1 HOW TO START WORKING WITH P2WARE PROJECT MANAGER 7? This document contains introduction to P2ware Project Manager 7 views (P2ware Project Manager 7 walkthrough) and shows how to create high quality plans and execute them (Creating Project Plan and Controlling its Execution). P2ware Project Manager 7 walkthrough 2 Creating Project Plan and Controlling its Execution 9 Product-Based Planning Technique 9 A Short Description of the Planning Process 14 Developing High Quality Plans with P2ware Project Manager 7 16 Controlling the Execution of the Plan 17
2 P2WARE PROJECT MANAGER 7 WALKTHROUGH INTRODUCTION P2ware PM 7 program exploits the product-based technique which is one of the most effective planning techniques in modern project management. Since this technique diverges from popular activity- based planning, for users who don t know yet or haven t used so far this technique we are recommending to read this text while at the same time watching views of the example plan "Project management training (simple). It is a plan of a project which goal was to organize training on project management and conduct a relevant exam. To start the walk: open P2ware PM7 in the Open Plan window click Project management training (simple) place this window with this walk description in a way enabling you to see screens of the PM 7 and to read this guidance (the best would be to use two monitors). If you would like to read a scenario for the project, click Yes to answer the question Do you want to open this document? visible on screen. You can click No and read it later having learned more on the PM 7. In the top-left corner of screen there is a Views gallery with icons allowing for a quick access to a relevant view available in the opened plan, just by clicking its icon. You can walk through the application reading this guidance section by section or jumping to a required view.
3 AVAILABLE VIEWS TABLE Sample project was created using simple project template with limited set of views: Icon View Icon View Product Breakdown Structure Resources Product Flow Diagram Resource Assignments Products Resource Load Chart Activities Risk Register Gantt Chart Cost Chart Network Diagram Reports Having opened PM 7 you will see by default the Product Breakdown Structure view. Other views you can open and read their description in an order as they are described below. To learn more on these and other functionalities available in different versions of P2ware PM 7, see the Help file, which can be opened by pressing F1 key or by clicking buttons. PRODUCT BREAKDOWN STRUCTURE In the middle working are of this view you can see products needed to complete the project presented as a hierarchical diagram called the Product Breakdown Structure (PBS). In the opened plan the final product is: Project Management Training the product located at the top of the PBS diagram shown in blue colour. Below the final product are shown products which will be included in the final product or needed for producing or delivering other products. To make easier to check, whether all needed products were included in the plan, the products are grouped into groups shown as rhomboids in green colour. While making your plan you can group products as you wish. A product group can be broken down also into smaller product sub-groups. While creating the PBS you don t have to pay attention to a sequence or time the products would be produced or delivered. Such dependencies are shown in other view called the Product Flow Diagram (PFD). In the left side window the product breakdown structure is presented in a form of dented list. If you select a product on the PBS, by clicking the left mouse button, in the right working area you will see a number of data fields with information on the selected product. If needed, you can modify the data or enter more information. To describe products you can use also the Product description editor, which can be opened by clicking the Edit button located at the tools ribbon.
4 You will use the PBS view to identify and describe products to be included into your plans. When you select a product by clicking it with the left mouse button, you will see some icons surrounding the product, e.g. Edit, Add parent product, Add child product. PRODUCT FLOW DIAGRAM In the Views gallery, click the icon to open the Product Flow Diagram (PFD) view. This diagram shows an order in which the products should be produced or delivered. Please notice that the product groups shown in the Product Breakdown Structure have not been transferred to the PFD. A reason for this is that to the same group can be included products to be delivered early as well as those to be delivered nearly the project end. So, product groups are not planned. They are only used to help to identify needed products. You will use the PFD view to define an order of producing products included in your plans, by indicated a product s necessary predecessors and/or successors. It means that from the point of view of the plan s logic, the PFD is the most important view. While preparing your own plans, you will see that by using the PFD created plans will be consistent and a lot of time can be saved. Please notice that below the main diagram, in the lower working area is located a window called Store. In this window will be located products added to the PBS diagram, but not yet placed in the PFD. With a mouse you can move and drop products from the Store to the main working area (and back) and connect them with their predecessors and successors. Also in this view you can describe products in the Properties window in the right working area or using the Product description editor, which can be opened by clicking the Edit button located at the tools ribbon. When you select a product by clicking it with the left mouse button, you will see icons surrounding the product. Icons facilitate creation of the diagram. You can also add new products here and thy will be automatically added to the PBS, however not connected to any group. To allocate them to a group you need to open the Product Breakdown Structure view and do it yourself. PRODUCTS All products and product groups can be reviewed in a tabular form in the Products view. A table content can be adjusted to your needs by adding your own perspectives. They can be created by modifying the existing perspectives, e.g. by adding or removing columns, filtering data or adding some calculations.
