Project Team Blog

By ExecutiveBrief -online resource on process management, project management, and process improvement.

Knowledge management professionals must keep in mind that KM’s explicit end-goal is profitability while its implicit purpose is to empower participants through intellectual platforms and processes that promote learning and practical knowledge.

Knowledge, without a doubt, plays an important role in the success of any organization. In fact, in order to maintain a competitive advantage, modern organizations incorporate knowledge creation, knowledge sharing, and knowledge management into their business processes. The mere survival of many organizations hinges on the strength of their capabilities; moreover, companies form decisions based on their relevant knowledge of their business landscapes.

Thanks to developments in information and communication technologies, it is now easier to develop, store, and transfer knowledge. This capability is particularly true among organizations with global workforces. After all, international competition and globalization are the driving forces behind most technological innovations, and companies quickly take advantage of these developments when it comes to managing the creation and flow of information.

“Ultimately, leveraging relevant knowledge assets to improve organizational performance is what knowledge management is all about,” says Murray E. Jennex in his book, Knowledge Management in Modern Organizations (2007). However, in spite of the lightning-speed creation of new knowledge and the improvements in communication technologies, many organizations still find that their knowledge management practices are lacking. Specifically, within client-consultant relationships, knowledge transfer does not always translate into better performance by all project team members, nor does it always translate into the successful delivery of projects.

To be successful, knowledge management programs require more than simply conducting training sessions or transferring knowledge. Practitioners must always remember that KM’s explicit end-goal is profitability - while KM’s implicit purpose is to empower participants by providing them with the intellectual platforms and processes that promote learning and practical knowledge.

Here are a few factors that contribute to successful knowledge management initiatives:

• Linkage between knowledge and economic performance – Knowledge management exists because it enables the organization to reach its business goals. Otherwise, there is no point in putting together all the best practices, tacit knowledge, and skill sets in a cohesive system that is accessible by all parties - when and where they need it. As business increasingly becomes more global, the competition for greater market share depends on the capabilities of its players to a certain degree. KM practitioners must be able to identify the business value of knowledge management in their organizations - whether it is to manage projects, provide back-office operations services or to give ideas on how processes can be better optimized - among others. In most consulting relationships, knowledge is the currency by which all transactions are made.
• Setting and communicating clear objectives for specific organizational or project levels – Heather Kreech, the Director of Knowledge Communications of the International Institute for Sustainable Development has some specific ideas on this very subject. In her paper, Success Factors in Knowledge Management (2005), she states that knowledge-sharing works best when knowledge managers “gather and communicate knowledge at the project/activity/field level before [they] begin to aggregate up to corporate systems and general knowledge marketing strategies”. Having a specific organizational level or project group in mind, results in better designed knowledge management systems, training programs, and tools that can meet the specific needs of workers.
• Having the appropriate systems and infrastructure – Ideally, knowledge is created, processed, stored, and archived. Managing the process of creating knowledge, communicating this knowledge to participants, and making knowledge available to anyone in the organization, means that an organization must have the right communication systems and data storage facilities. However, it is not enough to simply store knowledge as this knowledge must be found whenever it is needed. Thus, the availability of internal search facilities and computer-based training programs is critical.
• Having the right champions – KM initiatives need project and process champions who can rally the support of everyone - from top management down to individual staff members. Having management support can result in the freeing up of resources - such as financial, expertise, and infrastructure - all of which are critical to the successful implementation of KM projects. Financial backing means that KM managers can implement training programs, hire both internal and external specialists - as well as acquire the required infrastructure to manage training programs. On the other hand, access to experts from either within or outside the organization, means better identification of knowledge gaps and training requirements, and more importantly, engineering training and communication programs that meet the said needs.

By ExecutiveBrief
Technology Management Resource for Business Leaders
http://www.executivebrief.com
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As business needs help set IT’s priorities, how IT departments align their solutions with business objectives hinge on a number of success factors.

The most pressing issue among CIOs, according to a 2008 survey by Society for Information Management (SIM) is the alignment—or misalignment—of IT with business. As IT departments need to consolidate their resources, there is a growing concern among CIOs that doing so may not be so easy. One cause of this issue is that tech workforces are seen as merely solutions provider instead of as strategic resources to achieve business success. Meeting business expectations effectively should be the goal of IT, but more importantly, of business

There are several approaches that can be taken to align IT with business. Some approaches focus on the roles of individual IT contributors, while others focus on the needs of the business side and their position in the market. It is up to CIOs to identify key business needs and turn these needs into objectives that their IT organizations must achieve. CIOs also have the responsibility to build organizations that can deliver the right support to various project portfolios.

