A general indicator characterizing the use of fixed assets on...
Chercher
Year of manufacture: 2010
Publishing house: BHV-SPb
ISBN: 978-5-9775-0582-6 Chapter 1. project management methods
- Projects and project management
- Organizational aspects of project management
- Project Management Processes
- Initiation processes
- Planning processes
- Execution Processes
- Monitoring and regulation processes
- Termination processes
- Project Management Standard and real processes management
- Knowledge Areas in Project Management
- Implementation of project management processes
- Brief description of network planning and management methods
Chapter 2. Quick start
- Characteristics of the content of the first project
- First experience with MS Project 2010
Chapter 3. Brief description of the MS Project project management system
- Project management systems
- Project management system MS Project
- Versions of the MS Project project management system
- Project Database
- Manage views of project schedule information in Project
- Quick Access Toolbar
- Menu feed
- Project Schedule Views
- Timeline
- Tables
- Filters
- Reports
- Basic elements of the Project interface
- Tasks and resources in Project
- Types of tasks
- Types of resources
- How to work with a table
- Selecting parts of a table
- Formatting text elements
- Managing Table Columns
- Sorting tables
- How to work with a Gantt chart
- How to work with resource loading tables
- How to work with a resource schedule
- How to use the Calendar view
- Calendar view context menu
- How to work with filters
- Additional options for formatting schedule task segments
- Access to information about the main elements of the project
- Description of project tasks
- Description of project resources
- Description of project objectives
- reference system Project 2010
- Managing UI Elements
Chapter 4: Using Project in the Pre-Planning Stage
- Recommendations for initiating projects
- Features of initiating small projects
- Preliminary project planning
- Planning the content and determining the structure of work at the preliminary planning stage
- Creating a New Project File
- Determining the composition of tasks and estimating the duration of their completion
- Formation of resource provision - labor costs
- Forming relationships between project schedule tasks
- Develop a preliminary project schedule
- Project cost estimation using Project
- Project budget and working with it
- How to create and format reports using Project
- Principles of breaking a report into sheets
- Printing screen forms
- Formatting printout sheets
- Standard reports
- Assessment of the financial viability of the project
- Formation of a basic project plan
- Defining Project Success Criteria
- Other Project Planning Processes in the Pre-Planning Stage
- Planning the scope of the project and determining the work structure at the preliminary planning stage
- Project Scope Planning
- Small project content planning
- Defining the scope of major projects
- About deploying large projects
- On the decomposition of large projects
- Features of high-tech projects
- Formation of project success criteria
- Quality planning
- Organizational planning
- Permanent organization and its impact on the project
- Role of the Project Manager
- Features of project management in matrix structures
- Communication planning
- Risk planning
- Contract planning
- Planning and change management
- Organization of work with documents in the project
- Personnel management and the influence of the human factor at the project initiation stage
Chapter 5: Detailed Project Planning with Project
- Project structures and data organization
- Project schedule details
- Recommendations for assessing project task indicators
- Recommendations for estimating labor costs
- Guidelines for estimating task durations
- Recommendations for estimating costs
- Analyzing and adjusting the detailed project schedule
- Features of time planning detailed plan project
- How to schedule resources using Project
- Features of other planning processes at the detailed planning stage
- Planning using the critical chain method
Chapter 6: Support project execution and analysis with Project
- Principles of accounting for progress and results of work using Project
- Advanced capabilities for working with different versions of charts
- Update the schedule based on task progress and results
- Visualization of work progress and identification of deviations of the current state of work from the basic plan
- How to manage the project implementation cycle and resources
- How to control the critical path
- How to shorten the critical path
- Monitoring resource requirements
- Managing resources in Project
- Management of work cycle and resource loading - additional features Project
- Interrupting tasks
- Adjusting the detailed execution plan for the example project
- Analyzing financial resource needs using Project
- Control financial resources during the project implementation
- Project Execution Management
- Special situations in project management
- Supporting project management processes at the project execution stage
- Quality management at the project execution stage
- Change management during the project execution stage
- Project problem solving management
- Human factor in project management
- Create complex project schedules using Project
- Formation of complex graphs
- Sharing resources when implementing different projects
- Determining the execution sequence of tasks belonging to different schedules
- Work calendars in Project
- Creating and editing work calendars
- Control functions support working group project using Project
- Support for data analysis processes using the Project interface
- Using Visual Reports
- Rescheduling project dates
- Copying drawings for use in software products MS Office
- Project supports project completion processes
Chapter 7. The concept of project portfolios and corporate project management systems
- Project portfolios - a company management tool
- Characteristics of MS Project 2010 capabilities corporate governance projects
- MS Project and corporate systems management
- Appendix 1. List of algorithms
- Chapter 3 Algorithms
- Chapter 4 Algorithms
- Chapter 5 Algorithms
- Chapter 6 Algorithms
- Chapter 8 Algorithms
- Chapter 9 Algorithms
- Appendix 2. Description of the CD
- Recommended reading
Microsoft Project courses at GCDPO in Moscow - training in effective planning and project management at all stages: from tracking interrelated business processes to resource allocation (personnel, material, time) and preparation of reporting documentation.