5 As in the Product Breakdown Structure and Product Flow Diagram views, you can also add and describe new products in the Products view and they will be automatically visible in the to the Product Breakdown Structure view, however not connected to any group or product, and in the Store in the Product Flow Diagram view. To allocate them to a group or to connect to other products you need to open the Product Breakdown Structure or Product Flow Diagram view and do it yourself. ACTIVITIES In this view is shown information on activities, needed to produce or deliver products shown in the Product Breakdown Structure, and on additional activities unrelated directly to any products, as well as sub-activities of main activities or other sub-activities. This view is particularly useful while defining activity durations. Similarly as in other views, also in this view the information shown can be rearranged to be more convenient for reviewing and analysing, and new layouts stored as perspectives. Note: P2ware PM 7 has a very useful feature not available in other applications. When a new product is added to the plan, PM 7 automatically generates a relevant activity with a name created by adding a suffix creation or delivery to the product s name, assuming a default duration of the activity. What's more, based on the Product Flow Diagram an Activity Network and a logic of the Gantt Chart are generated automatically. The activity names and durations can be changed later pursuant to needs. This feature allows for significant shortening of the planning time, created plan is coherent and in a schedule are all activities needed to produce or deliver all products included into the plan. GANTT CHART In this view activities schedule is shown as a Gantt Chart, illustrating in a graphical form when each activity is to start and finish. In the Properties window in the right working area you can see and add or change other information on the activity selected in the main table. Here you can see how useful available perspectives are, and a feature allowing you to create your own perspectives as needed. It is sufficient to select the Progress Tracking perspective and check the actual progress of each activity and sub-activity. Names of available perspectives are shown on tabs on the right side above the Properties window.
6 To see how changing perspective works, select other perspective than the backlighted one. You can do this also in other views. While planning a project is too early to speak about its progress. This is why at initial planning more useful is the Simple perspective. Here you can also add new activities and sub-activities, describe them and define their optimistic, pessimistic, or calculated with the PERT durations, and present as a relevant schedule. Advanced users can also add feeding buffers and the plan buffer. It is possible to change the time grids by clicking the Zoom In or Zoom Out buttons on the ribbon or by clicking the right mouse button on the time scale visible at the chart s top. ACTIVITY NETWORK The Activity Network shows activities in a different form, illustrating dependencies between activities, when can be their earliest and latest start and earliest and latest finish, ensuring that the project will finish on time. You can also see a slack, indicating that some activities can start on different day without delaying the project. This information is of particular use when you find out that the same resource should be used at the same time at more than one location, so one or more activities have to be shifted. On this diagram the critical path is indicated by activities in red. Activities placed on the critical path determine the shortest possible time to complete the plan or project. By using P2ware PM 7 Pro or For PSO it is possible to define also other ways of marking activities, e.g. activities not on the critical path, but with a small slack or indicated as risky can be marked in a colour selected. As in the Activities and Gantt Chart views, also in this view you can add activities and/or subactivities and connect them with other activities. When you select an activity by clicking it with the left mouse button, you will see some icons surrounding the activity. RESOURCES Resources are needed to execute any plan. They can be human resources as well as materials or other assets, e.eg. machines, installations, premises etc.
