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Assignment -1 - Read Microsoft project assignment Word Doc and do the assignment Assignment-2- Discussion -Read the Topic and Complete the Discussion ,Also Give 2 discussions which I have mentioned in chat (While chatting with you)

Home Work-1-MS Project Assignment/Don Funk Music Video 11-6.mpp

Home Work-1-MS Project Assignment/Don Funk Music Video 12-1.mpp

Home Work-1-MS Project Assignment/Microsoft Project Assignment 16.docx

Microsoft Project Assignment 16

Complete Project 11-6: Adjusting Remaining Work and Duration on Don Funk Music Tasks (pg.239 of your workbook). Save your Don Funk Adjusted project file as YourLastNameYourFirstNameProject11-6 and submit it when done.

Complete Project 12-1: Displaying Project Information (pg.251 of your workbook). Save your Don Funk GIF project file as YourLastNameYourFirstNameProject12-1 and submit it when done.

MICROSOFT PROJECT ASSIGNMENTS

Each module the student will use Microsoft (MS) Project software to complete an assignment.

The use of MS Project is fundamental to helping students both understand the intricacies of

project planning and management, as well as give them practice in using a common project management software

. The student will be responsible for downloading and installing the software package from now the link available on the course home page.

DISCUSSIONS

Discussions will consist of 2 parts: Your initial posting on the subject, and responses to two or more students postings.

Post your primary response by each Wednesday midnight. Respond to at least two (2) other postings by Sunday Midnight.

The primary post should be at least 300 words in length. Your second postings can either answer another student's question

to your own post or be a comment to his or her original post. Secondary posts must be at least 150 words in length.

•All initial postings must have at least one citation or reference and it must be in APA format. Failure to have a reference or not having it in APA format will deduct 5 points.

•Word counts must be met. Each 10 words short will deduct 1 point from your total discussion score.

•If any part of your postings is copied and pasted you will receive no credit for the assignment, and no resubmission is possible.

Home Work-2-Discussion/Discussn.docx

Read the case study "Communication Failures" starting on page 329 and answer the questions on page 332

DISCUSSIONS

Discussions will consist of 2 parts: Your initial posting on the subject, and responses to two or more students postings.

Post your primary response by each Wednesday midnight. Respond to at least two (2) other postings by Sunday Midnight.

The primary post should be at least 300 words in length. Your second postings can either answer another student's question

to your own post or be a comment to his or her original post. Secondary posts must be at least 150 words in length.

•All initial postings must have at least one citation or reference and it must be in APA format. Failure to have a reference or not having it in APA format will deduct 5 points.

•Word counts must be met. Each 10 words short will deduct 1 point from your total discussion score.

•If any part of your postings is copied and pasted you will receive no credit for the assignment, and no resubmission is possible.

MS project Tutorial/Project2013_Lesson11.pptx

Advanced Project Schedule Tracking

Lesson 11

Microsoft Official Academic Course, Microsoft Project 2013

Microsoft Project 2013

Objectives

Microsoft Official Academic Course, Microsoft Project 2013

Software Orientation

The Earned Value table displays several schedule indicator and cost indicator values that are useful in measuring the project’s progress and forecasting its outcome through earned value analysis.

Microsoft Official Academic Course, Microsoft Project 2013

Software Orientation

Microsoft Official Academic Course, Microsoft Project 2013

Software Orientation

The columns in the Earned Value table are:

1. CPI–Cost Performance Index, the ratio of budgeted to actual cost—calculated as EV divided by AC.

2. SPI–Schedule Performance Index, the ratio of performed to scheduled work—calculated as EV divided by PV.

3. Planned Value-PV (or BCWS–budgeted cost of work scheduled)—the value of the work scheduled to be completed as of the status date.

4. Earned Value-EV (or BCWP–budgeted cost of work performed)—the portion of the budgeted cost that should have been spent to complete each task’s actual work performed up to the status date.

5. AC–(ACWP) Actual Cost–the actual cost incurred to complete each task’s actual work up to the status date.

Microsoft Official Academic Course, Microsoft Project 2013

Software Orientation

6. SV–Schedule Variance, the difference between the budgeted cost of work performed and the budgeted cost of work scheduled.

7. CV–Cost Variance, the difference between the budgeted and actual cost of work performed.

8. EAC–Estimate at Completion, the expected total cost of a task based on performance up to the status date.

9. BAC–Budget at Completion, the total planned cost.

10. VAC–Variance at Completion, the difference between the BAC (Budgeted at Completion) or baseline cost and EAC (Estimated at Completion).

Once the details of the project schedule have been finalized and work has started, the project manager can begin to track progress on the project by recording actual start, finish, and duration values.

Step by Step: Enter Actual Start Date and Duration for a Task

GET READY. Before you begin these steps, launch Microsoft Project.

1. OPEN the Don Funk Music Video 11MA project schedule.

2. SAVE the file as Don Funk Music Video 11A.

3. Navigate to and select Task 7, Book musicians. On the Task ribbon, click the Scroll to Task button. This Task started one day ahead of schedule, so you need to record this.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Enter Actual Start Date and Duration for a Task

4. On the ribbon, click the down-arrow next to the Mark on Track button and select Update Tasks. The Update Tasks dialog box appears.

5. Under the Actual label, in the Start box, type or select March 25, 2016.

6. In the Actual dur box, type or select 2w, and then click OK to close the Update Tasks dialog box.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Enter Actual Start Date and Duration for a Task

7. The Planning Wizard dialog box appears. Select Continue. Allow the scheduling conflict. Click OK. Microsoft Project records the actual start date and work for Task 7. Your screen should look similar to the figure below.

8. In the Task Name column, select the name of Task 8, Book dancers. You need to record that Task 8 started on time but took three days longer to complete.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Enter Actual Start Date and Duration for a Task

9. On the ribbon, click the down-arrow next to the Mark on Track button and select Update Tasks. The Update Tasks dialog box reappears.

10. In the Actual dur box, key 13d, and then click OK. The Planning Wizard dialog box appears again. Select Continue. Allow the scheduling conflict. Click OK.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Enter Actual Start Date and Duration for a Task

11. Click the Scroll to Task button or scroll so that the Gantt bar for Task 8 is visible in the center of the Gantt Chart. Your screen should look similar to the figure below.

Microsoft Project records the actual duration of the task. Microsoft Project assumes that the task started as scheduled because you did not specify an actual start date. However, the actual duration that you entered causes Microsoft Project to calculate a finish date that is later than the originally scheduled finish date.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Enter Actual Start Date and Duration for a Task

Next you will record that Task 9 was completed as scheduled and that task 10 took longer than scheduled to complete.

12. In the Task Name column, select the name of Task 9, Reserve audio recording equipment.

13. On the ribbon, click the 100% Complete button in the schedule group. Microsoft Project updates Task 9 as 100% complete.

14. In the Task Name column, select the name of Task 10, Reserve video recording equipment. Click the down-arrow next to the Mark on Track button and select Update Tasks. The Update Tasks dialog box reappears.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Enter Actual Start Date and Duration for a Task

15. In the Actual duration box, type or select 6d, and then click OK. Microsoft Project records the actual duration of the task.

16. On the ribbon, click the Scroll to Task button. Microsoft Project scrolls the Gantt bar chart so that the bar for Task 10 is visible. Your screen should look similar to the figure below. You can see that the Pre-Production phase of the Don Funk Music Video project has met its deadline of May 11, 2016.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Enter Actual Start Date and Duration for a Task

17. SAVE the project schedule, and then CLOSE the file.

PAUSE. LEAVE Project open to use in the next exercise.

In this exercise, you entered actual start dates and durations for several tasks. Remember, as you learned in Lesson 9, tracking actuals is essential to a well-managed project.

As the project manager, you need to know how well the project team is performing and when to take corrective action.

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Step by Step: Enter Actual Start Date and Duration for a Task

When you enter actual start, finish, or duration values, Microsoft Project updates the schedule and calculates the task’s percentage of completion. When doing this, Microsoft Project uses the following rules:

When you enter a task’s actual start date, different from its planned start date, Micro- soft Project recalculates the scheduled finish date.

