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Contents at a Glance
Introduction

I Getting Started with Microsoft Project 2003

1 The Power of Microsoft Project 2003 . . . . . . . . . . . . . . . . .15
2 Learning the Basics of Microsoft Project . . . . . . . . . . . . . .29
3 Setting Up a Project Document . . . . . . . . . . . . . . . . . . . . .55
4 Managing Project Files . . . . . . . . . . . . . . . . . . . . . . . . . . . .95

II Scheduling Tasks
5 Creating a Task List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .115
6 Entering Scheduling Requirements . . . . . . . . . . . . . . . . . .175
S P E C IA L E DITI O N 7 Viewing Your Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . .231

USING
III Assigning Resources and Costs
8 Defining Resources and Costs . . . . . . . . . . . . . . . . . . . . .277
9 Understanding Resource Scheduling . . . . . . . . . . . . . . . .321
10 Assigning Resources and Costs to Tasks . . . . . . . . . . . . .359
Microsoft ® 11 Resolving Resource Assignment Problems . . . . . . . . . . . .401

Office® IV Reviewing and Distributing the Project

12 Reviewing the Project Plan . . . . . . . . . . . . . . . . . . . . . . . .467
13 Printing Views and Reports . . . . . . . . . . . . . . . . . . . . . . .489

Project 2003 V Tracking and Analyzing Progress

14 Tracking Work on a Project . . . . . . . . . . . . . . . . . . . . . . . .519
15 Analyzing Progress and Revising the Schedule . . . . . . . .555
VI Coordinating Projects and Sharing Data
16 Working with Multiple Projects . . . . . . . . . . . . . . . . . . . . .603
17 Exporting and Importing Data with Other File Formats . .631
18 Copying, Pasting, and Inserting Data with Other
Applications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .691

VII Using and Customizing the Display

19 Using the Standard Views, Tables, Filters, and Groups . . .735
20 Formatting Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .775
21 Customizing Views, Tables, Fields, Filters, and Groups . .833
22 Using and Customizing the Standard Reports . . . . . . . . .877
23 Customizing Toolbars, Menus, and Forms . . . . . . . . . . . .921

VIII Using Project Server and Project Professional

Tim Pyron 24 Introduction to Microsoft Office Project Server 2003 . . .965
25 Enterprise Project Administration . . . . . . . . . . . . . . . . . . .985
26 Enterprise Project Management . . . . . . . . . . . . . . . . . . .1029
27 Enterprise Resource Management . . . . . . . . . . . . . . . . .1069
28 Enterprise Collaboration . . . . . . . . . . . . . . . . . . . . . . . . .1119
Index

CD
CD1 Publishing Projects on the Web
CD2 Using Visual Basic with Project 2003
CD3 Customizing and Administering Project Server Access

800 East 96th Street

Indianapolis, Indiana 46240
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ii Special Edition Using Microsoft Office Project 2003

Special Edition Using Microsoft Office Associate Publisher

Greg Wiegand
Project 2003
Acquisitions Editor
Copyright  2004 by Que Publishing Stephanie J. McComb
All rights reserved. No part of this book shall be reproduced, stored in a Development Editor
retrieval system, or transmitted by any means, electronic, mechanical, Mark Cierzniak
photocopying, recording, or otherwise, without written permission from
the publisher. No patent liability is assumed with respect to the use of the Managing Editor
Charlotte Clapp
information contained herein. Although every precaution has been taken
in the preparation of this book, the publisher and author assume no Project Editor
responsibility for errors or omissions. Nor is any liability assumed for Tonya Simpson
damages resulting from the use of the information contained herein.
Production Editor
International Standard Book Number: 0-7897-3072-3 Benjamin Berg
Library of Congress Catalog Card Number: 2003114781 Indexer
Printed in the United States of America Erika Millen
First Printing: February 2004 Proofreader
07 06 05 04 4 3 2 1 Wendy Ott
Technical Editor
Trademarks
Brian Kennemer
All terms mentioned in this book that are known to be trademarks or ser-
vice marks have been appropriately capitalized. Que Publishing cannot Publishing Coordinator
Sharry Lee Gregory
attest to the accuracy of this information. Use of a term in this book
should not be regarded as affecting the validity of any trademark or ser- Multimedia Developer
vice mark. Dan Scherf
Microsoft is a registered trademark of Microsoft Corporation. Interior Designer
Office is a registered trademark of Microsoft Corporation. Anne Jones

Warning and Disclaimer Cover Designer

Anne Jones
Every effort has been made to make this book as complete and as accurate
as possible, but no warranty or fitness is implied. The information pro- Page Layout
vided is on an “as is” basis. The authors and the publisher shall have nei- Eric S. Miller
ther liability nor responsibility to any person or entity with respect to any Graphics
loss or damages arising from the information contained in this book or Tammy Graham
from the use of the CD or programs accompanying it.

Bulk Sales
Que Publishing offers excellent discounts on this book when ordered in
quantity for bulk purchases or special sales. For more information, please
contact
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00 0789730723_fm.qxd 1/12/04 1:44 PM Page iii

Contents iii

Table of Contents
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
Why You Should Use This Book . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
Why You Should Use Microsoft Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
What’s New in Microsoft Project 2003 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3
Two Editions of Microsoft Project 2003 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3
File Compatibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3
Ease-of-Use Features . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4
Project Server 2003 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .4
How This Book Is Organized . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
Part I, “Getting Started with Microsoft Project 2003” . . . . . . . . . . . . . . . . . . . . . . . . . . .5
Part II, “Scheduling Tasks” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
Part III, “Assigning Resources and Costs” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6
Part IV, “Reviewing and Distributing the Project” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
Part V, “Tracking and Analyzing Progress” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
Part VI, “Coordinating Projects and Sharing Data” . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8
Part VII, “Using and Customizing the Display” . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8
Part VIII, “Using Project Server and Project Professional” . . . . . . . . . . . . . . . . . . . . . . .9
Web Elements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
Special Features in This Book . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
Visual Aids . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
Keyboard Conventions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10
Formatting Conventions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11

I Getting Started with Microsoft Project 2003

1 The Power of Microsoft Project 2003 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .15
Exploring Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16
Projects Are Temporary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16
Project Objectives Are Specific and Measurable . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16
Projects Are Constrained by Time, Cost, and Scope and Quality . . . . . . . . . . . . . . . . .17
What Microsoft Project 2003 Can Do for You . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18
Some General, Common-Sense Guidelines for Project Managers . . . . . . . . . . . . . . . . . . .19
A Checklist for Using Microsoft Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22
Preliminaries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22
Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22
Managing the Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .23
Project Management Scheduling Techniques . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24
You Must Provide the Raw Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24
The Calendar Used for Scheduling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25
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iv Special Edition Using Microsoft Office Project 2003

How Project Calculates the Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .25

How Resource Assignments Affect the Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . .26
Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .27

2 Learning the Basics of Microsoft Project . . . . . . . . . . . . . . . . . . . . . . . . . .29

Starting and Exiting Microsoft Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30
Exploring the Microsoft Project Window . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .32
The Menu Bar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35
The Toolbars . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35
The Entry Bar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37
The View Bar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .37
The Project Guide Toolbar and Sidepane . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38
The Status Bar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38
ScreenTips . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38
Using Learning Aids . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39
Working with Project Guide . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .40
Using SmartTags . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41
Working with the Planning Wizard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42
Introducing the Gantt Chart View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .43
The Active Split Bar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46
The Split Bar and the Split Box . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47
The Divider Bar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47
Changing Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .47
Scrolling and Selecting Data Fields . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .48
Using the Scrollbars . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49
Scrolling the Timescale with the Keyboard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .49
Locating a Taskbar on the Timescale . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50
Finding Tasks or Resources by Name . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50
Selecting Data Fields in Tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50
Scrolling and Selecting Fields in Forms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .51
Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52

3 Setting Up a Project Document . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .55

Supplying Information for a New Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56
Using the Project Information Dialog Box . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .57
Using the Properties Dialog Box . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .62
Selecting the Environment Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .65
Reviewing Critical Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .68
Setting Other Useful Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .73
Defining a Calendar of Working Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .76
Scheduling with Calendars . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .77
Editing the Standard Calendar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .78
Creating a New Calendar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .82
Saving or Canceling Calendar Changes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .84
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Contents v

Working with Calendars . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .84

Copying Calendars to the Global Template . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .89
Copying a Calendar from One Project to Another . . . . . . . . . . . . . . . . . . . . . . . . . . . .90
Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .93

4 Managing Project Files . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .95

Saving and Protecting Files . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .96
Designating a Default Save Location and File Format . . . . . . . . . . . . . . . . . . . . . . . . .96
Version Compatibility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .97
Activating Auto Save . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .98
Saving a File . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .99
Providing Security for Saved Files . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .100
Saving Files in HTML Format . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .102
Saving the Workspace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .102
Program Integrity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .103
Creating and Using Templates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .103
Opening Template Files . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .104
The Global Template: GLOBAL.MPT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .104
Using the Microsoft Project Sample Templates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .104
Creating a New Template . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .106
Modifying Template Files . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .107
Working with the Organizer and the Global File . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .107
Using the Organizer to Modify GLOBAL.MPT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .109
Copying Objects by Using the Organizer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .109
Renaming an Object by Using the Organizer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .111
Deleting an Object by Using the Organizer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .111
Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .112

II Scheduling Tasks
5 Creating a Task List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .115
Approaching the Planning Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .116
Entering Tasks in a Gantt Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .118
Understanding the Fields in the Task Table . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .119
The ID Field . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .119
The Indicators Field . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .120
The Task Name Field . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .120
The Duration Field . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .120
The Start and Finish Fields . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .120
The Predecessors Field . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .123
The Resource Names Field . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .123
Entering Task Names . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .123
Typing Task Names . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .124
Copying Task Names from Another Application . . . . . . . . . . . . . . . . . . . . . . . . . . . . .125
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vi Special Edition Using Microsoft Office Project 2003

Displaying Long Task Names . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .126

Adjusting the Height of Task Rows . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .126
Editing the Task List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .127
Undoing Changes in the Task List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .127
Inserting, Deleting, and Clearing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .128
Moving and Copying Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .129
Using the Fill Command . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .130
Using the Task Information Dialog Box to Edit Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . .131
Working with the Task Information Dialog Box . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .131
Using the Multiple Task Information Dialog Box . . . . . . . . . . . . . . . . . . . . . . . . . . . . .131
Entering Task Duration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .132
Using Tentative Duration Estimates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .133
Understanding the Duration Time Units . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .134
Using Time Unit Abbreviations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .134
Defining Elapsed Duration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .135
Defining Milestones . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .136
Using Recurring Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .137
Creating Recurring Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .138
Editing Recurring Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .142
Attaching Notes to Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .142
Typing and Formatting Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .142
Inserting Hyperlinks in Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .144
Inserting Objects in Notes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .144
Attaching Notes to the Overall Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .146
Attaching Hyperlinks to Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .147
Attaching Hyperlinks to Existing Files or Web Pages . . . . . . . . . . . . . . . . . . . . . . . . . .148
Attaching Hyperlinks to New Files . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .149
Attaching Hyperlinks to Tasks or Resources in the Same Project . . . . . . . . . . . . . . . .150
Using Hyperlinks to Create Email Messages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .150
Editing and Deleting Hyperlinks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .150
Placing Hyperlinks in the Custom Text Fields . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .150
Using Other Views to Create Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .151
Using a Network Diagram to Create Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .151
Using the Task Entry View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .152
Using the Task Sheet View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .154
Outlining the Task List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .154
Understanding Summary Tasks and Subtasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .154
Understanding Duration for Summary Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .156
Indenting and Outdenting Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .156
Collapsing and Expanding the Outline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .157
Editing Outlined Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .159
Selecting the Display Options for Outlining . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .160
Using Rollup Taskbars . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .161
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Contents vii

Using Custom WBS Codes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .163

Creating Custom WBS Codes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .164
Inserting, Deleting, and Moving Tasks with Custom WBS Codes . . . . . . . . . . . . . . . .167
Editing Custom WBS Codes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .167
Renumbering the Custom WBS Codes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .168
Using Custom Outline Numbers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .169
Printing the Project Task List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .170
Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .170
Project Extras: Letting Project Calculate Duration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .171

6 Entering Scheduling Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .175

An Overview of Scheduling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .176
Understanding Dependency Links . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .177
Defining Dependency Links . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .177
Choosing the Dependent Task . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .179
Allowing for Delays and Overlaps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .180
Defining the Types of Dependency Link Relationships . . . . . . . . . . . . . . . . . . . . . . . .181
Linking Summary Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .184
Entering Dependency Links . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .185
Creating Links by Using the Menu or Toolbar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .187
Creating Links by Using the Task Information Dialog Box . . . . . . . . . . . . . . . . . . . . .188
Entering Leads and Lags . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .189
Creating Links by Using the Task Form View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .190
Creating Links Using the Entry Table . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .193
Creating Links by Using the Mouse . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .194
Working with the Automatic Linking Option . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .196
Modifying, Reviewing, and Removing Dependency Links . . . . . . . . . . . . . . . . . . . . .198
Auditing the Task Links . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .199
Working with Task Constraints . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .201
Understanding the Types of Constraints . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .202
Entering Task Constraints . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .206
Deciding to Honor Links or Honor Constraints . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .212
Finding and Reviewing Tasks That Have Constraints . . . . . . . . . . . . . . . . . . . . . . . . . .214
Removing Task Constraints . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .216
Resolving Conflicts Caused by Constraints . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .216
Entering Deadline Dates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .217
Splitting Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .220
Creating and Using Task Calendars . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .223
Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .226
Project Extras . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .228
Creating a Modified Constraint Dates Table . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .228
Filtering for Missed Deadline Dates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .229
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viii Special Edition Using Microsoft Office Project 2003

7 Viewing Your Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .231

Working with the Gantt Chart View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .232
Components of the Task Table . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .232
Moving Around in the Task Table . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .233
Altering the Task Table Display . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .236
Components of the Timescale . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .240
Moving Around in the Timescale . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .242
Altering the Timescale Display . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .244
Viewing More Task Details . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .245
Adding Graphics and Text to Gantt Charts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .247
Introducing the Drawing Toolbar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .247
Descriptions of the Drawing Buttons . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .248
Working with Drawing Objects in the Gantt Chart View . . . . . . . . . . . . . . . . . . . . . . .250
Placing Independent Text on the Gantt Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .256
Working with the Calendar View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .258
Understanding the Calendar View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .258
Moving Around in the Calendar View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .260
Editing a Project in the Calendar View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .262
Working with the Network Diagram View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .265
Understanding the Network Diagram View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .266
Zooming the Network Diagram View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .267
Outlining in the Network Diagram View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .269
Scrolling and Selecting in the Network Diagram View . . . . . . . . . . . . . . . . . . . . . . . .269
Editing a Project in the Network Diagram View . . . . . . . . . . . . . . . . . . . . . . . . . . . . .270
Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .274

III Assigning Resources and Costs

8 Defining Resources and Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .277
Understanding How Project Uses Resources and Costs . . . . . . . . . . . . . . . . . . . . . . . . . .278
Understanding Resources and Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .279
Defining Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .279
Defining Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .281
Defining the Resource Pool . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .286
Using the Resource Sheet View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .287
Using the Resource Information Dialog Box . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .288
Using the Assign Resources Dialog Box . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .289
Using the Task Form View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .291
Using the Resource Fields . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .292
ID . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .293
Indicators . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .293
Name . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .294
Type . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .294
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Contents ix

Material Label . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .295

Initials . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .295
Group . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .295
The Resource Availability Fields . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .297
The Resource Cost Fields . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .302
Code Field . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .307
Workgroup Fields . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .308
Setting the Automatically Add New Resources and Tasks Option . . . . . . . . . . . . . . . . . .308
Sorting Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .310
Grouping Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .314
Filtering Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .315
Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .318

9 Understanding Resource Scheduling . . . . . . . . . . . . . . . . . . . . . . . . . . . .321

Learning About Resource Scheduling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .322
Reviewing the Essential Components of Work Resource Assignments . . . . . . . . . . . . . .322
Understanding the Resource Assignment Fields . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .324
Assigning a Resource Name . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .324
Understanding the Assignment Units Field . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .325
Assigning the Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .329
Understanding the Work Formula . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .330
Applying the Work Formula in New Assignments . . . . . . . . . . . . . . . . . . . . . . . . . . .331
Applying the Work Formula to Changes in Existing Assignments . . . . . . . . . . . . . . .335
Choosing the Task Type . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .335
Understanding Effort-Driven Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .338
Modifying Resource Assignments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .341
Scheduling a Late Start for an Assignment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .342
Splitting a Task Assignment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .345
Using Overtime to Shorten Duration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .346
Contouring Resource Usage . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .348
Scheduling with Task Calendars . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .353
Understanding the Driver Resource Concept . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .355
Calculating Task Duration with Multiple Resources Assigned . . . . . . . . . . . . . . . . . . . . . .357
Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .358

10 Assigning Resources and Costs to Tasks . . . . . . . . . . . . . . . . . . . . . . . . . .359

An Overview of Assigning Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .360
Selecting the Appropriate Task Settings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .361
Setting the Task Type . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .361
Choosing a Task’s Effort-Driven Status . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .364
Assigning Resources to Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .365
Using the Assign Resources Dialog Box . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .366
Assigning Resources with the Task Entry View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .379
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Assigning Resources with the Task Usage View . . . . . . . . . . . . . . . . . . . . . . . . . . . . .387

Assigning Resources with the Task Information Dialog Box . . . . . . . . . . . . . . . . . . . .393
Assigning Resources with the Task Table . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .395
Assigning Fixed Costs and Fixed Contract Fees . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .396
Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .399

11 Resolving Resource Assignment Problems . . . . . . . . . . . . . . . . . . . . . . . .401

Understanding How Resource Overallocations Occur . . . . . . . . . . . . . . . . . . . . . . . . . . .402
Identifying Resource Overallocations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .405
Viewing Resource Overallocations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .409
Filtering Overallocated Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .409
Working with the Resource Usage View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .410
Strategies for Eliminating Resource Overallocations . . . . . . . . . . . . . . . . . . . . . . . . . . . . .417
Increasing Availability of Overallocated Resources . . . . . . . . . . . . . . . . . . . . . . . . . . .418
Reducing the Workload for an Overallocated Resource . . . . . . . . . . . . . . . . . . . . . . .419
Eliminating Resource Overallocations Yourself . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .421
Increasing the Availability of the Overallocated Resource . . . . . . . . . . . . . . . . . . . . .421
Reducing the Workload of the Overallocated Resource . . . . . . . . . . . . . . . . . . . . . . .432
Letting Project Level Overallocated Resources for You . . . . . . . . . . . . . . . . . . . . . . . . . . .454
Configuring Settings in the Resource Leveling Dialog Box . . . . . . . . . . . . . . . . . . . . .455
Using the Level Now Command . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .459
Clearing the Effects of Leveling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .462
Understanding the Pitfalls of Automatic Leveling . . . . . . . . . . . . . . . . . . . . . . . . . . . .462
Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .463

IV Reviewing and Distributing the Project

12 Reviewing the Project Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .467
Looking at the Big Picture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .468
Reviewing Project-Level Statistics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .468
Compressing the Timescale . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .469
Collapsing the Task List Outline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .470
Using Custom WBS Code Formats . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .471
Using Custom Outline Codes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .471
Filtering the Task or Resource List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .472
Sorting and Grouping Project Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .474
Realigning the Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .479
Shortening the Critical Path . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .480
Strategies for Crashing the Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .480
Reducing Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .481
Strategies for Reducing Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .482
Comparing Project Versions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .483
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Finalizing the Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .486

Checking for Spelling Errors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .486
Distributing Copies of a Project via Email . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .486
Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .487

13 Printing Views and Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .489

Using the Print Commands . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .490
Changing the Printer Setup . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .490
Using the Project Guide Toolbar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .492
Printing Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .493
Preparing a View for Printing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .493
Changing the Page Setup . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .496
Using Print Preview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .509
Using the Print Command . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .512
Printing Project’s Predesigned Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .514
Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .515

V Tracking and Analyzing Progress

14 Tracking Work on a Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .519
An Overview of Tracking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .520
Using Project Guide for Tracking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .521
Working with Project Baselines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .522
Saving a Baseline . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .522
Clearing Baselines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .526
Viewing Baselines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .527
Tracking a Project’s Performance and Costs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .528
Understanding the Fields Used in Updating the Project Schedule . . . . . . . . . . . . . . .529
Entering Tracking Information at the Task Level . . . . . . . . . . . . . . . . . . . . . . . . . . . . .531
Entering Tracking Information at the Assignment Level . . . . . . . . . . . . . . . . . . . . . . .536
Understanding the Calculation Options That Affect Tracking . . . . . . . . . . . . . . . . . . .539
Choosing a Tracking Method . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .546
Using Project’s Facilities for Updating Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .549

15 Analyzing Progress and Revising the Schedule . . . . . . . . . . . . . . . . . . . .555

Project Management Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .556
Reviewing the Current Status of a Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .557
Reviewing Status vis-à-vis the Current Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . .557
Reviewing Status vis-à-vis the Project Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .563
Analyzing Performance with Earned Value Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . .575
Understanding Earned Value Measurements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .576
Controlling the Calculation of Earned Value . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .587
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Using Earned Value Analysis in Project 2003 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .589

Creating Earned Value Graphs with Microsoft Excel . . . . . . . . . . . . . . . . . . . . . . . . . .590
Revising a Schedule to Complete on Time and on Budget . . . . . . . . . . . . . . . . . . . . . . .595
Reducing Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .596
Reducing Cost . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .596
Reducing Scheduled Duration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .597
Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .599

VI Coordinating Projects and Sharing Data

16 Working with Multiple Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .603
Using the Window Commands . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .604
Viewing All the File Windows at the Same Time . . . . . . . . . . . . . . . . . . . . . . . . . . . .605
Hiding and Unhiding Open Windows . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .606
Using the Save Workspace Command . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .607
Displaying Tasks from Different Files in the Same Window . . . . . . . . . . . . . . . . . . . . . . .607
Using the New Window Command . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .608
Filtering and Sorting Combined Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .610
Creating Subprojects and Master Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .612
Combining Projects into One File . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .612
Working with Inserted Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .613
Breaking a Large Project Apart by Using Inserted Projects . . . . . . . . . . . . . . . . . . . . .615
Maintaining Inserted Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .616
Identifying Tasks That Are Inserted Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .617
Deleting Inserted Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .617
Creating Links Between Tasks in Separate Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . .618
Sharing Resources Among Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .621
Creating the Resource Pool . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .621
Using the Resource Pool . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .621
Saving Multiple Files in a Workspace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .625
Discontinuing Resource Sharing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .625
Identifying Resource Pool Links . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .626
Viewing Resource Loads Without Sharing a Pool . . . . . . . . . . . . . . . . . . . . . . . . . . . .627
Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .629

17 Exporting and Importing Project Data with Other File Formats . . . . . . . .631
Exchanging Project Data with Other Applications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .632
File Formats Supported by Microsoft Project 2003 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .632
Importing Project 2003 Data from Other Project Management Applications . . . . . . . . .636
Exporting Project 2003 Data to Older Versions of Microsoft Project . . . . . . . . . . . . . . . .636
Using the Import/Export Wizard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .637
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Saving an Entire Project in a Database . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .640

Using the Microsoft Project Database Format . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .640
Using the Microsoft Access Format . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .645
Saving and Opening Projects Using an ODBC Data Source . . . . . . . . . . . . . . . . . . . .647
Exchanging Selected Parts of a Project with Other Formats . . . . . . . . . . . . . . . . . . . . . . .649
Working with Import/Export Maps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .649
Reviewing the Predefined Import/Export Maps . . . . . . . . . . . . . . . . . . . . . . . . . . . . .651
Creating Import/Export Maps for Access and ODBC Sources . . . . . . . . . . . . . . . . . .656
Working with Microsoft Excel Formats . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .665
Saving Project Data as an Excel Worksheet . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .665
Working with Web-Enabled Project Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .681
Working with Text File Formats . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .682
Importing a Task List from Outlook . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .684
Using Microsoft Project 2003 As an OLE DB Provider . . . . . . . . . . . . . . . . . . . . . . . . . . .687
Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .689

18 Copying, Pasting, and Inserting Data with Other Applications . . . . . . . . .691

Copying Selected Data Between Applications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .692
Copying Data from Other Applications into Project . . . . . . . . . . . . . . . . . . . . . . . . . .694
Copying Microsoft Project Data into Other Applications . . . . . . . . . . . . . . . . . . . . . .695
Linking Selected Data Between Applications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .697
Linking Microsoft Project Data Fields to External Sources . . . . . . . . . . . . . . . . . . . . .697
Refreshing Linked Data in Microsoft Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .699
Deleting Links to External Sources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .701
Identifying Tasks or Resources with Links Attached . . . . . . . . . . . . . . . . . . . . . . . . . .702
Pasting Links to Microsoft Project Data into Other Applications . . . . . . . . . . . . . . . .702
Working with Objects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .703
Pasting Objects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .703
Inserting Objects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .706
Placing Objects into Microsoft Project . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .706
Pasting Objects in the Gantt Chart View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .706
Inserting Objects in the Gantt Chart View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .708
Placing Objects in the Notes Field . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .712
Placing Objects in the Task or Resource Objects Box . . . . . . . . . . . . . . . . . . . . . . . . .715
Placing Objects in Headers, Footers, and Legends . . . . . . . . . . . . . . . . . . . . . . . . . . .717
Placing Project Objects into Other Applications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .719
Using the Copy Picture Command to Copy a View . . . . . . . . . . . . . . . . . . . . . . . . . .720
Using the Copy Picture to Office Wizard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .724
Using the Copy Command to Copy a View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .727
Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .729
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VII Using and Customizing the Display

19 Using the Standard Views, Tables, Filters, and Groups . . . . . . . . . . . . . . .735
Exploring the Standard Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .736
The Calendar View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .737
The Gantt Chart View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .737
The Rollup Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .738
The Specialized Gantt Chart Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .741
PERT Analysis Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .744
The Task Relationship Diagram Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .745
Sheet Views for Tasks Lists . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .747
Form Views for Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .748
Sheet Views for Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .751
Form Views for Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .753
The Resource Graph View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .754
Combination Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .754
Exploring the Standard Tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .757
The Task Tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .757
The Resource Tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .760
Exploring the Standard Filters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .761
Applying a Filter to the Current View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .762
Using the Standard Filters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .764
Describing the Standard Filters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .765
Using the AutoFilter Feature . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .769
Exploring the Standard Groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .770
Applying the Standard Groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .770
Describing the Standard Groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .772
Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .773

20 Formatting Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .775

Using the Common Format Options in the Standard Views . . . . . . . . . . . . . . . . . . . . . . .776
Sorting the Tasks or Resources in a View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .776
Formatting Text Displays for Categories of Tasks and Resources . . . . . . . . . . . . . . . .778
Formatting Selected Text . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .781
Formatting Gridlines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .781
Using the Outline Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .783
Formatting Timescales . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .785
Using Page Breaks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .789
Formatting the Gantt Chart View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .790
Formatting the Gantt Chart View Manually . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .790
Using the Gantt Chart Wizard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .801
Formatting the Calendar View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .802
Formatting the Timescale for the Calendar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .803
Selecting Calendar Bar Styles Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .804
Setting the Layout Options for the Calendar View . . . . . . . . . . . . . . . . . . . . . . . . . . .806
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Formatting the Network Diagram View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .807

Using the Box Styles Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .807
Using Data Templates for Network Diagram Nodes . . . . . . . . . . . . . . . . . . . . . . . . . .809
Controlling the Network Diagram Layout . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .811
Using the Zoom Command . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .817
Formatting the Task and Resource Form Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .817
Reviewing the Format Options for the Form Views . . . . . . . . . . . . . . . . . . . . . . . . . . .817
Using the Entry Field Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .817
Formatting the Resource Graph View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .819
Reviewing the Format Options for the Resource Graph View . . . . . . . . . . . . . . . . . . .821
Selecting the Values to Display . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .822
Using the Bar Styles Dialog Box . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .824
Formatting the Resource Usage View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .826
Choosing the Details for the Resource Usage View . . . . . . . . . . . . . . . . . . . . . . . . . .827
Formatting the Detail Styles in the Resource Usage View . . . . . . . . . . . . . . . . . . . . .828
Formatting the Task Usage View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .829
Formatting the Sheet Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .830
Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .830

21 Customizing Views, Tables, Fields, Filters, and Groups . . . . . . . . . . . . . .833

Creating New Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .834
Entering the Name of the View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .836
Selecting the Starting Format . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .836
Selecting the Table for the View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .837
Selecting the Group for the View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .837
Selecting the Filter for the View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .837
Displaying the View Name in the Menu . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .838
Saving the View Definition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .838
Creating a Combination View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .838
Using and Creating Tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .840
Entering a Table Name . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .841
Adding and Changing the Columns in the Table . . . . . . . . . . . . . . . . . . . . . . . . . . . .841
Completing the Definition of the Table . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .843
Changing Table Features from the View Screen . . . . . . . . . . . . . . . . . . . . . . . . . . . . .845
Customizing Fields . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .847
Accessing the Custom Fields . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .848
Naming Custom Fields . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .849
Creating Calculated Fields . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .850
Controlling Field Behaviors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .852
Creating Indicator Fields . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .853
Creating and Using WBS Code Formats . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .854
Creating and Using Custom Outline Fields . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .854
Managing Custom Fields . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .859
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Creating Custom Filters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .859

Naming a Filter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .860
Defining Filter Criteria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .861
Using More Filter Criterion Tests . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .862
Using Interactive Filters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .864
Creating Calculated Filters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .866
Creating Multiple Criteria Filters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .866
Creating Custom Filters with AutoFilter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .867
Creating Custom Groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .868
Accessing Custom Groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .868
Selecting Grouping Fields . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .869
Defining Group Intervals . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .870
Formatting Group Displays . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .871
Saving Custom Groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .872
Organizing Views and Other Custom Elements in Project Files . . . . . . . . . . . . . . . . . . . .873
Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .875

22 Using and Customizing the Standard Reports . . . . . . . . . . . . . . . . . . . . .877

Understanding the Standard Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .878
Accessing the Standard Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .878
Common Report Elements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .880
The Overview Reports Category . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .880
The Current Activities Reports Category . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .884
The Cost Reports Category . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .886
The Assignment Reports Category . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .889
The Workload Reports Category . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .890
Customizing Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .891
Customizing an Existing Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .892
Using the Custom Category of Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .893
Creating Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .894
Creating a New Report Based on an Existing Report . . . . . . . . . . . . . . . . . . . . . . . . .894
Designing a New Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .895
Using the Common Customization Controls . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .896
Controlling Page Breaks in a Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .896
Choosing the Page Setup Options for a Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . .896
Formatting Text in a Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .897
Changing the Sort Order for a Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .898
Collapsing Task Detail in a Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .899
Customizing Specific Report Types . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .899
Customizing the Project Summary Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .899
Customizing the Calendar Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .901
Customizing Task and Resource Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .901
Customizing Crosstab Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .910
Customizing the Monthly Calendar Type Report . . . . . . . . . . . . . . . . . . . . . . . . . . . . .915
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Saving and Sharing Custom Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .918

Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .918
23 Customizing Toolbars, Menus, and Forms . . . . . . . . . . . . . . . . . . . . . . . .921
Altering the Behavior of Personalized Menus and Toolbars . . . . . . . . . . . . . . . . . . . . . . .922
Adjusting the Behavior of Menus . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .922
Adjusting the Behavior of Toolbars . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .923
Quickly Customizing Personalized Toolbars . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .924
Customizing Toolbars . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .925
Reviewing the Built-in Toolbars . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .926
Displaying Toolbars . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .927
Positioning Toolbars on the Screen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .928
Using the Customize Dialog Box . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .929
Organizing Toolbar Buttons . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .930
Creating New Toolbars . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .934
Restoring the Built-in Toolbars . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .936
Customizing Command Buttons . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .936
Customizing Menu Bars . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .941
Adding New Menus to a Menu Bar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .943
Renaming Menus and Commands . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .944
Adding Items to a Menu . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .945
Removing and Restoring Menus and Commands . . . . . . . . . . . . . . . . . . . . . . . . . . .946
Moving Menus and Commands . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .946
Changing the Attributes of a Menu or Command . . . . . . . . . . . . . . . . . . . . . . . . . . .946
Managing Toolbars with the Organizer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .947
Customizing Forms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .949
Reviewing the Forms Supplied with Microsoft Project . . . . . . . . . . . . . . . . . . . . . . . .950
Using Custom Forms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .950
Creating a New Custom Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .953
Placing Items on a Form . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .956
Renaming, Editing, and Copying Custom Forms . . . . . . . . . . . . . . . . . . . . . . . . . . . .959
Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .960

VIII Using Project Server and Project Professional

24 Introduction to Microsoft Office Project Server 2003 . . . . . . . . . . . . . . . .965
Enterprise Project Management Using Microsoft Office Project Server 2003 . . . . . . . . .966
What Is Enterprise Thinking? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .966
Reading Part VIII . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .967
System Architecture and Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .968
System Architecture . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .968
Microsoft Office Project Server 2003 Software Product and Version
Requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .969
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Planning for Enterprise Information Sharing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .970

Planning Enterprise Roles and Group Responsibilities . . . . . . . . . . . . . . . . . . . . . . . .971
Planning Enterprise Project Management Processes . . . . . . . . . . . . . . . . . . . . . . . . .973
Reporting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .974
Planning for Global Settings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .975
Planning Project Attributes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .975
Planning Resource Attributes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .975
Other Planning Considerations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .976
Using Enterprise Global Settings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .978
Using Enterprise Project Outline Codes to Create Project Attributes . . . . . . . . . . . . .979
Using Enterprise Resource Outline Codes to Create Resource Attributes . . . . . . . . .980
Creating Consistent Project Schedules . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .981
Creating Consistent Views in Project Professional . . . . . . . . . . . . . . . . . . . . . . . . . . .982
Configuring Time Reporting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .983
Using Collaboration and Document Management . . . . . . . . . . . . . . . . . . . . . . . . . . .983
Managing Roles, Security, and Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .984

25 Enterprise Project Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .985

System Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .986
Project Web Access Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .986
Users, Groups, and Permissions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .987
Managing Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .987
Creating and Modifying a Project Center View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .987
Creating or Modifying a Resource Center View . . . . . . . . . . . . . . . . . . . . . . . . . . . . .991
Modifying a Timesheet View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .993
Building OLAP Cubes and Updating Resource Tables . . . . . . . . . . . . . . . . . . . . . . . . . . .994
Managing Project Versions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .999
Adding the Version Field to Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1000
Database Administration and Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1001
Checking in Enterprise Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1001
Checking in Enterprise Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1002
Cleaning Up the Project Server Database . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1003
Project Professional Administration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1004
Logging in to Project Server from Project Professional . . . . . . . . . . . . . . . . . . . . . . .1004
Managing the Enterprise Global Template . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1007
Understanding GLOBAL.MPT, the Enterprise Global Template, and
the Enterprise Cache . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1008
Modifying the Enterprise Global Template . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1009
Working Offline with Enterprise Global Template Data . . . . . . . . . . . . . . . . . . . . . .1010
Using Enterprise Outline Codes and Custom Fields . . . . . . . . . . . . . . . . . . . . . . . . . . . .1010
Creating Enterprise Outline Codes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1011
Creating Enterprise Custom Fields . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1016
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Managing Enterprise Project and Resource Calendars . . . . . . . . . . . . . . . . . . . . . . . . . .1018

Managing Enterprise Project Calendars . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1018
Performing Enterprise Global Backup and Restore . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1019
Backing Up Enterprise Global Template Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1020
Importing Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1021
Using the Import Resources Wizard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1022
Importing Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1024
Using the Import Projects Wizard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1025

26 Enterprise Project Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1029

Using the Project Center Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1031
Viewing Project Summary Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1032
Editing Enterprise Project Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1034
Viewing Project Detailed Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1035
Using Project Center Build Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1036
Build Team from List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1037
Filtering Enterprise Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1038
Change Booking Type . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1039
Viewing Resource Availability . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1040
Opening and Using Multiple Enterprise Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1040
Open Multiple Projects from Project Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1040
Open or Delete Projects from Microsoft Project 2003 Professional . . . . . . . . . . . . .1042
Link Tasks Across Multiple Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1043
Check-in Projects from Project Center . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1046
Using Administrative Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1047
Analyzing Enterprise Projects . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1048
Analyzing Projects in the Portfolio Analyzer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1049
Modeling Projects with the Portfolio Modeler . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1054
Using Enterprise Templates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1065
Working with Enterprise Versions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1066
Working with Enterprise Project Codes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1067
Applying Outline Codes and Custom Fields to Projects . . . . . . . . . . . . . . . . . . . . . .1067

27 Enterprise Resource Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1069

An Overview of Enterprise Resource Management . . . . . . . . . . . . . . . . . . . . . . . . . . . .1070
Managing Enterprise Resources in Resource Center . . . . . . . . . . . . . . . . . . . . . . . . . . .1072
Using the Resource Center’s View Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1073
Analyzing Resources in Portfolio Analyzer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1077
Viewing Resource Assignments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1078
Creating Custom Enterprise Resource Outline Code . . . . . . . . . . . . . . . . . . . . . . . . . . .1081
Enabling Proficiency Levels per Skill . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1086
Enabling Multiple Skills per Resource . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1087
Enterprise Resource Multi-Value Fields . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1088
Matching Skill-sets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1088
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Working with Enterprise Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1090

Working with the Enterprise Resource Pool . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1091
Using Generic and Actual Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1092
Creating a New Enterprise Resource . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1094
Applying Outline Codes and Custom Fields to Resources . . . . . . . . . . . . . . . . . . . .1096
Working with the Resource Pool in Microsoft Project Web Access . . . . . . . . . . . . .1097
Working with the Resource Pool in Microsoft Project Professional . . . . . . . . . . . . .1102
Adding Resources to a Project Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1103
Using the Resource Substitution Wizard . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1110

28 Enterprise Collaboration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1119

Introduction to Enterprise Collaboration . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1120
Understanding Enterprise Collaboration Flow . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1121
Using Project Web Access Tasks for Timesheets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1122
Understanding Timesheets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1123
Notifying Team Members of Task Assignments . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1123
Submitting Timesheets for Approval and Update . . . . . . . . . . . . . . . . . . . . . . . . . . .1126
Updating and Revising Timesheets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1128
Approving Timesheets Prior to Updating Schedules . . . . . . . . . . . . . . . . . . . . . . . . .1128
Timesheet Lockdown Periods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1128
Revising Timesheet Data . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1129
Using Project Status Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1129
Requesting Status Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1130
Submitting Status Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1131
Compiling and Using Status Reports . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1132
Storing Project Artifact Documents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1133
Understanding Document Libraries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1134
Using Document Libraries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1134
Linking Documents to Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1135
Managing Risks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1135
Creating and Assigning Risk Items . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1136
Linking Risks to Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1137
Updating and Closing Risks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1137
Managing Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1137
Creating and Assigning Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1138
Updating and Closing Issues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1138
Linking Issues to Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1138
Using Microsoft Outlook with Project Server 2003 . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1139
Setting Up Outlook to Work with Project Server . . . . . . . . . . . . . . . . . . . . . . . . . . . .1139
Setting the URL for Outlook to Connect to Project Server . . . . . . . . . . . . . . . . . . . .1140
Importing Reviewing Project Tasks in Calendar Views . . . . . . . . . . . . . . . . . . . . . . .1140
Submitting Time with Outlook . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1140

Index . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1143
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Extra Chapters on the CD-ROM

CD1 Publishing Projects on the Web . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
An Overview of Project 2003’s Internet Features . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2
Exporting Project Data to Web Pages . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3
Saving a Project as an HTML Document . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .3
Viewing a Project as an HTML Document . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .9
Defining Import/Export Map HTML Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .10
Modifying Project’s HTML Templates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .13
Changing the Background Color of a Web Page . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
Defining a Background Graphic for a Template . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .16
Displaying a Graphic Image in a Project Template . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
Changing the Title Bar Text . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18
Adding Hyperlinks to a Project HTML Template . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .19
Displaying a Gantt Chart Image in a Project Web Page . . . . . . . . . . . . . . . . . . . . . . . .22
Publishing Web Documents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24
Troubleshooting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .24

CD2 Using Visual Basic with Project 2003 . . . . . . . . . . . . . . . . . . . . . . . . . . .27

Why Use Visual Basic Macros? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28
Getting Started with Visual Basic Macros . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .29
Creating a Macro That Works in Different Situations . . . . . . . . . . . . . . . . . . . . . . . . . . . . .30
Fixing a Macro . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .33
Fine-tuning the Macro and Giving User Feedback with Message Boxes . . . . . . . . . . .33
The VBE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35
The Project Explorer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .35
The Properties Window . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36
The Object Browser . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36
Working with Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .36
Initializing Variables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39
Testing and Nesting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .41
Working with the Object Properties . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42
Reporting to the User . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42
Debugging Code . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .42
Syntax Checking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .43
Breakpoints, Watches, and the Immediate Window . . . . . . . . . . . . . . . . . . . . . . . . . . .43
The TraceDependencies Macro . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46
Public Versus Private Variables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50
The Main Subroutine . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .51
Requesting User Input by Using the Input Box . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .51
Requesting User Input by Using the Message Box . . . . . . . . . . . . . . . . . . . . . . . . . . . .52
Calling a Subroutine Without Parameters . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .52
Using a Case Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .53
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Calling a Subroutine with Arguments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .54

Recursion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .55
Controlling Filtering and Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56
Working with Other Applications . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .58
Exporting to a Text File . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61
Opening a File for Writing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .61
Working with Events . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .62
Working with Application-Level Events . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .63
Getting Help . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .64

CD3 Customizing and Administering Project Server Access . . . . . . . . . . . . . .65

Creating and Deleting Users from Project Server . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .66
Creating a New User Account . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .66
Managing User Groups . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .68
Project Server User Security . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .69
Creating Accounts from Workgroup Messages and/or Status Reports . . . . . . . . . . . . .69
Creating Accounts Through Workgroup Updates and/or Status Reports . . . . . . . . . . .69
Creating Accounts When Delegating Tasks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .69
Using Categories to Control Access to Project Information . . . . . . . . . . . . . . . . . . . . . . . .70
Using Security Templates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .70
Modifying Existing Security Templates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .70
Adding Security Templates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .71
Deleting Security Templates . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .71
Authentication Options . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .72
Using Project Server and/or Windows Authentication . . . . . . . . . . . . . . . . . . . . . . . . .72
Changing the Authentication Method . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .73
The Authentication Options Screen . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .73
Creating Custom Views . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .74
Table Selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .75
Available Fields . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .75
Splitter-bar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .75
Gantt Chart Format . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .75
Grouping Format . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .76
Default Group, Sort . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .76
Filter . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .76
Available Categories . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .77
Creating a Portfolio Analyzer View . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .77
Setting Features Available on a Project Server . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .84
Adding New Menu Choices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .84
Adding a Custom Top-Level Menu Choice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .85
Adding a Custom Sublevel Menu Choice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .85
00 0789730723_fm.qxd 1/12/04 1:44 PM Page xxiii

Contents xxiii

Windows SharePoint Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .86

Creating a Subweb . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .86
Using SharePoint Document Libraries . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .86
Managing Documents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .87
Using Issues Tracking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .89
Using Risk Tracking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .90
Customize Microsoft Project Web Access . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .92
Gantt Chart Formats . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .92
Grouping Formats . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .93
Reporting Nonworking Time . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .93
The Default Home Page Appearance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .94
Notifications and Reminders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .94
00 0789730723_fm.qxd 1/12/04 1:44 PM Page xxiv

About the Authors

Lead Author
Timothy W. Pyron, Ph.D., is an independent consultant and trainer for Microsoft Project
users. His first book was Que’s Using Microsoft Project 3.0 (1991), and he has revised and
expanded the book for each release of Project since then. He also authored Sams Teach
Yourself Microsoft Project 98 in 24 Hours and Sams Teach Yourself Microsoft Project 2000 in 24
Hours. His books have sold more than a quarter-million copies—not including all the
European and Asian translations. Earlier in his career, Tim was an economics professor and
a professional classical musician. Tim is the lead author for this book, and in addition to his
own assignments (primarily the scheduling engine chapters, tracking, and earned value
analysis), he also collaborated with the other authors on the chapters they wrote or revised.

Contributing Authors
Jonathan Brandon is an engagement manager at Project Assistants, Inc., a Premier
Microsoft Project Partner and Solution Provider specializing in implementation services,
integration, training, and custom software development for Microsoft Project. He has
extensive project management experience and is a Rational Certified Consultant trained in
requirements management, project management, and object-oriented analysis and design.
Jonathan can be reached at [email protected].
Kelvin Kirby has more than 24 years experience as a project management consultant and
trainer. His career affiliations include several blue-chip companies, such as Land Rover
Ltd., BL Technology Ltd., The Rover Group, Jaguar Cars PLC, Amazon Computers Ltd.
(now Computacenter PLC), and ECS. An M.B.A. graduate, Kelvin also has an M.Sc. in
information systems and a B.Sc. in engineering. Kelvin has won the PM Times award for
Project Management Excellence for the fourth year running (2000, 2001, 2002, 2003) and
was recently awarded the PM Foundation’s highest honor as Consultant of the Year and the
PM Foundation’s Fellowship Award. In 1990, Kelvin founded his own Microsoft Project
consultancy company, Technology Associates International, which is now a global organiza-
tion with offices around the world and clients in more than 38 countries. Technology
Associates is a Microsoft Gold Certified Partner and one of only nine Microsoft Project
Enterprise Premier Solution Providers worldwide. Kelvin was the world’s first ever
Microsoft Project MVP (Most Valued Professional). He is also the principal author of the
recently launched (Dec 2003) ITC2 qualification in Project Management (ECPMP). Once
described as the “Red Adair” of Microsoft Project, you can contact Kelvin on +44 (0)1789
292150 or via email at [email protected].
Milestone Consulting Group provides best of breed enterprise project management
(EPM) solutions based solely on the Microsoft solution for EPM. Milestone focuses on
developing a complete EPM package by implementing project management best practices,
defining a solution architecture, configuring and customizing the EPM environment, edu-
cating on the custom EPM environment, and integrating with other enterprise applications.
Milestone’s solutions help companies reduce project lifecycle time, project cost, and reuse
00 0789730723_fm.qxd 1/12/04 1:44 PM Page xxv

project team best practices. Milestone is actively involved in PMI and MPUG, and pio-
neered the Microsoft Project Lunch and Learn series. Milestone’s clients include Fortune
500 and Fortune 100 clients as well as progressive small and medium-sized businesses.
More information may be obtained about Milestone by email at
[email protected]. Milestone has five contributing authors who helped
in the revision of Que’s Special Edition Using Microsoft Office Project 2003:
Genea Mallow-Jensen, PMP, senior consultant
([email protected])
David P. Fischer, co-founder, president, and CEO
([email protected])
Brandon Thornton, co-founder and principal consultant
([email protected])
Richard Courtney, principal consultant and director of medium enterprise consult-
ing ([email protected])
Daniel T. Renier, principal consultant and director of education
([email protected])

Fred Oettle, Ph.D., is the director of project management training for Project Assistants,
Inc. Fred is well known for consulting and software development in project management,
providing project management infrastructures built around Microsoft Project and Project
Central. Fred has also worked as a radio/TV announcer and as a newspaper editor. Fred
founded his own general management consulting and training company, and has conducted
hundreds of seminars for government and private-sector organizations. Fred can be con-
tacted at [email protected].
QuantumPM, LLC is a Colorado-based consulting firm specializing in high-quality pro-
ject management services to the business and information technology sectors of project-
oriented firms. The company’s focus is improvement of organizational bottom lines
through effective project and portfolio management. QPM effects change in the field
through alliances with strategic partners such as the Project Management Institute and
Microsoft, targeting a balance of philosophy and tools. QuantumPM is a Microsoft Premier
Project Partner and a Registered Education Provider for the Project Management Institute.
These partnerships allow QuantumPM to provide state-of-the-art products and services to
its customers. Additionally, QuantumPM’s classes provide students with PMI professional
development units (PDUs), which are required to obtain/maintain PMI’s Project
Management Professional (PMP) certification. For more information visit
www.QuantumPM.com. QuantumPM has four contributing authors who helped in the revision
of Que’s Special Edition Using Microsoft Office Project 2003:
Rose Blackburn, PMP, founding partner of QuantumPM, LLC
([email protected])
Cristian Filip, PMP, senior project manager
([email protected])
00 0789730723_fm.qxd 1/12/04 1:44 PM Page xxvi

Patty Jansen, PMP, project manager

([email protected])
Russ Young, senior project manager
([email protected])

Joël Séguin, PMP, is a project management information systems (PMIS) consultant. Joël
started his own consulting firm, GO Project Management, Inc. (go-project.com), a
Microsoft Partner, and works as a senior system integrator and business analyst for many
customers from a wide variety of industries, from fashion to bulk transportation and con-
struction and pharmaceuticals. He has more than six years of experience teaching Microsoft
Office Project and project management, and is currently providing training for a few pro-
ject management schools both in English and French: International Institute for Learning
and Institut de Formation en Gestion de Projets. He provides free advice on newsgroups
and received a Microsoft MVP award for his efforts in making Microsoft Office Project an
easy system to use. Joël collaborates with the Microsoft Office Project product development
team on beta testing and customer requirements for the next versions and the documenta-
tion.

About the Technical Editor

Brian Kennemer has worked in the Microsoft Project world for more than six years. He
currently works for QuantumPM (www.quantumpm.com), a provider of enterprise portfolio
management products and service solutions as well as installation and integration services
for Project 2002 and Project Server. Before working at QuantumPM, Brian was a program
manager for Pacific Edge Software, where he helped design and support Pacific Edge’s pro-
ject portfolio management system, Project Office. He has also worked for The Boeing
Company, where he developed a Project 98-based work management system for tracking
work done in the manufacturing of the 767 and 747 jetliners. Microsoft has recognized his
knowledge of Project by making him a member of the MVP program for the past three
years. He is also active in the MPUG as a charter officer in the Puget Sound chapter of the
group and as a columnist for the MPUG newsletter. Brian lives near Seattle, Washington,
with his wife, Alicia, his daughter, Alivia, and his two sons, Riley and Jesse.
00 0789730723_fm.qxd 1/12/04 1:44 PM Page xxvii

Dedication
As with all the previous editions, this book is dedicated to Gerlinde K. Pyron. The dedication is
only partly in appreciation for her support during the long process of bringing the book to com-
pletion. It’s also in recognition of her contributions to the content, for she has taught me more
valuable lessons about business and management than I was ever taught in my MBA program.
Wise manager, cutting-edge ecommerce consultant, unstinting social volunteer, gifted artist,
and adored grandmother—Gerlinde is a remarkable Renaissance woman.
—Tim Pyron

Acknowledgments
When I wrote the first edition of this book 13 years ago, I learned just how inadequate the
Acknowledgements page of a book really is. Even though I was the sole author, the familiar
phrases “couldn’t have done it without…” and “…made it all possible” took on a deeply
personal meaning. I must acknowledge that publishing a book is entirely a team project,
and the author is just one of many links in the chain that stretches from supportive families
through the publishing house to the bookstores and the readers who provide their valuable
feedback.
Nowadays, it takes a team of writers to explore the depth and breadth of a new version of a
complex software product such as Microsoft Project and to capture that understanding in
revised or new chapters, all in time to get to press as the software is released. A number of
consultants and writers contributed their expertise and insight to this revision. I encourage
you to read about each of them in the section “About the Authors” in the preceding pages,
as well as “About the Technical Editor.” I’m sure you will be hearing more good things
about these capable folks in the future. My thanks to each of them for their hard work.
I also want to thank Stephanie McComb at Que, who as acquisitions editor was responsi-
ble for corralling all of us unruly writers and trying to keep us on course. Mark Cierzniak,
as development editor, was responsible for seeing that the content met Que’s high stan-
dards. I would also like to thank Ben Berg for his diligent copy editing of this book, and
Tonya Simpson, and all the other Que folks who made this book actually happen.
Our technical editor for this book is Brian Kennemer. He examined closely and tested
every list of instructional steps, every screen capture, and every other assertion, to be sure
that what is presented as fact is, in fact, fact. You owe him a debt of gratitude, for he res-
cued the truth more often than I, for one, would prefer to admit.
Finally, my special thanks go to Adrian Jenkins at Microsoft, who served as the Microsoft
Project beta coordinator. Adrian researched questions and provided answers to a wide range
of questions about this new release for all of us. Congratulations to Adrian and the project
team at Microsoft for a job very well done.
Tim Pyron
00 0789730723_fm.qxd 1/12/04 1:44 PM Page xxviii

We Want to Hear from You!

As the reader of this book, you are our most important critic and commentator. We value
your opinion and want to know what we’re doing right, what we could do better, what
areas you’d like to see us publish in, and any other words of wisdom you’re willing to pass
our way.
As an associate publisher for Que Publishing, I welcome your comments. You can email or
write me directly to let me know what you did or didn’t like about this book—as well as
what we can do to make our books better.
Please note that I cannot help you with technical problems related to the topic of this book. We do
have a User Services group, however, where I will forward specific technical questions related to the
book.
When you write, please be sure to include this book’s title and author as well as your name,
email address, and phone number. I will carefully review your comments and share them
with the author and editors who worked on the book.
Email: [email protected]

Mail: Greg Wiegand

Associate Publisher
Que Publishing
800 East 96th Street
Indianapolis, IN 46240 USA
For more information about this book or another Que Publishing title, visit our Web site at
www.quepublishing.com. Type the ISBN (excluding hyphens) or the title of a book in the
Search field to find the page you’re looking for.
01 0789730723_intro.qxd 1/12/04 1:44 PM Page 1

INTRODUCTION

Microsoft Office Project 2003 and Microsoft Office Project Server 2003 are the newest
releases of the best-selling project management software in the world. While most of the
new features added to the product line have been added to the Project Server product,
there are still things to learn about the desktop product for this release as well.

Why You Should Use This Book

Almost anyone in the workplace can make good use of Microsoft Project at one time or
another, but for project managers in particular, it’s a life-support system. Microsoft Project
is adaptable to both large and small projects. Managers of large, decade-long projects rely
heavily on project management software to keep track of all the interrelated tasks and
phases of projects.
This book provides direct answers about how to put a project schedule together by using
Microsoft Project 2003. It’s organized to follow the project cycle of initializing and develop-
ing a plan, implementing the plan, tracking progress and adjusting to changes and unfore-
seen events, and preparing the final reports. You’ll find step-by-step procedures for using
Project’s features, plus you’ll get help with common problems (such as avoiding unintended
constraints on tasks, adjusting task duration when resources are added, maintaining
resource information among multiple projects, and many more). Special Edition Using books
from Que offer comprehensive coverage of software. You can be sure you will find what you
need in this book to make Project work for you.

Why You Should Use Microsoft Project

Managing projects is a specialized field within management—and it’s a rapidly growing field
at that. There are professional associations, journals, professional certifications, and univer-
sity courses and degrees for project managers. A project manager oversees all stages of a
project, from concept and planning through the completion and drafting of final summary
reports.
01 0789730723_intro.qxd 1/12/04 1:44 PM Page 2

2 Introduction

N OTE
One of the best Web sites for project management information is maintained by the
Project Management Institute (PMI), at www.pmi.org. At this site you can find valuable
references to publications, discussion forums on the Internet, other relevant Web sites,
project management special interest groups (SIGs) in your area, educational opportuni-
ties, employment opportunities, PMI chapters in your area, and membership informa-
tion. You can also download a copy of the Institute’s Guide to the Project Management
Body of Knowledge, which documents the most up-to-date best practices in project man-
agement.

Microsoft Project is, at its core, a scheduling and planning tool for project managers, pro-
viding easy-to-use tools for putting together a project schedule and assigning responsibili-
ties. Project also gives you powerful tools to carry you through to the end of the project.
After you have defined the scope and goals for a project, you can start putting Microsoft
Project 2003 to use. Project is an invaluable planning tool for helping you do the following:
■ Organize the project plan and think through the details of what must be done
■ Schedule deadlines that must be met
■ Schedule the tasks in the appropriate sequence
■ Assign resources and costs to tasks and schedule tasks around the availability of
resources
■ Fine-tune the plan to satisfy time and budget constraints or to accommodate changes
■ Provide links between elements of the project (tasks, resources, and assignments) and
related project management documents in other applications
■ Collaborate with other project stakeholders by reviewing the schedule and by notifying
resources of their assignments
■ Initiate and track discussions and resolutions of issues related to the project
■ Prepare professional-looking reports to explain the project to stakeholders such as
owners, top management, supervisors, workers, subcontractors, and the public
■ Review the portfolio of all projects in the enterprise to analyze the impact of adding
the new project on resource usage and cash flow
■ Use portfolio modeling to optimize resource assignments across all enterprise projects
■ Publish the project on a server for other project managers to access and for stakehold-
ers to review, via Internet browsers

When work begins on the project, you can use Microsoft Project to do the following:
■ Track progress and analyze the evolving real schedule to see if it looks like you will fin-
ish on time and within budget
■ Notify resources of changes in their assignments and get progress reports on work that
has been accomplished and that is yet to be done
01 0789730723_intro.qxd 1/12/04 1:44 PM Page 3

What’s New in Microsoft Project 2003 3

■ Revise the schedule to accommodate changes and unforeseen circumstances

■ Try out different versions of proposed changes in a project, using “what-if” analysis,
before making actual modifications to the plan
■ Communicate with team members about changes in the schedule (even automatically
notify those who are affected by changes) and solicit feedback about their progress
■ Post automatically updated progress reports on the Project Server, or on an Internet
Web site or a company intranet
■ Produce final reports on the success of the project and evaluate problem areas for con-
sideration in future projects

What’s New in Microsoft Project 2003

Project 2003 extends the dramatic changes that were introduced in Project 2002. If you are
new to project management and its terminology, you might not fully appreciate some of the
items listed in this review of new features. But if you are a seasoned user of Microsoft
Project, you will be very excited by these enhancements.

Two Editions of Microsoft Project 2003

Microsoft Project 2003 is still available in two editions: Microsoft Project 2003 Standard
edition and Microsoft Project 2003 Professional edition. The only real difference between
these two versions for this release is that Project Standard is no longer able to connect to
Project Server. In order to save and publish projects to Project Server 2003, you must have
Project Professional.
Project Standard is best for project managers who are managing single projects or projects
that do not share information about resources, while Project Professional and Project
Server are the best choice for organizations that manage many projects that share resources,
or for organizations that need to gather status information from their resources and share it
via the Web with other members of the organization.
Using Project Server and Project Professional, a project manager or others on the project
team can publish relevant documents and issues for discussion to Windows SharePoint
Services, linking the documents and issues or risks to specific projects, tasks, or resources.
The documents and discussion issues might relate to the goals of the project, specifications
for completing tasks, change orders, budgets, and so forth. Furthermore, resources and oth-
ers can also post issues and documents for review by the project team.

File Compatibility
Project 2003 can read Project 98, Project 2000, and Project 2002 files, and it can save to
these formats as well. However, you don’t have to save in the Project 2002 format for a
Project 2002 user to be able to open the file, because Project 2002 can open, work with, and
save Project 2003 files. Of course, the Project 2002 user will not see features or field data
01 0789730723_intro.qxd 1/12/04 1:44 PM Page 4

4 Introduction

that Project 2002 doesn’t support, but in general those features and fields are simply hidden
and remain unchanged when you open the file in Project 2003 again to work with it.

Ease-of-Use Features
When creating filters that use fields that have value lists assigned, the value list choices now
appear in the filter dialog box so that you can pick from the value list when creating the filter.
The Project Guide now has a new wizard to assist users with formatting views to optimize
them for printing. This set of guide pages ensures that the view you see will be printed in a
way that makes it easy to read.
There is also a new feature called Copy Picture to Office. This wizard helps you optimize
the creation of an image file that is a snapshot of what you see on the screen. But this wiz-
ard goes further than just asking what format the image should be. It helps you pick which
fields should be visible, which rows should be shown, and more.
Project 2003 also uses the new Assistance Center help features that, when connected to the
Internet, will search an online database of help topics and articles on the Microsoft Web
site before it searches the local help information. In this way, the Office 2003 family of
applications gives its users access to updated and current content via the Web.
The Template Gallery on the Microsoft Office Web site now contains Project templates.
The gallery is available as a sidepane in Project 2003 and makes the searching for and
downloading of templates fast and easy.
The Watson error reporting tool has been improved to provide Microsoft with more help-
ful information about system or application crashes. This tool, when the user chooses to
send the report to Microsoft, will send information directly to the product team about how
the application crashed. During the beta testing of Project 2003, huge numbers of bugs
were fixed based on information sent to the product team from the new Watson technology.

Project Server 2003

Project Server 2002 introduced a new wave of features to Microsoft Project users to allow
for Enterprise Project Management (EPM). Project Server 2003 has built on that wave by
improving and stabilizing the features introduced with Project Server 2002, as well as
adding some important new abilities of its own. There are many changes and new features
in Project Server 2003. Below we will cover the major changes, but this by no means covers
all the changes. On the installation CD for Project is a document called WhatsNew.doc. It
contains a complete listing of all the changes. Review this document for more detailed
information about the new features of Project Server and Project Standard/Professional.
One of the most obvious changes in Project Server 2003 is the integration with Windows
SharePoint Services. This replaces the SharePoint Team Services integration in Project
Server 2002. Windows SharePoint Services (WSS) provides a much more robust and com-
plete solution for document, issue, and risk management. Risks have been added in a way
similar to issues, which allows users to capture information about risks to the projects in
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How This Book Is Organized 5

Project Server. The document management features are a big change in WSS. WSS allows
for document check-in and check-out, as well as versioning of documents. While it may not
compete with full featured document management systems, it does provide the features that
most organizations will need for managing their Project-related documents.
Project Server 2003 also adds the capability for administrators to more tightly control the
reporting periods used to collect status from resources. These time periods can be defined
and then locked down so that resources can be stopped from editing status for past time
periods. This is an important feature for organizations that integrate Project Server with
accounting for timesheet systems.
Project Server now has integration with Active Directory that allows administrators to let a
user’s membership in Active Directory groups control their membership in the Project
Server Enterprise Resource Pool or in Project Server User Groups. Once the integration is
set up, when a user’s Windows account is made a member of a specified Active Directory
group, Project Server will automatically add them to the Project Server group that is linked
to that Active Directory group. The same works for the Enterprise Pool. This can help
streamline the administration of users and resources in Project Server.
Resource managers no longer need to have a copy of Project Professional in order to add
resources to specific projects. Project Server 2003 adds a browser-based version of the Build
Team dialog box. It allows resource managers to assign resources to projects directly from
the Project Web Access interface. In some cases, this can reduce the number of Project
Professional seats an organization needs to purchase.
There have been huge improvements in the programmability of Project Server. There is
now a full timesheet API that allows for full programmatic access to the timesheet submis-
sion and approval process. This will allow developers to create customized timesheet appli-
cations that work directly with Project Server’s own methods but that are customized to the
needs of the customer. Likewise, there is also a full Enterprise Custom Field API that
allows developers to programmatically create and edit enterprise custom fields and outline
codes. The PDS now also allows for the programmatic creation and editing of Enterprise
Resources and Enterprise Projects.