7 In this view it is possible to add and describe required resources, by entering their relevant data, e.g. personal data, competencies, roles in projects, but also a cost of using them or their activation cost. It is also possible to indicate for each resource an individual calendar showing its availability. By using P2ware PM 7 Pro or For PSO it is possible to define more properties characterising required resources. RESOURCE ASSIGNMENTS This view is very useful to assign resources needed to carry out activities, and to control how the resources are used to carry out their tasks. It is possible to enter information on a planned time the resource should start and end a work related to selected activity and its actual work. The actual data can be entered directly or come from the resource timesheet. Objects (e.g. products) related to an assignment selected in the main area can be seen in the lower working area. RESOURCE LOAD CHART This chart shows a work load of the resource selected in the left side list. It is possible to change the time grids by clicking the Zoom In or Zoom Out buttons on the ribbon or by clicking the right mouse button on the time scale visible at the chart s top. RISK REGISTER This view shows the Risk register, one of a few registers and logs available in PM 7. It is used to record risks (threats and opportunities), which can influence the plan s goals. Each recorded risk can be related with other objects of the plan, e.g. a flu epidemic may result with delaying some activities and later delivery of products. This is why it is very important to describe not only the risk, its probability and impact, but also to record with which other objects it is related and how it may influence these objects. P2ware PM 7 allows to record such relations. To define and describe a relation of risk to other plan object you should select a type of the object by clicking a tab with its name, located at the lower edge of the lower working area. Apart from the Risk register in P2ware PM 7 are also available: Issue register, Quality register, Daily log, Lessons log and Own tasks log. To see them, please open the Project management training
8 plan or read relevant information in the Help file, which can be opened by clicking located at the right-top of screen. button COST CHART Costs are a significant part of many plans and are used to control the plan s progress. In this view the planned and actual costs are shown in a chart and tabular forms. Time intervals and types on visible cost can be changed by clicking relevant buttons on the tools ribbon. To learn more on the chart, click button located at the right-top of screen. REPORTS Each plan is composed of a lot of different data, which reviewing is usually laborious and timeconsuming. To help this, there is a number of predefined report templates available. To get a required statement or report it is sufficient to open the Reports view and select a required template in the Navigator window. Generated reports can be exported to different format files, e.g. Excel, Word etc. To see how it works, in the Navigator window select a report template by clicking > as required. Some of the reports may be not compatible with the sample plan, since they were prepared for other plans, with different sets of plan objects properties. It is worth to know, that if you don t like available template or you need a new one you can modify existing template or create a new one. To do it, click respectively the Design or Create Report Template button on the ribbon. We recommend, don t do this now and wait until you learn PM 7 and its wide scope of functionalities better.
9 CREATING PROJECT PLAN AND CONTROLLING ITS EXECUTION This introduction to the product-based planning technique is for users who are not familiar with it or would like to learn more, for better using of its good points. Users familiar with this technique can pass straight to the short description of the planning process. PRODUCT-BASED PLANNING TECHNIQUE In the traditional approach to planning described in many textbooks, the main focus is given to the activities necessary for completion of a project, and a schedule is treated as a plan showing who and when should carry out these activities. In the Product-Based Planning Technique, a plan should first define a final result (a final product of the plan), to be delivered by the plan s execution, and: what, i.e. partial products in what a sequence by what activities using what resources when should be created or delivered, to get the final result. The technique is based upon an observation that the same product may be obtained as a result of different activities. For example, if skilled operators will be necessary to operate new equipment, it is possible to train people already employed or to get respectively skilled people from outside. In the first case, an activity to be carried out would be training, and in the second recruitment. Similar, some products may be done inside an organization, outsourced from other company, or just bought ready. All these activities differ in duration, costs, resources required, but they should give the same product. A process leading to the final result and a sequence of creating partial products and respective activities often result from an assumed approach and technology, however they should fulfil imposed constraints. So planning should start with a precise definition of the final result - what we will call the plan s final product. Examples of a final product: Information system operational, Factory ready to operate, Completed marketing campaign, Renovated building, Upgraded system etc. To complete each of the final products mentioned, it is necessary to create an/or deliver many partial products, which we have to know not only by name, but they should be described in such detail that it would be possible to allocate them to producers or suppliers, and check their quality when receiving them ready. While identifying and describing products, it is useful to group them in such a way that none is missed. They can be grouped by physical similarity, similar production technology e.g.