Purpose of the course:
- develop skills in managing small and large projects using the tools of the Ms Project 2010/2013/2016 application.
Course audience:
- administrators and project managers;
- employees of companies whose responsibilities include monitoring the implementation of business plans, sales, IT projects, etc.
Learning outcome
Skill:
- install and configure Microsoft program Project;
- analyze, optimize, adjust various projects in terms of costs and timing;
- implement resource and calendar planning;
- monitor project implementation and prepare final reports;
- resolve conflicts related to restrictions;
- exchange Ms Project data with other applications;
- administer a portfolio of projects in Microsoft Project Professional.
- export web page data;
- configure and administer the Project Server application.
Basic training requirements:
- having skills to work with Microsoft Word, Excel, Power Point.
Course curriculum
Topic 1. Projects and project management. Creating a project.
Project classification
Project stages
Construction of a hierarchical work structure (WBS)
Development of network models
Scheduling using the critical path method (CPM)
Project resource planning
Cost analysis
Project execution and control
Creating a new project
Entering a set of works
Task list structure
Estimating task durations
Repetitive tasks
Linking tasks
Leading and lagging tasks
Milestone tasks
Types of Time Constraints
Deadlines.
Topic 2 Project resources.
Resource List Definitions
Additional resource characteristics
Resource Calendars
Types of tasks
Fixed volume field
Assigning Resources to Project Tasks
Microsoft Project views.
Topic 3. Analysis and optimization of the project plan.
Timing Analysis
Resource Load Analysis
Project cost analysis.
Topic 4. Project execution and control.
Fixing the project baseline
Entering real task execution data
Project progress monitoring
Print reports and views.
Topic 5. Managing multiple projects.
Inserting an external project into the current project
Creating connections between tasks in different projects
Creating a Shared Resource Pool
Opening projects that share a pool of resources
Modifying the shared resource pool file.
Topic 6. Exporting a project plan.
Copying charts to MS Office files
Export plan to files of other formats.
Gathered at The educational center give your money for Microsoft Project training and lose 3 working days? Find money and time best use! I publish videos and materials of a standard 3-day Microsoft Project 2010/2013 training course, which in the corporate version costs about 200,000 rubles. More precisely, it was worth it, because... Now it's free including example files and a book for the course.
Why such an unprecedented gift? This is a sponsorship program, we are helped by manufacturers of industry solutions for Microsoft Project such as Turbo Planner (capital construction, R&D/R&D and IT).
Now we are publishing a complete analogue of the most expensive course on MS Project and in a more effective form of e-learning through videos, documentation, and example files.
Course handouts and documentation
The video course includes handouts in Microsoft Project form and a booklet.
You can download them below.
A quick introduction to Microsoft Project 2013 and Visual Resource Optimizer in half an hour
1.Introduction to project management methodology based on the ISO 21500 standard and a complete overview of the MS Project 2013 interface
a. Project concept
b. General principles project management
c. Main stages of working with the project
d. Project management automation tools
e. general review Microsoft Project 2013
I have included in this block the first introduction in the CIS to project management methodology based on ISO standard 21500 explaining the difference between the concept of a project according to the ISO and PMI methodology. The course places great emphasis on the limits of applicability of standard methods and at what point it is necessary to use industry solutions. The emphasis is placed on the importance of the planner as a success of implementation. This introduction turned out to be unique in its own way in its emphasis on the limits of applicability and risks of implementing standard methodologies, which is usually kept silent by trainers. Judging by the number of "upvotes" on YouTube, the community found this introduction to modern project management methodology to be very effective.
The standard course on MS Project in the most expensive 3-day version, in my opinion, has a methodological error. The fact is that trainers tell how the MS Project interface works, ignoring the fact that they overload beginners with redundant information. As I already noted, the “quick introductions” with which we started the course are more effective. However, we deliberately follow the standard program so that there are no blocks left from the standard training program that are not covered by our free courses.