How This Book Is Organized

This book is divided into eight parts. Although the first seven parts are written for those
who use the Standard edition, all of the features and procedures documented in those chap-
ters also apply to those who use the Professional edition. Part VIII contains chapters that
show how to use the additional features that you get with the Professional edition.
Following is a brief review of these parts and the chapters you’ll find in each part.

Part I, “Getting Started with Microsoft Project 2003”

Part I introduces you to Microsoft Project 2003 and shows you how to set up and manage
project documents.
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6 Introduction

Chapter 1, “The Power of Microsoft Project 2003,” introduces you to project management
concepts and the major phases of managing a project.
Chapter 2, “Learning the Basics of Microsoft Project,” introduces you to the Microsoft
Project workspace. With few exceptions, this workspace is the same for both Standard and
Professional editions. In this chapter, you’ll learn to navigate the screen display, scroll and
select data, and select different views of a project.
Chapter 3, “Setting Up a Project Document,” reviews the preliminary steps you take when
creating a project. You’ll learn how to specify the calendar of working days and hours, how
to enter basic information about the project, and how to specify the planned date for start-
ing or finishing the project. You’ll also learn how to adjust the most critical of the default
values that govern how Microsoft Project displays and calculates a project.
Chapter 4, “Managing Project Files,” presents the information you need to work with pro-
ject files. Included is a comprehensive discussion of the Global template file and how you
use it.

Part II, “Scheduling Tasks”

Part II shows how to build and organize the list of tasks that make up the project plan.
Chapter 5, “Creating a Task List,” explains how you define and enter the tasks, milestones,
and recurring tasks that must be completed to successfully finish a project. You’ll also learn
how to organize the task list in outline form, in accordance with top-down planning princi-
ples. You’ll learn how to edit the data in a project and how to use different forms for editing
the task data.
Chapter 6, “Entering Scheduling Requirements,” shows how to define the special condi-
tions that govern the scheduling of tasks in a project, including specific deadlines and
sequencing requirements for the tasks.
Chapter 7, “Viewing Your Schedule,” explains and compares the most popular views you
can use in Microsoft Project to display the task list: the Gantt Chart view, the Calendar
view, and the Network Diagram view.

Part III, “Assigning Resources and Costs”

Part III describes how to define and assign resources and costs to the tasks in a project.
Chapter 8, “Defining Resources and Costs,” shows how to define the resource pool that you
plan to use in a project and how to define the working and nonworking times for those
resources. You’ll learn how to sort, group, and filter the resource list and how to save the
resource pool as a template for use in other project documents.
Chapter 9, “Understanding Resource Scheduling,” explains how Project calculates a sched-
ule when resources are assigned to tasks—both when you first assign resources and when
you change resource assignments. The detailed instructions for actually assigning the
resources are covered in Chapter 10.
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How This Book Is Organized 7

Chapter 10, “Assigning Resources and Costs to Tasks,” shows how to assign resources and
costs to specific tasks. You’ll learn how to create assignments and then to modify the default
schedule that Project creates by scheduling overtime, delaying or splitting assignments, and
contouring the assignments. You’ll also learn how to assign fixed costs to parts of a project.
Finally, you’ll learn how to view the resources, costs, and task assignments in useful ways for
auditing the project plan.
Chapter 11, “Resolving Resource Assignment Problems,” is a guide for troubleshooting
problems in the schedule for assigned resources. Typically, some resources are scheduled for
more work than they can possibly do in the time allowed; this is where you learn ways to
resolve the conflicts.

Part IV, “Reviewing and Distributing the Project”

Part IV covers the part of the project cycle when you have completed the initial planning
and need to review the schedule and refine it to ensure that it meets the objectives of the
project. At that point, you generally want to publish the final plan in printed reports or on
an intranet or on the Internet.
Chapter 12, “Reviewing the Project Plan,” introduces features that help you review the task
schedule for completeness and accuracy. You’ll learn how to get an overview of the project
to see if you can complete the project plan in a timely fashion and at an acceptable cost.
You’ll also learn how to view the task list through filters that focus on important aspects of
the project and to sort and print the task list. You’ll learn how to spell check the schedule
and how to view the summary statistics for the project.
In Chapter 13, “Printing Views and Reports,” you’ll learn how to use the standard views
and reports to publish a plan for a project.

Part V, “Tracking and Analyzing Progress”

Part V shows you how to keep track of actual work on a project and how to understand
what is going on, with special emphasis on catching problems early so that corrective mea-
sures can be taken.
Chapter 14, “Tracking Work on a Project,” deals with your role as project manager after
work on the project begins. You’ll learn how to save a copy of the finalized project plan to
use as a baseline for comparison with what actually happens. This chapter teaches you how
to track the actual beginning and ending dates for tasks, the actual work amounts, and the
actual costs.
Chapter 15, “Analyzing Progress and Revising the Schedule,” is an important presentation
of ways to look at tracking information to see how well a project is meeting its objectives.
Project offers many techniques and reports that you will learn to use in this chapter. This
chapter emphasizes the use of earned-value reports.
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8 Introduction

Part VI, “Coordinating Projects and Sharing Data”

The chapters in Part VI discuss advanced topics that the beginning user will usually not
encounter initially. Therefore, they are separated from the earlier parts, which cover the
basic steps of developing and tracking a project schedule.
Chapter 16, “Working with Multiple Projects,” explains how to link one or more subpro-
jects to a master or summary project and how to link an individual task in one project to a
task in another project. You’ll also learn how to consolidate multiple projects and how to
manage multiple projects that share a common resource pool.
Chapter 17, “Exporting and Importing Project Data with Other File Formats,” describes
how to export and import task, resource, and cost data with other applications and file for-
mats, including the database formats. You’ll also learn how to save entire projects in data-
base formats.
Chapter 18, “Copying, Pasting, and Inserting Data with Other Applications,” shows how to
copy and paste selected data and objects between Project and other applications. You’ll
learn how to copy Project’s timephased data into other applications and how to manage
embedded and linked objects in Project and in other applications.

Part VII, “Using and Customizing the Display”

The chapters in Part VII describe how to take advantage of the extensive options that
Microsoft Project provides for displaying the data in a project. Some of the views and
reports described in Part VII are mentioned in earlier chapters as well. This section pro-
vides a comprehensive reference to all the major views and reports.
Chapter 19, “Using the Standard Views, Tables, Filters, and Groups,” explains the many options
for using tables, forms, graphic images, groups, and filters to display your project in a view.
Chapter 20, “Formatting Views,” describes the formatting options for all the major views
and how to create custom views. You’ll also learn procedures, including tips and techniques,
for changing the appearance of graphic elements and text display for categories of items and
individual items.
Chapter 21, “Customizing Views, Tables, Fields, Filters, and Groups,” shows how to mod-
ify and customize the components of views. You will learn how to create custom tables and
filters, how to define custom fields to calculate values for special data needs, and how to cre-
ate custom grouping of the data.
Chapter 22, “Using and Customizing the Standard Reports,” explains how to use the stan-
dard reports to supplement the printed views, how to modify the elements in the reports,
and how to create new reports.
Chapter 23, “Customizing Toolbars, Menus, and Forms,” explains the options for customiz-
ing the display of the Microsoft Project interface. You’ll learn how to change the standard
toolbar buttons and how to attach commands and macros to a button. You’ll learn also how
to customize menus and how to create your own forms for data entry and review.
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Special Features in This Book 9

Part VIII, “Using Project Server and Project Professional”

Chapter 24, “Introduction to Microsoft Office Project Server 2003,” focuses on enterprise
thinking and an overall view of Microsoft Office Project Server 2003. This will help you see
how all the pieces of Project Server 2003 fit together from a portfolio manager’s perspec-
tive.
Chapter 25, “Enterprise Project Administration,” describes functional system administra-
tion of Project Server 2003 for the PMO system administrator and others who need to
know what settings are required to create the enterprise views your organization needs.
Chapter 26, “Enterprise Project Management,” describes Project Web Access and Project
Professional from a PMO and project manager’s perspective.
Chapter 27, “Enterprise Resource Management,” describes how executives, resource man-
agers, and project managers view and use the resource information that is available via
Project Web Access and Project Professional.
Chapter 28, “Enterprise Collaboration,” describes how team members will use the docu-
ment management and collaboration features of Project Web Access, including time track-
ing, status reporting, managing to-do lists, issues, risks, and document management.

Web Elements
Three chapters can be found on this book’s companion CD.
Web 1, “Publishing Projects on the Web,” describes how to save views of a project for
HTML display on Web sites and intranets.
Web 2, “Using Visual Basic with Project 2003,” is a basic guide for nonprogrammers who
want to record and use simple macros in Microsoft Project.
Web 3, “Customizing and Administering Project Server Access,” covers what you need to
know about administering Project Server and customizing the Web pages it uses to repre-
sent the project data.

Special Features in This Book

This book contains a variety of special features to help you find the information you need—
fast. Formatting conventions are used to make important keywords or special text obvious.
Specific language is used to make keyboard and mouse actions clear. And a variety of visual
elements are used to make important and useful information stand out. The following sec-
tions describe the special features used in this book.

Visual Aids
Notes, tips, cautions, and other visual aids give you useful information. The following are
descriptions of these elements.
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10 Introduction

New features that are introduced in Microsoft Project 2003 are flagged with an icon in the
margin.

N OTE
Notes provide useful information that isn’t essential to the discussion. They usually
contain technical information, but they can also contain interesting but less critical infor-
mation.

TIP
Tips enhance your experience with Project 2003 by providing hints and tricks you won’t
find elsewhere.

CAUTION
Cautions warn you that a particular action can cause unintended results, some of which
may be difficult or impossible to undo. Given the many not-so-obvious calculations that
Project processes at every turn, you shouldn’t skip the cautions in this book.

Cross-references point you to specific sections within other chapters so that you can get
more information that’s related to the topic you’re reading about. Here is what a cross-
reference looks like:
➔ To learn more about working with project plans, see Chapter 2, “Learning the Basics of Microsoft
Project,” p. 29.

Best Practice tips will help you learn the ins and outs of effective project management. These tips are related to
the project management process recommended by the Project Management Institute. These tips will help you
along with the responsibilities of managing projects both with and without software.

At the end of many of the chapters, a “Troubleshooting” section highlights anticipated

problems you might have and provides possible solutions. The problem is stated in italic
type, and the answer or solution follows.

Keyboard Conventions
In addition to the special features that help you find the information you need, this book
uses some special conventions to make it easier to read:
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Special Features in This Book 11

Feature Convention
Key combinations Key combinations are joined with the plus sign (+). For example, Alt+F
means hold down the Alt key, press the F key, and then release both
keys.
Menu commands A comma is used to separate the parts of a pull-down menu command.
For example, “choose File, New” means to open the File menu and
select the New option.
Special-purpose keys These keys are referred to by the text that actually appears on them on a
standard 101-key keyboard (for example, press Esc, press F1, press
Enter).

Formatting Conventions
This book uses some special typeface conventions to help you understand what you’re
reading:

Convention Description
Italics Italics indicates new terms. It also indicates placeholders in commands
and addresses.
Monospace This typeface is used for onscreen messages and commands. It also indi-
cates addresses on the Internet and filenames.
Bold monospace Bold monospace indicates text that you type.
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02 0789730723_pt01.qxd 1/12/04 1:45 PM Page 13

PART
I
Getting Started with Microsoft
Project 2003
1 The Power of Microsoft Project 2003 15

2 Learning the Basics of Microsoft Project 29

3 Setting Up a Project Document 55

4 Managing Project Files 95

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CHAPTER
1
The Power of Microsoft
Project 2003

In this chapter
Exploring Project Management 16
What Microsoft Project 2003 Can Do for You 18
Some General, Common-Sense Guidelines for Project Managers 19
A Checklist for Using Microsoft Project 22
Project Management Scheduling Techniques 24
Troubleshooting 27
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16 Chapter 1 The Power of Microsoft Project 2003

Exploring Project Management

You might have been anxious to try out the new Microsoft Project software—to get your
1 hands on the keyboard and mouse and to see how it all works. So, you dove right in…and
now you’re looking for additional help. That’s perfectly understandable, because becoming a
confident user of Microsoft Project is not easy, especially if you don’t have a project man-
agement background. There are many special terms to learn (such as critical path, task depen-
dencies, and leveling resources), and most of the screens in Project are unlike any you’ve seen
in Word or Excel. You will learn faster if you start with some understanding of the special
requirements of project management. So, unless you’re an old hand at project management,
take the time to browse through this chapter.
Project management differs from conventional management in that managing a project is
more limited and narrowly focused than managing an enterprise or even managing a small
department within an organization. Traditional management functions are concerned with
managing the ongoing operations of an organization, to ensure its long-term success and
survival. In contrast, project management is concerned with goals that can be said to be tem-
porary. They have a definite end point and do not continue for the life of the organization.

Take time to supplement your professional development by attending training to learn effective tools and tech-
niques of project management. Keep in mind that Microsoft Project will not make you a better project manager
any more than Microsoft Word will make you a better writer.

Projects Are Temporary

A project is a temporary assignment relative to the life of the organization—lasting only
until the project’s stated objectives are achieved. A project involves a one-time goal, pro-
duces a unique product or outcome, and has defined start and finish dates. Defining projects
and project management by using the term temporary is relative. A sales project might have a
life of two weeks and a project to build a nuclear power plant might have a life of 20 years.
But both are shorter than the life span of the organization; both are temporary in that sense.

Project Objectives Are Specific and Measurable

Project goals are stated in terms of specific performance objectives. Vague generalities that
call for unspecified improvements won’t provide the focus needed for a project. You can
measure the success or failure of a project by the degree to which the measured performance
satisfies the objectives set out in the goal.
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Exploring Project Management 17

It is often said that what gets measured gets managed. Project management offers the opportunity to improve
ongoing operations, fulfill the strategic mission of the organization, and rise above crisis management, a mode
of “fire fighting” many of us constantly employ. Project management concentrates on organized task manage-
1
ment by recognizing the details while still maintaining the big picture.

Projects Are Constrained by Time, Cost, and Scope and Quality

Scholarly project management studies usually define a project as a collection of activities or
tasks designed to achieve a unique short-term goal of the organization, with specific perfor-
mance requirements, and subject to time and cost constraints. In other words, a project
exists to deliver a specific performance objective, and the quality of the performance must be
satisfactory while staying within the time allowed and without going over the budget.
These constraints are first apparent when you’re planning a project. Usually, either the pro-
ject start or finish date (or both) must meet some time requirement. Individual tasks of the
project might also be subject to time constraints. Projects are subject to resource or cost
constraints because there is always a limit to how much money you can spend to achieve a
project’s objectives. The minimal acceptable quality and scope of the deliverables are also
constraints. These three constraints—scope and quality (performance expectations), time,
and cost—are also interrelated when changes are requested in the project plan:
■ If you are asked to improve the quality of the deliverable, the project will generally cost
more and/or take longer to complete.
■ If you are asked to finish a project more quickly, the project may cost more or require
that you reduce the quality of the deliverable. That’s the meaning of the old adage
“haste makes waste.”
■ If you are told to reduce the cost of a project, you either have to reduce the quality of
the deliverable or switch to less costly resources (who often require more time to finish
the work).

The constraints imposed by scope and quality, time, and cost are often illustrated by the
triple constraint diagram, also called the constraint triangle. See Figure 1.1.
For an authoritative survey of the full scope of project management get a copy of A Guide to
the Project Management Body of Knowledge. This manual (which is the standard reference in
the project management industry), affectionately called the PMBOK Guide, is available from
the Web site of the Project Management Institute (www.pmi.org). PMI is the premier profes-
sional organization for project managers in general, and the PMI Web site is the single most
important site for project management information. PMI is also the organization that
administers the Project Management Professional (PMP) certification exam.
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18 Chapter 1 The Power of Microsoft Project 2003

Figure 1.1
The project manager
must work within the
1 constraints of time, Cost Time
cost, and scope and
quality.

Scope and Quality

The type of organization greatly affects how resources are deployed. The organization’s structure can run the
spectrum from functional to projectized, with various matrix structures in between. Details of key project-
related characteristics of the major types of enterprise organizational structures are well-documented in PMI’s
PMBOK Guide.

What Microsoft Project 2003 Can Do for You

Microsoft Project 2003 helps you achieve project goals on time and within budget.
Computer software can aid significantly in project management, as a tool for recording, cal-
culating, analyzing, and preparing presentations to help communicate the details of the pro-
ject. However, Microsoft Project cannot produce or even guarantee a successful project
plan. Still, in a number of ways, Microsoft Project can be invaluable in planning and manag-
ing projects:
■ Microsoft Project helps you develop a better plan—Because the software requires
you to specify precisely the tasks necessary for meeting the project goal, you must think
carefully about the details of the project. The discipline imposed by entering these
details helps you organize a solid plan.
The screen views provide an organized presentation of the details of the plan, which
makes it easier for you to visualize, organize, and refine the plan.
■ Microsoft Project makes calculated projections easy and more reliable—Based on
the data you enter, Project calculates a schedule that shows when each task should begin
and end and when specific resources (which includes people, equipment, facilities, and
so on) are scheduled to perform specific tasks. If you have provided the necessary data,
this schedule also shows the probable costs of the project.
■ Microsoft Project makes it easy to test various what-if scenarios, to search for
the optimum project plan—Project lets you experiment with different elements of a
plan, to arrive at the best plan for your organization. This is a particularly strong fea-
ture of Microsoft Project 2003 Professional.
■ Microsoft Project helps you detect inconsistencies and problems in the plan—
Project detects when resources are scheduled for more hours than they are available or
when deadlines are impossible to meet, given the constraints you’ve entered. It helps
you find and resolve resource overallocations and problems with deadlines.
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Some General, Common-Sense Guidelines for Project Managers 19

■ Microsoft Project helps you communicate the plan to others—Project provides

printed reports and Internet HTML displays that make it easier to get the customer’s or
upper-level management’s approval for the plan. Similarly, Project makes it easy to
communicate the plan to supervisors and workers, and that simplifies getting their
1
approval and cooperation. The ease with which you can produce useful reports has been
one of the main selling points of Microsoft Project over the years.
■ Microsoft Project helps you track progress and detect potential difficulties—After
the project is underway, as work on the tasks is begun and completed, you replace the
projected dates for the tasks in the schedule with actual dates. The software revises the
schedule to incorporate these actual dates, and it projects new completion dates and
costs. This new projection provides you with valuable advance warning of potential
delays or cost overruns, so you can take corrective measures if necessary.
■ If external circumstances change after the project is under way, Project helps you
adjust the plan and see the consequences—For example, when new pay rates go into
effect or the organization is subject to new regulations.

It cannot be stressed too much, however, that project management software, like any soft-
ware, is only as useful as the reliability and completeness of the data you supply. And that,
my friends, takes lots and lots of time. So plan on it—or hire someone to take care of it for
you.

“Buy-in” from the project stakeholders greatly ensures the success or failure of a project. The stakeholders
include not only the project manager and performing organization, but also the customer who ends up using
the product of the project and the sponsor who is the individual or group within the performing organization
who provides the financial resources for the project. All these people make up a successful project team.

Some General, Common-Sense Guidelines

for Project Managers
These guidelines are offered to help promote your success with projects. Most of them are
common-sense management techniques, but reviewing them from time to time can be a use-
ful exercise:
■ Remember that your success as a project manager depends largely on your ability to
motivate people to cooperate in the project. No software program or well-designed
plan can compensate for ineffective people skills. Computers might respond to logic,
but people respond to human emotions.
■ Establish your authority as project manager and your role as coordinator of project
planning at the outset. If you are appointed, ask the officer who makes the appointment
to distribute a statement that validates your authority. Don’t post it outside your door
unless you provide cork backing as protection against sharp-pointed projectiles.
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20 Chapter 1 The Power of Microsoft Project 2003

■ Make the planning stage a group effort as much as possible. You’re sure to find that you
can’t think of everything, and a wider base of experience and expertise is immensely
helpful. You will also find it much easier to secure approval of the plan and to get peo-
1 ple committed to the plan if they help in its formulation.
■ Set a clear project goal, including the following:
• State the goal of the project precisely and simply in a manner that everyone asso-
ciated with the project can understand. This includes your supervisors who
approve the project, managers who work with the project, and those who actually
do the work. Prepare a concise summary statement of the project goal. State your
goal in realistic and attainable terms that can be measured. It will then be possible
to measure success.
If you want to use Project as a starting point to your project’s documentation repository, see
“Providing Access to Related Documents” in the “Troubleshooting” section at the end of this
chapter.

• Secure agreement on the goal by all who must approve the project or who must
provide supervision during the execution of the project.
• State a definite time frame in the goal—it should be part of the commitment to
the project. The goal “Install a new word processor throughout the company,” for
example, is ill defined. “Select and install a new word processor throughout the
company and train all personnel in its use by June 1,” is measurable.
• Define the performance requirements and specifications carefully.
• Discover and record all fixed deadlines or time constraints.
• Determine the budgetary limitations of the project.
• State the performance or quality specifications of the project with great care.
Write and then distribute these specifications, in a statement of work, to the cre-
ators of the specifications and to the supervisors and workers when they are
assigned to tasks. Make sure no misunderstanding exists about what you expect.
Misunderstood specifications can jeopardize a project’s success.
■ Organize the work of the project into major phases or components and establish mile-
stones, or interim goals, to mark the completion of each of these phases. Milestones
serve as checkpoints by which everyone can gauge how well the project is on target
after the work begins. This is a top-down approach, and it provides organization for the
project plan from the outset.
If you have trouble finding when to stop decomposing the tasks into smaller activities, see
“Determining the Level of Detail to Include in the Task List” in the “Troubleshooting” section at the
end of this chapter.

For example, the conversion to a new word processing product might involve the fol-
lowing phases and milestones (the milestones are italicized):
• Select the software
Determine the features required
Review available products
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Some General, Common-Sense Guidelines for Project Managers 21

Select the product

Software selection complete
• Acquire and install the software 1
Buy the software
Set up a help desk
Install the software
Software installed
• Convert to the new software
Convert old documents
Train users
Conversion complete
■ Define the work that must be completed to reach each milestone as distinct tasks, and
estimate how long each task will take. If a task takes too long (some say any more than
10 working days!), you will probably be better off breaking it down into more compo-
nents.
■ Diagram the flow of activity to show the instances where tasks must be performed in a
specific sequence.
■ Distribute the project plan to all who are responsible for supervising or doing the work.
Secure their agreement that the assumptions of the plan are sound and that all involved
are willing to do their part. Revise the plan as needed to secure agreement.
■ Distribute printed copies of the revised schedule with charts and tables, to clearly iden-
tify the scope of the project and the responsibilities of all who must contribute to mak-
ing the project a success.
■ Secure from resources their firm commitment to do the work assignments that are out-
lined in the plan.
■ After work on the project is underway, monitor progress by tracking actual performance
and entering the results in the project plan. This is the best way to discover problems
early so you can take corrective actions before disaster strikes.
Tracking these performance details also helps document the history of the project so
you can learn from the experience. It’s especially helpful if you have problems meeting
the goals, and it will be valuable to you if you have to explain why the project goals are
not met.
If problems arise that jeopardize finishing the project on time or within budget, you can
give superiors ample warning so they can adjust their expectations.
■ After the project is completed, document the whole process, not only to sum up what
was accomplished but also with an eye to what lessons can be learned for the future.
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22 Chapter 1 The Power of Microsoft Project 2003

A Checklist for Using Microsoft Project

Microsoft Project is so rich with options that you can easily lose sight of the forest as you
1 explore all the interesting new trees. The following sections give you an overview of plan-
ning a project with Microsoft Project.

Preliminaries
Before you start entering tasks in Project, it’s a good idea to define some basic parameters
that govern how Microsoft Project treats your data. (These topics are covered in detail in
Chapter 3, “Setting Up a Project Document.”) To get started, follow these steps:
1. Customize Microsoft Project’s calendar of working time to define when Project can
schedule work on the project. This includes defining your organization’s working days,
nonworking days, and regular working hours. While you’re at it, be sure that you use
the terms day and week to mean the same number of hours that Microsoft Project does.

TIP
When you enter a task that you estimate will take a day or a week, Project translates
those terms into hours (actually minutes, but hours will do for this explanation). Project’s
default “day” is 8 hours, and its “week” is 40 hours. If your day and week differ from
Project’s, you must define those terms for Project, or it will interpret your estimate
incorrectly.

2. Enter some basic descriptions for the project: a project title, the name of the organiza-
tion, the project manager, and the expected start or finish date. These descriptions will
appear on reports.
3. Prepare a list of the resources you will use in the project. This includes defining
resource costs and recognizing working days and hours when a resource is not avail-
able. You can add names to the list later, but most users like to have the list ready when
they start entering the tasks in the planning phase.

Planning
Planning is the phase in which you outline the project plan, refine it, and distribute it to all
who are involved in the project. (These topics are explored in detail in Chapters 5 through
13.) To plan the schedule, you need to follow these steps:
1. List the major phases of the project in outline form and then fill in the detailed tasks
and milestones in the project. Estimate how long each task will take or how much work
is involved. This is the topic of Chapter 5, “Creating a Task List.”
2. If the start or finish date of a task is constrained to a fixed date, enter the date at this point.
Also define the required sequencing of tasks—that is, specify where tasks must be sched-
uled in a certain order. These topics are covered in Chapter 6, “Entering Scheduling
Requirements.” You can view the schedule in several different ways. See Chapter 7,
“Viewing Your Schedule,” for a quick overview of the different views and how to use them.
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A Checklist for Using Microsoft Project 23

3. Define the resources that you will use. Defining resources is covered in Chapter 8,
“Defining Resources and Costs,” Chapter 9, “Understanding Resource Scheduling,”
and Chapter 10, “Assigning Resources and Costs to Tasks.”
1
4. Review the schedule that Microsoft Project has calculated so far, and correct all prob-
lems by taking the actions discussed in the following list:
• Identify and resolve scheduling problems where deadlines can’t be met or where
resources are assigned to do more work than they have the time to do. These
problems are discussed in Chapter 11, “Resolving Resource Assignment
Problems.”
• Identify costs that are over budget and find ways to lower the costs, as described
in Chapter 12, “Reviewing the Project Plan.”
• If the time constraint for the overall project is not met by the schedule, you must
find ways to revise the schedule to meet the requirements of the project goal.
Auditing and refining the schedule are covered in Chapter 12.
5. Distribute the project schedule for review by the managers who must approve the plan
and by project supervisors and workers who must agree to do the work. Printing the
project schedule and assignments is covered in Chapter 13, “Printing Views and
Reports.”
If you install Microsoft Project 2003 Server along with Microsoft Project Standard or
Professional, the project stakeholders can view the project details by logging on to
Project Server with an Internet browser. See Chapter 24, “Introduction to Project
Server,” for details about using Project Server for collaboration.
➔ If you want to publish the schedule on an Internet or intranet Web site, see the chapter “Publishing
Projects on the Web” that is available on the CD accompanying this book.
6. Revise the plan, if necessary, to accommodate suggestions or changes that are submitted
in the review (see Chapter 12).
7. Publish the final schedule for final approval by all parties, and secure from each party a
firm commitment to the plan.

Managing the Project

In the management phase, you monitor progress on the project, record actual work done on
the project, and calculate a new schedule when actual dates fail to match the planned dates.
These topics are covered in Chapter 14, “Tracking Work on a Project,” and Chapter 15,
“Analyzing Progress and Revising the Schedule.” In this phase you do the following:
1. Make a baseline (original) copy of the final schedule plan to use later for comparing
actual start and finish dates with the planned dates.
2. Track actual start dates, finish dates, percentage of work completed, and costs incurred,
and enter these details into Project. Project incorporates these changes in the schedule
and calculates a revised schedule with revised cost figures.
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24 Chapter 1 The Power of Microsoft Project 2003

3. Review the recalculated schedule for problems and, if possible, take corrective mea-
sures. Notify all participants about changes in the schedule that concern them.

1 4. After the project is completed, prepare final reports as documentation to show the
actual work and costs and to compare those with the baseline copy of the plan you
saved earlier.

Tracking progress moves the project manager into the Controlling phase of the iterative process model of pro-
ject management, whose components are Initiating, Planning, Executing, Controlling, and Closing. It ensures
that the project objectives are being met, via monitoring and measuring progress by comparing actual progress
against the baseline and taking corrective action, if necessary.

Project Management Scheduling Techniques

The methods used by project management software to schedule dates and times for tasks
(and the resources assigned to them) are ingenious. You will need to understand the general
concepts if you are to use Microsoft Project effectively. However, you don’t need to master
the details of how calculations are made. Although the applications of these methods are
reviewed as needed in upcoming chapters, gaining an overview can be useful before you get
into the details of planning and coordinating a project.

You Must Provide the Raw Data

You must provide accurate task information in order for Microsoft Project to calculate a
schedule for a project. This usually requires a lot of guesswork, but without it, Project won’t
be as helpful to you. The less time you take in putting together reasonable task information,
the less likely the computer projections will be reasonable. Start entering the data by follow-
ing these steps:
■ Enter a list of all the tasks that must be scheduled in order to complete the project. You
must include either the duration of each task (how long it should take to do the work)
or the total hours of work that the task requires. When this is combined with the
resources you assign to the task, Project can calculate the work (if you estimate dura-
tion) or the duration (if you estimate the work).
■ Include as milestones any major turning points in the project, such as the end of a
major phase or a point where new decision making is called for.
■ You must include any sequencing requirements (that is, dependencies) that will govern
when the task can be scheduled. A sequencing requirement is a requirement that the
scheduled date for a task has to be tied to the scheduled date for some other task. When
you build a house, for example, you schedule the carpenters to start erecting the walls
after the foundation has been finished. You link the date for starting the walls to the
date when the foundation is scheduled to be finished.
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Project Management Scheduling Techniques 25

■ If a task must start or finish by a specific date, enter this requirement as a constraint on
the scheduling of the task. For example, you might stipulate that a certain task can’t start
until the third fiscal quarter, due to cash-flow problems. Or, you might have a contract
that requires that a task be finished by a specific date. When calculating a schedule of
1
dates for tasks, Microsoft Project normally schedules each task to begin as soon as possi-
ble, considering the task’s position in the sequence of tasks. However, Project takes note
of your constraints and warns you if the schedule doesn’t allow constraints to be met.

The Calendar Used for Scheduling

Microsoft Project uses its internal standard calendar to calculate a schedule for the tasks you
enter. The default standard calendar has no holidays and assumes that work can be sched-
uled eight hours a day, from 8:00 a.m. to 5:00 p.m., Monday through Friday, with one hour
for lunch. You must customize the standard calendar to make it represent the workdays and
shifts of your organization. This standard calendar is used to schedule all tasks that do not
have resources assigned to them.

How Project Calculates the Schedule

Project starts calculating a schedule when you enter the first task. With each added detail,
the schedule is updated. The primary method used in project management software for
scheduling is called the Critical Path Method (CPM). CPM calculates the overall duration
of a project by chaining tasks together in their required sequences and then summing up the
combined duration of all tasks in the chain.
Figure 1.2 illustrates a simple project that contains six tasks and a Project Finish milestone
task. Tasks A, B, and C must be performed in sequence; Tasks X, Y, and Z must also be per-
formed in sequence. Both sequences can occur at the same time; however, both sequences
must finish in order for the project to be complete.
If parallel task sequences are in progress at the same time, the overall duration of the project
is the duration of the longest of these task sequences. In Figure 1.2, the sequence A-B-C
takes 11 days, and the sequence X-Y-Z takes 9 days. Therefore, it takes 11 days to complete
the project because this is the duration of the longest sequence.
You cannot complete the project on schedule unless the tasks on the longest sequence are
finished on schedule. These tasks, known as critical tasks, are vital to keeping the overall pro-
ject on schedule. A sequence of critical tasks is called a critical path. All tasks on the critical
path must be finished on time as scheduled, or the finish date for the project will slip.
In Figure 1.2, Tasks A, B, and C are critical tasks, and the sequence A-B-C is the critical
path. Tasks X, Y, and Z are not critical to finishing the project on time. You could delay the
completion of any one of these tasks for up to two days without causing a delay of the over-
all project. The X, Y, and Z noncritical tasks are therefore said to have slack.
Critical tasks do not have slack. These tasks cannot be delayed if the project is to finish on
schedule. So, having zero slack is one way to identify or define a critical task.
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26 Chapter 1 The Power of Microsoft Project 2003

Critical tasks

Figure 1.2
1 The longest sequence
of tasks (the critical
path) determines the
finish date for the
project.

Noncritical tasks

Why Should You Care About the Critical Path?

Identifying the critical tasks is an important time saver in managing a project. Suppose you need to shorten the
duration of the overall project (sometimes called crashing the schedule), and you’re looking at the list of tasks
to find some that you can finish more quickly than planned. (For example, you might add more resources to a
task to finish its work sooner, or you might reduce the scope of a task or the quality of the work so that it takes
less time to complete.) You don’t have to look at each and every task in the project to find potential time sav-
ings; you can safely limit your analysis to ways to shorten the critical tasks and not worry about shortening the
noncritical tasks. That’s because reducing the duration of noncritical tasks would have no effect on the finish
date. This knowledge can save you a great deal of time in trying to find ways to shorten a project’s schedule.

How Resource Assignments Affect the Schedule

When you assign resources to tasks, the calculated schedule can change dramatically. Every
resource has its own scheduling calendar, which shows when the resource is not available
(such as maintenance downtime or vacations) or when the resource is available in addition to
the standard nonworking times for the organization. The project’s base calendar is used to
calculate schedules for tasks that have no resources assigned to them. When a resource is
assigned, the task schedule changes to reflect the availability of the resource.
Changing the number of resources assigned to a task also affects its schedule. Some tasks
have a fixed duration: No matter how many workers or resources you assign to the task,
the duration remains unchanged. If you scheduled a task to deliver a small package to a
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Troubleshooting 27

customer in an outlying suburb, for example, you would assign a driver and a truck. You
probably couldn’t shorten the duration of the task by placing two drivers in the truck. In
that case, the task would have a fixed duration. If, however, the task were to deliver a truck-
load of packages, a second driver could reduce the time it takes to load and unload the pack-
ages and thus reduce the duration of the task. If changing the number of resources assigned
to a task leads to a change in the duration of the task, the task’s duration is said to be resource
driven (also called effort driven). The schedule for the task is driven or determined by the
number of resources assigned to the task.
Microsoft Project assumes that tasks are effort driven—that is, that they are not fixed-dura-
tion tasks. If a task has a fixed duration, you must define the task explicitly as fixed duration
because Project assumes that you can shorten the duration of a task if you increase the
resources assigned to do the work.

Troubleshooting
Providing Access to Related Documents
I have a lot of documents about the overall project, specifications for individual tasks, contracts for
resources, and so forth. How can I link those documents to the tasks, resources, or assignments they
refer to?
As you’ll see in Chapter 5 and Chapter 10, you can provide links to other documents in the
notes for individual tasks, resources, or assignments. If you have Project Server installed,
you can also place documents in the SharePoint Document Library and provide links to the
project there.

Determining the Level of Detail to Include in the Task List

I’ve been told that my project needs more detail. Are there any guidelines about how finely you should
subdivide the work into distinct tasks?
You will want individual tasks to be long enough to manage easily. A good general rule of
thumb is to subdivide the work into tasks that are at least a day long and no more than two
weeks long. If you have weekly status meetings for the project, you might want to create
tasks that are no more than a week long. That makes it much easier to keep track of
progress and to know very early when things are falling behind.
These are general guidelines. If a project is extremely time critical—for instance, a project
which involves upgrading equipment that would necessarily disrupt other operations—you
might want to subdivide the work into tasks that are as short as an hour.
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CHAPTER
2
Learning the Basics of Microsoft
Project

In this chapter
Starting and Exiting Microsoft Project 30
Exploring the Microsoft Project Window 32
Using Learning Aids 39
Introducing the Gantt Chart View 43
Changing Views 47
Scrolling and Selecting Data Fields 48
Troubleshooting 52
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30 Chapter 2 Learning the Basics of Microsoft Project

Starting and Exiting Microsoft Project

When Microsoft Project is installed, the Setup program places the executable on the Start
menu. So, to start Project choose Start, All Programs, Microsoft Office, Microsoft Office
Project 2003.
When Project starts, a new project document file named Project1 opens. The default fea-
tures in this file are based on Project’s template for new files, the GLOBAL.MPT. If you plan to
use this blank file to start a project, then you can enter pertinent data like the start date at
2 this time.
Project displays the Task pane (see Figure 2.1), which lets you choose the file you will work
with. The Task pane also appears any time you select File, New to create a new document.

Task pane menu

Figure 2.1 Close button

The Task pane pre-
sents all the options
for selecting a file to
work with.
Microsoft Office Online

Recently used files

The Task pane gives you options for starting a new file or for opening an existing file to
work with:
■ Click the Close button to close the Task pane if you want to use the blank document
that has just been started.
■ If you want to resume working on a recently used file, look for its name in the list
under Open. If you find the name, simply click it. If the name is not there, click More
to display the Open dialog box, where you can browse for the file.
■ If you want to start working on a new project, you can use the Create a New Project
option. There are three ways to create your new project (see Figure 2.2).
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Starting and Exiting Microsoft Project 31

Figure 2.2
The Task pane pre-
sents all the options
for creating a new
project.

• You can use the Blank Project option when you have been working on other files
and want to start a new project file. When you start Project, you already have a
blank document to work with.
• If you want to make a copy of an existing project to use for a new project, you can
use the From Existing Project option. Browse for the file on which you want to
base the copy. Select the file you want to copy and click the Create New button.
The file initially has the same name as the original, but when you attempt to save
the new file, Project displays the Save As dialog box, where you need to provide a
unique name so that you don’t overwrite the original version of the file, behaving
like it was a template.
• If you want to base a new file on a template other than the Global template,
check the list of options under the Templates section, which lets you browse for
the template on Office Online, on your computer, or on your own Web sites.
Choose Office Online to select a template from the Microsoft Office Online
Templates. You can also search Office Online directly from Project by using the
Search invite. Choose On My Computer to open the Templates dialog box, where
you find the templates that Project provides and the templates you previously
saved. Choose On My Websites if you have identified favorite network places in
Microsoft Explorer.

N OTE
The typical installation of Project doesn’t install any templates. You might need the
Project CD if you want to install those templates later.
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32 Chapter 2 Learning the Basics of Microsoft Project

TIP
If you need to search for a file based on text contained within it, select File, Open, click
the Tools button, and choose Search. By default, the Basic Search pane appears, but you
can click the Advanced Search tab.
In the Basic Search tab, you can type the text you want to find in the Search Text box.
You must also select a location for the search in the Search In box. You can specify the
file types to accept in the Results Should Be box.
In the Advanced Search tab, you can select the file property you are looking for in the
Property box. To search for text, choose Text or Property. The file properties are Windows
2 file properties such as size and date modified and Outlook item properties. Microsoft
Project file properties such as Manager, project Title, and custom properties are included
in the list of properties to be searched.

Exploring the Microsoft Project Window

After you select a file to work on, you see the Microsoft Project title bar at the top of the
screen, along with the menu bar, toolbars, and the Entry bar. In the center of the screen are
the View bar, the Project Guide sidepane, and the view area itself—where Project displays a
view of the project data. Figure 2.3 shows a project displayed in the Gantt Chart view.

Gantt Chart table

Project Guide sidepane Entry bar Gantt Chart timescale

Figure 2.3
The Gantt Chart view
is the most commonly
used view in
Microsoft Project.

Gantt Chart

The Gantt Chart view, Project’s default view, is divided into two parts: a table on the left
that shows a list of task names and a timescale on the right where taskbars show the begin-
ning and end of each task.
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Exploring the Microsoft Project Window 33

Some views include graphic representations of project data. For example, Figure 2.4 shows
the Network Diagram view. This is the same project data shown in Figure 2.3, but this view
illustrates the sequencing of tasks in the project, similarly to a flow chart.

Arrows show sequence of execution Task boxes (nodes)

Figure 2.4
The Network Diagram
view is a graphic view
that shows the
sequencing of tasks 2
in a project.

Other views are like spreadsheets or database tables, where the data is arranged in columns
and rows. An example of a spreadsheet-like view is the Resource Sheet view, which displays
information about the resources in a project (see Figure 2.5).

Figure 2.5
The Resource Sheet
view lists the people,
equipment, materials,
supplies, and facilities
that constitute the
resources for the
project.

Some views are forms that show more details about one task or resource than you can see in
a table like the one in Figure 2.1. The Task Form view in Figure 2.6 shows details for the
Test Prototype task, including a list of all the resources assigned to the task and the prede-
cessor tasks that must be finished before the task can begin.
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34 Chapter 2 Learning the Basics of Microsoft Project

Task name Assigned resources Predecessor task

Figure 2.6
Among other things,
the Task Form view
identifies the
resources that will be
assigned to a task and
the other tasks that
must finish before this
one can start.
2

Still other views are combinations of these basic types. The Task Entry view shows the
Gantt Chart view in the top half of the screen and the Task Form view in the bottom half
(see Figure 2.7). We’ll examine this combination in greater detail later in this chapter.

Gantt Chart view

Figure 2.7
The Task Entry
combination view
contains the Gantt
Chart view in the top
pane and the Task
Form view in the
bottom pane.

Task Form view

Each of these views draws on the same set of data but presents it differently. Learning to
make effective use of the different views is a key to successfully managing projects in
Microsoft Project. Later in this chapter, you’ll learn how to display other views in Project.
➔ For detailed explanations of the most popular views, see Chapter 7, “Viewing Your Schedule,” p. 231.
For a list of all the standard views, see “Exploring the Standard Views,” p. 736.
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Exploring the Microsoft Project Window 35

The Menu Bar

The menus in Microsoft Project are very similar to the menus in the other Microsoft Office
products (Word, Excel, PowerPoint, and Access). The menu commands are defined and
described in detail in later chapters, as the functions they perform are discussed.
In Project 2003 (as in Office 2003), the menus are by default personalized—showing only
the most basic commands at first. The full (nonpersonalized) menus are displayed in the fig-
ures in this book. To display the full menus, choose Tools, Customize, Toolbars to display
the Customize dialog box (see Figure 2.8). Click the Options tab, and select the check box
labeled Always Show Full Menus. 2

Figure 2.8
You can use the
Customize dialog box
to control how Project
displays menus and Show default toolbars in full
toolbars. Show all menu commands

The Toolbars
Appearing below the menu bar are the Microsoft Project toolbars. By default, the Standard
and Formatting toolbars share one row below the menu bar, with the full Standard toolbar
and a small portion of the Formatting toolbar displayed. You use the drop-down arrow at
the end of a toolbar to see additional buttons. When you use one of the hidden buttons, the
toolbar adjusts by hiding a button you haven’t used. Thus the toolbars become “personal-
ized” to fit your use. To see the entire group of buttons on each toolbar, you must have
them on separate rows. You can manually move a toolbar by dragging its move handle, or
you can change the setting that controls this behavior in the Options tab of the Customize
dialog box (which is described in the previous section). To show the full Standard and
Formatting toolbars, select the check box labeled Show Standard and Formatting Toolbars
on Two Rows. In the figures in this book, the toolbars are displayed on separate rows.
If you are looking for a toolbar but can’t see it displayed, see “Missing Toolbars” in the
“Troubleshooting” section at the end of this chapter.

The individual buttons on the toolbar are described as you encounter them in the following
chapters. When you slide the mouse pointer over the button for a second or two, a
ScreenTip appears to explain the button’s function.
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36 Chapter 2 Learning the Basics of Microsoft Project

TIP
For more complete descriptions of the toolbar buttons, use the What’s This? Feature on
the Microsoft Project Help menu. When you choose Help, What’s This? (or simply press
Shift+F1), your mouse pointer gets a question mark attached to it. Click the toolbar but-
ton you are interested in learning more about, and a mini help screen provides you with
additional information on that button.

There are 16 toolbars provided with Microsoft Project 2003 Standard Version. The 2 tool-
2 bars displayed by default are the Standard toolbar and the Formatting toolbar. You can add
toolbars to the display (or remove them), and you can create your own custom toolbars.
➔ To alter the toolbar and menu settings, see “Customizing Toolbars, Menus, and Forms,” p. 921.
➔ To create a custom toolbar that displays only the buttons you use regularly, see “Creating New
Toolbars,” p. 934.
The quickest way to show additional toolbars (or to hide ones that are currently displayed)
is to use the shortcut menu. Position the mouse pointer over any visible toolbar and right-
click to display the shortcut menu (see Figure 2.9). Toolbars that are checked are currently
displayed. Choose a checked toolbar to hide it; choose an unchecked toolbar to display it.

Checked items are already displayed

Figure 2.9
You can use the
shortcut menu to
show or hide tool-
bars: Simply click the
toolbar name to
change its display
status.

Shortcut to the Customize dialog box

N OTE
You can display and hide toolbars by selecting either View, Toolbars or Tools, Customize,
Toolbars.
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Exploring the Microsoft Project Window 37

The Entry Bar

The Entry bar, which is on the line below the toolbars (see Figure 2.10), performs several
functions:
■ The left end of the Entry bar displays progress messages that let you know when
Microsoft Project is engaged in calculating, opening and saving files, leveling resources,
and so on.
■ The center and right portions of the Entry bar contain an entry area where data entry
and editing take place. When you are entering or editing data, Cancel and Enter but-
2
tons also appear.

Figure 2.10 Enter button Entry bar

The Entry bar is typi-
cally used to edit data
in a project.
Cancel button

You can use the entry area to type data into a field or to edit data that was previously placed
in a field. You use the entry area primarily when you change data in cells in tables, or when
you enter task data in the Network Diagram view.

N OTE
When the Entry bar is active, many features of Microsoft Project are unavailable. Most
menu commands, toolbar buttons, and shortcut keys are also unavailable. Make sure
you close the Entry bar by pressing Enter to accept the text in the Entry bar. You can also
click the green check mark (Enter button) to accept the changes. To cancel changes,
press Esc or click the red X mark (Cancel button) on the Entry bar.

The View Bar

The View bar provides quick access to the most commonly used views. For each of the
views listed in the View menu, the View bar has an icon you can click to display that view.
You can click the scroll arrow at the bottom of the View bar to see additional views (refer to
Figure 2.10). When you scroll to the bottom of the View bar list, you see the More Views
option, which takes you to a dialog box that lists all the views that are available in Microsoft
Project.
To show or hide the View bar, choose View, View Bar. Similarly to the way you can select
that views and toolbars be shown, you can select the View bar to show it and deselect it to
hide it.

N OTE
You also can use the shortcut menu to show or hide the View bar. Right-click the View
bar to display the shortcut menu and simply click in front of the name View Bar to
change its display status.
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38 Chapter 2 Learning the Basics of Microsoft Project

Whenever the View bar is not being displayed, Project still indicates which view you are in
on the active split bar (the thin vertical blue bar between the Project Guide sidepane and the
project data). There are initially 24 standard views you can work with in Project, and the
View bar helps you quickly switch between the views and keep track of which view is being
displayed. Some menu commands add special views to the list the first time they are used;
so, you may eventually have more views on your list.
In order for a view to appear on the View bar, the view has to be defined to display in the
menu (and in turn, the view is also displayed in the View bar). Chapter 23, “Customizing
2 Toolbars, Menus, and Forms,” describes how to customize the definition of views.
➔ If you want to list a view you use regularly on the View menu, see “Creating New Views,” p. 834.

The Project Guide Toolbar and Sidepane

Microsoft Project 2003 includes step-by-step guidelines for building and working with a
project file. These guidelines, which appear in the Project Guide sidepane, are divided into
four categories: Tasks, Resources, Track, and Report. You use the buttons on the Project
Guide toolbar to select the category you want to display.
➔ See “Using Learning Aids,” p. 39, for more information about Project Guide.

The Status Bar

The status bar is located at the bottom of the window. It shows the status of special keys and
displays advisory messages (refer to Figure 2.10). At the left end of the status bar is the mode
indicator. This indicator says Ready when Microsoft Project is waiting for you to begin an
operation. The mode indicator says Enter when you initially enter data, and it says Edit
when you edit a field where you have already entered data. It is also used to provide infor-
mation for the action that is currently taking place, including seeing messages when you
have a dialog box displayed, opening or saving a file, and previewing a document before
printing.
The middle of the status bar displays warning messages when you need to recalculate and
when you’ve created circular relationships while linking tasks. The far right end of the status
bar indicates the status of keys on the keyboard—the Extend (EXT), Add (ADD), Caps
Lock (CAPS), Num Lock (NUM), Scroll Lock (SCRL), and Insert (OVR) keys. When you
turn on one of these keys, the key name appears in the status bar. You can use the Office
Assistant to find more information on these keys.

ScreenTips
When you rest the mouse pointer on certain items on the screen, a ScreenTip provides addi-
tional information about that item. ScreenTips appear primarily in views that contain tables
(such as the Gantt Chart and Resource Sheet views), and in graphic views such as the
timescale side of the Gantt Chart view or the Network Diagram view. For example, when
you position the mouse pointer on the Select All button in the upper-left corner of the
Gantt Chart view (see Figure 2.11), a ScreenTip appears; it provides information about the
table and view displayed, and it indicates that you can right-click to select a different table.
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Using Learning Aids 39

This ScreenTip shows view and table currently displayed

Select All button

Figure 2.11
You can simply point
to (without clicking)
an item on the screen
to see the ScreenTip.

Although it is not an all-inclusive list, here are several other places you will notice
ScreenTips:
■ When a field in the table side of the Gantt Chart view is not completely visible, you can
point to the field to display the contents. This occurs when the column is not wide
enough to display the data—such as when a task name is particularly lengthy or when a
date or cost figure displays a series of pound symbols (#) instead of the data.
■ When you point to a taskbar or milestone diamond in the timescale side of the Gantt
Chart view, a ScreenTip appears, providing information such as start date, finish date,
and duration.
■ Pointing to the date unit tiers at the top of the Gantt Chart timescale displays the date
range associated with the segment of the tier on which the mouse pointer is resting. So
if the tier units are months and you point to the month February, the ScreenTip dis-
plays the dates for that month (including February 29, if it is a leap year).
■ If you have zoomed out in the Network Diagram view, when you point to a node, the
node is magnified so that you can read its fields.

Using Learning Aids

Microsoft Project has extensive help, both about using Microsoft Project and about manag-
ing projects effectively. There are many special features to help you learn how to use Project
and the wizards that you can call on to guide you through processes, or that pop up volun-
tarily to intercept your actions when they may potentially cause problems.
Like the rest of the Microsoft Office 2003 suite, Project offers a new approach to how help
is delivered by taking advantage of your connectivity to the Internet. This approach is called
Microsoft Office Online (refer to Figure 2.1). When searching the help contents, Project
will also search the online contents on the Microsoft Office Project Web site to find rele-
vant items, if you are already connected. The help contents will then vary over time to
include better subjects on how to solve your problem or teach you a feature with instant,
online training.
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40 Chapter 2 Learning the Basics of Microsoft Project

Microsoft Office 2003 also introduces the Customer Experience Improvement Program,
which you are free to anonymously participate in, and then automatically provide the prod-
uct team with your hardware and software configuration, as well as issues you encounter, to
ultimately make the product better by fixing common bugs and by enhancing features.
Help service options can be changed or confirmed through Help, Customer Feedback
Options. This includes the Online Contents options.

Working with Project Guide

2 Project Guide is a sequence of tasks or activities (see Figure 2.12) that guides you through
the process of creating a project plan, tracking actual work, and generating reports. You can
click the sequenced links in the Project Guide sidepane to go through the steps of managing
a project file. When you click one of the steps, the sidepane changes to display detailed
instructions and wizards to help you complete that task.

Figure 2.12 Show or Hide the Project Guide sidepane

You can use the Project Guide categories List of the category’s topics
Project Guide toolbar
to select the guided
steps that are dis-
played in the side-
pane.

Back and Forward

buttons

By default, Project Guide is enabled, but you can hide it if you prefer. To disable Project
Guide, choose Tools, Options, and choose the Interface tab. Clear the check box labeled
Display Project Guide.
When Project Guide is enabled, you might also find it convenient to use the Project Guide
toolbar. To display the toolbar, right-click over the toolbar area and click Project Guide.
Four of the buttons on this toolbar display the four Project Guide sidepanes:
■ Tasks—You can click the Tasks button to display the Tasks sidepane, which provides
sequenced activities, advice, and wizards to help you build a task list and create a
schedule.
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Using Learning Aids 41

■ Resources—You can click the Resources button to display the Resources side-
pane, which guides you through creating the resource pool, assigning resources
to tasks, and publishing a project in Project Central.
■ Track—You can click the Track button to display the options that guide you
through saving the baseline, setting up the tracking method, entering tracking
information, and reporting on progress.
■ Report—You can click the Report button to display a sidepane that gives you vari-
ous options for reporting on the project and customizing the look of the reports.
2
If you want to hide the Project Guide sidepane, click the Toggle Taskbar tool on the Project
Guide toolbar. Click the button again to display the Project Guide sidepane.
You can use the drop-down lists to see a list of all the category’s topics included in the
Project Guide steps and select one to jump to immediately.

N OTE
You can display the Project Guide toolbar even when you have Project Guide disabled. In
that case, the buttons simply don’t function.

➔ You can write your own Project Guide pages to be displayed in the sidepane. See the bonus chapter,
“Using Visual Basic with Project 2003,” on the CD that came with this book.

Using SmartTags
Several procedures in Microsoft Project consistently cause problems for novice users.
Project 2003 displays a SmartTag (see Figure 2.13) to alert the user about the possible prob-
lem and to offer a choice of actions that Project can take. SmartTags appear for the follow-
ing actions:

SmartTag icon
Cell marker flagging affected cell

Figure 2.13
SmartTags intercept
commonly trouble-
some actions and
offer choices for how
Project should
proceed.

Action choices
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42 Chapter 2 Learning the Basics of Microsoft Project

■ Pressing the Delete key clears the cell that is selected. If the selected cell is the Name
field, a SmartTag appears to offer the option to delete the entire record.
However, if you select the entire row (by clicking the ID number or pressing
Shift+spacebar), the Delete key deletes the row. The only key combination that deletes
a row when you have just a cell selected is the Ctrl key plus the minus sign on the num-
ber keypad.
■ When you edit the start or finish date for a task, a SmartTag alerts you that this action
sets a constraint on the task and offers guidance about avoiding the constraint.
2 ■ When you add to or subtract from the number of resource names assigned to a task, a
SmartTag offers to let you choose whether you want Project to change duration, work,
or units for the other resources.
■ When you change the duration, units, or work for an assignment, a SmartTag lets you
choose how Project should calculate the change in the assignment.

Immediately after you take one of these actions, Project executes a default response but then
displays the SmartTag to let you choose a different action if you prefer. It also displays a
small green triangle in the upper-left corner of the cell to flag where the change was
recorded and displays the SmartTag icon to the left of that cell. You can click the SmartTag
to see the action choices.

N OTE
SmartTags remain displayed only as long as the action is reversible. Because Project has
only a one-step Undo capacity, the SmartTag disappears as soon as another action has
begun.

You can disable any of the four SmartTag responses by choosing Tools, Options and click-
ing the Interface tab. Then, you clear the check box next to the SmartTag that you don’t
want generated.

Working with the Planning Wizard

The Planning Wizard is a feature that continuously monitors your use of Microsoft Project
and displays alerts that range in urgency from simple tips for easier ways to do things to
warnings telling you that you might create a problem if you proceed. For example, the mes-
sage in Figure 2.14 appears when the Planning Wizard detects that a task is being moved to
a nonworking day; it suggests appropriate ways to complete the procedure.

N OTE
If the Office Assistant is active, the suggestions and warnings offered by the Planning
Wizard are displayed through the Office Assistant. If the Office Assistant is not active, the
Planning Wizard uses its own standard dialog boxes, such as the one shown in Figure
2.14, to display messages.
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Introducing the Gantt Chart View 43

Figure 2.14
The Planning Wizard
monitors your work
and offers sugges-
tions to improve your
use of Microsoft
Project.

The Planning Wizard is enabled by default and its alerts are controlled on the General tab of
the Options dialog box. There are three categories of alerts: general usage problems, schedul-
ing problems, and errors. To disable alerts from any of the categories, choose Tools, Options,
select the General tab, and clear the check box next to the category you want to disable.
Many Planning Wizard dialog boxes also include a disabling check box labeled Don’t Tell Me
About This Again. If you have disabled a Planning Wizard alert, the Planning Wizard group it
belongs to displays a gray mark in its check box on the General tab of the Options dialog box.
If you want to turn the alert back on, choose Tools, Options, and select the General tab. Then
click the check box once to clear the gray mark or click twice to enable the group of alerts.

Introducing the Gantt Chart View

The default view for a new project is the Gantt Chart view (shown in Figure 2.15). This is
the most often used view for listing project tasks.

ScreenTip for Notes indicator Nonworking time

Figure 2.15
The Gantt Chart view
is the most often used
view in Microsoft
Project because it
shows both the out-
lined structure of the
task list and the
timescale for tasks.

Split box
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44 Chapter 2 Learning the Basics of Microsoft Project

The Gantt Chart view is a graphical view that contains a table on the left side and a bar chart
(known as the timescale) on the right side. The table displays the task list, which includes, by
default, the name and duration of each task. The table also contains additional columns that are
hidden behind the bar chart. You can scroll the additional fields into view with the arrow keys
or by using the horizontal scrollbar beneath the table. A task list can be created in an outline
format to show the major phases of a project, with subordinate details indented to the right.
The default Gantt Chart table (the Entry table) displays an interactive Indicators column.
The indicator symbols provide you with additional information about each task. When you
2 use the mouse to point to the indicator, a ScreenTip appears, explaining the indicator. For
example, if you have attached a note to a task, when you point to the symbol, the note
appears. There are symbols for notes, and there are also symbols that show when a task has a
constraint date, when a task is 100% complete, and when one project is inserted into another.

Notes can be an effective way to communicate project rationale, including a scope statement, statement of
work (SOW), constraints, limitations, and assumptions regarding the project or the scheduling of tasks within it.
Many project managers include this information in the notes field of the start milestone, so that they can effec-
tively communicate this information right from the start.

The timescale on the right side of the Gantt Chart view displays the start and finish dates
for tasks as a bar chart. A horizontal bar begins at each task start date and ends at that task’s
finish date. The current date is displayed on the timescale as a vertical dashed line. The ver-
tical stripes of shading represent nonworking time. For example, if the unit of time is a day,
the shading represents nonworking days. The taskbar is normally solid from the start to the
end of the task, thus possibly stretching over days that are nonworking time.

TIP
If you want taskbars to show only working time, choose Format, Timescale from the
menu and click the Nonworking Time tab. Change the Draw option from Behind
Taskbars to In Front of Taskbars and click OK. This displays the nonworking-time shading
in front of the taskbar so that the solid parts of the bar reflect only actual working time.

The longer the taskbar connecting the start and finish dates, the longer it takes to complete the
task. By comparing the taskbars for tasks, you can quickly see which tasks start or finish first
and which take longer to complete. Text displayed next to each bar shows the resources
assigned to the task. Lines with arrows connect tasks to show the sequence links between them.
The bars vary in shape and color, depending on the type of task. The bars representing the
project’s phases (known as summary tasks) are displayed as thick black bars with triangular
points on either end of each bar. The bars representing the detail tasks (known as normal
tasks) are typically displayed as light blue rectangular bars. The names of the resources
assigned to the task are displayed at the ends of these bars. If a task has been started, it has
an interior progress bar, indicating how much of that task is complete. The Prototype Design
task shows a progress bar across the entire taskbar and a check mark indicator, both of
which indicate that the task is 100% complete. Finally, milestones in a project are commonly
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Introducing the Gantt Chart View 45

represented by black diamonds. Each milestone bar displays the date of the milestone. In
Figure 2.15, the Begin Project and Prototype Completed tasks are milestones.
You use the horizontal scrollbar below the bar chart to scroll through the timescale. The
vertical scrollbar at the right of the Gantt Chart view enables you to scroll up and down the
task list without affecting the selected task.

N OTE
If you drag the horizontal scroll button on the timescale, an information box identifies the
date to which you are scrolling. If you drag the vertical scroll button, an information box 2
tells you the task that will appear on the top visible row when you release the button.

You can split the Gantt Chart view into a combination view by choosing Window, Split (or
by double-clicking the split box; refer to Figure 2.15). This places a form in the bottom
pane (see Figure 2.16). If the view in the top pane is a task view, such as the Gantt Chart
view, the Task Form view is displayed in the bottom pane. If the view in the top pane is a
resource view, the Resource Form view appears in the bottom pane. The particular combi-
nation of the Gantt Chart view over the Task Form view is called the Task Entry view, and
it is useful for working with resource assignments or reviewing the linking relationships
between tasks.

TIP
Many long-term users of Project prefer to use the Task Entry view instead of the Gantt
Chart view. You can make it the default view by choosing Tools, Options, and selecting
Task Entry in the Default View box on the View tab.

Active split bar Vertical divider bar

Selected task

Figure 2.16
The bottom pane
(the Task Form view)
shows additional
detail about the task
that is selected in the
top pane.

Resources assigned to the selected task

Predecessors for the selected task
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46 Chapter 2 Learning the Basics of Microsoft Project

The bottom pane of a combination view always displays details about the row you select in
the top view pane. For instance, the rows in the top pane of the Task Entry view are tasks.
Your selection of a cell in the top pane determines the task whose details are displayed in the
bottom pane. If the view in the top pane displays resources, the bottom view shows details
for the resource that is selected in the top view.

N OTE
You can use the F6 key to switch between panes in a combination view, or you can click
the mouse pointer anywhere in the pane you want to activate.
2

The Active Split Bar

The active split bar is a thin vertical bar just to the left of view. When you are using a com-
bination view, each pane has its own active split bar, but the colors are different for each
one. The color for the active pane is the same color as the window title bar (which is nor-
mally blue, unless you’ve changed the default Windows colors). When the pane is inactive,
the active split bar displays the same color as an inactive window title bar (which is normally
gray).

TIP
It’s important to distinguish which pane is active in a split window. Many of the menu
commands and tools on the toolbar are not active or available to be used if the bottom
pane is active.

When the View bar is not displayed, Project uses the active split bar to display the name of
the view that is in that pane (see Figure 2.17).

Inactive split bar with view name

Figure 2.17
The active split bar
displays the name of
the view you are in
when the View bar is
hidden.

