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Learning Microsoft Project 2019
Learning Microsoft Project 2019

Learning Microsoft Project 2019: Streamline project, resource, and schedule management with Microsoft's project management software

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Profile Icon Srikanth Shirodkar
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Learning Microsoft Project 2019

Chapter 1: Project Management – the Essential Primer

On a bright hot day 4,500 years ago, in the middle of a desert, a mega civil engineering project was completed. With an estimated 30,000 workers and over 5 million tons of precisely cut rock, the project had taken 20 years to complete.

This project was completed without the help of computers, GPS, or the modern machinery that we have in place today. Yes, we are talking about the Great Pyramid of Giza, in Egypt. This project remained the tallest man-made structure for another 3,800 years!

Humankind has embarked on projects since time immemorial. This knowledge of executing projects has been passed on from generation to generation, being greatly enhanced every time. In more recent times, some notable projects have been putting humans on the moon, building the largest machine in the world—the Large Hadron Collider, and conducting the Olympics and the FIFA World Cup every 4 years.

It can easily be surmised that humanity has studied and practiced project management for a very long time. It is this knowledge of projects and project management, common across time and business domains, that we will now discuss.

Of course, not all projects are mega scale. In your own life, you will have already undertaken several projects. Some examples of personal projects are getting admitted to college, learning a new technical skill, organizing your wedding, or building your own house. The modern world is full of projects running 24 hours a day, 7 days a week, 365 days a year. And most adults in the world have some experience in project management, even if only personal projects.

What has happened since the time of the pyramids? The sharing of project management wisdom between experts from different sectors and domains has led to the identification of activities, tools, techniques, and best practices that are common across domains.

This knowledge is what we commonly call today Project Management Methodology. There are a few important, globally accepted standards that we will learn more about shortly.

By the end of this chapter, you will be able to do the following:

  • Understand the terminology of Microsoft Project – where the concepts have come from, how they have evolved, and how to learn these standards and techniques further.
  • Familiarize yourself with the foundational techniques used by MS Project – especially the Work Breakdown Structure, the Critical Path Method, and the Gantt chart.
  • Understand what MS Project is all about, and what to expect.
  • Understand when to use MS Project and when not to – Project is a very powerful ally by your side, but it is not a silver bullet for every problem.

If you are reading this book on Microsoft Project, I surmise you are already managing a project, big or small. Or, you are about to start on one soon, and I congratulate you! Actual designations may vary according to seniority, business sector, or domain. Microsoft Project is used in practically every domain where projects are executed, in every part of the world. For example, architecture, civil engineering, military, software or information technology, telecommunications, manufacturing and retail, and banking and finance.

If you are in any of the preceding or related domains, you have picked the right book. If you are a new user of MS Project or took a course on Project long back but did not practice it, this book is still perfect for you.

Today, as you have seen, there exists a globally accepted framework of Project Management Knowledge. This chapter will concisely lay out the framework. In the rest of the book, I will show how Microsoft Project's design, features, usage, and pitfalls map to Project Management Knowledge – no matter the specific domain where you will use Microsoft Project.

Projects – what is special about them?

Can any dry textbook definition truly describe the project of climbing Mount Everest for the very first time? Or a project to find new sea routes in uncharted seas?

Yet, when you observe projects in real life a little more closely, you will see a lot that is familiar about them. Big or small, high-risk or no-risk, personal or mega-scale, there are some specific parameters that unify every project.

Project – the definition

In everyday life, projects of every size, budget, risk, and complexity can be found, but here is a definition that defines the soul of a project:

"A project is a temporary and unique endeavor with defined objectives."

While this definition is as generic as it can get, there are some crystal-clear points to break down:

  • Temporary nature: Projects are temporary in nature – there has to be a clear, time-bound start state and end state. Projects cannot go on forever.
  • Uniqueness: Pay special attention to this word; it says a whole lot about projects. Manufacturing cars is not a project (because mass-manufactured cars are not unique); it is more of an operation. Similarly, providing a car wash is a service. However, setting up the factory where cars are mass-manufactured is indeed a project.

    Moreover, exactly because projects are unique, they often face more unknown factors. The customer's reaction to a new shoe may really be unknown; a newly engineered door on the Mir space station may not function properly because the conditions cannot be 100% replicated during engineering. Often called unknown unknowns, this risk with projects is widely acknowledged and implicitly understood.

    We will discuss risks several times in this book, and how Microsoft Project can help with risks associated with schedules, resources, and budgets.