IT departments are there not just to provide computing solutions. Businesses will get more value from IT by considering their operational and strategic business needs. As business requirements help set IT’s priorities in terms of identifying resources, form insourcing and outsourcing strategies, and set up infrastructures, how IT departments implement their chosen approaches hinge on the following success factors:

• Open communication lines. IT departments and their business counterparts should set up a communication system that actively involves all stakeholders. This allows IT to get a feedback from the business side to formulate the best solutions possible; on the other hand, an open communication line with their technical counterparts familiarize business decision-makers to identify and take advantage of the available technical knowledgebase for better organizational and market performance.
• Business requirements analysis. IT’s exposure to business allows them to identify business needs that should be the key drivers behind most aspects of their operations. CIOs are best positioned to frame projects, infrastructures, and systems according to the needs of their primary clients. The success of IT as a business strategy is judged on how it helped in meeting business objectives.
• Expectation management. Both sides should be realistic about their expectations of each other. This can be achieved through the two mentioned success factors: communication and requirements. Business managers should know the limitations of IT, and that solutions do not come in cheap, such that in-house resources for application development and maintenance may require engaging third-parties to fulfill business needs. On the other hand, IT should be aware of the technical—and sometimes, financial—limitations of business operations. For example, introducing new systems to the IT enterprise landscape means training batches of end-users which then result in additional work to include end-user documentation and training designs.
• Organizational protocols and sponsorship. Internal protocols do affect the success of IT-business alignment. Sadly, protocols do not necessarily mean processes; protocols in most traditional institutions mean “just how things are done.” To navigate through layers of bureaucracy where it exists is to identify key personnel and project sponsors who understand and can articulate the justifications for IT projects as business strategies. Where all decision-makers must stamp their signatures in all IT ventures, CIOs should find the right people to champion their causes through coherent analyses of business needs and presentations of business solutions and the hoped-for success criteria.

At the end of the day, most of the work rest on the shoulders of CIOs, being the key figures that understand the business side of things and have the ability to translate business needs into technology solutions.

By ExecutiveBrief
Technology Management Resource for Business Leaders
www.executivebrief.com

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Forward-looking project managers realize that to avoid failure, they should build the business case for their projects by getting intimately knowledgeable about the reasons why sponsors approved their projects.

Too many projects get the axe because of the lack of business cases that justify their existence. When project sponsors begin to see projects only in terms of costs instead of potential rewards, there are higher chances that the projects would be canceled.

It is not the job of the project manager to build the business case. Ideally, project stakeholders and sponsors evaluate the business value and possible ROI from a project. If the project is seen in terms of generating income or reducing cost, the project will have the green light. This is the situation in the ideal world, but this scenario happens a lot less than one would like to believe.

Forward-looking project managers realize that to avoid failure, they should build the business case for their projects by getting intimately knowledgeable about the reasons why sponsors approved their projects. A project manager should work closely with clients, sponsors and other stakeholders, and ask the following questions:

What problems should the project address?

By interviewing project sponsors, the project manager can determine their goals and discuss the issues that the project would solve. In addition to project sponsors, the ones who are dealing with the issues at the workplace, perhaps on a daily basis, are a good source of ideas about the extent and many facets of the problem. Looking at day-to-day challenges from end-users’ point of view enables the project manager to get a better handle of the requirements of the project in terms of design and technical upgrades, as well as in terms of how it will solve end-user problems.

What are the strategic goals of the project?

Is it an easier system? Increased productivity? Better networking? Conversion to a marketable product? No matter what it the goals are, they must also come from and supported by the end-users.  At the end of the day, it will all boil down to the business value of the project. And by business value, it means cost reduction, better productivity, and the possibility of selling the product or service to the wider public.  Make sure that the goals are clear and the project’s objectives must reflect these goals.

What are the project’s basic requirements and what can end-users live without?

Aside from building the requirements based on the needs of its users, the project manager should also build the projects’ technical and design requirements and ask what bells and whistles it should have. The project may have a lot of feature that do not have business justifications, resulting in features that took too long to build.  Separating needs from fluff allows the project manager to formulate requirements, identify scope, and allocate resources that are important in creating a working version of the project. The quicker the iteration, the better the chances are of project survival.