When you enter a task’s actual finish date, Microsoft Project moves the scheduled finish date to match the actual finish dates and assigns a completion percentage of 100%.

When you enter an actual duration for a task that is less than the scheduled duration, Microsoft Project subtracts the actual duration from the scheduled duration to determine the remaining duration.

Step by Step: Enter Actual Start Date and Duration for a Task

When you enter a task’s actual duration that is equal to the scheduled duration, Microsoft Project sets the task to 100% complete.

When you enter an actual duration for a task that is longer than the scheduled duration, Microsoft Project adjusts the scheduled duration to match the actual duration and sets the task to 100%.

Evaluating the status of a project is not always easy or straightforward. Keep in mind the following issues:

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Enter Actual Start Date and Duration for a Task

For many tasks, it is difficult to evaluate a percentage of completion. For example, when is a design engineer 75% finished designing a new production process, or a computer engineer 50% finished coding a new software upgrade? Often, reporting work in progress is a best guess and therefore carries an inherent risk.

The portion of a task’s duration that has elapsed does not always equate to a percentage accomplished. For example, a front-loaded task might require a lot of effort initially, so that when 50% of its duration has elapsed, much more than 50% of its total work will have been completed.

The resources assigned to a task might have different criteria for what determines the task’s completion than does the project manager–or the resources assigned to successor tasks.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Enter Actual Start Date and Duration for a Task

To avoid or minimize these and other problems that arise in project implementation, a good project manager needs to carry out good project planning and communication.

Determining how you will track project progress is a decision made during planning, and this information will be clearly communicated to all team members.

No matter how much planning is done, projects almost always have variance from the baseline.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Adjust Actual and Remaining Work for a Task

While tracking actual values, it is also possible to adjust the work or duration remaining on a task.

GET READY. You will now use an updated version of the Don Funk Music Video project to simulate the passage of time.

1. OPEN the Don Funk Music Video 11MB project schedule.

2. SAVE the file as Don Funk Music Video 11B.

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Step by Step: Adjust Actual and Remaining Work for a Task

Microsoft Official Academic Course, Microsoft Project 2013

3. Click on the View tab, and then click Task Usage. The Task Usage view appears. Your screen should look similar to the figure at right.

4. [Press the F5 key.] In the ID box, type 40, and then click OK. Microsoft Project scrolls the time-scaled portion of the view to display the scheduled work information for task 40.

Step by Step: Adjust Actual and Remaining Work for a Task

5. On the ribbon, click the Tables button and select the Work table. Microsoft Project displays the Work table in the Task Usage view.

6. Click and drag the vertical divider bar between the Work table and the Task Usage grid to the right until you can see all the columns in the Work table. Your screen should look similar to the figure below.

Microsoft Official Academic Course, Microsoft Project 2013

Take Note: The mouse pointer changes to a two-headed arrow (pointing left and right) when it is in the correct position to drag the vertical divider bar.

Step by Step: Adjust Actual and Remaining Work for a Task

7. In the Actual column for Task 40, type 20h, and then [press Tab]. Change highlighting (the light blue shaded cells) shows that several things have occurred. Because you entered the actual work at the task level, Microsoft Project distributed it equally among the assigned resources. Also, the remaining work value is recalculated. Your screen should look similar to the figure below.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Adjust Actual and Remaining Work for a Task

8. In the Remaining column for Task 40, type 54h and [press Enter]. Notice that the new remaining work value was equally distributed among the assigned resources. Your screen should look similar to the figure below.

9. SAVE the project schedule.

PAUSE. LEAVE Project open to use in the next exercise.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Adjust Actual and Remaining Work for a Task

In addition to adjusting work, as you track actuals you can also adjust duration and start and finish dates. Remember that only an incomplete task can have a remaining work or duration value. For example:

A task that was scheduled for 40 hours is partially completed. The resources have performed 30 hours of work and expect to finish the entire task after working 6 more hours.

As you learned in this lesson, you would enter 30 hours of actual work and 6 hours of remaining work using the Work table.

A task that was scheduled for four days duration is partially complete. Two days have elapsed, and the resources working on the task estimate they will need three additional days to complete the task.

You can enter the actual and remaining duration via the Update Tasks dialog box (on the Task ribbon, select the down-arrow next to Mark on Track, and then click Update Tasks).

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Adjust Actual and Remaining Work for a Task

It is important to remember that whenever you enter actual work values, Microsoft Project calculates actual cost values, by default, and you are not able to enter actual costs directly.

If you want to enter actual cost values yourself, click the File tab, then select Options, then click the Schedule option. In the section under Calculation, set the option to OFF.

In the section for Calculation options for this project, deselect the option that reads Actual costs are always calculated by Project.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Adjust Actual and Remaining Work for a Task

Once you turn off automatic calculation, you can enter or import task-level or assignment-level actual costs in the Actual Cost field.

This field is available in several locations, such as the Cost table.

You can also enter actual cost values on a daily or any other interval in any usage view, such as the Task Usage view.

Exercise caution, though, anytime you enter costs manually: entering actual costs for tasks or assignments prevents Microsoft Project from calculating costs based on resource rates and task progress.

Microsoft Official Academic Course, Microsoft Project 2013

Evaluating Performance with Earned Value Analysis

Earned value analysis is used to measure a project’s progress in terms of both schedule and cost as well as to help predict its outcome.

Earned value can be used on any project, in any industry, to objectively track project progress.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Set Project Status Date and Display the Earned Value Table

USE the project schedule you created in the previous exercise.

1. Click the View tab. In the Task Views group select Other Views then select Task Sheet.

2. Click the Project tab. Click the calendar icon in the Status date field.

3. In the Select date box, type or select 6/30/16, and then click OK.

4. Click the View tab. Click the Tables button then select More Tables. The More Tables dialog box appears.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Set Project Status Date and Display the Earned Value Table

5. In the Tables list, select Earned Value, and then click Apply. Microsoft Project displays the Earned Value table in the Task Sheet view. If necessary, double-click between column headings to display all values. Your screen should look like the figure below.

Microsoft Official Academic Course, Microsoft Project 2013

Take Note: To see more information about any field, point to the column heading, and read the ToolTip that appears. Press the F1 key for additional information.

Step by Step: Set Project Status Date and Display the Earned Value Table

6. Right-click the name of the Planned Value–PV column and select Insert Column.

7. Key SPI and [press Enter]. Microsoft Project displays the SPI column in the Earned Value table.

8. Right-click the name of the SPI column and select Insert Column.

9. Key CPI and [press Enter]. Microsoft Project displays the CPI column in the Earned Value table.

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Step by Step: Set Project Status Date and Display the Earned Value Table

10. Auto fit the two columns you just added to the table. Your screen should look similar to the figure below.

11. SAVE the project schedule.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Set Project Status Date and Display the Earned Value Table

PAUSE. LEAVE Project and your project schedule open so that you can refer to it as you are reading the exercise discussion later in the text.

In this exercise, you set the project status date, displayed the Earned Value table and added the Cost Performance Index (CPI) and the Schedule Performance Index (SPI) columns. T

he status date is the date you want Microsoft Project to use when calculating the earned value numbers.

Looking at task and resource variance throughout a project’s duration is a key project management activity.

Unfortunately, it does not give you the true picture of a project’s long-term health. For example, a task might be over budget and ahead of schedule (possibly not good) or over budget and behind schedule (definitely not good).

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Set Project Status Date and Display the Earned Value Table

Looking at schedule and budget variance by themselves does not tell you very much about performance trends that may continue throughout the project.

Instead, earned value analysis gives you a more complete picture of overall project performance in relation to both time and cost.

Earned value analysis is used to measure the project’s progress and help forecast its outcome. It focuses on schedule and budget performance in relation to baseline plans.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Set Project Status Date and Display the Earned Value Table

The key difference between earned value analysis and simpler budget/schedule analysis can be thought of in this way:

“What are the current performance results we are getting?” is the question answered by simple variance analysis.