  • Endeavor: Projects are purposeful by nature. They don't happen by accident. Or rather, accidental happenings are not called projects. The word endeavor also implicitly means that something has to be accomplished.
  • With defined objectives: This means both the result and the limits it must be achieved within. For example, if you are building a house, you will expect to finish it to an acceptable quality, in a reasonable timeframe, and within a limited cost.

    Note

    Definitions in this book are not the official or standard definitions. It is my humble attempt to make the definitions as easily understandable and memorable for the reader. For the most definitive reference to all the terminology used in this chapter, please consult Project Management Institute's PMBOK® Guide (A Guide to The Project Management Body of Knowledge). In fact, this chapter is based upon this widely accepted standard.

Project management

Project management is the art and science of achieving project objectives by applying knowledge, tools, and techniques.

The science aspect of project management is derived from the body of knowledge. And the art aspect of project management becomes evident depending on how you apply the available knowledge to your project in your unique situations. This is because there is no single way to execute a project; and the execution is approached based upon the collective wisdom and other resources of the team. Therein lies the art of project management.

Microsoft Project is the preferred software tool. With the scheduling aspects of your project, it can prove to be the most important software project tool that you will use.

Project management done correctly can help you do the following:

  1. Achieve your business' end goals
  2. Manage constraints in the project – scope, quality, and costs
  3. Increase predictability – even for subsequent projects
  4. Optimize the usage of precious resources – money, people, machinery, and materials
  5. Recover projects in trouble

The application of good project management practices and Microsoft Project will greatly enhance the success of your project.

Pitfalls

A common beginner's pitfall is to use MS Project only to create a schedule. The new user starts enthusiastically, and might even create a schedule at the beginning of the project. But they will not know how to use it to track the project, how to leverage one-click dynamic reports, how to identify risks, or for the long list of other features.

By reading this book, you will identify Microsoft Project's role in all major process groups that you will perform as a project manager.

The project manager

The project manager is the person around whom the project universe revolves. They are directly responsible for the success of the project.

To accomplish such a responsibility, the project manager is expected to bring a great deal of skills and competencies to the table. Project management skills are always expected: awareness of best practices, domain knowledge, business analysis skills, industry standards, and regulatory policy knowledge are just some of the fundamentals. If the project manager also has technical skills, they are highly valued.

Amongst the so-called soft skills, people and organizational leadership skills, good communication, conflict management, administration, and general management are just some of the fundamentals.

Moreover, this is a field where experience can make a big difference to project outcomes and is valued at a premium.

Project management knowledge

As we understood earlier, today, there are multiple global standards for project management. Each of these methodologies provides a holistic set of guidelines, practices, tools, and techniques in self-contained packages.

These methodologies have evolved to cater to different sectors, business domains, geographies, and engineering practices. Organizations that specialize in executing projects, and for whom project success is business critical, will adopt one or more of these methodologies.

Choose your fount of knowledge

Some of the most popular methodologies are the following:

  • Project Management Institute (PMI)'s – A guide to the Project Management Body of Knowledge (shortened to PMBOK and pronounced pimbok) is a globally recognized standard and is widely used across industry domains. This book will draw upon the PMBOK Sixth Edition.
  • The International Organization for Standardization (ISO) has several standards published, notably ISO 9000 for Quality Management Systems in Projects and ISO 21500:2012 – Guidance on Project Management
  • PRINCE2 (Projects in Controlled Environments) is popular in the UK, some European countries, and Australia. This originated in the UK for government usage, and today is also a globally recognized methodology.
  • New kids on the block: Relatively recently introduced and originating from the software and information technology worlds, there are several other methodologies that are adaptive, iterative, and incremental in nature.
  • Agile and Lean are a couple of the most popular ones in global usage. These methodologies are slowly making inroads into broader acceptance in other fields.
  • Hybrid and customized methodologies are also being elaborated and practiced, especially in emerging markets and technologies. These take the best of the predictive and agile methodologies and tailor them according to specific project requirements.

So, what is the bottom line?

  • Companies will usually adopt and adapt one or more methodologies, based upon their business domain, customer demands, go-to-market constraints, regulatory guidelines, and other requirements.
  • Even with the established traditional methodologies, there is now wide recognition of adaptive frameworks. In fact, PMBOK Sixth Edition is packaged with the Agile Practice Guide included.
  • Microsoft Project, starting circa 2017, has started providing some capabilities to support Agile, Kanban, and Hybrid, though widespread adoption by users remains to be seen.