What is the project’s ROI?

Even at the early stage of the project, it is possible to envision ballpark ROI figures. Because all projects incur costs, a project manager should have a fair idea of when investments will be recovered and generate positive cash flow.

By ExecutiveBrief
Technology Management Resource for Business Leaders
www.executivebrief.com

Whatever the economic realities may be, technology is an integral part of majority of business operations the world over. How do you maintain your tech-reliant operations in the midst of a challenging business climate?

Most global businesses depend on technology and business partners to run their operations smoothly while improving margins. In all economic climates, businesses that engage the specialization of the best technology and service providers are also best positioned to establish their brands and build customer loyalty. In the first place, what they can save on support operations and product development can be re-invested in improving market reach and further innovation.

So how can business leaders maintain their tech-reliant operations going and remain profitable? By recession-proofing their IT operations. Here are some of the steps:

1. Adopt business intelligence smarts. Any enterprise that has a significant IT workforce or is engaged in technology services knows the importance that data consolidation—or metrics—plays in the success of a product, a service, or of the enterprise. These numbers are the most reliable way to look for trends, medians or any deviations from the norm, and upon which big decisions are made. Consolidate your data.  Get a business intelligence system that allows for easier data collection and consolidation, and reports management.

2. Consolidate technologies. Technologies should help the enterprise conduct its business, not get in the way of productivity, and more so, of profitability. Due to the sheer size of their operations, many large enterprises employ multiple applications and systems to conduct almost the same services.  Are you using multiple content management systems when one will be enough to handle firm-wide communications? Do you record your project hours separately from your timekeeping application? Is your ERP system composed of too many modules run by too many vendors? Maybe it’s time to let go of some of your clunky systems that take too much time and effort to maintain, update, and consolidate. Opt for the best solutions that can serve the enterprise’s most important and only necessary computing and communication needs.

3. Go virtual. SaaS, cloud computing, and virtualization are some of the most popular buzzwords this year, thanks to businesses finding new ways to trim IT budgets without necessarily trimming operations and lowering the quality of their services. Barring security breaches, software-as-a-service is the option for small and medium size enterprises because of its speed of implementation and flexibility for small- to medium-scale operations. Cloud computing, on the other hand, is a by-product of Web 2.0 practices and excess computing and storage capacity. Lastly, thanks to the global scope of many enterprises, virtualization is not just a buzzword but an operational reality among many project teams, service providers, and even top-level executives.

4. Standardize processes; adopt agile methodologies. Time, money, and your clients’ patience are finite resources.  Work with a service provider that can help you at every stage of product development–from requirements gathering, to product or technical design, to development, to implementation, and to product release. Choose a service provider that specializes on agile development that allows for incorporation of improvements at every release of the product whether it is meant for the outside market or the organization’s internal operations.

5. Outsource, and outsource intelligently. Don’t just engage a service provider, whether offshore or nearshore, based on cost-savings alone. Look for long-term benefits from a combination of cost-savings, technology savvy, methodologies, consulting skills, and management culture of the vendor.

By ExecutiveBrief
More at: www.executivebrief.com

When undertaking a software development project, an effectively designed closure plan serves as an outline of required tasks that must be carried out appropriately in order to result in successful project delivery, and adequate preparation is one significant element when it comes to ensuring a smooth transition to implementation. The closure plan must be considered at the outset of the project, as the client outlines their specific software requirements. With a detailed description of the desired end result communicated and understood, the expected capabilities and deliverables of the software are established. But as you enter the final stages of a software development project, what can be done in order to ensure that the program is completely suitable and fully primed for implementation?

Key Components
According to Joe Coley, independent software developer and member of Northeast Dataflex Consortium, “Projects that I’ve been involved with…have been very much subject to additional needs and desires of the user community.” In effect, this means that the end deliverable becomes the focus of the closure plan — that is, to ensure a high level of end user satisfaction with the software requested and therefore created. Coley has 20 years of experience in the information technology industry and offers much insight on the subject. When it comes to key components for successful closure plans, he highlights three main aspects to consider:

• Assess the project requirements. In order to determine the best course of action throughout the cycle of a project, it is necessary to first consider the scope of the project. Establishing a clear outlook and complete understanding as to the required deliverables will greatly improve the ability to adequately determine exactly what tasks must be carried out in order to meet these deliverables in an efficient and timely manner.