“Are we getting our money’s worth for the current performance results we are getting?” is the question answered by earned value analysis.

Although the difference is subtle, it is important. Earned value analysis allows you to look at project performance in a more detailed way. It allows you to identify two important things: the true cost of project results to date, and the performance trend that is likely to continue for the rest of the project.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Set Project Status Date and Display the Earned Value Table

Review the project schedule and steps you performed in this exercise. In order for Microsoft Project to calculate the earned value amounts for a project schedule, you must first do the following:

Save a baseline so that Microsoft Project can calculate the budgeted cost of the work scheduled before you start tracing actual work. (The baseline was already saved when you opened the file for this lesson.)

Record actual work on tasks or assignments. (You did this in previous exercises in this lesson.)

Set the status date so that Microsoft Project can calculate actual project performance up to a certain point in time. If you do not specify a status date, Microsoft Project uses the current date.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Set Project Status Date and Display the Earned Value Table

Earned value analysis uses the following three key values to generate all other schedule indicator and cost indicator values:

The planned value (PV) or budgeted cost of work scheduled (BCWS). This is the value of the work scheduled to be completed as of the status date. Microsoft Project calcu- lates this value by adding up all the time-phased baseline values for tasks up to the status date.

The actual cost (AC) or actual cost of work performed (ACWP) is the actual cost incurred to complete each task’s actual work up to the status date.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Set Project Status Date and Display the Earned Value Table

The earned value (EV) or budgeted cost of work performed (BCWP). This is the portion of the budgeted cost that should have been spent to complete each task’s actual work performed up to the status date. This value is called earned value because it is literally the value earned by the work performed.

The earned value schedule and the cost variances are directly related. The earned value cost indicator fields are in one table. The earned value schedule indicators are in another table. A third table combines the key fields of both schedule and cost indicators.

Using the above key values, Microsoft Project can also calculate some other important indicators of project performance:

The project’s cost variance, or CV, is the difference between the earned value and the actual cost.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Set Project Status Date and Display the Earned Value Table

The project’s schedule variance, or SV, is the difference between the earned value and the planned value.

It might seem strange to think of being ahead of or behind schedule in terms of dollars. However, keep in mind that dollars buy work, and work drives tasks to be completed. You will find that viewing both cost and schedule variance in the same unit of measure makes it easier to compare the two, as well as other earned value numbers that are also measured in dollars.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Set Project Status Date and Display the Earned Value Table

Finally, there are two other earned value numbers that are very helpful indicators:

The Cost Performance Index, or CPI, is the ratio of earned value to actual cost, or EV (BCWP) divided by AC (ACWP).

The Schedule Performance Index, or SPI, is the ratio of earned value to planned value, or EV (BCWP) divided by PV (BCWS).

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Set Project Status Date and Display the Earned Value Table

The CPI and SPI allow you to evaluate a project’s performance and compare the performance of multiple projects in a consistent way. In the Don Funk Music Video, the CPI and SPI provide information about each task and phase in the project and about the project as a whole:

The CPI for the Don Funk Music Video project (as of the status date) is .97. You can interpret this as every dollar’s worth of work that has been paid for, 97 cents worth of work was actually accomplished.

The SPI for the Don Funk Music Video project (as of the status date) is .98. This can be interpreted that for every dollar’s worth of work that was planned to be accom- plished, 98 cents worth of work was actually accomplished. You can also look at this as schedule efficiency, that is, you are progressing at 98% of your planned schedule.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Set Project Status Date and Display the Earned Value Table

Although the SPI and CPI are slightly different for the Don Funk Music Video project, keep in mind that these ratios can change as work is completed and other factors change.

Earned value analysis is one of the more complicated things you can do in Microsoft Project, but it provides very valuable project status information. This illustrates why it is a good idea to enter task and resource cost information into a project schedule any time you have it.

Microsoft Official Academic Course, Microsoft Project 2013

Skill Summary

Microsoft Official Academic Course, Microsoft Project 2013

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MS project Tutorial/Project2013_Lesson12.pptx

Integrating Microsoft Project with Other Programs

Lesson 12

Microsoft Official Academic Course, Microsoft Project 2013

Microsoft Project 2013

Objectives

Microsoft Official Academic Course, Microsoft Project 2013

Software Orientation

Microsoft Official Academic Course, Microsoft Project 2013

The Copy Picture feature enables you to copy images and create snapshots of a view.

In the Copy Picture dialog box, you can render the image for screen, printer, or to a GIF file. You can also copy the entire view visible on the screen or just selected rows of a table, as well as a specified range of time.

Using a GIF Image to Display Project Information

It is often useful to copy project information from Microsoft Project into other programs and formats in order to communicate project details to stakeholders.

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Step by Step: Use a Gif Image to Display Project Information

GET READY. Before you begin these steps, launch Microsoft Project.

1. OPEN the Don Funk Music Video 12M project schedule from the data files for this lesson.

2. SAVE the file as Don Funk Music Video 12 in the solutions folder for this lesson as directed by your instructor.

3. On the ribbon, click the View tab. Point to the Filter selection box, click the down-arrow and then select Summary Tasks. Microsoft Project filters the Gantt Chart to show only summary tasks.

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Step by Step: Use a Gif Image to Display Project Information

4. On the ribbon, in the Zoom group, click Entire Project. Your screen should look similar to the figure below.

5. Click the Task tab, and then click the down-arrow next to the Copy button. Select the Copy Picture button. The Copy Picture dialog box appears.

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Step by Step: Use a Gif Image to Display Project Information

Microsoft Official Academic Course, Microsoft Project 2013

6. In the Copy Picture dialog box, under the Render image label, click To GIF image file. The Microsoft Project default suggests that you save the file in the same location as the practice file and with the same name, except with a GIF extension. (Save your file as Don Funk Music Video 12 Image in the location specified by your instructor.) Your screen should look similar to the figure above.

Step by Step: Use a Gif Image to Display Project Information

7. Click OK to close the Copy Picture dialog box. The GIF image is saved.

8. Open Microsoft Word and begin with a blank document. Click the Insert tab and then select Picture(s).

Microsoft Official Academic Course, Microsoft Project 2013

Take Note: When you take a snapshot of a view, the Copy Picture dialog box enables you to select how you want to render the image. The first two options, for screen and for printer, copy the image to the Windows clipboard. The To GIF image file option enables you to save the image as a GIF file.

Step by Step: Use a Gif Image to Display Project Information

9. Locate the GIF image named Don Funk Music Video 12 Image in the location where your instructor directed you to save it earlier. Select the GIF image, and then click Insert. Your screen should look similar to the figure below.

Microsoft Official Academic Course, Microsoft Project 2013

Troubleshooting: The Copy Picture feature is unavailable when a form view, such as the Task Form or Relationship Diagram view, is displayed.

Step by Step: Use a Gif Image to Display Project Information

10. CLOSE the program you used to display the GIF file without saving the changes. If the view does not automatically return to Microsoft Project, select Don Funk Music Video 12 from the Project button at the bottom of your screen.

11. SAVE the project schedule.

PAUSE. LEAVE Project open to use in the next exercise.

Microsoft Official Academic Course, Microsoft Project 2013

Take Note: In addition to saving GIF images of views in Microsoft Project, you can also save Microsoft Project data as an XML file for publishing to the Web or to an intranet site.

Step by Step: Use a Gif Image to Display Project Information

In this exercise, you made a copy of a view in Microsoft Project to display in another program.

As you learned in previous lessons, communicating project details to resources, managers, and other stakeholders is a very important part of being a successful project manager.

Making a copy of parts of your project to share with stakeholders is one way to effectively communicate your progress.

Microsoft Project supports the standard copy and paste functionality of most Microsoft Windows programs. As you saw in this exercise, it also has an additional feature, called Copy Picture, which enables you to take a snapshot of a view.