Active split bar with view name

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Changing Views 47

The Split Bar and the Split Box

With combination views, a split bar separates the top and bottom panes. You can use the
mouse to drag the split bar up or down, to change how much of each pane appears. To move
the split bar, position the tip of the mouse pointer over the split bar until the pointer
changes into the shape illustrated in Figure 2.17. Drag the split bar with the mouse to its
new position.

TIP
You also can use Shift+F6 to move the split bar with the keyboard, and then you can use 2
the arrow keys or the mouse to resize the panes. You must press Enter or click the left
mouse button to finish moving the split bar after you use Shift+F6.

If you double-click the split bar, a combination view becomes a single-pane view that dis-
plays only what was formerly in the top pane.

TIP
If there is a form in the bottom pane, you can use a shortcut menu to remove the bot-
tom pane. Right-click in the bottom pane and choose Hide Form View.
Right-clicking the timescale (in a single pane or the upper pane of a split screen view)
also activates a shortcut menu. You can choose Split or Remove Split as desired.

The Divider Bar

Some panes have a vertical divider bar. The Gantt Chart view, for example, has a vertical
divider bar between the table area and the timescale. You can relocate the vertical divider
bar just as you do the horizontal split bar, by dragging with the mouse or by using Shift+F6
and the left and right arrow keys. This action enables you to display more of the table or
the timescale area.

Changing Views
You can use many views to display project data. To display other views, you can use the
View bar or the View menu, which displays the same list of views. Using the View bar, as
described earlier in this chapter, is the quickest way to switch between the most commonly
used views. The View bar lists the task views first (in alphabetical order), followed by
resource views (also in alphabetical order). If the view you are seeking is not on the View
bar, you can scroll to the bottom of the list and choose More Views to display the More
Views dialog box. You can also access the project views through the View menu. The View
menu lists the most frequently used views—the same set of views that’s displayed on the
View bar. If you choose View, More Views, the More Views dialog box appears, showing the
entire list of views that are available in Microsoft Project. Figure 2.18 shows the More
Views dialog box. After you select the view you want, you click the Apply button to display
the view.
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48 Chapter 2 Learning the Basics of Microsoft Project

Figure 2.18
You can use the More
Views dialog box to
select from all the
available views in
Microsoft Project.

Most views listed in the menu display single-pane views that you can choose to place in the
top pane or the bottom pane. When you choose a view from the menu, the view appears in
the pane that was active when you accessed the menu. However, when you choose a combi-
nation view, such as the Task Entry view, the views in both panes are replaced.
If your current view is a combination view and you want to change the display in the top
pane to the Task Sheet view, follow these steps:
1. Activate the top pane by clicking anywhere in the top pane.
2. Choose View, More Views.
3. Scroll through the list of views and choose Task Sheet.
4. Click the Apply button.

If your current view is a combination view and you want to replace it with a full-screen dis-
play of one of the views listed in the View menu, you can press the Shift key as you click the
new view in the View bar. The view you select becomes a full-screen view. If you prefer to
use the View menu to select a view, you can press the Shift key as you select the View menu
and then select the new view.
For example, suppose that you’re viewing the Task Entry view (with the Gantt Chart view in
the top pane and the Task Form view in the bottom pane) and you want to view the
Network Diagram view as a full-screen view. Hold down the Shift key as you click Network
Diagram on the View bar (or use Shift as you choose the View menu and then select
Network Diagram).
Similarly, if your current view is a full-screen view, and you want to split the screen and add
another view from the menu in the bottom pane, you simply use Shift as you select the new
view. Project splits the window and adds the new view in the bottom pane.

Scrolling and Selecting Data Fields

Unless a project is very small, you probably can’t see more than a small portion of all the
data onscreen at any one time. There are several ways to scroll through the data fields in a
project.
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Scrolling and Selecting Data Files 49

Scrolling through the data fields differs from moving through the data fields. Scrolling
changes the screen display to show new data fields without changing the field selected for
data entry or editing. Moving changes the selected data field. Scrollbars are provided on all
views except the forms. Forms typically fill the screen, and there isn’t a need to scroll. With
forms you use buttons to view the next screen’s data.
The most widely used scrolling and moving methods are described in the following sections.
More specific methods are presented in the chapters that introduce the different views.

Using the Scrollbars 2

You use the vertical scrollbar on the right side of a view to scroll through the rows of tasks
or resources displayed in the view. If you drag the scroll box, you see a small information
box next to the top of the scrollbar that identifies the task or resource that will be at the top
of the screen when you release the mouse button. You can drag the scroll box all the way to
bottom of the scrollbar to see the last row in the view.
When a view displays data in a table (as rows and columns), you can use a horizontal scroll-
bar along the bottom of the view to scroll through the columns of data. When a view dis-
plays data in a timescale, you can use the horizontal scrollbar beneath the timescale to scroll
to different dates. If you drag the scroll box, you see a small box next to the scrollbar that
shows the date that will appear at the left of the timescale when you release the mouse but-
ton. You can drag the scroll box all the way to the left to go to the beginning date for the
project, and you can drag it all the way to the right to go to the ending date for the project.

Scrolling the Timescale with the Keyboard

You can change the date that is displayed on the timescale by using the Alt key and the cur-
sor movement keys on the keyboard. These key combinations and their functions are
described in Table 2.1.

Table 2.1 Keyboard Shortcuts for Navigating the Timescale

Key Combination Result
Alt+Home Beginning of project
Alt+End End of project
Alt+left-arrow key Left one unit of time
Alt+right-arrow key Right one unit of timescale
Alt+Page Up Left one screen
Alt+Page Down Right one screen
Ctrl+Shift+F5 Beginning of selected taskbar
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50 Chapter 2 Learning the Basics of Microsoft Project

Locating a Taskbar on the Timescale

In large projects, it is often time-consuming to scroll the timescale to hunt for the taskbar
that corresponds to a particular task. To quickly find the taskbar for a specific task, select the
task name in the table on the left of the Gantt Chart view and click the Go to Selected Task
button on the Standard toolbar. The timescale scrolls to the beginning date for the selected
task.

Finding Tasks or Resources by Name

2 If you’re looking for a task by name, choose Edit, Find (or press Ctrl+F) to display the Find
dialog box. The Find dialog box is by default set up to search for names (task names or
resource names, depending on the view you are using) that contain the keyword you supply.
In the Find What box, enter a keyword or string of characters that is part of the task name
(see Figure 2.19). This search is not case sensitive; you don’t need to be concerned about
uppercase letters.

Figure 2.19
You can use the Find
dialog box to search
for tasks or resources
by name.

You can click the Find Next button to initiate the search down the task list for the next task
name that contains the values you entered. By default, the search always starts with the cur-
rently selected task (not with Task 1) and searches down the list of tasks. You can change the
Search option to Up to search up the task list.
If a task is found that matches your search criteria but is not the task you were looking for,
you can click the Find Next button again to locate the next match.
If you close the Find dialog box and then want to search for the next occurrence of keyword
or characters, you can press Shift+F4 to continue the search in the same direction.
If you want to search other fields or other tests for finding values, see “Using the Find Command
Options” in the “Troubleshooting” section at the end of this chapter.

Selecting Data Fields in Tables

You must select a data field if you want to enter data; edit the existing data in the field; or
copy, move, or delete the data in the field. You can select data fields in any view or dialog
box by clicking the mouse on a field. In tables, you can also use the arrow keys to move the
selection.
You can use the keyboard to move through the project data and select new data fields. The
keys in Table 2.2 function in the same way in all views that contain tables.
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Scrolling and Selecting Data Files 51

Table 2.2 Keyboard Methods for Moving to Different Fields/Rows

Key or Key Combination Result
Up-arrow key Up one row
Down-arrow key Down one row
Left-arrow key Left one field
Right-arrow key Right one field
Home Left end of a row
2
End Right end of a row
Page Up Up one screen
Page Down Down one screen
Ctrl+Page Up Left one screen
Ctrl+Page Down Right one screen
Ctrl+Home First field in first row

Ctrl+End Last field in last row

When you’re in a table view, you can extend the selection to include multiple data fields by
dragging the mouse pointer through all fields you want to select. You can also hold down
the Shift key as you use the arrow keys to extend the selection. Pressing the Extend key (F8)
allows you to extend the selection without holding down the Shift key. When you press F8,
EXT appears in the status bar. You can use the arrow keys to extend the selected data fields.
Then you can carry out the action you want to apply to all the selected data fields.
If you want to add fields that are not adjacent to the current selection, you can use the Ctrl
key as you select the additional fields with the mouse. You can also use the Add key (or press
Shift+F8) to extend the selection. Pressing the Add key keeps the current selection from
going away while you move to the next fields. For example, after selecting the first group of
fields, press the Add key. Then move to the next field you want to add. The status bar dis-
plays ADD in place of EXT. Then press the Extend key again and extend the selection, use
the Shift key with arrow keys to extend the selection, or drag with the mouse to extend the
selection.

Scrolling and Selecting Fields in Forms

Form views display details about one task or resource at a time. You can move through the
project’s tasks or resources with the Previous and Next buttons that appear in most forms.
You can use the Tab and Shift+Tab keys in forms and dialog boxes to move to and select
successive fields. The text next to each field in a form has an underlined character (that is, a
hotkey). Hold the Alt key and press the underlined letter to move the selection directly to
that field. You cannot extend the selection in forms.
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52 Chapter 2 Learning the Basics of Microsoft Project

Troubleshooting
Missing Toolbars
I seem to be missing a toolbar; only one is displayed on the screen. How can I see which one is dis-
played and add the one I’m missing?
The simplest way is to right-click on the toolbar or menu bar. A shortcut menu appears, list-
ing all the toolbars. Each one that is currently displayed has a check mark beside it. The two
toolbars that are displayed normally are the Standard and Formatting toolbars. If one of
these does not have a check mark beside it, simply click on the toolbar name, and the tool-
bar will appear. If both of these have check marks by their names, then they are sharing one
row on the screen. To have each one appear on its own row, click Customize on the shortcut
menu. Select the Options tab in the Customize dialog box and remove the check by the
option Standard and Formatting Toolbars Share One Row.

Using the Find Command Options

The Find command is set up to search for names, but how can I use it for more complicated searches?
Several options are available in the Find dialog box for conducting much more sophisticated
searches:
■ Find What—Although the most common use of the Find command is to search for a
specific value, you can also use wildcards in the search string. The asterisk (*) stands for
any number of unspecified characters, and the question mark (?) stands for a single
unspecified character. For example, the search string *code 4??3* would select any
record with a text entry that contains the characters code 4, followed by two characters
that can be anything, followed by the character 3. The beginning and ending asterisks
indicate that the word code may not be the first word in the field and the number 3 may
not be the last.
To use wildcards in a Find operation, you must choose either the equals or does not equal
test (see below), and beginning and ending asterisks are necessary, unless your search
string is intended to specify the starting and ending text in the field.
If you want to search for the asterisk or question mark character itself, precede the
character with a caret (^). Thus, you could use the search string *^?* if you want to
search the Notes field for questions that have been entered in a note.
■ Look in Field—By default, Project searches the Name field (the task name in a task
view, the resource name in a resource view). But in the Look in Field box, you can
change the field that is to be searched.
■ Search—By default, Project searches down the list of tasks or resources. You can
change the direction to Up in the Search box.
■ Match Case—When you want the search to be case sensitive, check the Match Case
option.
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Troubleshooting 53

■ Test—The Test setting tells Project the conditions under which it can accept a match
with your entry in the Find What box. By default the condition is contains, which means
the field contains your search text somewhere within it. Other tests are as follows:
• The default test contains (and its opposite does not contain) are only for fields that
contain text (which includes the Duration field because of the time units that are
attached to the duration number).
• The equals and does not equal tests can be used in almost all fields, whether the
data type is text, numbers, or dates. Project requires an exact match for the equals
test; anything else qualifies for the does not equal test.
• The relative-comparison tests (is greater than, is greater than or equal to, is less than,
and is less than or equal to) are primarily for numbers and dates, but you can also
use them for duration fields. For example, to find tasks that have duration greater
than one week, you would enter 1 week in the Find What box, and is greater
than or equal to in the Test box.

• The value range tests (is within, is not within) look for numbers, dates, and dura-
tion values that fall within a range that you enter into the Find What box. You
enter the smallest and largest values for the range, separated by a comma. For
instance, to find all start dates that fall on or between Christmas Day, 2003, and
New Year’s Day, 2004, you would enter 12/25/03,1/1/04.
• The test contains exactly is designed for fields that allow comma-separated entries.
For example, the Predecessors and Resource Names task fields use comma-
separated lists of predecessors and resource assignments. This test selects a task if
one of the items in the comma-separated list matches the search text exactly.
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CHAPTER
3
Setting Up a Project Document

In this chapter
Supplying Information for a New Project 56
Selecting the Environment Options 65
Defining a Calendar of Working Time 76
Troubleshooting 93
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56 Chapter 3 Setting Up a Project Document

Supplying Information for a New Project

Setting up a new Project document correctly from the beginning will help make your use of
Microsoft Project 2003 much easier. Before you enter the first task in a new project, it’s a
good idea to examine several settings and make any required changes to them. Although
there are no defined rules for doing this, by following the steps outlined in this chapter, you
will be able to create a more accurately calculated schedule.
You generally use most of the default settings in Microsoft Project 2003 to schedule tasks.
Microsoft Project 2003 also allows flexibility and adaptability to accurately reflect the actual
workings of each individual project. You can change many of these settings after tasks and
resources have already been entered into the project. However, by addressing these issues up
front, you are guaranteed to create a schedule that is based on logic and calculated reason.

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3 Although you can address the preliminaries of a project in any order, the order in which
the topics are presented in this chapter is the order recommended when you begin
developing your first project.

You should understand the working conditions in a project, including the working calendar
and holidays, before attempting to set up the project. Microsoft Project 2003 calculates the
schedule for activities based on this information, so you should outline this information
before you begin using Microsoft Project 2003 to schedule tasks.
When you begin working with Microsoft Project 2003, you typically start by setting up the
environmental working options. Next, you define the working time calendar, considering
working hours and nonworking time. After you set up a calendar, you might want to print it
for review at a later time. You might also want to use the same calendar for other projects;
to do this, you need to use the Organizer, which is described later in this chapter (see the
section titled “Working with the Organizer,” or you could also use a template upon which
to base new projects.
Microsoft Project 2003 includes two wizards to assist in the process of setting up your pro-
ject: the New Project Wizard and the Calendar Wizard. Using wizards in Microsoft prod-
ucts makes the setup process easy and complete. You are strongly encouraged to take
advantage of these new wizards to expedite your setup time and allow you to focus on defin-
ing the scope of work for the project.
When you start a new project, you must consider whether you want the project to be sched-
uled from a specific start date or scheduled backward from a predetermined finish date. It is
not possible to do both. When Microsoft Project 2003 calculates the forward-scheduling of
tasks, it considers many factors, including the duration of the tasks, the base calendar
selected, the settings set by the user, dependencies defined between activities, the calendar
of the resource assigned, and, if one is created, a specific task calendar that is assigned to the
activity. When Microsoft Project 2003 calculates the backward-scheduling of tasks, it does
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Supplying Information for a New project 57

essentially the same thing it does when forward-scheduling, except that it calculates back-
ward from the project’s fixed end date.
In addition to calendar information, you need to provide summary information; Microsoft
Project 2003 inserts this information into many of the reports it can generate, and this
information enables Microsoft Project 2003 users to search for specific contents of files
saved on your computer. You enter this summary information into the Properties dialog box,
which you access by selecting File, Properties. The following sections describe how you
input data into the Project Information and Properties dialog boxes.

Using the Project Information Dialog Box

To start a new file, choose File, New or click the New button on the Standard toolbar.
Microsoft Project 2003 now displays the options available to you in a sidepane called “New
Project.” You then need to select whether you want to create a new project from a template
or start a blank project. Selecting Blank Project automatically initiates the Project Guide to
guide you through the process of creating a new project. The pane now displayed is the 3
Tasks Pane, which is part of the default Project Guide. Each option is designed for you to
select each option in turn and be “guided” through the process of creating your new project.
Selecting Define the Project, for example, allows you to enter the start date of your project
without ever having to manually select commands from the menu.
➔ After each option has been invoked in the Tasks Pane, the Project Guide will allow you to move on to
other aspects of project creation. After you have worked your way through each section of the guide,
you will have created your project plan. The Project Guide makes the whole process intuitive and easy
for novice users to get up and running quickly with Microsoft Project 2003. For more information on the
Project Guide, see the section titled “Using the New Project Wizard” on p. 85.
Of course, if you are a more experienced user you may prefer to simply access the Project
Information dialog box.
You use the Project Information dialog box to record basic information about a project, such
as the project start date and the base calendar to use for scheduling. To access the Project
Information dialog box at any time, you choose Project, Project Information.
Figure 3.1 shows the Project Information dialog box that appears in the Standard edition of
Microsoft Project 2003. Figure 3.2 shows the Project Information dialog box that appears in
the Professional edition of Microsoft Project 2003.

Figure 3.1
The Project
Information dialog
box defines the start
date for a project.
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58 Chapter 3 Setting Up a Project Document

Figure 3.2
The option to have
the Project
Information dialog
box appear when you
open a new project is
available under the
General tab of the
Options dialog box.

TIP
If the Project Information dialog box does not display when you open a new project,
choose Tools, Options. On the General tab, mark the Prompt for Project Info for New
Projects check box. Then start a new file; the Project Information dialog box should now
appear (see Figure 3.3).

Figure 3.3
The start date of the
project should be
defined from within
the Project
Information dialog
box, not the start field
of the first task of the
project.

The fields in the Project Information dialog box are as follows:

■ Start Date, Finish Date, and Schedule From—The Schedule From drop-down selects
whether the project forward-schedules from a start date or backward-schedules from a
finish date. To define a specific date for a project to start, you can type the date in the
Start Date text box or click the Start Date drop-down button to choose a date on a cal-
endar. If you must schedule a project to finish on a specific date, select the Schedule
From list box and choose Project Finish Date. You can then type a specific date in the
Finish Date text box. This will move the project to schedule backward from this date.
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Supplying Information for a New project 59

■ Current Date and Status Date—Microsoft Project 2003 uses the information in these
fields to perform several date-related calculations. If you leave the Status Date field set
to NA (for example, if you want to see the values in the Earned Value fields calculated
up through and including the current date or a date you specify), Project uses the date
in the Current Date field as the status date. This date is also used in the Complete
Through field in the Update Project dialog box, as well as in the placement of progress
lines in the Gantt Chart view. See the section “Changing the Current Date and Status
Date Text Boxes,” later in this chapter, for more information about when and how you
might want to use this field.
➔ For information on telling Microsoft Project 2003 that work on the current project is complete through a
specific date, see “Analyzing Progress and Revising the Schedule,” p. 555.
■ Calendar—You can use the Calendar list box to select a different base calendar for
scheduling the project. The section “Scheduling with Calendars,” later in this chapter,
explains when you should use the default base calendar (Standard) and when you should
consider using a different calendar.
3

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If the base calendar you want to use is defined in a different project file from the one
you’re currently using, you must use the Organizer to copy that calendar into the current
project file before you can select it (see the section “Working with Calendars,” later in
this chapter).

■ Priority—When you are sharing a pool of resources across multiple projects, you can
identify which project has the highest priority by changing the Priority field in the
Project Information dialog box. You can set this project level priority between 0 and
1000 (1000 being the highest priority).

➔ When you have a resource that is assigned too much work, and they don’t have enough time in which
to do the work, then the resource is said to be overallocated, and you can have Microsoft Project 2003
attempt to resolve the problem. For more information, see “Resolving Resource Assignment Problems,”
p. 401.

Understanding the Start and Finish Date Text Boxes

When you’re starting a new project document, you enter either a start date or a finish date
into the Project Information dialog box to function as an anchor point for scheduling the
tasks in the project. Microsoft Project 2003 computes the other date. You cannot specify
both a start date and a finish date.
If you enter the start date, Microsoft Project 2003 schedules the first task in the project to
begin at that time and calculates the project’s finish date based on that starting date and the
sequence of tasks that come after the first task. New tasks that are added begin as soon as
possible when you schedule from a start date.
If you enter the finish date, Microsoft Project 2003 schedules the tasks from the end of the
project first and works backward. The final task is scheduled to end by the finish date; the
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60 Chapter 3 Setting Up a Project Document

task that precedes the final task is scheduled to end in time for the final task to begin, and so
on. By the time Project schedules all tasks to end in time to meet the finish date require-
ment, the program has calculated a start date (that is, the date by which the first task must
begin for the project to be completed by the specified finish time). New tasks that are added
begin as late as possible when you schedule from a finish date.
You can use the Schedule From list box to change a project’s schedule as often as you like. If
you want to see when a project must start in order to finish by a deadline date, you can
change the Schedule From option to Project Finish Date and enter the deadline date. When
you choose OK, Project recalculates the schedule, including a new start date. You can then
view the Project Information dialog box again to see what the required start date is, given
the new finish date deadline. While in the Project Information dialog box, you can switch
back to scheduling from a fixed start date.
To select a start date or finish date, you can either type the date or click the drop-down but-
ton to select a date from a calendar (see Figure 3.4). To select a date in the current month,
3
you simply click that date. To select a date in a different month, you use the left and right
arrows to select a different month and then click the date.

Figure 3.4
The Project
Information dialog
box allows the selec-
tion of dates via the
pop-up calendar.

When you’re managing a project, it’s best to schedule forward based on a start date. If you schedule the pro-
ject based on a fixed finish date, all activities must flow backward based on durations, linkages, and the calen-
dars assigned; this is fine until you begin tracking the project. When you schedule from a fixed finish date, the
start date is based on the actual time needed to complete each phase. What’s wrong with this picture? Because
both the start and finish dates are fixed, the schedule cannot expand or contract.
Also, scheduling from the finish date assumes that there is no project buffer, or extra time added to the end of
the project, to allow for delays in completion of the project, unless you take that into consideration in selecting
the finish date from which to schedule backward.

When you encounter a date field, you can use the built-in pop-up calendar to select a date.

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If you change your mind about the date you selected, you can click the area designated
Today at the bottom of the calendar to immediately return to today’s date. This closes
the calendar pop-up. Of course, pressing Esc closes the window entirely, without saving
the changes you’ve made.
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Supplying Information for a New project 61

Changing the Current Date and Status Date Text Boxes

The computer’s internal clock initially determines the date listed in the Current Date text
box. Changing this text box has several implications:
■ The date determines the location of the dashed (current) date line on the Gantt Chart
view time line.
■ The current date appears in the header of the Project Summary standard report as an
As Of date. You also can display the Current Date text box in headers or footers on
other reports by typing the appropriate code in the header or footer definition.
■ You can customize Project to start new tasks based on the current date instead of on the
project’s start date. You do so by selecting Tools, Options, selecting the Schedule tab,
and changing a setting next to New Tasks: Start on Project Start Date or Start on
Current Date.

The Current Date can be used for benchmarking the progress of tasks, but you can use an 3
alternative date for this as well. If you specify a date in the Status Date field in the Project
Information dialog box, this is the date Project uses for placing the progress lines in the
Gantt Chart view. In addition, if there is a date in the Status Date field, Project uses this
date when calculating the Earned Value fields and for tracking purposes in the Update
Project dialog box.
To change the Current Date field or enter a date in the Status Date field, select the field and
type the date or click the drop-down arrow to select a date from a calendar pop-up.

Displaying the Project Statistics Dialog Box

You use the Statistics button at the bottom of the Project Information dialog box to display
the Project Statistics dialog box (see Figure 3.5). You can also display this dialog box by
clicking the Project Statistics button on the Tracking toolbar.

Figure 3.5
The Project Statistics
dialog box gives a
quick summary of the
status of a project.
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62 Chapter 3 Setting Up a Project Document

The Project Statistics dialog box displays summary information about a project. You cannot
manually change the data in this dialog box; you can only view and print it.

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You can use the Project Summary report (in the Overview category) to print out the pro-
ject statistics. Reports are accessed from the View menu.

The Project Statistics dialog box shows the current, or currently scheduled, values for five
project parameters: the start date, finish date, total duration, work, and cost. If you have
saved the baseline copy of the schedule, the baseline values also are displayed, for
comparison.
When work is actually performed on the project and progress on tasks is recorded, the
information in the Actual row is updated. The percentage complete of the duration and
3 work of the project are shown at the bottom of the dialog box, in the Percent Complete
section.
To close the Project Statistics dialog box, click the Close button.

Using the Properties Dialog Box

In the Properties dialog box, you can view and edit a number of options that describe a pro-
ject. To open the Properties dialog box, choose File, Properties. The Properties dialog box
has five tabs; the Summary tab is the default.

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You can display information from the fields in the Properties dialog box—especially fields
from the Summary tab—in the header or footer area of printed views or reports for a
project. See Chapter 13, “Printing Views and Reports,” for more information.

The Summary Tab

In the Summary tab of the Properties dialog box (see Figure 3.6), you can supply descriptive
information about a project and the people associated with it. You can include the options at
the top of the tab (Title, Subject, Author, Manager, and Company) in reports as header or
footer text. The options Category, Keywords, and Comments are useful when you’re
searching through previously created project files on your hard disk. You can use the
Hyperlink Base option to indicate the main address to the hyperlinks you have in your pro-
ject. This can be a link to another file on your computer or server or a link to a location on
the Web.
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Supplying Information for a New project 63

Figure 3.6
The Summary tab of
the Properties dialog
box presents descrip-
tive options that are
useful in reports and
for searching for files
to open.

To change any of the options on the Summary tab, select its text box and type an entry.
Press the Tab key after you have finished typing the entry to move to the next option.
Except in the Comments list box, pressing the Enter key on this tab selects the OK button
and closes the dialog box.
If the newly created project originated from a template, the template name appears at the
bottom of the dialog box.
You can select the Save Preview Picture check box to have Project save a thumbnail sketch
of the current view when you save the file. You can browse these preview pictures when you
search for files by using the File, Open command. The Save Preview Picture check box is
not selected by default.
If you have trouble locating files in the future, you can use the Open dialog box to search
for words entered in the fields of the Summary tab to find the needed file.

The General Tab

The General tab of the Properties dialog box describes the file that stores the project docu-
ment. It provides statistics about the project file: the name, type, location, and size of the
file, as well as the dates when the file was created, last modified, and last opened. This tab is
blank until the document is saved as a file.

The Statistics Tab

The Statistics tab of the Properties dialog box provides useful statistics about your work
with the project document, including when it was created, last modified, last accessed,
and last printed. It also shows who last saved the file, which is useful for shared files in a
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64 Chapter 3 Setting Up a Project Document

workgroup. The Statistics tab also shows how many times the document has been revised
and the total amount of computer time spent editing the file.

The Contents Tab

The Contents tab of the Properties dialog box displays the most commonly reviewed statis-
tics about the current project schedule: the start and finish dates; the scheduled duration,
work, and cost; and the percentage completed for both duration and work. The Contents
tab displays summary statistics about the project schedule.

The Custom Tab

With the Custom tab of the Properties dialog box you can add additional properties to a
file. Then, you can search for files by the values of these properties. Based on the informa-
tion in Figure 3.7, for example, you could search for all projects that have Marketing in the
Department Value field. The bottom row in the Properties list box shows that a property
3 named Department has been created for this document, with the text value Marketing.

Figure 3.7
The Custom tab of the
Properties dialog box
allows you to set up
custom search
parameters.

To create a custom property for a project, follow these steps:

1. Choose File, Properties.
2. Choose the Custom tab.
3. Type a property name in the Name list box. The drop-down list below the Name list
box lists commonly used properties. If you want to use one of these, select it.
4. Use the Type drop-down list to define the type of data to place in the field. You should
use this option only when you will type the value of the property instead of linking it to
a field in the project file. When you link the property value to a project field, the Type
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Selecting the Environment Options 65

drop-down list is unavailable. The allowable data types are Text, Date, Number, and Yes
or No (logical).
5. If you chose Text, Date, or Number previously, type a value in the Value text box. If
you chose the Yes or No option in the Type list box, you see Yes and No buttons in the
Value box. Select the one you want to use.
6. Click the Add button to add the property to the list in the Properties dialog box.

If you want to link a property value to a project field, follow these steps:
1. Choose File, Properties.
2. Choose the Custom tab.
3. Type a property name in the Name list box.
4. Select the Link to Content check box (refer to Figure 3.7). The Type list box is grayed
out, and the Value text box becomes a drop-down list. The name of the text box
changes to Source. 3
5. In the Source drop-down list box, choose the field that has the value you want the
property to reflect.
6. Click the Add button to add the property to the list in the Properties dialog box.

If you want to delete a custom property, select it in the Properties list and click the Delete
button.
If you want to modify the value for a property, select the property name in the Properties
list. This places the current name and value in the text boxes at the top of the dialog box.
Change the Type or Value fields as needed, and the Add button automatically changes to
Modify. If you change the Name field, you have to use the Add button to include it as a new
property. You can then use the Delete button to remove the original, leaving the newly
named version. Then you can click the Modify button to complete the change.
When you finish the custom properties list, click the OK button unless you want to make
additional changes on one of the other tabs.

Selecting the Environment Options

Microsoft Project makes many assumptions regarding projects. You can review these default
settings, which control the behavior of the application, in the Options dialog box. The
options are divided into two types: global and file-specific options. To display the Options
dialog box (see Figure 3.8), choose Tools, Options. The options in this dialog box are con-
veniently organized into categories on a number of tabs.
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66 Chapter 3 Setting Up a Project Document

Figure 3.8
The View tab is the
default tab in the
Options dialog box.

Most of the settings in the Options dialog box affect the way you view all projects, and are
referred to as global options. Changes you make to global options affect projects that have
already been created, the current project you are working on, and any future projects you
create. For example, changing the date format (which might include hours and minutes
instead of just rounding to the day) affects all projects, including those that you originally
created with a different date format. The new format remains in effect for all projects until
you change the setting again.
Some of the options in the Options dialog box are specific to the file you are currently
working with. These options include the filename in the section title. For example, the dia-
log box in Figure 3.8 shows three sections that contain file-specific options: Cross Project
Linking Options for ‘New Product,’ Currency Options for ‘New Product,’ and Outline
Options for ‘New Product.’ Changes made to these settings affect only the current project
you are working on—in this case New Product.mpp. Any options that are not part of a sec-
tion or for which the section title does not include the filename in the title (such as the
Show section in Figure 3.8) are global options.
The Cross Project Linking Options For section of the View tab controls links between pro-
jects. For example, the setting in this section in Figure 3.8 is set for the active file only—the
default is to display all external links. In addition, when you attempt to open a file that con-
tains links to other projects, a dialog box alerts you that the file has external links.
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Selecting the Environment Options 67

Selecting the Show Outline Number option in the View tab of the Options dialog box displays the task list of the
project in a traditional Work Breakdown Structure (WBS) outline format, tying the schedule of the project to a
previously defined scope of work. This is useful to ensure that all the necessary work of the project has been
captured.
Also, when you select the option to display a project summary task, a roll-up summary task (numbered 0)
appears at the top of the Gantt Chart view and spans the entire duration of the project you have created. Many
times, Project users create this manually by indenting, or demoting, all subsequent tasks to the first one, simply
because they are not aware of this feature.

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If the Office Assistant is active, the external link message appears in an Office Assistant
pop-up.

In some cases, file-specific options can be changed for the current file and new files if the
3
section containing the file-specific settings has a Set as Default button (see Figure 3.9). If
you click the Set as Default button, Project updates the Global template to reflect the
option settings. The Global template controls the settings for all new project files. The cur-
rent document, as well as all new project documents, incorporates these options, but previ-
ously created documents do not change.

Figure 3.9
The Edit tab of the
Options dialog box
has two sections that
include Set as Default
buttons.
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68 Chapter 3 Setting Up a Project Document

The following sections focus on a few choices in the Options dialog box that are critical in
defining any new project and a few options of general interest.

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All changes you make in the Options dialog box are saved in the Windows Registry.

Reviewing Critical Options

There are several important settings on the Calendar tab that you should confirm are
appropriate for your organization. These options determine how the calendar is used on
printed reports, how your fiscal year is designated, and, most importantly, how your use of
the terms day, week, and month are interpreted by Microsoft Project 2003. Figure 3.10 shows
the settings on the Calendar tab.

3 Figure 3.10
The Calendar tab of
the Options dialog
box enables you to
customize project
plan settings to your
organization’s
working hours.

Defining Days, Weeks, and Months

The three most critical settings are those that define the meaning of the basic task duration
units—days, weeks, and months. The fundamental unit of time in Microsoft Project 2003 is
the minute. When you enter any other unit for a task duration, Project internally converts
these terms into minutes, based on the definitions in the Options dialog box. All calcula-
tions dealing with duration are carried out in minutes. When you ask Microsoft Project
2003 to display a task duration in days, weeks, or months, Project uses these settings to con-
vert the display. Therefore, the options Hours per Day, Hours per Week, and Days per
Month are crucial to the interpretation and display of your estimates of task duration (refer
to Figure 3.10).
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Selecting the Environment Options 69

Thus, for example, if you estimate a task duration to be 2 days, Project uses the entry in the
Hours per Day text box to internally set the duration to minutes. If the Hours per Day
entry is 8.00, the duration is recorded as 960 minutes (that is, 2 days×8 hours/day×60 min-
utes/hour). If the Hours per Day entry is 10.00 and you estimate the duration to be 2 days,
then the task duration is recorded as 1,200 minutes, which is much more work than if the
Hours per Day entry is 8.00.
You need to make sure these settings are appropriate for your organization. For example, if
you work for an organization that has a 4-day work week (that is, each employee works 10
hours per day for 4 days each week), you should change the Hours per Day field to 10 and
leave the Hours per Week field at 40. If your organization normally works 8 hours per day
Monday through Friday and 1/2 day Saturday, you might prefer to change the Hours per
Week to 44 so that when you estimate a task to take a week, the duration means the same
thing to Microsoft Project 2003 as it does to you.
Note that the definition of the task duration is set at the time you estimate it, according to
3
the definition of the terms you use (day, week, or month). If you later change the definition
of a day, for example, to be 10 instead of 8 hours, Project does not change the minutes
defined for each task duration. However, the display of those minutes in days or weeks is
affected.

The Project Management Institute (PMI) suggests that no task be longer than 80 hours (or 2 weeks’ duration,
based on a 40-hours-per-week calendar). In other words, the work should be broken down to increments that
are no longer than this span of time.
Also, defining months can be difficult because it is typically an inconsistent measure of time, so it’s better to
use hour or week duration units.

CAUTION
If you change the definitions for a day, week, or month after you enter the project data,
Microsoft Project 2003 doesn’t redefine the minute duration of tasks; it merely displays
these minutes as a different number of days or weeks. For example, if you originally
entered the duration of a task to be 1 week (at 40 hours per week) and later changed
the number of hours in a week on the Calendar tab from 40 to 44 hours, the duration
for the task would read .91w. The task would still be 40 hours, but 1 week would now be
equal to 44 hours, not 40. This is one reason for establishing option settings before
entering task and duration information.

➔ To learn how Microsoft Project 2003 interprets duration, see “Creating a Task List,” p. 115.

Defining the Default Start and End Time of Day

When you define the working days, hours, and months for the Standard calendar (see
“Defining a Calendar of Working Time,” later in this chapter), you define the hour when
work normally begins and ends. It’s important that you also record those standards in the
Default Start Time and Default End Time text boxes on the Calendar tab of the Options
dialog box. Microsoft Project 2003 uses these settings in several places:
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70 Chapter 3 Setting Up a Project Document

■ When you specify the date but not the time for the start or finish date of the project in
the Project Information dialog box.
■ When you put a constraint on a task, such as Finish No Later Than.
■ When you begin tracking the actual work on the project.

For example, say that the normal work hours for an organization are 7:00 a.m. to 4:00 p.m.
If you define these hours in your Standard calendar but leave the setting for Default Start
Time at 8:00 a.m., Microsoft Project 2003 schedules the first task in the project to start 1
hour later than the actual start of work.
In addition, when you use the Tracking toolbar buttons to designate the percentage com-
pleted for a task, the time a task started is assumed to be the default start time from the
Calendar tab in the Options dialog box. Even though time might not be displayed as part of
the Start Date field format, it is stored with the date. So if the Standard calendar hours are
from 7:00 a.m. to 4:00 p.m. and you mark a task as 100% complete, the actual start date
3
shows the task starting at 8:00 a.m. and the actual finish date shows the task ending the next
day at 8:00 a.m. If only the dates and not the time are displayed in the Start and Finish Date
fields in the Gantt Chart view, it appears that there is an error—a task with a duration of 1
day (8 hours) starts on one day but ends on the next day. The culprit is typically an inconsis-
tency between the time used on the Standard calendar and the time designated on the
Calendar tab of the Options dialog box.

TIP
It’s a good idea to display a date format that also displays time. The Date Format setting
is on the View tab of the Options dialog box.

If you change the default start and end times, be careful to coordinate these time settings
with the Standard calendar you create for your organization.
If you are having problems changing the default start times, see “Start Times Don’t Match” and
“Making Start and End Time Changes Permanent” in the “Troubleshooting” section near the end
of this chapter.

Defining the Start of the Fiscal Year

The name of the month that begins the fiscal year is a critical option. This choice affects
displays and reports that show annual and quarterly amounts. If the fiscal year begins in
October, for example, you might want all reports to include October through December
figures in first-quarter totals and the annual figures to be calculated by using the October
through September figures. The Fiscal Year setting is on the Calendar tab of the Options
dialog box.
By default, the fiscal year is assumed to be numbered by the year in which the fiscal year
ends. Therefore, the year in which the fiscal year ends will be used with all months in that
fiscal year. For instance, if the fiscal year begins October 2003 and ends September 2004,
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Selecting the Environment Options 71

then the actual calendar month November 2003 would belong in the fiscal year that ends in
2004.
On the Calendar tab, you have the option to have the fiscal year numbering use the starting
year instead of the ending year (see Figure 3.11). If you select the Use Starting Year for FY
Numbering check box, a fiscal year running from October 2003 to September 2004 would
have the calendar month of February 2004 belong in fiscal year 2003; the second quarter of
fiscal year 2003 would be the calendar months January, February, and March 2004.

Figure 3.11
You can change the
Fiscal Year Starts In
option if you want to
set some month other
than January as the
beginning of the fiscal
year. 3

TIP
The Fiscal Year Starts In and Use Starting Year for FY Numbering settings are file-specific
settings. If you want to change these settings for all future project files as well as the
active file, click the Set as Default button near the bottom of the dialog box.

In some previous versions of Microsoft Project 2003, changing the Fiscal Year Starts In set-
ting in the Options dialog changed the display of the calendar in the timescale of the Gantt
Chart view; since Project 2000, this has not been the case. You can either retain the calen-
dar year or show the fiscal year. To choose whether to retain the calendar year or show the
fiscal year, you must access the Timescale dialog box by either choosing Format, Timescale
or right-clicking the timescale headings in the Gantt Chart view and choosing Timescale
from the shortcut menu. The Timescale dialog box appears. To display the fiscal year
instead of the calendar year, click the Use Fiscal Year check box (see Figure 3.12).
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72 Chapter 3 Setting Up a Project Document

Figure 3.12
The timescale head-
ings can display fiscal
years instead of
calendar years.

3
You can display the fiscal year on either the major or minor scale of the timescale, which is
the first or second calendar displayed. A useful display would be to have the fiscal year on
one scale and the calendar year on the other scale, using the same unit for both scales.

N OTE
You can only change settings in the timescale of the current view. To update the
timescale in another view, such as the Task Usage or Resource Usage view, you have
to display that view and change the Timescale settings there.

The timescale display in the Gantt Chart view uses fiscal year numbers instead of calendar
year numbers only when the timescale is formatted to display the year, not when displaying
months or days.

Setting Options in the Calendar Tab

To set critical calendar preferences, follow these steps:
1. Choose Tools, Options. The Options dialog box appears.
2. Click the Calendar tab.
3. If your fiscal year does not start in January, select the correct month from the Fiscal
Year Starts In drop-down list. The default is for the next calendar year to be the fiscal
year.
4. If your work day doesn’t start at 8:00 a.m., enter the appropriate time in the Default
Start Time text box. You can enter time in 12-hour or 24-hour format. If you use the
12-hour format, be sure to add p.m. to hours past noon (and remember that noon itself
is 12:00 p.m.).
5. Change the Hours per Day, Hours per Week, or Days per Month fields, if necessary, to
accurately represent your organization.
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Selecting the Environment Options 73

6. Click the Set as Default button to make the values you entered for Fiscal Year Starts In,
Default Start Time, Default End Time, Hours per Day, Hours per Week, and Days per
Month the default values for all new project documents.
7. When you are finished, click the OK button.

TIP
Some organizations change the hours to reflect the hours they expect to work on the
project minus the hours needed for other activities (for example, to account for meetings
that normally happen in the course of a 40-hour work week). You might change Hours
per Day to 6h, allowing 2 hours per day for other activities. This type of change is a judg-
ment call on your part. If you change the hours in this way, make sure the Hours per
Week and Hours per Month fields are changed as well.

Companies typically split the day as 75% (for example, 6 hours/day, 30 hours/wk) productive time, or time
worked on project-related tasks, and 25% (for example, 2 hours/day, 10 hours/wk) administrative time, or time 3
for office-related tasks. Some companies expect a 45-hour work week in which 8 hours per day are billable
and 1 hour is set aside for administrative matters.
When you’re planning your project, it’s best to consider the specifics of how your organization operates—or
how your particular project will work.

Setting Other Useful Options

You can change other settings to make data entry easier. It is a good idea to review the cur-
rent settings in the Options dialog box for each of the following items:
■ Click the General tab to confirm that your name is in the User Name text box. Project
uses this name for the Author and Last Saved By properties of the document.
■ Click the Schedule tab to select the time unit you plan to use most often when estimat-
ing task duration (see Figure 3.13). Choose the Duration Is Entered In drop-down list
to select Minutes, Hours, Days, Weeks, or Months. The Duration setting provides
Microsoft Project 2003 with instructions about the unit of time to use if you enter a
task duration without specifying the unit of time. For example, suppose most of your
tasks will have the duration listed in days, and you have selected Days as the time unit
in the Duration Is Entered In list box. In the Gantt Chart view, if you enter a 2 in the
Duration column, Project records the task duration as 2d (that is, 2 days). Any other
duration type has to be entered manually. For example, you would enter a task with a
duration of 3 weeks as 3w.
■ Click the View tab to change the default view for new projects. If you prefer to work in
a view such as the Network Diagram view or the Task Sheet view—rather than the
Gantt Chart view—when starting a new project, change the Default View setting (see
Figure 3.14).
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74 Chapter 3 Setting Up a Project Document

Figure 3.13
You can set the
default time unit you
want used for display-
ing task duration.

Figure 3.14
You can set the
default view on the
View tab.

You can set the security settings for your project.

■ Click the Security tab to determine whether you want to save any existing file proper-
ties with the saved file. You can choose to remove this information (for example if you
are using an older file or a template) when you save the file. This tab also allows you to
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Selecting the Environment Options 75

choose the macro security settings for how Microsoft Project 2003 should deal with
macros and add-ins.
■ On the View tab, choose Date Format to specify how to display dates. The default for-
mat displays the date, with the day of the week. The Date Format list box provides
alternative format options (such as the date and time together or just the date).

TIP
You can use the Control Panel to set the international regional style for entering date and
time. To change the regional date and time formats, open the Windows Start menu and
choose Settings, Control Panel. In the Control Panel folder, choose Regional Settings to
display the Regional Settings dialog box. Choose the Date and Time tabs, and then make
your selections.

■ On the View tab, choose the Decimal Digits text box in the Currency Options Format
section to specify the number of decimal points to use in displaying money amounts. 3
The preset value is two decimal points, but you can change that to zero to suppress
decimal-point display. As mentioned previously, you can use the Regional Settings dia-
log box in the Control Panel to select currency units and decimal display.
■ In Microsoft Project 2003 views that contain tables (such as the Gantt Chart view), the
Enter key causes the selection to advance automatically to the cell below—for example,
when you type data in a sheet column, such as the left side of the Gantt Chart view or
the Resource Sheet view. You can turn off this feature by deselecting the Move
Selection After Enter check box on the Edit tab.

TIP
Many users enter tasks by typing the activity name, tabbing to the right to enter the
duration, and then returning to the left to enter the next task name. Because Project
won’t automatically return to the next line and requires you to select the next task name
field with the mouse or arrow keys, you might find it helpful to select the range of cells
that you are entering tasks into. When you do so, the Tab key advances the selection to
the right and then back to the left after the duration has been typed.

■ Click the Save tab to change the default save format and path (see Figure 3.15). For
example, if you want to save all your Project files as Microsoft Project 2003 templates
or in a previous version of Microsoft Project 2003, click the Save Microsoft Office
Project 2003 Files As drop-down and choose one of the listed options. You can also
designate the default path where your Project files should be stored. The original
default is C:\My Documents. From the File Locations list box, select the file type you
want to change, and then click Modify to identify another path. However, if you are
using Project Professional in a Project Server configuration, then your projects are
saved to the Project Server database by default.
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76 Chapter 3 Setting Up a Project Document

Figure 3.15
You use the Save tab
to set save options,
including the default
save location, where
to store templates,
and autosave and
database save fea-
tures.

Defining a Calendar of Working Time

Microsoft Project uses a calendar, called the base calendar, to define the default working and
nonworking days used for scheduling tasks in projects. Three base calendars are built in to
Microsoft Project 2003:
■ Standard—The 5-day, 40-hour week, with work from 8:00 a.m. to 5:00 p.m. that’s stan-
dard in the United States.
■ 24 Hour—A round-the-clock operation from 12:00 a.m. to 12:00 a.m.
■ Night Shift—An example of a calendar for those whose work shift starts toward the
end of one day and ends in the morning of the next day.

All projects are assigned to a base calendar, and the default assignment is to the Standard
base calendar. You can edit the Standard calendar, use one of the other built-in calendars, or
create additional base calendars and assign a project to one of them if you want.
The Standard calendar assumes 5 working days per week, Monday through Friday, with 8
hours of work per day (including an hour off for lunch). The default schedule is 8:00 a.m. to
12:00 p.m. and 1:00 p.m. to 5:00 p.m. No designated holidays are set in the original
Standard calendar.
You can edit the Standard calendar to reflect your organization’s regular working and non-
working days and hours. You can also designate the exceptions to the normal workdays, such
as holidays, or time periods when the organization will be closed for remodeling, a compa-
nywide meeting time when no work should be scheduled, and so on.
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Defining a Calendar of Working Time 77

Base calendars are also used as the basis for resource calendars. Each resource has its own
calendar, and the resource calendar is linked to a designated base calendar (by default the
Standard calendar). The resource calendar inherits all the working days and hours of its base
calendar, as well as all the holidays and other exceptions in its base calendar. The resource
calendar can be edited to record the days and hours when the availability of the resource dif-
fers from the normal working times found in the base calendar. Examples of resource excep-
tions are vacation days, sick leave, and unusual hours on particular days.
➔ To learn more about adjusting calendars to reflect the available resources, see “Understanding Resource
Scheduling,” p. 321.
For example, the base calendar for an organization in the United States might show that
Thanksgiving Day, the third Thursday in November, is a company holiday. Suppose a secu-
rity guard is scheduled to work on Thanksgiving Day and to have the following Friday off.
The resource calendar for this worker would initially show the company holiday,
Thanksgiving Day, as a nonworking day and the next Friday as a working day. For this secu-
rity guard only, the resource calendar needs to be edited to reverse the status of both days. 3
If a resource has only a few exceptions to the Standard calendar, it’s easy to edit the resource
calendar. If the resource has working times that are radically different from the standard
working times, the editing job can require a lot of work. If there are several resources with
the same unique set of working times, it’s easier to create an additional base calendar that
has those unique working times and link each unique resource to that custom base calendar.
For example, night and weekend security guards have unique days and hours. Instead of
greatly altering a number of individual resource calendars, it’s easier to create a Security
Guard base calendar to reflect the special working times for security guards. Then, you can
link each security guard to that base calendar.

Many organizations allow people to have flex-time schedules. This gives you a business reason to create several
variations of a base calendar. For example, you could configure base calendars for working hours of 6 a.m.–3
p.m., 7–4, 8–5, and so on. After you complete the calendars, you can assign them to the different resources
that use those working hours. To keep this straight in your mind, think of the Standard calendar as the hours of
operation for the business and think of the defined flex-time calendars as applying only to your resources, each
with unique hours that they work.
On the other hand, some companies schedule all tasks based on the Standard calendar, suggesting that the
task be scheduled to the day of the working calendar and not the hour of the working resource. In this case,
the company is not interested in specifically which hour the task is worked—only that it is completed on the day
that it is scheduled for completion.
It’s important to keep your organization’s work environment in mind when you are configuring base calendars
for projects.

➔ To adjust the resource calendars, see Chapter 9, “Understanding Resource Scheduling,” p. 321.

Scheduling with Calendars

Project uses the base calendar for an overall project and the resource calendars to schedule
the start dates for tasks. When Project schedules a task, it notes the earliest possible starting
date, based on when the predecessors to the task will be completed. If no resources are
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78 Chapter 3 Setting Up a Project Document

assigned to work on a task, the project’s base calendar is used to schedule the start and finish
of the task. Otherwise, Microsoft Project 2003 checks to see what resources are assigned to
work on the task and when the resource calendars for these resources show them being
available for work. The task is then scheduled to start on the next available working hour for
the assigned resources.

N OTE
The resource calendars take precedence over the project’s base calendar. In the absence
of a resource calendar, the task is scheduled using the project base calendar.

To select a base calendar, choose Project, Project Information. Click the Calendar drop-down
list and choose one of the calendars—Standard, 24 Hour, and Night Shift—from the list.

Editing the Standard Calendar

3
Changing the working days and hours on the Standard calendar affects the scheduled work
time for all tasks that have no resources assigned to them and for all tasks whose resources
are linked to the Standard base calendar.

Changing Working and Nonworking Days

The original Standard calendar shows all weekdays, Monday through Friday, as working days
and all Saturdays and Sundays as nonworking days. You can change the status of any day to
make the day working or nonworking, and you can specify the number of hours available for
work on any day by defining the starting and ending times for work shifts on that day.
To edit the Standard calendar, choose Tools, Change Working Time. The Change Working
Time dialog box appears (see Figure 3.16). The Change Working Time dialog box can dis-
play a calendar of working and nonworking times for any of the base calendars and resource
calendars defined for the project.

Figure 3.16
You can use the
Change Working Time
dialog box to define
the days and hours
when work can be
scheduled by
Microsoft Project
2003.
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Defining a Calendar of Working Time 79

The dialog box contains a monthly calendar form, daily working times, buttons to change
the calendar, and a legend. The legend indicates how working and nonworking days will be
displayed, along with days that have different hours from the default hours. Each date that is
modified from the default has the date underlined. If you modify a day of the week for the
entire project—for example, you make the working time on every Monday from 1 p.m. to
5 p.m.—the letter M in the Working Time calendar is underlined and in bold. You can use
the calendar scrollbar to change months and years. The calendar spans the period from
January, 1984, to December, 2049.
To change the status of a single day or a consecutive period of days from working to non-
working or vice versa, you click the day with the mouse. You can select consecutive days by
clicking and dragging. You can select multiple days that are not consecutive by pressing the
Ctrl key as you click the extra dates. On the right side of the dialog box, there are several
options in the Set Selected Date(s) To area; you can use these options to change the working
or nonworking status of a day.
3
In the Set Selected Date(s) To area of the dialog box, you select the Nonworking Time
option button to make the selected day(s) nonworking. To make the selected day(s) working
days, you select the Nondefault Working Time option button.

TIP
To select days by using the keyboard, use the arrow keys to move to the first day you
want selected. Hold down the Shift key and use the arrow keys to select additional con-
secutive days.

You can also change the working status of any day of the week for all weeks throughout the
year. If your organization works on Saturdays, for example, you will want to make all
Saturdays working days.
To change the working status of a day for all weeks, you select the day of the week by click-
ing the day letter at the top of the calendar (for example, S for Saturday). Then, you select
the Nondefault Working Time or Nonworking Time option button in the Set Selected
Date(s) To area of the dialog box.
After the working status of a day of the week is set, that becomes the default status for that
day of the week. For example, suppose you have made every Friday, with the hours 8:00
a.m. to 12:00 p.m. (noon), a working day. If you changed a particular Friday to either a full
working day or a nonworking day and then wanted to change it back to the default hours
for Fridays, you would need to select the Use Default option button to reset the hours from
8 a.m. to 12 p.m. Selecting any specific date and the Use Default option button sets that
date’s working hours to the default for its day of the week.
Figure 3.17 shows the Change Working Time dialog box for the month of December 2003.
The company is having a holiday party on Friday, December 19. No work is likely to be
accomplished on this project in the afternoon, so this day has been marked as a partial
working day. Because the company gives all its employees the afternoon of December 24
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80 Chapter 3 Setting Up a Project Document

as well as all of December 25 and 26 to celebrate Christmas, these days are marked as non-
working days. Partial working days are marked with slash marks; full nonworking days are
marked in gray.

Figure 3.17
You use the Change
Working Time dialog
box to define the days
and hours when work
can be scheduled by
Microsoft Project
2003.

Changing the Standard Working Hours

You can define the work periods for each day by supplying up to five work periods in the
From and To text boxes of the Change Working Time dialog box. The default 8-hour work
time periods each day are 8:00 a.m. to 12:00 p.m. and 1:00 p.m. to 5:00 p.m.
Most of the time only the first four boxes (under From: and To:) are used. The remaining
six boxes are typically filled in when the working times go across midnight, to account for
several breaks or meal times, or for some other unusual work schedule. The section
“Creating a New Calendar,” later in this chapter provides a good example of using the six
time boxes.
To change the working hours in the Change Working Times dialog box, follow these steps:
1. Select the From text box for the first time period you want to change.

TIP
You can use Alt+F to select the first From text box, and then use the Tab key to advance
to the other time boxes. You can use Shift+Tab to return to previous boxes.

2. Enter a time. For acceptable time formats, see the next section, “Entering Time
Formats.”
3. Select the To text box and enter a time.
4. Repeat this process, by clicking (or using the Tab key) on each subsequent From and
To text box, to change the time in that box.
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Defining a Calendar of Working Time 81

5. To stay in the Change Working Time dialog box, simply click any day in the calendar.
Otherwise, click OK.

N OTE
Project checks all time entries for consistency. Each successive time must be later in the
day than the time in the preceding time text box.
You cannot leave a work period blank and put data in a work period beneath it.
Therefore, you must use the top pair of From and To text boxes first; then you can fill in
the next pair.

Entering Time Formats

You can use several formats for entering times in the text boxes of the Change Working
Time dialog box. You can use either the 12-hour clock or the 24-hour clock to enter times.
If you enter times based on the 12-hour clock, make sure that you use the a.m. and p.m.
3
suffixes to ensure that the program understands your intent. If you enter a time without
using an a.m. or p.m. suffix, Project uses the first instance of the time following 8:00 a.m.
(or whatever time you designate as the Default Start Time on the Calendar tab of the
Options dialog box).
For example, if you enter 3:30 without a suffix, Project assumes that you want to use 3:30 in
the afternoon and attaches the p.m. suffix. If you wanted to set a work shift to start at 5:00
in the morning, you would need to enter 5 am instead of 5:00 because the program inter-
prets 5:00 to mean 5:00 p.m. (If the time you want to enter is on the hour, you can simply
enter the hour number.)

N OTE
You enter noon as 12:00 pm and midnight as 12:00 am.

Clearing the Working Hours Text Boxes

To remove a work period from the working hours text boxes in the Change Working Time
dialog box, you need to delete both the From time and the To time for that period. To do
so, follow these steps:
1. Select the From text box for the work period you want to remove.
2. Press the Delete key to clear the text box.
3. Move to the To text box and select the time entry. Press Delete to remove that time
period.

Resetting a Calendar
You can select the Use Default option button in the Set Selected Date(s) To area of the
Change Working Time dialog box to cancel changes you have made for calendar days.
Selecting individual days and choosing Use Default returns those days to the original
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82 Chapter 3 Setting Up a Project Document

working hours for those days of the week (as defined in the base calendar). Selecting the day
of the week letters at the top of the calendar and choosing Use Default returns all days in
the selected column to the standard 8-hour day, 8 a.m. to 5 p.m. (or whatever timeframes
you have designated for the calendar). Selecting all the weekday letters at the top of the cal-
endar and choosing Use Default returns the working hours—as well as any other excep-
tions—back to the default of the currently selected calendar. A warning message appears,
indicating that the calendar will be reset to the original settings.

Creating a New Calendar

Suppose you have a processing crew that works from 5:00 p.m. to 2:00 a.m., Monday
through Friday. You can create a Processing Crew calendar to use as a base calendar for the
resources in that group. On this calendar, the regular shift begins at 5:00 p.m. and continues
to 2:00 a.m. the following day. An hour break is scheduled from 9:00 p.m. to 10:00 p.m.
Say that on Monday the crew starts at 5 p.m., breaks for dinner at 9 p.m., comes back to work
3 at 10 p.m., and finishes the day at 12 a.m. (midnight). The work from midnight to 2 a.m. is
entered on Tuesday. Tuesday through Friday the working times would show 12 a.m. to 2 a.m.,
then 5 p.m. to 9 p.m., and 10 p.m. to 12 a.m. Saturday would reflect the last hours (12 a.m. to
2 a.m.) of Friday night’s shift. (Figure 3.21, later in this chapter, illustrates this example.)
You can create a new base calendar for this group by following these steps:
1. Click the New button at the bottom of the Change Working Time dialog box to create a
new base calendar. The Create New Base Calendar dialog box appears (see Figure 3.18).

Figure 3.18
You can start a new
calendar from scratch
or you can use a copy
of any existing base
calendar.

2. In the Name text box, type a distinctive name, such as Processing Crew, for the new
calendar.
3. Select the Create New Base Calendar option button if you want to start with no holi-
days and the standard 40-hour week. Or Choose the Make a Copy of…Calendar option
button to start with a copy of an existing base calendar and all its holidays and excep-
tions. Then select an existing base calendar from the drop-down list. If you have
already defined all regular company holidays on the Standard calendar, you should start
with a copy of it so you don’t have to enter those holidays again.
4. Click OK to start defining the new calendar. If you made changes in another calendar
that you haven’t saved, you see the warning shown in Figure 3.19 before you can pro-
ceed to make changes in the new calendar. Click the Yes button to save the changes you
made in the other calendar. The new calendar name then appears in the For list box in
the Change Working Time dialog box.
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Defining a Calendar of Working Time 83

Figure 3.19
You must save or dis-
card earlier, unsaved
changes in another
calendar before you
can start working on
a new calendar.

5. To change the hours for a weekday such as Monday, select the letter at the top of the
day column and enter the shift hours for that day in the From and To text boxes (see
Figure 3.20). The hours for Mondays are 5:00 p.m. to 9:00 p.m. and 10:00 p.m. to
12:00 a.m. The remainder of the shift appears in the From and To boxes for Tuesdays.

Figure 3.20
You can select the day
letter at the top of a
day column to change 3
the hours for that day
for every week.

6. To change the hours for several days that have identical hours, drag from the letter for
the first day to the last day in the group and enter the common hours in the text fields
on the right side of the dialog box. The Tuesday through Friday schedules require
three shifts, as shown in Figure 3.21. The first shift is the continuation of the previous
evening’s shift. The second and third shifts show the periods for the beginnings of the
next evenings’ shifts.
7. To set hours for a day that is currently a nonworking day, you must first make the day a
working day. Then you can enter the hours in the From and To text boxes. The
Saturday hours in the Processing Crew calendar are just from midnight to 2:00 a.m.
(see Figure 3.22). Select the S at the top of the Saturday column and choose the
Nondefault Working Time option to make it a working day. Then you can enter the
hours in the From and To text boxes.
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84 Chapter 3 Setting Up a Project Document

Figure 3.21
You can select several
days by highlighting
the letters for the
days at the top of
calendar display.

3
Figure 3.22
You must make a day
a working day before
you can define work-
ing times for it.

Saving or Canceling Calendar Changes

To finish editing base calendars and save the changes you have made, click the OK button at
the bottom of the Change Working Time dialog box. When you save the calendar, all the cal-
endar information is saved along with the task and resource information in the project docu-
ment. Clicking the Cancel button causes Project to ignore all the changes you have made.

Working with Calendars

If you create a base calendar in one project and want to use the same base calendar in future
projects, you can use the Organizer to copy the calendar to the Global template
(GLOBAL.MPT). The calendars in the GLOBAL.MPT file are automatically included in any new
project file. You can also use the Organizer to copy a calendar to another existing project
file, to delete a calendar from the active file, and to rename a calendar in the active file. The
following section describes how to access the New Project Wizard and how to use it.
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Defining a Calendar of Working Time 85

N OTE
The GLOBAL.MPT file is stored in the directory with the Microsoft Project 2003 program
files, which is usually C:\Program Files\Microsoft Office\Office11\1033.

➔ In an environment where Project Server is being used, all the default calendars are held in the
Enterprise Global and are automatically applied whenever a new project is created. We are really only
considering Project Standard in this chapter, but for details of the Enterprise Project Management
Solution (referred to as EPM), please refer to “Using Enterprise Global Settings,” p. 978.

Using the New Project Wizard

A great feature of Microsoft Project 2003 is the New Project Wizard, which steps you
through the process of creating a new project plan. It also enforces the correct use of
Enterprise custom fields, encourages collaboration, and provides opportunities to attach
supporting documentation to a project.
There are two ways to access the wizard: 3

■ By selecting Define a Project from the Goal-Based User Interface

■ By selecting File, New and then selecting New Blank Project from the wizard
dialog box

N OTE
If the Goal Based User Interface is not on, the New from Wizard option does not appear
in the sidepane.

The following steps describe the dialog boxes that take you through the wizard:
1. General information—You are asked to enter a start date for the project you are creat-
ing, unless the project is set to be scheduled backward from a finish date, in which case
you are asked if you are sure that you want to schedule the project from a finish date,
since the default is to schedule from the start. If there is required project information, a
link to the Project Information dialog will appear, and in it you can populate the
Enterprise Custom fields needed by your organization. No other information in this
dialog box can be edited.
2. Collaborate on your project—This step is only displayed if you are using Project
Professional and Project Server. This step offers the opportunity to connect to the
Microsoft Project 2003 Server for collaboration with project resources. If you have
already accessed the Microsoft Project 2003 Server, the Yes radio button is selected by
default, and connection information to the Microsoft Project 2003 Server is populated;
otherwise, the No radio button is selected. If you select Yes but have not used the
server before, a link to the Set Connection dialog box will be displayed. If you select to
change the server connection, the link Change Connection Information is displayed.
If you select No, information on how to set up Microsoft Project 2003 Server later is
displayed.
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86 Chapter 3 Setting Up a Project Document

3. Save your project—Your project must be saved at this point before you proceed. If you
are using Project Server, a dialog box appears, advising that your file will automatically
register with the Project Server anytime you save information.
4. Add documents that relate to your project—This step in the wizard takes you to the
SharePoint document library, where you can upload documents that are pertinent to
your project plan, such as a project charter, a scope statement, feasibility analysis docu-
ments, budgeting documents, and change management requirements information.
5. Enter additional information—At this point in the wizard, you are directed to the link
Save and Finish, which causes you to exit the wizard and allows you to continue to fol-
low the steps within the sidepane to start entering tasks in the project.