Below full review all menus and all options of Microsoft Project 2013. In fact, this block is more useful experienced users, because Probably many people were tormented by the question “what is this button?” It explains all the buttons and what they do. However, even listing the functionality of MS Project took one hour. If you are a beginner, you might want to skip this block, because... There may be an “overload” from the abundance of information, go further through the program, and then return to this lesson.
2.Creation of a new project and quick introduction to network planning
a.Creating a new project from scratch and based on a template
b.Setting project parameters
c.Project Timeline
d. Top-down planning
A standard commercial course on MS Project usually begins with creating projects. However, the trainers are silent about the limitations of MS Project functionality in the practical applicability of the templates, as well as the features of the Excel-like functions that Microsoft introduced into the product to strengthen its sales. In this block, I highlight the risks from the thoughtless implementation of MS Project “first line of use” functions, which are designed largely by salespeople, not methodologists.
If you don’t want to know why MS Project templates are rarely implemented, you can scroll to the beginning of the video, there’s a link for that.
This lesson contains another block on a quick introduction to network planning, but it is much simpler than the 30-minute express course at the very beginning of our educational package.
3.Working with tasks as components of a project
a. Task concept
b. Creating, changing, deleting tasks
c. Establishing connections between tasks. Team "Respect connections"
d. Creating a task hierarchy
e. Task parameters (duration, limitations, method of calculating labor costs, etc.)
f. Special task types (recurring tasks, milestones, interrupted tasks)
g. Review of the most typical situations associated with changing work parameters
This video contains a recording of a block of a standard commercial course on MS Project 2013 with coverage of all task options in the project. In contrast to the mechanical presentation of options by trainers, the course focuses on those options that are actually used, and also shows how MS Project itself automatically switches restrictions on tasks, which is a surprise for many users.
As practice shows, when working with project tasks, exotic connection parameters are very rarely needed, but the methodology for creating Hierarchical Work Structures (WBS, WBS) is much more important. I made a video tutorial that covers the creation of work structures from a methodological point of view, ignoring rare options. If methodology is more important to you, rather than going through all the options as in the previous lesson, then you can look at this version of the story on how work structures are made.
4. Resource and budget planning
a. Types of resources
b. Setting up project and resource calendars
c. Assigning resources. Planning “from resources” and “from work”
d. Working with resource costs
This video tutorial contains at the beginning a small repetition about network planning, because... many people know how to handle tasks, but do not know how to use MS Project resources. The lesson is designed so that you can watch it in isolation from others. The lesson shows the subtle effects of resource management options on MS Project tasks. Some of the questions are included in the lesson on MS Project reporting below, which shows how to build a Movement by manipulating resources and new MS Project 2013 reports Money including balances and turnover in periods.
5.Analysis and optimization of the project
a. Resource overload and its elimination. Automatic resource leveling feature
b. Task Path
c. Resource optimizer Team Planner
d. Project budget analysis
e. Project schedule analysis. Critical path method.
f. Risk analysis
g. Project optimization
We included an overview of the resource optimizer and leveling in the basic knowledge, taking into account modern trends. Some questions regarding project analysis are discussed in the reporting block below. This section will add another lesson on the Critical Path.
6.Project management and plan/actual analysis
a. Working with baselines and intermediate plans
b. Entering actual parameters
c. Analysis of project implementation. Earned Value Method
d. Project adjustment
The first lesson shows the real plan/factual analysis technique that many trainers hide from users in order to sell “consulting” later. Although in fact this is where the main value of MS Project is as a product that, like Excel, has developed formulas. I showed how the actual implementation is entered and then the standard technique of how arbitrary “performance indicators” for the project are derived using formulas and graphical indicators.
The next lesson is probably the hardest in this course. Here we look at not just the Mastered Volume methodology, but its innovative version modified by Microsoft. However, only with such non-obvious methods can you achieve the correct percentage of completion according to plan/actual. In my experience, course participants cannot absorb such material only in lecture form. Download my example project and try to repeat the steps.
Only 5% of users can now use such techniques, but the ability to use them is the symptom of whether you need to call a consultant for help or not.
7. Completion of the project and the technique for calculating standards after the fact
Usually, trainers very briefly explain the data processing techniques in a project after it is closed. This lesson reveals know how to obtain top-down standards for the relationship between types of work in a project by analyzing the collected factual information.