10 documentation, trained people, software, hardware etc. It is worth remembering that during the first phase of planning, it is important to know what products we need, but it is not important what the sequence of their production and/or delivery is. A product Breakdown Structure is a very useful tool to identify and group products in such a way that none of the main products is neglected while planning. Final Product Product Grouping GA Product 7 Integration Product 10 Product Grouping GA.1 Product Grouping GA.2 Product 6 Product 8 Product 9 Product 1 Product 4 Product 2 External Product 5 Product 3 Product Breakdown Structure (PBS) To get access to the Product Breakdown Structure in the P2ware Project Manager, click on the icon shown below. If you would like to learn more on a particular subject, use the contextual help, as shown. In the initial planning phase, the planner may not know the activities which will be necessary to deliver the required products. Activities may be defined later depending on (amongst other factors) the time, money and resource constraints imposed on the project. A particular product may be, say, bought from a supplier, built from scratch by the project, or replaced by a different product following
11 a risk analysis. It logically follows from this that, during the planning phase, it is the products or deliverables, not the activities that are the most important. While using the Product-Based Planning technique, instead of trying to define activities and their sequence, first products/deliverables are sequenced into a Product Flow Diagram (PFD) shown in the figure below. Product 8 Product 3 Product 9 Integration Product 10 Product 1 Final Product External Product 5 Product 2 Product 6 Product 7 Product 4 Product Flow Diagram (PFD). To work with the Product Flow Diagram, click on the icon shown below. Please notice that all products identified in the Product Breakdown Structure have been automatically transferred onto the Product Flow Diagram, however integration products and their children products are located in the main working area and other products are placed in the store below the main working area. To get more information on the Product Flow Diagram, click the icon area. located in the interested As the PFD allows the planner to see clearly all products and their dependencies, he/she can then begin to define the activities and sub-activities required to obtain each product. The activities may be easily shown on the PFD. The diagram shown below was created based on the PFD by adding activities selected for creating or delivering particular products.
12 Activity 2 Activity 1 Activity 3 Activity 6 Activity 4 Activity 7 Activity 5 P2ware Suite Project, programme and portfolio management software Product 8 Product 1 External Product 5 Product 3 SA 10.2 Activity 10 SA 8.1 SA 10.1 SA 8.2 Product 2 Product 9 Product 6 Activity 9 Activity 8 Integration Product 10 Product 7 Final Product Product 4 Product Flow Diagram with activities and sub-activities necessary to create or deliver products. One may notice that by using a PFD to define activities, the planner can see a product and its predecessors and so can more easily imagine what action is necessary to use or to transform the predecessors into the product. Activities and sub-activities can be divided into lower level subactivities and/or work packages. What is really useful is that an Activity Network is created automatically by removing products from this figure. The Activity Network is shown in the next figure. A significant advantage of planning in this way is that it ensures that in a product-based plan there are no activities that don t lead to a product or deliverable. Activity 5 SA 8.1 Start Activity 1 Activity 3 Activity 7 SA 8.2 SA 10.1 End Activity 2 Activity 4 Activity 9 SA 10.2 Activity 6 Activity Network with activities and sub-activities necessary to deliver products. You are advised to create a simple plan composed of a few products and create a product Breakdown Structure and a Product Flow Diagram, e.g. as shown in the figures above. If you do this and select the Activity Network or Gantt Chart view, you will see that P2ware Project Manager has generated itself a logic activity network and a Gantt chart a draft schedule. You can then add some sub-activities, estimate activities durations, resources involved, costs, etc. In all P2ware Project Manager views, you can use the contextual help to learn more what and how you can do in a selected view and its working areas. To give you a picture of planning process, a logical flow of planning using the Product Based Planning Technique is shown in the following figure.