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Step by Step: Use a Gif Image to Display Project Information

With Copy Picture, you have several options when taking snapshots of the active view:

You can copy the entire view that is visible on the screen, or just selected rows of a table in a view.

You can copy a range of time that you specify or show on the screen.

With either of these options, you can copy onto the Windows Clipboard an image that is optimized for pasting into another program for onscreen viewing (such as in Microsoft PowerPoint) or for printing (such as Microsoft Word). As you did in this exercise, you can also save the image to a Graphics Interchange Format (GIF) file. Once you save the image to a GIF file, you can then use it in any program that supports the GIF format. You can also use it with HTML content on a Web page.

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Using the Timeline View to Display Project Information

There are times when you may need to present high-level information from a project schedule in order to communicate an overview to stakeholders.

While there are several methods and options available to transfer text and graphic images, Microsoft Project’s new feature called the Timeline View can present high-level information clearly.

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Step by Step: Use the Timeline View to Display Project Information

USE the project schedule you created in the previous exercise.

1. Click the View tab. In the Split View group, select the check box next to Timeline. The Timeline view appears above the Gantt Chart view. Your screen should look like the figure below. The Timeline View appears above the Gantt Chart.

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Step by Step: Use the Timeline View to Display Project Information

2. Select all visible summary tasks. Place your cursor on the selected cells and right-click. From the menu, select Add to Timeline. Note that the Status meetings were not added to the timeline.

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Step by Step: Use the Timeline View to Display Project Information

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3. You will be formatting the Timeline view area. Use your mouse to expand the timeline area in a similar way you move the vertical divider bar between the Gantt Chart and the table area. Your screen should look like the figure above.

Another Way: You can use the Existing Tasks button to add or remove tasks from the timeline.

Step by Step: Use the Timeline View to Display Project Information

4. Click in the Timeline view area to activate that window. Click the Format tab under the Timeline Tools tab.

5. Note that the dates listed for each of the Scene Summary tasks are not completely visible. On the ribbon, in the Show/Hide group, click the down-arrow for the Text Lines: box and select 2.

6. On the ribbon, select the Date Format button. From the list, select the option that displays date in Month/Day format. Your screen should look like the figure below.

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Step by Step: Use the Timeline View to Display Project Information

7. Depending on your screen resolution, Scenes 1 and 4 may still not show the starting and ending dates. On the Timeline, click the Scene 1 box. Then on the ribbon, in the Current Selection group, click Display as Callout.

8. Repeat step 7 for Scene 4. By default, Microsoft Project displays the tasks above the Timeline. Notice now the dates are visible.

9. Place your cursor on the Scene 1 task box above the Timeline and then drag it to below the timeline.

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Step by Step: Use the Timeline View to Display Project Information

10. Repeat step 9 for Scene 4. Your screen should look similar to the figure below.

11. Now that you have the timeline formatted and displaying the information you want, you will copy it for presentation. On the ribbon, select the Copy Timeline button. From the list, select For Presentation.

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Step by Step: Use the Timeline View to Display Project Information

12. Open Microsoft PowerPoint. Start with a new blank presentation. Right-click the first slide and select Layout. From the list, select Blank.

13. Insert the timeline view you just copied by [pressing Ctrl1V] or clicking the Paste button on the Home ribbon.

14. CLOSE the PowerPoint document without saving the changes.

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Take Note: You can also paste the image into an e-mail message or a variety of other types of documents.

Step by Step: Use the Timeline View to Display Project Information

15. In Microsoft Project, click the View tab. On the ribbon, clear the check box for the Timeline view. Microsoft removes the split window with the Timeline area.

16. [Press the F3 key] to clear the Summary Tasks filter.

17. SAVE the project schedule.

PAUSE. LEAVE Project open to use in the next exercise.

In this exercise, you made a snapshot of a Timeline view and pasted the image into a blank PowerPoint presentation that you are preparing for Don Funk’s agent.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Use the Timeline View to Display Project Information

In general, you can copy and paste data to and from Microsoft Project using the various copy and paste commands in Microsoft Project (Copy, Copy Picture, Copy Cell, Paste, Paste Special, etc.).

When you copy data from Microsoft Project, you can choose one of two options to achieve your desired results:

You can copy text (such as task names or dates) from a table and paste it as text into the destination program. Using a Copy command enables you to edit data in the destination program.

You can copy a graphic image of a view from Microsoft Project and paste it as a graphic image in the destination program (as you did in this exercise). You can create a graphic image of a view or part of a view using the Copy Picture command. Using the Copy Picture command results in an image that can only be edited with a graphics editing program (such as Microsoft Paint).

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Use the Timeline View to Display Project Information

When you paste data into Microsoft Project from other programs, you also have two options to achieve your desired results:

You can paste text (such as a task list) into a table in Microsoft Project. For example, you could paste a series of resource names that are organized in a vertical column from Microsoft Excel to the Resource Name column in Microsoft Project.

You can paste a graphic image or an OLE object from another program into a graphical portion of a Gantt Chart view; to a task, resource, or assignment note; to a form view, such as the Task form view; or even to the header, footer, or legend of a view or report.

Microsoft Official Academic Course, Microsoft Project 2013

Take Note:OLE is a protocol that allows you to transfer information, such as a chart or text (as an OLE object), to documents in different programs.

Step by Step: Use the Timeline View to Display Project Information

Be careful when pasting text as multiple columns.

First, make sure that the order of the information in the source program matches the order of columns in the Microsoft Project table. (You can rearrange the order of the columns in the source program to match the order of the columns in Microsoft Project or vice versa.)

Second, make sure that the columns in the source program support the same type of data as do the columns in Microsoft Project (text, currency, numbers, etc.).

Microsoft Official Academic Course, Microsoft Project 2013

Cross Ref: For more information about printing views and reports, go back to Lesson 9.

Saving Project Information In Other File Formats

You can import/export information from your project schedule from/to sources outside Microsoft Project.

You can import/export in XML format, as a Microsoft Database file, or import/export directly from/to Excel.

By using import/export maps to specify how the data will be used, Microsoft Project prepares the data for either importing or exporting.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Save Project Information in Other File Formats

USE the project schedule you created in the previous exercise.

You have been asked to provide project cost information to the accounting department, which does not have or use Microsoft Project. You need to provide task level details on planned cost and actual costs for your project in Microsoft Excel format.

1. On the View ribbon, in the Task Views group, click the Other Views button, and then click More Views. The More Views dialog box appears.

2. In the dialog box, locate and select the Task Sheet view. Click the Apply button.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Save Project Information in Other File Formats

3. Click the Tables button and select the Cost table.

4. Click the File tab and select Save as. (Save your file in the location specified by your instructor.)

5. Click the down-arrow next to the Save as type: box and select Excel Workbook.

6. In the Filename: box, key Music Video Task Costs. Then click the Save button. The Export Wizard appears.

7. Click the Next button. The Export Wizard–Data page appears. Ensure Selected Data is selected.

8. Click the Next button. The Export Wizard–Map page appears. The Export Wizard uses maps to organize the way that data is structured when exporting from Microsoft Project.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Save Project Information in Other File Formats

9. Make sure that New Map is selected, and then click the Next button. The Export Wizard–Map Options page appears.

10. Select the Tasks check box. Make sure that the Export includes headers check box is also selected. (Headers means column headings, in this case.)

11. Click the Next button. The Export Wizard–Task Mapping page appears. This is where you select the table that will be used for the export and specify how you want to map the data from the source worksheet to the fields in Microsoft Project.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Save Project Information in Other File Formats

Microsoft Official Academic Course, Microsoft Project 2013

12. In the dialog box, select the Base on Table button. Microsoft Project displays a list of tables in the project file. Select the Cost table and click OK. Microsoft Project uses the column (field) names from the cost table, and then suggests the Microsoft Excel header row names in the preview area. Review the fields on this screen. Your screen should look similar to the figure above.