The project life cycle

Since projects have a start date and an end date, the intermediate period (between those two end points) can be described as the life of a project. But in reality, the project manager's role and involvement will usually exceed even the closure of the project, for example, usually in the financial and support aspects.

The duration of all projects, irrespective of size, can be described as a series of phases that together make up the project management life cycle. This describes the stages of development the project passes through to reach completion.

Here is a graphical representation of the project life cycle:

Figure 1.1 – Project life cycle

Figure 1.1 – Project life cycle

The phases can be stated as follows:

  1. Starting the project
  2. Planning, organizing, and preparing the project
  3. Executing the project on schedule
  4. Completing the project

While the sequencing direction is implied in the diagram, some of the phases can be iterative depending on the nature of the project.

Project management processes

The project manager will execute a large set of activities during the life cycle of a project. These simple activities can be logically grouped together as the Project Management Process.

The following diagram depicts a generic Project Management Process:

Figure 1.2 – Representation of a generic project management process

Figure 1.2 – Representation of a generic project management process

As we can see, a process consists of a set of prescribed tools and techniques applied on some inputs and producing expected results as outputs.

For example, Develop Project Charter is one of the very first standard processes, performed by the PM once in the project life cycle. Similarly, Acquire Resources is another process, albeit performed on a need basis – as and when required. Another example, Monitor Communications, expectedly happens throughout the project life cycle – and many times.

Tip

How many project management processes are there? The current PMBOK Sixth Edition lists 49 processes. The number will vary depending on what methodology and version you reference. The semantics may vary but the philosophy will remain the same.

Every single project management process can be conveniently categorized under two different classifications: as Process Groups and as Knowledge Areas.

Project management process groups

You, my astute reader, might now have extrapolated that individual project processes themselves can be logically grouped – and this is correct.

Before we proceed with understanding process groups, here is a note of caution. A common pitfall is to confuse process groups with project phases (or the project life cycle). You will soon see why such confusion can be prevalent.

Here are the process groups:

  • Initiating Process Group: Whether it is the start of a new project or a new phase within a running project, initiating processes are performed. These help in defining the project or phase.
  • Planning Process Group: All planning processes are grouped here – including the scoping of the project (or a phase). Create WBS is an important process in this group and we will learn more about it later in this chapter. Every time there is a change in the project requirements, this group will get activated at any point in the project life cycle.
  • Executing Process Group: Processes in this group deal with the execution of the project. Providing direction for the project, managing quality, building out a project team, and acquiring resources for them – all these are processes within this group.
  • Monitoring and Controlling Process Group: The processes in this group help the project manager ensure that everything runs according to plan – and within project tolerances. The control of the cost and schedule are some of the important processes within this group.
  • Closing Process Group: When it is time to officially close a project (or a phase, or even customer agreements), use the processes within this group.

It is easy to see why new learners confuse process groups with project phases, as there is some semantic overlap in the naming convention.

But, as a reader of this book, you should be aware that processes belonging to a group might be executed anywhere in the project life cycle. In particular, the Monitoring and Controlling Process Group is something the project manager will perform through most of the project life cycle.

Project management knowledge areas

There are 10 distinct specialization areas utilized by the project manager when managing projects. These are called Knowledge Areas. Each of these Knowledge Areas is also a collection of the same project processes that we have discussed so far.

Now, we will learn about the second way in which project management processes can be classified into Project Management Knowledge Areas:

  • Project Integration Management: This knowledge area will be under the direct control of the project manager and deals with the co-ordination of all other processes utilized in a project. Other knowledge areas, which follow, can potentially be delegated to subject matter experts, such as a technical lead, quality lead, business analyst, or software architect. Another special point to note is that the integration management knowledge area has processes that are performed across the entire project life cycle.
  • Project Scope Management: Ensuring that the project includes all the work required (and nothing else) to achieve the project objectives.
  • Project Schedule Management: Concerned with the temporal aspects of the project such as sequencing activities and achieving time-related constraints.
  • Project Cost Management: Deals with processes to ensure that the project does not exceed budgets. This includes estimating, budgeting, and control of costs.
  • Project Quality Management: Using appropriate processes to achieve stakeholders' expectations of project quality.
  • Project Resource Management: Resources include people, machinery, and materials (consumable or otherwise). Often, third-party vendors may be involved, or your own project may be part of a much larger project. In all cases, making sure resources are utilized optimally and on time is covered in this knowledge area.
  • Project Communications Management: Project information should be periodically disseminated to participants in a project. A good project manager should understand the distinction between raw project data, information, and actionable knowledge.
  • Project Risk Management: The skill of a project manager is in mitigating risks before they materialize – and if risks do materialize, designing contingency plans for them. All risk-related activities, including identification, analysis, response planning, and implementation, belong to this knowledge area.
  • Project Procurement Management: Your project will often need products or services from outside your own sphere of control and you will be required to procure them. Procurement processes are within this area.
  • Project Stakeholder Management: Stakeholders are those people, groups, or organizations that will be impacted by your project. So, a project manager uses appropriate processes to engage appropriate stakeholders, both during decision making and the execution of a project. These stakeholder-related processes belong here.