• Communication. While communication is always essential throughout the cycle of any project or initiative, it is imperative to establish a specific plan for obtaining end-user input, as needed and where feasible. Therefore, a key component to a successful close is establishing and maintaining open lines of communication with the appropriate groups. The end users comprise the group of those who will be utilizing the software in real-time business applications; they have the critical business knowledge as to ways in which the software can be created or functionality that can be incorporated so that the result will be a valuable tool with the capability to enhance their business functions.

• Offer continuing support. When it comes to considering a focus on the continuing support needs of the end-user community, Coley cites a specific reason to do so, “There is always an expectation of continuing support in the form of application tweaks, bug fixes, and enhancements.” By extending continuing support to the end users, they have more confidence in the software program as well as in their chosen developer.

Full text of the interview with Joe Coley is available here: http://www.executivebrief.com/article/the-beginning-of-the-end-defining-project-closure/.

Has your company developed entirely new software or added to software already in use throughout the organization and found the process cumbersome, frustrating, and sometimes not living up to expectations or meeting organizational goals?  If so, the solution to a smooth and effective development program may be as easy as staffing a well-qualified project manager and adopting a proven development process.

Developing a Practical Approach: The Role of the Project Manager

When undertaking a software development project, the first element to consider is the establishment of a comprehensive yet practical approach to the initiative that ultimately will lead to a successful end result.

The in-house project manager has a key role in ensuring each phase of the project is carried out as planned. The project manager is responsible for considering the potential risks involved with the project and how to avoid and resolve them, establishing and maintaining momentum throughout the project, ensuring individual project team member tasks are assigned appropriately and carried out according to specifications, and successfully addressing and resolving any conflicts that may arise during the length of the development project.

A well-qualified project manager is able to address what may seem to be an overwhelmingly complex process by developing an organized approach where the process is broken down into manageable individual tasks and understanding how to keep those involved in the project dedicated to the ultimate goal of meeting and even exceeding the expected end result.

Embarking on the Initiative: Key Steps to Consider

With a comprehensive approach and a competent project manager in place to guide the new software development initiative, there is another important element your organization may find helpful as you embark on the project: establishing specific steps that can be followed to project completion that are based on proven industry experience in such a project environment.

Two renowned experts, Dr. Gordon Scott Gehrs and Dr. Dorota Huizinga, single out nine key steps to consider as you embark on a software development project:

Step #1: Conduct Feasibility Analysis

Full article, presenting in detail these key practical guidelines to approach a software development project, is available at: http://www.executivebrief.com/article/9-steps-to-a-hassle-free-and-effective-software-development-project/

By ExecutiveBrief: http://www.executivebrief.com

It is not enough to manage projects virtually, but to properly apply e-project management processes that result in less development time but with improved quality. This is about value and not just cutting costs, after all.

Advancements in telecommunication are among the key movers of offshore outsourcing. Without it, back-office operations and application development outsourcing will not be as successful as they are today.  Better infrastructure has allowed for richer applications and cheaper communication that enable businesses and their outsourcing partners to manage people and projects efficiently from different time zones.

Adopting virtualization in managing project offers great competitive advantage to companies and offshore project teams. However, with the increasingly virtualized tech industry, it is not enough to manage projects virtually, but to properly apply e-project management processes that result in less development time but with improved quality. Remember that this is about value and not just cutting costs, after all.

To make a successful adoption of virtualization, a few key elements are involved.

Infrastructure – Both client and vendor must set up the infrastructure that can support virtualization efforts, particularly when the project at hand involves sensitive information.  Both parties need the hardware and software to host VoIP calls, and in many cases, virtual private networks (VPN).  At the start of the project, prioritize the acquisition of hardware, software, and bandwidth to support collaborative and communication efforts.

Communication Plans – Much of the success of adopting virtualization in depends heavily on communication.  On-shore project members do not have the advantages of following up colleagues whenever they want or in person. Delivery teams, on the other hand, do not have the luxury of clarifying project details immediately. In this regard, it is best to set up communication plans that define identify proper channels and approaches. Are there available people on the other end of the communication line? When should the team use virtual meetings? Is e-mail enough to update one another about the project status? Who will project members ask about issues—specific persons or entire teams? Experts agree that it is better to err on the side of over-communication.