Step by Step: Save Project Information in Other File Formats

13. Click the Next button. The Import Wizard–End of Map Definition page appears. On this screen, you have the opportunity to save the settings for the new import map, if you desire. This is useful when you anticipate importing similar data into Microsoft Project in the future. For now, you will skip this step. Click the Finish button.

14. Locate the Excel Workbook file named Music Video Task Costs in the location where your instructor directed you to save it earlier, and open it.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Save Project Information in Other File Formats

15. In Microsoft Excel, auto fit the columns to display all the data. Note that the formatting is not in currency. Actually the numbers are stored as text. Using the features of Excel, convert columns C and E through I, currently stored as text, to a number. Then format the columns of Fixed Costs, Total Costs, Baseline, Variance, Actual and Remaining to the currency format. Format the column headers by changing them to a bold font. Your screen should look similar to the figure on the next slide.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Save Project Information in Other File Formats

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Save Project Information in Other File Formats

16. SAVE the Excel file in the solutions folder as directed by your instructor. CLOSE the Excel file.

17. SAVE the Don Funk Music Video 12 project schedule, and then CLOSE this file.

PAUSE. If you are continuing to the next lesson, keep Project open. If you are not continuing to additional lessons, CLOSE Project.

In this exercise, you saved information from the cost table in Microsoft Project into an Excel workbook and then set up an export map to control how the data is exported to Microsoft Excel.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Save Project Information in Other File Formats

As you gain experience as a project manager, you may need to export data from a Microsoft Project schedule to a variety of sources. As you saw in this exercise, you exported an existing table to a spreadsheet.

Microsoft Project uses export maps when saving data to other file formats. An export map specifies the exact data to export and how to structure it.

You could also import information such as resource costs from a database or a resource list from a document.

Microsoft Project uses import maps when opening data from another file format in Microsoft Project.

Microsoft Official Academic Course, Microsoft Project 2013

Step by Step: Save Project Information in Other File Formats

The import map specifies the exact data to import and how to structure it.

In fact, the same maps are used for both opening and saving data, so they are often referred to as import/export maps, or data maps.

Data maps allow you to specify how you want individual fields in the source program’s file to correspond to individual fields in the destination program. Once you set up an import/export map, you can use it over and over again.

When importing information from other file formats, Microsoft Project has a security setting that may prevent you from opening legacy or non-default file formats.

Microsoft Official Academic Course, Microsoft Project 2013

Troubleshooting: If you are working independently (outside of this lesson) and are trying to import an Excel file, but you are unable to view saved Microsoft Excel files from the Microsoft Project Open dialog box, you may need to save your files as Microsoft Excel 97-2003 files rather than Excel Workbook (2007–2013) files.

Step by Step: Save Project Information in Other File Formats

Depending on the default settings in your version of Microsoft Project, you may see a Microsoft Office Project dialog box with the following message when you try to open a file:

“You are trying to open a file saved in an older file format. Your settings do not allow you to open files saved in older file formats. To change your settings, navigate to the ‘Security’ tab in the Options dialog box.”

In order to change your settings, click the File tab, then select Options. In the Options dialog box, click the Trust Center option. In the Microsoft Project Trust Center section, click the Trust Center Settings button. Click the Legacy Formats option, then select Prompt when loading files with legacy or non default file format. and click OK. Click OK to close the Options dialog box.

Microsoft Official Academic Course, Microsoft Project 2013

Troubleshooting: When creating a Microsoft Project file from a SharePoint list, your organization must use SharePoint 2013 or SharePoint Server 2013 to utilize this functionality. Also, the list must be a Task List rather than a simple List.

Skill Summary

Microsoft Official Academic Course, Microsoft Project 2013

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Reading Assignment/Chapter4.ppt

Chapter 4

Organizing And Staffing

The Project

Office And Team

Project Personnel

A project manager
An assistant project manager (if necessary)
A project (home) office
A project team

Staffing Questions

What are the requirements for an individual to become a successful project manager?
Who should be a member of the project team?
Who should be a member of the project office?
What problems can occur during recruiting activities?
What can happen downstream to cause the loss of key team members?

Project Management Skills

Honesty and integrity
Understanding of personnel problems
Understanding of project technology
Business management competence

Management principles

Communications

Alertness and quickness
Versatility
Energy and toughness
Decision-making ability

Executive Consideration

Acquire the best available assets and try to improve them
Provide a good working environment for all personnel
Make sure that all resources are applied effectively and efficiently so that all constraints are met, if possible

Project Manager Selection

A project manager is given a license to cut across several organizational lines. His activities, therefore, take on a flavor of general management, and must be done well.
Project management will not succeed without good project managers. Thus, if general management sees fit to establish a project, it should certainly see fit to select a good person as its leader.

Project Manager Selection (Continued)

A project manager is far more likely to accomplish desired goals if it is obvious that general management has selected and appointed him.

Selection Process

What are the internal and external sources?
How do we select?
How do we provide career development in project management?
How can we develop project management skills?
How do we evaluate project management performance?

Project Management
Responsibilities (Continued)

To “negotiate” with all functional disciplines for accomplishment of the necessary work packages within the constraints of time, cost, and performance/technology
To resolve all conflicts, if possible

Project Management
Responsibilities

To produce the end-item with the available resources and within the constraints of time, cost, and performance/technology
To meet contractual profit objectives
To make all required decisions whether they be for alternatives or termination
To act as the customer (external) and upper-level and functional management (internal) communications focal point

Project Management Skills

Flexibility and adaptability
Preference for significant initiative and leadership
Aggressiveness, confidence, persuasiveness, verbal fluency
Ambition, activity, forcefulness
Effectiveness as a communicator and integrator
Broad scope of personal interests
Poise, enthusiasm, imagination, spontaneity

Project Management Skills (Continued)

Able to balance technical solutions with time, cost, and human factors
Well organized and disciplined
A generalist rather than a specialist
Able and willing to devote most of his time to planning and controlling
Able to identify problems
Willing to make decisions
Able to maintain proper balance in the use of time

Additional Skills Needed

Are feasibility and economic analyses necessary?
Is complex technical expertise required? If so, is it within the individual’s capabilities?
If the individual is lacking expertise, will there be sufficient backup strength in the line organizations?
Is this the company’s or the individual’s first exposure to this type of project and/or client? If so, what are the risks to be considered?

Additional Skills Needed (Continued)

What is the priority for this project, and what are the risks?
With whom must the project manager interface, both inside and outside the organization?

Worker Skills

They must know what they are supposed to do, preferably in terms of an end product.
They must have a clear understanding of their authority and its limits.
They must know what their relationship with other people is.
They should know where and when they are falling short.

Worker Skills (Continued)

They must be made aware of what can and should be done to correct unsatisfactory results.
They must feel that their superior has an interest in them as individuals.
They must feel that their superior believes in them and is anxious for their success and progress.

Teamwork Skills

Team members committed to the program
Good interpersonal relations and team spirit
The necessary expertise and resources
Clearly defined goals and program objectives
Involved and supportive top management
Good program leadership
Open communication among team members and support organizations
A low degree of detrimental interpersonal and intergroup conflict

Leadership Skills

Clear project leadership and direction
Assistance in problem solving
Facilitating the integration of new members into the team
Ability to handle interpersonal conflict
Facilitating group decisions
Capability to plan and elicit commitments
Ability to communicate clearly

Leadership Skills (Continued)

Presentation of the team to higher management
Ability to balance technical solutions against economic and human factors

Conflict Resolution Skills

Understand interaction of the organizational and behavioral elements in order to build an environment conducive to their team’s motivational needs. This will enhance active participation and minimize unproductive conflict.
Communicate effectively with all organizational levels regarding both project objectives and decisions. Regularly scheduled status review meetings can be an important communication vehicle.

Conflict Resolution Skills (Continued)

Recognize the determinants of conflict and their timing in the project life cycle. Effective project planning, contingency planning, securing of commitments, and involving top management can help to avoid or minimize many conflicts before they impede project performance.