So far, we have understood project processes and learned about two different categorizations for them: Process Groups and Knowledge Areas. If you understand these systems, it will enable you to view your project processes from multiple perspectives.

Work breakdown structure (WBS) – a special mention

Running a project without a work breakdown structure is like going to a strange land without a road map – J. Phillips

In this section, we will examine a key project deliverable called Work Breakdown Structure. This is encapsulated in the project management processes that we have just familiarized ourselves with as the Create WBS process.

So, what is a WBS? The WBS is the breaking down of project work into smaller components to achieve the project scope.

The WBS is created during project initiation to manage the scope of the project. It is an application of the divide and conquer technique to break down the project scope into manageable components. After that, we use the WBS to create the project schedule (using Microsoft Project). Subsequently, the WBS is referred to, throughout the entire project life cycle, to monitor and control, and to close the project.

Despite its simplicity, WBS creation takes practice and skill to do correctly; and when done, will add significant benefit to the project. Due to the importance of WBS in executing schedules successfully, Chapter 6, Work Breakdown Structure – the Single Critical Factor, is dedicated to the practical aspects of creating a WBS.

Pitfall

Projects with a well-defined WBS might also fail, but a project with an incorrect WBS will seldom succeed. If your roadmap is incorrect, how will you reach your desired destination? In such a situation, course correction must happen, starting with the WBS.

How is a WBS different from the task/activity list? If someone asks about your project What are the project deliverables? the answer should be listed in your WBS.

Pitfall

The most common pitfall is to include the tasks in the WBS (instead of only deliverables and outcomes). Implementation details (tasks) belong to the task list and not in the WBS. The task list is, in fact, derived in a later stage, using the WBS as a foundation.

Why is a WBS important?

  • The most important function of the WBS is Scope Management. A WBS helps in ensuring that the project includes all the work required (and nothing else) to achieve the project objectives.
  • A WBS helps you to understand the work in the nascent stages of a project. It is also the critical step to proceed from Scope to Schedule.
  • Changes are inevitable in projects and a WBS helps both in avoiding scope creep (uncontrolled changes to the scope) and as a reference baseline for scope change control.

Who should create the WBS?

The project manager has ownership of the WBS. But the actual bulk of the WBS content should be contributed by the following:

  • Domain-specific experts
  • Technical experts
  • The team that is actually going to work on the project
  • Business analysts

Reviews can be done by the following:

  • Key identified stakeholders of the project
  • Other project managers and teams that have done similar work

Why is a WBS so important in this book?

The WBS of your project should ideally be the input to create your schedule using Microsoft Project. So, it will really help to get familiar with this technique, through repeated practice.

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Key benefits

  • Explore various algorithms and the latest features of MS Project to organize and keep track of your projects
  • Understand Work Breakdown Structure (WBS) to improve productivity
  • Apply real-world best practices and discover the tips, tricks, and pitfalls of schedule management

Description

Microsoft Project is one of the most popular project management tools for enterprises of all sizes thanks to its wide variety of features such as project scheduling, project budgeting, built-in templates, and reporting tools. Learning Microsoft Project 2019 will get you started with the basics and gradually guide you through the complete project life cycle. Starting with an overview of Microsoft Project 2019 and a brief introduction to project management concepts, this book will take you through the different phases of project management – initiation, planning, execution, control, and closure. You will then learn how to identify and handle problems related to scheduling, costing, resourcing, and work allocation. Understand how to use dynamic reports to create powerful, automated reports and dashboards at the click of a button. This Microsoft Project book highlights the pitfalls of overallocation and demonstrates how to avoid and resolve these issues using a wide spectrum of tools, techniques, and best practices. Finally, you will focus on executing Agile projects efficiently and get to grips with using Kanban and Scrum features. By the end of this book, you will be well-versed with Microsoft Project and have the skills you need to use it effectively in every stage of project management.