Control and Evaluation – On top of delivering results at a time when they are expected to, offshore project teams should report plans for manpower allocations and utilization, risks and issues, and milestones.  By having these details, project teams—no matter where they are in the world—can evaluate project status and control risks. This also involves a single control system that allows for an easy generation and consolidation of data.  At the end of every period—typically weekly or monthly—such data can be measured to evaluate the success of the project in terms of quality of work, manpower and financial investment, and the lessons learned from the venture.

Collaboration Tools – A repository accessible to every member of the delivery team should be put in place. Do not rely merely on multiple copies of outputs stored in individual folders. Versioning and project management software, such as SharePoint or Perforce, allow project team members to work on single source copies of outputs, as well as archiving, checking out and backtracking of works.

By ExecutiveBrief: http://www.executivebrief.com

Resource allocation in Standard Time®is very straightforward, mostly because ST does not have the complex scheduling capabilities of Microsoft Project.  The image below shows a (compressed) screenshot of the resource allocation window.  We’ll discuss how to display and manage task allocations.

Standard Time Resource Allocation Window

 First, you should realize that the bars represent hours worked in a time period.  The resource allocation window collects all tasks assigned to each employee, and assembles them into time periods based on their starting dates.  If you have ten tasks that all add up to 80 hours, you might see two bars, one for each week.

The red bar in the image above represents a over-allocated week.  That means you have too many tasks to be performed in a single week.  Yellow bars indicate to little work (or under-allocation).  Blue bars are just about right.

Simply create new project tasks and give each one a starting (and optional due date).  When these tasks are assigned to employees, the resource allocation window shows them split up into time periods.  That’s about all you need to do!  It’s pretty simple.

–ray

Milestones are a necessary element of project planning.  They let you stop and evaluate.  Have the objectives been met so far?  Is everything ready to proceed to the next step?  If so, we have achieved a milestone event, and the next phase can begin.  Here’s how to create a milestone in Microsoft Project.

Start by creating three tasks.  Notice that the third task is a zero-duration task.  That is considered a milestone in MS Project.  We’ll be linking into this task so that it gets pushed out if any other tasks go longer than anticipated.

Milestone Task in MS Project

Select tasks to link them.  CLick in the selection column to select an entire row, then Ctrl+Click in another row.  Click the Link button to link them.

Selected Tasks

Link and move some to illustrate the milestone.  Here we see both tasks linked into the milestone.  If either task is delayed, the milestone will be pushed out.  When the milestone date arrives, you should evaluate your project to make sure it is on track.  Then you can proceed to the next phase.

Linked Tasks

This post will illustrate how to calculate costs in Microsoft Project.  As you will see below, each tasks has a total cost and an actual cost.  The actual cost are those costs that have actually been incurred during the execution of the project.

Costs in Microsoft Project and Standard Time® are very different.  Each task in Microsoft Project may have an arbitrary dollar value.  We’ll assign some below to demonstrate.  This is not true of Standard Time®.  Standard Time calculates task costs by multiplying hours times rates.  (C = H * R)  There are various rates a project may have, but the formula is always true.  Microsoft Project is different.  Follow the steps below to calculate costs in MSP.

Create some tasks:

1. Add a task named “Task 1″
2. Add a task named “Task 2″
3. Set the Duration to 100h and 40h respectively
4. Remove all columns by the Duration column (right-click and choose Hide Column)

The results look like this:

Insert the following columns:

1. Cost
2. Actual Work
3. % Complete
4. Actual Cost

The results will look like this:

Microsoft Project Cost Fields

Experiment with the Duration, Cost, and Actual Work fields, and you will see updates costs values.  The image below illustrates this.

Updated Microsoft Project Cost Values

–ray

This post discusses how to display WBS codes in Microsoft Project.  WBS stands for Work Breakdown Structure.  It is an (arguably cryptic) way to number tasks in a project so you can tell the hierarchy position.  The first number in the sequence represents the task id.  Each dot represents a subtask.  Follow the steps below to show the WBS number.

1. Enter three tasks
2. Right-click in the column header area
3. Choose Insert Column
4. Choose the WBS column
5. The results will look like this

WBS Codes

 Next, we’ll insert some new tasks and demote them.

1. Right-click in row #2
2. Choose New Task
3. Enter some tasks
4. Demote them
5. The results will look like this (notice the WBS codes)

Indented WBS Codes

If you really want to make your WBS codes exotic, try these steps.