You can programmatically modify the New Project Wizard to enforce the best practices in
attaching required documents, which might include many of the ones described in step 4.

3 Using the New Calendar Wizard

The New Calendar Wizard gives you a single, convenient place to set up calendars and
options that affect a project (see Figure 3.23).

Figure 3.23
The New Calendar
Wizard steps you
through the process
of defining the work-
ing times for a
project.

You access this wizard via the Goal-Based User Interface by selecting Tasks and then select-
ing Define Project’s General Working Hours. When you run the wizard, you work a series
of steps. The following steps describe the dialog boxes that appear in sequence:
1. Define the project’s general working hours—This step draws a graphical represen-
tation for the working time to the right, defined by the template that you’ve selected.
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Defining a Calendar of Working Time 87

The drop-down list for templates includes all base calendars defined within the global
file. If no template is selected, a standard working calendar of 8 a.m. to 5 p.m. Monday
through Friday is displayed.
2. Define the work week—You need to define the working days of the project. You have
the option to accept the current default working hours or to define new working hours.
If you select the radio button to adjust the working hours, the sidepane displays a drop-
down list from which you can select the day you want to change. There are two sets of
fields for editing the working time, known as shifts. If you want to show and edit more
shift times, click the link Specify Additional Shifts. You can then select to apply the new
working time to all working days or select a new day from the drop-down list. You can
also select to make the new hours a default in all project files by selecting Set as
Default. Your changes are saved before you proceed.
3. Define exceptions—If you want to define exceptions to the calendar, such as company
holidays (and have Project schedule over these nonworking times), click the link
Change Working Time, and the Change Working Time dialog appears. The sidepane 3
provides detailed descriptions on how to make exceptions. Again, your changes are
saved before you proceed to the next step.
4. Define time units—In this step, you define how many hours will equal a day, along
with how many days will equal a week and a month. These units are synchronized with
those that are defined on the Calendar tab of the Options dialog box, which you access
via the Tools menu. Your settings are again saved before you proceed.
5. Set the project calendar—This step informs you that you have just set the calendar
that affects all the resources utilized within the project. If you need to set up additional
calendars for resource groups, you can click the – link. Otherwise, you can save and exit
the wizard. If you select the Define Working Times for Resources link, you are taken
through the following steps as well.
6. Define additional calendars—You are asked whether you would like to create a new
calendar or edit an existing one. If you select New, you need to name the new calendar
you are creating. You can also choose Edit and then click Next to choose from a list of
available base calendars.
7. Define general working hours—This process is very similar to the process in step 1,
where you define the project’s general working hours. However, in this case, you are
setting the working hours for a new calendar or for one you have chosen to edit.
8. Define the work week—This is the same process as outlined in step 2, where you
define the work week.
9. Define exceptions for specific dates—This step is the same process as outlined in
step 3, where you define exceptions to the calendar.
10. The additional calendar is set—The calendar is now set. Click Finish to save and exit
the wizard.
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88 Chapter 3 Setting Up a Project Document

Using the Define Working Times for Resources Wizard

Project provides the Define Working Times for Resources Wizard for setting resource cal-
endars. You access this wizard by clicking Resources from the Project Guide toolbar and
then selecting Resource Calendars. You are then walked through how to set resource calen-
dars by proceeding through a series of steps. The following steps describe the dialog boxes
in the wizard:
1. Specify working hours for individual resources—A Resource Sheet view is displayed,
with the Calendar field displayed so you can review what calendar your resources are
already set up to use. You can then click the link Define Additional Calendars if you
need to define a calendar for a group of resources who have working times that are dif-
ferent from the project base calendar. If you want to change working time for one
resource at a time instead of for a group of resources, select one resource name at a
time and continue through the steps of the wizard.
2. Define general working hours—Follow the same process as defined in step 1.
3
3. Define the work week—Follow the same process as defined in step 1.
4. Define exceptions for specific dates—Follow the same process as defined in step 1.
5. The resource calendar is set—You can choose to save and exit the wizard or to loop
back through to work with additional resources that need calendar changes.

Working with the Organizer

You can use the Organizer to copy items (such as calendars) from one project or template to
another. You can also use the Organizer to delete or rename a calendar. If you copy a calen-
dar to the GLOBAL.MPT file, the calendar becomes part of all newly created project docu-
ments. For example, to customize the Standard calendar for all new projects, you follow
these basic steps:
1. Choose Tools, Change Working Times to edit the Standard calendar in an active pro-
ject document. Define special working times, holidays, and hours in the Standard calen-
dar, as described in the section “Editing the Standard Calendar,” earlier in this chapter.
2. Use the Organizer to copy the customized Standard calendar to the GLOBAL.MPT file,
replacing the existing Standard calendar in the GLOBAL.MPT file. The Standard calendar
for all new projects will then have the customized features. See the section “Copying
Calendars to the Global Template,” later in this chapter.

You can use the Organizer to manage not only calendars but also other customized items
(such as views, reports, macros, forms, tables, filters, toolbars, and menu bars). Therefore,
you can activate the Organizer from several points in Project. Probably the most convenient
way to access the Organizer is by choosing Tools, Organizer.
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Defining a Calendar of Working Time 89

N OTE
You can also access the Organizer through several other dialog boxes, such as those you
access by choosing the following options:
■ View, More Views, Organizer

■ View, Table, More Tables, Organizer

■ Project, Filter For, More Filters, Organizer
■ Project, Group By, More Groups, Organizer

Copying Calendars to the Global Template

You can access the Organizer through the Tools menu. The active file—that is, the file that
contains the calendar—is referred to as the source file. The file in which you would like to
place a copy of the calendar is referred to as the target file.
Follow these steps to copy a calendar to the GLOBAL.MPT file: 3
1. Choose Tools, Organizer to display the Organizer.
2. Choose the Calendars tab (see Figure 3.24). The calendars in the active file are listed on
the right side of this tab. The calendars in the GLOBAL.MPT file are listed on the left.

Figure 3.24
You can use the
Organizer to make
customized calendars
available for use in
other projects you are
working on.

3. Choose the calendar you want to copy from the list of calendars in the source file on
the right side of the dialog box.
4. Click the Copy button. If there is a calendar in the target file that has the same name as
the source file you’ve selected (for example, the Standard calendar), Project asks for
confirmation to override the former calendar (see Figure 3.25).

Figure 3.25
You must confirm that
you want to replace
the Standard calendar
in the GLOBAL.MPT
file with the Standard
calendar from the
source file.
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90 Chapter 3 Setting Up a Project Document

5. Click the Yes button to replace the calendar in the target file with the new calendar
from your active file. Or click the Rename button to copy the calendar to the target file
by using a name that is not being used by another calendar.
6. Click the Close button to exit the Organizer.

N OTE
You cannot directly edit the calendars in the GLOBAL.MPT file. To edit a calendar in the
GLOBAL.MPT file, copy it to a project file by using the Organizer. Edit the calendar in the
project file, and then use the Organizer to copy it back to the GLOBAL.MPT file.

Copying a Calendar from One Project to Another

You also use the Organizer to copy a calendar from one project document to another. For
example, if you want to place a copy of the Processing Crew calendar from the Building
3 Construction file in the Business Case Construction file, follow these steps:
1. Open both the source and target files.
2. Choose Tools, Organizer to display the Organizer dialog box.
3. Choose the Calendars tab. The calendars in the active file (for example, Building
Construction in Figure 3.26), are listed on the right. The calendars in the GLOBAL.MPT
file are listed on the left.

Figure 3.26
You can display the
target and the source
files in the Organizer
dialog box.

N OTE
The source file does not always have to appear on the right. You can copy from right to
left or left to right. When you select the item you want to use as the source, the Copy
button’s arrow changes direction accordingly.

4. Use the Calendars Available In drop-down list box on the bottom-left side to choose
the target file. Figure 3.26 shows the Business Case Construction project as the target.
5. Choose the calendar you want to copy from the list of calendars in the source file.
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Defining a Calendar of Working Time 91

6. Click the Copy button. If there is a calendar with the same name in the target file, such
as the Standard calendar, Project asks you for confirmation to override the former cal-
endar.
7. Click the Yes button to replace the calendar in the target file with the new calendar
from your active file. Or click the Rename button to copy the calendar to the target file
by using a name that is not already being used by a calendar in the target file.
8. Click the Close button to exit the Organizer.

➔ You can also use the Organizer to share items you customize with other project files (such as views,
reports, and tables). For more information, see Chapter 21, “Customizing Views, Tables, Fields, Filters,
and Groups,” p. 833.

Printing the Base Calendars

You can print a report to show the details of each of the base calendars in the active project
file. Printing reports is covered in detail in Chapter 13 and Chapter 22, “Using and
3
Customizing the Standard Reports.” This section is a quick reference on how to print the
Working Days report, a report that provides information about the working and nonwork-
ing days in all your base calendars.
To print the Working Days report, follow these steps:
1. Choose View, Reports. The Reports dialog box appears, as shown in Figure 3.27.

Figure 3.27
The Reports dialog
box organizes reports
into five standard cat-
egories plus a Custom
option for customiz-
ing reports.

2. Choose the Overview category by double-clicking the Overview icon or by selecting

the icon and then clicking the Select button. The Overview Reports dialog box appears
(see Figure 3.28).
3. Click the Working Days report. Click the Select button to preview the report or simply
double-click the Working Days report (see Figure 3.29).
4. Click the Print button to access the Print dialog box and send the report to your
printer.
5. Click Close to return to the project workspace.
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92 Chapter 3 Setting Up a Project Document

Figure 3.28
The Working Days
report prints all calen-
dars for the active
project.

Figure 3.29
The Print Preview
screen shows the lay-
3 out of the Working
Days report.

The report shows the standard working hours for each day of the week, followed by a list of
the exceptions for individual days. Each base calendar prints on a separate page. Figure 3.30
is an illustration of the report for the Processing Crew base calendar. Holidays are listed as
exceptions below the standard days and hours.
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Troubleshooting 93

Figure 3.30
The Working Days
report for the
Processing Crew base
calendar shows the
standard working
times plus the
exceptions (such as
holidays).

Troubleshooting
Start Times Don’t Match
I’ve changed my default start time to be 7:00 a.m. and coordinated this change with my Standard
calendar, but my first task is still starting at 8:00 a.m. What’s wrong?
If you choose Project, Project Information, you’ll notice that the project starts at 8:00 a.m.
This start time occurs because when you initially entered the project start date (in the
Project Information dialog box) or accepted the default time, Project also assumed that this
was the start time. The work time for the project was set to the hours of 8:00 a.m. to 5:00
p.m. You later made changes to the Calendar tab of the Options dialog box, but changes in
this dialog box are not retroactive; you also have to change the start time for the project in
the Project Information dialog box. This is one reason you should format all dates to display
the time (through the Options dialog box). You can enter a date and time in the Start Date
field of the Project Information dialog box, even though time is not set to display in that
field. Choose Project, Project Information to recalculate the project start time.

Making Start and End Time Changes Permanent

I’ve changed my default start and end times, but when I create a new project, the times revert to the
default (8:00 a.m. to 5:00 p.m.). How can I make this change permanent?
There are two types of environmental options in the Options dialog box: file-specific
options and global options. Start and end times are file-specific options. However, if you
click the Set as Default button on the Calendar tab of the Options dialog box (where you set
the start and end times), your custom start and end times become the default for any new
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94 Chapter 3 Setting Up a Project Document

files you create. The setting is changed for the current project file as well as any new files
you create. Any existing project files are not changed, however, and need to be adjusted as
explained previously.
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CHAPTER
4
Managing Project Files

In this chapter
Saving and Protecting Files 96
Creating and Using Templates 103
Working with the Organizer and the Global File 107
Troubleshooting 112
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96 Chapter 4 Managing Project Files

Saving and Protecting Files

Understanding how to effectively work with project files is important for project managers.
This chapter discusses how to manipulate project files, save and protect your work, use pro-
ject templates, and use the Organizer.
You can save files as project documents, HTML files, or workspace files. In addition, if you
are working with a group of people who need access to a project file, you might want to
protect files against accidental changes.

Designating a Default Save Location and File Format

When you save a project, the file is saved as a project file type (with the extension .mpp) in
the My Documents folder. These are the default settings for file type and location. However,
Project allows you to designate a different default location and file type for project files. Not
only can you specify the default settings for project files, but you can designate default loca-
tions for your own templates (user templates) and templates you share with others (work-
group templates).
To change these default settings, choose Tools, Options and click the Save tab (see Figure 4.1).

Figure 4.1
Workgroup templates
4 are standardized pro-
ject templates that
you can create for a
team or an organiza-
tion to share.

➔ If you need to share a Project 2003 file with people who are using versions of Project older than 98,
see “Exporting Project 2003 Data to Older Versions of Microsoft Project,” p. 636.
To change the default file type, click the Save Microsoft Project drop-down list and choose
one of the types listed in Table 4.1.
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Saving and Protecting Files 97

Table 4.1 Microsoft Project File Types

File Type Description
Project (*.mpp) This is the standard file type used for individual project files.
Template (*.mpt) This is a special type of project file that contains either a
standard set of tasks or group of resources used as a starting
point for creating similar new project files.
Project Database (*.mpd) This file type is used when you want to be able to export pro-
ject data to other programs, including Microsoft Access. This
format replaces the .mpx format from versions prior to 2000.
Project 98 (*.mpp) You use this format when you have Project 2000, 2002, or
2003 but are sharing project files with others who have
Project 98.
Microsoft Access Database (*.mdb) This file format is convenient when you need to routinely use
project data in Microsoft Access.

ODBC Database This file format is used to export project data in a compliant
database format for a SQL server or an Oracle server.

➔ To learn about using Project with Microsoft Access, see “Using the Microsoft Access Format,” p. 645.
To change the location in which project files are stored, select the file type from the File 4
Locations box. For example, in Figure 4.1 the Projects file type is selected. Then click the
Modify button. The Modify Location dialog box, which is similar to the Open and Save As
dialog boxes, appears; in this dialog box, you can identify a different location. After you nav-
igate to the folder that you want to be the new default location, click OK, and you should
see the location change in the File Locations box.

Version Compatibility
Project 2003, 2002, and 2000 share the same file types, so if you are using Project 2003, it is
not necessary to change file types in order to share your projects with someone who is using
Project 2000 or 2002. When a 2003 project is opened in 2000 or 2002, references to fea-
tures that are unique to 2003 are kept in hidden fields that cannot be recognized by the
older versions. However, when the file is again opened in 2003, changes made in 2003 will
take precedence.
Project 98 files can be read in the more recent versions, but files created in 2000, 2002, or
2003 must be saved in the 98 format before they can be read in Project 98.
You can save an existing project in other formats by using the Save as type drop-down list in
the Save As dialog box (see Figure 4.2).
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98 Chapter 4 Managing Project Files

Figure 4.2
Saving project files in
the Project 98 format
allows you to share
documents created in
2003 with people
who are using
Project 98.

N OTE
Project 2003 is designed to handle future version compatibility by including “unknown
data” fields that allow Project to store but not use data and represent it as unavailable
rather than hide the unknown data.

Activating Auto Save

4 The Auto Save feature in Project enables you to select a time interval at which Microsoft
Project will automatically save your project files. You can choose to have the Auto Save fea-
ture save just your active project or all open project files.
To enable this feature, choose Tools, Options and click the Save tab in the Options dialog
box (see Figure 4.3). Mark the Save Every check box and type the time interval or use the
spinner arrows to select a unit of time. Then choose either Save Active Project Only or Save
All Open Project Files.

Figure 4.3
You must check the
Save Every check box
to activate the Auto
Save choices.
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Saving and Protecting Files 99

As a precaution, Project can prompt you each time it is preparing to Auto Save files, as
shown in Figure 4.4. However, Auto Save only prompts you to save the file if you have
made changes to it since the last time the file was saved. If no changes have been made, you
do not receive this prompt.
If you do not want to be notified before saving, you can deactivate this feature by removing
the check from the Prompt Before Saving check box (refer to Figure 4.3).

Figure 4.4
The Auto Save
prompt appears only
if you have not saved
your changes.

Project is not only a scheduling tool; it is also an analysis tool for what-if scenarios. Users can make changes to
task or resource information and then see what impact the changes have on the project. Typically, you would
not want to have these changes saved automatically. However, because you can be prompted as to whether
you want to save (if the Prompt Before Saving option is selected), you can avoid saving changes until you are
certain you want them. Don’t hesitate to use Project to help you play out various scenarios for your projects.

4
Saving a File
The first time you save a file, the Save As dialog box—which is very similar to the Open
dialog box—appears and lets you specify the name and location you want to use to save the
file (see Figure 4.5). Choose File, Save to save the file.

The Save In Up One Level

drop-down list box Back Create New Folder

Figure 4.5
You can also use the
Save As dialog box to
change any aspect of
the way in which you
save a file.
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100 Chapter 4 Managing Project Files

Select the location in which you want to save the file. Then give the file a more descriptive
name than the default, Project1, Project2, and so on.

N OTE
Project filenames can be up to 200 characters long, including spaces. Certain characters
are not permitted, including /, ?, \, :, *, “, <, >, and |.

You can choose File, Save As if you later want to change any aspect of the way you save a
file. This includes changing the file’s name, the location where the file is saved, the file’s
password security, or the file format.

CAUTION
When you are working with programs that support only filenames of eight or fewer char-
acters (for example, in MS-DOS or Windows 3.1), a longer filename used in Newer ver-
sions of Windows is truncated. The first six characters of the filename are then followed
by a tilde (~), and then by a number, usually a one (1). For example, the filename
Office Move.mpp would be displayed as Office~1.mpp.

Providing Security for Saved Files

4 In the Save As dialog box, you can choose the Tools drop-down and select General Options
to set the following security features for a file (see Figure 4.6):
■ You can make a backup copy of the previous version of a file every time you save the
file.
■ You can password-protect the file. If you do this, a user cannot access the file without
knowing a password.
■ You can write-protect the file so others can open and view the file under the original
name but cannot save any changes to the original file. Changes can be saved under a
different name. This feature protects the data you placed in the file, yet allows others to
view the data.
■ You can save the file with a warning message that says that you prefer users to open the
file as a read-only file.

Figure 4.6
You can protect a file
from being changed
by others or even
from being read by
others in the Save
Options dialog box.
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Saving and Protecting Files 101

Password-Protecting a File
To password-protect a file, you can type up to 17 characters as a password in the Protection
Password text box. The password text box is case sensitive and accepts any character, includ-
ing spaces, numbers, and keyboard symbols. When you choose OK, you are prompted to
confirm the password by typing it again. You are notified if you fail to type it exactly the
same and have to reenter the password and confirmation. Choose OK to close the warning
box and try again.
After you specify the security options, if any, choose OK to save the file. The password
remains with the file each time you save the file.
When you attempt to reopen the file, you must enter the password exactly as typed when
you saved the password. If you do not enter the password correctly, including the upper- and
lowercase of individual characters, you are warned and given another chance to type it cor-
rectly. There is no limit to the number of attempts you can make to type in the password.

CAUTION
It is important to use passwords you can easily remember. If you forget a password,
there is absolutely no way to open the file. Not even the people at Microsoft can help
you open a file whose password is lost!

4
To remove a password, open the file, and choose File, Save As. In the Save As dialog box,
choose Tools, General Options. The Save Options dialog box appears. Delete all characters
from the password field, and choose OK.

Saving a Read-Only File

To write-protect a file with a write-reservation password, type a password with up to 17
characters in the Write Reservation Password text box. A write-reservation password
enables all users to open the file, but a warning appears, stating that the file is write-
reserved (see Figure 4.7). If the user supplies the correct password in the Password text box,
the file opens and the user has the right to make changes and save the original file. If the
user doesn’t supply the correct password, they can only open the file as read-only; they must
save changes under a different filename. Saving a file with a write-reservation password
ensures that only users who have the password can replace the data in the file.

Figure 4.7
Unless you know the
password, you cannot
open a write-reserved
file with read/write
privileges; you can
only open it as
read-only.
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102 Chapter 4 Managing Project Files

Saving a File as Read-Only Recommended

If you select the Read-Only Recommended check box in the Save Options dialog box (refer to
Figure 4.6), users who try to open the file are warned that you want them to open the file as a
read-only file. Users can choose to accept the Read-Only default or bypass the warning and
open the file with read/write privileges. This option doesn’t effectively prevent users from
replacing the data in the file, but it does warn the users that the file is shared with others.

Using the Create Backup File Option

If you select the Always Create Backup check box in the Save Options dialog box (refer to
Figure 4.6), the original file is saved under the original name with a .bak extension. The
revised version of the active file is then saved under the original name, with the .mpp exten-
sion. This procedure retains a copy of the previous version of the file on disk. For example,
suppose you created a project file named MOVE.mpp in April. In July you open the file to
make several changes. If Always Create Backup is active when the revised file is saved, the
April version is saved as MOVE.bak, and the revised file is saved as MOVE.mpp. If you make
additional changes to the file in September, the July version replaces the April version and is
saved with the .bak extension; the September version then has the .mpp extension and the
April version is no longer available.

Saving Files in HTML Format

4
In order to publish a document on the World Wide Web, you can save portions of a pro-
ject’s files in the Hypertext Markup Language (HTML) format that is required by the Web.
To save a file in HTML format, choose File, Save As Web Page.
➔ For more information on Web capabilities, see the bonus chapter, “Publishing Projects on the Web,” on
the CD accompanying this book.

Saving the Workspace

The File, Save Workspace command saves a small file that contains a list of the names of all
the project files currently open in memory. When you open a workspace file, all the files
contained in the list are opened. A workspace file acts as a pointer to the files; it does not
contain a copy of the files.
Suppose you’re working on three project files when you go to lunch. If you use the Save
Workspace command before you save and close the individual files, you can restore all the
files to the screen just by opening the one workspace file. A workspace file can also be used
to list files you work with routinely, so that each morning when you open the workspace, all
the files you need are opened.
The Open dialog box does not allow you to select multiple files to open; each file has to be
opened separately. Creating a workspace file is a great way to open several project files at
the same time and is a nice feature for people who are managing multiple project files.
When you choose File, Save Workspace, the program displays the Save Workspace As dia-
log box. Workspace filenames have the extension .mpw. Microsoft Project suggests the
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Creating and Using Templates 103

default workspace filename resume.mpw, but you can change the name in the File Name text
box. Unless you choose another drive or directory, the workspace file is saved in the current
directory. Microsoft Project prompts you to save all open files that have changed since the
last save. You might also see the Planning Wizard message about saving a baseline if tasks
have been added that were not added to the baseline.

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If you have created a file but have not saved it, you are prompted to make a decision
about including that project file in the workspace file. New project files that are empty
are not added to the workspace file.

When you open a workspace file, all active files are closed before the workspace file is
opened. You are prompted to save any active file in which changes have been made but not
yet saved. You choose File, Open to open a workspace file, which opens all the files con-
tained in its list of filenames.

Program Integrity
Project 2003 provides special protection against system instability with the Safe Mode fea-
ture. If your system experiences file or registry corruption or an unexpected crash, Safe
Mode allows Project 2003 to start, with certain parts disabled, to allow you to continue
4
working with your project files.

CAUTION
Continuing to work in an unstable environment can be risky. It is strongly recommended
that you save and close all open files, close open applications, and restart Windows or
reboot your computer to regain stability.

Project 2003 also offers the ability to notify the Microsoft Project Development Team if
Project 2003 fails to respond or experiences a fatal error. The Office Watson feature dis-
plays a dialog box that allows you to restart Project and view details of the error report, and
then provides you the opportunity to send a report to Microsoft.

Creating and Using Templates

A template is a project file that contains a typical or standard set of tasks or resources that
can be used as a blueprint or starting point for creating similar new project files. Microsoft
Project provides 20 sample templates, but you can create your own templates as well. For
example, you might create a template that lists a standard set of tasks that are common to
the type of projects you perform. Likewise, if the same group of people is always involved in
your projects, you can create a template that contains the resource information so you won’t
have to enter it for each new project file. Each template file has an .mpt extension.
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104 Chapter 4 Managing Project Files

Opening Template Files

When you open a template, you are opening a copy of the file, not the original template.
You use this copy as a starting point for a new project.
To open a template file that you or another user has created, choose File, New. From the
task pane, choose Templates On My Computer. In the Templates dialog box, select the tem-
plate you want to open, and then choose Open or double-click the filename. (The sample
templates included with Microsoft Project are discussed later in this chapter.)
When you save such a file, the Save As dialog box opens. The project name defaults to the
name of the template, but the file type is changed to .mpp, with the exception of GLOBAL.MPT.
You can use the default name or supply a different name.

The Global Template: GLOBAL.MPT

When you open a new, blank project document, the new file is based on a default project
template, GLOBAL.MPT. The new file inherits all the features of GLOBAL.MPT. All new projects
begin with generic document titles (Project1, Project2, and so on). GLOBAL.MPT is typically
stored in the \Program Files\Microsoft Office\Office11\1033 directory or the
Windows\Application Data\Microsoft\MS Project\1033 directory, depending on the operat-
ing system.

4 N OTE
To designate the language in which Windows and Office are installed, Microsoft uses
folders with numerical names. 1033, mentioned above, designates English. If you have a
different language version of Windows or Office installed, the folder name is a different
number.

➔ The GLOBAL.MPT can be used as a vehicle for sharing custom objects with other users that have similar
needs. See the “Working with the Organizer and Global Files” and “Troubleshooting” sections later in
this chapter for more information about sharing custom objects in the GLOBAL.MPT.
➔ When using Microsoft Project 2003 Professional in an enterprise environment, there is also an enter-
prise global template for companywide standardization. To learn more about the enterprise global tem-
plate, see Chapter 27, “Enterprise Resource Management,” p. 1069.

Using the Microsoft Project Sample Templates

Microsoft Project includes a wide range of sample files you can use as starting points for
your own projects. Each template contains a detailed list of tasks, organized into phases that
are appropriate for the type of project for which the template is designed. Each phase
includes the typical activities with logical relationships (links) to other activities in that
phase or another phase.
For example, the Project 2003 Commercial Construction template specifies the common
tasks required to construct a multiple-story commercial space and shows the relationships
between those tasks. This template can be used as the foundation for a variety of commer-
cial construction projects, ranging from supermarkets and fast food restaurants to hotels and
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Creating and Using Templates 105

airports. The Commercial Construction Project template is organized into a number of

phases: general conditions, long-lead procurement, mobilize on site, and so on.
Microsoft Project Help contains a detailed description of each template. From the Help
menu, choose Microsoft Project Help or press the F1 key on your keyboard. In the Search
For box, type available templates, and then click the Start Searching green arrow. Select
Available Templates from the list of Search results, and then click on one of the template
choices to see its description.
The easiest way to access a sample template file is to choose File, New, to display the New
Project sidepane, which lists recently used custom templates and a link to the Templates On
My Computer (see Figure 4.8). Note that you cannot use the New button on the Standard
toolbar to access the templates. The sample templates can be set up to install when you first
attempt to use them. However, these template files are on the Project 2003 installation CD-
ROM and are not automatically included with the installation of Microsoft Project 2003
unless a full custom installation is done. Therefore, you may need to access Project installa-
tion files to install these templates. Some organizations copy the installation files to a net-
work server so that users can access the installation files without the CD-ROM.

Figure 4.8
You can use the
Project sidepane to
access the predefined 4
Project template files.

After you select On My Computer, select the template you want to use, and then click OK
(or double-click the filename). When you create a new file based on one of Microsoft
Project’s templates, you are creating a copy of the file, not accessing the original template.
You can then use this copy as a starting point for your own project.
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106 Chapter 4 Managing Project Files

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When you use a template to begin a file, the name of the template appears at the bot-
tom of the Summary tab in the Properties dialog box (which you open by selecting File,
Properties).

Creating a New Template

An existing project file can be saved as a template for projects with similar content and
structure.

TIP
You can open an old project file, make changes, and use the File, Save As command to
save the file as a new template. Thus you can avoid accidentally saving the new file over
the old project file.

To save an active file as a template, choose File, Save As. Enter the filename you want to
use, and choose Template from the Save as Type drop-down list at the bottom of the Save
As dialog box. The filename extension changes to .mpt automatically. Microsoft Project
stores templates in a default folder that is designated for User templates. The path to this
folder is C:\Windows\Application Data\Microsoft\Templates\ or C:\Documents and
4 Settings\all users\Templates, depending on the operating system.

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You can designate a default location for your personal templates (user templates) and
for templates you share with other people (workgroup templates) through the Tools,
Options dialog box. Refer to the section “Designating a Default Save Location and File
Format” earlier in this chapter for the specific steps.

When you save a project file as a template, the window shown in Figure 4.9 appears,
enabling you to strip data such as baseline values and actual values from the template, if
necessary. This is a valuable feature that enables you to use completed or active projects as
the basis for new projects, removing data that is unique to each project.

Figure 4.9
You can keep project-
specific values from
being saved with the
template through the
Save As Template
dialog box.
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Working with the Organizer and the Global File 107

When you use a template file as the basis for a new project, a copy of the file is displayed
with the extension automatically changed to .mpp so you can save the new working copy as a
regular project file.

Modifying Template Files

There is no way to directly open the .mpt file. Therefore, when you want to make modifica-
tions to a template, you must open a copy of the template, make the desired changes, and
save the file under the default name, with the .mpt extension. You must make certain to
choose Template from the Save as Type drop-down list to change the file type. The file-
name extension changes automatically, and the corrected template saves over the original
template.

Working with the Organizer and the Global File

When you modify an existing object—such as the Standard Base Calendar—or create a new
customized view or report, the modified or custom object is available to only the project you
are currently working with. The Organizer lets you share objects in one project or template
with another project or template. This is accomplished by copying the objects from one file
to the other (see Figure 4.10).

Figure 4.10 4
The Organizer dialog
box provides access
to items that can be
customized and
shared in Project.

The Organizer is most often used to copy modified or custom objects to other project files
or to the Global template. You can also use the Organizer to delete an object that is no
longer needed or to rename an object. The Organizer is set up as a series of tabs, each tab
focusing on a different type of object.
Table 4.2 lists the types of objects contained in the Organizer.
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108 Chapter 4 Managing Project Files

Table 4.2 Objects in the Organizer

Type Description
Views Views are screen displays that are used to enter, organize, and examine project
information. Some views are designed to look at primarily task information, and
some are for examining resource-oriented information. There are three types of
views in Microsoft Project: charts or graphs, sheets, and forms. Custom views can
be created to meet your specific needs.
Reports A report is a predefined, printable representation of project information. You can
create custom reports to meet your specific needs.
Modules When you design a macro, the macro is stored in a module. Microsoft Project
uses Visual Basic to create macros.
Forms A form is a specific type of view that provides detailed information about a
selected task or resource. You can design custom forms to meet your specific
needs.
Tables A table is a collection of fields organized into columns and rows, much like a
spreadsheet. Tables are used with views such as Gantt Chart, Task Sheet, and
Resource Sheet. You can create custom tables to meet your specific needs.
Filters A filter is used to highlight specific information in a view. There are two types of
filters: task filters and resource filters. You can create custom filters to meet your
4 specific needs.
Calendars Project uses task, resource, and project calendars to create the project schedule.
You can also create custom calendars to meet your needs.
Toolbars A toolbar provides shortcut buttons to Project features and/or functionality. You
can customize these toolbars or create your own custom toolbars.
Maps The Maps tab is used to track data that is exported to other programs. Export
maps are sets of instructions that track exactly what types of data are to be
exported, relating field to field.
Fields A field is a column or box with a specific type of information about a task,
resource, or assignment. You can customize fields to meet your specific needs.
Groups A group is a tool used to organize and summarize the display of project informa-
tion. There are two types of groups: task groups and resource groups. You can
create custom groups to meet your specific needs.

The easiest way to access the Organizer is through the Tools menu, by choosing Tools,
Organizer. You can also access the Organizer through several other dialog boxes, by choos-
ing one of the following:
■ More Views dialog box—Choose View, More Views, Organizer.
■ More Tables dialog box—Choose View, Table, More Tables, Organizer.
■ More Filters dialog box—Choose Project, Filter for, More Filters, Organizer.
■ More Groups dialog box—Choose Project, Group by, More Groups, Organizer.
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Working with the Organizer and the Global File 109

Using the Organizer to Modify GLOBAL.MPT

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The first time you open Project, a copy of the original GLOBAL.MPT file (GLOBAL.MPT)
is created and becomes the active GLOBAL.MPT file, on which all new documents are
based from that point forward. The original GLOBAL.MPT file is then preserved, safe
from customization, as a backup copy.

New blank project documents are based on a copy of the Global template—the active
GLOBAL.MPT file. Changes you make to the active GLOBAL.MPT affect all new project files.
Changes to the active GLOBAL.MPT file must be made from the Organizer or by selecting
Tools, Options. If you want to customize the original, backup GLOBAL.MPT file, you can open
it directly, and you can also open earlier Global templates (from Project versions 2002,
2000, 98, 4.1, or 4.0), and transfer objects from your former Global templates into your
original Project 2003 Global template. When you open the file, the Organizer is displayed.
If you upgrade to Microsoft Project 2003 from an older version of Microsoft Project (2002,
2000, 98, 4.1, or 4.0), customized items in the old Global template are automatically
included in the new GLOBAL.MPT file.

Customized views allow the organization to fully exploit the capabilities of the tool, not only in regard to for-
matting, but also in regard to incorporating company logos, methodologies, and so on. This is a very effective 4
way of standardizing the formatting of project information for both internal and external communications.

TIP
If you make a copy of your GLOBAL.MPT file from an earlier version of Project (that is,
4.0, 4.1, 98, 2000, 2002), name it something like GLOBAL98.MPT, and then open the file
in Project 2003, you can distinguish the two Global template files from one another in
the Organizer. Otherwise, because the Global files in each version have the same name,
it can be confusing which GLOBAL.MPT you are looking at.

The following subsections describe how to access the Organizer through the Tools menu.
The steps given here are generic, and they are useful when copying any object managed by
the Organizer. The active file—that is, the file that contains the object—is referred to as the
source file. The file in which you would like to place a copy is referred to as the target file.

Copying Objects by Using the Organizer

To copy an object using the Organizer, follow these steps:
1. If you are copying an object to a file other than GLOBAL.MPT, make sure that both the
source and target files are open.
2. Choose Tools, Organizer to display the Organizer.
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110 Chapter 4 Managing Project Files

3. Choose the tab that contains the object you want to copy. In Figure 4.11, the Tables tab
is selected. The tables in the active file that have been used, altered, or newly created
are listed on the right. The tables in the GLOBAL.MPT file are listed on the left.

Tables tab Object to be copied

Figure 4.11
To copy an object
from one project doc-
ument to another,
you display both the
source and the target
project files in the
Organizer dialog box.

Tables available in

Target file
Source file

4 If you are copying an object to a file other than GLOBAL.MPT, use the Tables available in
the drop-down list box on the bottom-left side to choose the target file. On the right
side of the dialog box in Figure 4.11, the Custom Cost table is highlighted in the
source file (COMCONST.mpp), and on the left side of the dialog box, the target file
(NEWBIZ.mpp) is being selected.

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You must have the intended Target file open. The Tables available in the drop-down list
box lists only files that are currently open.

4. Select the Task option for tables containing task type fields or the Resource option for
resource tables containing resource type fields.
5. Choose the table you want to copy from the list of tables in your source file on the
right side of the dialog box.
6. Click the Copy button. If there is a table with the same name in the target file, Project
asks you for confirmation to override the former table (see Figure 4.12).

Figure 4.12
The Organizer allows
you to share objects
with other projects or
the GLOBAL.MPT.
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Working with the Organizer and the Global File 111

7. Click the Yes button to replace the table in the target file with the new table from the
active file.
Or, you can use the Rename button to copy the table to the target file by using a name
that is not already being used.

TIP
You can also restore an object to its original default state by copying the object from the
GLOBAL.MPT file over a customized object in the target file, as long as the object in
GLOBAL.MPT has not previously been customized.

8. Click the Close button to close the Organizer dialog box.

Renaming an Object by Using the Organizer

You must use the Organizer if you want to rename an object you created in a project docu-
ment. To rename an object, follow these steps:
1. Open the Organizer and choose the tab for the object you want to rename.
2. In the project or GLOBAL.MPT file that you want to reflect the change, select the object to
be renamed.
3. Click the Rename button. The Rename dialog box appears. 4

4. Type the new name for the object.

5. Click the OK button to complete the name change.
6. Click the Close button to close the Organizer.

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GLOBAL.MPT does not automatically update when an object is revised. Changes to a
custom object must be recopied to the GLOBAL.MPT file in order to be reflected in new
project files. Any existing projects using that object must be updated manually as well.

Deleting an Object by Using the Organizer

Customized objects, such as tables, that you create in a project document cannot be deleted
with the same menu or dialog box that you used to create them. You must delete them with
the Organizer. To delete an object, follow these steps:
1. Activate the Organizer by choosing Tools, Organizer.
2. Choose the tab for the object you want to delete.
3. In the project or GLOBAL.MPT file that contains the object, select the object you want to
delete.
4. Choose the Delete button. A confirmation dialog box appears.
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112 Chapter 4 Managing Project Files

5. Click the Yes button to confirm the deletion.

6. Click the Close button to close the Organizer.

Troubleshooting
Using the GLOBAL.MPT File
How do I copy my GLOBAL.MPT file to a disk so that I can share it with someone else?
GLOBAL.MPT might be located in several locations on your hard drive, depending on which
operating system your computer is using. You can easily locate both the original GLOBAL.MPT
backup file and the active GLOBAL.MPT file, along with any custom objects that have been
copied to it, by using the Microsoft Windows Search feature, which you access by selecting
Start, Search, For Files or Folders. It is important that you check the date on which each file
was last modified to ensure that you copy the correct one (the original, backup copy is the
oldest GLOBAL.MPT file).
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PART
II
Scheduling Tasks

5 Creating a Task List 115

6 Entering Scheduling Requirements 175

7 Viewing Your Schedule 231

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CHAPTER
5
Creating a Task List

In this chapter
Approaching the Planning Process 116
Entering Tasks in a Gantt Chart 118
Understanding the Fields in the Task Table 119
Entering Task Names 123
Editing the Task List 127
Using the Task Information Dialog Box to Edit Tasks 131
Entering Task Duration 132
Defining Milestones 136
Using Recurring Tasks 137
Attaching Notes to Tasks 142
Attaching Hyperlinks to Tasks 147
Using Other Views to Create Tasks 151
Outlining the Task List 154
Using Custom WBS Codes 163
Using Custom Outline Numbers 169
Printing the Project Task List 170
Troubleshooting 170
Project Extras: Letting Project Calculate Duration 171
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116 Chapter 5 Creating a Task List

Approaching the Planning Process

After securing approval for a concise but comprehensive goal statement that defines the
scope of a project, your next major planning function is to draw up a list of activities, or
tasks, that must be completed to achieve the project goal.

Microsoft Office Project is a scheduling tool, which addresses only one aspect of the project planning. That
planning phase is typically preceded by a project initiation where the scope of the project and its product is
defined and refined. Some early stages of the planning process also come before the scheduling itself, such as
establishing a project charter, which empowers the project manager to spend some time and budget on achiev-
ing the defined scope. As a project manager, you should make sure to have the proper information before cre-
ating your schedule, or even your work breakdown structure (WBS).

There are two basic approaches to creating a task list: the top-down approach and the
bottom-up approach. In the top-down approach, you start by listing the major phases of the
project. Then you indent under each major phase the detail tasks that make it possible to
complete the phase. The phase then becomes what is called a summary task, and the
indented detail tasks are called subtasks. This method is probably the most common
approach to project planning, and it provides an outlined organizational structure that helps
people comprehend the scope of the project.
In the bottom-up approach, you begin by listing all the task details. Although it is not
required, many people prefer to have the list in a somewhat chronological order. If your
project is not too complex, the list might be adequate for understanding the scope of the
project. However, for more complex projects, you might need to organize the task list into
an outline, so that the end result is similar to the result produced by the top-down approach.
Outlining produces an organizational form that is functionally identical to the organiza-
5 tional chart format that is traditionally used by project managers and that is called the Work
Breakdown Structure (WBS). As shown in Figure 5.1, the WBS identifies major components
of a project and shows multiple levels of detail under each major component. WBS codes
are traditionally used to number each task in such a way that the code identifies where the
task fits into the project’s hierarchical structure. In Microsoft Project these codes are by
default identical to the outline numbers that are automatically provided for each task. The
outline numbers (the default WBS codes) are shown before each task name in Figure 5.2.

The WBS can appear in several formats, the most common of which are the chart format and the outline for-
mat. It doesn’t matter which format is used; it is simply important to capture the entire scope of work for the
project within the WBS. The chart format tends to be favored over the outline format simply because it is easy
to add to the list under each element. However, Project doesn’t support this type of charting function. Instead,
you must do it manually or with some other software package. Using the more prevalent outline format
requires pushing tasks down in order to insert additional tasks, regardless of whether the top-down or bottom-
up approach is used.
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Approaching the Planning Process 117

Figure 5.1
WBS diagrams orga-
nize project tasks into
phases or functional
groups that help visu-
alize the scope of the
project.

Task name

WBS code

Figure 5.2
Project’s outline num-
bers can be used as
WBS codes; you can
also edit the WBS
codes to customize
them.

Summary task
Subtask

Outline number

5
An outline is not necessary for a complete project plan. However, outlining has many advantages
and can significantly enhance a plan’s flexibility and usefulness as a planning and reporting tool:
■ Outlining encourages an orderly planning process, with less likelihood of leaving out
crucial steps.
■ You can display outlined projects with different levels of detail, both on the screen and
in printed reports. You can collapse the outline to major phases only or to any level of
detail, depending on the intended audience.
■ Summary tasks in outlined projects automatically provide summary calculations for the
subtasks under them. The duration, cost, and work for all the tasks indented beneath
them are summed (that is, rolled up) into the summary task.

A task list contains three main types of tasks:

■ Normal tasks—These are tasks that represent the activities that produce the actual
work on the project.
■ Milestones—These are tasks that represent a point in time in the project where a major
goal is achieved, a deliverable is completed, or a significant decision point is reached.
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118 Chapter 5 Creating a Task List

■ Summary tasks—These tasks group together and summarize other tasks that are
related in some way. The tasks indented under a summary task are called subtasks.

Entering Tasks in a Gantt Chart

You can type a task list directly into a view such as the Gantt Chart view. Alternatively, if the list
already exists in another application (such as Excel, Outlook, or Word), you can import or paste
a copy of the list into Project. This chapter focuses on typing the list directly into Project.

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Project 2003 includes a task list template for Excel called Microsoft Project Task List Import
Template, which you can use to create a task list in Excel that you can then import into
Project. There is also a new Import Outlook Tasks command on the Tools menu to expe-
dite importing tasks from Outlook. See Chapter 17, “Exporting and Importing Data with
Other File Formats,” for detailed instructions on importing from other applications.

The Gantt Chart view (see Figure 5.3) is the best view for creating a task list. However, you
can use other views, and several are discussed later in this chapter, in the section “Using
Other Views to Create Tasks.”

Vertical scrollbar for tasks

Figure 5.3
The Gantt Chart view
is one of the most
versatile views in
Microsoft Project for
5 managing the task
list.

Horizontal scrollbar for task fields Horizontal scrollbar for the timescale
Vertical divider bar
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Understanding the Fields in the Task Table 119

The task table on the left in the Gantt Chart view is ideal for creating and editing the task
list. You can edit the list of tasks, easily rearrange their order, and change the outline by
indenting and outdenting tasks. You can enter a maximum of 1 million tasks in a single pro-
ject, so the task table can be expanded to a million rows. You can include up to 65,535 levels
of outlining indentation to organize the project into major phases or processes. Pop-up forms
are easily accessible for any task to add or view more details than are provided in the table.
➔ Microsoft Project provides drag-and-drop features in the Gantt Chart view for moving, copying, outlining,
linking, and assigning resources, all of which make editing the task list easier. See “Working with the
Gantt Chart View,” p. 232.
➔ There are many options for customizing the Gantt Chart display. If you want to learn more about using
those options, see “Using the Common Format Options in the Standard Views,” p. 776, and “Formatting
the Gantt Chart View,” p. 790.

Understanding the Fields in the Task Table

Before you start creating a list of tasks, you should understand what the columns in the task
table on the left of the Gantt Chart view mean because Project supplies default values in
most of them as you create task names. You usually have to scroll to the right to see all the
columns. Alternatively, you can use the mouse to drag to the right the vertical divider bar
that divides the table and the timescale. When you do this, you can see more of the task
table and less of the timescale.
By default Project displays the predefined Entry table, which contains columns for the sev-
eral task fields that provide information like the task name, the start and finish dates, and so
forth. The fields shown in the Entry table are briefly described in the following subsections,
and full information about using them is presented later in this chapter.

The ID Field 5
The column of row numbers at the left of the table is known as the ID field. The task ID
shows the task’s position in the task table and is also used to reference a task. References to a
task use the ID number instead of the task name because duplicate task names are permit-
ted. You can’t edit the task’s ID field directly, but it is automatically recalculated when a task
moves to a different row.

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In addition to the ID number displayed on the screen, there is also a permanent ID num-
ber stored in a task field named Unique ID. Project assigns that number when the task is
first created, and that number does not change unless you cut and paste the task into a
new row, in which case it gets a new unique ID. If a task is deleted, its unique ID is not
reassigned. Internally, Project uses the unique ID to identify and link tasks.
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120 Chapter 5 Creating a Task List

The Indicators Field

The Indicators field is the column headed by an icon that shows a small white letter “i” on a
blue circle. This column displays icons that reveal additional information about a task that is
not shown in the other columns. For example, a check mark will appear in this column
when a task has been completed. Pause the mouse pointer over an indicator to read what the
indicator reveals about the task.

The Task Name Field

The column headed Task Name contains the text you choose to describe the task. A task
name can contain up to 255 characters and, as mentioned previously, does not have to be
unique.
➔ For information about showing all the text in long task names, see “Displaying Long Task Names,”
p. 126.

In creating a list of task names, you have to exercise judgment about how finely detailed you want the list to
be. You should list only tasks that you think it worthwhile to monitor, and only to a level to which you want to
manage. Also, you should not include more detail than necessary for activities that are already understood by
those who must do the work.
As a rule, tasks should be broken down (decomposed) to no more than 80 hours of effort to complete and no
less than 8 hours. This provides the opportunity to take corrective action should the activity take 10%–20%
longer (that is, 8–16 hours) than it was originally estimated to take.

The Duration Field

The Duration field is one of the most important fields for scheduling tasks. This field is
where you enter an estimate of how long it takes to complete a task. When you first enter a
5 task name, Project supplies the default value 1 day? in the Duration field. The question
mark flags this entry as a tentative, estimated duration.

The Start and Finish Fields

The Start and Finish fields show the date and time when work on a task is scheduled to start
or finish. The initial display format for the date fields shows only the date portion of the
field, but the field can display the time of day also.
Generally, you should let Project calculate the schedule of task dates for you—after all, that
is one of the chief benefits of using project management software. However, you can also
enter dates in these fields yourself, although doing so limits Project’s capability to calculate a
revised schedule if circumstances change. Generally, you should not enter dates in the Start
or Finish fields but should instead give Project the information it needs to schedule the
dates for you. Until you provide that information (which is the subject of Chapter 6,
“Entering Scheduling Requirements”), Project arbitrarily sets the task at either the start or
finish of the project.
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Understanding the Fields in the Task Table 121

When you enter a date in the Start or Finish field, the task becomes constrained to the specified date. If you
find yourself constantly entering a specific date for the tasks within the project, you are not realizing the bene-
fits of using a project management tool to build a schedule based on estimated durations, logical dependen-
cies, resource assignments, and calendars. In that case, a scheduling tool, such as Microsoft Outlook, might
work best for you. Specifying dates in the schedule defeats the purpose of working through the planning
process.

The Default Start and Finish Dates

If you have chosen to schedule a project from a fixed start date (called a forward-scheduled
project), Project normally sets the start for new tasks to be the same as the date and time
when the project starts. It then adds the task duration to derive the task finish date and time.
If you have chosen to schedule the project from a fixed finish date (that is, a backward-
scheduled project), Project sets the finish for new tasks to be the date and time when the pro-
ject finishes, and it subtracts the task duration to derive the task start.
If the project start date is not the current date, the taskbar might not be visible until you
scroll to the date for the start of the project.

TIP
You can use the Go To Selected Task button on the Standard toolbar to go to the beginning
date for the task that is currently selected. You move the button in the horizontal scrollbar
beneath the timescale to the far left or right to go to the start or end of the project.

Instead of scheduling new tasks at the project start or finish, you can optionally tell Project
to start new tasks on the current date (that is, the date when you are adding the new task to
the project file). For instance, after a project is under way, you might have to add new tasks 5
as circumstances change. In this case, you probably want to have new tasks start on the cur-
rent date because the project start date is behind you at that point. But for creating a plan for
a future project, you want to have new tasks initially set to the project start or finish date.
To set the default start date for new tasks, choose Tools, Options, and select the Schedule
tab. Using the drop-down list for New Tasks, choose either Start on Project Start Date or
Start on Current Date as the default schedule for new tasks. For projects with fixed finish
dates, the choices are either Finish on Project Finish Date or Start on Current Date. (You
wouldn’t want Project to set the finish of the task on the current date because that would
put the start in the past!)

N OTE
Recall from Chapter 3, “Setting Up a Project Document,” that the project current date
and either the start date or finish date are defined in the Project Information dialog box.
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122 Chapter 5 Creating a Task List

The Default Time of Day

Each date field in Project contains both date and time of day components, even when the
display of the date is not formatted to show the time of day. The default start date for a task
also includes the default start time of day for scheduling the task.
When you don’t enter a time of day with a start date, Project appends the default start time
(initially 8:00 a.m.). Similarly, if you enter a finish date for a task and don’t include the time
of day, Project appends the default end time (initially 5:00 p.m.).
You can change the default start time and end time in the Options dialog box (see Figure 5.4).

Default start and finish of the workday

Figure 5.4
You set the default
start and end of the
workday to determine
when Project starts
and ends new tasks.

Time unit
conversion values

5 Make these settings the default for all new projects

TIP
Even if date fields do not display the time of day, you can enter a time along with the
date in any date field. For example, to stipulate that a task should not start before 2:00
p.m. on January 5, 2003, you would enter 1/5/2003 2:00 PM.

To set the default time of day for starting or finishing new tasks, follow these steps:
1. Choose Tools, Options to display the Options dialog box. Select the Calendar tab.
2. In the Default Start Time field, enter the time of day you want Project to use when you
don’t include the time of day with a start date.
3. In the Default End Time field, enter the time of day you want Project to use when you
don’t include the time of day with a finish date.
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Entering Task Names 123

4. To make these the default values for all new project files that you create, click the Set as
Default button. Note that this does not change any existing project files; it only ensures
that new project files contain these values.

➔ The default start time for tasks must also be a working hour on the calendar, or else tasks can’t actually
be scheduled to start at that time. See “Defining a Calendar of Working Time,” p. 76, for help in defin-
ing the calendar.

Displaying the Time of Day with Dates

If you want to display the time component of dates, use the Tools, Options command to dis-
play the Options dialog box. The Date Format list box on the View tab has a drop-down list
of date formats, the first of which contains both date and time.

TIP
If you switch to a longer date format, the Start and Finish fields might display pound
signs as an indication that they are not wide enough to display the longer format. You
can widen the column by double-clicking the column heading for each field and clicking
the Best Fit button.

You can enter time in the 24-hour format, no matter which setting you have chosen in the
Control Panel. For example, you can enter January 5, 2003, 3:30 p.m. by typing either
1/5/2003 3:30 PM or 1/5/2003 15:30. If you want to display time in the 24-hour clock for-
mat, however, you must select that format in the Windows Control Panel for all applica-
tions to use. In the Regional Settings applet, select the Time tab and choose the HH:mm:ss
style in the Time Style box.

The Predecessors Field 5

The Predecessors field shows the ID numbers for any other tasks whose scheduled start or
finish must be taken into account before calculating a task’s start or finish. For example, if a
task must be scheduled to start only after task number 5 is finished, the ID number 5 would
appear in that task’s Predecessor field. Chapter 6 contains much more information on pre-
decessors.

The Resource Names Field

The Resource Names field shows the names of the resources assigned to work on the task.
Part III, “Assigning Resources and Costs,” covers resource assignments in more detail.

Entering Task Names

You can create task names by typing into the Task Name field of the Gantt Chart view or by
pasting names that you have copied from elsewhere. The most common method is
undoubtedly the old-fashioned method—typing—but both methods are described in the
following sections.
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124 Chapter 5 Creating a Task List

Typing Task Names

When you type text into the Task Name field on a blank row, you create a new task. You can
use any combination of keyboard characters and spaces, and the name can contain up to 255
characters. You complete the cell entry by pressing Enter, by clicking the green check mark
in the Entry bar, or by selecting another cell. You can cancel the cell entry before entering it
by pressing the Esc key or by clicking the red X in the Entry bar. In that case, the field
reverts to its former contents.

TIP
If you make an entry in any field on a blank row of the task table, you create a task,
even if it has no task name yet. If you accidentally create a task this way, you can
remove it by selecting the ID number and pressing the Delete key.

It is a good practice in building projects to name activities in a verb-noun format, such as Install Computers,
Write Design Specifications, or Move Warehouse. By using this concise call-to-action naming convention, it is
easy to define the tasks and clearly communicate what work needs to be done in the project. It also makes it
easy to estimate task durations by simply asking, “How long does it take to…?”

N OTE
By default Microsoft Office’s AutoCorrect feature is enabled in Project. Common errors are
corrected as soon as you press the spacebar or type a punctuation mark. Note also that
the list of spelling corrections is shared with all Office applications. You can manage the
AutoCorrect feature (including disabling it altogether) by choosing Tools, AutoCorrect.

5 As soon as you press Enter or move to another cell, Project supplies the default duration 1
day? for the new task, and it supplies a default start and finish date for the task. It also dis-
plays a taskbar that starts at the project start date under the timescale in the Gantt Chart
view, to the right. Then it moves the selection to the next row so that you can enter the
next task.

TIP
If you don’t want the selection to change when you press Enter, you can disable that fea-
ture. Choose Tools, Options and select the Edit tab. Clear the check box for Move
Selection After Enter and click OK.

CAUTION
One more time: You should usually avoid changing the start or finish dates in the date
columns. They are intended to be calculated by Project, based on the links between tasks
that you’ll create in Chapter 6. If you enter dates here, a constraint is created that might
limit Project’s ability to reschedule the task as needed.
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Entering Task Names 125

➔ If you really want to create a constraint for a task, see “Entering Task Constraints,” p. 206.
➔ If you have created a task constraint that you want to remove, see “Removing Task Constraints,” p. 216.

N OTE
You can also use the mouse to create tasks by drawing bars on the Gantt Chart view
where there is no task in the table on the left. Although this feature is easy to use, it has
drawbacks. You still must go to the table to name the task, and you usually need to
adjust the duration of tasks when they are created this way. Also, the task automatically
has either a constrained start or finish. If you drag from the start to the finish when creat-
ing the bar, the task is constrained to start no earlier than the date where the taskbar
starts. If you drag from the finish to the start, the task is constrained to finish no earlier
than the finish date. You should rarely create a task by using the mouse.

Copying Task Names from Another Application

If task names have already been entered into another application such as a word processor,
spreadsheet, or database, you can copy the list to the Windows Clipboard and paste it into
Project.

N OTE
If there is additional information for each task that you want to copy into Project, the
process is rather complicated because special data types such as dates and duration
must be pasted into the correct columns. See “Exchanging Selected Parts of a Project
with Other Formats,” p. xxx. (Ch 17)

To copy a list of task names from another application into Project, follow these steps:
1. Open both Project and the other application. 5
2. In the other application, select the list of names you want to copy. Note these require-
ments for the source list:
• If the source is a word processing document or presentation document (such as
Microsoft Word or Microsoft PowerPoint), each task name must be on a separate
row of text.
• If the source is a spreadsheet (such as Microsoft Excel), each task name must be
in a separate cell in a column of entries, and all the names you want to copy must
be adjacent to each other.
• If the source is a database (such as Microsoft Access), the task names must be in a
single field of the database. Select the cells in that field only; do not select the
records because that would select other fields also, and Project wouldn’t know
what to do with the other fields.
3. Use the Copy command to copy the list to the Clipboard.
4. Select the cell in the Task Name field in Project where you want to place the first name
in the list, and then use the Paste command.
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126 Chapter 5 Creating a Task List

Displaying Long Task Names

If a task name is too long to see in the Task Name column, you can adjust the width of the
column by using the mouse. Drag the right border of the cell that contains the column title
to the right or left to change the column width. The pointer changes into a double-headed
right and left arrow when it’s in position to change the column width. If you double-click
instead of drag, Project adjusts the column’s width automatically to the longest entry it finds
in the column.
If you don’t place the mouse pointer directly on the title cell’s borderline, the pointer does
not change into a double-headed arrow, and double-clicking the mouse opens the Column
Definition dialog box (shown in Figure 5.5). If that happens, you can still adjust the column
width to the widest entry by clicking the Best Fit button.

Figure 5.5
You use the Column
Definition dialog box
for, among other
things, adjusting the
column width.

Adjusting the Height of Task Rows

Initially, each row in a table displays a single line of text. In this case, the row height is said
to be 1. But you can adjust any or all rows to display variable numbers of text lines. The
5 maximum row height is 20 (that is, 20 lines of text). Project automatically wraps text if extra
lines are available and if the text entry is longer than the column width can display. Figure
5.6 shows wrapped task names.
To adjust the height of a row, you drag the bottom (not the top) of the cell that contains the
row number down to display more lines or up to display fewer lines. Note that row height is
not infinitely variable. It can only be changed in increments of lines of text from 1 to 20.

N OTE
Unlike with adjusting column widths, you cannot double-click the line dividing row num-
bers to automatically set the best fit.

You can also change the heights of multiple rows at once. Select the row numbers that you
want to change. Use Ctrl+click to select nonadjacent rows. To select all rows, click the
Select All button—the blank column header above the row numbers. Drag the bottom of
any row number cell to adjust all selected rows to the same height.
➔ For information about setting specific row heights for a table, see “Using and Creating Tables,” p. 840.
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Editing the Task List 127

Select all

Figure 5.6
You can use more
than one row to dis-
play each task in the
Gantt Chart view; this
enables long task
names to word-wrap.

Row height of 2 with

word-wrapped text

Row height of 1

Editing the Task List

After you start creating a task list, you inevitably need to edit list entries. This section
describes a collection of commands and techniques that can be used for editing. These com-
mands and techniques apply to all views, not just the Gantt Chart view.
You can edit cell contents in the Edit bar above the table or directly in the cell. The simplest 5
way to edit the entry directly in the cell is to select the cell and then press the F2 function
key. The insertion point appears at the end of the text in the cell, and you can reposition it
by clicking elsewhere.
You can also initiate in-cell editing by using a mouse. Select the cell by clicking it once. The
mouse pointer should change into an I-beam when it is over the right side of the cell entry
or when it is to the left of the beginning of the entry. When the pointer is an I-beam, click;
the insertion point appears at the point in the entry where you clicked.

Undoing Changes in the Task List

You can undo nearly any change made in the task list by using the Edit, Undo command.
However, you can only undo the most recent change. You can also usually reverse the last
undo; when you use the Undo command a second time, Project calls the undo a redo. You
can also activate Undo by using the Undo tool on the Standard toolbar or by pressing
Ctrl+Z.
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128 Chapter 5 Creating a Task List

Inserting, Deleting, and Clearing

As you revise a project, you often need to insert new tasks or remove tasks from the task list.
To insert a task between other tasks in Gantt Chart view, first select a cell in the row where
you want the new task to appear. New rows are always inserted above the selected one. If you
want to insert several tasks at the same location, extend the selection to include the number
of rows that you want to add. Choose Insert, New Task (or press the Insert key), and all the
details of the tasks included in the selection shift down to make room for new blank rows.
In some previous versions of Project, pressing the Delete key automatically deleted a task if
any of its cells were selected. Many unhappy users accidentally deleted tasks when they
thought they would simply clear the contents of the selected cell. Pressing the Delete key in
Project 2003 only clears the selected cell(s)—unless the Task Name cell is selected. If the
Task Name cell is selected, a SmartTag appears to let you choose to clear the cell or delete
the task. You can also delete a task by clicking the task ID number and pressing the Delete
key. Or, with any cell in the task selected, you can choose Edit, Delete Task, or press Ctrl+ –.
You can undo the deletion if you choose Edit, Undo before making another change.
As mentioned previously, you can clear a selected cell by pressing the Delete key. You can
also use the Edit, Clear command. The Clear command can remove selected content or fea-
tures of tasks. The Clear command displays a menu that has the following choices:
■ Formats—You use Formats to clear only the formatting of the selected cells, leaving
their content unchanged.
■ Contents—You use Contents to clear only the content of the selected field(s). If you
have one or more individual cells selected, the command affects only the selected cells.
If you have clicked the task ID to select the task row, the command is applied to all task
fields—even those that are not displayed in the current view. The shortcut key for clear-
5 ing contents only is Ctrl+Delete. The Clear Contents command also appears on the
shortcut menu when you right-click a cell.
■ Notes—You use Notes to clear just the Notes field for the task, no matter which cell
(or field) you have selected. This option is provided because the Notes field is not usu-
ally visible.
■ Hyperlinks—You use Hyperlinks to clear any hyperlinks that have been attached to the
task. The Hyperlinks fields are not readily available, and this option provides an easy
way to clear an unwanted hyperlink.
■ All—You use the All command to execute all the preceding options at once, clearing the
formatting, contents, notes, and hyperlinks. If you had the task row selected, this choice
would cause Project to clear the contents of all fields but leave the row as a task. It
would then immediately reapply the default duration and start and finish dates, even
though the task now has no name.
■ Entire Task—You use Entire Task to clear all cells and fields for the task and leave a
blank row that is no longer a task.
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Editing the Task List 129

N OTE
You can undo all the Clear commands except for Formats. You can’t restore formats that
have been cleared.