13 Project Requirements Products Product Breakdown Structure Product Descriptions Product Flow Diagram Prerequisites Technology Assumptions Quality Requirements Activities Activity Network Resources Resource Availability Risks Tolerance Revised activities and resources Control Points Schedule Product Checklist Plan Description Costs Budget Logical flow of planning using the Product-Based Planning Technique
14 A SHORT DESCRIPTION OF THE PLANNING PROCESS 1. Open a Product Breakdown Structure view and: a. Define and describe a required final product or an end result, and all products the final product must consist of, to get successful completion of the plan. b. Identify and describe all other products which must be created and/or delivered to create the final product. c. Create a Product Breakdown Structure a hierarchical structure showing and grouping products in a way that none of them can be neglected. Note: If this is your first plan, limit your activity to identification of products without describing them. 2. Open a Product Flow Diagram view and arrange the products in the sequence they should be created and delivered, connecting with properly directed arrows. 3. Open a Gantt Chart view: a. If justified, change names of activities automatically generated by P2ware Project Manager into names you like. b. Eventually add sub-activities. c. Estimate durations of activities and sub-activities by making longer or shorter relevant bars on the chart. 4. Open a view in which activities are visible (Activities, Gantt Chart, Activity Network) and using the function Edit describe activities. 5. Open a Resources view and fill in information on all resources that may be involved in the plan execution. 6. Open an Activities view: a. Allocate to activities resources needed for their execution. b. Check and adjust durations of each activity. c. Estimate activity costs. 7. Open a Gantt Chart view and apply all constraints put on activities timescales and add additional connections between activities, if justified. 8. Open an Activity Network and check the end day of the plan, and if it is not acceptable, check the critical path and analyze what can be done to accelerate the end day. 9. Check if all estimated activity durations and costs are within constraints put on the project. If not, make respective corrections. 10. Improve the plan by removing conflicts resulted from overloading resources and removing risks relevant to scarcely available or costly resources and other risks. 11. Change or add additional activities necessary to manage risks and ensure required products quality. 12. Once more check workload for all resources and check if the plan is realizable, and if necessary go back to very early steps of planning and make necessary changes. 13. Add management products (reports, decision points, quality reviews, etc.) and quality checking activities. 14. Create and print out a Product Checklist with all products and relevant dates of their creation and delivery.
15 15. Print out all required diagrams and tables, to be included into a plan. 16. Describe the plan, its assumptions, an approach to its execution, prerequisites and risks. 17. Assemble all into a complete plan. 18. Present the plan for approval.
16 DEVELOPING HIGH QUALITY PLANS WITH P2WARE PROJECT MANAGER 1. Describe everything you know about the plan to be prepared (Plan Description). 2. Define and describe the Final Product or end result to be obtained after successful completion of the plan, including a list of the main Products to be produced or delivered. 3. Define and describe all other products which must be developed or delivered in a frame of the plan (Product Descriptions for simple and integration products). P2ware Project Manager offers you an editor and a number of predefined data fields, allowing you to create easily uniformly structured product descriptions. 4. Arrange all identified products into a hierarchical structure, grouping them in a way that no necessary product would be missed (Product Breakdown Structure - PBS). 5. Arrange the Final Product, Simple Products and Integration Products in the order they should be created or delivered (Product Flow Diagram - PFD). 6. Identify Activities necessary to create or deliver all products in the order they are placed on the PFD and their dependencies (Network Diagram). P2ware Project Manager will do this for you, automatically generating a Network Diagram and Gantt Chart, and all activities will be given names by adding endings: creation for simple and integration products, and delivery for external products. 7. If justified, activities can be broken down into sub-activities and additional dependencies added. 8. Describe all the identified Activities, allocate the Resources needed for them, and estimate the Cost and Time necessary to carry out each identified Activity (Activity Description, Planned Costs, Levelling Resource Load). P2ware Project Manager offers you an editor and a number of predefined data fields, allowing you to create easily uniformly structured activity descriptions. 9. Take into consideration all known limitations and constraints to be imposed on the Activities and dependencies between them (Limitations). 10. Based on the estimated durations of Activities, and taking into consideration the imposed limitations and constraints, P2ware Project Manager will find out the shortest possible time for the plan execution and identify the Activities on which the time is dependent (Total time and Critical Path). 11. If you are familiar with the Critical Chain approach, add a Plan (Project) Buffer and required Feeding Buffers and Cost Buffers. 12. Level the workload of each of the resources involved (Resource Load). 13. Check if the estimated durations, Costs of Activities, and individual resource workloads are consistent with the limitations and constraints imposed on the resources and the plan completion. If not, you may have to change limitations or adjust Activities, Resources, time scales or costs. 14. Establish a new deadline for the plan, a new Critical Path, and once more check their consistency. 15. Prepare the plan schedule in the form of a Gantt Chart. 16. Improve the plan by removing any conflicts of overloaded Resources and eliminate or limit Risks relevant to e.g. limited or costly Resources 17. Change, modify or add any additional Activities which are necessary to manage identified Risks and/or for assurance of the required quality of the Products.