10 years ago I wrote the first version of the tutorial "MS Project in 1 day". Although now it looks incredible, our main competitor Vladimir Liberzon (head of PMI Moscow and Spider Technologies) helped me write the tutorial. However, the tutorial turned out to be unique, because... The training methodology was developed jointly by both the most famous MS Project implementation expert and the most famous critic of Microsoft Project in Russia. Each publication was downloaded approximately 50,000 times. According to the counter at the bottom of the tutorial, it was downloaded 45,000 times in 2012 alone. The irony of fate is that Vladimir Iosifovich Liberzon, being the main critic of MS Project, is the co-author of the most popular MS Project tutorial of all time. :)
Such popularity of the tutorial is determined by its unique presentation and unusually small volume, but sufficient to master the product and some basic techniques in 1 day. The manual itself is not a complete methodology for project management and is not a textbook on all functions of MS Project. , but they all have serious problems in practical application. Very often I had to observe an almost shocked state of managers who were previously unfamiliar with Microsoft Project and the theory of project management from PMI and decided to study them from books. The manager was faced with the task of reading at least two large books, i.e. more than 1000 pages. The most interesting thing is that even after spending a lot of time on this reading, the manager turned out to be almost helpless in the real situation of using MS Project.
The fact is that books do not teach the practical application of project management tools in real business situations. The disadvantage of most books and textbooks on MS Project is that they simply discuss all the functions in a row, without end-to-end practical examples and analysis of common errors. Very, very rarely do books have complete (end-to-end) examples. As a rule, examples end with a demonstration of some function and the manager does not see how his action will affect several steps of planning and tracking the project.
Another interesting observation is that in 90% of cases, managers are forced not to use some complex management techniques, but to perform the simplest, if not more banal, actions. As a rule, in ordinary books, not enough space is given to polishing and repeating the most important and seemingly “simple” work skills; usually the authors set themselves the goal of covering brief description all several thousand functions built into Microsoft Project.
As a professional methodologist by education, it was clear to me that a fundamentally new didactic material was required, which examined the use of MS Project using the method of end-to-end examples and analyzing various problem situations. This quick introduction technique is very popular in the West and is known as Overview. This allows you to quickly master the product and consolidate your skills practical application by main functions.
All you have to do is register.
1 Introduction from Vladimir Ivanov
2 INTRODUCTION TO PROJECT MANAGEMENT FUNDAMENTALS
3 PLANNING TECHNIQUE
4 PLAN AND BUDGET DEVELOPMENT. TYPICAL PLANNING METHODS. BUDGET AND MATERIAL RESOURCES
4.1 Problem statement
4.2 List of stages
4.3 Task list
4.4 Determining task durations
4.5 Sequencing tasks
4.6 Formation of a resource pool
4.7 Assigning resources to tasks
4.8 Plan with budget
5 PROJECT TRACKING. MANAGEMENT OF RISKS. MODIFICATION OF THE PLAN DURING THE PROJECT PROGRESS
5.1 Risks and indirect work
5.2 Risk management according to PMI standards
5.3 Assessing the significance of risks
5.4 Methods for calculating real task deadlines
5.5 Calculation of three versions of the project using the Monte Carlo method
5.6 Coordination and report
5.7 Problems and solutions
6 FORMAL CLOSURE OF THE PROJECT. POLITICAL RISKS. STATISTICS ANALYSIS
6.1 Measurable target
6.2 Illusion of simplicity (80%/20%)
6.3 Plan and requirements must change together
6.4 Planning iteratively, the next stages are predictable only statistically
6.5 Need measurable criteria for project completion (benchmarks)
6.6 Formal closure of the project
6.7 Project closure and evaluation
6.8 What do statistics show?
7 REFERENCES
PDU breakdown by Talent Triangle
| technical | strategic | leadership |
| 8 | 0 | 0 |
annotation
The course is designed to teach students basic skills in working in MS Project Professional and is the first step for further training in working in these programs.
The course covers the most common tasks:
- scheduling;
- resource planning;
- cost planning;
- modeling of various project implementation scenarios;
- effective use of MS Project in Russian companies;
Learning outcomes
As a result of studying the course, students will be able to:
- Develop a project schedule in MS Project
- Develop a project budget in MS Project
- Use tools for analyzing project implementation options
Course trainers
- — Head of the Oil and Gas Projects Department at PM Expert
- Alexander Chernobrivets, PME, MCTS - planning, reporting and risk manager PM Expert