Moving and Copying Tasks

You can copy or move cells or whole tasks to another location in the task list or to another
project file. Whether you are moving or copying, your selection must contain only adjacent
cells or tasks.

CAUTION
If you want to cut or copy an entire task or group of tasks, you must select the entire
task by clicking the task ID number or by selecting a cell in the task and pressing
Shift+spacebar. This selects all fields for the task (even those not displayed in the current
view). If you select a limited number of cells in a task or group of tasks, the cut and copy
commands copy to the Clipboard only the data in these cells.

To move or copy a task or group of tasks, follow these steps:

1. Select the original task by clicking its ID number or by selecting any of its cells and
pressing Shift+spacebar. To select a group of adjacent tasks, you can click the first task,
press and hold the Shift key, and click the last task to be included. All tasks between
those two points are included in the selection. You can also use the Shift key with the
arrow keys to select adjacent task ID numbers.
2. To move the selection, choose Edit, Cut Task (or press Ctrl+X) or use the Cut Task
tool on the Standard toolbar. To copy the selection, choose Edit, Copy Task (or press
Ctrl+C) or use the Copy Task tool. 5
3. Select the task row where you want to relocate the data. Even if you are moving or
copying more than one task, select only the first row at the new location. If a task
already resides on the row you selected, this task and all tasks below it automatically
shift down to make room for the task or tasks you’re inserting there.
4. Choose Edit, Paste (or press Ctrl+V) or use the Paste button on the Standard toolbar
to paste the task(s) at the selected row. The Paste command inserts a new row or rows
at the target selection point and copies the tasks to the inserted rows.

After you copy data to the Clipboard by using the Copy command, you can paste the data
multiple times.
If you select just one or more fields for a task instead of selecting the entire task (for exam-
ple, if you select just the Task Name field), and then you use the Cut or Copy command,
the Paste command doesn’t insert a new row to create a new task at the target location.
Instead, Paste copies the text to the new cell you have selected. If no task exists on the tar-
get row, the new entry resulting from the Paste command creates a new task with a default
duration.
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130 Chapter 5 Creating a Task List

In addition to the cut-and-copy method for moving and copying, Project also includes drag-
and-drop to perform the same commands. To move a task or group of tasks by using drag-
and-drop, follow these steps:
1. Select the original task entries by clicking the ID number(s) for the tasks. Remember
that they must be adjacent rows.
2. Position the mouse pointer over the ID number for any one of the tasks selected; it
changes into a four-headed arrow.
3. Hold down the mouse button and drag the pointer in the direction of the new location.
A shadowed I-beam appears as you drag the pointer to its destination. Release the
mouse when the I-beam is located where you want to insert the selected tasks. The
selected tasks are inserted where the I-beam was located.

To copy a task or group of tasks by using drag-and-drop, follow the same steps just given, but
in step 3, press and hold the Ctrl key as you drag the tasks to the new location.

TIP
If you move a task by using the cut-and-paste method, the task is really cut from the task
list and then a new task is created. Therefore, the new task gets its own unique ID num-
ber. However, the unique ID doesn’t change if you sort the task list, insert or delete other
tasks above it, or use the mouse to drag the task to a new row. This might be important
when you’re comparing versions of a project file.

Using the Fill Command

If you want several cells in a column to have the same value (for example, many tasks with
the same duration), you can place that value in one cell and have Project copy it to other
5 selected cells, either below it or above it. You first select the cell with the value to be copied
and then, while holding your mouse click, select cells above it or select cells below it that
are to receive a copy of the value. You use Ctrl+click to add nonadjacent cells to the selec-
tion. When you do so, one of the following happens:
■ If the selected cells are all adjacent, the cell with the value to be copied can be the top
cell or the bottom cell in the selection. Choose Edit, Fill, Down to copy the value in
the top cell of the selection down to the rest of the selection. Use Edit, Fill, Up to copy
the value in the bottom cell up to the rest of the selection. Fill Down has a shortcut key
combination—Ctrl+D.
■ If the selected cells are not all adjacent, the cell with the value to be copied must be the
top cell in the selection. Choose Edit, Fill, Down to copy the value in the top cell down
to the rest of the selection.

You can also drag a cell’s fill handle (that is, the small black square in the lower-right corner
of the cell) to copy the cell’s value to adjacent cells above or below the cell. When the
mouse points to the fill handle, it turns into a plus sign (+). You can click the fill handle and
drag the mouse to adjacent cells.
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Using the Task Information Dialog Box to Edit Tasks 131

Using the Task Information Dialog Box to Edit

Tasks
You can quickly see more fields of information about a task in any task view by selecting the
task and then displaying the Task Information dialog box (see Figure 5.7). The Task
Information dialog box provides a fast way to modify task details when the current view
doesn’t display the field(s) you want to edit.

Figure 5.7
You use the Task
Information dialog
box for quick access
to commonly used
task fields that are not
available in the view
you are currently
using.

Working with the Task Information Dialog Box

To display the Task Information dialog box, click the Task Information tool on the Standard
toolbar, or choose Project, Task Information from the menu. You can also simply double-
click the task name.
Six tabs organize the task fields in the Task Information dialog box: General, Predecessors,
Resources, Advanced, Notes, and Custom Fields. These tabs contain additional details 5
about the task that is selected, and most of these fields are not immediately available on the
Gantt Chart view. In fact, no one predefined view contains all the fields you find in the Task
Information dialog box. (All the fields found on the various tabs are explained in this and
later chapters.)
You can click the tab that contains the field you want to edit, or you can use Ctrl+Tab or
Ctrl+Shift+Tab to cycle through the tabs and select the tab you want to use. You can then
move from field to field with the Tab and Shift+Tab keys, or you can move directly to a
field by clicking it. You can also move directly to a field by pressing the Alt key plus the
underlined letter in the field label. You press Alt+D, for example, to move directly to the
Duration text box.
When you are finished, click OK to accept the changes or click Cancel (or press Esc) to
close the dialog box without changing anything.

Using the Multiple Task Information Dialog Box

An important feature of the Task Information dialog box is its ability to make an identical
change in several tasks at once. If you select multiple tasks before activating the dialog box,
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132 Chapter 5 Creating a Task List

the Multiple Task Information dialog box appears (see Figure 5.8). Any entry you make is
copied to all the tasks you selected. For example, to assign a duration estimate of 2 weeks to
several tasks at once, select the tasks and then choose the Task Information button on the
Standard toolbar. (The double-click method does not work when multiple tasks are
selected.) Enter the duration on the General tab and click OK to close the dialog box. The
duration for each of the selected tasks changes to 2 weeks.

New duration entry

Figure 5.8
You can enter or
change several tasks
at once with the
Multiple Task
Information dialog
box.

Selected tasks

Entering Task Duration

The project calendar defines the hours and days when work can be scheduled on a project
(see the section “Defining a Calendar of Working Time” in Chapter 3). The duration of a
task refers to the amount of time that is scheduled on the project calendar for work on the
task. A task with an estimated duration of 8 hours is scheduled for work during 8 hours of
time on the project calendar. There might be one person or many people assigned during
those 8 hours, but the duration is still 8 hours.
When you estimate the duration of a task to be, say, 8 hours, you should keep these points
in mind:
■ The working hours do not have to be continuous, although Project initially assumes
that they are the first available hours for work on the calendar following the start of the
task. You can later modify the schedule so that the task could be worked on for 1 hour
per day for 8 days. The duration (that is, the amount of time spent working on the task)
would still be the same.
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Entering Task Duration 133

■ A task that is completed by one person working on it full-time for 8 hours has a dura-
tion of 8 hours. But so does a task that is completed by five people working on it full-
time for 8 hours. Duration doesn’t measure the total amount of work or effort needed
to complete the task; it measures the number of units of time on the calendar that are
scheduled for work on the task.
■ When estimating durations, you should consider past experience with similar tasks, the
experience and skill level of the resources you plan to use, and the number of resources
you plan to use. You need to remember these assumptions when you later assign the
resources to the task, so you can assign the same number you were thinking about when
you estimated the duration. If you are not assigning resources as you estimate the task
duration, you might want to use the Notes field to remind yourself of the resource con-
figuration you assumed for the duration estimate. For more information, see the section
“Attaching Notes to Tasks,” later in this chapter.

N OTE
If you already have predetermined dates for starting and finishing all your tasks, you can
enter those dates in the Task Form view and let Project calculate the duration implied by
the dates; see “Project Extras: Letting Project Calculate Duration,” at the end of this chapter.

Using Tentative Duration Estimates

When you create a task, Project tentatively assigns the task a default duration of 1 day and
displays the duration as 1 day?, with the question mark to indicate that it is a tentative, esti-
mated duration. When you overwrite the default value with your own (hopefully) informed
estimate of duration, the question mark goes away.

TIP 5
You can use the question mark with your own duration estimates. If you want to enter a
tentative duration value that you want to reconsider at a later time, you can add a ques-
tion mark to your entry as a reminder. You can use the Tasks with Estimated Durations
filter to display all the duration estimates that are tentative.

➔ If you want to use the Tasks with Estimated Durations filter or other filters for tasks, see “Working with
the Gantt Chart View,” p. 232.

N OTE
If you have reliable duration estimates from past experience, you can improve the relia-
bility of your duration estimates by using Project’s PERT Analysis toolbar. PERT analysis
is discussed in detail in the article “Using PERT Analysis,” which is available at
www.quehelp.com.
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134 Chapter 5 Creating a Task List

Understanding the Duration Time Units

Project offers considerable flexibility in the time units you can use to express duration. The
default time unit is days, but you can also use minutes, hours, weeks, or months. When you
type a duration value and attach one of these time units, Project displays the duration, using
the time unit you type in. However, if you enter a value in the duration column without
appending a time unit, Project appends the default duration time unit to your entry and dis-
plays the value with that time unit. Project also uses the default time unit for duration when
it creates the default duration value for a new task. Initially, the default time unit is days.
If you want to change the default time unit for the Duration field, open the Options dialog
box by selecting Tools, Options, and select the Schedule tab. The Duration Is Entered In
textbox has a drop-down list of the possible time units that you can use (Minutes, Hours,
Days, Weeks, or Months).
When you enter a duration estimate using day, week, or month units, Project internally con-
verts these units to minutes because it does its calculations in minutes. Project bases its con-
version to minutes on the assumption that an hour is always 60 minutes and on the
definitions for the other time units found in the Options dialog box, Calendar tab (refer to
Figure 5.4). The default conversion rates are as follows:
■ 1 day = 8 hours
■ 1 week = 40 hours (or five 8-hour days)
■ 1 month = 20 days (or 160 hours)

If an organization works six 8-hour days a week, you would want to adjust the definition of a
week to be 48 hours. Then, when you enter a duration of 1 week, Project knows your frame
of reference, and it stores 48 hours for the duration. Similarly, if your organization works
5 four 10-hour days a week, you would want to change the definition of a day to 10 hours but
leave the definition of a week at 40 hours.
To redefine the conversion rates for duration time units, follow these steps:
1. Choose Tools, Options to display the Options dialog box.
2. Select the Calendar tab.
3. Enter the number of work hours in a day in the Hours per Day field.
4. Calculate the number of work hours in a week and enter that number in the Hours per
Week field.
5. Decide on the number of days you want Project to use when you enter the month time
unit, and enter that number in the Days per Month field.
6. Click OK to save your definitions.

Using Time Unit Abbreviations

When entering duration units, you can use the complete word or either of two abbrevia-
tions. For example, to enter 1 day you can type 1 d, 1 dy, or 1 day. Project also supports
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Entering Task Duration 135

plural versions of the time units. The following is the full list of spellings Project supports
for the time units:
■ m, min or mins, minute or minutes
■ h, hr or hrs, hour or hours
■ d, dy or dys, day or days
■ w, wk or wks, week or weeks
■ mo, mon or mons, month or months

Although you can use any of the spellings when you enter duration values, Project uses a
default spelling for displaying each of the time units. For example, if you set the default dis-
play for weeks to wk, no matter whether you enter w, wk, or week, Project displays the result
as wk (or its plural, wks).
You can select the default spelling for the time units by choosing Tools, Options to display
the Options dialog box. Select the Edit tab, and use the drop-down lists in the View Options
for the Time Units section to select the default spellings.

N OTE
The Years field setting has nothing to do with duration time units. It is used exclusively to
enter pay rates for resources who are paid on an annual basis.

Defining Elapsed Duration

The duration values discussed thus far in this chapter have referred to an amount of time to
be scheduled on the project calendar. The project calendar has nonworking time (night,
weekends, and holidays) around which the regular duration must be scheduled. 5
You can also schedule a task that has continuous, or uninterrupted, activity around the clock.
For example, if a chemical process takes 5 hours, that usually means 5 continuous hours. If
you schedule the process to start at 3:00 p.m., it needs to continue until 8:00 p.m. the same
day. However, if the Working Time calendar in Project has been set up to show that work
stops at 5:00 p.m., Project would schedule the task to stop at 5:00 p.m. and resume the fol-
lowing workday at 8:00 a.m.
To schedule a task that should not be restricted by the working time calendar, enter the
duration as elapsed duration. To do this, insert the letter e before the time unit abbreviation
(for example, 5eh). Project would then schedule the chemical process described previously
to continue until 8:00 p.m., as needed.

N OTE
The elapsed day is defined as 24 hours, the elapsed week is 168 hours (that is, seven 24-
hour days). The elapsed month is arbitrarily 720 hours (thirty 24-hour days).
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136 Chapter 5 Creating a Task List

CAUTION
You should be cautious in your use of elapsed duration for tasks with resources assigned
to them. The resource calendar (which governs when Project can assign work to the
resource) may not allow the resource to be scheduled outside the normal workday. You
may have to assign overtime to the resource or modify the resource calendar in order to
staff the task. Instead of using elapsed duration, you might consider assigning a task cal-
endar to the task—one that has been defined with extended working time. Using a task
calendar gives you the option to tell Project that it should ignore the resource calendar in
scheduling work. See Chapter 9, “Understanding Resource Scheduling,” for more infor-
mation on resource scheduling. See Chapter 6 for more information on task calendars.

Figure 5.9 illustrates the differences between normal and elapsed duration. Task ID number
1 is a task with normal 5-day duration. Work begins on a Thursday but is interrupted by the
weekend. Work is continued on the following Monday and continues through Wednesday,
for a total of 5 workdays. The taskbar looks longer (7 calendar days) than the 5 workdays
because it spans the shaded nonworkdays defined in the calendar. Total work during the
period is 40 hours (that is, five 8-hour workdays).

Figure 5.9
Work on elapsed
duration tasks pro-
ceeds through non-
working times and
continues for 24
hours per day until
complete.

Nonworking time on the calendar is shaded

5
Task ID number 2 is a task with an elapsed duration of 5 days. Project schedules work on the
task around the clock for five 24-hour time periods. Work continues through weekend days
and holidays. Total work during the period is 120 hours (that is, five 24-hour workdays).

Defining Milestones
A milestone represents a significant landmark, decision point, or turning point in the life of
the project. You commonly use milestones to mark the completion of major phases, dates
for deliverables, or other major events in the project. The great advantage of defining mile-
stones is that you can filter the task list to show only the milestones, thereby seeing
instantly the important dates that they represent.
You should create milestone tasks at points you want to monitor closely in a project. In a
project to construct a building, for example, one milestone might be the completion of all
the tasks involved in laying the foundation. The milestone could be named Foundation
Completed and have a duration of zero.
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Using Recurring Tasks 137

To create a milestone, you enter the number 0 (zero) in the Duration field for the task.
That causes Project to classify the task as a milestone.
You can also use the Project Guide to mark a task as a milestone. Choose Tasks from the
Project Guide toolbar and select List the Tasks in the Project in the sidepane. Select the task
to be marked as a milestone and fill the Milestone check box, or clear the check box to
remove the milestone status of a task.
You can use the Task Information dialog box to change the milestone status of a task. Click
the Task Information button on the Standard toolbar, or double-click the task name. Choose
the Advanced tab and click the Mark Task as Milestone check box to change its milestone
status. Choose OK to close the dialog box.
The default Gantt Chart view displays a milestone as a diamond shape, without a duration
bar (see Figure 5.10). You can modify the symbol for a milestone and for all other taskbars
by using the Format, Bar Styles command in the Gantt Chart view.
➔ To learn how to change the display for milestones, see “Formatting the Gantt Chart View,” p. 790.
Figure 5.10 illustrates the power of using milestones. This view of the project displays the
entire project on one screen, and it has been filtered to show only the milestones. In one
glance you can see all the important dates for the project.

Figure 5.10
Using milestones
highlights the major
events in a project.

➔ For instructions on creating a view like that shown in Figure 5.10, see “Working with the Gantt Chart
View,” p. 232.
Although you can mark a task that has nonzero duration as a milestone, it’s not a good prac-
tice because doing so causes you to lose the normal taskbar for the task and is very misleading.

Using Recurring Tasks

If you have one or more tasks that need to be repeated regularly during the life of a project,
you can enter them as recurring tasks. For example, you might want to schedule weekly pro-
ject status meetings every Monday from 4:00 p.m. to 5:00 p.m. Other examples could be
monthly inspections or biweekly equipment maintenance.
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138 Chapter 5 Creating a Task List

Recurring tasks are a great way to capture time and effort on a project and do not have to be specifically tied
to work-related tasks. Status meetings are the most common use of this feature of the software, but other uses
include quality reviews, risk assessment, and change review meetings.

Creating Recurring Tasks

To insert a recurring task in a task list, follow these steps:
1. Select the Task Name field on the row where you want to insert the recurring task. You
don’t have to create a blank row for each recurring task; each row is inserted automati-
cally, and the row you have selected is pushed down to make room for it.
2. Choose Insert, Recurring Task. The Recurring Task Information dialog box appears
(see Figure 5.11).
3. Type the task name in the Task Name text box and the duration of each occurrence of
the task in the Duration box.
4. From the Recurrence Pattern group of controls, choose a general frequency: Daily,
Weekly, Monthly, or Yearly. In Figure 5.11, the Weekly option has been selected.

General frequency
Specific frequency Duration of each meeting

Figure 5.11
You use the Recurring
Task Information dia-
log box to add tasks
that repeat regularly.

Date and time of first meeting

Number of occurrences

5. Define the specific frequency in the group of options to the right of the general fre-
quency selection. This group varies, depending on the general frequency you choose.
If you choose Weekly, you can use the Week On drop-down list to specify a frequency
ranging from every week to every 12th week. Then, select the day of the week on
which you want to schedule the tasks. The specific frequency choices for Daily,
Monthly, and Yearly are discussed later in this section.
6. Next, define how often the task is repeated by defining the date range within which the
tasks should be scheduled or by specifying the number of times you want the task
scheduled. Project shows the projected number of occurrences in the Occurrences box.
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Using Recurring Tasks 139

N OTE
Initially, the Start and End By text boxes show the start and finish dates for the project,
and the End After <nn> Occurrences box shows the calculated number of occurrences
that can be scheduled in that date range.
If you want the first occurrence of the recurring task to start some time after the project
starts, change the Start date. Specify a start date in the Start box. If you want the tasks to
be scheduled at a specific time of day, enter the time as well as the date in the Start text
box. To select a date from a calendar, click the drop-down arrow.
Change the End By date if you want to specify when the last occurrence of the recurring
task should be scheduled. Alternatively, select the End After <nn> Occurrences option
and enter a number to specify how many occurrences are to be scheduled.

CAUTION
If you enter a number larger than the calculated default, Project schedules the number of
occurrences you enter, but the later occurrences are beyond the original finish date of
the project, which extends the duration of your project.

7. If you have a special task calendar you have created for scheduling the recurring task,
select its name in the Calendar box. Task calendars are covered in Chapter 6.
➔ If you want to create and assign a special calendar for a task, see “Creating and Using Task Calendars,”
p. 223.
8. Each resource you assign to a task has its own calendar of available working times. If
you assign a calendar to the task, you can select Scheduling Ignores Resource Calendars
if you want Project to ignore the availability of assigned resources when scheduling the
recurring task. This is useful when you expect resources to work on the task some but
not all the time (for example, to attend some but not all the meetings).
5
➔ To learn how to define resources and their working times, see “Understanding Resources and Costs,”
p. 279.
9. Click OK or press Enter to complete the recurring task definition.

Sometimes, your definition of a recurring task might lead Project to place a task on a non-
workday. If this occurs, Project warns you (see Figure 5.12) and asks you how to proceed:
■ Click Yes to let Project reschedule the affected tasks at the earliest available working
time.
■ Click No to skip those dates and leave those tasks out of the series of recurring tasks.
■ Click Cancel to stop the creation of the recurring tasks altogether.

When you have entered the recurring task, it is placed in the task list as a specially format-
ted summary task (see Figure 5.13). Like all summary tasks, this one spans multiple subtasks;
in this case, it extends from the beginning of the first meeting to the end of the last meeting.
The formatting for this summary task is the special rollup formatting: instead of being one
solid bar, it shows short segments that represent the scheduled times for the subtasks.
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140 Chapter 5 Creating a Task List

Figure 5.12
Microsoft Project
adjusts recurring
tasks to the working
calendar.

Recurring-task indicator
Summary task for all occurrences Individual occurrences

Figure 5.13
The summary task for
a recurring task dis-
plays the rolled-up
schedule for all the
subtasks on a single
row of the Gantt
Chart.

TIP
An icon representing recurring tasks is displayed in the Indicators column to the left of
the task name (refer to Figure 5.13). If you point to the indicator with the mouse, Project
displays a ScreenTip showing the number of occurrences and the overall date range for
5 the group of tasks.

Unlike the duration of normal tasks, the duration of a summary task is the amount of work-
ing time on the project calendar from the start of the first subtask (in this case, the first
occurrence) to the end of the last subtask (that is, the last occurrence). In Figure 5.13, the
Duration column for the recurring task shows 100.13 days, but this doesn’t mean that those
who attend the meetings log a total of 100.13 days of meeting time. Rather, the last meeting
ends 100.13 workdays after the first meeting begins. Remember, there were 21 meetings in
this example (see the Occurrences box in Figure 5.11). That’s one meeting per week (every 5
days). The start of the last meeting is exactly 20 weeks after the start of the first meeting
(100 days). The finish of the last meeting is another hour later, which is 1/8, or .125, day
(which Project rounds to .13).
In Figure 5.13, the task ID numbers 3 through 23 do not appear. That’s because the sum-
mary task for the recurring task has hidden subtasks (the individual meetings that are cur-
rently hidden from view). Each of the subtasks is rolled up to the summary taskbar.
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Using Recurring Tasks 141

Figure 5.14 shows the project with the subtasks displayed. To display the subtasks,
select the summary task and choose the Show Subtasks button on the Formatting tool-
bar. To hide the subtasks, choose the Hide Subtasks button. Complete instructions for work-
ing with subtasks are covered later in this chapter.

Hide/Show subtasks

Figure 5.14
You can display and
hide the subtasks (that
is, recurring tasks) by
clicking the outline
symbol to the left of
the summary task or
by double-clicking the
task ID number.
Constraint indicator

N OTE
You can link individual occurrences of the recurring task to other activities in the project. 5
To create the link, you must show the subtasks as described previously. See the section
“Entering Dependency Links,” in Chapter 6 for more information.

CAUTION
Each of the subtasks in a recurring task is constrained to start no earlier than its sched-
uled date. Constraints can create problems in a schedule if you make major changes in
the project schedule. To learn more about working with task constraints, see the section
“Entering Task Constraints,” in Chapter 6.

The steps outlined previously describe how to create weekly recurring tasks. The process
for creating daily, monthly, and yearly recurring tasks is equally flexible and very similar.
The Recurring Task Information dialog box changes based on the general frequency you
select.
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142 Chapter 5 Creating a Task List

Editing Recurring Tasks

If you select the summary task for a recurring task and choose the Information button, the
Recurring Task Information dialog box appears, as though you were beginning to create the
recurring task. After you make changes, click OK. A Microsoft Project warning message
warns you that Project will change the frequency of the recurring task (see Figure 5.15).
Click OK if you do not mind losing the existing subtasks that need to be deleted to change
the frequency of the recurring task.

Figure 5.15
Project must delete
the existing tasks if
you change the fre-
quency of a recurring
task.

Attaching Notes to Tasks

Providing good documentation about the details of a project is a hallmark of good project
management. These notes are invaluable in a complex project because without them you
can easily forget details about why you made specific decisions. They also provide essential
information to other users of the project file or to your successor, should you move on to
other duties.
Include in your notes any assumptions that you make about the tasks and any reminders you
need to document. Figure 5.16 shows a note for the Prototype Design task. You can also
include the notes in printed reports by choosing File, Page Setup and selecting the Print
5
Notes check box on the View tab.

In addition to providing background information on a task, notes can be inserted regarding changes made to
scope and the impact on the estimated durations. Scope creep is a significant cause of project overruns in both
time and costs and should be well documented within a project, especially when examining variance (that is,
the difference between the current schedule and baseline). For this reason, notes can also be printed as an
addendum page to the project plan.

Tasks with notes attached display the Task Notes icon in the Indicators column to the right
of the ID number in table views. The ScreenTip for the icon displays the beginning of the
note’s text.

Typing and Formatting Notes

To enter notes for tasks, choose Tasks on the Project Guide toolbar and select Link To or
Attach More Task Information in the sidepane. Select the task and choose Add a Note. This
takes you directly to the Notes tab of the Task Information dialog box.
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Attaching Notes to Tasks 143

Align text Add bullets

Format fonts Insert objects from

other applications

Figure 5.16
You can use task
notes to document
details about the task
that don’t fit into one
of the standard fields.

Bulleted items

Inserted objects Formatted text

You can click the Task Notes button on the Standard toolbar to go directly to the Notes tab
and type a note in the Notes text box. Project automatically wraps text as you type. Notes
can contain hundreds of thousands of characters; but if you have that much to record, you
should probably insert a link to an external document, as described in the next section.
A toolbar at the top of the Notes text box provides formatting options for the notes (refer to
Figure 5.16). You can change the font and alignment for the notes, create a bulleted list, and
even insert images or documents from other applications. You can also use the conventional
Microsoft shortcut keys for bold (Ctrl+B), italics (Ctrl+I), and underline (Ctrl+U).
5
CAUTION
Although you can type thousands of characters in a note, Project’s ability to search the
Notes field to find specific text is limited. For one thing, Project searches only the first 255
characters in each note. Project also stops the search as soon as it encounters most non-
printable characters. It is really best to keep most extensive text in linked documents that
reside outside Project. See the section “Inserting Objects in Notes” later in this chapter.

TIP
To avoid the problem where the Find command stops searching a note when it encoun-
ters the Enter key, use Shift+Enter when you want to start a new line or paragraph.
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144 Chapter 5 Creating a Task List

You can use the following keys to move through the Notes text box:

Key Effect
Home Moves to the beginning of the current line
End Moves to the end of the current line
Ctrl+Home Moves to the beginning of the note
Ctrl+End Moves to the end of the note
Ctrl+left arrow Moves one word to the left
Ctrl+right arrow Moves one word to the right

You can use drag-and-drop to edit notes. After selecting a word or group of words, you can
drag the selection to a new location within the note. If you want to copy the selection, hold
down the Ctrl key as you drag the note to the new location.
The notes editor that Project uses has multiple levels of Undo and Redo (although Project
itself has only one level). However, the Undo/Redo stack of actions is lost as soon as you
click OK after editing a note.

Inserting Hyperlinks in Notes

You can store hyperlinks to Internet sites in a note. However, Project does not help you cre-
ate the hyperlink by displaying a browser history list or list of Favorites. You must type the
text of the hyperlink into the note in the usual format (for example, http://www.sitename or
ftp://ftp.sitename). Project displays the hyperlink with the underline and color the
machine uses for displaying hyperlinks, and when you click the hyperlink, the browser goes
to the indicated Web page. For information on more flexible hyperlink capabilities, see
“Attaching Hyperlinks to Tasks,” later in this chapter.
5
Inserting Objects in Notes
You can insert data objects from other applications into a note. An object is a data file in the
file format that another application maintains (pictures, spreadsheets, word processing docu-
ments, presentations, sound files, video clips, and so on). For instance, you could insert an
Excel worksheet within a note and edit the worksheet from within the note to show calcula-
tions you need to keep handy.

Examples of objects that can be inserted include reference documents required at the start of a task and work
products, which can be deliverables of task completion. Including these items assists with the knowledge trans-
fer processes that are often lacking within organizations. It also helps prevent people from reinventing the
wheel with each new project.

You can create a new object or insert one that already exists as a file. If the object already
exists, you have the option to insert the object file itself or to insert only a link to the object.
If you insert the object itself (called embedding the object), you increase the size of the
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Attaching Notes to Tasks 145

project file by the size of the object file. Embedding many such objects can quickly bloat a
project file and affect performance.
If you merely insert a link to an object, the object resides outside the project file, and the
size of the project file is affected only minimally. Project opens the object when you click
the link so that you can view or edit the object’s contents. Any changes you make are saved
outside Project. This is clearly the best option if the object is a document that others need
to be able to see and edit. Clicking the link always opens the current version of the docu-
ment; on the other hand, if you embed the document, you cannot see changes made by
other people.
The Task Information form does not expand to provide an adequate display area for viewing
large objects. Consequently, with large objects, you probably only want to display an icon
for the object in the note instead of the object itself. You can double-click the icon, and
Project opens the application and lets you read or edit the data as needed.
➔ For more information on working with objects, see “Working with Objects,” p. 703.
To insert a data object in a note, follow these steps:
1. Select the location where you want to insert the object and open the Insert Object dia-
log box by clicking the Insert Object tool or by right-clicking and choosing Object in
the shortcut menu.

Figure 5.17
You select the object
to display and how
it’s displayed in the
Insert Object dialog
box.
5

2. Choose Create New to insert a blank object that you can design and edit only from
within Project. Then use the Object Type list to select the application to create the
object.
3. Choose Create from File to insert an object that is already saved as a file (see Figure
5.18). Type the path and filename for the object in the File box, or click the Browse
button to select the file from the directory structure.
You can also use this step to create a new file on-the-fly and insert it as an object. After
browsing to the folder where the file is to be stored, right-click over a blank space in
the file list, select New from the shortcut menu, and select the application that will cre-
ate the file. Replace the default name for the new file with the name you want to use
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146 Chapter 5 Creating a Task List

and click Insert. After you finish step 6, you can double-click the object to create the
data it should contain.

Figure 5.18
You can insert in a
note copies of files or
links to the most cur-
rent versions of files.

4. Select the Link check box if you want to insert only a link to the object. When you
click the object or its icon, Project opens the current version of the file for you.
Deselect the Link check box if you want to store a permanent copy of the object as it
now exists in the project file.
5. Check Display as Icon to display an icon for the object in the Notes text box instead of
displaying the contents of the object. For most objects, it is better to simply display the
icon and double-click it when you want to see the contents of the object.
6. Click OK to store the object in the note.

CAUTION
If you insert the Notes field as a column in a table, be aware that editing the note in the
5 table causes you to lose any objects that have been inserted. Fortunately, a warning mes-
sage appears to remind you of the danger.

Attaching Notes to the Overall Project

You can attach a note to an entire project instead of to a particular task. For a very short or
simple note, you can use the File, Properties command to display the Properties dialog box.
The Comments text box on the Summary tab displays the note that is attached to the pro-
ject. However, you can’t work with objects in this dialog box.
For more substantial notes, it’s best to display the project summary task and use the Task
Information dialog box to display the Notes tab. To display the project summary task,
choose Tools, Options and select the Show Project Summary Task check box on the View
tab. You can then select that task and display its Task Information dialog box to enter the
notes.
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Attaching Hyperlinks to Tasks 147

CAUTION
If you insert objects in the project summary task note, they will be lost if you later edit
the note in the Comments text box on the File, Properties dialog box. When you click OK
after editing the Comments box, you should receive a warning that objects will be lost if
you change the note. You can then choose No to cancel the changes. For this reason,
some users create a milestone task at the top or bottom of the task list to hold a note
that contains links to important documents.

N OTE
If you are using Project Server for collaboration, you should store objects that other team
members should be able to see in SharePoint Team Services. For more information, see
Chapter 24, “Introduction to Microsoft Office Project Server 2003.”

Attaching Hyperlinks to Tasks

In addition to storing hyperlinks to Web sites in the Notes field, you can use the Hyperlink
field for storing a hyperlink with each task. These hyperlinks are more versatile than those
you can store in Notes, for three reasons:
■ To click a hyperlink that is inserted in the Notes field, you must display the Notes field
in the Task form or in the Task Information dialog box. If there is a link in the
Hyperlink field, it appears as an icon in the Indicator column and you can click it there.
■ The hyperlinks in the Notes field only jump to Internet or intranet sites. With the link
in the Hyperlink field, you can do the following:
• You can jump to other files on your computer, network, and even specific loca-
tions within those files (for instance, to a specific task in another project file, a
specific cell in an Excel file, a word or section in a Word document, or a slide in a 5
PowerPoint presentation).
• You can open a file folder (presumably one that contains documents related to the
task) and select a file to open.
• You can jump to another task or resource within the current project and display it
in a specific view.
• You can initiate an email message to a specific addressee.
■ When you define the Hyperlink field, you can browse to find the location of the tar-
geted file or Web site. In the Notes field, you must know the URL for the site.

Unfortunately, there is only one Hyperlink field per task, whereas you can store many
hyperlinks in a note.
When you attach a hyperlink to a task, the Hyperlink indicator appears in the Indicators
column. Simply click the indicator to jump to the target defined by the link.
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148 Chapter 5 Creating a Task List

To attach a hyperlink to a task, click Tasks on the Project Guide toolbar and choose Link To
or Attach More Task Information. You can then select a task and click Add a Hyperlink in
the sidepane. Or, you can simply select the task and click the Insert Hyperlink tool on the
Standard toolbar, choose the Hyperlink command on the Insert menu, choose the
Hyperlink command on the shortcut menu when you right-click over the task, or press
Ctrl+K.
If you want to link to a specific location in another file, you can take a more direct route.
Open the file, select the location you want to link to, and copy it to the Clipboard by using
the Copy command. Then, select the task and choose Edit, Paste as Hyperlink.

Attaching Hyperlinks to Existing Files or Web Pages

To attach a hyperlink to a Web site or an existing file by using the Insert, Hyperlink com-
mand, follow these steps:
1. Select the task you want to attach the link to.
2. Click the Insert Hyperlink tool or choose Insert, Hyperlink from the menu (or press
Ctrl+K) to display the Insert Hyperlink dialog box (see Figure 5.19).

Browse for recently opened file button

Browse the Web button

Figure 5.19
The Insert Hyperlink
dialog box helps you
locate Web sites or
files that you want to
insert as hyperlinks.
5

3. Click Existing File or Web Page to link to a Web site or an existing file.
4. You can enter the full path and filename in the Address box or browse for the address.
The Insert Hyperlink dialog box offers the following aids to help you locate the address
of the filename or Web site you want to link to:
• Click the drop-down arrow in the Address box to choose from the list of recently
accessed folders and Web sites.
• Click Current Folder to use this dialog box to browse the folders on your PC,
starting in the folder listed in the Look In box.
• Click the Browse for File button to use Windows Explorer to browse for the file
you want to link to, again starting in the folder listed in Look In.
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Attaching Hyperlinks to Tasks 149

• Click Browsed Pages to choose from the list of recently viewed Web pages.
• Click Recent Files to choose from the list of recently opened files.
• Click the Browse the Web button to open your Internet Browser to search for a
Web site.
• If you have chosen a file that supports bookmarks, you can click Bookmark to see
a list of bookmarks that are defined in that file. Choosing a bookmark causes the
hyperlink to go directly to that part of the document.

5. Change the entry in the Text to Display field if you want to display the link by using
custom text.
6. Click the ScreenTip button if you want to customize the ScreenTip that appears when
the mouse points to the Hyperlink indicator.
7. Click OK to save the link.

To create a hyperlink by using the Paste as Hyperlink command, follow these steps:
1. Open the document and find the specific location you want to link to.
2. Select some part of the document at that location and choose the Copy command.
Different applications require different selections:
• In Excel, select a cell or group of cells.
• In Word, select a word or section title.
• In Project, select a cell in a task row.
• In PowerPoint, select a word or title in a slide or in the outline.

3. Return to Project and select a cell in the row for the task you want to contain the link.
5
4. Choose Edit, Paste as Hyperlink, and the link is established.

When you click the Hyperlink icon in the Indicators column, Project opens the necessary
application, opens the target document, and then locates the exact word or cell you copied
to paste the link (if it still exists).

Attaching Hyperlinks to New Files

To insert a hyperlink to a document that doesn’t already exist, click the Create New
Document button in the Insert Hyperlink dialog box. Enter a name in the Name of New
Document box. Be sure to include the file extension so that Project knows what application
to open to create the file. The default path that Project shows is the path for the active pro-
ject file, but you can click Change to select a different folder. Finally, select either Edit the
New Document Later or Edit the New Document Now.
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150 Chapter 5 Creating a Task List

Attaching Hyperlinks to Tasks or Resources in the Same Project

You can use the hyperlink to jump to another task or resource in the same project, and you
can specify the view to use for that task or resource. To create this type of hyperlink, follow
these steps:
1. Find the task or resource you want the hyperlink to jump to and note its ID number.
You can’t browse for this information while attaching the link.
2. Select the task you want to attach the hyperlink to and open the Insert Hyperlink dialog
box (by pressing Ctrl+K).
3. Choose Place in This Document.
4. Enter the ID number for the task or resource in the Enter the Task or Resource ID box.
5. Select the view to be displayed for the task or resource in the Select a View in This
Project box. Selecting a resource view is the clue that tells Project that the ID number
is for a resource. If you don’t select a view, Project assumes that you want to keep the
current task view.

Using Hyperlinks to Create Email Messages

You can use a hyperlink to jump to an email program such as Outlook to compose a mes-
sage. When you click the hyperlink, the email program opens, with a new message already
addressed and waiting for you to supply the message content.
To create an email hyperlink for the selected task, open the Insert Hyperlink dialog box and
click E-mail Address. Type the address for the recipient in the E-mail Address box.
Although the address is required, there is, unfortunately, no link to the address book or con-
tacts folder to help you select an existing address. However, addresses you have used
5 recently in this dialog box are listed in the Recently Used E-mail Addresses box for you to
reuse. If you provide text in the Subject box, the message will have the subject field filled in
when the message opens for you to edit it.

Editing and Deleting Hyperlinks

To edit or delete a hyperlink, select a cell in the task and click the Insert Hyperlink tool or
press Ctrl+K. The Edit Hyperlink dialog box appears, and you can make the changes you
want. Click Remove Link to delete the hyperlink.

Placing Hyperlinks in the Custom Text Fields

There is only one Hyperlink field for each task. However, you can use any of the 30 custom
text fields to store additional hyperlinks and then use the hyperlinks to jump to the targeted
site. To use the hyperlink, you have to display the text field as a column in the task table.
To use the Project Guide to insert a text field, follow these steps:
1. On the Tasks sidepane, choose Add Columns of Custom Information.
2. Select Show Me Custom Fields.
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Using Other Views to Create Tasks 151

3. Choose Text as the field type.

4. Choose one of Text1 through Text30 and click Insert.

Scroll to the far right column in the task table to see the inserted field.
You can also just click on an existing column heading and choose Insert, Column. In the
Column Definition dialog box, use the list control in the Field Name box to select one of
the text fields, and then click OK.
There are some limitations on the use of text fields for storing hyperlinks:
■ The hyperlink must be the only thing typed in the text field.
■ As with task notes, there is no browse facility to help you define the hyperlink.
However, if you find the site with your browser and copy the URL to the Clipboard,
you can paste it into the text field.
■ You must supply the complete URL. For example, www.woodyswatch.com/project/ does
not work as a hyperlink in a text field, but http://www.woodyswatch.com/project/ does
take you to Woody’s Project Watch, and ftp://ftp.microsoft.com/deskapps/project/
takes you to the Project area of Microsoft’s FTP server.
For links to files stored on your local computer or network, precede the path with
File:\\ and supply the complete path for local files or complete UNC for network
files. For example, File:C:\My Documents\Projects\Cost Estimates.xls opens Excel
and loads Cost Estimates.xls. If the file is on a local network, use a link such as
File:\\servername\sharename\folder\filename.ext.

Using Other Views to Create Tasks 5

Although the table in the Gantt Chart view is the most efficient place to create a task list,
some people prefer other views. Many project managers were trained to create a project plan
by drawing a network diagram. Others like to split the screen and add the task form or Task
Details form to the Gantt Chart view to facilitate adding resources and task linking as they
enter the tasks. Instructions for using the other fields in these views are given in later chapters.

N OTE
If you enter or change task data in any view, all other views that display tasks show
changed values. The views are just alternative ways of displaying the information in the
task table of the project database.

Using a Network Diagram to Create Tasks

The network diagram is a time-honored way of displaying the tasks in a project and can also
be used to create the task list (see Figure 5.20). A network diagram provides a road map of
the sequencing of tasks in a project. However, it does not show the time relationships of
tasks as clearly as a Gantt Chart does.
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152 Chapter 5 Creating a Task List

Link showing task sequence

Task node

Figure 5.20
A network diagram
shows clearly how
one task follows
another in sequence.

Each task is represented on a network diagram by a box (called a node), and a line is drawn
to link one task node to another to show that they are to be scheduled in sequence. If you
print a network diagram, it generally takes many pages, but if you assemble the pages in
order, you have a large diagram that enables you to see the progression of tasks from the
start to the finish of the project. A network diagram is less useful onscreen than in printed
5
form because you can’t see very much of the project at once. Most people find it difficult to
keep the overall structure in mind when using the screen version.
➔ To find information about using the Network Diagram view, see “Working with the Network Diagram
View,” p. 265, and “Exploring the Standard Views,” p. 736.

In project management terms, a network diagram is synonymous with the precedence diagramming method
(PDM), which uses nodes to represent the activities and connect them with arrows. Keep in mind that PDM
notation does not allow for loops—nonsequential activities, such as a task that must be repeated more than
once—or conditional activities, such as a task(s) that might not be necessary (but the Gantt Chart view doesn’t
allow for conditional activities, either).

Using the Task Entry View

The Task Entry view is a combination view that displays a Gantt Chart in the top pane and
a task form in the bottom pane. The Task form in the bottom pane shows details for the
task that is selected in the top pane (see Figure 5.21).
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Using Other Views to Create Tasks 153

Figure 5.21
The Task Entry view
provides easy access
to additional fields
for defining a task.

Task form

Resource assignments Predecessors (task linking information) Split box

The task form in the bottom pane is not particularly useful if you are just typing task names
and durations. But it’s very efficient if you want to assign resources and link tasks while you
are creating a task list. Extensive use of the Task Entry view is covered in Chapter 10,
“Assigning Resources and Costs to Tasks.” The section “Project Extras: Letting Project
Calculate Duration” at the end of this chapter gives an example of using the Task Entry view.
You can easily change the Gantt Chart view to the Task Entry view by choosing Window, 5
Split. Project initially displays the task form in the bottom pane whenever you split the
screen with a task view onscreen.

N OTE
You can double-click the split box located just below the vertical scrollbar to the right of
the timeline. The Split command also appears on the shortcut menu that is displayed if
you right-click over the timeline area.

Initially, the Task Form view displays tables for resource assignments and for predecessor
relationships. The predecessor tasks are tasks whose scheduled dates must be taken into
account when scheduling the selected task. You use the Format, Details command to display
alternative task information at the bottom of the task form. To remove the bottom pane
from the view, click Window, Remove Split.
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154 Chapter 5 Creating a Task List

Using the Task Sheet View

The Task Sheet view displays the same task table that the Gantt Chart view displays, but
without the Gantt Chart view’s timeline (see Figure 5.22). The Task Sheet view is a great
tool for reviewing the major details of a task list because you can see several columns for
many tasks at the same time. It’s also a good view to print if you just want to see the task
outline without the timeline graphics.

Figure 5.22
The Task Sheet view
displays the essential
task fields without the
timeline graphics of
the Gantt Chart view.

5
To display the Task Sheet view, choose View, More Views, and select Task Sheet from the
Views list. Then click the Apply button to display the view.

Outlining the Task List

Outlining is Microsoft Project’s method of organizing the details of a project into groups of
activities that correspond to the major phases of a project, and it is the equivalent of the tra-
ditional WBS (refer to Figures 5.1 and 5.2). Each task has an outline number, which Project
calculates by using the legal numbering system. For example, if a task has an outline number
of 2, the subtasks that are indented under it would be 2.1, 2.2, and so on. The outline num-
ber serves to identify the group containing the task in the overall structure of the project.

Understanding Summary Tasks and Subtasks

Like WBS, outlining organizes tasks into functional groups. Outlining is usually thought of
in terms of its visual effect: You indent detail topics under major topics, creating subtasks.
Figure 5.23 shows an expanded task list. The major topics, called summary tasks, control and
summarize the subordinate detail tasks, called subtasks. In project scheduling, indenting a
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Outlining the Task List 155

task is called demoting the task, and the task you demote becomes a subtask. The task under
which the task is indented automatically becomes a summary task that both controls and
summarizes the subtasks.

The project summary task

Figure 5.23
Outlining helps you
organize the details
of a project.

Project Guide
outlining tools

N OTE
What appears to be the first task in Figure 5.23 is actually a project summary task (notice
that its ID number is 0). It is useful to summarize the entire project with one task. The 5
section “Selecting the Display Options for Outlining,” later in this chapter, lists instruc-
tions for displaying a project summary.

A summary task serves both to identify major groups of tasks and to summarize the dura-
tion, cost, and amount of work expended on its subtasks. When a task is transformed into a
summary task, the task’s start date is determined by the earliest start date of any of its sub-
tasks, and the finish date is determined by the latest finish date of any of its subtasks. You
cannot type a start date or finish date for a summary task. These dates can be calculated
only from the related subtasks. The costs and amount of work associated with the subtasks
are rolled up and summarized in the cost and work fields of the summary task.

Be careful when communicating task assignments based on task ID numbering. Any additions or deletions of
tasks renumber the tasks that have been inserted below the new task. In other words, if the project manager
comments on Task 9 and since that time another single task has been inserted before it, the ID changes to Task
10. You can easily overcome this problem by using custom WBS codes, described later in this chapter, along
with renumbering the project after making significant changes.
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156 Chapter 5 Creating a Task List

Understanding Duration for Summary Tasks

Project calculates the duration for a summary task and does not let you modify it. The sum-
mary task start date is the earliest start date of any of its subtasks, and the summary task fin-
ish date is the latest finish date of any of its subtasks. The duration of the summary task is
the amount of work time that is defined on the base calendar, between the earliest start date
and the latest finish date. A summary task whose first subtask starts at 8:00 a.m. one day and
whose last subtask finishes at noon the next day would have a duration of 1.5 days (that is,
12 working hours).
The duration for summary tasks is always displayed with the default setting for the Duration
Is Entered In option on the Schedule tab of the Options dialog box. This is true even when
the subtasks are expressed in other duration units. To change the duration units for sum-
mary tasks, you must change the Duration Is Entered In setting.

Indenting and Outdenting Tasks

There are several methods you can use to indent (that is, demote) or outdent (that is, pro-
mote) a task or group of selected tasks. They all produce equivalent results.
If you’re new to outlining in Project, you should use the Project Guide (refer to
Figure 5.23). Choose Tasks on the Project Guide toolbar, and choose Organize Tasks
into Phases. Select one or more tasks to be indented or outdented and click the Indent tool
or the Outdent tool in the sidepane.
If you’re not using the Project Guide, you can use the Formatting toolbar, the mouse, the
menu, or keyboard shortcuts to indent or outdent tasks. First, select the task or tasks you
want to indent or outdent. Then do one of the following:
■ Use the Indent or Outdent buttons on the Formatting toolbar to change the out-
5 line level of the selected tasks. The Indent button points to the right, and the
Outdent button points to the left.
■ Use the mouse to drag the task name to the right or left. Place the mouse pointer over
the first letters of the Task Name field until it becomes a double arrow, pointing left
and right. Drag the pointer to the left or right to change the indent or outdent level of
the task. If you select multiple tasks first, all of them are indented or outdented
together.
■ Choose Project, Outline, and then choose Indent or Outdent.
■ Use the task shortcut menu to indent and outdent. Select the ID number for a task or
group of tasks. Right-click the ID numbers and choose Indent or Outdent from the
shortcut menu.
■ Use the shortcut key combination Alt+Shift+right arrow to indent and the combination
Alt+Shift+left arrow to outdent a task or group of tasks.
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Outlining the Task List 157

CAUTION
If you demote a summary task, its subtasks are demoted even further. In fact, all actions
you apply to a summary task also apply to its subtasks. If you delete, copy, move, pro-
mote, or demote a summary task, all the subtasks—including subordinate summary tasks
and their subtasks—are deleted, copied, moved, promoted, or demoted along with the
summary task.

You can promote tasks that are already indented by outdenting them—that is, shifting them
to the left. When you promote an indented task, the tasks immediately beneath the pro-
moted task are affected in one of the following ways:
■ If the tasks below are at the same level of indentation as the new promoted task, the
tasks become subordinate to the new summary task. To keep them at the same level as
the task you are promoting, select all the tasks and promote them together.
■ If the tasks below are subordinates of the promoted task, these tasks remain subordi-
nates but shift to the left, to follow the summary task.
■ If the tasks below are at a higher outline level (that is, already further to the left than
the promoted task), these tasks are unaffected by the promotion.

If you want to introduce a new task into the task list and make the new task a summary task,
you must insert the task just above the task(s) you plan to have it summarize. You can then
indent the subtasks. Or, if the new summary task is not at the first outline level, you can out-
dent the summary task rather than indent its subordinates.

Collapsing and Expanding the Outline

A major advantage of outlining is that you can collapse the outline by hiding subtasks to
view only the major components of the project (see Figure 5.24). Collapsing an outline 5
merely suppresses the display of the subtasks; it does not delete the subtasks.

Figure 5.24
You can look at the ID
numbers to see which
tasks are hidden; they
are missing row
numbers.

ID numbers show hidden subtasks

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158 Chapter 5 Creating a Task List

You can also collapse an entire outline and then expand just one part to focus on the details
of that part and see how they fit into the overall picture (see Figure 5.25).

Figure 5.25
You can show the
subtasks in one sec-
tion of the plan but
hide all other sub-
tasks to highlight how
those tasks fit into the
overall project.

You can display all tasks or only selected levels of the outline by using the Show com-
mand. Click the Show button on the Formatting toolbar, or choose Project, Outline,
Show to display the Show submenu. Select the outline level you want to be exposed: Select
All Subtasks to display all levels; select Outline Level 1 to display only the top-level tasks
(whether they have subtasks or not); select Outline Level 2 to display the top-level tasks
plus the first level of subtasks; and so forth. The maximum number of levels you can control
with this tool is nine.
You can hide or display subtasks for a selected summary task in a variety of ways. The sim-
plest technique is to double-click the task ID to toggle between hidden and displayed sub-
5
tasks.
If you select a summary task, you can hide its subtasks by clicking the Hide Subtasks
tool, or (if the subtasks are already hidden) you can click the Show Subtasks tool to
display them again. You can also use the menu to hide and show subtasks for individual
tasks, by following these steps:
1. Select the summary task or tasks whose subtasks you want to hide.
2. Choose Project, Outline to display the Outlining submenu.
3. Choose Hide Subtasks to collapse that part of the outline or choose Show Subtasks to
expand that part of the outline.
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Outlining the Task List 159

TIP
If outline symbols are displayed (see “Selecting the Display Options for Outlining,” later
in this chapter), you see a small plus or minus to the left of each summary task. These
outline symbols are miniature Hide Subtask and Show Subtask buttons that you can click
to hide or display the subtasks. If the subtasks are currently displayed, a minus sign
appears to the left of the summary task name, and clicking it hides the subtasks. If the
subtasks are currently hidden, a plus sign appears to the left of the summary task name,
and clicking it displays the subtasks.

In general, it is a good practice to have a minimum of three levels within a project: project level (that is, a sum-
mary task over the entire project), phase level (that is, summary tasks outlining the required project compo-
nents), and work level (that is, where the work package, or lowest level of the WBS, is located). Of course, it is
possible to have more than three levels in a complex project. No matter how many levels you have, the lowest
indented level is always where the work package is located. It is at this level that the tasks should be linked and
the resources assigned to do the work.

Editing Outlined Projects

If you select a summary task and click the Task Information tool, Project displays the
Summary Task Information dialog box (see Figure 5.26). Some fields (such as Duration) are
grayed out because they can’t be edited for summary tasks, but you can edit all the other
fields. Summary tasks have their own Notes field, and you should make free use of notes to
document important assumptions and background for summary tasks, just as you do for
other tasks.

Figure 5.26
You can control some
5
features of summary
tasks in the Summary
Task Information
dialog box.

When you delete, copy, cut, paste, promote, or demote a summary task, all its subtasks are
included in the same operation. For example, if you delete a summary task, you also delete
all its subtasks. If you demote a summary task, you further demote its subtasks.
To learn how to delete, copy, cut, paste, promote, or demote a summary task without also affect-
ing its subtasks, see “Moving Summary Tasks” in the Troubleshooting section near the end of this
chapter.
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160 Chapter 5 Creating a Task List

Selecting the Display Options for Outlining

Project provides several display options for emphasizing the outline organization of a task
list. Some of these are turned on by default. For example, by default Project displays sum-
mary tasks along with normal tasks and milestones, and it indents subtasks under their sum-
mary tasks.
The formatting options for displaying the outline structure of your project are as follows:
■ Normally subtasks are indented to emphasize the organization of the outline. You can
choose to display all tasks left-justified, just like the top-level tasks. This might be useful
to avoid taking up a lot of room on the screen or in a printed report.
■ If you disable indenting, you should probably display the task outline number next to
the task name as a substitute for the visual reminder of the structure. Outline numbers
are stored in the Outline Number field and cannot be edited. See the section “Using
Custom Outline Numbers,” later in this chapter, for other outlining options.
■ Normally Project displays outline symbols to the left of the summary tasks. These sym-
bols are the minus sign (such as the Hide Subtask tool) and the plus sign (such as the
Show Subtask tool). If the symbols are present, you can click them to hide and show
subtasks for the summary task. They also serve as an indicator that a task is a summary
task and, if a plus is showing, as a reminder that there are hidden subtasks. You can
choose to hide these outline symbols.
■ You can hide the summary tasks themselves, leaving only the milestones and normal
(working) tasks in the display. This option is especially useful when you want to sort
normal tasks and milestones by start date, duration, or alphabetically by task name for a
special report. You would probably also disable indenting subtasks in that case.
■ Project can display an overall summary task for the entire project. Project displays it
5 with the ID number 0 at the top of the task list. Note that all tasks are indented one
level when the Project Summary task is displayed. The task name for the Project
Summary task is taken from the project title that is entered on the Summary tab of the
File Properties dialog box. Editing the Project Summary task name also changes the
entry in the Properties dialog box. You enter notes for the project summary task note in
the Comments field in the Properties dialog box.

If you want to change the outline formatting features, the active view must be a task view
that must be the only pane or the top pane in the window. Follow these steps to select the
outline options:
1. Choose Tools, Options to display the Options dialog box, and select the View tab (see
Figure 5.27).
2. Uncheck the Indent Name check box if you prefer to left-justify all task names.
3. Check the Show Outline Number check box to display outline numbers to the left of
task names.
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Outlining the Task List 161

Figure 5.27
The Options dialog
box regulates the
display of outlined
projects.

The outlining
options

4. Uncheck the Show Outline Symbol check box if you want to hide the plus and minus
symbols next to summary task names.
5. Uncheck the Show Summary Tasks check box if you want to hide the display of sum-
mary tasks. Unchecking this check box makes the Show Project Summary Tasks check
box unavailable.
6. If the Show Summary Tasks check box is checked, you can check the Show Project
Summary Task check box to display a summary task for the overall project.
7. Click OK to display the new settings.

Using Rollup Taskbars 5

The taskbar for the summary task spans the bars for all its subtasks and is usually a solid bar.
However, you can choose to roll up the subtask taskbars to the summary taskbar. When you
choose this option, each subtask’s taskbar start and finish are marked on the summary
taskbar. Together, the rolled-up bars produce a segmented bar that shows how long each of
the subtasks lasts (see Figure 5.28).
To roll up all taskbars to their summary taskbars, choose Format, Layout to display the
Layout dialog box, and fill the Always Roll Up Gantt Bars check box (see Figure 5.29). The
rollup bars appear in front of the standard summary taskbar. You can choose to display the
rollup bars only when their subtasks are hidden. Fill the Hide Rollup Bars When Summary
Expanded check box to suppress their display when the outline is expanded.

TIP
You can display the Layout dialog box by right-clicking in the bar chart area to display
the shortcut menu and selecting Layout.
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162 Chapter 5 Creating a Task List

Rolled-up milestones
Rolled-up taskbars

Figure 5.28
When you roll up
taskbars to the sum-
mary task, you see
how the summary
task is divided among
the subtasks.

Figure 5.29
The Layout command
controls aspects of
how the Gantt Chart
view is displayed.
5

If you just want to roll up particular taskbars and leave others alone, you have to mark each
subtask you want to be rolled up and you have to mark its summary task to display the
rollup. Also, you must clear the Always Roll Up Gantt Bars check box.
To mark a subtask for rollup, follow these steps:
1. Select the subtask you want to roll up and click the Task Information tool.
2. On the General tab, select Roll Up Gantt Bar to Summary and click OK.
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Using Custom WBS Codes 163

3. Select the summary task you want to show the rollup. If the subtask’s summary task is
itself a subtask, the higher-level summary task can display the rollup also (even if the
lower-level summary task is not marked to display it). Each has to be selected separately
to control the display of rollup bars.
4. Click the Task Information tool to display the Summary Task Information dialog box.
5. Fill the check box next to Show Rolled Up Gantt Bars if you want the summary task to
display rolled-up taskbars.
6. Click OK to save the settings.
7. Repeat this process for each summary task above the subtask that you want to display
the rollup bar.

TIP
You can change the display of rolled-up bars to show milestone markers at their finish
date instead of showing the whole bar. If you want this format, choose Tools, Macro,
Macros, select Rollup_Formatting, and click Run. Run the macro again to reverse the
changes. Be warned, however, that this macro discards any custom bar styles you have
created. If you have custom bar styles, you should edit the bar styles directly to change
the display of rolled-up tasks. See “Formatting the Gantt Chart,” in Chapter 20.

Using Custom WBS Codes

Project automatically creates a default WBS code in the WBS field for each task. (See the
beginning of this chapter for a description of WBS and the WBS codes.) The default WBS
codes are identical to the outline numbers that Project generates (and that are stored in the
Outline Number field).
You can display the WBS field in a table by inserting the WBS column. You can also view 5
the WBS field on the Advanced tab of the Task Information dialog box. If your organiza-
tion, or a client, requires a specific format for WBS codes, you can edit the codes in either
of these places, replacing the Project outline number with your own WBS codes.

N OTE
Editing the WBS field does not change the entry in the Outline Number field.

You can define a customized format that matches a particular WBS code scheme. Project
uses the custom format to generate default codes for the WBS field (instead of using the
value in the Outline Number field). The custom format can include numbers, letters, and
symbols (including ASCII characters). An added advantage of using the custom format is
that it enforces consistency and uniformity.
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164 Chapter 5 Creating a Task List

TIP
Don’t take the time to re-create a custom WBS format if you’ve already defined one in
another Project file. Use the Fields tab of the Organizer to copy a custom WBS format
from one project file to another. Also, if you have a standard format you want to use in
all projects, copy the definition to the Global template. See “Working with the
Organizer,” in Chapter 3.

Creating Custom WBS Codes

To customize the WBS code format, you create a WBS code mask that Project can use to
generate the custom codes. The mask contains numbers or characters for each outline level,
starting with level one, with separator characters in between each level. You can define code
segments for as many levels as you want, but the total length of the WBS code can’t be
greater than 255 characters.
For example, if you created the code mask AAA-111.aa.** for the first four levels of the out-
line, it would mean the following:
■ AAA- —Use three uppercase letters for top-level tasks (that is, those with no summary
task above them). Also use these codes as a prefix for all subtasks under the top-level
task and follow them with a hyphen as a separator. You can edit and replace the letters
Project initially supplies, but the mask requires that you use three uppercase letters. If
you edit these characters in the top-level task, the edited version is used as a prefix for
all the task’s subtasks.
■ 111. —Use three numbers for second-level subtasks, followed by a period separator if
there are subtasks. Project automatically numbers subtasks at this level 001, 002, and so
forth, but you can edit those numbers at will.
5 ■ aa. —Use two lowercase letters for third-level subtasks, followed by a period separator
if needed.
■ ** —Use any mixture of characters on the keyboard for fourth-level subtasks. Project
places the default characters ** in the code it generates, but you can change them to any
characters you choose.

You can also include a project-level code to be used as a prefix for all tasks. This would be
especially helpful to distinguish tasks that are from different subprojects in a consolidated
(master) project.
You should display the WBS field as a column in the task table before creating the WBS
mask. (Choose Insert, Column and select WBS in the Field Name box.) That way, you can
see the effects of creating a WBS code mask immediately.
To create the custom WBS code mask, follow these steps:
1. Choose Project, WBS, Define Code to display the WBS Code Definition dialog box
(see Figure 5.30).
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Using Custom WBS Codes 165

Edit bar
Initial codes supplied by Project WBS code mask

Figure 5.30
You define a format
mask so that Project
can create custom
WBS codes.

2. Enter a code prefix for the project, if you like, in the Project Code Prefix box. It’s best
to include a colon or another separator to show where the project prefix ends and the
task code starts. The prefix appears in the sample display in the Code Preview box at
the top of the dialog box.
3. In the Code Mask table, click the first blank row under the Sequence column to define 5
the code format for top-level tasks. Use the pull-down arrow to display the options,
which are as follows:
• Choose Numbers (Ordered) to have Project insert sequential numbers in this part
of the code. Remember that you can edit the numbers.
• Choose Uppercase Letters (Ordered) to use sequential uppercase letters.
• Choose Lowercase Letters (Ordered) to use sequential lowercase letters.
• Choose Characters (Unordered) to have Project insert the * character, which you
can then change to any character on the keyboard.
4. In the Length column, use the pull-down arrow to display the options for the number
of characters to be used for this part of the format:
• Choose Any if you want to be able to edit this part of the code and use a varying
number of characters.
• Choose 1 through 10 to set a fixed number of characters for this section of the
format.
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166 Chapter 5 Creating a Task List

5. In the Separator column, enter the symbol to use following the sequence code for sub-
tasks. You can use the pull-down arrow to display the most common separators (the
period, hyphen, plus sign, or forward slash) or you can type other symbols from the
keyboard. You can use up to three symbols as the separator (for example, three aster-
isks). If you don’t want a separator, click the Edit bar just above the Sequence column
and delete the default symbol. Note that you must have a separator if you have chosen
Any as the code length.
6. Repeat steps 3, 4, and 5 for all outline levels that you want to define in the mask.
7. Check the check box Generate WBS Code for New Task if you want Project to calcu-
late the WBS code for new tasks. If you leave it unchecked, you must type in WBS
codes for new tasks, but you must honor the format of the mask.
8. Check the check box Verify Uniqueness of New WBS Codes if you want Project to
warn you if a new code is not unique. This happens only when you edit the codes; you
then need to modify the code to achieve uniqueness. If you leave this check box
unchecked, Project does not detect duplication of codes. You should generally check
this check box.
9. Click OK to save the mask. Project automatically replaces the outline number codes
that are displayed by default in the WBS field with sequential codes that match the new
mask.
10. You might need to widen the WBS column to see the new codes. To do so, double-click
the WBS column heading and choose Best Fit in the Column Definition dialog box.