Technical Skills

Technology involved
Engineering tools and techniques employed
Specific markets, their customers, and requirements
Product applications
Technological trends and evolutions
Relationship among supporting technologies
People who are part of the technical community

Planning Skills

Information processing
Communication
Resource negotiations
Securing commitments
Incremental and modular planning
Assuring measurable milestones
Facilitating top management involvement

Special Requirements

Part-time versus full-time assignments
Several projects assigned to one project manager
Projects assigned to functional managers
The project manager’s role retained by the general manager

Risks

The greater the project manager’s technical expertise, the higher the propensity that he will overly involve himself in the technical details of the project.
The greater the project manager’s difficulty in delegating technical task responsibilities, the more likely it is that he will overinvolve himself in the technical details of the project. (Depending upon his expertise to do so).

Risks (Continued)

The greater the project manager’s interest in the technical details of the project, the more likely it is that he will defend the project manager’s role as one of a technical specialist.
The lower the project manager’s technical expertise, the more likely it is that he will overstress the non-technical project functions (administrative functions).

Recruitment Concerns

Line mangers often receive no visibility or credit for a job well done. Be willing to introduce line managers to the customer.
Be sure to show people how they can benefit by working for you or on your project.
Any promises made during recruitment should be documented. The functional organization will remember them long after your project terminates.

Recruitment Concerns (Continued)

As strange as it may seem, the project manager should encourage conflicts to take place during recruiting and staffing. These conflicts should be brought to the surface and resolved. It is better for conflicts to be resolved during the initial planning stages than to have major confrontations later.

Recruitment Policy

Unless some other condition is paramount, project recruiting policies should be as similar as possible to those normally used in the organization for assigning people to new jobs.
Everyone should be given the same briefing about the project, this rule can be modified to permit different amounts of information to be given to different managerial levels, but at least everyone in the same general classification should get the same briefing. It should be complete and accurate.

Recruitment Policy (Continued)

Any commitments made to members of the team about treatment at the end of the project should be approved in advance by general management. No other commitments should be made.
Every individual selected for a project should be told why he or she was chosen.
A similar degree of freedom should be granted all people, or at least all those within a given job category, in the matter of accepting or declining a project assignment.

Staffing Pattern Versus Time

RAMP UP FROM OTHER

PROJECTS OR FUNCTIONAL

GROUPS

RELEASE TO OTHER

PROJECTS OR FUNCTIONAL

GROUPS

CONSTANT MANPOWER

STAFFING

TIME (LIFE CYCLE PHASES)

Project Organization

PROJECT

MANAGER

ASST. PROJ. MGRS.

FUNCTIONAL MANAGERS

EMPLOYEES

PROJECT OFFICE

PROJECT TEAM

Management Plan Data

100

PERCENT TIME ON PROJECT

EXPERTISE:

EMPLOYEE:

EDWARD

WIGGINS

Note: A responsibility assignment matrix may accompany this data.

Special Problems

Personnel connected with project forms of organization suffer more anxieties about possible loss of employment than members of functional organizations.
Individuals temporarily assigned to matrix organizations are more frustrated by authority ambiguity than permanent members of functional organizations.

Special Problems (Continued)

Personnel connected with project forms of organization that are nearing their phase-out are more frustrated by what they perceive to be “make work” assignments than members of functional organizations.
Personnel connected with project forms of organization feel more frustrated because of lack of formal procedures and role definitions than members of functional organizations.

Special Problems (Continued)

Personnel connected with project forms of organization worry more about being set back in their careers than members of functional organizations.
Personnel connected with project forms of organization feel less loyal to their organization than members of functional organizations.

Special Problems (Continued)

Personnel connected with project forms of organization have more anxieties in feeling that there is no one concerned about their personal development than members of functional organizations.
Permanent members of project forms or organization are more frustrated by multiple levels of management than members of functional organizations.

Special Problems (Continued)

Frustrations caused by conflict are perceived more seriously by personnel connected with project with project forms of organization than members of functional organizations.

Special Problems

People trained in single line-of-command organizations find it hard to serve more than one boss.
People may give lip service to teamwork, but not really know how to develop and maintain a good working team.
Project and functional managers sometimes tend to compete rather than cooperate with each other.
Individuals must learn to do more “managing” of themselves.

Assigning Project Managers

Promote the individual in salary and grade and transfer him into project management.
Laterally transfer the individual into project management without any salary or grade increase. If, after three to six months, the employee demonstrates that he can perform, he will receive an appropriate salary and grade increase.

Assigning Project Managers (Continued)

Give the employee a small salary increase without any grade increase or a grade increase without any salary increase, with the stipulation that additional awards will be forthcoming after the observation period, assuming that the employee can handle the position.

People Roles Which Undermine Project Management Implementation

The

Aggressor

Destructive

Roles

Dominator

Devil’s

Advocate

Topic

Jumper

Recognition

Seeker

The

Withdrawer

The

Blocker

People Roles Which Undermine Project Management Implementation

The

Aggressor

Destructive

Roles

Dominator

Devil’s

Advocate

Topic

Jumper

Recognition

Seeker

The

Withdrawer

The

Blocker

Destructive Roles

The Aggressor

Criticizes Everybody and Everything on Project Management
Deflates Status and Ego of Others
Always Aggressive

People Roles Which Undermine Project Management Implementation

The

Aggressor

Destructive

Roles

Dominator

Devil’s

Advocate

Topic

Jumper

Recognition

Seeker

The

Withdrawer

The

Blocker

Destructive Roles

Dominator

Always Tries to Take Over
Professes to Know Everything About Project Management
Tries to Manipulate People
Will Challenge Your Leadership

People Roles Which Undermine Project Management Implementation

The

Aggressor

Destructive

Roles

Dominator

Devil’s

Advocate

Topic

Jumper

Recognition

Seeker

The

Withdrawer

The

Blocker

Destructive Roles

Devil’s Advocate

Finds Fault in All Areas of Project Management
Refuses to Become a Believer Unless Threatened
More Devil Than Advocate

People Roles Which Undermine Project Management Implementation

The

Aggressor

Destructive

Roles

Dominator

Devil’s

Advocate

Topic

Jumper

Recognition

Seeker

The

Withdrawer

The

Blocker

Destructive Roles

Topic Jumper

Must Be the First with a New Idea/Approach for Project Management
Continuously Changes Topics
Cannot Focus on Issues for a Long Time Unless It Is His/Hers
Project Management Implementation Remains an “Action Item” Forever

People Roles Which Undermine Project Management Implementation

The

Aggressor

Destructive

Roles

Dominator

Devil’s

Advocate

Topic

Jumper

Recognition

Seeker

The

Withdrawer

The

Blocker

Destructive Roles

Recognition Seeker

Always Argues in Favor of His/Her Own Ideas
Is Very Status Conscious
Volunteers to Become the Project Manager If Status Is Recognized
Continuous Talks (Likes to Hear Himself/Herself Speak)
Often Boasts Rather Than Providing Meaningful Information

People Roles Which Undermine Project Management Implementation

The

Aggressor

Destructive

Roles

Dominator

Devil’s

Advocate

Topic

Jumper

Recognition

Seeker

The

Withdrawer

The

Blocker

Destructive Roles

The Withdrawer

Is Afraid of Criticism
Will Not Participate Openly
Withholds Information
May Become a Back-Stabber
May Be Shy

People Roles Which Undermine Project Management Implementation

The

Aggressor

Destructive

Roles

Dominator

Devil’s

Advocate

Topic

Jumper

Recognition

Seeker

The

Withdrawer

The

Blocker

Destructive Roles

The Blocker

Likes to Criticize
Rejects the Views of Others
Cites Unrelated Examples and Personal Experiences
Has Multiple Reasons Why Project Management Will Not Work

People Roles Which Support
Project Management Implementation

Initiators

Supportive

Roles

Information

Seekers

Information

Givers

Encouragers

Clarifiers

Harmonizers

Consensus

Takers

Gate

Keepers

People Roles Which Support
Project Management Implementation

Initiators

Supportive

Roles

Information

Seekers

Information

Givers

Encouragers

Clarifiers

Harmonizers

Consensus

Takers

Gate

Keepers

Supportive Roles

Initiators

“Is There a Chance That This Might Work?”
“Let’s Try This!”