17 18. Check once more the workload of each Resource and make any necessary adjustments. 19. Check if the plan is realizable and, if not, go back and make any necessary corrections. 20. Divide Activities into Sub-activities, if appropriate. 21. Add Management Products (reports, decisions, quality checks) and Activities relevant to their production or delivery. 22. Prepare a Product Checklist with all the Products included in the plan. indicating the start and end dates of Activity. 23. Print out all diagrams and sheets to be included in the plan. 24. Complete the plan description, its assumptions, prerequisites and Risks. 25. Assemble all the plan s elements into one set. 26. Present the plan for approval and Resource allocation. CONTROLLING THE EXECUTION OF THE PLAN 1. Before starting to execute a plan save it, and if you have access to P2ware Portfolio Server, publish the plan on the server. 2. In the Gantt Chart view, identify and select the Activities which should be started today. 3. Create a Work Package and name it in a clear way. 4. Describe the Work Package. From the list of Resources involved in the Activities included in the Work Package select a reporting Resource, i.e. the Resource responsible for completing all the Activities as well as for reporting to you on the work s progress. Add any related documentation necessary for proper completion of the Work Package, e.g. Product descriptions, Activity Descriptions or Processes descriptions. 5. Determine Checkpoints at which the progress of work will be checked and at which you should receive a Checkpoint Report. 6. Authorize the Work Package and send it to the reporting Resource to get their confirmation of acceptance of the Work Package. This functionality requires co-operation with P2ware Portfolio Server. 7. Having received confirmation of acceptance, change the status of the Work Package to Accepted. 8. Repeat steps 2 to 6 for all Work Packages you want to authorize at this point. 9. Regularly check the flow of Checkpoint Reports to be submitted by reporting Resources, and check that they have been approved. 10. Approval of a Checkpoint Report and data on the progress of work, and information relating to changed real start and end dates, will be reflected in the Gantt Chart. 11. In the case of any deviation from the plan, you should undertake appropriate action, which will depend on the significance of the deviation for the overall success of the project. 12. After all the Products and work included in Work Packages have been completed, you should close the Work Package by changing its status to completed. 13. Completion of all the Products mentioned in the plan closes its realization.