1. Choose Project, WBS Codes…
2. Enter a prefix
3. Choose a custom numbering scheme
4. Click OK
5. The results may look something like this

WBS Prefix

–ray

This post will discuss the simplicity of using master projects in MS Project.  The image below shows a master project with two subprojects under it.  Three MS Project MPP files are required to create the project below.  The master project file is independant of the individual subproject files.  Follow the steps below to create a master project with subprojects.  Notice the green icons next to Sub1 and Sub2.  They indicate the sub-files included in the main master mpp file.

Master project and two subprojects

To create a master project in MS Project:

1. Create a new MS Project file named Sub1.mpp (see the example above)
2. Add some tasks
3. Create another mpp file named Sub2.cpp
4. Add some tasks to it
5. Create a third mpp file to act as the master project
6. Click in the first row of the master project
7. Choose Insert, Project…
8. Choose Sub1.mpp
9. Repeat steps 6 - 8 for the second subproject (the results should be similar to the image above)

–ray

Progress lines in Microsoft Project help see where tasks are behind schedule.  They’re hideous to look at, but serve a useful purpose.  This post shows how to add progress lines to a Microsoft Project file.  Buckle up; this may get rough. 

Start by adding a few tasks to a new project:

1. Add Task 1, with 10 hours duration
2. Add Task 2, with 20 hours
3. Add Task 3, with 30 hours

The tasks and Gantt bar should look like this.  At this point, we have no progress lines, just simple task bars in the Gantt chart.

Add a Project Status date:

1. Choose Project, Project Information
2. Enter a ‘Status date’ for when you would like to check task status (the status date progress line will be red)
3. Click OK

Add progress lines:

1. Choose Tools, Tracking, Progress Lines
2. Click ‘Always display current progress line’
3. Click ‘At project status date’
4. Click ‘Display selected progress lines’
5. Click in the list and choose the dropdown arrow
6. Select a date for a progress line (these lines will be black)
7. Click OK

You should now have two progress lines on your Gantt chart, and things may have gotten a little ugly.  As you move the task bars, the progress lines will update.  Tasks before the progress line will cause the line to go leftward (that’s the ugly part).  What good are they?  Backward facing lines are those tasks you need to move forward.  They need to be rearranged to meet your current project plan.  The image below is an example.  Notice how the lines go backwards to tasks that are behind schedule.

–ray

Here, we’ll be showing how to display critical path tasks in Microsoft Project.  The critical path is the sequence of tasks that take the longest to reach the project goal.  The steps below can be used to display your project’s critical path.  Follow these, and you’ll know which tasks threaten the final completion date of the project.

Create tasks to display the critical path:

1. Enter three tasks
2. Make the second task twice as long (in duration) as the first task
3. Link the first task to the last task
4. Link the second task to the last task

At this point, the tasks should look like this.  Both the first and second tasks link to the last one.

Two tasks, links to final task

Group the tasks by critical path:

1. Choose Project, Group By, Critical
2. Or, choose ‘Critical’ from the ‘Group By’ dropdown in the toobar

After choosing this menu item the tasks will be grouped differently.  All the tasks that are not in the critical path will be displayed first (in the in ‘Critical: No’ group).  All the tasks in the critical path will be in the second group (‘Critical: Yes’).

Tasks grouped by ‘Critical’

Format the Gantt column:

1. Right-click in the Gantt column
2. Choose Gantt Chart Wizard
3. Click Next
4. Click the ‘Critical path’ option
5. Click Finish
6. Click Format It
7. Click Edit Wizard

After formatting the Gantt column, the task bars in the critical path will turn red.

Critical path task bars are red

–ray

Ever wonder how to reduce your Microsoft Project file from thousands of tasks down to a manageable few hundred, without deleting any?  Have you tried filtering?  This post discusses the steps to filter tasks in Microsoft Project.

Filtering is the act of reducing the number of visible tasks so that you only see what you are interested in.  All the tasks will still exist in the MPP file, but you will only see tasks that correspond to your filter criteria.  Follow these steps to filter tasks in Microsoft Project.