Who is this book for?

If you use Microsoft Office and are looking to use MS Project to manage your projects efficiently, this book is for you. Project managers or anyone interested in project management will also find this book useful. Basic knowledge of Windows UI and MS Office products is required.

What you will learn

  • Create efficient project plans using Microsoft Project 2019
  • Get to grips with resolving complex issues related to time, budget, and resource allocation
  • Understand how to create automated dynamic reports
  • Identify and protect the critical path in your project and mitigate project risks
  • Become well-versed with executing Agile projects using MS Project
  • Understand how to create custom reports and make them available for future projects

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Table of Contents

27 Chapters
Section 1: The Iron Triangle – a Quick Primer for Project Management Chevron down icon Chevron up icon
Chapter 1: Project Management – the Essential Primer Chevron down icon Chevron up icon
Section 2: Project Initiation with Microsoft Project Chevron down icon Chevron up icon
Chapter 2: Fundamentals of Microsoft Project Chevron down icon Chevron up icon
Chapter 3: Initiating projects with Microsoft Project Chevron down icon Chevron up icon
Chapter 4: Underlying Concepts of Microsoft Project Chevron down icon Chevron up icon
Chapter 5: Resource Management with Microsoft Project Chevron down icon Chevron up icon
Section 3: Project Planning Like a Pro! Chevron down icon Chevron up icon
Chapter 6: Work Breakdown Structure – the Single Critical Factor Chevron down icon Chevron up icon
Chapter 7: Tasks – under the Microscope Chevron down icon Chevron up icon
Chapter 8: Mastering Link Dependency and Constraints Chevron down icon Chevron up icon
Chapter 9: Extended Customization – Task and Gantt Formatting Chevron down icon Chevron up icon
Section 4: Project Execution – the Real Deal Chevron down icon Chevron up icon
Chapter 10: Executing Agile Projects with MS Project Chevron down icon Chevron up icon
Chapter 11: Overallocation – the Bane of Project Managers Chevron down icon Chevron up icon
Chapter 12: Baselines – Techniques and Best Practices Chevron down icon Chevron up icon
Chapter 13: Project Tracking Techniques Chevron down icon Chevron up icon
Section 5: Monitoring and Control with Microsoft Project Chevron down icon Chevron up icon
Chapter 14: Views, Tables, and Customization Chevron down icon Chevron up icon
Chapter 15 : Resource and Cost Management Chevron down icon Chevron up icon
Chapter 16: Critical Path Monitoring and Advanced Techniques Chevron down icon Chevron up icon
Chapter 17: Project Reports 101 Chevron down icon Chevron up icon
Section 6: Project Closure with Microsoft Project Chevron down icon Chevron up icon
Chapter 18: Reviewing Projects and Creating Templates for Success Chevron down icon Chevron up icon
Chapter 19: Advanced Custom Reports and Templates Chevron down icon Chevron up icon
Chapter 20: Book Conclusion and Next Steps Chevron down icon Chevron up icon
Other Books You May Enjoy Chevron down icon Chevron up icon

Customer reviews

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Andrea Oct 30, 2023
Full star icon Full star icon Full star icon Full star icon Full star icon 5
Un libro pieno di contenuti e chiarissimo nelle spiegazioni.
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Amazon Shopper Dec 01, 2020
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I have not yet finished it front to back, but i can already tell this was the correct decision for a MS project book. Very well written and easy to understand concepts.
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Prashanth Jan 25, 2021
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I have not yet finished it completely, but I can tell this is the perfect book for those who want to do understand the concepts and features of MS Project. It is very well detailed and the examples given are very easy to understand the concepts.
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J. Ben May 14, 2022
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I do recommend this book for the simplicity explaining the topic and the tremendous experience of the author in the industry for many years!
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Chris Feb 26, 2022
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Great book, I would highly recommend it. Very clearly and well written. Detailed explanations.
Amazon Verified review Amazon
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  • They are lower price than print
  • They save resources and space
What is an eBook? Chevron down icon Chevron up icon

Packt eBooks are a complete electronic version of the print edition, available in PDF and ePub formats. Every piece of content down to the page numbering is the same. Because we save the costs of printing and shipping the book to you, we are able to offer eBooks at a lower cost than print editions.

When you have purchased an eBook, simply login to your account and click on the link in Your Download Area. We recommend you saving the file to your hard drive before opening it.

For optimal viewing of our eBooks, we recommend you download and install the free Adobe Reader version 9.