N OTE
If a project has more outline levels than you have provided for in the mask, Project uses
the conventional outline numbering system for the lower-level tasks that the mask
doesn’t define.
5

Checking the check box to verify the uniqueness of new codes only makes Project check the
code when it is created or edited. If you have a project file with custom WBS codes that
have this feature disabled and then you decide to enable unique codes, Project does not
check all the existing codes for uniqueness. You can force Project to renumber all the codes
(that is, generate new codes from the mask) to correct nonunique codes. This also causes
you to lose any codes you manually retyped. (See the section “Renumbering the Custom
WBS Codes,” later in this chapter.)

TIP
You can edit every task’s code to force Project to check for each task’s uniqueness. The
simplest way to do this is to select the WBS column (so that all cells are selected), press
F2 to edit the first cell, and then press Enter to force the uniqueness check. If the code is
unique, Project moves to the next cell in the selection, and you press F2 and Enter again.
You can move down the column quite rapidly this way, as long as the codes are unique.
If a code is not unique, you are forced to change the code before continuing.
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Using Custom WBS Codes 167

N OTE
You can delete only the bottom-most level in the Sequence table. If you want to reduce
the number of defined levels in the mask, click the bottom-most level and use the Delete
key; then work your way up the list, deleting from the bottom.

Inserting, Deleting, and Moving Tasks with Custom WBS Codes

When you insert a new task into a project, it is automatically given the next highest code for
its level in the outline. If you delete a task, tasks below it at the same level are renumbered
automatically, unless you tell Project to renumber the project (see the section “Renumbering
the Custom WBS Codes,” later in this chapter).
If you move a task to another row within its current summary task, it keeps its custom WBS
code, even if it’s not now in sequence. If you move a task from under one summary task to a
different summary task, it automatically acquires the correct prefix codes for its new sum-
mary task. If the final part of its code would create a duplicate in its new subtask group, it is
changed to one number or letter higher than the highest existing number or letter in that
subtask group. If no duplicate would be created, the final part of the code remains the same
as it was before the move.

Editing Custom WBS Codes

After the custom code mask is defined and Project has provided default codes based on the
mask, you can edit the last segment of any default code. Everything prior to the last segment
is derived from higher-level summary tasks and can’t be changed except by editing the code
for the summary task itself. If you edit the final segment for a summary task, its subtasks
automatically acquire the new segment as the prefix for their code. For example, in Figure
5.31 the major phases have been edited to be abbreviations or acronyms for the name of the
5
phase. The default WBS code for the Finance phase had been AAD, but it has been changed
to FIN for easier identification. This makes recognizing a task’s place in the WBS much eas-
ier and is much closer to conventional practice.

TIP
To display tasks in WBS code order, choose Project, Sort, Sort By and select the WBS field
in the Sort By box.

CAUTION
If you edit custom codes for summary tasks and then tell Project to renumber the tasks,
your edited codes will be lost. Read the troubleshooting note “Preserving Edited Custom
WBS Codes” at the end of this chapter for a workaround.

If the WBS column is not displayed in the table, you can edit the code in the Summary
Task Information dialog box. Project 2003 displays custom fields on the Custom Fields tab
(see Figure 5.32). Select the Value cell for the field you want to change and enter the
change in the Entry bar, above the list of fields.
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168 Chapter 5 Creating a Task List

Figure 5.31
You can edit the
default letters
assigned by Project in
the custom WBS
codes to describe the
task’s place in the
structure.

Summary task WBS codes that have been edited

Entry bar Value cell

Figure 5.32
You can edit the cus-
tom WBS code on the
Custom Fields tab of
the Summary Task
Information dialog
box.
5

Renumbering the Custom WBS Codes

When you are designing a project, you usually have to revise the task list. If you defined
custom WBS codes, they might not be in sequence after all the editing. You can have
Project recalculate the WBS codes for the whole project, to put them in sequence. If you’ve
only rearranged a small segment of the project, you can select those tasks and have Project
recalculate the codes just for the selected tasks. To renumber the WBS codes, follow these
steps:
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Using Custom Outline Numbers 169

1. If you want to renumber just a selected set of tasks, select those tasks first. The tasks
must be adjacent to one another. The first of the selected tasks is not renumbered, but
it serves as the starting point for renumbering the rest of the selection.
2. Choose Project, WBS, Renumber from the menu to display the WBS Renumber dialog
box (see Figure 5.33).

Figure 5.33
You can have Project
recalculate the WBS
codes for the entire
project or for just a
set of selected tasks.

3. Choose Selected Tasks or Entire Project, according to your needs.

4. Click OK to start renumbering.
5. If you chose to renumber the entire project, Microsoft Project asks you to confirm your
intent. Click Yes, and the renumbering takes place.

TIP
Renumbering an entire project can change a lot of codes, and you can use Undo to
restore the original codes. As always, however, you must use Undo before you make any
other changes.

If you edit customized WBS codes and then ask Project to renumber all tasks, Project overwrites
your editing and reverts to sequential numbers and letters. See “Preserving Edited Custom WBS
Codes” in the “Troubleshooting” section at the end of this chapter.
5

Using Custom Outline Numbers

The custom WBS codes discussed in the preceding section are always tied to the outline
structure. Each segment of the WBS code mask is linked to a specific outline level. Sorting
the task list according to the WBS code produces the same order as sorting according to ID
numbers. If you want complete control over a coding system for tasks that is independent of
the outline structure you have created, you can use any of 10 custom outline fields (Outline
Code 1 through Outline Code 10) to create alternative labeling systems that you can use to
sort and group tasks in different orders. Creating and using custom outline codes is
described in detail in Chapter 21, “Customizing Views, Tables, Fields, Filters, and Groups.”
➔ For more information on creating and using custom outline codes, see “Customizing Fields,” p. 847.
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170 Chapter 5 Creating a Task List

Printing the Project Task List

You can print a task list in a number of ways. You can print views such as the Gantt Chart
view, the Network Diagram view, or the Task Sheet view, all of which appear on paper much
as they appear onscreen. You can also choose from a number of standard reports. Note that
you cannot print the form views, and you cannot print combination views (views with two
panes).
➔ For full instructions on printing views of a task list, see Chapter 13, “Printing Views and Reports,” p. 489.
➔ If you want to enhance the display before printing a view, see Chapter 20, “Formatting Views,” p. 775,
for ways to customize a view.
There are six report categories for printing standardized and custom reports in Microsoft
Project. Chapter 22, “Using and Customizing the Standard Reports,” explains how to work
with these reports. At this stage of developing your project, only the reports in the Overview
category are of much use. The reports in this category are as follows:
■ The Top-Level Tasks report displays the task list but includes only the tasks that are in
the first level of the outline.
■ The Milestones report lists all milestone tasks.
■ The Working Days report summarizes the calendar information, showing the normal
workdays and hours plus all exceptions to those normal working times.

Troubleshooting
Moving Summary Tasks
I don’t understand how to move summary tasks without moving their subtasks. What do I need to
do?
First, outdent the subtasks so that the summary task becomes a regular task. Then you can
move, copy, cut, delete, promote, or demote the task without affecting its former subtasks.

Preserving Edited Custom WBS Codes

After I customize my summary task WBS codes, they seem to disappear when I have Project renum-
ber tasks. What am I doing wrong?
If you have edited custom WBS codes for summary tasks and then want Project to renum-
ber the tasks, your edited changes are lost unless you take the following steps:
1. Choose Tools, Options to display the Options dialog box and select the View tab.
2. Clear the Show Summary Tasks check box and click OK to close the dialog box. Only
normal and milestone tasks are then displayed.
3. Select one of the column headings to select all displayed tasks.
4. Select Project, WBS, Renumber to display the WBS Renumber dialog box.
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Project Extras: Letting Project Calculate Duration 171

5. Click the Selected Tasks button (instead of Entire Project).

6. Click OK to start the renumbering process.
7. Restore the display of summary tasks by choosing Tools, Options and filling the Show
Summary Tasks check box on the View tab. Then click OK to close the dialog box. You
can click any cell to deselect all tasks.

The entire task list is displayed again. The summary tasks have not lost their edited codes,
but all other tasks are renumbered based on their current order in the outline.

Project Extras: Letting Project Calculate

Duration
If you have start and finish dates already estimated for tasks, and therefore you have implied
durations, you can manually enter those dates and let Project calculate the Duration field for
you. Even better, if the task names and dates are already in a file (such as an Excel or a
Word file), you can paste the task values directly into Project to create the tasks and dura-
tions.
It’s generally not a good idea to enter the dates for tasks; you should let Project schedule the
task dates for you. However, in this case, you can more quickly calculate and transfer dura-
tion estimates into Project by entering dates. This produces constraints on the tasks, but you
can remove the constraints after the duration estimates are in place and give Project the
flexibility to create a new schedule of dates.
To manually enter predetermined task start and finish dates for tasks, follow these steps:
1. Display the Task Entry view by first displaying the Gantt Chart view and then selecting
Window, Split to display the task form in the bottom pane (see Figure 5.34).
2. Select the first row in the top pane, and then click in the bottom pane to activate its
fields. From this point on, you can use the Previous and Next buttons in the task form
to move up and down the rows of the top pane without having to leave the bottom
pane.
3. If this is a new task, select the Name field and enter the first task name. Notice that the
Previous and Next buttons have become OK and Cancel buttons. Don’t click OK yet.
4. Select the Start field and enter the start date.
5. Select the Finish field and enter the finish date.
6. Either press Enter or click OK to complete the task. Project posts your three entries in
the Gantt Chart view at the top of the pane and calculates the duration as the difference
between the dates you entered (see Figure 5.35). The OK and Cancel buttons revert to
Previous and Next.
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172 Chapter 5 Creating a Task List

Task name

Figure 5.34
The Task Entry view
consists of the Gantt
Chart view in the top
pane and the task
form in the bottom
pane. You can define
tasks in the bottom
pane as well as in the
top pane.

Start date Finish date

Constraint indicator Calculated duration Next button

Figure 5.35
After you enter both
start and finish dates
in the task form, the
task has a calculated
duration that is the
difference between
these dates.
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Project Extras: Letting Project Calculate Duration 173

7. Press Enter again, or click the Next button to start the next task. Repeat steps 3
through 6 for all tasks.

Notice an indicator next to the task in the Gantt Chart view that reminds you that the task
has a constraint. If you slide the mouse pointer over the indicator, you see that it is a Start
No Earlier Than constraint, so Project does not schedule the task any earlier than the start
date.
After all the tasks are entered, the schedule should match the schedule from which you
copied the tasks. Chapter 6 describes how to give Project the instructions it needs to sched-
ule tasks for you. At that point, you might want to remove the constraints from the list and
start the more sophisticated and flexible scheduling process that Project makes possible.
You can remove all the constraints by clicking one of the column headings (such as Task
Name) to select all tasks. Then click on the Task Information tool to display the Multiple
Task Information dialog box and go to the Advanced tab. In the Constraint Task group of
fields, select the constraint type As Soon As Possible (or, if the project is scheduled from a
fixed finish date, select As Late As Possible).
If the task names and dates are already stored in another document, you can copy the data
into Project instead of manually typing all the data. The source task list can be in Excel,
Word, Access, or PowerPoint, and your first step is to modify the source data (if necessary)
to meet the following requirements:
■ Each task must be on its own row.
■ If the source is Excel or Access, the task names and dates must be in separate columns
or fields. If the list is in Word or PowerPoint, tabs must separate the entries in each
row. You can use outlined text from Word or PowerPoint as the source, but if you do,
the tasks are not indented in Project and you have to manually outline the task list after
it’s pasted.
■ The dates must be in one of the formats that Project recognizes (for example,
1/19/2004 or Mon 1/19/2004 4:00 PM). You can see the list of recognized formats by
choosing Tools, Options and displaying the pull-down list of options in the Date
Format box at the top of the View tab.
■ The task names and dates must be arranged in columns that are in the same order as
the columns in the view you will be using when you paste them into Project. You can
either adjust the source data or adjust the column order in Project. If you start with the
standard Gantt Chart view and hide the Duration column, the order for those columns
in Project is Task Name, Start, and Finish. Therefore, the order of the columns in the
source document should be the same: Task Name, Start, and Finish. If the source data
includes a fourth column for deadlines, you must insert the Deadline column to the
right of the Finish field in Project.
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174 Chapter 5 Creating a Task List

Next, you must prepare the Project document to receive the list:
■ Using the standard Gantt Chart view as an example, hide the Duration column by
right-clicking the Duration column heading and choosing Hide Column, and insert any
additional fields being imported to the right of the Finish field. The Task Name, Start,
and Finish columns should now be next to each other and in just that order. After copy-
ing in the tasks, you can insert the Duration column again.
■ If this is a new project document, you should establish the project start or finish date
before you paste in the task list. This is especially important if the project has a fixed
finish date. Choose Project, Project Information and set the start date; or choose
Schedule from the Project Finish Date and set the finish date.

To copy data, select the data in the rows and columns to be copied in the data source and
use the Copy command to place the selection in the Clipboard. Do not include column
titles in the selection. In Project, select the single cell in the Task Name column on the row
where you want the first imported task to appear, and choose the Paste command. You
might receive an error message saying that the date for the first task can’t be pasted. You can
usually just ignore this message and select the No option in the error dialog box to continue
pasting without displaying the error messages for each task. As long as your dates were
properly formatted in the source list, they should paste correctly. If you did not include the
time of day in the source dates, Project applies its default start time for all the start dates
and the default end time for all the finish dates.
To display the Duration column again, you can right-click the Start column heading and
choose Insert Column. In the Field Name box, display the drop-down list and scroll to
Duration. Click Best Fit to display the Duration column with a width sufficient to show the
title and all values.
After linking the tasks, you can remove the constraints as described earlier in this section for
the manually entered tasks with dates.
➔ To learn about more sophisticated importing of data from other applications, see Chapter 17, “Exporting
and Importing Project Data with Other File Formats,” p. 631.
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CHAPTER
6
Entering Scheduling
Requirements

In this chapter
An Overview of Scheduling 176
Understanding Dependency Links 177
Entering Dependency Links 185
Working with Task Constraints 201
Entering Deadline Dates 217
Splitting Tasks 220
Creating and Using Task Calendars 223
Troubleshooting 226
Project Extras 228
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176 Chapter 6 Entering Scheduling Requirements

An Overview of Scheduling
After you enter project tasks and estimate durations, you must focus on developing the
schedule of start and finish dates. Up to this point in the book, you’ve used Microsoft
Project as a basic word processor or spreadsheet program—entering tasks and durations in a
task view. This chapter explores how to link these tasks to define the logical sequence of
activity, thus giving Project specific information for calculating a schedule. It also examines
how to record constraints and deadlines, assign task calendars, and split tasks.
The project schedule depends on a number of factors, including the following:
■ The project schedule either begins on a fixed start date or is calculated to end on a fixed
finish date. You control this factor in the Project Information dialog box.
➔ For more information on defining the start or finish of a project, see “Using the Project
Information Dialog Box,” p. 57.
■ Project normally schedules tasks only during the working times defined by the base cal-
endar that you select for the project. Exceptions can occur when you assign resources or
attach task calendars to tasks. Both exceptions are described in this list.
➔ For guidelines on defining the project base calendar, see “Defining a Calendar of Working
Time,” p. 76.
■ The schedule depends heavily on the duration estimates for the individual tasks. The
duration of the tasks is one of the driving forces of the schedule. The longer the task
duration for any given start date, the later the scheduled finish date for that task.
Chapter 5, “Creating a Task List,” covers estimating durations.
■ The schedule also depends on the logical order, or scheduling sequence, for the tasks.
Typically, most tasks have start or finish dates that depend on the start or finish date of
some other task. This chapter is largely devoted to defining these dependency links.
■ The schedule accommodates any arbitrary limits, or constraints, that you might impose
on the start or finish dates for individual tasks. Imposing date constraints is covered
later in this chapter.
■ You can modify the schedule for an individual task by assigning a task calendar.
Assigning calendars to tasks is covered in the section “Creating and Using Task
Calendars,” later in this chapter.
6
■ By default, a task is scheduled without interruption for the duration of the task. You can
insert one or more interruptions in the work on a task by splitting the task schedule.
See the section “Splitting Tasks,” later in this chapter.
■ The task schedule also depends on the availability of resources that are assigned to work
on the tasks. Chapter 9, “Understanding Resource Scheduling,” explains the effects on
the schedule of resource availability.
■ The schedule is affected if you delay a resource assignment to start after other resources
have started or if you contour the daily work assignment for a resource. Chapter 9 dis-
cusses both contouring and delaying resource assignments and the effects they have on
the task schedule.
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Understanding Dependency Links 177

In practice, after you learn to use Microsoft Project, you will probably outline, link, and
impose constraints on the task list as you enter the tasks. The process is divided into sepa-
rate chapters in this book to focus on all the options and techniques possible for each
activity.
By far the most important topic in this chapter for you to understand is linking tasks. The
sequencing or linking of tasks makes it possible for Project to calculate a schedule—and
that’s one of the main reasons for using Microsoft Project. It is also what makes it possible
for Project to identify for you the critical tasks—those that must finish on time or may be
worthwhile attempting to finish faster when you need to compress the overall duration of
the project.
➔ For a quick review of the terms critical task and critical path, see the overview topic “How Project
Calculates the Schedule,” p. 25.

Understanding Dependency Links

Usually some tasks in a project cannot start until one or more other tasks have finished. One
common reason for this requirement is that a task might need to use the output generated
by another task. For example, in building a house, the foundation must be laid before you
can frame the walls. Therefore, the start of the task Frame the Walls is determined by, and
should be linked to, the finish of the task Lay the Foundation. The link expresses the depen-
dency of the framing schedule on the schedule for the foundation.
An inexperienced scheduler in this building project might just list the tasks in Excel and type
in start and finish dates for all the tasks. But what if the scheduler later finds out that for
some reason the Lay the Foundation task will be delayed? The scheduler would then have
to go through the entire project, typing in later start and finish dates for all the tasks that
will be affected by the delay. However, if the tasks are typed into Microsoft Project and
dependency links are defined, the scheduler can simply enter a delayed start date for Lay the
Foundation, and Project will calculate new start and finish dates for all the tasks that are
dependent, directly or indirectly, on that task. The reason you take the time to define links
between tasks is so that Project can recalculate the schedule for you quickly when there is a
change in the schedule that affects the scheduling of other tasks.
6
Defining Dependency Links
When tasks are linked to show a dependency relationship, the dependent task is called the
successor task and the task on which its schedule depends is called its predecessor. These names
were adopted a long time ago, when the only scheduling links envisioned had dependent
tasks coming after the tasks they depend on, and they serve well for describing the vast
majority of linked tasks. You will soon see that more sophisticated linking can create a situa-
tion where they simply aren’t appropriate.
To illustrate the usage of the terms predecessor and successor, suppose you need to schedule the
application of two coats of paint to the exterior walls of a small structure. There will be four
tasks involved: Prepare Surfaces, Apply First Coat, Apply Final Coat, and Clean Up. The
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178 Chapter 6 Entering Scheduling Requirements

start of Apply First Coat depends on the finish of Prepare Surfaces; therefore, Prepare
Surfaces is the predecessor to Apply First Coat. Similarly, Apply First Coat is the predeces-
sor to Apply Final Coat, and Apply Final Coat is the predecessor to Clean Up. The start
date for the successor task should be linked to the finish date for the predecessor. As illus-
trated in Figure 6.1, Project draws a small arrow from the finish of each predecessor task to
the start of its successor task.

Figure 6.1
When you link a
dependent task, its
schedule depends on
the schedule of its Linking line
predecessor.

When you refer to a dependency link, the linked date of the predecessor task (either its start
or its finish) is named first, and the linked date of the successor task is named last. In the
painting example in Figure 6.1, the dependency relationships are called Finish-to-Start links
because the predecessor’s finish determines the successor’s start. Finish-to-Start is the most
common type of link, but there are also three other types you can use: Finish-to-Finish,
Start-to-Start, and Start-to-Finish. The section “Defining the Types of Dependency Link
Relationships,” later in this chapter, describes the use of all types of links.
By establishing the link in the painting example, you instruct Project to set the start date for
Apply Final Coat based on the scheduled finish date for Apply First Coat. Any change that alters
the calculated finish date for the predecessor causes Project to also reschedule the start date for
the dependent or successor task. In Figure 6.1 the Apply First Coat task in the revised schedule
on row 8 has been given a longer duration than it had in the original schedule, on row 3.
Accordingly, the Apply Final Coat task on row 9 is scheduled to start and finish later than it was
on row 4, reflecting the longer duration of its predecessor. If you define task links, Project auto-
matically reschedules dependent tasks when the schedule for the predecessor changes.
6
CAUTION
Do not link two unrelated tasks just to level out the workload for a resource who is
assigned to work on both tasks. It is true that the link forces Project to schedule the tasks
one after the other, thus allowing the worker to complete one task before starting the
next. But what if the worker is later removed from working on one of the tasks? There is
no way to tell that the link no longer serves a purpose and can be removed (unless you
just happen to remember it), and you will be left with an unnecessary delay that could
delay the finish of your project. The preferred way to deal with this problem is to delay
one of the tasks by using the Leveling Delay field.

➔ For the steps to follow in using leveling delays, see “Resolving Overallocations
by Delaying Assignments,” p. 440.
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Understanding Dependency Links 179

Choosing the Dependent Task

Deciding which of two tasks is the dependent task and which is the predecessor is often self-
evident. In many cases, as with the building example used earlier, the dependent task
requires the output of another task; in such a case, you make that other task its predecessor.
Other times, however, it’s not so simple.
Consider the following case, in which a person, not a computer, is doing the scheduling:
Elaine is an on-the-job trainee for a residential construction project, and she is
responsible for making sure that lumber and materials are on hand when the founda-
tion is finished and it’s time to frame the walls of the new house. Elaine is to watch the
progress on finishing the foundation and call the lumberyard four days before the
foundation is finished to schedule the materials’ delivery. Elaine’s instructions are to
avoid ordering the materials any earlier than necessary because that would mean pay-
ing interest on borrowed money for a longer period of time. Although the term just-
in-time scheduling wasn’t used in Elaine’s instructions, this is, in fact, an example of that
management principle.
When it’s just about time to call the lumberyard, Elaine learns that the carpenters are
being diverted to another project that has a higher priority, and the framing phase of
the project has been put on hold for a week. Elaine’s common sense tells her that the
materials’ order is really linked to the start of the framing, not to the finish of the
foundation, and she delays placing the delivery order until two days before the new
start date for framing.

If you were scheduling this example in Microsoft Project, you would want to give Project
enough information to be able to do what Elaine did—delay the start of the delivery task if
the framing task is delayed. To do that, you need to treat the delivery of materials as a task
that is dependent on the start of the framing task.
This type of linking was not envisioned when the terms predecessor and successor became pop-
ular. Recall that the term successor was coined to refer to the dependent task. In this example,
where the delivery task’s schedule depends on the framing task’s schedule, we have to call
the delivery task the successor and the framing task the predecessor, even though the succes-
sor in this case is to take place a day or so before its predecessor. This usage flies in the face
6
of our everyday use of the terms predecessor and successor. (We really should call them some-
thing like driver task and dependent task instead of predecessor and successor.) However, it’s
just the result of keeping old labels for more modern methods.
The decision about which task should be the predecessor and which the dependent, or suc-
cessor, task might hinge on which task you have more control over. If you have equal sched-
uling control over both tasks, make the task that must come first the predecessor and let the
later task be the dependent successor. In cases in which the schedule for one task is out of
your control, you might want to arbitrarily make the more flexibly scheduled task the
dependent task—regardless of which task actually must come first in time.
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180 Chapter 6 Entering Scheduling Requirements

For example, suppose an office building project will have a world-famous artist paint a
mural in the entrance to the building. The artist is available only at certain times, and a
change in the artist’s availability would mean a change in the schedule. The artist’s task will
probably be defined as the driver (the predecessor) for other tasks that are more flexible—
tasks such as having scaffolding erected for the artist to use and maybe even when to start
construction. On the other hand, if the mural were to be painted by a talented local artist
who is anxious to get the work, you would probably let earlier steps in construction drive
the schedule for painting the mural.
When one of two linked tasks is a support function that merely facilitates the other task
(such as ordering lumber and materials for framing, erecting scaffolding for painting a
mural), you will usually want to make the main task the predecessor and the support func-
tion the dependent task.

Allowing for Delays and Overlaps

Sometimes you might need to schedule a delay as part of the linkage between the predeces-
sor and the successor tasks. For instance, in the painting example, you need to allow time
for the first coat of paint to dry before you apply the final coat. This kind of delay is known
as a lag or as lag time in task scheduling, and you could add a one-day lag to the Finish-to-
Start link between the Apply First Coat and Apply Final Coat tasks. The successor task’s
start would lag behind the predecessor’s finish.
Other times you might want to allow the dependent task to overlap or start before the pre-
decessor task is finished. You add lead time to a link when you want the linked date for the
successor task to anticipate the linked date of its predecessor. For example, the cleanup crew
can begin the Clean Up task when the painters are close to finishing the Apply Final Coat
task. The successor task’s start would lead to the predecessor’s finish.
Figure 6.2 shows the painting example again. The first set of tasks has no lead or lag
defined; the revised schedule has lead and lag time added to the links. There is a lag added
to the link between the first and final coats of paint, and there is lead time between the
Apply Final Coat and the Clean Up task. The lag adds to the overall duration of the paint-
ing project, but the lead allows the project to finish faster than it would otherwise.

6
Figure 6.2
You can use lag time
to delay the successor
task. Lead time allows
tasks to overlap,
meaning that the pro-
ject can finish earlier
than would be possi-
ble otherwise.
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Understanding Dependency Links 181

TIP
Identifying task relationships where overlaps such as lead time are possible is one of the
best ways to shorten the overall time it takes to finish a project.

➔ For more information on compressing, or crashing, a schedule, see “Shortening the Critical Path,”
p. 480.
Lags and leads can be defined in ordinary duration units or in elapsed duration units. If you
want Project to schedule the lag during working time on the calendar, you use ordinary
duration units. If Project can use nonworking time also for scheduling the lag, you use
elapsed duration units. For example, what if the Apply First Coat task were to finish on a
Friday, the last working day of the week? If the one-day lag for the Apply Final Coat task
were defined as one ordinary day (typically 8 hours of working time, on a standard calen-
dar), Project would let one day of working time pass before scheduling the start of the Apply
Final Coat task. The next working day after Friday is Monday; therefore, the successor task
would be scheduled for Tuesday. But if the lag were defined as one elapsed day (that is, 24
hours of continuous time), Project would use the weekend days for the lag and the final coat
could begin on Monday.
➔ For more information about using elapsed duration, see “Defining Elapsed Duration,” p. 135.
Although you usually define lags and leads in fixed time units (such as 4 hours or two
elapsed days), Project also allows you to define lags and leads as a percentage of the duration
of the predecessor. With the percentage format, Project makes the length of the lag or lead
a multiple of the length of the predecessor task. Using the different methods of entering
leads and lags is discussed in the section “Entering Leads and Lags,” later in this chapter.

Defining the Types of Dependency Link Relationships

You can create four types of dependency relationships, depending on whether you use the
start dates or finish dates when linking tasks. The name for each dependency type includes a
reference to the linked date for the predecessor (either its start date or its finish date), fol-
lowed by a reference to the linked date for the dependent task (either its start or finish date).
Therefore, a Finish-to-Start relationship signifies that the finish date of the predecessor task
is used to schedule the start date of the dependent task. The predecessor is referenced first,
and then the dependent or successor task is referenced. 6
Project usually uses two-letter code abbreviations for the four dependency types, as shown
in Table 6.1. The first letter in the code refers to the predecessor’s start or finish, and the
second letter refers to the dependent task. Thus, the code for Finish-to-Start is FS. The fol-
lowing subsections describe the different dependency types.
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182 Chapter 6 Entering Scheduling Requirements

Table 6.1 The Linking Relationships in Microsoft Project

Code Dependency Type Meaning
FS Finish-to-Start Predecessor’s finish determines successor’s start.
SS Start-to-Start Predecessor’s start determines successor’s start.
FF Finish-to-Finish Predecessor’s finish determines successor’s finish.

SF Start-to-Finish Predecessor’s start determines successor’s finish.

Using the Finish-to-Start Relationship

In the Finish-to-Start relationship, the finish date of the predecessor determines the start
date of the successor task. For example, framing the walls of a new house should be scheduled
to start after the foundation is prepared. The links in the painting example in Figures 6.1 and
6.2 are all Finish-to-Start links. The linking arrow in the Gantt Chart is drawn from the fin-
ish of the predecessor task to the start of the dependent task. This is the most common
dependency type and is the default relationship created via the Edit, Link Tasks command.

Using the Start-to-Start Relationship

In the Start-to-Start relationship, the start date of the predecessor task determines the start
date of the successor task. You can schedule the two tasks to start at or near the same time
by using this type of relationship. The two tasks are scheduled to run in parallel.

N OTE
A lag often is associated with Start-to-Start links. The start of the dependent task is
delayed until some time after the predecessor task is underway.

For example, suppose an organization leases new office space and plans to move to the new
space when remodeling is completed. As part of the move from one office to another, several
tasks need to be accomplished—packing boxes, disconnecting desktop computers, disassem-
bling furniture, and loading the boxes and furniture into the moving van. Because the movers
6 can start loading the vans almost immediately after the packing task starts, the start of the
Load Vans task can be linked to the start of the Pack Boxes & Disassemble Furniture task,
with a small amount of delay or lag time (see the tasks in Scenario A in Figure 6.3). Pack
Boxes & Disassemble Furniture is the predecessor task; Load Vans is the successor task. The
arrow is drawn from the start of the predecessor to the start of the dependent task.
If the availability of the loading vans drives this operation, you could make the Pack Boxes
& Disassemble Furniture task dependent on Load Vans, with a small amount of lead time.
The linking shown in the Scenario B taskbars in Figure 6.3 illustrates this alternative. The
start of the Pack & Disassemble Furniture task is linked to the start of the Load Vans task,
with a two-hour lead, to ensure that packing starts shortly before the loaders are ready to
start.
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Understanding Dependency Links 183

Figure 6.3
You can link the start
of the Load Vans task
to the start of the
Pack Boxes &
Disassemble Furniture
task, with a two-hour
lag. Alternatively, you
can link the Pack
Boxes & Disassemble
Furniture task to the
Load Vans task, with a
two-hour lead.

Using the Finish-to-Finish Relationship

In the Start-to-Start relationship, the start date of the predecessor to the Finish-to-Finish
relationship, the finish date of the predecessor determines the scheduled finish date of the
successor task; you schedule two tasks to finish at or about the same time. For example, in
remodeling a kitchen, the acquisition of the kitchen appliances should be completed by the
time the cabinetmakers finish installing the kitchen cabinets, so the cabinetmakers can
install the appliances in and around the new cabinets (see Figure 6.4).

Figure 6.4
The kitchen appli-
ances should all be
purchased by the
time the kitchen cabi-
nets are completed;
this is a Finish-to-
Finish relationship.

N OTE
The link types Start-to-Start and Finish-to-Finish with leads and lags can be used to
schedule tasks to overlap and are standard techniques for fast-tracking a project—that is,
compressing the overall duration of the project by overlapping tasks.
6

Using the Start-to-Finish Relationship

In the Start-to-Finish relationship, the start date of the predecessor task determines the
scheduled finish date of the successor. With this type of relationship you schedule a task to
finish just in time to start a more important task that it supports. This is the link type you
would use in the example about helping Elaine schedule the delivery of framing materials.
Here are some more examples that illustrate the Start-to-Finish relationship:
■ When scheduling the delivery of merchandise to a new store, the grand opening date
determines when the deliveries must be scheduled. A delay in construction that pushes
back the grand opening leads to calls to the merchandise suppliers to delay their deliveries.
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184 Chapter 6 Entering Scheduling Requirements

■ Just-in-time scheduling in manufacturing is a policy that strives to stock raw materials

just in time for the manufacturing process to begin. This policy saves money by not
tying up cash in materials’ inventories any longer than necessary.

Figure 6.5 illustrates Elaine’s project, where the framing materials are to be purchased just
in time for framing the walls. In the first set of tasks (the original schedule), the Purchase
Materials task is scheduled to finish just as the Frame Walls task begins. Purchase Materials
is dependent on Frame Walls, making Frame Walls its predecessor. If the framing is
delayed, the purchase of materials will be delayed, too. The link is a Start-to-Finish link,
and the arrow is drawn from the start of the predecessor to the finish of the dependent task.

Figure 6.5
The Purchase
Materials task must
be completed in time
for the Frame Walls
task to begin, making
its schedule depen-
dent on the schedule
for Frame Walls.

In the revised schedule in Figure 6.5, the Prepare Foundation task has a longer duration
than in the original schedule, and that delays the scheduled start for Frame Walls.
Automatically, Project delays the dependent task Purchase Materials just enough so that it
will still be finished just in time for the new start date of Frame Walls.

Linking Summary Tasks

Standard practice is to link subtasks—the working tasks in the project—and not to link
summary tasks. However, summary tasks can be linked to each other or to subtasks under
other summary tasks. A summary task is already implicitly linked to its own subtasks; there-
fore, Project won’t let you establish an explicit link between a subtask and its summary task.
If the summary task is linked to a predecessor, the predecessor relationship dictates when
the summary task (and therefore its subtasks) can begin. Likewise, as you will see later in
6
this chapter, if the summary task has a date constraint, its subtasks are effectively con-
strained to that date also. If the summary task has no links or date constraints, its start and
finish dates are derived from the earliest start and the latest finish of any of its subtasks.

Linking summary tasks is generally not considered to be good practice. Summary tasks do not define the activi-
ties where work gets done—and links should generally reflect the scheduling requirements of the tasks where
work is done.
If a summary task represents a discrete, self-contained group of tasks, and no subtask of the would-be depen-
dent summary task needs to be linked to the predecessor summary task, it may be useful. In that case, linking
the phases has the advantage that you can change the subtasks within each of the two phases without worry-
ing about redefining the link between the phases.
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Entering Dependency Links 185

N OTE
If you select all tasks and let Microsoft Project link the tasks in an outlined project,
Project links all tasks at the first outline level to each other, whether they are summary
tasks or not. It then links the next level of subtasks within any summary tasks to each
other, and so forth, until all outline levels in all summary tasks are linked at their own
levels. All links are the default Finish-to-Start link type.

If you create a task link that involves a summary task as the dependent or successor task, you
can use only the link types Finish-to-Start and Start-to-Start. Project does not let you estab-
lish the other link types (those where the summary task’s finish date is linked). However, if
the link involves a summary task as the predecessor to a nonsummary task, you can use any
of the four possible link types. These rules apply the same in both fixed start-date and fixed
finish-date projects.

CAUTION
Be sure you establish no links between subtasks under the same summary task that try to
schedule one of the subtasks to start before the first subtask in the summary group. For
example, suppose Subtask A starts when the summary task starts. If you link another sub-
task in the same group to Subtask A with a Start-to-Start link and add lead time to the link,
you would be telling Project to start the second subtask before the summary task begins.
Project would ignore the lead time and schedule both tasks to start at the same time.

Entering Dependency Links

You can create task links in Project in a number of ways, depending on the active view. The
Project Guide provides a quick way to create the most common link types (all but the Start-
to-Finish type). Choose Task on the Project Guide toolbar and select Schedule Tasks to dis-
play the Schedule Tasks sidepane (see Figure 6.6). Select the tasks you want to link and
choose the appropriate link buttons in the Project Guide.
You can also use the Project Guide to break a link. Select a single task and click the Unlink
Tasks button to remove all links to other tasks. Select a pair of tasks and click the button to
remove just the link between those two tasks.
6
You can link tasks in a number of other ways. Each of the methods described here is dis-
cussed in detail in the following sections. Some can be used only in very restrictive circum-
stances, so read about all the methods instead of adopting just one.
To create a default Finish-to-Start link with no lead or lag, you can do one of the following:
■ Select the tasks to be linked in a table view and use the Link Tasks tool on the Standard
toolbar.
■ Link the selected tasks in a table view by selecting Edit, Link Tasks.
■ Link the selected tasks in a table view by using the keyboard shortcut Ctrl+F2.
■ Drag the mouse pointer from the graphic for a predecessor task to the graphic for its
successor task in a view such as Gantt Chart, Network Diagram, or Calendar.
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186 Chapter 6 Entering Scheduling Requirements

Create a Finish-to-Start link

Figure 6.6
You can create most
links quickly in the
Schedule Tasks
Project Guide.

Create a
Start-to-Start link
Create a
Finish-to-Finish link

Delete a link

To create any of the link types (with or without lead or lag time) or to edit one of the links
created using a technique in the preceding list, you can do any of the following:
■ Select the successor task and define its predecessors in the Predecessors tab of the Task
Information dialog box.
■ Define predecessors or successors for a selected task in the Task Form view.
■ Define predecessors for a task in the Predecessors column of a task table. For example,
the default table for the Gantt Chart view is the Entry table, and it includes the
Predecessors field. You could also display the Successors field in a column and use it to
define a task’s successors.
6
TIP
As you will see in later discussions in this chapter, using these last three methods
requires you to know or look up the name or ID number for the task you want to link to.
In a large project, that can be cumbersome. I almost always use one of the quick meth-
ods in the first list to create a standard link (because it’s easier to select the tasks in the
view than in a dialog box); then I edit the links that require it, by using one of the meth-
ods described next.
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Entering Dependency Links 187

To edit a link—for example, to include lag time or lead time or to change the type of link—
Microsoft Project provides these equivalent methods:
■ Select the successor task and use the Predecessors tab in the Task Information dialog
box.
■ Use the Predecessors and Successors tables in the Task Form view to modify a task’s
links to other tasks.
■ Use the Predecessors (or Successors) field in the Entry table of a task view such as the
Gantt Chart view.
■ Double-click the linking line for a dependency relationship in the Gantt Chart view or
the Network Diagram view to display the Task Dependency dialog box.

N OTE
You can’t change the order of the link (that is, make the successor the predecessor) by
using any of these methods. You always have to break the link and start over if you want
to designate a different dependent task.

To learn how to create links between tasks that are not part of the same project, see “Linking
Tasks from Different Projects” in the “Troubleshooting” section near the end of this chapter.

Creating Links by Using the Menu or Toolbar

The simplest and easiest way to link tasks is to select the tasks and then click the Link Tasks
tool on the Standard toolbar, or choose Edit, Link Tasks from the menu, or press Ctrl+F2.
These links are always default Finish-to-Start links, without lag or lead. You have to edit the
links if you want a different link type or you want to add lag or lead. In Figure 6.7, four
tasks are selected and have been linked in series with the Link Tasks tool.
There is no limit to the number of tasks you can select for linking with the menu or Link
Tasks tool. You can link just one predecessor and one successor at a time, or you can link all
the tasks in the project in the same operation.
If you select adjacent tasks by dragging the mouse pointer or by using the Shift+down arrow
or Shift+up arrow key combinations, Project links the selected tasks from the top down—
6
that is, tasks higher in the list (those with lower ID numbers) are predecessors for the tasks
below them (those with higher ID numbers). The same thing applies if you select all tasks
by clicking one of the column headings, such as Task Name.
If you build the selection by using Ctrl+click to add tasks, Project links the tasks in the
order in which they are added to the selection. The first selected task is the predecessor to
the second, and so forth.
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188 Chapter 6 Entering Scheduling Requirements

Link Tasks tool

Selected tasks to be linked Unlink Tasks tool

Figure 6.7
You can quickly link
selected tasks by
using the Link Tasks
button. This links the
tasks in a Finish-to-
Start relationship.

TIP
To select a task for linking, click any field in the task row or click the taskbar in the Gantt
Bar graphic. You do not need to select the entire task row.

To remove a task link, select the linked tasks and either click the Unlink Tasks tool, use the
Edit, Unlink Tasks command, or press Ctrl+Shift+F2. To remove all links to a task, includ-
ing all of the task’s predecessors and successors, select just the task itself and use the Unlink
Tasks toolbar button or command.

Creating Links by Using the Task Information Dialog Box

6 No matter what view is active, you can use the Predecessors tab of the Task Information
dialog box to define and edit a selected task’s predecessor links (see Figure 6.8). Unlike the
Edit, Link Tasks command, the Task Information dialog box enables you to choose the type
of link and to enter lag or lead time.
To create a dependency relationship by using the Task Information dialog box, follow these
steps:
1. Select the dependent (that is, successor) task.
2. Click the Task Information tool on the Standard toolbar, or double-click the task to
open the Task Information dialog box.
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Entering Dependency Links 189

Predecessor task name

Dependent task selected

Figure 6.8
You use the Task
Information dialog
box to define types of
predecessor links and
lag and lead times. Amount of lag or lead
Type of link

3. Click the Predecessors tab. The Predecessors tab features a table in which you can
define predecessors, including the type of link and any lead or lag time (refer to
Figure 6.8).
4. Activate the first blank cell under the Task Name field. Choose the name of the task to
be the predecessor task from the drop-down list in the field. Project automatically sup-
plies the ID number and the default Finish-to-Start link type, with no lag, unless you
choose otherwise.
Alternatively, if you remember the ID number for the predecessor task, you can enter it
in the cell in the ID column. Press Enter to finish the cell entry or select the green
check button on the Entry bar. Project automatically supplies the Task Name for that
ID number and supplies the default Finish-to-Start link type, with no lag.
5. Use the drop-down list in the Type column to change the dependency type, if needed.
6. To create lag or lead time, click in the Lag field and type the amount of lag or lead
time, followed by a time unit (unless you want to use the default time unit). See the fol-
lowing section for more details about entering leads and lags.
7. If additional predecessors exist for the task, repeat steps 4 through 6 as needed for each
predecessor. 6
8. To delete a predecessor, select any cell in its row and press the Delete key.
9. Click OK or press Enter to accept the changes.

Entering Leads and Lags

Entering leads and lags is done the same way whether you use the Task Information dialog
box mentioned previously or other forms or dialog boxes. When entering lags and leads,
bear in mind that both are entered in the same Lag box on Microsoft Project forms. You use
positive numbers to represent lag time and negative numbers to represent lead time.
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190 Chapter 6 Entering Scheduling Requirements

You can enter lag or lead as a number followed by one of the regular or elapsed time code
letters you use for entering duration time (that is, m or em, h or eh, d or ed, w or ew, or mo
or emo). Lead time is entered as a negative lag. For example, you enter 2d to define a two-
day lag and -4h to define a four-hour lead. You type 2ed to schedule a lag of two elapsed
days. If you type a number without a time unit, Project appends the default duration unit
(which is initially days).
You can also express lag or lead time as a percentage of the predecessor’s duration.
Therefore, if you want a task to start when its predecessor is within 10% of being finished,
you can enter a Finish-to-Start link with a 10% lead (entered as -10%). Project schedules the
task to start so that it overlaps the last 10% of the predecessor task duration. Using percent-
age lags and leads enables the amount of lag or lead to vary with changes in the duration of
the predecessor. Thus, the longer the duration of the predecessor, the more time a percent-
age lag or lead would entail.
When you use percentage lags and leads, Project uses the start or finish of the predecessor
(as specified in the link type) for the starting point and offsets the start or finish of the suc-
cessor from that point by the lag percentage multiplied by the duration of the predecessor.
For example, if the predecessor has a duration of four days, a Start-to-Start lag of 25%
causes the successor’s start to be scheduled one day after the predecessor’s start. A Finish-to-
Start lead of 75% produces the same start date for the successor—as long as the duration of
the predecessor remains unchanged. Subsequent changes in the duration of the predecessor,
however, cause these two links to result in a different start date for the successor.

Entering a percentage lag time ensures that the scheduling of the successor task always starts relative to its pre-
decessor, regardless of the duration. Creating this relationship works well in outlining company methods and
templates in which the scaling of the project is dependent on the relationship delay or overlap, not a specified
duration.

Creating Links by Using the Task Form View

With a task view such as the Gantt Chart view in the top pane, you can split the window
and use the Task Form view in the bottom pane to define the predecessor and successor
6 relationships (see Figure 6.9). This is an easy way to define or edit complex dependency
relationships. You select a task in the top pane and define its predecessor or successor link in
the predecessor or successor details in the bottom pane.
The default display of task details in the Task Form view is to show resources and predeces-
sors. If you want to display both predecessor and successor details, right-click over the Task
Form and choose Predecessors and Successors. Or you can activate the Task Form view and
choose Format, Details, Predecessors and Successors.
If you display the predecessor details, you can define a predecessor for the dependent task
by following these steps:
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Entering Dependency Links 191

Shortcut menu

Figure 6.9
The shortcut menu
for the Task Form
view offers several
choices for displaying
task link details in the
bottom of the form.

Predecessor and successor details

1. Select the dependent task in the top pane or use the Previous and Next buttons in the
lower pane to move to the desired task.

N OTE
If you want to enter the successor details in the Task Form view, select the predecessor
task in the top pane and use the successor detail fields in the steps that follow instead of
the predecessor detail fields. The link is defined exactly the same in either detail area.

2. In the bottom pane, activate the first cell in either the ID or Predecessor Name column.
3. If you selected the Predecessor Name field, use the drop-down list of task names to 6
select the name of the task to be the predecessor. The Task Form view still shows the
OK button because selecting the task name completes only the cell entry.
You can also type the predecessor’s ID number in the ID field and press Enter to com-
plete the cell entry. Project automatically fills in the predecessor name when you click
the OK button to complete the linking definition.
If you do not know the ID number of the predecessor, you can use the vertical scrollbar
in the top pane to view the predecessor task. The ID field remains selected while you
scroll the task list. Do not select the predecessor; just view its ID number. Type this
number into the ID field. You can then press Enter or click the green check button on
the Entry bar to complete the cell entry for the ID number.
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192 Chapter 6 Entering Scheduling Requirements

4. Select the predecessor’s Type field if you want to define a link type other than Finish-to-
Start. If you leave the Type field blank, Project supplies the default Finish-to-Start type
when you choose the OK button. Type in the two-letter code (FF, FS, SF, or SS) or use the
drop-down list to select the code. Press Enter to complete the cell entry in the Type field.

N OTE
The Type field only accepts the two-letter abbreviations for link types. If you have an
AutoCorrect entry for the link type you want to use, Project converts it to the AutoCorrect text
when you click OK—and it then rejects the result because it only accepts the abbreviations.
There is nothing to do but click Cancel at this point, and then either delete the AutoCorrect
definition or edit the link elsewhere (for example, in the Task Information dialog box).

5. Select the Lag field if you want to define a lag or lead time. The default of 0d (zero
days, meaning no lag or lead time) is supplied automatically when you click the OK
button if you leave this field blank. You can move the spinner control up to display lags
(positive values) or down to display leads (negative values) in the default duration time
unit. You can also type in a value by using any of the duration or elapsed duration time
units or by using a percentage amount.
6. You can add more predecessors on the following rows in the Predecessors table by
repeating steps 2–5.
7. To delete a predecessor, click any cell in its row and press the Delete key.
8. Click the OK button to execute the changes you entered in the Task Form view. Figure
6.10 shows the completed details for Task 5’s link with Task 4 as a Start-to-Start prede-
cessor with a two-day lag.

Figure 6.10
You can use the pre-
decessor fields on the
Task Form view to
define a task’s prede-
cessor links.

Selected task

Predecessor details
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Entering Dependency Links 193

Creating Links Using the Entry Table

You can create or edit dependency relationships in the Predecessors field on the Entry table
(see Figure 6.11). The Entry table is the default table displayed in the Gantt Chart view. To
see the Predecessors field on the table, either move the vertical split bar to the right or click
the right arrow on the horizontal scrollbar at the bottom-left side of the Gantt Chart view.

N OTE
You can add the Successors field to the table and edit both predecessors and successors
for tasks in the table.

Predecessor code and details

Predecessors field

Figure 6.11
The codes entered in
the Predecessors field
define links just as do
entries in the prede-
cessor Details area of
the Task Form view.

6
You can enter the simplest relationship, Finish-to-Start, by just entering the task ID number
for the predecessor task in the Predecessors field (or the ID for the successor in the Suc-
cessors field). The other dependency relationships require a very specific pattern of coding.
Assume that you want to make Task 5 a predecessor with a Start-to-Start link and a two-day
lead. The code in the Predecessors column would be 5SS-2d. The explanation for the code
is as follows:
■ You enter the ID number for the predecessor first (in this case, 5).
■ You follow the ID number (without any spaces) by the abbreviation for the type of link
(in this case, SS). If the link is the default FS (for which you usually don’t have to
include the abbreviation), you must add the abbreviation in order to add a lag or lead.
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194 Chapter 6 Entering Scheduling Requirements

■ Optionally, you can follow the link type by a plus sign (+) for a lag or a minus sign (–)
for a lead. You cannot omit the plus sign with a lag.
■ You follow the plus or minus sign with the length of the lag or lead, using duration
units (that is, m, h, d, w, mo), elapsed duration units (that is, em, eh, ed, ew, emo), or a
percentage (such as 10% or –5%). If this example had a two-day lag, the code would be
5SS+2d. If the lag were two elapsed days, the code would be 5SS+2ed. If a lead were
10%, the code would be 5SS-10%.

If a task has more than one predecessor, you separate the predecessor definitions with com-
mas (without any spaces). For example, the code 5SS-2d,6,3FS+1d would link the task to
tasks 5, 6, and 3.

TIP
If you do not remember the ID number of the predecessor, leave the cell you are editing
selected while you scroll through the task list to find the predecessor task. Do not select
the predecessor; just view its ID number. As you start typing, the row for the cell you are
editing returns to the screen, and you can finish the link definition.

N OTE
You form codes for the Successors field identically to the way you form the codes for the
Predecessors field. The only difference is that you begin with the ID number for the suc-
cessor instead of the predecessor.

Creating Links by Using the Mouse

You can use the mouse to link taskbars on the timescale side of the Gantt Chart view or in
the Network Diagram view or Calendar view. You can also use the mouse to edit the linking
relationship in the Gantt Chart view or the Network Diagram view.
To link tasks with the mouse in the Gantt Chart view, center the mouse over the predeces-
sor task until the pointer changes into a four-arrow icon. Then click and drag the pointer
(which should then turn into a linked-chain icon) over the center of the successor task.
6 Hold the mouse button until Project interprets your action as creating a link, changes the
pointer into a linked-chain icon, and displays the Finish-to-Start Link information box (see
Figure 6.12).
Using the mouse for linking is most convenient when you can see both tasks you are trying
to link onscreen at the same time. If only one taskbar is visible, you have to drag offscreen,
and Project begins scrolling the task list at a furious pace. You can probably do better with
one of the other methods of linking the tasks, such as selecting the two tasks (select the pre-
decessor first) and using the Link Tasks tool.
If you made mistakes while linking your tasks, and have problems repairing your links, see “Task
Linking Mistakes” in the “Troubleshooting” section near the end of this chapter.
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Entering Dependency Links 195

Finish-to-Start Link information box Predecessor task

Figure 6.12
You drag from the
predecessor taskbar
to the successor
taskbar in order to
establish a Finish-to-
Start link.

Predecessor task ID

Successor task ID

Linked-chain pointer over a successor task

CAUTION
Be careful when creating links with the mouse. The mouse pointer is designed to per-
form a number of actions on tasks. It is easy to accidentally move the task or mark the
task as being partially complete. You must watch the shape of the mouse pointer care-
fully, to ensure that you’re doing exactly what you intend to do.

TIP
If you start using the mouse to link tasks and then want to cancel the linking procedure,
simply drag the mouse up to the menu or toolbar area of the Gantt Chart view or the
Calendar view and release the button. In the Network Diagram view, you must return the
mouse to the task you started with before releasing the mouse button, or you will create 6
a new successor task.

If Project scrolls too fast for you to see the taskbar you are looking for, see “The Mouse and Task
Links” in the “Troubleshooting” section at the end of this chapter.
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196 Chapter 6 Entering Scheduling Requirements

N OTE
In the Network Diagram and Calendar views, you must drag from the center of the pre-
decessor task’s box or taskbar, and the pointer is the plain white cross, not the four-
arrow shape you look for in the Gantt Chart view. In those views, the four-arrow shape
appears when the pointer is over the border of the task box or taskbar and means that
you will move the task if you drag the border. In all cases, make sure that the mouse
pointer is the linked-chain shape when you are over the successor task before you
release the mouse button.

The dependency type created with the mouse is always a Finish-to-Start relationship. You
can change the link type, add a lag or lead, or even delete the link by displaying the Task
Dependency dialog box with the mouse in the Gantt Chart or Network Diagram views.
To display the Task Dependency dialog box, scroll to display any portion of the linking line
between the predecessor and successor tasks. Position the tip of the mouse pointer on the
line connecting the tasks whose links you want to edit. A ScreenTip should appear, with the
details of the link. Double-click the linking line, and the Task Dependency dialog box
appears, as shown in Figure 6.13. The From task in the dialog box is the predecessor, and
the To task is the successor. You can change the dependency type with the drop-down list in
the Type field. Choosing None removes the link, as does clicking the Delete button. You
can redefine the lag or lead in the Lag field. Click the OK button to complete the change.

Successor task
Predecessor task

Figure 6.13
You can double-click
a task’s linking line to
display the Task
Dependency dialog
box for editing task
links.

N OTE
6 You can’t change the names of the linked tasks in the Task Dependency dialog box, nor
can you change which task is the predecessor and which is the successor.

If you double-click a linking line but the wrong tasks are listed in the Task Dependency dialog
box, see “The Mouse and Task Links” in the “Troubleshooting” section at the end of this chapter.

Working with the Automatic Linking Option

If you use only simple Finish-to-Start links in a project, Project’s Autolink feature (which is
enabled by default) can help you maintain the dependency link sequences when you move,
delete, or insert tasks within a linked sequence of tasks. However, Autolink works only if the
affected links are Finish-to-Start links.
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Entering Dependency Links 197

When you change the order of tasks, and thus their ID numbers, in a task table (such as the
one in the Gantt Chart view), Autolink acts as follows:
■ If you cut or delete a task from within a chain of Finish-to-Start linked tasks, Autolink
repairs the break in the chain by linking together the former predecessor and successor
of the deleted task.
■ If you insert a task in a chain of Finish-to-Start linked tasks, Autolink breaks the former
link between the tasks. The new task is inserted between the existing tasks, and then the
newly inserted task is linked to the task above and below it to keep the linked sequence
intact.
■ If you move a task from one Finish-to-Start sequence to another, Autolink repairs the
chain at the task’s old site and inserts the new task into the chain at the new site.

In the Network Diagram and Calendar views, Autolink behaves this way only when you
delete a task or insert a new task (because you can’t cut, copy, or move tasks to a different
ID order in those views).

N OTE
If you add a task to or remove a task from the beginning or end of a linked chain,
instead of in the middle of the chain, Autolink does not include the new task in the chain.
Thus, inserting a task at the beginning of a series of linked tasks or after the last task in a
linked sequence does not cause Autolink to extend the chain to include the new task.
To include a task in a sequence, when the task has been added either to the beginning or
end of the sequence, you must link the tasks yourself, using one of the previously dis-
cussed methods.

By default, Autolink is enabled, but you can disable it by changing the status of the Autolink
option. Choose Tools, Options, and display the Schedule tab in the Options dialog box.
Deselect the Autolink Inserted or Moved Tasks check box. To set the option status as a
global default for all new projects, choose the Set as Default button. Otherwise, the change
you make affects only the active project document.

TIP 6
If you have disabled Autolink and need to insert or paste tasks into a Finish-to-Start
sequence, you can quickly reestablish the sequence to include the new tasks. Select the
tasks, starting with the row above the insertion and including the row below the inser-
tion, and use the Unlink Tasks tool to break the original link. Then, with the tasks still
selected, use the Link Tasks tool to include the new tasks in the sequence. If there was a
lead or lag included in the old link, you need to decide which of the new links should
include it.
If you delete or cut tasks from a Finish-to-Start sequence, select the rows above and
below the deleted rows and click the Link Tasks tool.
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198 Chapter 6 Entering Scheduling Requirements

CAUTION
As convenient as Autolink can be when editing a simple task list, it can cause problems
in large or complex projects by creating unintended task links when tasks are inserted.
You should double-check the links to ensure that they are as intended for the project.
Unintended task links can become a vexing problem in a project schedule.
If automatic linking is enabled and you rearrange an outline, you should carefully review
the links that result each time you move a task or group of tasks in the outline. You
might have to edit the links to reflect exactly the relationship you want defined.

TIP
I leave Autolink disabled because it makes changes without asking for my approval, and I
have found that I sometimes don’t notice an unintended change in the linking for my
task lists.

Modifying, Reviewing, and Removing Dependency Links

As you develop a project plan, you will inevitably make changes in the task list, and you will
then have to adjust the sequence of links you have established. You might want to modify
the type of link between tasks, insert lag or lead time, or remove a link entirely. You can
modify existing links in the following locations, all of which are described in detail in previ-
ous sections of this chapter:
■ Select the successor task and modify its predecessor links in the Predecessors tab of the
Task Information dialog box.
■ Split the window and display the Task Form view in the bottom pane, beneath a task
view. With the predecessor and successor details displayed in the Task Form view, select
a linked task and modify its links in either the Predecessors or Successors table.
■ Double-click a linking line in the Gantt Chart or Network Diagram views to display
the Task Dependency dialog box, where you can modify the link.

If two tasks are linked in the wrong direction—in other words, the predecessor should be the
successor—see “Reversing a Dependency Link” in the “Troubleshooting” section at the end of this
chapter.
6
If you find that a link between tasks is no longer necessary, or if you prefer to change a link
to another task, you have to remove the existing link. Just as you can use several ways to cre-
ate links, you can use many different methods to remove links. You can use the following
techniques to remove links:
■ You can easily unlink tasks in any of the task views by using the menu or toolbar. Select
the tasks you want to unlink and click the Unlink Tasks button on the Standard toolbar,
choose Edit, Unlink Tasks, or press Shift+Ctrl+F2. The result depends on the task(s)
selected:
• If you select a single task and then choose Unlink Tasks, Project removes all pre-
decessors and successors for that task.
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Entering Dependency Links 199

• If you select multiple tasks, Project removes all links between any pair of the
selected tasks.
• To remove all links from the project, display any view with a task table and select
all tasks by clicking a field name, such as a Task Name, before using Unlink Tasks.
■ You can select a successor task and remove its predecessor links by using the Task
Information dialog box. For each predecessor listed on the Predecessors tab that you
want to remove, click the row for the predecessor and press the Delete key. Clicking
OK closes the dialog box and removes those links.
■ With a task view in the top pane and the Task Form in the bottom pane, you can dis-
play the resource and predecessor—or predecessor and successor—details in the bottom
pane. Select the successor task in the top pane. For each predecessor link you want to
remove, click its row in the details area and press the Delete key. Click OK to finish the
deletion. If you display one of the detail’s choices that includes successors, you can
select the predecessor task in the top pane and delete the link in the Successors table in
the bottom pane.
■ In a view that includes a task table, such as the Gantt Chart view, click on the row for
the successor task and clear the entry in its Predecessors field by pressing Ctrl+Delete.
Remember not to press the Delete key alone, for that deletes the entire task.
■ You can double-click a linking line in the Gantt Chart or Network Diagram views to
display the Task Dependency dialog box and choose Delete to remove the link.

Auditing the Task Links

The project schedule is heavily influenced by the linking relationships you establish among
tasks. It is very easy to accidentally link tasks or break task links, and if you work with
Autolink enabled, some changes you haven’t noticed might have been made. Therefore, you
should review the link relationships carefully before committing to the project schedule.
Accidental links can easily skew the finish date of the project.
The Network Diagram view concentrates on the linking relationships by representing each
task as a box or node with arrows from predecessor to successor tasks. Because you see so
few tasks on the screen in these views, you might want to print the views when using them
to review all task links. 6
➔ For information about using the Network Diagram view, see Chapter 7, “Viewing Your Schedule,” p. 231.
The Gantt Chart view shows the task links as arrows connecting the taskbars, with the
arrow always pointing to the successor task. The Gantt Chart view shown earlier in this
chapter, with the predecessor and successor details in the Task Form view in the bottom
pane, provides a good review of the task links. For the task you have active, the predecessor
and successor tasks are listed in the bottom pane, along with any lag or lead associated with
the link. You use the Previous and Next buttons in the bottom pane to review the links.
Perhaps the most useful view for auditing task links is the Relationship Diagram view (see
Figure 6.14). It shows the predecessors and successors for just the selected task as task
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200 Chapter 6 Entering Scheduling Requirements

nodes, like the Network Diagram view, and it is useful for confirming that you have defined
the task relationships as intended. You can display the Relationship Diagram view by itself,
but it is most useful when displayed in the bottom pane, beneath another task view in the
top pane, such as the Gantt Chart or Network Diagram views.

Figure 6.14
The Relationship
Diagram view offers a
good review of the
predecessor and suc-
cessor links for a task.

Predecessor(s)

Type of link Selected task Successors and link types

The task you have selected in the top pane is represented by a box or node in the center of
the relationship diagram in the bottom pane, with links to nodes for its predecessors and
successors on the left and right. The type of relationship and any lag or lead is shown next
to the linked task nodes. In Figure 6.14, the relationship diagram in the bottom pane makes
it clear that there are three successors to the Frame Walls task, something that is not easy to
see in the Gantt Chart in the top pane.

6
N OTE
The Relationship Diagram view is a display-only view. You can’t make changes in this
view, nor can you print it. You can, however, display the Task Information dialog box for
the selected task and make changes there.