People Roles Which Support
Project Management Implementation

Initiators

Supportive

Roles

Information

Seekers

Information

Givers

Encouragers

Clarifiers

Harmonizers

Consensus

Takers

Gate

Keepers

Supportive Roles

Information Seekers

“Have We Tried Anything Like This Before?”
“Do We Know Other Companies Where This Has Worked?”
“Can We Get This Information?”

People Roles Which Support
Project Management Implementation

Initiators

Supportive

Roles

Information

Seekers

Information

Givers

Encouragers

Clarifiers

Harmonizers

Consensus

Takers

Gate

Keepers

Supportive Roles

Information Givers

“Other Companies Found That …..”
“The Literature Says That …..”
“Benchmarking Studies Indicate That …...”

People Roles Which Support
Project Management Implementation

Initiators

Supportive

Roles

Information

Seekers

Information

Givers

Encouragers

Clarifiers

Harmonizers

Consensus

Takers

Gate

Keepers

Supportive Roles

Encouragers

“Your Idea Has a Lot of Merit.”
“The Idea Is Great But We May Have to Make a Small Change.”
“What You Said Will Really Help Us.”

People Roles Which Support
Project Management Implementation

Initiators

Supportive

Roles

Information

Seekers

Information

Givers

Encouragers

Clarifiers

Harmonizers

Consensus

Takers

Gate

Keepers

Supportive Roles

Clarifiers

“Are We Saying That …..”
“Let Me State in My Own Words What I Think You Said.”
“Let’s See if We Can Put This Into Perspective.”

People Roles Which Support
Project Management Implementation

Initiators

Supportive

Roles

Information

Seekers

Information

Givers

Encouragers

Clarifiers

Harmonizers

Consensus

Takers

Gate

Keepers

Supportive Roles

Harmonizers

“We Sort of Agree, Don’t We?”
“Your Ideas and Mine Are Close Together.”
“Aren’t We Saying the Same Thing?”

People Roles Which Support
Project Management Implementation

Initiators

Supportive

Roles

Information

Seekers

Information

Givers

Encouragers

Clarifiers

Harmonizers

Consensus

Takers

Gate

Keepers

Supportive Roles

Consensus Takers

“Let’s See if We Are in Agreement.”
“Let’s Take a Vote on This.”
“Let’s See How the Rest of the Group Feels About This.”

People Roles Which Support
Project Management Implementation

Initiators

Supportive

Roles

Information

Seekers

Information

Givers

Encouragers

Clarifiers

Harmonizers

Consensus

Takers

Gate

Keepers

Supportive Roles

Gate Keepers

“Who Hasn’t Given Us Their Opinions on This yet?”
“Should We Keep Our Options Open?”
“Are We Prepared to Make a Decision or Recommendation, or Is There Additional Information to Be Reviewed?”

Reading Assignment/Chapter5.ppt

Management Functions

Chapter 5

Definitions

Measuring: determining through formal and informal reports the degree to which progress toward objectives is being made.
Evaluating: determining cause of and possible ways to act on significant deviations from planned performance.
Correcting: taking control action to correct an unfavorable trend or to take advantage of an unusually favorable trend.

Directing

Staffing: seeing that a qualified person is selected for each position.
Training: teaching individuals and groups how to fulfill their duties and responsibilities.
Supervising: giving others day-to-day instruction, guidance, and discipline as required so that they can fulfill their duties and responsibilities.
Delegating: assigning work, responsibility, and authority so others can make maximum utilization of their abilities.

Directing (Continued)

Motivating: encouraging others to perform by fulfilling or appealing to their needs.
Counseling: holding private discussion with another about how he might do better work, solve a personal problem, or realize his ambitions.
Coordinating: seeing that activities are carried out in relation to their importance and with a minimum of conflict.

Maslow’s Hierarchy Of Needs

SELF-ACTUALIZATION

SELF-ESTEEM

SOCIAL / BELONGING

SAFETY

PHYSIOLOGICAL

Motivating

A feeling of pride or satisfaction for one’s ego
Security of opportunity
Security of approval
Security of advancement, if possible
Security of promotion, if possible
Security of recognition
A means for doing a better job, not a means to keep a job

Professional Needs

Interesting and challenging work
Professionally stimulating work environment
Professional growth
Overall leadership (ability to lead)
Tangible rewards
Technical expertise (within the team)
Management assistance in problem-solving
Clearly defined objectives

Professional Needs (continued)

Proper management control
Job security
Senior management support
Good interpersonal relations
Proper planning
Clear role definition
Open communications
A minimum of changes

Providing Security

Letting people know why they are where they are
Making individuals feel that they belong where they are
Placing individuals in positions for which they are properly trained
Letting employees know how their efforts fit into the big picture

Motivation

Adopt a positive attitude
Do not criticize management
Do not make promises that cannot be kept
Circulate customer reports
Give each person the attention he requires

Motivation

Giving assignments that provide challenges
Clearly defining performance expectations
Giving proper criticism as well as credit
Giving honest appraisals
Providing a good working atmosphere
Developing a team attitude
Providing a proper direction (even if

Theory Y)

Non-financial Awards/Recognition

With non-financial awards, employees may receive cash-equivalent items, but not cash-in-hand.

Types Of Project Authority

DE JURE

DE FACTO

OR LEGAL

OR IMPLIED

AUTHORITY

CHARTER

PROJECT

Power/Authority Problems

Poorly documented or no formal authority
Power and authority perceived incorrectly
Dual accountability of personnel
Two bosses (who often disagree)
The project organization encouraging individualism
Subordinate relationships stronger than peer or superior relationships
Shifting of personnel loyalties from vertical to horizontal lines

Power/Authority Problems (Continued)

Group decision making based the strongest group
Ability to influence or administer rewards and punishment
Sharing resources among several projects

Negotiations

Negotiations should take place at the lowest level of interaction.
Definition of the problem must be the first priority:

The issue

The impact

The alternative

The recommendations

Higher-level authority should be used if, and only if, agreement cannot be reached.

Responsibility Matrix

General management responsibility
Operations management responsibility
Specialized responsibility
Who must be consulted
Who may be consulted
Who must be notified
Who must approve

Responsibility Assignment Matrix (An Example)

Raw Material Procurement

Prepare bill of materials

Contact vendors

Visit vendors

Prepare purchase orders

Authorize expenditures

Place purchase orders

Inspect raw materials

Quality control testing

Update inventory file

Prepare inventory report

Withdraw Materials

Project Manager

Project Office

Team Member

Department
Manager

Project Sponsor

LEGEND

General Management responsibility

Specialized Responsibility

Must be consulted

May be consulted

Must be notified

Must approve

Definitions

Authority is the right of an individual to make the necessary decisions required to achieve his objectives or responsibilities.
Responsibility is the assignment for completion of a specific event or activity.
Accountability is the acceptance of success or failure.

Delegation Factors

The maturity of the project management function
The size, nature, and business base of the company
The size and nature of the project
The life cycle of the project
The capabilities of management at all levels

Types of Authority

The focal position for information
Conflict between the project manager and functional managers
Influence to cut across functional and organizational lines
Participation in major management and technical decisions
Collaboration in staffing the project
Control over allocation and expenditure of funds

Types of Authority (Continued)

Selection of subcontractors
Rights in resolving conflicts
Voice in maintaining integrity of the project team
Establishment of project plans
Providing a cost-effective information system for control
Providing leadership in preparing operational requirements

Types of Authority (Continued)

Maintaining prime customer liaison and contact
Promoting technological and managerial improvements
Establishment of a project organization for the duration of the project
Cutting red tape

Types of Power

Legal authority: the ability to gain support because project personnel perceive the project manager as being officially empowered to issue orders.
Reward power: the ability to gain support because project personnel perceive the project manager as capable of directly or indirectly dispensing valued organizational rewards (i.e., salary, promotion, bonus, future work assignments).