Create some tasks to filter by:

1. Enter three tasks
2. Set the durations to 10 hours, 20 hours, and 0 hours
3. The results should look like the image below

Set up a new filter to show long tasks only:

1. Choose Project, Filtered, More Filters…
2. Click New
3. Enter the name “Long tasks” (without the quotes)
4. Click ‘Show in menu’
5. Click in the ‘Field Name’ column, and choose ‘Duration
6. Click in the ‘Test’ column and choose ‘is greater than’
7. Click in the ‘Values(s)’ column and enter 10
8. Click OK to save the new filter
9. Nothing should change in your view

Activate your task filter:

1. Choose Project, Filtered, Long Tasks (the new filter you created)
2. Your view should now look like this image (hiding all the short tasks)
3. Choose Project, Filtered, All Tasks to remove the filtering and show all tasks

–ray

Microsoft Project offers calendars that can be used to set the working hours for a project and the resources working on it.  In other words, you can set the base calendar for the project, and then override that with resource work times.  This post discusses how to set the working time in Microsoft Project.

The following steps will illustrate the effect that working time has on a task in a Microsoft Project file.

Set up a new task:

1. Enter a new task
2. Enter 8 hours for the Duration
3. Enter your Name as the Resource
4. You will notice that the task occupies one day  See below.

To change the base calendar for the project:

1. Choose Tools, Change Working Time
2. Choose “Standard (Project Calendar) from the dropdown
3. Hold down the control key and select all the working days of the month
4. Remove the 1:00 PM - 5:00 PM hours (to make half days)
5. Notice that the calendar has changed to show your new choices
6. Click OK, and notice that your task Gantt bar has gotten longer to accommodate the fewer hours per day.

To change the individual work hours for the resource:

1. Choose Tools, Change Working Time
2. Choose your name from the dropdown
3. Click on the second day of the task
4. Hold the control key down and select three days
5. Click the “Nonworking time” choice to signify a vacation
6. Click OK, and notice that the task has gotten every longer

–ray

This post discusses how to perform resource leveling in Microsoft Project.  Before we perform the steps, we should first define resource leveling.

Resource leveling is the act of moving project tasks so that employees are not over allocated.  In other words, tasks are moved to new dates so they are not all piled on top of each other.  This ensures that resources have steady work without gaps and without excessive demand.

Microsoft Project can perform a one-time leveling, or automatically perform it each time a task is changed.  Normally, resource leveling is most effective for projects that have tasks with constraints.  For instance, a task may be set to ‘Start No Earlier Than’ a certain date.  This constraint forces the task to start after a specified date.  Other tasks may need to be split to start before and after this task.  In fact, the example below demonstrates this exact scenario.

First, setup a new project:

1. Create two new tasks
2. Add resources to the tasks
3. Set the task durations
4. The tasks should look like the image below

Set a task constraint:

1. Drag the first task to the right so it overlaps the second task
2. Notice the task icon in the information column
3. Double-click on the task to see the Task Information dialog
4. Click the Advanced tab to see the task constraint

Level the tasks:

1. Choose Tools, Level Resources
2. Click Level Now
3. The results will be a split task that allows the resource to work before and after the first task.

–Newshirt

This topic (how to set a deadline for an MS Project task) is so simple, it’s hardly worth mentioning.  But, it might be good to review.  It’s just another little piece of information that might help scheduling projects.

To create a task deadline:

1. Double-click on a task  (the Task Info dialog box appears)
2. Click the Advanced tab
3. Click the Deadline dropdown
4. Choose a date, sometime after the task finish date

These steps allow you to set a deadline that the task should be finished by.  A small arrow is displayed in the Gantt column at that date.  The image below shows what it looks like.

Arrow indicating task deadline
(normally before the task finish date)

If your task gets bumped (presumably because of linked predecessors) the finish date may go beyond the deadline.  When this happens, a small red indicator is shown next to the task name.  The image below shows what it looks like.  Browse your mouse over it to see a tool tip explaining the reason.

Deadline indicator

–ray

This post discusses how to use Microsoft Project resource pools.  First, let me say that you are going to find this a little kludgey.  Standard Time® has a better solution for resource pools, so you might find it a bit easier to assign users to project tasks.  But, this will discuss resource pools in MS Project.

What is a resource pool?  It is just a common set of employees or resources that will be used to assign to project tasks.  Standard Time® has all resources and projects available in one database, so the “pool” is always available.  Microsoft Project uses the technique below to meet this requirement.

