish date is still acceptable Lead and Lag Times Edit tables by adding and removing columns Change column labels Create a table The system will allow the user to organise these tables so they can be used to maximum effect.

The content of the table is also dependent on the area of project management they are used for. There is a difference between tables for Tasks and table for Resources. Modifying Or Editing An Existing Table The idea of changing a table structure is to make its use more appropriate to the needs in terms of what information the user needs to view.

For a task table there are over one hundred possible columns from which the structure can be chosen. For Resources the number of possible columns is approximately thirty. The following dialog box Figure will show a list of the fields that make up the table. A space will appear and the new field can be selected. The structure of the table is built up by selecting the fields in the appropriate order. When you decide which type of table you would like to create click on the NEW button.

OR Another option which saves time is to copy an existing table and add or remove fields as necessary and rename it. Add, edit or delete fields as covered in the previous section. Click OK to save the table. There is no need to recreate them in other files we have the organiser tool to allow us to transfer these objects for reuse elsewhere The global template is the file that is used every time you create a new project file this works similarly in word and excel.

It stores all the objects necessary to create a file with no data. Using the organiser to transfer any of the objects we create into it every time we create a new project those objects will be available for use in the new file. This includes tables, views, filters, groups, reports, macros, calendars tasks or resource objects Even better when these objects are in the global template any file you open created from another source that lacks the useful objects you have been using you simply transfer them from the global template into the new file and they are then available for use.

If you have several project files open use the drop down arrows in the boxes to correctly identify the files. MPT file if a file from another source is being used copy the other way for your objects to be used in other files. When the transfer of objects is complete click the cross in the top right hand corner of the dialog to close the organiser. Creating any new project now will include the objects you have transferred ready for immediate use. It is also possible to define in what way these dependencies exist.

For example, if you have two tasks, “Dig foundation” and “Pour concrete,” the “Pour concrete” task cannot begin until the “Dig foundation” task is complete. The dependent task can begin any time after the task that it depends on begins.

The SS link type does not require that both tasks begin simultaneously. For example, if you have two tasks, “Pour concrete” and “Level concrete,” the “Level concrete” task cannot begin until the “Pour concrete” task begins.

The dependent task can be completed any time after the task that it depends on is completed. The FF link type does not require that both tasks be completed simultaneously. For example, if you have two tasks, “Add wiring” and “Inspect electrical,” the “Inspect electrical” task cannot be completed until the “Add wiring” task is completed.

The dependent task can be completed any time after the task that it depends on begins. The SF link type does not require that the dependent task be completed concurrent with the beginning of the task on which it depends. For example, the roof trusses for your construction project are built offsite. Two of the tasks in your project are “Truss delivery” and “Assemble roof.

The FS link is by default not shown in the predecessors column but add one of the other link type contractions after the predecessor number and press enter the link will change and the result shown in the Gantt chart. The picture below shows a start to start relationship.

Click OK when you have made the necessary adjustments More Links, Lead And Lag Times From the previous examples you have seen in the task information dialog, predecessors tab and in the task dependency dialog a box called lag this is a box allows you to fine tune these Link relationships by specifying Lag or Lead times as required.

You enter the lead time as a negative value Lag A Lag time is a delay between two tasks that are linked by a dependency. For example, if there must be a two-day delay between the finish of one task and the start of another, you can establish a finish-to-start dependency and specify two days of lag time for the successor task.

You enter the lag time as a positive value. Applying lead and lag time in the dialog boxes should now be easy but the method of entering it in the predecessors column may not be so obvious although it is the most efficient way of working with your links You may return to the standard Gantt view at any time by using the VIEW button and selecting a different view.

From this form the data relating to the specific task can be changed which includes progress information. Where progress data is being entered, Actual should be selected.

Actual Start Date and time for the Task.

 
 

Microsoft project 2010 reference guide free. Download Project 2010 Reference: Software Development Kit from Official Microsoft Download Center

 
 

По-видимому, Танкадо считал, что два эти события чем-то различались между. Выражение лица Фонтейна не изменилось. Но надежда быстро улетучивалась.