To display the Relationship Diagram view below the Gantt Chart view, split the window
and activate the bottom pane. Choose View, More Views, and select Relationship Diagram
in the More Views dialog box. Then click the Apply button to display the view.
You can select tasks in the top pane to see their predecessors and successors displayed
graphically in the bottom pane.
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Working with Task Constraints 201

TIP
If you select multiple tasks in the top pane, you will see only one of the selected tasks in
the center of the bottom pane at a time. You can use the horizontal scrollbar in the
Relationship Diagram pane to scroll through all the selected tasks. Pressing the Home
key displays the view for the first of the selected tasks, and pressing the End key displays
the view for the last of the selected tasks. You can use these same techniques to scroll
through the tasks if you display the Relationship Diagram view as a full-screen view.

Working with Task Constraints

In a project with a fixed start date, you probably want Microsoft Project to schedule tasks as
soon as possible after the start of the project in order to minimize the overall duration of the
project. For the same reason, if the project is scheduled from a fixed finish date, you want
Project to schedule tasks as late as possible so that they are close to the fixed finish date and
keep the duration of the project as short as possible. However, there are many circumstances
in which a task must be scheduled to start or finish by a specific date. These fixed-date
requirements are called task constraints in Microsoft Project. They might be due to require-
ments from outside the project, or they might be the result of interim deadlines imposed by
the project manager. External constraints might be deadlines imposed by customers, con-
tractors, the government, or policies within the organization that are external to the project.
Constraints that are internal to the project might be such things as progress reviews and
reevaluations of the schedule as each major phase of the project nears completion. The fol-
lowing are some specific examples of task constraints:
■ A manufacturing project contract might call for delivery of the product no later than a
specific date; thus, the delivery task must finish on or before that date.
■ A contract with a vendor might stipulate the earliest delivery date for some parts or the
finish date for a service; therefore, the finish of this task should be scheduled on or after
that date.
■ A government agency might require an environmental impact test at a specific point in
time after the project starts, with the test results delivered by a specific date; therefore,
the task to conduct the test must start on a specific date and the task to submit the
results must be finished on or before another specific date.
6
■ Senior management might require project progress reports to be delivered on specific
dates.

In all these cases, either the start or finish of a task is to be linked to a specific date in the
schedule, and you want Project to take this constraint into consideration when scheduling
the task.

If you change your project start or finish date and want to change all the constraints in your pro-
ject at once, see “Using the Adjust Dates Macro” in the “Troubleshooting” section near the end of
this chapter.
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202 Chapter 6 Entering Scheduling Requirements

Understanding the Types of Constraints

Constraints are defined by entries in the Constraint Type and Constraint Date task fields
(see Figure 6.15). By default, a new task you create has no constraint date. When you add a
task to a project that is scheduled from a fixed start date, Project supplies As Soon As
Possible in the Constraint Type field as a default entry. This entry means that there is no
fixed date requirement—in other words, no constraint—and the task will be scheduled as
soon as possible after its predecessor requirements are met. The Constraint Date field for
the task is given the default entry NA.

Constraint Type field Constraint Date field

Figure 6.15
The default constraint
type is As Soon As
Possible and the
default constraint
date is NA on the
Advanced tab of the
Task Information
dialog box.

If the project is scheduled from a fixed finish date, Project supplies new tasks with the
default entry As Late As Possible in the Constraint Type field. This entry also means that
there is no constraint and the task will be scheduled as close to the finish date of the project
as possible (considering the schedule for successor tasks, which must also finish before the
project’s finish date). Again, the Constraint Date field has the default entry NA.
The Constraint Type and Constraint Date fields are available on the Advanced tab of the Task
Information dialog box. They can also be inserted as columns in a task table. The Constraint
Type field provides a drop-down list of the eight possible constraint types that you can use to
6 define any possible date constraint. These types are described in Table 6.2. Constraint types
are usually referred to by the acronym shown in the first column of the table.

Table 6.2 The Constraint Types

Acronym Constraint Type Description
ASAP As Soon As Possible Marks a task as not constrained and not requiring a
constraint date. The task will be scheduled as soon as its
predecessor requirements are met.
ALAP As Late As Possible Delays the task as long as possible, considering the
scheduling requirements of its successor tasks, all of
which must finish before the project finish date. This
constraint type does not require a constraint date.
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Working with Task Constraints 203

Acronym Constraint Type Description

SNET Start No Earlier Than Means the task must start on or after the defined
constraint date.
SNLT Start No Later Than Means the task must start on or before the defined con-
straint date.
FNET Finish No Earlier Than Means the task must finish on or after the defined
constraint date.
FNLT Finish No Later Than Means the task must finish on or before the defined con-
straint date.
MSO Must Start On Means the task must start exactly on the defined
constraint date.

MFO Must Finish On Means the task must finish exactly on the defined con-
straint date.

The first two constraint types in Table 6.2, ASAP and ALAP, have no associated constraint
date—in fact, they are really nonconstraints.
The duration of a sequence of tasks can expand for a variety of reasons; for instance, new
tasks might be inserted in the sequence or existing tasks might experience duration inflation
(that is, increases in duration values). In a forward-scheduled project (that is, one with a
fixed start date), the expansion of duration pushes tasks to later dates. If the tasks in the
sequence have the constraint type ASAP, they can be rescheduled to later dates without limit
as the sequence expands. In a project with a fixed finish date, the expansion pushes tasks
back to earlier dates. If the tasks in the sequence have the constraint type ALAP, they can be
rescheduled to earlier dates without limit as the sequence expands.
The constraint types are classified as flexible and inflexible, based on whether they present a
barrier to an expanding project schedule. The ASAP and ALAP constraints present no barri-
ers in any situation and are always classified as flexible.
The last two constraints in Table 6.2, MSO and MFO, are considered inflexible in all cir-
cumstances because they can block the expansion of a task sequence. If the linked sequence
expands so much that it requires a task with one of these constraints to move beyond an 6
MSO or MFO constraint date, Project can’t honor the defined links and at the same time
honor the defined constraints. By default Project honors the constraint and ignores the
dependency link, forcing the constrained task to overlap its linked task in a way that is con-
trary to the intent of the link. (See the section “Deciding to Honor Links or Honor
Constraints,” later in this chapter, for information about changing this default.)
Figure 6.16 illustrates the conflict between a task link and an inflexible constraint. The mile-
stone Product Ready for Delivery must be completed by March 11, 2004. It has a Finish-to-
Start link to its predecessor, Prepare for Shipping. The predecessor finishes in time for the
milestone to meet its deadline in Scenario A. In Scenario B, however, the predecessor has
been delayed because of duration inflation in an earlier task, and now it is impossible to
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204 Chapter 6 Entering Scheduling Requirements

honor both the link and the constraint. By default Project honors the constraint and sched-
ules the milestone on its constraint date, which requires that it ignore the intent of the link.
The predecessor finishes after the milestone’s date, causing the linking line to wrap back
around as though the link were defined with lead time.

Predecessor now finishes later

Figure 6.16
When a task’s link
definition and con-
straint definition are
incompatible, Project
normally honors the
constraint.

Constraint indicators Constraint date

Link not honored

In a fixed start-date project, duration inflation in predecessor tasks tends to push successor
tasks to later dates. Constraints that prohibit successor tasks from being rescheduled to later
dates are therefore inflexible constraints. The SNLT and FNLT constraint types are there-
fore called inflexible in fixed start-date projects. But the SNET and FNET constraints are
flexible in fixed start-date projects.
In a fixed finish-date project, duration inflation in successor tasks tends to push predecessor
tasks to earlier dates. Constraints that prohibit predecessor tasks from being rescheduled to
earlier dates are therefore called inflexible constraints. Consequently, the SNET and FNET
constraint types are called inflexible in fixed finish-date projects. But the SNLT and FNLT
constraints are flexible in fixed finish-date projects.

N OTE
6 Although the SNET and FNET constraints are flexible for the expansion of the fixed start-
date schedule, they nevertheless create a barrier if you are attempting to compress the
project’s duration. To shorten the overall project, you must shorten the critical path, and
if a task with one of these constraints is on the critical path, it can block your efforts.
Although you might shorten the duration of its predecessors, an SNET or FNET task will
not move to an earlier date, and the critical path will not be shortened.
Similarly, in fixed finish-date projects, the SNLT and FNLT constraints are called flexible
because they don’t inhibit the natural expansion of the project; however, they can block
compression of the project duration.
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Working with Task Constraints 205

CAUTION
If you change a project from fixed start date to fixed finish date, the ASAP constraint type for
existing tasks is replaced with ALAP constraints; however, all new tasks are given the new
default ALAP constraint type. Likewise, changing a fixed finish-date project to a fixed start-
date project leaves the ALAP constraints unchanged, but new tasks are set to ASAP. Neither
of these results affects the duration of the project, but some tasks are scheduled earlier or
later than they could possibly be without affecting the start or finish of the project.

If you change a fixed start-date project to a fixed finish-date project, what were flexible
SNET and FNET constraints become inflexible. Similarly, the flexible SNLT and FNLT
constraints in a fixed finish-date project become inflexible if you switch to fixed start-date
scheduling. If you change the project scheduling type, you should look for constraints that
switched from flexible to inflexible and consider modifying them to avoid potential conflicts
as the schedule changes.

TIP
If you decide to permanently change a project from fixed start date to fixed finish date
(or vice versa) and want to change all the old default constraints to the new default (for
example, to replace ASAP with ALAP), you can use Project’s Replace command. For
example, type As Soon As Possible in the Find What box, type As Late As
Possible in the Replace With box, select the field Constraint Type in the Look in Field
box, and select Equals in the Test box.

Unwittingly creating constraints is one of the most common mistakes made by novice users
of Microsoft Project. Any time you type a date into the Start or Finish fields for a task, or
drag the taskbar to a new date in the Gantt Chart view, Microsoft Project creates a con-
straint to honor that date. When you create a recurring task, Project also creates a con-
straint for each occurrence.
Fortunately, Project always makes these flexible constraints. Thus, if you type in the start
date for a task in a fixed start-date project, Project changes the constraint type to SNET
and places the date in the Constraint Date field. The task is then scheduled to start on the
date you typed (even if its predecessors would allow it to be scheduled earlier), but it can be 6
freely moved to later dates if its predecessors experience duration inflation. Similarly, in a
fixed finish-date project, the flexible constraints SNLT and FNLT are supplied when you
specify start or finish dates for tasks.

N OTE
Some constraints also affect the critical path:
■ If you apply a Must Start On or Must Finish On constraint, Project automatically
makes the task a critical task.
■ If you are scheduling from a fixed start date, an ALAP constraint makes the task crit-
ical.
■ If you are scheduling from a fixed finish date, an ASAP constraint makes the task
critical.
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206 Chapter 6 Entering Scheduling Requirements

When a task has a constraint type other than ASAP or ALAP, Project displays an icon in the
Indicators field of the Gantt Chart view. The icon looks like a calendar with either a blue or
a red dot in the middle. A blue dot signifies a flexible constraint, and a red dot signifies an
inflexible constraint. Table 6.3 summarizes the flexible/inflexible status for the eight con-
straint types in both fixed start-date and fixed finish-date projects and describes the indica-
tors you see for them.

Table 6.3 Flexible and Inflexible Constraints and Their Indicators

Constraint Type Fixed Start Date Fixed Finish Date
ASAP Flexible (no indicator) Flexible (no indicator)
ALAP Flexible (no indicator) Flexible (no indicator)
SNET Flexible (blue dot) Inflexible (red dot)
FNET Flexible (blue dot) Inflexible (red dot)
SNLT Inflexible (red dot) Flexible (blue dot)
FNLT Inflexible (red dot) Flexible (blue dot)
MFO Inflexible (red dot) Inflexible (red dot)

MSO Inflexible (red dot) Inflexible (red dot)

Entering Task Constraints

As mentioned previously, if you enter a date in a task’s Start or Finish field or drag the
taskbar in the Gantt Chart view, you create a flexible constraint for the task. You can also
create task constraints by using the Schedule Tasks Project Guide or by filling in the
Constraint Type and Constraint Date fields in the Task Information dialog box. If you want
to create or modify many task constraints, you might want to add the constraint fields to the
Entry table or display the Task Details Form view, which makes the constraint fields avail-
able for editing.

TIP
Because creating inflexible constraints can affect a schedule so significantly, it’s very
6
important that you document why a constraint has been defined. You should always add
an explanation to the Notes field to explain the purpose of the constraint. This is espe-
cially important information if you are sharing the project file with colleagues or if some-
one else takes over the project. It’s also a valuable reminder if there is later a conflict
that you must resolve.

If you change your project start or finish date and want to change all the constraints in your pro-
ject at once, see “Using the Adjust Dates Macro” in the “Troubleshooting” section near the end of
this chapter.
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Working with Task Constraints 207

TIP
When you type a constraint date, you can also include the time of day with the date. If
you don’t append the time of day, Project supplies one for you. Using the default values
from the Calendar tab of the Options dialog box, Project appends the default start time
for all constraint types that restrict the start of a task and the default end time for all con-
straints that restrict the finish of a task.

N OTE
No matter which method you use for creating constraints, if you create an inflexible con-
straint, the Planning Wizard displays a warning. How to deal with that warning is covered
at the end of this section.

Creating Constraints with the Schedule Tasks Project Guide

To add a constraint to a single task by using the Project Guide, click Task on the Project
Guide toolbar and choose Set Deadlines and Constrain Tasks to display the deadline and
constraint definition controls (see Figure 6.17). Select the task to be constrained, and then
select the constraint type and enter the constraint date under the Constrain a Task section.

Figure 6.17
The quickest way to
create constraints is
to use the Schedule
Tasks Project Guide.

Constraint Type control

Constraint Date control
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208 Chapter 6 Entering Scheduling Requirements

Remember to click the Task Notes tool on the Standard toolbar to document the purpose
for the constraint in the Notes field.

Creating Constraints in the Task Information Dialog Box

To enter task constraints in the Task Information dialog box, follow these steps:
1. Select the task you want to modify and click the Task Information tool to display the
Task Information dialog box (see Figure 6.18).

Constraint Type control Constraint Date control

Figure 6.18
You use the Task
Information dialog
box to create con-
straints and docu-
ment their purpose.

2. Select the Advanced tab.

3. In the Constraint Type field, select the constraint type from the drop-down list.
4. For constraints that require a date (that is, all the constraints except ASAP and ALAP),
enter the constraint date in the Constraint Date box. Append the time of day if you
want a time other than the default start time or default end time.
If you do not enter a date, Project uses the task’s current start or finish date as the con-
straint date—the start date and time for start date constraints and the finish date and
time for finish date constraints.

6 5. Select the Notes tab and add a note explaining the reason for the constraint.
6. Click OK to complete the constraint definition.

Creating Constraints in a Task Table

If you need to create or edit a number of constraints, you can display the Constraint Dates
table in the Gantt Chart view (see Figure 6.19). This is also a good view to use when
reviewing the constraints in a project. To display the Constraint Dates table and create a
constraint, follow these steps:
1. Display a task view that includes a table, such as a Gantt Chart.
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Working with Task Constraints 209

Select All Constraint Type field

Figure 6.19
You use the
Constraint Dates table
if you have many task
constraints to create
or review. Constraint Date field

2. Right-click the Select All button and choose More Tables. In the More Tables dialog
box, select Constraint Dates and click Apply.
3. On the row for a task you want to constrain, use the drop-down list in the Constraint
Type column to choose the type. Press Enter to assign the constraint. (As mentioned
previously, if you have defined an inflexible constraint, the Planning Wizard makes you
confirm that you want to keep the constraint.) Unless the constraint type is ASAP or
ALAP, Project supplies a default date in the Constraint Date column; to do so, Project
uses the task’s start date and time if the task’s start is constrained and the finish date and
time if its finish is constrained.
4. If appropriate, type a different date or use the drop-down calendar to select one.
Append the time of day if you don’t want Project to supply the default time.

N OTE
To return to the Entry table with its task fields, repeat step 2, but select Entry Table in the
More Tables dialog box.

N OTE
You can add the constraint fields to any task table. See “Creating a Modified Constraint
Dates Table” in the “Project Extras” section at the end of this chapter.

Creating Constraints in the Task Details Form

The Task Details form provides easy access to the constraint fields. It is best used in the
bottom pane with the Gantt Chart view or another task view in the top pane (see Figure 6
6.20). To enter task constraints in the Task Details form, first display the Gantt Chart view
or other task view in the top pane and split the window. When the window is split, activate
the bottom pane and choose View, More Views to display the More Views dialog box. Select
Task Details Form from the Views list and click Apply. Right-click over the Task Details
form and choose the Notes details for display so that you can document the reasons for the
constraint.
You can select the task to be constrained in the top pane, or use the Previous and Next but-
tons in the bottom pane to scroll to the task. Then in the bottom pane, select the constraint
type from the drop-down list in the Constraint box, and enter the constraint date and time
in the Date field.
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210 Chapter 6 Entering Scheduling Requirements

Constraint fields

Figure 6.20
You can use the Gantt
Chart and Task Detail
Form views together
to see the constraint
fields along with
other task details.

Task Details form

Notes details

Responding to Warnings from the Planning Wizard

As mentioned previously, if you define an inflexible constraint for a task that has dependency
links, you create a potential conflict between the requirements of the constraint and the
requirements of the links. When you create an inflexible constraint, the Planning Wizard
warns you that your action could create a problem either now or in the future and makes you
confirm the action. The Planning Wizard displays the dialog box in Figure 6.21 to warn you
and give you three options. You must select the third option to create an inflexible constraint.

Figure 6.21
The Planning Wizard
6 alerts you when a
constraint might
cause a problem. This
can prevent you from
accidentally placing
constraints you didn’t
intend.
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Working with Task Constraints 211

■ You can select Cancel (which is the default). If you leave the default option selected, you
can click either the OK button or the Cancel button to cancel the action, and no con-
straint will be set.
■ You can select the second option: Continue But Avoid the Conflict By Using a Finish
No Earlier Than Constraint Instead. If you select this option and click OK, Project
substitutes the flexible version of the same constraint. For example, if you define an
FNLT constraint in a project that is scheduled from a fixed start date, Project offers to
change it to an FNET constraint.
■ You can select the third option: Continue. A Finish No Later Than Constraint Will Be
Set. You must both select this option and click the OK button to actually create the
constraint you specified.

If you confirm the creation of the inflexible constraint and the constraint creates an immediate
conflict with the task’s dependency links, the Planning Wizard displays another warning that
requests you to confirm that you want to go ahead and create the conflict (see Figure 6.22).

Figure 6.22
If a constraint creates
an immediate conflict,
you are usually
warned by this sec-
ond Planning Wizard
dialog box.

Your choices are to cancel (in which case the constraint will not be created) or to continue
(in which case the constraint will be created and the scheduling conflict will exist). Again,
you must choose the Continue option before you click OK to actually create the constraint.
6
N OTE
Project does not display the second warning if you have deselected the Tasks Will Always
Honor Their Constraint Dates check box on the Schedule tab of the Options dialog box
(which is explained in the next section, “Deciding to Honor Links or Honor Constraints”).

The Planning Wizard warning in Figure 6.22 is also displayed by any other action that
causes a constraint date to be in conflict with a dependency link. You see it, for example, if
you create new links or increase the duration of a predecessor task so much that the con-
straint date becomes a barrier.
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212 Chapter 6 Entering Scheduling Requirements

The Planning Wizard warning that a constraint conflict has been identified includes a task
ID number to help you troubleshoot the conflict (refer to Figure 6.22). The ID number is
usually the ID for the predecessor to the task that has an inflexible constraint. (In a fixed
finish-date project, it would be the successor task’s ID.) However, in some instances the ID
number is for the constrained task itself. Thus, in Figure 6.22 the message identifies Task 2,
and that is the predecessor to the task that is being given an inflexible constraint.
If you see this warning from the Planning Wizard and choose to continue and allow the
conflict to be created, you should make a note of the task ID number because you will not
see this message again and you need to do something to resolve the conflict. (For ways to
find and resolve constraint conflicts, see the sections “Finding and Reviewing Tasks That
Have Constraints” and “Resolving Conflicts Caused by Constraints,” later in this chapter.)

Deciding to Honor Links or Honor Constraints

As mentioned earlier in the chapter, in the section “Understanding the Types of
Constraints,” when you define an inflexible constraint for a task, it might be impossible for
Project to honor both the constraint and one or more links that you have defined for the
task. When this type of conflict arises, Project’s default scheduling method is to honor the
constraint definition and ignore the link definition, as shown in Scenario B in Figure 6.16.
When Project honors inflexible constraint dates, the inflexible constraints are called hard
constraints. You can change Project’s default behavior and force it to honor a task’s links
instead of its constraint by choosing Tools, Options, and then clicking the Schedule tab and
clearing the check box labeled Tasks Will Always Honor Their Constraint Dates (see Figure
6.23). With this change, the inflexible constraints are soft constraints.

Figure 6.23
You can choose to
make inflexible con-
straints soft con-
straints by clearing
the Tasks Will Always
Honor Their
Constraint Dates
check box.
6

Use soft constraints by clearing this check box Make soft constraints the default
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Working with Task Constraints 213

In Figure 6.24 another set of tasks, Scenario C, is added to those from Figure 6.16 to show
how Project schedules soft constraints to honor their links instead of their constraint dates.

No link/constraint conflict
Inflexible Constraint indicator Constraint date

Figure 6.24
Scenario C shows
Project honoring links
instead of constraint
dates.

Missed Constraint
indicator

Link honored; constraint date ignored

Constraint date honored; task link ignored

In Scenario A, there is no constraint conflict. In Scenario B, the Product Ready for Delivery
milestone is a hard constraint and is scheduled to honor its constraint date (as indicated by
the dashed line on March 10, 2004). In Scenario C, a soft constraint is scheduled to honor
its link; therefore, it falls on the day after the constraint date.
Notice the Missed Constraint icon in the Indicator column in Scenario C. This indicator
6
tells you that a task’s schedule violates its constraint date. The constrained tasks in Scenarios
A and B have the standard Inflexible Constraint indicator. There is nothing special to flag
the conflict between the constraint and the link in Scenario B. The Missed Constraint indi-
cator is the only flag that Project provides to identify constraint conflicts, and it appears
only if you have deselected Tasks Will Always Honor Their Constraint Dates.
If you go back into the Options dialog box and select the Tasks Will Always Honor Their
Constraint Dates check box again (in other words, turn soft constraints into hard constraints
again), the existence of any existing constraint conflicts in the project causes Project to display
the warning shown in Figure 6.25. You should make a note of the task identified at the start of
this message so that you can find the tasks involved in the conflict and resolve the issue.
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214 Chapter 6 Entering Scheduling Requirements

Figure 6.25
Forcing Project to
honor constraint
dates when there are
already constraint
conflicts produces this
warning.

If all the links and constraint definitions are both appropriate and necessary to the project, it is
best to use soft constraints (that is, to have tasks honor their links), for the following reasons:
■ Honoring links is usually most realistic. The project manager needs to revise the
schedule so that the constraint can be met while honoring the links. This requires
shortening the duration of the linked sequence of predecessors (or successors, in a fixed
finish-date project) that have caused the conflict.
■ Honoring links causes the Missed Constraint indicator to appear in the Indicators
column. This is the only reliable way to find constraint conflicts in a schedule. You can
scan the Indicators column to see if you find tasks that have the indicator and then do
something to the schedule to remove the indicator. Honoring constraints, on the other
hand, merely causes the linking line to curve around the task that has a conflict, which is
visually no different from a link with lead time. These missed links are very difficult to
find in the schedule; you have to carefully scan all linking lines in the entire timeline, and
therefore the need for remedial action is often overlooked until too late.

TIP
Based on these two points, I recommend that you clear the Tasks Will Always Honor
Their Constraint Dates check box as described previously and make it the default for all
your new projects by clicking the Set as Default button, as shown in Figure 6.23.
However, be aware that doing this means that you no longer get the warning shown in
6 Figure 6.22 when you create a conflict between links and constraints. In this case, you
have to diligently search for them, as described in the next section.

Finding and Reviewing Tasks That Have Constraints

Just as it is important to double-check the task sequencing links before committing to a pro-
ject schedule, you should also review all the task constraints to be sure they are warranted
and correctly defined. At the very least, you should attempt to identify any constraint con-
flicts and resolve them, or your project schedule will be unrealistic.
To review the constraint conflicts, disable Tasks Will Always Honor Their Constraint Dates
on the Schedule tab of the Options dialog box, as described in the previous section. Then
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Working with Task Constraints 215

scroll down the list of tasks in the Gantt Chart view while you watch for the Missed
Constraint indicator in the Indicators column. If your project is large, it will be easier if you
also filter the task list for constrained tasks, as described next. When you find a task with the
Missed Constraint indicator, follow the guidelines outlined in the section “Resolving
Conflicts Caused by Constraints,” later in this chapter.
If your project is scheduled from a fixed start date, you can use the Tasks with Fixed Dates
filter to display the tasks that have a constraint other than ASAP, for both flexible and inflex-
ible constraints. This filter also selects tasks that have an actual start date entered; so, if you
apply this filter after you start tracking work on the project, it also selects tasks that have
started. However, if you use it during the planning stage of a fixed start-date project, it
selects just the tasks that have a nondefault constraint.
To apply the Tasks with Fixed Dates filter, choose Project, Filtered For,
More Filters, and select Tasks with Fixed Dates from the list of filters.
Click Highlight to highlight the selected tasks, or click Apply to hide all but the selected
tasks. You can also click the drop-down list arrow in the Filter tool on the Formatting tool-
bar and choose the Tasks with Fixed Dates filter, but you can’t apply a highlight filter if you
use that tool.
Project selects all tasks that do not have the constraint type ASAP (as well as those that have
a start date entered). Project also displays the summary tasks for the selected tasks, which is
helpful for remembering where the task falls in the outline in a large project. You can scroll
through the filtered task list to easily review the constrained tasks.

TIP
A convenient view for reviewing constraints is the Gantt Chart view, with the Task Details
Form view and the Notes field in the bottom pane, as described in the section “Entering
Task Constraints,” earlier in this chapter.

When you are finished using the filter, press the function key F3 to clear the filter or select
All Tasks from the drop-down list on the Filter tool.
➔ For help working with filters, see “Filtering the Task or Resource List,” p. 472.
6
TIP
A handy way to review tasks that have constraints is to display the Constraint Dates table
in the Gantt Chart view, as described in the earlier section “Entering Task Constraints.”
Even better, you can create a customized version of this table that is more useful (see
“Creating a Modified Constraint Dates Table” in the “Project Extras” section at the end of
this chapter). Click the AutoFilter tool on the Formatting toolbar. In the title cell of the
Constraint Type column, click the AutoFilter drop-down list arrow. The drop-down list
includes the names of all constraint type names that appear at least once in that column.
Click one of the constraint type names in the list, and Project displays all tasks that have
that constraint type, along with their summary tasks.
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216 Chapter 6 Entering Scheduling Requirements

You can create much more useful filters for finding inflexible constraints, for both fixed
start-date and fixed finish-date projects. If you often work with fixed finish-date projects or
want to be able to isolate constrained tasks after tracking has begun, or if you want to find
scheduling conflicts, these filters are well worth adding to your Global template. You can
find files with these filters already defined on the companion Web site for this book, at
www.quehelp.com. Use the Inflexible Constraint Filters.MPP file. Follow the instructions
in the note attached to the project summary task to copy the filters to your GLOBAL.MPT file.

Removing Task Constraints

To remove a task constraint, simply change the constraint type to ASAP (or ALAP in a fixed
finish date project), using one of the methods discussed earlier for creating constraints.
If you want to return several tasks to an unconstrained status, select all the tasks you want to
change. Click the Task Information tool to display the Multiple Task Information dialog
box. Choose the Advanced tab and select As Soon As Possible or As Late As Possible from
the Constraint Type drop-down list. When you click OK, the changes are made in all the
selected tasks. To remove all constraints in the project, select a column heading in the task
list table and choose the As Soon As Possible or As Late As Possible constraint type in the
Task Information dialog box.

Resolving Conflicts Caused by Constraints

When you add an inflexible constraint to a linked task or link to a task that has an inflexible
constraint, the Planning Wizard displays the potential conflict warning shown in Figure
6.21. If Project is honoring task constraints (the default) and the potential conflict becomes
a reality, the Planning Wizard gives you the warning shown in Figure 6.22. This can happen
when you complete the constraint definition, or the link definition, or it can happen later, as
a result of changes in the schedule that push the linked task past its constraint. If Project is
not honoring task constraints, you do not get the warning shown in Figure 6.22, but you see
the Missed Constraint indicator that’s displayed in Figure 6.24.

CAUTION
You can discontinue the display of Planning Wizard warnings by marking the Don’t Tell
Me About This Again check box. However, you might then be unaware of the conflict.
6 You should leave the Planning Wizard active to warn you about scheduling conflicts.

As mentioned previously, if you see the Planning Wizard warning and choose to create the
constraint conflict, you should make a note of the task ID number in the message because
you’ll not see this warning again. You need to examine that task and the task to which it is
linked to find a way to resolve the conflict.
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Entering Deadline Dates 217

TIP
When you first open a project document, you can press F9 (the Calculate key) to force
Project to display its most recent scheduling error message. The message you see should
be similar to the one displayed in Figure 6.25. However, you see only one warning mes-
sage like Figure 6.25, even if there are several constraint conflicts.

The three fundamental ways to resolve a constraint date scheduling conflict are as follows:
■ Reassess the need for the constraint and the conditions that make the constraint neces-
sary. Substitute a flexible constraint if possible.
■ Reevaluate the dependency relationships in the sequence of tasks that are linked to the con-
strained task. Be certain that all links are necessary and defined in order to allow maximum
overlapping of tasks (using Start-to-Start, Finish-to-Finish, and lead time, where reasonable).
■ Change the duration of individual tasks that are in the linked sequence by using tech-
niques such as those described in Chapter 12, “Reviewing the Project Plan.”

➔ To learn how to change the duration of individual tasks, see “Shortening the Critical Path,” p. 480.
You must choose the course of action that makes the most sense in your project. Frequently,
a careful review of the tasks, constraints, and task relationships reveals that new definitions
are called for; conditions might have changed since the original definitions were entered and
the definitions might now be more restrictive than they need to be.

TIP
Check to see whether a task note exists that might explain the need for the constraint.
This might give you some guidance about how to resolve the conflict.

Entering Deadline Dates

You saw in the previous section that you can define a constraint date for a task when the task
must be finished by a certain date. You can also use the Deadline Date field to record a task’s
finish deadline. The Gantt Chart view shows a deadline marker next to the taskbar, and if the
task finish is scheduled after the deadline date, a special icon appears in the Indicators col- 6
umn to alert you that the task finish is scheduled after the deadline date (see Figure 6.26).

Deadline field added to table Deadline date markers

Figure 6.26
The Missed Deadline
icon is in the
Indicators column
and the taskbar is
past the deadline date
marker.

Missed Deadline indicator

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218 Chapter 6 Entering Scheduling Requirements

N OTE
If you are highlighting critical tasks, a missed deadline also turns the task into a critical
task.

Unlike an inflexible constraint date, there are no conflict error messages or warnings when a
deadline date is missed. However, you can apply the Tasks with Deadlines filter to select all
the tasks that have deadlines defined, and you can check the Indicators column for the
Missed Deadline icon. To create a custom filter to select missed deadlines, see “Filtering for
Missed Deadline Dates” in the “Project Extras” section at the end of this chapter.
An especially useful application of the Deadline Date field is for tasks that have a constraint
date defined for the task start and also a deadline for the task finish. Because you can have
only one constraint date per task, the deadline date allows you to define requirements for
both the start and finish of a task.
Figure 6.26 shows the same sets of tasks shown in Figure 6.16, except that the milestone in
both scenarios has a deadline date instead of a constraint date set on 3/11/04. In Scenario A,
the milestone is scheduled for 3/10, which falls to the left of the deadline, as represented by
the downward-pointing arrow. In Scenario B, the milestone is scheduled on 3/12, which is
after the deadline; consequently, the Missed Deadline indicator appears in the Indicators
column. If you pause the mouse over the Missed Deadline indicator, the ScreenTip message
is “This task finishes on 3/12/04 which is later than its Deadline on 3/11/04.”
You can define deadline dates in the Project Guide, in the Task Information dialog box, or in
the Deadline column if you add the field to a table. When you enter a deadline date, you can
also append the time of day. If you fail to enter the time of day, Project supplies the default
End Time, as defined on the Calendar tab of the Options dialog box (normally 5:00 p.m.).
To create a deadline with the Project Guide, choose Task on the Project Guide toolbar, and
select Set Deadlines and Constrain Tasks. Select the task to receive the deadline, and then
type in a date or use the deadline date control in the Project Guide to select the date (see
Figure 6.27). You can append the time of day after the date is entered. To remove a dead-
line, enter NA in the Deadline field.

6 To define a deadline date in the Task Information dialog box, follow these steps:
1. Select the task and activate the Task Information dialog box by either double-clicking
the task or using the Task Information tool.
2. Select the Advanced Tab (see Figure 6.28).
3. Type a date, including the time of day if appropriate, in the Deadline field, or activate
the drop-down box and choose the date in the Calendar control. To remove a deadline,
type NA instead of a date. You can append a time of day after the date is entered.
4. Click OK to complete the definition.
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Entering Deadline Dates 219

Deadline Date control

Figure 6.27
You can use the
Schedule Tasks
Project Guide panel to
quickly enter deadline
dates for one or more
selected tasks.

Deadline field

Figure 6.28
You can enter the
Deadline date on the
Advanced tab of the
Task Information
dialog box.

If you want to enter many deadlines, or if you want to review all the deadlines, you might
want to add the Deadline field to a task table (refer to Figure 6.26). Click the column head-
ing where you want to insert the field and press the Insert key. Select Deadline in the Field
Name box on the Column Definition dialog box and choose Best Fit to display the column.
You can then enter deadline dates in this column for any task.
Project includes a built-in filter that lets you select the tasks for which deadlines are defined.
You might want to insert the Deadline field in a table to review the deadlines. Otherwise,
you have to use the Task Information form for each selected task to see the deadline date.
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220 Chapter 6 Entering Scheduling Requirements

To apply the filter, click the Filter tool on the Formatting toolbar and choose the filter
named Tasks with Deadlines to hide all but the tasks that have deadlines in the display. If
you want to merely highlight the tasks that have deadlines, choose Project, Filtered For,
More Filters, select Tasks with Deadlines in the More filters dialog box, and click the
Highlight button to display the full task list with tasks that have deadlines highlighted.

N OTE
Project doesn’t provide a filter for missed deadlines. See “Filtering for Missed Deadline
Dates” in the “Project Extras” section at the end of this chapter.

Splitting Tasks
Normally Project schedules work on a task to continue uninterrupted until the task is com-
plete. If you know that there will be interruptions or periods of inactivity on a task or if,
having started work on the task, you find that you must interrupt the work and resume at a
later date, you can split the task into two or more scheduled segments.
Several examples of tasks that would be good candidates for task splitting include the
following:
■ Suppose someone is scheduled to work on a task, but a weeklong business trip is
planned during the time she is scheduled to work on this task. The work on the task is
going to stop during the week she is gone and will resume when she returns. You can
incorporate the interruption in the planning stage of the project by splitting the task
around the business trip.
■ Suppose that a specialized employee is working on a low-priority task when a task with
a higher priority requires his or her attention. You can split the low-priority task and
reschedule the remainder of its work after the higher-priority task is completed.
■ Suppose work on a task has already begun but nothing has recently been done on the
task. The remaining work needs to be rescheduled to start now or in the future. You
can split the task at the point where work is completed and reschedule the remaining
work to a later date.
6
N OTE
A task can have an unlimited number of splits. When you link to a task that is split, the
link is to the task; you cannot create a link to a split segment of a task.

The easiest way to split a task is in the Gantt Chart view, where you use the mouse to split a
taskbar and drag the right-hand segment to the right to resume at a later date. To split a
task in the Gantt Chart view, follow these steps:
1. Activate the Gantt Chart view.
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Splitting Tasks 221

2. Click the Split Task tool on the Standard toolbar or right-click the taskbar and select
Split Task from the shortcut menu. You can also choose Edit, Split Task from the menu.
The Split Task information box appears (see Figure 6.29).

Split Task information box

with date where split will start Split Task tool Split task pointer

Figure 6.29
The Split Task infor-
mation box guides
you in selecting the
date where you will
split a task.

3. Position the mouse pointer over the taskbar you want to split; do not click yet. As you
slide the pointer right and left over the taskbar, the Start date in the Split Task informa-
tion box tells you the date where the split will occur when you click the mouse.
4. When you locate the correct Start date, you can either click the taskbar or click and
drag. The different results are as follows:
• If you click the taskbar, Project inserts a split in the schedule, starting on the date
in the Split Task information box, at the default start time of day (normally 8:00 6
a.m.). The length of the split or interruption is one unit of the time unit used in
the minor scale of the timescale. If the minor scale is days, even if it displays
every third day, the split is one day.
• If you click and drag, you insert the split as you would by clicking the taskbar, but
you also drag the remainder of the task on the right to begin on another date
(thus modifying the length of the split). As soon as you start dragging, the Split
Task information box is replaced by the Task information box (see Figure 6.30),
which tells you the start date for the new segment (that is, the date when the task
will resume) and the finish date for the task. Release the mouse when you reach
the date on which you want the new segment to start.
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222 Chapter 6 Entering Scheduling Requirements

Task information box with split segment’s

Start (resume) and Finish dates Pointer moving split segment

Figure 6.30
When you split a task,
the Task information
box tells you when
the task will resume
and finish.

Resulting task with split

CAUTION
If calculation is set on manual, a task split does not appear graphically on the Gantt
Chart until you press F9 to recalculate and refresh the screen. To check the calculation
settings, go to Tools, Options, Calculation, Calculation Options for Microsoft Project. The
default setting is Automatic.

TIP
Watch the start and finish dates in the Split Task information box carefully to determine
when this segment of the split task resumes.

If your timescale units are minutes or hours, or if you want to control the exact time of day when a
split begins, see “Splitting Tasks with Precision” in the “Troubleshooting” section at the end of this
chapter.

N OTE
You can also split tasks in the Task Usage view, and if resources are assigned to a task,
you can split the resource assignments to the task in the Resource Usage view. If all
assignments are split at the same point, the task itself is effectively split.
6
➔ For instructions on creating splits in tasks and assignments with the Task and
Resource Usage views, see “Resolving Overallocations by Delaying
Assignments,” p. 440.

After you have split a task, resting the pointer over a split segment displays the Task infor-
mation box for just that segment, telling you the start date, finish date, and duration for that
segment.
Dragging the first segment of a split task moves all segments of the task together. Holding
down the Shift key as you drag a later segment also moves all segments together.
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Creating and Using Task Calendars 223

You can drag any but the first segment to the right or left to change the start and finish of
that segment of the task (as long as you don’t touch another segment of the task).
You can remove a split (that is, rejoin segments of a split task) by dragging the segment on
the right toward the left until it touches the next segment.

CAUTION
Do not drag a middle segment to the right to touch a later segment. Project often loses
track of part of the task duration.

To change the duration of a segment (and thus the duration of the task), drag the right end
of the segment to the right or left. The Task information box appears and shows the effect
of the current position of the cursor on the finish and duration. If you are adjusting the final
segment of the split task, the finish and duration are those for the entire task. If you are
adjusting any other segment, the finish and duration are those for that segment.

Creating and Using Task Calendars

Typically, tasks without resource assignments are scheduled according to the working time
on the project calendar (as specified in the Project Information dialog box). Tasks with
resource assignments are scheduled according to the working time on the resource calen-
dars. You can also assign a custom base calendar to a task to replace the project calendar for
scheduling that task. The process involves creating a custom base calendar that reflects the
schedule you want to use for the task and then assigning that calendar to the task.
A task calendar provides specific control over the dates and hours when a task can be sched-
uled, and it affects only the task or tasks to which it is assigned. Task calendars are ideally
suited to tasks that involve equipment resources that must be scheduled outside the normal
working hours of the project calendar.

TIP
A task calendar might be a viable alternative to task splits when there are many interrup-
tions in the planned schedule for a task.
6

For example, suppose that as part of deploying Microsoft Project 2003, an organization
plans to upgrade its servers. The Upgrade Servers task is to be scheduled over a weekend,
while most users are normally offline. You could create a task calendar named Upgrade
Servers that defines Saturdays and Sundays as working days and Mondays through Fridays
as nonworking days.
If a resource is assigned to a task that also has a task calendar, Project normally schedules
the assignment only during periods when working times on both the task calendar and the
resource calendar intersect. Project gives you the option, however, of ignoring the resource
calendar and using only the task calendar for scheduling the resource assignment.
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224 Chapter 6 Entering Scheduling Requirements

In addition to using task calendars for normal tasks, you can also assign task calendars to
recurring tasks and to summary tasks. Assigning a task calendar to a recurring task also
assigns it to each occurrence (that is, subtask) and therefore affects the scheduling of the
individual instances of the recurring task. Thus, you could use a task calendar to schedule
regular maintenance on equipment during the off-hours of a project. Assigning a calendar to
a summary task, however, does not affect the schedule for any subtasks and therefore doesn’t
automatically change the schedule for the summary task.
➔ For more information about resources and task calendars, see “Scheduling with Task Calendars,” p. 353.
To assign a calendar to a task, follow these steps:
1. Create a base calendar that contains the working days and hours when you want the task
to be scheduled. Refer to the section “Defining a Calendar of Working Time” in
Chapter 3, “Setting Up a Project Document,” for details on creating new base calendars.

TIP
It’s a good idea to distinguish base calendars you create to be used as task calendars
from the other base calendars by starting the calendar name with an identifier such as
an asterisk or a prefix such as TC: You can also include some wording in the name to
identify the task or set of tasks for which it is designed. This makes it easier to find the
calendar you want when assigning calendars.

2. Select the task and display its Task Information dialog box by double-clicking the task
or by clicking the Task Information tool. Figure 6.31 shows the Task Information dia-
log box for a normal task.

Drop-down list of base calendars

Figure 6.31
You can assign task
calendars in the Task
Information dialog
box.

Override calendars for assigned resources

3. For normal tasks and summary tasks, activate the Advanced Tab. For recurring tasks, all
fields are on the same tab.
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Creating and Using Task Calendars 225

4. Change the selection in the drop-down list in the Calendar field from None (the
default) to the base calendar you created for the task. In Figure 6.31, the selected calen-
dar is TC: Upgrade Servers.
5. Fill the check box labeled Scheduling Ignores Resource Calendars if you want Project
to ignore the working and nonworking time on the resource calendars and schedule the
task by the task calendar alone.
6. Click OK to finish assigning the calendar.

Figure 6.32 shows the Upgrade Servers task scheduled for Saturday and Sunday (even
though its predecessor finished two days earlier) because the TC: Upgrade Servers calendar
has been assigned to the task.

TIP
Notice the Task Calendar indicator in Figure 6.32. If you pause the mouse over the indi-
cator, the ScreenTip tells you the name of the calendar that is assigned to the task.

Task Calendar indicator Task scheduled on weekend

Figure 6.32
The Upgrade Servers
task is scheduled on
the weekend because
its task calendar has
only weekend work-
ing days.

Predecessor finishes earlier

If you assign a calendar to a task that has resources assigned or if you assign a resource
when there is already a task calendar assigned and Project discovers that there are no inter-
secting working time periods for the task calendar and the resource calendar, an error mes-
sage displays (see Figure 6.33). The message tells you that the resource calendars will be
ignored and the task will be scheduled during the working times on the task calendar, and 6
an indicator (see Figure 6.34) flags the task as having inconsistent calendars assigned to it.

Figure 6.33
If a task calendar and
the calendars for
assigned resources
have no intersecting
working times, Project
uses the task calendar
and ignores the
resource calendars.
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226 Chapter 6 Entering Scheduling Requirements

Figure 6.34
A special indicator
flags tasks that have
inconsistent task cal-
endars and resource
calendars.

ScreenTip identifies the indicators

Insufficiently Intersecting Task and Resource Calendars indicator

Project provides a filter to identify tasks that have task calendars assigned.
To apply the filter, click the Filter tool on the Formatting toolbar and
select Tasks with a Task Calendar Assigned. To clear the filter, press the F3 key.

Troubleshooting
The Mouse and Task Links
When I try to link tasks with the mouse, the screen scrolls too fast for me to find the successor task.
What can I do?
When tasks you want to link aren’t close enough for both to be visible onscreen at once, you
can try to make them both visible at the same time by using the Zoom Out tool to compress
the timescale or by hiding subtasks under summary tasks that lie between the two tasks in
the task list to place both taskbars onscreen.
If that doesn’t work or is too much trouble, you can simply select the tasks and use the Link
Tasks tool. You can select both tasks by clicking the predecessor task (or its taskbar) first to
select that task, using the scrollbars to bring the dependent task into view, and then holding
down the Ctrl key as you click the dependent task or taskbar. Then click the Link Tasks
tool.
No matter where I double-click on the dependency linking line, the Task Dependency box doesn’t dis-
play the task names of the two tasks whose link I want to modify. What am I doing wrong?
There must be more than one linking line where you are clicking. Project frequently draws
linking lines to them on top of each other to simplify the display. Find a point where the
two lines separate, usually near one of the linked tasks. Otherwise, use another method to
change the link. For example, click on the dependent task’s taskbar (or node in the Network
Diagram view) and click the Task Information tool to display the Task Information dialog
box and change the link on the Predecessors tab.
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Troubleshooting 227

Task Linking Mistakes

What can I do if I make a mistake in linking tasks by using drag-and-drop?
The answer is almost always to undo the action immediately. Because Project supports only
one level of Undo, you should verify the results of a drag-and-drop operation immediately,
while you can still take advantage of Undo. The shape of the pointer always advertises the
type of action you will perform when you release the mouse button. Learn the various
shapes, so you can more easily avoid making mistakes. In the Gantt Chart and Calendar
views, you can drag the pointer to the menu or toolbar area, and the action is voided when
you release the mouse button. In the Network Diagram view, however, you must return to
the point of origin before releasing the button if you want to void the action.

Reversing a Dependency Link

I linked two tasks and accidentally got the wrong task as the predecessor. How do I reassign the prede-
cessor to be the successor and vice versa?
You can’t reverse the direction of the dependency relationship after it’s created. You must
delete the link and create it again.

Linking Tasks from Different Projects

I want to link a task in one project to a task that is in another project. How do I do that?
To link tasks that are in different projects, you need to put both projects in a consolidated
file. Open a blank project document and use Insert, Project for each of the projects that
contain tasks you want to link. Expand the outlines for each project so that you can select
the individual tasks to be linked. Click on a predecessor task and use the Ctrl key as you
click on its successor. Then click the Link Tasks tool. Alternatively, you can drag from the
predecessor taskbar to the successor taskbar to create the link. These are the only simple
methods for creating external links; all the other methods involve special codes that can eas-
ily be typed incorrectly.
➔ For more information about linking tasks between projects, see Chapter 16, “Working with Multiple
Projects,” p. 603.

Using the Adjust Dates Macro

I have a project that has constraints, and now I need to change the start date for the project. I want
all the constraints to change by the same number of days as the change in the project’s start date. How
do I accomplish this?
Use the Adjust Dates tool to reschedule the start or finish of the project. This also changes
all constraint dates by the same number of days.
To use the Adjust Dates tool, follow these steps:
1. Open the project document whose dates you want to adjust. Don’t adjust the project
start or finish date yet; let the tool do that for you.
2. Display the Analysis toolbar by right-clicking over the toolbars and choosing Analysis
from the shortcut menu.
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228 Chapter 6 Entering Scheduling Requirements

3. Select the Adjust Dates tool to display the Adjust Dates dialog box.
4. Enter the new start date or finish date in the input box.
5. Click the OK button. Project enters the new date in the Start Date (or Finish Date)
field of the Project Information dialog box and adjusts all task constraint dates by the
same number of days.

Splitting Tasks with Precision

I want to specify the exact time of day when a split begins. How do I do that?
Project lets you choose the date when a split begins. If you want to control the hour when
the split starts, you must adjust the timescale to show individual hours on the bottom tier.
Double-click the timescale or choose Format, Timescale, and change the Bottom Tier Units
to Hours with a Count of 1. If you have displayed hours in the timescale, start the split
under the hour when you want the split to begin. If the bottom tier scale is less than a day,
the split starts at the beginning of the unit over the point where you clicked. Note that the
Split Task information box that appears while you are selecting the point of the split doesn’t
show the hour unless you have chosen a date format on the View tab of the Options dialog
box that includes the time of day.

Project Extras
Creating a Modified Constraint Dates Table
It is easier to analyze constraint conflicts if you modify the standard Constraint Dates table
to include the Indicators, Predecessors, and Successors fields. The Indicators field allows
you to see the Constraint conflict indicators (if Project is honoring task links instead of con-
straint dates). The Predecessors field allows you to identify the link(s) that conflict with the
constraints in a fixed start-date project, and the Successors field serves the same function in
a fixed finish-date project.
To customize the table, follow these steps:
1. In a task view such as the Gantt Chart view, right-click over the Select All cell (the
table’s upper-left cell over the ID number column) and choose More Tables from the
shortcut menu.
2. In the Tables list in the More Tables dialog box, select Constraint Dates and click the
Copy button.
3. In the Name box, change the name for the new table if desired.
4. To insert the Indicators field, click on the row below ID in the Field Name column and
click the Insert Row tool to insert a blank row.
5. Select Indicators in the Name column. Press Enter to add the field.
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Project Extras 229

6. Repeat step 5 in the blank rows at the bottom of the list of field names to add the fields
Predecessors and Successors. You should change the Align Data entry to Left for both
of these fields.
7. Fill the Show in Menu check box if you want this table to appear on the menu of table
names.
8. Click OK to create the table and click Apply to display it.

Filtering for Missed Deadline Dates

The standard Tasks with Deadlines filter selects all tasks with deadline dates, whether the
deadlines are missed or not. The deadline is missed when the task’s Finish date is later than
the date in the task’s Deadline field.
To create a filter that selects only missed deadline dates, follow these steps:
1. Choose Project, Filtered For and select More Filters.
2. Select the Tasks with Deadlines filter name and choose the Copy button.
3. Type Missed Deadline Dates or another suitable name in the Name text box.
4. In the table of criteria, select the first blank cell on the second row (under the column
named And/Or) and type and.
5. In the Field Name column, type Finish.
6. In the Test column, type is greater than.

7. In the Value(s) column, type [Deadline].

8. Fill the Show in Menu check box if you want this filter on the Filtered For menu.
9. Click OK to complete the filter and click Apply if you want to apply it immediately.
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CHAPTER
7
Viewing Your Schedule

In this chapter
Working with the Gantt Chart View 232
Adding Graphics and Text to Gantt Charts 247
Working with the Calendar View 258
Working with the Network Diagram View 265
Troubleshooting 274
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232 Chapter 7 Viewing Your Schedule

Working with the Gantt Chart View

The previous chapters in this book discuss creating projects and establishing a task list. Most
of these discussions are centered on the Gantt Chart view, which is probably the most widely
used view in Microsoft Office Project. This chapter is devoted to expanding your knowledge
of the Gantt Chart view (and several other views) to effectively work with a project schedule.
You’ll find a number of cross-references in this chapter, pointing you to other sections of the
book that provide more detailed information on scheduling and customizing the views.
One of the reasons the Gantt Chart view is so widely used is the array of information that is
readily available in this view. The Gantt Chart view is divided into two components: the task
table and the timescale. The task table is similar to a spreadsheet. It displays task data in
columns and rows. The default table is the Entry table, although other tables are available
for you to view.
➔ For a complete discussion of the task tables, see “The Task Tables,” p. 757.

Components of the Task Table

As you can see in Figure 7.1, each row in the task table represents a separate task. Each col-
umn in the table displays some information about that task. The columns are fields in the
project database. Typically you enter new tasks and their durations. Then, based on the pro-
ject start date and the links between the various tasks, Project calculates the start and finish
dates for that task.

Constraint indicator
Note indicator Column (field) titles

Figure 7.1
The Gantt Chart view
is comprised of the
task table and the
timescale.

Missed deadline
indicator

Collapsed summary
task

7 Expanded summary
task

Subtask (indented) Vertical divider bar

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Working with the Gantt Chart View 233

Outlined Task Lists

As you build a project schedule, you typically have phases and specific tasks underneath each
phase. These phases, or main tasks, are called summary tasks and are displayed in bold in the
task table. Project indents the specific tasks, called subtasks, under the summary tasks. Any
task that has subtasks displays an outline symbol in front of the task name. Collapsed sum-
mary tasks display a plus (+) sign; expanded summary tasks display a minus (–) sign (refer to
Figure 7.1).

Phases of a project are often dependent on the product, service, or system being developed. The breakdown of
the project life cycle can be created based on deliverables, life cycle phases, product components, functional
areas, geographical locations, cost accounting, or time phases. Because all projects are unique, the composition
of projects varies from industry to industry.

➔ To learn more about working with task lists, see “Outlining the Task List,” p. 154, and “Collapsing and
Expanding the Outline,” p. 157.

Task Indicators
Other visual cues you might see in the Indicators column of the Gantt Chart view include
task note and constraint icons (refer to Figure 7.1). The note indicators look like yellow
sticky notes and appear in the Indicators column. These notes are task-specific notes. You
enter notes through the Task Information dialog box, which you can access via the Task
Notes button on the Standard toolbar.
Constraint indicators are symbols that alert you when a task has a date constraint associated
with it. Constraints are either something you intentionally add for a particular purpose (such
as a Finish No Later Than constraint to indicate a scheduling restriction) or appear as a
result of some action you have taken (such as entering the start and/or finish date for a task).
You set and modify task constraints through the Task Information dialog box, which you
access by clicking the Task Information button on the Standard toolbar.
➔ For more information on using the Task Information dialog box, see “Using the Task Information Dialog
Box to Edit Tasks,” p. 131.
➔ To learn more about task constraints and how to work with them, see “Working with Task Constraints,”
p. 201.
In addition, there are other types of indicators that you might encounter. For instance, some
indicators alert you when a task is complete, when the task has slipped past its assigned
deadline, or when the task has been assigned to a resource but the resource has not yet con-
firmed the assignment.

Moving Around in the Task Table 7

As you enter tasks and work with a task list, it is useful to understand how to move from row
to row and column to column. Likewise, in a large project, it is helpful to be able to locate
tasks quickly. You can move around the task table by using some of the keyboard movement
keys:
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234 Chapter 7 Viewing Your Schedule

■ Arrow keys—Pressing the arrow keys moves the active cell (indicated by the heavy,
dark border) in the direction of the arrow you press: up, down, left, or right.
■ Page Up and Page Down keys—These keys move you up or down one screen’s worth
of tasks. If you are viewing tasks 1–18, for example, Project displays tasks 18–35 when
you press the Page Down key. The last visible task (18, in this example) is displayed as
the first task when you press Page Down.
■ Home and End keys—Home moves the active cell to the first column in the current
row, and End moves the active cell to the last column in the active row.

Other techniques for moving around include scrolling and using the Edit, Find command.
These techniques are described in the next two sections.

Scrolling in the Task Table

The Gantt Chart view has three scrollbars: A vertical scrollbar on the far right of the view
changes which tasks are shown onscreen, a horizontal scrollbar at the bottom of the task
table changes which table columns are visible, and a second horizontal scrollbar at the bot-
tom of the timescale moves the bar display along in time. When you drag the vertical scroll-
bar box, a pop-up appears to indicate what task will be listed at the top of the view when
you release the mouse (see Figure 7.2).

Vertical scrollbar box

Vertical divider bar Vertical scrollbar pop-up

Figure 7.2
You can drag the
scrollbar box to
quickly move down
or up the task list.

Horizontal task table scrollbar Vertical scrollbar

Horizontal timescale scrollbar
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Working with the Gantt Chart View 235

The task table is composed of a series of columns, or fields. Initially, just a few columns are
visible when you display the Gantt Chart view: ID, Indicators, Task Name, and Duration.
However, several other columns are hidden underneath the timescale. There are three ways
to see the data in these columns: You can use the horizontal task table scrollbar, move the
vertical divider bar out of the way, or use the Home, End command and arrow keys to scroll
in the table columns.
When you drag the horizontal scrollbar in the task table, it does not display a pop-up or
even move the display. You have to guess when to release the mouse. As a result, it can be a
little tricky to figure out just how far to scroll to see additional columns. Clicking the arrows
on the scrollbar gives you more control.

Using Find to Locate Tasks

When you have a long list of tasks and you want to search for all the tasks that contain a
specific word or numbers in a task field, you can use the Find command. To find a task by
searching for one or more words in the task name, follow these steps:
1. Select any task. If you want to search from the beginning of the task list, press
Ctrl+Home to scroll to the beginning of the project.
2. Choose Edit, Find (or press Ctrl+F). The Find dialog box appears, as shown in Figure 7.3.

Figure 7.3
You can use the Find
command to search
for a task by name or
for any other field
value.

3. In the Find What text box, type the characters you want to search for. You can enter
whole words or phrases, or just parts of words. In Figure 7.3, the word Phase is being
located.
4. By default, the Name field is searched. However, you can select any task field to search.
Select the Look in Field drop-down list box to choose the task field you want to search.
Figure 7.3 has the Name field selected.
5. The Test box provides the criteria for the search. The default is Contains. Other
options include Equals, Is Greater Than, and Is Greater Than or Equal to.
6. Choose the direction to be searched from the Search drop-down list box. The choices
are Down and Up from the selected task.
7
7. You can further tailor the search by making it case sensitive. Marking the Match Case
option requires the results to match the text typed in the Find What text box.
8. Click Find Next to locate the first task that matches your criteria. Each time you click
Find Next, it will advance to the next task that matches your criteria.
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236 Chapter 7 Viewing Your Schedule

You might have to move the dialog box to see the selected task. After you have located the
task(s) you are looking for, click the Close button to close the Find dialog box.

TIP
If you’ve closed the dialog box, you can use your last Find criteria again by pressing
Shift+F4 to continue searching through the task list in the same direction, or you can
press Ctrl+Shift+F4 to search the task list in the opposite direction.

Altering the Task Table Display

As you work with projects in the Gantt Chart view, there will be times when you want to
change the display of the task table to show more data or change the appearance of the data.
One of the changes you might want to make is to the font and font attributes of the tasks.
For example, although the default settings have summary tasks in bold, you can customize
the appearance to display in other colors, in italic, or in a different font.
If you want to apply an entirely different table, you can choose a table by using the View,
Table command.
Other display changes you might want to make include showing more of the built-in
columns in the task table, adjusting the height of individual rows, using the rollup task fea-
ture, altering the date format, and inserting new columns in the task table. These display
options are illustrated in the next few sections.

Viewing More Columns in the Table

When you want to see more of the task table columns that are hidden beneath the
timescale, you have to move the vertical divider bar. When positioned over the vertical
divider bar, the mouse pointer changes to the shape of two vertical parallel lines with arrows
pointing left and right. Hold the mouse button down and drag it to the desired position. A
thick gray line appears, indicating the bar’s position (as shown in Figure 7.4).

N OTE
If you position the vertical divider bar in the middle of a column, double-click to move it
to the closest border of the column.

N OTE
You can adjust the widths of columns displayed in the task table. Position the mouse
pointer on the right-column border, up next to the column name. The mouse pointer
changes to a single vertical line with arrows pointing left and right. Click and drag it to
7 make the column width wider or more narrow, or double-click to cause the column to
adjust to the longest entry.
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Working with the Gantt Chart View 237

Widened row heights Drag divider bar with mouse

Figure 7.4
You can drag the ver-
tical divider bar to
adjust the view of the
task table columns.

Drag here to adjust the height of row 14

You can adjust the positions of individual columns displayed in the task table by simply
highlighting and clicking and dragging the column to a new position.

Adjusting Row Height

You can adjust the height of each row independently. Position the mouse pointer on the
bottom row border, beneath the row number. The mouse pointer changes to a plus sign
with arrows pointing up and down. Click and drag to make the row height deeper or more
shallow. Figure 7.4 shows a few rows that have been adjusted; the text automatically word-
wraps in the cell to fit the new height.
➔ To learn how to work with row size, see “Adjusting the Height of Task Rows,” p. 126.

Inserting and Changing Columns in the Task Table

Sometimes, you might want to change the column titles to match some more common
names used within your organization, or you might want to change which field is displayed
in a column. For example, you could change the title of the Task Name column to What
Has to Be Done. To modify a column, simply double-click its column title, and Project dis- 7
plays the Column Definition dialog box (see Figure 7.5). The following list describes the
options in the Column Definition dialog box:
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238 Chapter 7 Viewing Your Schedule

Figure 7.5
You access the
Column Definition
dialog box by double-
clicking the column
title in the task table.

■ If you want to replace one column with the contents of another Project database field,
select a different field from the Field Name drop-down box.
■ Change the entry in the Title box to modify the column title. If you don’t supply an
entry in the Title box, Project displays the field name as the column name. Note in
Figure 7.5 that the field name is Name and the title displayed onscreen is Task Name.
Please note that changing the entry in the Title box only changes the title in the cur-
rent table. If you want to permanently change the title (sometimes called the alias) for a
custom field so that the title automatically appears in every view where that column
appears, you must use the Tools, Customize, Fields option. Or you can right-click on
the column title and choose Customize Fields. The Customize Fields option only works
for custom type fields.
■ You can select the alignment (left, center, right) for the title by using the Align Title
drop-down box and for the data by using the Align Data drop-down box.
■ The Width box reflects the current width, which can be changed in this dialog box.
■ If the column title is long, you can check the Header Text Wrapping option to allow
header text to display on more than one line, which allows a more narrow column
width.
■ Clicking the OK button implements the changes you have selected.
■ Clicking the Best Fit button applies the changes like the OK button does, but it also
adjusts the column width to the longest cell entry.

Instead of changing the contents and layout of a displayed column, you might want to add
or remove table columns. There are two methods for showing and hiding columns:
■ Using the Hide and Insert commands—To remove a column from a displayed table,
right-click the column title and choose Hide Column from the shortcut menu. To add
this or any other column to the table, select the title of the column that is in the posi-
7 tion where you want the new column to be, right-click the mouse, and choose Insert
Column from the shortcut menu. The Column Definition dialog box appears, and in it
you can select the column options as described previously.
You can also select a column title and press the Delete key to remove a column from
view, or you can press the Insert key to add a column onscreen.
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Working with the Gantt Chart View 239

■ Using the mouse—This method is similar to procedures you may already know from
Microsoft Excel. To close a column onscreen, position the mouse on the right divider of
the column title and drag it back to the left. For example, to close the Start column,
drag the line that is between the words Start and Finish to the left until the Start col-
umn is hidden. To reopen the Start column, approach the divider by moving the mouse
slowly from right to left. When the pointer changes shape, click and drag the column
open.

N OTE
Double-clicking on a column title edge applies best-fit width formatting to the column.