Types of Power (Continued)

Penalty power: the ability to gain support because the project personnel perceive the project manager as capable of directly or indirectly dispensing penalties that they wish to avoid. Penalty power usually derives from the same source as reward power, with one being a necessary condition for the other.

Types of Power (Continued)

Expert power: the ability to gain support because personnel perceive the project manager as possessing special knowledge or expertise (that functional personnel consider as important).
Referent power: the ability to gain support because project personnel feel personally attracted to the project manager or his project.

Leadership Factors

The person leading
The people being led
The situation (i.e., the project environment or problem.)

Situational Leadership

Employee Problems

The pyramidal structure
Superior-subordinate relationships
Departmentalization
Scalar chain of command
Power and authority
Planning goals and objectives
Decision making
Reward and punishment
Span of control

Management Pitfalls

Lack of self-control (knowing oneself)
Activity traps
Managing versus doing
People versus task skills
Ineffective communications
Time management
Management bottlenecks

Communications Defined

Effective project communication is needed to ensure that we get the right information to the right person at the right time using the right media and the right format and in a cost-effective manner.

Communications Responsibility

The project manager must know:

What kind of message to send

To whom to send the message

How to translate the message into a language that all can understand

Communications

An exchange of information
An act or instance of transmitting information
A verbal or written message
A technique for expressing ideas effectively
A process by which meanings are exchanged between individuals through a common system of symbols

Types of Communication

Written formal
Written informal
Oral formal
Oral informal (preferred by project managers)

Communication Channels

UPWARD

COMMUNICATION

MANAGEMENT

TO FRIENDS, SOCIAL GROUP

LATERAL COMMUNICATION

AND BOTH FORMAL AND

INFORMAL ORGANIZATIONS

LATERAL COMMUNI-

CATION TO PEERS,

FUNCTIONAL GROUPS

AND CUSTOMERS

LATERAL COMMUNICATION

TO ASSOCIATES AND

THE PROJECT OFFICE

PROJECT

MANAGER

Customer-Contractor Communication

Informal

Formal

Customer

Contractor

Sponsor

Employees

Project

Manager

Total Communication Process

SOURCE

RECEIVER

ENCODER

DECODER

MESSAGE

PERSONALITY

SCREEN

PERCEPTION

FEEDBACK

PERSONALITY

SCREEN

PERCEPTION

SCREEN

REGION OF EXPERIENCE FOR SOURCE

REGION OF EXPERIENCE FOR RECEIVER

Encoding Barriers

Communication goals
Communication skills
Frame of reference
Sender credibility
Needs
Personality and interests
Interpersonal sensitivity
Attitude, emotion, and self-interest

Encoding Barriers (Continued)

Position and status
Assumptions (about receivers)
Existing relationships with receivers

Decoding Barriers

Evaluative tendency
Preconceived ideas
Communication skills
Frame of reference
Needs
Personality and interest
Attitudes, emotion, and self-interest
Position and status

Decoding Barriers (Continued)

Assumptions about sender
Existing relationship with sender
Lack of responsive feedback
Selective listening

Understanding Barriers

Listening skills
Culture
Intelligence
Knowledge base
Semantics
Situational consideration
Emotional status
Authority or position
Common sense

Internal Factors

Power games
Withholding information
Management by memo
Reactive emotional behavior
Mixed messages
Indirect communications
Stereotyping
Transmitting partial information
Blocking or selective perception

External Factors

The business environment
The political environment
The economic climate
Regulatory agencies
The technical state-of-the-art

Environmental Factors

Logistics/geographic separation
Personal contact requirements
Group meetings
Telephone
Correspondence (frequency and quantity)
Electronic mail

Ambiguity

Ambiguity causes us to hear what we want to hear.
Ambiguity causes us to hear what the group wants.
Ambiguity causes us to relate to past experiences without being discriminatory.

Functional Applications

Providing project direction

Decision making

Authorizing work

Directing activities

Negotiation

Reporting (including briefings)

Attending meetings
Overall project management
Marketing and selling

Functional Applications (Continued)

Public relations
Records management

Minutes

Memos / letters / newsletters

Reports

Specifications

Contract documents

Perhaps as much as 90 percent or more of the time the project manager spends in providing project direction involves some form of communications.

Meetings

Meetings can be classified according to their frequency of occurrence:

The daily meeting where people work together on the same project with a common objective and reach decisions informally by general agreement.

The weekly or monthly project meeting where members work on different but parallel projects and where there is a certain competitive element and greater likelihood that the chairmen will make the final decision by himself/herself.

Meetings (Continued)

The irregular, occasional, or “special project” meeting, composed of people whose normal work does not bring them into contact and whose work has little or no relationship to the others.

Written media

Individually oriented media: These include letters, memos, and reports.
Legally oriented media: These include contracts, agreements, proposals, policies, directives, guidelines, and procedures.
Organizationally oriented media: These include manuals, forms, and brochures.

Six Steps

Think through what you wish to accomplish.
Determine the way you will communicate.
Appeal to the interest of those affected.
Give playback on ways others communicate to you.
Get playback on what you communicate.
Test effectiveness through reliance on others to carry out your interactions.

Barriers

Receiver hearing what he wants to hear. This results from people doing the same job so long that they no longer listen.
Sender and receiver having different perceptions. This is vitally important in interpreting contractual requirements, statements of work, and proposal information requests.
Receiver evaluating the source before accepting the communications.

Barriers

Receiver ignoring conflicting information and doing as he pleases.
Words meaning different things to different people.
Communicators ignoring nonverbal cues.
Receiver being emotionally upset.

Conclusions

Don’t assume that the message you sent will be received in the form you sent it.
The swiftest and most effective communications take place among people with common points of view. The manager who fosters good relationships with his associates will have little difficulty in communicating with them.
Communications must be established early in the project.

Communication Styles

Authoritarian: Gives expectations and specific guidance
Promotional: Cultivates team spirit
Facilitating: Gives guidance as required, but not interfering
Conciliatory: Friendly and agreeable while building a compatible team
Judicial: Uses sound judgment

Communication Styles

Ethical: Honest, fair and by the book
Secretive: Not open or outgoing
Disruptive: Breaks apart unity of group
Intimidating: “Tough guy,” and can lower morale
Combative: Eager to fight or be disagreeable

(Continued)

Administrative Closure

Records Management

Minutes

Memos

Newsletters

Reports

Specification changes

Contractual documentation

Administrative Closure

Project Archives

Project records

Update historical databases

Financial records

Security of critical information

LAWS OF PROJECT MANAGEMENT

No major project is ever completed on time, within budget, with the same staff that started it.
Projects progress quickly until they become 90% complete: then they remain 90% complete forever.
If project content is allowed to change freely, the rate of change will exceed the rate of progress.
No system is ever completely debugged: attempts to debug a system inevitably introduce new bugs that are even harder to detect.
Project teams detest reporting progress because it vividly demonstrates their lack of progress.

PROVERBS

You cannot produce a baby in one month by impregnating nine women.
The same work under the same conditions will be estimated differently by ten different estimators or by one estimator at ten different times.
The most valuable and least used word in a project manager’s vocabulary is “NO”.
You can con a sucker into committing to an unreasonable deadline, but you can’t bully him into meeting it.
The more ridiculous the deadline, the more it costs to try to meet it.

Too few people on a project can’t solve the problems - too many create more problems than they can solve.
You can freeze the user’s specs but he won’t stop expecting.
Frozen specs and the abominable snowman are alike: they are both myths and they both melt when sufficient heat is applied.
The conditions attached to a promise are forgotten and the promise is remembered.

PROVERBS (continued)

A user will tell you anything you ask about - nothing more.
Of several possible interpretations of a communication, the least convenient one is the only correct one.
What is not one paper has not been said.
Parkinson and Murphy are both alive and well and form part of your project.

PROVERBS (continued)