To create a resource pool:

1. Create a new Microsoft Project MPP file
2. Choose View, Resource Sheet
3. Enter the names of resources you will assign to tasks in your projects
4. Save the file with a catchy name like RezPool.mpp
5. Consider creating resource pools for each workgroup in your company
6. Keep the file open for use in the next step

To associate the resource pool with your project:

1. Create a new MPP file (a new project)
2. While in the new project, choose Tools, Resource Sharing, Share Resources
3. Choose the “Use Resources” option
4. Choose RezPool.mpp from the dropdown list
5. Click OK
6. Save the new project file

To use the resource pool in task assignments:

1. Make sure both your project file and resource file are open in Microsoft Project
2. Click in the Resources column next to a task
3. You should see the list of resources from the pool
4. Choose one

This technique should allow you to share a common set of resources, which you will frequently assign to task.  As we said earlier, you should consider creating multiple resource pools representing each workgroup in your company.  But, consider using Standard Time®, where resources are always available for all projects.

–ray

This post discusses how to assign percentages to resource assignments.  Or in English, how to set how much each resource will work on a task.  By default, people in Microsoft Project are set to work 100% of their time on tasks.  But we know that’s not always practical.  People multitask their work, and may work on four tasks at once.  This post discuses how to multitask in MS Project.

Follow these steps to set assignment units in MS Project:

1. Create a new task in MS Project
2. Right-click before the “Start” column an choose Insert Column
3. Insert the Work Column
4. You should now have the Duration and Work columns next to each other
5. Enter 16 hours into both Duration and Work
6. Enter your Name into the Resource column

At this point, you should have a single 16-hour task that is assigned to you.  By default, it is assumed that you will work 100% of your time on this task.  But as we stated earlier, we wish to work on multiple tasks, spreading our time across them.  The steps below will do that.

1. Right-click on your task
2. Choose Task Information
3. The Task Information dialog is displayed
4. Click the Resources tab
5. You should see your name and 100% at the right
6. Enter 50% into the Units column and press OK
7. Notice that the text [50%] has been added next to your name in the resource column
8. Also notice that the duration column changed to 32 hours
9. The finish date has also been extended to accommodate the extra time

 These steps demonstrate that the Duration column is affected by the assignment units.  Duration = Work * Units.  In other words, if you are only working half the time on a task, it will take you twice as long.  The following steps show what happens when another resource is added to the task.

1. Right-click on your task and choose Task Information again
2. Click the Resources tab
3. Add another resource under your name
4. Set the units for this new resource to 50% also
5. Click OK
6. Notice that the Duration went back to 16 hours because you have help
7. Notice that the Finish date also went back to two days

We just learned that adding a new resource to a task can help it get done quicker.  Each person is working only half their time, but there are two of you, so the task is finished sooner.  You can use this technique to spread yourself around to many tasks.  But beware, this can become a little difficult to manage.

–ray

This post will help you understand the Resource Graph in Microsoft Project.  The Resource Graph shows a graphical view of when your employees are scheduled to work.  You should also take a look at the Resource Allocation window in Standard Time.  It has additional options to help view scheduled employee hours.

Steps to use the Resource Graph:

1. Create a new task in a blank Microsoft Project file
2. Enter 4 hours into the duration column and assign the task to your name
3. Choose View, Resource Graph
4. Right-click in the graph, and choose Work from the menu
5. Notice the blue bar representing the hours you entered (it stops at the “4h” line)
6. Choose View, Gantt Chart to go back to the task view
7. Create a second task, enter 5 hours, and assign it to you
8. Choose View, Resource Graph to see the effect
9. Notice that the blue bar has a red bar on top (this is the over allocated portion)

The previous steps demonstrate two simple principles: a graphical representation shows when employees are scheduled to work, and over-allocated hours are shown in red.  Standard Time takes this a step farther and shows under-allocated time in yellow.

Steps to add another resource:

1. Choose View, Gantt Chart to see your tasks
2. Add another task, enter some hours, and assign it to another resource
3. Choose View, Resource Graph to return to the bar graph
4. Right-click in the legend, and choose Next Resource
5. Notice that the bar chart changes to show the hours for your second employee

Standard Time allows you to see groups of employees stacked on top of each other.  This lets you see allocated hours for the entire workgroup.

Steps to change working hours for a resource:

1. Right-click on the legend, and choose Resource Information
2. Click the Working Time tab
3. Click in the calendar to select a day
4. Drag the mouse to select multiple days
5. Change the working hours at the right side (you are overriding the defaults)
6. Click OK to return to the Resource Graph
7. Notice that the bars change to reflect your new working hours

Normally, you’ll leave the working hours at 40, and change the start dates of tasks to reschedule them.

We hope this has helped.  Feel free to post comments on additional usage techniques!

–ray