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Topic support guide Cambridge International AS and A Level Computer Science 9608 For examination from 2017 Topic 4.4.3 Project management PERT and GANTT charts Cambridge International Examinations retains
Creating a New Project Microsoft Project is a project management software program designed to assist project managers in developing plans, assigning resources to tasks, tracking progress, managing budgets,
Project Management Dr. James A. Bednar firstname.lastname@example.org http://homepages.inf.ed.ac.uk/jbednar SAPM Spring 2006: Project Management 1 Project Management A project is a temporary endeavour to produce
Note: See the text itself for full citations. More courses at cie-wc.edu Understand the importance of project schedules and good project time management Define activities as the basis for developing project
Planning and Managing Software Projects 2010-11 Session 6 Microsoft Project From the WBS to a Complete Schedule Emanuele Della Valle, Lecturer: Dario Cerizza http://emanueledellavalle.org Credits 2 These
Software Development & Education Center Microsoft Office 2010 (Microsoft Project 2010) Mastering Microsoft Project 2010 About This Course This three-day instructor-led course provides students with the
Learning Services IT Guide Access 2013 Microsoft Access is a programme which allows you to store a lot of information easily in the form of a database. For example you could create a database which stored
TIME MANAGEMENT TOOLS AND TECHNIQUES FOR PROJECT MANAGEMENT Hazar Hamad Hussain * 1. Introduction The definition of Project as a temporary endeavor... refers that project has to be done within a limited
ME 407 Mechanical Engineering Design Spring 2016 Project Planning & Management Asst. Prof. Dr. Ulaş Yaman Acknowledgements to Dieter, Engineering Design, 4 th edition Ullman, The Mechanical Design Process,
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CIS 486 Managing Information Systems Projects Fall 2003 (Chapter 6), PhD email@example.com California State University, LA Computer and Information System Department Chapter 6: Project Time Management
Microsoft Project 2010 Advanced Table Of Contents SECTION 1 - REFRESH OF THE BASICS... 3 GUIDE INFORMATION... 4 Introduction... 4 How To Use This Guide... 4 Objectives... 4 Instructions... 4 PROJECT INFORMATION
Content Chapter 3 Managing the Information Systems (IS) Project Process of managing IS projects Skills required to be an effective project manager Skills and activities of a project manager during project
PERCEPTION PERT-PAC Using Microsoft Project 2000 to Plan & Schedule A Training Tutorial (Sample Hull Block Construction) 1 This training tutorial outlines the basic features of the Microsoft Project 2000
Step by Step Guide PSA 2015 Module 5 5.1 calendar view 5.2 by line 5.3 Instant Time Entry PSA 2015 (Release 184.108.40.206) PSA 2015 Step by Step Guide is published by Assistance Software. All rights reserved.
SHAREPOINT 2010 FOUNDATION FOR END USERS WWP Training Limited Page i SharePoint Foundation 2010 for End Users Fundamentals of SharePoint... 6 Accessing SharePoint Foundation 2010... 6 Logging in to your
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Laboratory 1 Initiating a Project Outline What is a project? What is project management? Initiating a project. Getting Starting with Project 2007? What Is a Project? A project is an activity that has a
Power Point 2007 Manual OIRE Escuela de Profesiones de la Salud Power Point 2007 2008 The New Power Point Interface PowerPoint is currently the most common software used for making visual aids for presentations.
Chapter 4: Project Time Management Importance of Project Schedules Managers often cite delivering projects on time as one of their biggest challenges Time has the least amount of flexibility; it passes
Microsoft Access 2010 handout Access 2010 is a relational database program you can use to create and manage large quantities of data. You can use Access to manage anything from a home inventory to a giant
Microsoft Project 70-178 Exam Study Guide Prepared by The Versatile Company for MPUG. www.versatilecompany.com The Versatile Company, 2012. About this Study Guide This guide was developed based upon the
FastTrack Schedule 10 Tutorials Manual FastTrack Schedule Documentation Version 10.0.0 by Carol S. Williamson AEC Software, Inc. With FastTrack Schedule 10, the new version of the award-winning project
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Intellect Platform - The Workflow Engine Basic HelpDesk Troubleticket System - A102 Interneer, Inc. Updated on 2/22/2012 Created by Erika Keresztyen Fahey 2 Workflow - A102 - Basic HelpDesk Ticketing System
Project Time Management Study Notes PMI, PMP, CAPM, PMBOK, PM Network and the PMI Registered Education Provider logo are registered marks of the Project Management Institute, Inc. Points to Note Please
Course 55054: Mastering Microsoft Project 2013 Page 1 of 9 Mastering Microsoft Project 2013 Course 55054: 2 days; Instructor-Led Introduction This two-day, instructor-led course is intended for individuals
Chapter 6: Project Time Management Information Technology Project Management, Fifth Edition Learning Objectives Understand the importance of project schedules and good project time management Define activities
Transcript of Week 1 Podcast Week 1: Introduction This is the Week 1 Podcast for the course, Information System and Service Analysis and Design. This week is about Project Management. Systems development