N OTE
It’s important to note that hiding or deleting a column from view does not delete the
data stored in the cells of that column. The contents are still stored in the database and
will be visible when the hidden column is reinserted into any table.

You cannot mix and match the two techniques for adding and hiding columns. Columns
hidden by choosing Hide Column can’t be reopened via the mouse dragging method. If you
use the methods described here to delete (or hide) and insert columns in the task table, you
are in fact customizing the table for the active project. When a modified table is applied to
any other view, the revised layout, not the original table, is displayed.
➔ For specific information about customizing tables and sharing those custom settings with other project
files, see “Using and Creating Tables,” p. 840.

Changing the Date Format

The default date display format uses the mm/dd/yy pattern. This is the format that you see
in the Start and Finish columns of the task table. You can add the time of day to the display,
or you can switch to any one of a number of data format options. Be aware, however, that
changes you make to the date format affect the date display in all your project files—not
just the active project. You can change the date display at any time.
To change the date display format, follow these steps:
1. Choose Tools, Options, and the Options dialog box appears. (see Figure 7.6).
2. On the View tab, select the format that you want in the Date Format drop-down box.
3. Click the OK button to make the change effective.

Depending on the date format you select, you might see a series of # symbols displayed in 7
the cells in the Start and Finish columns. This indicates that you need to widen the column
to display the date in the new format.
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240 Chapter 7 Viewing Your Schedule

Figure 7.6
You can change the
date format in the
Options dialog box.

N OTE
If you want to use an international date or time format, you must set this through the
Regional Settings applet in the Microsoft Windows Control Panel.

Components of the Timescale

The timescale is the graphic portion on the right side of the Gantt Chart view. The
timescale displays several items: a time line, taskbars, bar text, and linking lines. These items
are identified in Figure 7.7.
In addition, you can add graphic drawing objects to the timescale, such as text boxes and
arrows. Placing graphic objects on the timescale is discussed later in this chapter.

Taskbars
There are three types of taskbars in Project: Summary, Normal, and Milestone. The default
display of these bars is shown in Figure 7.7. However, by using the Gantt Chart Wizard,
you can significantly alter the display of the taskbars, as shown in Figure 7.8.
You access the Gantt Chart Wizard by clicking the button on the Formatting toolbar, by
choosing Format, Gantt Chart Wizard, or by right-clicking in the display area of the
timescale and choosing Gantt Chart Wizard.
➔ To learn more about using the Gantt Chart Wizard and other options for formatting the timescale, see
“Using the Gantt Chart Wizard,” p. 801.
7
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Working with the Gantt Chart View 241

Milestone Summary taskbar Three-tiered timescale

Normal taskbar Linking line

Figure 7.7
The timescale is the
right portion of the
Gantt Chart view.

Bar text Text box

Drawn arrow

Normal taskbar Summary taskbar Milestone

Figure 7.8
You can significantly
alter the display of
the timescale by using
a number of tools, the
easiest of which is the
Gantt Chart Wizard.

7
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242 Chapter 7 Viewing Your Schedule

Bar Text
The default settings for the taskbars display the name of the resource at the end of Normal
tasks and the start date next to Milestones. You can designate the data and placement that
appear with a taskbar in the Bar Styles dialog box. Choose Format, Bar Styles, and select the
bar type at the top of the dialog box. Two tabs at the bottom of the dialog box display the
Text and Bars settings for the selected bar type.
➔ For more information on working with timescale taskbars, see “Using the Bar Styles Dialog Box,” p. 824.

Linking Lines
The lines that connect the taskbars represent links between tasks, and they define the order
in which the tasks must be done. The position of a linking line indicates the type of link. If
the linking line extends from the end of one task to the beginning of another, there is a
Finish-to-Start link between the tasks. There are four different link types. In addition, you
can build in lead time and lag time between linked tasks.

Historically, a Gantt chart did not display linking lines. Instead, the positioning of the tasks on the bar chart indi-
cated when things were scheduled to occur, not which tasks were dependent on one another. Regardless, it’s
fair to say that the popularity of Microsoft Project has redefined the expected appearance of a Gantt chart. In
large projects, however, it’s often necessary to remove the linking lines from the view to reduce the cluttered
appearance. You can turn off the linking lines in the Layout dialog box.

CAUTION
Linking lines may sometimes be drawn on top of each other, making it difficult to tell
which tasks they are connecting. Also, two similar, but different, relationships can result
in identical linking lines being drawn. You can verify the link types by reviewing the
Predecessors column on the Entry table or the Predecessors tab in the Task Information
dialog box.

➔ For more information about the link types, as well as lead and lag time, see “Understanding
Dependency Links,” p. 177.

Moving Around in the Timescale

After you have created a project schedule, it is useful to understand how to quickly move
around the timescale. This is especially true when you have a large, extensive project. With
a few keystrokes or mouse clicks, you can move from the beginning to the end of the
timescale, move incrementally through the timescale, or scroll to a specific task. The fol-
lowing are some of the techniques you can use:
7 ■ Alt+right-arrow key or Alt+left-arrow key—Holding down the Alt key and pressing
the right-arrow key scrolls the timescale to the right one unit of the smallest timescale
tier displayed. No matter how many of the three timescale tiers are displayed, Project
uses the bottom, smallest time increment for moving the timescale with the arrow keys.
Using the left-arrow key with the Alt key scrolls the timescale one unit back in time.
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Working with the Gantt Chart View 243

■ Alt+Page Up key or Alt+Page Down key—Using Alt+Page Down scrolls you to the
right one screen’s worth on the timescale. So, if you are viewing the weeks of January 7
through January 21, using Alt+Page Down displays the weeks of January 28 through
February 10. Using Alt+Page Up scrolls you to the left one screen’s worth on the
timescale.
■ Alt+Home key or Alt+End key—Using Alt+Home scrolls the timescale to the begin-
ning of the project, the time frame that shows the first project tasks. Using Alt+End
scrolls the timescale to the end of the project.

CAUTION
Pressing Alt+up-arrow key or Alt+down-arrow key might appear to have no effect. These
combinations do not scroll the timescale horizontally, but they do have effects on the
table. If the active cell is in a date column, pressing Alt+up-arrow key or Alt+down-arrow
key displays a calendar object in the cell and scrolls through the calendar, selecting a dif-
ferent date for the cell unless you press Esc to turn off the object. Similarly, if the active
cell is in the Duration column, pressing Alt+up-arrow key or Alt+down-arrow key acti-
vates the spinner in the cell, and a new duration value is chosen unless you press Esc to
leave the cell-edit mode.

Scrolling in the Timescale

The timescale uses two scrollbars: the vertical scrollbar on the far right of the view and a
horizontal scrollbar at the bottom of the timescale portion of the Gantt Chart view. The
vertical scrollbar is used primarily to scroll through the task list.
As discussed earlier in the chapter, the horizontal scrollbar at the bottom of the table
changes which columns are visible. However, when you drag the horizontal scrollbar in the
timescale, it displays a pop-up to indicate the date you will be scrolling to when you release
the mouse button (see Figure 7.9).

Locating a Taskbar or Specific Date in the Gantt Chart

Often when you are working in the Gantt Chart view, you have a task selected but the cor-
responding taskbar is not visible on the screen. This is especially true when you zoom in to
see minutes, hours, or days in the timescale.
To have the timescale scroll to show the taskbar associated with a specific task, select the
task in the table and click the Go To Selected Task button on the Standard toolbar. Project
scrolls to show the beginning of the taskbar.
You can also use the Edit, Go To command (or press Ctrl+G) to display the Go To dialog
box (see Figure 7.10) if you want to jump to a specific date in the timescale. You can enter a 7
date in the Date box or click the drop-down calendar object to select a date.
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244 Chapter 7 Viewing Your Schedule

Vertical scrollbar box

Go To Selected Task button

Figure 7.9
You can drag the hori-
zontal scrollbar box
on the timescale to
quickly move to a
specific date.

Horizontal scrollbar pop-up Vertical scrollbar

Horizontal scrollbar box

Figure 7.10
You can type in a task
ID to go to a specific
task.

N OTE
You can use today or tomorrow in the Date box to jump to the corresponding dates.

Altering the Timescale Display

The timescale in the right side of the Gantt Chart view is made up of the rows at the top of
the view. A maximum of three rows, or tiers, can be displayed: a top tier, middle tier, and
7 bottom tier. At least one tier must be visible onscreen at any time. Gray dotted lines extend
down the screen to mark the division between units on the middle tier only, if the tier is
turned on. You can customize the amount of time encompassed by the units on each of the
scales and you can change the labels that appear in the units.
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Working with the Gantt Chart View 245

The quickest way to adjust the timescale units is to zoom in or zoom out, using the
appropriate buttons on the Standard toolbar. You can also control the chart scaling by
using the Format, Zoom dialog box.
Another way to adjust the timescale is to choose Format, Timescale to access the Timescale
dialog box (shown in Figure 7.11). You use the Timescale tab to establish the settings for
each of the three tiers. You use the Non-working Time tab to set the display options for
non-working days, such as weekends.

Three-tiered timescale
Change settings for Top tier Modify non-working
each tier individually Bottom tier Middle tier time display

Figure 7.11
Individual
adjustments to the
timescale can be set
by using the
Timescale dialog box.

Vertical extension of middle

tier time periods

➔ To learn how to effectively use the settings in the Timescale dialog box, see “Formatting Timescales,”
p. 785.

Viewing More Task Details

Although the Gantt Chart view contains a lot of information, you can see even more details
about individual tasks either with the Task Information dialog box or by splitting the screen 7
and viewing the Task Form view.
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246 Chapter 7 Viewing Your Schedule

Using the Task Information Dialog Box

You can click the Task Information button on the Standard toolbar to display a pop-up dia-
log box that displays many details about the selected task. The six tabs in the dialog box pro-
vide access to many additional fields. If you have a summary task selected, the Summary
Task dialog box appears. Similarly, if you have more than one task selected, the dialog box
becomes the Multiple Task Information box. Some fields are unavailable on the Summary
Task and Multiple Task dialog boxes, usually because those fields are calculated by Project.

Using Combination Views

One of the most useful and powerful display techniques that Microsoft Project provides is
the capability to split the screen in half (top and bottom) to see two different views of the
project simultaneously. Choose Window, Split to create a combination view screen (see
Figure 7.12).

Active view bar Gantt Chart view on top

Figure 7.12
You can remove the
bottom pane from a
combination view by
choosing Window,
Remove Split.

Split bar

Task Form view on bottom

The window splits into two panes: The top pane shows the view you were working in
7 before splitting the screen, and the bottom pane shows either the Task Form view (if you
started with a task view) or the Resource Form view (if you started with a resource view).
Figure 7.12 shows the Gantt Chart view in the top pane and the Task Form view in the bot-
tom pane.
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Adding Graphics and Text to Gantt Charts 247

Task 3, “Prototype Design,” is selected in the top pane in Figure 7.12. The bottom pane
shows detailed information about Task 3. The bottom pane displays all the fields that are in
the columns in the Gantt Chart view, including the ones that are hidden beneath the stan-
dard timescale. This screen arrangement enables you to see the values in those fields, elimi-
nating the need to display a large number of columns in the task table. With a split screen,
you can see how the task fits into the overall scheme of things in the top pane, and view
many significant details in the bottom pane.
You can enter task information in either pane, but you must activate the pane before you can
use it. To activate the bottom pane, simply click anywhere in the bottom pane. You can also
use the F6 function key to toggle back and forth between panes. The pane that is active dis-
plays a dark blue color on its half of the Active View bar (refer to Figure 7.12).
The two minitables at the bottom of the Task Form view initially display resource and pre-
decessor details. You can select different details to display in these areas. First, activate the
bottom pane. Then choose Format, Details. A submenu appears, with alternative data you
can display.

Adding Graphics and Text to Gantt Charts

You can significantly enhance the Gantt Chart view by adding graphic and text objects to
draw attention to or explain particular events within the project. Microsoft Project provides
a set of drawing tools to help you enhance the appearance of Gantt charts. The drawing
tools produce graphic objects that can be moved, resized, and placed in front of, alongside
of, or behind the taskbars.
Included among the drawing tools is a Text Box tool that lets you place free text anywhere
in the Gantt Chart display. This section shows you how to create and modify graphics and
text in the Gantt Chart view.

N OTE
Graphic objects can be placed only in the timescale side of the Gantt Chart view. Graphic
objects you place on the Gantt Chart view are not displayed when the Gantt Chart view
is in the bottom pane of a combination view.

Introducing the Drawing Toolbar

You create text and graphic objects on the Gantt Chart view by using buttons on the
Drawing toolbar. When the toolbar is displayed, you can create objects by selecting an
object button and creating an example of the object on the Gantt Chart area. After the
7
objects are created, you can modify them to create the effect you desire. Figure 7.13 shows
an example of a text message overlaid on the Gantt Chart and an arrow directing your
attention to the circled tasks that the message describes.
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248 Chapter 7 Viewing Your Schedule

Figure 7.13
Text and graphics ele-
ments can be used to
annotate a Gantt
Chart or to emphasize
one of its aspects.

To display the Drawing toolbar, choose Insert, Drawing or choose View, Toolbars, Drawing.
You can also display the Drawing toolbar by right-clicking any toolbar and choosing
Drawing from the shortcut menu.

Descriptions of the Drawing Buttons

The first button on the Drawing toolbar is a drop-down menu that provides options for
arranging and editing the objects you draw. The next seven buttons on the toolbar are used
to create objects on the Gantt Chart view. These buttons create lines, arrows, rectangles,
ovals, arcs, polygons, and text boxes. The remaining two buttons provide access to various
editing possibilities.

The Draw Drop-Down Menu

You use the Draw button when you want to arrange and edit the objects you draw.
From its drop-down menu, it includes the following options:
■ Bring to Front—Bring a selected object to the forefront, placing it before all other
objects that originally overlaid it.
■ Send to Back—Send an object to the back, placing it behind all other objects in the
same area.
7
■ Bring Forward—Move an object in front of other objects, one at a time, toward the
viewer. Objects in front hide objects that are behind them.
■ Send Backward—Move an object behind other objects, one at a time, away from the
viewer.
■ Edit Points—Change the shape of a polygon.
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Adding Graphics and Text to Gantt Charts 249

The Drawing Objects Buttons

The buttons that draw objects are described in the following sections. Table 7.1 shows each
of the seven drawing buttons and describes its use.

TIP
With some objects, you can use the Shift key to create a perfectly symmetrical object—for
example, a perfect square, a perfect circle, or a perfect arc. To draw a square or circle,
select the appropriate drawing button and then hold down the Shift key as you begin to
drag the mouse to create the object.

Table 7.1 Drawing Buttons on the Drawing Toolbar

Click and Drag Shift+Click and
Icon Name to Draw… Drag to Draw…
Line A line without (N/A)
arrowheads
Arrow A line with arrowheads (N/A)

Rectangle A rectangle A perfect square

Oval An elliptical figure A perfect circle

Arc An elliptical arc A symmetrical arc from circles

Polygon A many-sided figure (N/A)

of any configuration
Text Box A rectangular box A perfect square
for typing text for typing text

To add a drawing object to the Gantt Chart view timescale, follow these steps:
1. Display the Gantt Chart view, if it is not already displayed.
2. Choose Insert, Drawing to display the Drawing toolbar.
3. Click the button for the object you want to draw.
4. Move the mouse to the place you want to draw the object; the mouse pointer should be
a crosshairs.
5. Hold the mouse button down and drag to create the object. 7
6. When you release the mouse button, the object is drawn.

The last two buttons on the toolbar are the Cycle Fill Color button and the Attach to
Task button. The Cycle Fill Color button allows you to change the inside color of the
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250 Chapter 7 Viewing Your Schedule

selected object, cycling through the palette of color choices each time you click the button.
With the Attach to Task button, you open the Format Drawing dialog box to change how
an object is anchored to the Gantt Chart view or to modify the attributes of the object.

TIP
You can double-click the Polygon button to have the computer draw the final line that
connects the last point to the starting point, producing a closed figure.

Working with Drawing Objects in the Gantt Chart View

You can hide, move, resize, copy, or delete objects you have drawn. Objects can be attached
to a specific task or date so that when you zoom out, the object stays with the task or date it
is attached to. The color of the border surrounding the object and the inside of the object
can be changed to enhance the object’s appearance.
Before you can make any changes to an object, you must first select the object you want to
modify.

Selecting Objects
You can use the mouse to select objects in the timescale. Move the tip of the mouse pointer
to an object’s line or border. When a small cross appears below and to the right of the
pointer arrow, click to select the object. When the object is selected, small black resizing
handles appear around it. Only one object can be selected at a time.

TIP
For solid figures (rectangles, ellipses, arcs, or polygons with a fill pattern), you can point
to the interior of an object to select it. This is easier than pointing to the border.

You can also use the keyboard to select objects. The F6 function key toggles back and forth
between selecting the task table and a graphic object in the timescale. (If a combination
view is displayed, the bottom view is also selected in turn if you press the F6 key.)

TIP
If you have created multiple drawing objects, when one of them is selected, you can use
the Tab key to cycle the selection to the other drawing objects, one at a time. You can
press Shift+Tab to cycle backward through the drawn objects.

7 Attaching Objects to a Taskbar or a Date

When you create an object, it has both horizontal and vertical attachment points.
Horizontally, it is automatically attached to the date on the timescale where you created it.
Vertically, an offset value dictates how far down from the Timescale tiers the object should
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Adding Graphics and Text to Gantt Charts 251

be displayed. The vertical offset is more visible when you zoom in on the timescale. A
drawn object stays with the date it is associated with as you scroll or zoom the timescale.

CAUTION
Be aware that if you zoom out in the Gantt Chart view, your objects might be placed on
top of each other because the timescale is compressed.

If an object is attached to a date in the timescale, when you move the object, it remains
attached to the timescale but at the new date and vertical position where you move it. You
can see the attachment by examining the Size & Position tab of the Format Drawing dialog
box for the object (see Figure 7.14).

Figure 7.14
You use the Format
Drawing dialog box to
attach an object to a
task or to the
timescale.

To view the Format Drawing dialog box, you can simply double-click most objects. Text box
behavior is a bit different. If a text box is already selected, double-clicking it turns on text
edit mode. If the text box isn’t selected, double-clicking it opens the Format Drawing dialog
box just like other drawing shapes does.
There are several other ways to display the Format Drawing dialog box. You can select the
object and use the Attach to Task button on the Drawing toolbar. If you prefer to use the
menu bar, you can choose Format, Drawing and choose Properties from the submenu. Or, to
use the shortcut menu (see Figure 7.15), position the mouse pointer over the object so that
the pointer displays a small cross to its right. Right-click to see the shortcut menu, and then
select Properties to open the Format Drawing dialog box shown previously in Figure 7.14.
Rather than have a drawn object attached to a date, you can attach it to a task in the table
portion of the Gantt Chart view. To attach an object to a task, follow these steps:
1. Make a note of the ID number of the task to which you want to attach the object. You
need to enter the ID number on the dialog box, and there is no way to browse or 7
search for the ID number after the dialog box is active.
2. Activate the Format Drawing dialog box and choose the Size & Position tab.
3. Choose the Attach to Task option button.
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252 Chapter 7 Viewing Your Schedule

Figure 7.15
The drawing objects
shortcut menu is a
quick way to work
with drawn objects.

4. Enter the task number in the ID text box. If you do not remember the ID number, you
have to close the dialog box, find the number, and then come back to the dialog box.
5. Attach the object to the beginning or the end of the taskbar by choosing the
Attachment Point on the sample taskbar.
6. The Horizontal and Vertical fields show the offset from the attachment point where the
object’s top-left corner will be placed. Positive offset values are to the right horizontally
and down vertically. Negative offset values are to the left horizontally and up vertically.
You should enter 0 in both these text boxes unless you are absolutely certain that you
know the values that will look best. The zero values ensure that the drawing object is
displayed next to the taskbar. You then can use the mouse to reposition the object as
desired.
After the object is attached to the task, you can move it with the mouse, and the hori-
zontal and vertical offset values are recorded automatically. The object remains attached
to the task as you move the task.
7. Click OK to return to the workspace.

If you later decide to unlink the object from the task to fix it at a particular date, return to
the Size & Position tab and choose the Attach to Timescale button. Then move the task
with the mouse to the preferred position.

Hiding Objects on the Gantt Chart View

The drawn objects you place on the Gantt Chart view remain visible and print with the
Gantt Chart view unless you elect to hide them. You can hide them for a printing, for exam-
ple, and then display them again later.
To hide the drawing objects, use these steps:
1. Choose Format, Layout. The Layout dialog box is displayed (see Figure 7.16).
7 2. Clear the Show Drawings check box at the bottom.
3. Click OK to implement the change.
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Adding Graphics and Text to Gantt Charts 253

Figure 7.16
Graphic objects are
hidden from view if
you clear the Show
Drawings check box
on the Layout
dialog box.

Moving Objects
You can move an object by moving the mouse pointer over the object, away from the selec-
tion handles. Watch for the small cross to appear to the right of the pointer arrow, and then
click and drag the object to a new position.

CAUTION
It is very easy to accidentally move a taskbar or create a new taskbar when your inten-
tion is to move or resize a graphic object. If the mouse pointer does not have the cross
beside it, you are not moving the object. Do not click the mouse until the cross appears.

Resizing Objects
Although you can size an object by using the Height and Width fields at the bottom of the
Size & Position tab in the Format Drawing dialog box (refer to Figure 7.14), it is much eas-
ier to use the mouse to achieve the same end.
Selection handles appear at each end of line and arrow objects. When a two-dimensional
object is selected, its selection handles are evident in a rectangular array around the object.
You can change the size of the object by moving the mouse pointer over one of the selec-
tion handles until the pointer changes into a pair of opposing arrows. Drag the handle to
the position you desire (see Figure 7.17).

Figure 7.17
You can use the selec-
tion handles to resize 7
an object.
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254 Chapter 7 Viewing Your Schedule

The corner handles resize both of the sides that meet at the corner. For instance, if you use
the selection handle in the lower-right corner, you can resize the right and bottom sides of
the object at the same time. The handles along the top and bottom midpoints resize verti-
cally, and the handles along the sides resize horizontally.

TIP
Use the Shift key while dragging one of the corner handles to resize the object propor-
tionally along both horizontal and vertical dimensions.

Polygons are a special case when it comes to reshaping. Because a polygon has multiple
sides, you can reshape it by adjusting its points. The points on a polygon are the locations
where the shape changes direction. Sometimes points are called nodes.
To reshape a polygon, you must first select it. Then click the Draw button on the
Drawing toolbar and choose Edit Points. The selection handles of a polygon disappear
when you click the Edit Points option on the Draw drop-down list on the Drawing toolbar
(see Figure 7.18). Instead, you see reshaping handles at the points. Use these handles to
reposition the points and thus change the shape of the drawing. To move a connecting
point, position the mouse pointer directly over the handle; when it turns into a large plus
sign, click and drag to the desired shape. When you are finished reshaping the figure, click
the Edit Points tool again to display the selection handles again.

Figure 7.18
The Edit Points option
on the Drawing tool-
bar allows you to edit
the points on a poly-
gon.

If you want to increase or decrease the size of a polygon without changing its shape, you
can make proportional changes to its Size fields on the Format Drawing dialog box. For
example, to double the size of a selected polygon, double-click the polygon and double the
values in the Height and Width fields in the Format Drawing dialog box.

Copying Objects
Sometimes when you draw an object in the Gantt Chart view, you might want to copy the
object to another area of the chart or to another Project document. If the place to which
7 you want to copy the object is visible onscreen, you can easily use the mouse to drag a copy
of the object to the new location. However, if the place to which you want to copy the
object is not visible, or you want to copy the object to another file, you’re better off using
the traditional methods for copying and pasting.
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Adding Graphics and Text to Gantt Charts 255

Follow these steps to copy an object with the mouse:

1. Select the original object.
2. Hold down the Ctrl key as you drag away from the original object. You will be dragging
a copy of the original.
3. Continue dragging the copy until it is in its new position. The copy appears as an out-
line until you release the mouse button.
4. Release the mouse button when the copy is in position.

The traditional copy and paste techniques use the Clipboard to copy an object. You must
use copy and paste to copy the object to another file.

Changing the Line and Fill Style of an Object

To enhance the appearance of a drawn object, you can change the thickness and color of the
object’s lines and borders. You can also apply a background pattern or color that fills the
interior of the drawn object. You select both the outline and color options from the Line &
Fill tab of the Format Drawing dialog box (see Figure 7.19).

Figure 7.19
You can customize
the attributes of a line
and the interior fill of
an object.

To change an object’s line and fill attributes, use these steps:

1. Select the object and display the Format Drawing dialog box by double-clicking the
object or by choosing Format, Drawing, and selecting Properties.
2. Select the Line & Fill tab.
3. If you want the line or border to be invisible, choose the None button in the Line sec-
tion. If you select a line color or line style, the Custom button is activated automatically. 7
4. To select the color for a line, choose a sample color band from the drop-down list
below the Color label.
5. To select the thickness of a line, choose a sample line from the drop-down list below
the Line label.
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256 Chapter 7 Viewing Your Schedule

6. If you want the background of the object to be transparent so that you can see taskbars
or other objects behind the object, choose the None button in the Fill section. If you
choose a color or a pattern, the Custom button is activated automatically.
7. The default fill pattern is solid; the default color is white. If you want to display a dif-
ferent color in the interior of the object, simply select a different color from the drop-
down list below the Color label. Selecting the object and using the Cycle Fill Color
button on the Drawing toolbar can also change the color of an object.
8. Whatever is black in the pattern is displayed in the color you select. Whatever is white
in the pattern remains white. If you leave the default white color selected and select a
pattern, you get a white pattern color on a white background. Select a color for the pat-
tern in order to see the pattern on the object.
9. Choose a pattern by selecting a sample from the drop-down list below the Pattern label.
The first pattern in the entry list appears white. It is a clear pattern, equivalent to
choosing the None button in the Fill section. The second pattern in the entry list is
solid black. Choose the solid band to display a solid background in the color you
selected from the Color field. The remaining patterns are displayed against a white
background, with the pattern appearing in the foreground in the color you selected
from the Color field.
10. Use the Preview box at the lower-right corner of the tab to assess the choices you have
made. Change the choices until the Preview box looks the way you want the object to look.
11. Click OK to implement the changes. Choose Cancel to leave the object unchanged.

Deleting Objects
You can delete any object by simply selecting it and then pressing the Delete key.

Placing Independent Text on the Gantt Chart

You use the Text Box drawing button to place text on the Gantt Chart time line. Text added
with this method is not stored in a database field associated with any particular task; it is
considered to be independent. After you draw the text box on the screen, enter the text into
the box. You can change the line and fill attributes, as well as the position of the text box, as
described in the preceding sections. You can also edit the text and select the fonts for the
text display.

Creating a Text Box

To display a text message in the Gantt Chart view, you need to bring into view the area of
the time line where the message is to appear and then follow these steps:
7
1. Click the Text Box button on the Drawing toolbar.
2. Drag the mouse in the Gantt Chart view to create a box at the approximate location
and of the approximate dimension you need. You can later adjust the box to fit the text.
An insertion point cursor then blinks in the text box.
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Adding Graphics and Text to Gantt Charts 257

3. Type the text that you want to appear in the box. The text automatically word-wraps
within the current size of the text box. It also word-wraps automatically when you resize
the text box later. Press Enter when you want to start a paragraph on a new line in the
text box.
4. When you finish entering text, click outside the text box.

Editing the Text in a Text Box

To modify the text in a text box, click to select the text box, and then click again to activate
the edit mode. Make sure you don’t double-click the text box, as this displays the Format
Drawing dialog box. When the edit mode is active, the mouse pointer appears as a capital I
(sometimes referred to as the I-beam) within the text box. The flashing cursor indicates the
keyboard position within the text; if you begin typing, the text is entered at the point of the
flashing cursor (see Figure 7.20).

Figure 7.20
You can use normal
editing techniques in
a text box.

To edit text inside a text box, you can use many of the text-editing techniques with which
you are already familiar: For example, you can double-click a word to select it, press the
Delete key to remove characters to the right of the flashing cursor, and press the Backspace
key to remove characters to the left of the flashing cursor.
After you edit the text, click outside the text box.

N OTE
Unlike with the other drawn objects, selecting the interior of the text box does not allow
you to move it. Instead, you are allowed to select formatting options for the entire text
box or edit the text.

Changing the Text Font

The only method for changing the font or font attributes of text in a text box is through the
menu; the formatting options on the Formatting toolbar are deactivated when the text box
is selected. You choose the font or font attributes for the text by selecting the text box and
choosing Format, Font. Then you can choose the font type, color, style, or size desired.
Your selections are applied to all text within the text box. You cannot apply different fonts
or font attributes to individual words or phrases within a text box. Text within a text box is 7
left aligned, and it cannot be centered or right aligned.
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258 Chapter 7 Viewing Your Schedule

Changing the Properties of a Text Box

When you create a text box, it is automatically given a lined border and white background
fill. If you want the text to float freely without lines so that the Gantt chart shows through
the text box, you must choose the None button in both the Line & Fill sections of the
Format Drawing dialog box.

Working with the Calendar View

You will often find it useful to display a project in the familiar monthly calendar format.
After creating a project file by using the other views provided by Microsoft Project, it can be
very helpful to distribute reports showing tasks in the calendar format. Although it isn’t the
most efficient view for designing and creating lengthy or complex projects, you can use the
Calendar view to create simple, short-duration projects.

Understanding the Calendar View

You display the Calendar view by clicking the Calendar button on the View Bar or by
choosing View, Calendar. The standard Calendar view appears (see Figure 7.21). The
Calendar view cannot be displayed in the bottom pane of a split-screen view.

Non-working day
Current month displayed Normal task Next month

Figure 7.21
Most people are
familiar with the
Calendar view format
and can easily use it
to decipher your data.

Milestone

Overflow indicator

Date pop-up Vertical scrollbar

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Working with the Calendar View 259

The Calendar view features a month and year title, and it shows one or more weeks of dates,
with taskbars stretching from their start dates to their finish dates. The default display shows
four weeks at a time and includes bars or lines for all tasks except summary tasks. You can
include summary tasks and you can change many other features of the display by customiz-
ing the Calendar view. Milestone tasks are represented by black taskbars with white text. In
some cases, there isn’t enough room in the calendar to display all the tasks whose schedules
fall on a particular date. When this happens, you see an overflow indicator—a black arrow
with an ellipsis—in the left corner of the date box (refer to Figure 7.21). The overflow indi-
cator indicates that there is more data to see.
You can see all the tasks scheduled for a given date by displaying the Tasks Occurring On
dialog box for that date (see Figure 7.22).

Figure 7.22
All tasks that occur on
a specific date are
shown in a list; you
can double-click any
of the tasks to see
details for that task.

To display the Tasks Occurring On dialog box, double-click the gray band at the top of the
date box or follow these steps:
1. Position the mouse pointer over any portion of the gray band at the top of the date
box. (The day number appears at the right of this gray band in the default calendar
layout.)
2. Right-click to display the shortcut menu for dates.
3. Choose Task List from the shortcut menu. The Tasks Occurring On dialog box appears
for the specific date you pointed to.
4. When the Tasks Occurring On dialog box is displayed, you can double-click a task to
see details for that task on the Task Information dialog box. Click the Cancel button to
close the Task Information dialog box without saving any changes and return to the
Task Occurring On dialog box.
5. After reviewing the list of tasks, click Close to close the Tasks Occurring On dialog box.
7
The Tasks Occurring On dialog box lists all tasks whose schedule dates encompass the date
you selected. The tasks whose bars appear in the calendar have a check mark to the left of
the listing. To increase the number of tasks that appear on the calendar, you can use the
Zoom command (see “Using Zoom,” later in this chapter) or you can make changes in the
calendar format.
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260 Chapter 7 Viewing Your Schedule

The Calendar view, like other views, has a number of shortcut menus and navigation options
such as Go To and Zoom. One approach to learning about this view is to just start right-
clicking different spots on the view. Shortcut menus offer access to the Task Information
dialog box, a list of tasks occurring on specific dates, and formatting options for virtually
every element of the calendar.

Moving Around in the Calendar View

As with other views, your effective use of the Calendar view depends on your ability to move
around and find the information you want to focus on. It’s helpful to know how to change
the display of the calendar to show only selected information.

Scrolling the Calendar

You can use the scrollbars to move forward and backward in time on the calendar. When
you drag the scroll box on the vertical scrollbar, a date indicator pop-up box helps you
locate a specific date (refer to Figure 7.21). The beginning and end points on the scrollbar
are approximately the start and end dates of the project.
You can press Alt+Home and Alt+End to jump to the beginning and ending dates of the
project, respectively. You can also use the Page Up and Page Down keys to scroll through
the display, showing successive weeks in the life of the project.
You scroll through the months of the year with the left- and right-arrow buttons that are to
the right of the month and year title. As you scroll through the months, the beginning of
each successive month appears in the first row of the calendar, no matter how many weeks
are displayed in the view. You can use Alt+up-arrow key and Alt+down-arrow key to scroll,
by months, through the project calendar.

Locating a Specific Task or Date

As on the Gantt Chart view, you can use the Go To command in the Calendar view to move
directly to a specific task ID or date. You can right-click the month and year title or a date
in the calendar and choose Go To from the shortcut menu that appears. You can also choose
Edit, Go To to access this dialog box.

CAUTION
On the default Calendar view, the summary taskbars are not displayed. The Go To
command cannot select tasks that don’t display taskbars in the Calendar view. Therefore,
you can’t go to a summary task. You can use the Format, Bar Styles command to change
the default and have the Calendar view display summary taskbars.

7
➔ To learn more about working with project calendars, see “Formatting the Calendar View,” p. 802.
When a given date has more tasks than can be shown in a Calendar view date box, the cal-
endar shows the first few tasks and indicates that there are more by placing an arrow next to
the date. If you enter an ID in the Go To dialog box for a task whose taskbar is not visible
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Working with the Calendar View 261

on that date, Project selects the task, and its beginning date scrolls into view—but you can’t
see the task or a selection marker to indicate which date is the beginning date.
However, because the task is selected, you can choose the Information button on the toolbar
to view the Task Information dialog box. The task start date is on the General tab. Close the
Task Information dialog box by choosing the Cancel button, and double-click the start date
for the task to see the other tasks scheduled on that date.
Another way to locate tasks is by using the Find command. You can use Find to locate tasks
by their field values, usually by the value in the Name field. As with the Go To command, if
the task you find is not currently displayed in the calendar, you cannot see it, even though it
is selected. A detailed discussion of this feature appears in the section “Using Find to Locate
Tasks,” earlier in this chapter.

N OTE
You must select a taskbar in the Calendar view before you can use the Find command.

Using Zoom
You might want to look at a calendar from different perspectives, backing away at
times to see the big picture (although this has practical size limitations) or zooming in
on the details for a specific week. To change the perspective, you can use choose View,
Zoom or use the Zoom In and Zoom Out buttons on the Standard toolbar. Each click on
one of these buttons displays one, two, four, or six weeks, in ascending or descending order,
depending on the button you use.
The calendar in Figure 7.23, for example, is zoomed in to a two-week view to get a good
understanding of the tasks that have activity during that time.
Choose View, Zoom to display the Zoom dialog box (refer to Figure 7.23). You can also
right-click an empty spot on the calendar and choose Zoom from the shortcut menu that
appears. You have more options in the Zoom dialog box than the toolbar options allow. You
can zoom to a custom level, specified in weeks, or you can designate a from date and a to
date.
Using the Zoom command on the Calendar view has no effect on the printed Calendar
view; only the screen display is affected.
➔ For more information about using the Page Setup dialog box to control the printing of calendars, see
Chapter 13, “Printing Views and Reports,” p. 489.

Using Filters to Clarify the Calendar View

7
When a project has many overlapping tasks, the Calendar view can quickly become very clut-
tered and difficult to read. As previously discussed, you can zoom in to see more detail, but
you can also use filters to narrow the list of tasks that display at one time. A filter limits the
display of tasks to just those that match the criteria defined in the filter. For example, you can
have Project display only the critical tasks in the project by applying the Critical filter.
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262 Chapter 7 Viewing Your Schedule

Zoom In button
Filter command drop-down list Zoom Out button

Figure 7.23
You can click the
Zoom In button to
display fewer weeks
and more tasks per
day or open the
Format, Zoom dialog
box for more options.

Format Zoom
dialog box

Two-week display

To apply a filter to a Calendar view, do one of the following:

■ Click the Filter button on the Formatting toolbar, and then select
from the available filters on the drop-down list.
■ Choose Project, Filtered For and choose from the predefined filters.
■ If you want to highlight a particular category of tasks, choose Project, Filtered For,
More Filters. Select the filter you want to apply and then choose the Highlight button.

➔ To learn more detailed information about filters, see “Filtering the Task or Resource List,” p. 472.

Editing a Project in the Calendar View

As mentioned in the section “Working with the Calendar View” earlier in this chapter, it
isn’t recommended to use the Calendar view to create a complex project. After the project is
created, this view is most useful for reviewing and printing tasks and the time frames in
which they occur. However, you can use this view to edit task data. This section describes
7 techniques for viewing and modifying task information.

Viewing Task Details in the Calendar View

The display of individual task information is minimized in the Calendar view. You can view
and edit details about a task by selecting the task and opening the Task Information dialog
box. Alternatively, you can use the Calendar view as the top part of a dual-pane view.
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Working with the Calendar View 263

You can open the Task Information dialog box for a task in the Calendar view in several
ways. Use either of the methods listed here for tasks that display taskbars:
■ Double-click the taskbar to both select the task and display the Task Information dialog
box.
■ Right-click the taskbar. This selects the task and displays the shortcut menu. Choose
Task Information or choose Task Notes to go directly to the Notes tab of the Task
Information dialog box.

If the taskbar is not displayed, you must first select the task by using the Go To command or
the Find command, as described in the earlier section “Locating a Specific Task or Date.”
After you select the task, you can use one of the following methods to display the Task
Information dialog box:
■ Choose Project, Task Information. (Choose Project, Task Notes if you want to go
directly to the Notes tab of the Task Information dialog box.)
■ Choose the Information button on the Standard toolbar to view the General tab
of the Task Information dialog box. (Choose the Task Notes button if you want to
go directly to the Notes tab.)
■ Press Shift+F2.

Another way to view task details is to use a combination view in which you display the
Calendar view in the top pane with another view in the bottom pane. You can split the view
window into two panes, either by choosing Window, Split or by right-clicking anywhere in
the calendar except on a task to open the shortcut menu and then choosing Split. When you
choose the Split command, Project puts the Task Form view in the bottom pane by default.
With the Task Form view active, choose Format, Details, Notes to see any notes entered for
the selected task.
You can replace the Task Form view with any view you want, although displaying the
Network Diagram view in the bottom pane is not particularly useful. When a specific task is
selected in the Calendar view, only the node for the selected task appears in the bottom
pane. If you display the Relationship Diagram view in the bottom pane, it illustrates task
dependencies for the task that is selected in the Calendar view in the top pane. The best
view choices for the bottom pane are Task Form, Task Details Form, and Task Usage.

Inserting Tasks in Calendar View

Although it’s easy to create tasks in the Calendar view, you might not want to use the
Calendar view in this manner for two reasons:
7
■ With the Gantt Chart view, as well as other views, you can insert a new task in the mid-
dle of the project and near other tasks to which the new task is related; the task is given
an ID number where it is inserted. When creating a task in Calendar view, however, it
is always given the next highest ID number in the project, regardless of where the task
is inserted. If you view the new task in Gantt Chart view (or any view that has a table),
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264 Chapter 7 Viewing Your Schedule

the task is at the bottom of the list—even if its dates fall in the middle of the project or
you link it to tasks in the middle of the task list.
■ The task you create in Calendar view is often automatically given a date constraint. You
would want to remove the constraint as soon as you create a task in the Calendar view.
To remove the constraint, set the constraint type to As Soon As Possible in the
Advanced tab of the Task Information dialog box.

CAUTION
Adding tasks to a project in Calendar view can result in task constraints that, unless
removed, needlessly produce scheduling conflicts.

Whether tasks created in the Calendar view are constrained depends on whether you
selected a task or a date when you created the new task:
■ If you select a task and then insert the new task by using the Insert menu or the Insert
key, the new task is not constrained (its constraint type is As Soon As Possible).
■ If you select a date when you create the new task, or if you create the task by dragging
with the mouse (which automatically selects the date where you start dragging), the
new task is constrained.

If the task is constrained when you create it, the constraint type depends on whether you
schedule the project from a fixed start date or a fixed finish date. If you create the task by
dragging with the mouse, the constraint type also depends on the direction you drag the
mouse: from start to finish or from finish to start. Remember to check the constraint type
of any task you create in the Calendar view (following the steps that are outlined below) and
change it appropriately.
To insert a task in the Calendar view, follow these steps:
1. Select the date for the start of the task if you want the start date constrained. Another
option is to select any task, if you do not want the new task to be constrained; the task
will be added to the end of the project.
2. Choose Insert, New Task. You can also simply press the Insert key. Project inserts a
new, untitled task in the project, with a default duration of one day (estimated). Because
the task has no name yet, its taskbar displays only the task’s duration. If there is no
room to display the bar for the new task, it seems to disappear, but the new task is in
fact selected.
3. Choose Project, Task Information (or choose the Information button on the Standard
7 toolbar) to open the Task Information dialog box.
4. Provide a name and any other information for the task. For example, you probably
need to enter the duration. You might also want to choose the Notes tab and type com-
ments about the task.
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Working with the Network Diagram View 265

5. Because most tasks created in Calendar view are automatically given a date constraint,
you should choose the Advanced tab and change the entry in the Constrain Task Type
field as appropriate.
6. Click OK to close the dialog box.

As an alternative, you can insert a task with the mouse. First, scroll the calendar until you
see the start date (or finish date) for the task. Drag the mouse from the start date to the fin-
ish date for the task (or from the finish date to the start date). Click the Information button
on the Standard toolbar to display the Task Information dialog box, and then supply the task
name and any other information you want to specify. Then choose the Advanced tab and
correct the Constrain Task Type as appropriate.

Deleting Tasks in the Calendar View

The Delete key behaves differently in the Calendar view than it does in the Gantt Chart
view. In Project 2003, pressing Delete on the Gantt Chart view merely clears the contents of
the selected cell. But in the Calendar view, pressing Delete removes the entire task. To
delete a task, you simply select it and choose Edit, Delete Task or press the Delete key. If
the taskbar is not displayed, you must use the Go To command or the Find command to
select it. (See the section “Locating a Specific Task or Date,” earlier in this chapter.)

N OTE
If you accidentally delete a task when you didn’t mean to, you can use the Undo feature
to get it back. Click the Undo button; choose Edit, Undo; or press Ctrl+Z. You must do
this right away, though, because Undo can undo only your last action.

Creating Links Between Tasks in the Calendar View

There are several ways to create task dependency links in Calendar view. One method is to
select the tasks you want to link, using the Ctrl key to add tasks to the selection. Then
choose the Link Tasks button on the Standard toolbar. You can also use the mouse. Simply
click the center of the taskbar for the task that will be the predecessor task, hold down the
mouse button, and drag down to the intended successor task. The mouse pointer changes
into a chain-links symbol and a pop-up box indicates the creation of a Finish-to-Start rela-
tionship between the two tasks.
To change to a different kind of relationship or to add lag or lead time, display the Task
Information dialog box for the dependent (successor) task and choose the Predecessors tab.
➔ To learn more about linking tasks, see “Understanding Dependency Links,” p. 177.
7

Working with the Network Diagram View

Another view that is useful for examining a project is the Network Diagram view. The dia-
gram is a graphic display of tasks in a project, in which each task is represented by a small
box, or node (see Figure 7.24). Lines connect the nodes to show task dependencies. Instead
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266 Chapter 7 Viewing Your Schedule

of developing a plan in a Gantt Chart view, you can use the Network Diagram view to enter
a task list and create a project schedule.
The Network Diagram view is most useful for an overall view of how the process or flow of
task details fit together. Some project managers print the diagram on a plotter and post the
printout for team members to view. Project progress is easy to see because diagram boxes
are marked as being in progress or complete.

Critical summary task

Selected task Critical milestone

Figure 7.24
The Network Diagram
view focuses on the
links between tasks;
you can use it as a
road map for the flow
of work in a project.

Task Linking line

Expanded summary
task

Noncritical summary task

Collapsed summary task

Understanding the Network Diagram View

The Network Diagram view shows a flowchart view of a project. The view reveals informa-
tion about an individual task, as well as information about the task’s place in the flow of
activity. Figure 7.24 shows the default Network Diagram view of the New Product project.
In this figure, Design Phase is the currently selected task. The default format for most
nodes displays six fields: the task name, task ID, duration, start, finish, and either % com-
7 plete or the resources assigned to the task.
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Working with the Network Diagram View 267

N OTE
You can select other fields to display in the node; in fact, there is a great deal of flexibility
in the customization you can perform on these nodes. You can remove one of the
default fields, add fields, or substitute a field that is more useful to you. You can even
design your own node templates that display primarily cost or work information in the
nodes, thus designing your own custom network diagrams, which display the informa-
tion in which you are most interested.

➔ To learn more about customizing the Network Diagram nodes, see “Formatting the Network Diagram
View,” p. 807.
Each node represents a task, which is connected to predecessors and successors by linking
lines. In the default layout of the diagram, dependent (successor) tasks are always placed to
the right of or beneath predecessors. Different border styles or colors distinguish summary
tasks, critical tasks, and milestones. Summary tasks are above and to the left of subordinate
tasks.
Table 7.2 describes a few of the most common task types and the node borders that are dis-
played in Figure 7.24.

Table 7.2 Task Types and Network Diagram Node Descriptions

Type of Tasks Node Shape and Color
Noncritical Summary Tasks Parallelogram with a thin blue border and aqua background.
Critical Summary Tasks Parallelogram with a thick red border and white background.
Noncritical Milestones Hexagon with a thin blue border and aqua background.
Critical Milestones Hexagon with a thick red border and white background.
Noncritical Normal Tasks Rectangle with a thin blue border and aqua background.

Critical Normal Tasks Rectangle with thick red border and white background.

To view the network diagram, click the Network Diagram button in the View bar or choose
View, Network Diagram. You cannot display the Network Diagram view in the bottom pane
in a split screen.

Zooming the Network Diagram View

In the network diagram in Figure 7.24, each node is large enough to read the field data eas-
ily. If you want to get an overview of the links among more tasks, you can zoom out on the
view to show more tasks. Figure 7.25 shows the same task, Design Phase, that is selected in
7
Figure 7.24. When the view is zoomed out, you get a better feel for how that task fits into
the overall project, but the individual node contents might be hard to read.
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268 Chapter 7 Viewing Your Schedule

Active task Critical Milestone Critical task Noncritical Milestone

Figure 7.25
The default layout has
the main summary
tasks appearing on
the far-left side of the
network diagram,
with the sequence of
tasks associated with
each summary flow-
ing out to the right.

Critical Summary
task

Noncritical Summary task Noncritical task

TIP
To view the contents of a node on a compressed network diagram, hover over the node
with the mouse. The field contents expand temporarily for easier viewing.

You can zoom out to view more tasks by using the Zoom Out button on the Standard
toolbar. You can zoom in to see the task details by using the Zoom In button. The
Zoom In and Zoom Out buttons increment and decrement the zoom percentage by using
the preset percentages 25%, 50%, 75%, 100%, and 200%. Each time you click one of the
Zoom buttons, the percentage increases or decreases according to the preset percentages.
The normal magnification is set to 100%. The supported zoom range, however, is from
25% to a maximum of 400%. You get more options for zooming when you open the View,
Zoom dialog box. This is the same dialog box used to rescale other views. To change the
zoom percentage, select one of the percentage buttons or fill in the Custom text box with a
value between 25% and 400%. Select the Entire Project button to select the percentage
(between 25% and 400%) that fits the entire project in the window. If the entire project
cannot be displayed in one screen at the lowest zoom number, 25%, the Zoom command
7 displays a warning. Click OK to close the alert, then enter a valid zoom percentage.
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Working with the Network Diagram View 269

N OTE
Using the Zoom command affects only the screen view in the Network Diagram view. It
does not affect how much of the chart is printed.

Outlining in the Network Diagram View

In the Network Diagram view, you can collapse and expand the summary task nodes as you
would in the Gantt Chart view. The summary task boxes are parallelogram shapes. The out-
line buttons, which are initially minus signs, appear just above these boxes (refer to Figure
7.24). Clicking an outline button collapses or hides the tasks under a summary task. The
outline button then becomes a plus sign.

Scrolling and Selecting in the Network Diagram View

You can use the horizontal and vertical scrollbars or the movement keys (the arrow keys,
Page Up, Page Down, Home, and End) to scan through the Network Diagram view.
However, the rules for moving through the diagram are quite different from the rules for
navigating in other views.
Scrolling does not change the currently selected node. After you scroll, you probably cannot
see the selected node, although the selected field in that node still displays in the Entry bar.
To put the selected node back in the screen where you can see it, press the Edit key (F2) as
though you plan to change the selected node. To cancel the editing, press the Esc key. To
select one of the visible nodes after scrolling, just click the node.
You use the selection keys to move around the Network Diagram, selecting different nodes
as you go. The rules that the selection keys follow in selecting the next node are not appar-
ent. Here’s what these keys do:
■ Right-arrow key—Selects nodes to the right, until there are no more nodes directly to
the right; then selects the next node down and to the right and continues to the right.
■ Down-arrow key—Selects nodes directly below, until there are no more nodes; then
select the next node that is down and to the right and continues down.
■ Left-arrow key—Selects nodes to the left, until no more nodes lie directly to the left;
then selects the next node up and to the left and continues to the left.
■ Up-arrow key—Selects nodes directly above, until there are no more nodes; then
selects the next node above and to the left and continues up.

The rest of the selection keys behave as they do in other applications, such as Excel; here’s
what the other selection keys do:
7
■ Page Down—Displays a screen’s worth of data down from the group of tasks you are
viewing.
■ End—Selects and displays the last task in the project.
■ Page Up—Displays a screen’s worth of data up from the group of tasks you are viewing.
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270 Chapter 7 Viewing Your Schedule

■ Home—Selects and displays the first task in the project.

■ Ctrl+Page Down—Scrolls a screen’s worth of data to the right.
■ Ctrl+Page Up—Scrolls a screen’s worth of data to the left.
■ Ctrl+End—Makes the first box in the last horizontal row of boxes the active task.
■ Ctrl+Home—Makes the first task in the Network Diagram view the active task—that
is, the first box in the first horizontal row of boxes.

Editing a Project in the Network Diagram View

Some people prefer to use the Network Diagram view to create and edit project tasks. You
can use the Network Diagram view to change task data, add and delete tasks, and create and
modify task links.

Changing Task Data in the Network Diagram View

To change the field data displayed in a node, you must first select the task and cell to edit by
clicking the mouse pointer on the node or by using the selection keys. When you click to
select a task, you also select the field at which the mouse was pointing. If necessary, you can
select another field by using the Tab and Shift+Tab keys or by clicking the field.
If you want to change data in fields that don’t appear in the node (such as constraints or
fixed duration), you must use the Task Information dialog box. Select the node you want to
edit and click the Task Information button on the Standard toolbar, or choose Project, Task
Information to display the Task Information dialog box. Then select the tab in the Task
Information dialog box where you want to make changes. Click the OK button to apply the
changes.

TIP
You can also double-click inside the node to display the Task Information dialog box.
Double-clicking the border of a node takes you to a formatting dialog box.

Adding Tasks in the Network Diagram View

You can add tasks directly to a project in the Network Diagram view. Project inserts a task
you add in the Network Diagram view just after the currently selected task. Three methods
for adding new tasks in this view are discussed in this section.
When you insert a task in the Network Diagram view, the ID number assigned to that task
is the number that immediately follows the task that was selected when you inserted the
7 new task. In other words, if there are 20 tasks in the project and Task 4 was selected, the
newly inserted task would be Task 5 and the subsequent tasks would automatically be
renumbered. This behavior is different from behavior in the Gantt Chart view, where the
selected task is also renumbered. Using the Gantt Chart view, if Task 4 were selected when
a task was inserted, the newly inserted task would become Task 4.
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Working with the Network Diagram View 271

In Figure 7.26, Task 7 (Create Business Plan) was selected before the new task was inserted.
The new task is numbered Task 8 (notice that it does not have a task name) and the task that
was formerly Task 8 (Present to Current Investors) is now Task 9.

Figure 7.26
You insert a new task
by selecting the task
that is to precede it
and pressing the
Insert key.

One method for adding a new task is to simply select the task you want the new task to fol-
low, and then choose Insert, New Task (or press the Insert key) to insert a blank node to the
right of the selected task. After you have inserted the new task, enter a new name for the
new task. Tab to the Duration field and estimate the duration. Do not enter the start or fin-
ish date unless you want the task constrained to one of those dates.
A second method for adding tasks in the Network Diagram view is to simply drag the
mouse from a task box out into an open space on the diagram. When you release the
mouse, a new task is created, and it is automatically linked in the default Finish-to-Start
relationship to the task you dragged from.
There is a third method for creating a new task node. You can drag the mouse pointer in an
empty area of the diagram to form a rectangle (see Figure 7.27). The ID number of the new
task is still one greater than the currently selected task. In Figure 7.27, Task 3 (Prototype
Design) is selected; therefore, the new task will be Task 4. It’s important for you to note that
the default layout settings for the Network Diagram view are set to automatically position
boxes when they are added to the view. In other words, where you draw the node might not 7
be exactly where it will end up. If you want Microsoft Project to keep the boxes in the exact
position in which you draw them, you need to open the Layout dialog box (by selecting
Format, Layout) and change the Layout Mode setting to Allow Manual Box Positioning.
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272 Chapter 7 Viewing Your Schedule

New task will be created here and have an ID

Starting task is selected number one higher than the selected task

Figure 7.27
You can drag the
mouse to create a
rectangle in the posi-
tion you want the
new task to occupy.

N OTE
Automatic linking of tasks is not enabled while you add a task in the Network Diagram
view by drawing a rectangle in an open space.

Deleting Tasks in the Network Diagram View

To delete a task while displaying the Network Diagram view, select any cell in the task node
and choose Edit, Delete Task or press the Delete key. This is not the same Delete key
behavior as on the Gantt Chart view in Project 2003. Pressing Delete in the Network
Diagram view still removes the entire task from the project.
If you delete a task in the middle of a linked chain of tasks, Project automatically extends the
link to maintain an unbroken sequence of tasks.

Linking Tasks in the Network Diagram View

You can create task links in the Network Diagram view by dragging the mouse from the
predecessor task to the successor task. Make sure you start in the middle of the predecessor
7 task node. Dragging the border of a task node merely repositions the node. The task rela-
tionship is Finish-to-Start, with no lead or lag. Just as in the Gantt Chart view, if you want
to delete or modify the task link, you can double-click the line that links the two tasks to
activate the Task Dependency dialog box, where you can redefine the task relationship.
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Working with the Network Diagram View 273

You can also modify the task-linking relationships in the successor’s Task Information dialog
box. Double-click the successor task’s node to open the dialog box. Then, make changes or
deletions on the Predecessors tab.

Rearranging Task Nodes in the Network Diagram View

You can change the layout of the Network Diagram view nodes by accessing the Layout
dialog box, in which you can customize the layout of the task nodes. To display the Layout
dialog box (see Figure 7.28), choose Format, Layout.

Figure 7.28
The Layout dialog box
contains all the for-
matting options for
the task boxes in the
Network Diagram
view.

TIP
You might find it useful to zoom out so you can see an overview as you redesign the lay-
out of the Network Diagram view.

To drag nodes on the Network Diagram view and have Project maintain the new positions,
the automatic layout feature must be turned off. At the top of the Layout dialog box,
change the Layout Mode setting to Allow Manual Box Positioning.
You can select and move multiple task nodes by drawing a selection box around them. This
is sometimes called lassoing the items to be selected. Say you have a rectangle that encloses
only the nodes you want to select. Move the mouse pointer to one of the corners of this 7
imaginary rectangle. Hold down the mouse button and drag the mouse pointer diagonally
to the opposite corner of the imaginary rectangle, creating the rectangle. All task nodes that
fall even partly in the area of the rectangle are selected.
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274 Chapter 7 Viewing Your Schedule

TIP
There is a quick way to select all the subtasks under a summary task. Press the Shift key
as you select a task, and Project selects that task plus all its dependent (successor) tasks.

The Layout dialog box contains an extensive set of options for formatting the Network
Diagram view.
➔ For a detailed discussion of the options for displaying the Network Diagram view, see “Controlling the
Network Diagram Layout,” p. 811.

Troubleshooting
Attaching to a Taskbar
My drawing won’t stay with the taskbar I want it associated with. What should I do?
Choose Format, Drawing, Properties to attach the drawing to the task instead of to a date
on the timeline.

Missing Taskbar
The taskbars are hidden by the drawing and I can’t see them. What should I do?
You need to select the drawing and use the shortcut menu to move the drawing back to a
lower drawing layer. This will draw the object behind the taskbars.
If an object seems to disappear after you attach it to a taskbar, open the Format Drawing
dialog box again and change the horizontal and vertical offset values to zero. Then the
object appears right next to the taskbar, and you can reposition it with the mouse.

Linking Lines and the Task Dependency Box

If I double-click a linking line in the Network Diagram view, the Task Dependency dialog box
doesn’t display the relationship between the two tasks I’m interested in. What should I do?
Linking lines in the Network Diagram view (and also the Gantt Chart view) are sometimes
drawn on top of other linking connections, which makes it hard to pinpoint the pair of tasks
you want. Your best bet is to open the Task Information dialog box for the successor task in
the pair. Then you can make changes to the linking relationship on the Predecessors tab of
the dialog box.
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PART
III
Assigning Resources and Costs

8 Defining Resources and Costs 277

9 Understanding Resource Scheduling 321

10 Assigning Resources and Costs to Tasks 359

11 Resolving Resource Assignment Problems 401

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CHAPTER
8
Defining Resources and Costs

In this chapter
Understanding How Project Uses Resources and Costs 278
Understanding Resources and Costs 279
Defining the Resource Pool 286
Using the Resource Fields 292
Setting the Automatically Add New Resources and Tasks Option 308
Sorting Resources 310
Grouping Resources 314
Filtering Resources 315
Troubleshooting 318
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278 Chapter 8 Defining Resources and Costs

Understanding How Project Uses Resources

8
and Costs
This chapter focuses on resources and costs—understanding what resources are, how to cre-
ate a resource pool, and how resource costs are calculated in Microsoft Project. You will
learn how to define resources and their costs and how to define costs that are not associated
with a particular resource. With this foundation, you will then be ready in ensuing chapters
to assign resources and costs to tasks, modify those assignments, and resolve conflicts that
arise with overallocated resources.
Although you can create a schedule in Microsoft Project without assigning resources to the
tasks, such a schedule is based on the assumption that you will have all the necessary
resources on hand whenever you need them—and that assumption is rarely realistic. People
take vacations, have sick leave, or have unique work schedules. Machinery and equipment
need downtime for maintenance. Employees leave the organization and new ones arrive.
New facilities are not ready for occupancy until midway through a project. All these are
examples of situations in which a resource that is necessary to complete a task might not be
available when Project schedules the task. You can make a project schedule more realistic by
defining and assigning resources to tasks. At the very least, you should assign to each task
the name of the person who is responsible for seeing it through to completion.
There are several major benefits of including resources in a project file:
■ If you provide the working time information for each resource, Project automatically
schedules tasks only during those times.
■ After you assign resources to all the tasks, Project can help you see how many units of
each resource you will need to complete the project.
■ Every project manager needs to know how much the project will cost. If you include
the cost information for each resource, Project automatically calculates the cost of each
resource assignment to individual tasks, and sums those costs to show the total cost of
each task and the overall cost of the project. You can use these cost calculations in esti-
mating the budget for the project.

You can define a comprehensive list of resources at the outset, including resource cost rates
and availability information. Later, you will assign these resources to tasks. Alternatively, you
can define the resources as you create the tasks, while you are thinking about how the work
will be done. When you assign new resource names to a task, Project adds these names to
the list of resources (see Figure 8.1). If you create resources on-the-fly, you must remember
to go back later and enter the resource cost rates and availability information.
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Understanding Resources and Costs 279

Units available for assignment

Unit label for material resources
Type of resource Group keywords for
List of resource names sorting and filtering Cost per use
8

Figure 8.1
The list of resources
includes information
about the availability
and cost of using the
resources.

N OTE
The Automatically Add New Resources and Tasks option (which is available on the
General tab of the Options dialog box) determines how Project treats undefined resources
that you assign to tasks. See the section “Setting the Automatically Add New Resources
and Tasks Option,” later in this chapter, to learn about the hazards of using this option.

Understanding Resources and Costs

The most important resources for a project are the people who do the work, but you also
have to provide those people with the facilities in which to do the work and the equipment
and materials they need to do their jobs. The cost of a project is usually based on the sum
cost of all the resources needed to complete each task.

Defining Resources
The term resource refers to the people and assets that must be assigned to work on a task
until it is completed. Resources include workers, supervisors, managers, the plant and equip-
ment, facilities, supplies, and materials. You might also choose to assign as resources people
who don’t actually work on the task or whose work you do not need to measure (such as
outside contractors or vendors), but whose name you want associated with the task. The list
of resources available for work on a project is known as the resource pool.
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280 Chapter 8 Defining Resources and Costs

Resources that are necessary to complete activities within a project typically fall into three categories.
People are the most common resource category tracked and are usually listed one of three ways. The first way
8 is by name; the second way is by type, which can be listed in the pool as a skill set; and the third way is by out-
sourced vendor, providing an indication of accountability or responsibility for the task.
The next most common category of resources tracked is equipment. Sometimes use of a truck, crane, or com-
puter might be necessary to complete work within a project. Often, use of a facility, such as a training room or
testing lab, falls into this category of resource.
Finally, materials and supplies comprise the third category of resources that is often closely monitored.

Defining the Work and Material Resource Types

Microsoft Project distinguishes two resource types: work resources and material resources.
Work resources contribute their time and effort (that is, their work) to a task during the time
they’re scheduled to work on a task, but when the task is completed, they have not been
consumed by the task and they have future time that they can devote to other tasks. People,
facilities, and equipment are examples of work resources. Material resources, on the other
hand, are consumed or used up when they are assigned to a task and are no longer available
to be assigned to other tasks. Lumber, concrete, and camera film are examples of material
resources. Chapter 9, “Understanding Resource Scheduling,” explains the way Project han-
dles resource availability and costs for both of these resource types.

Defining Single and Grouped Resources

Some resources that you add to a resource list represent individual people or assets. You can
use a person’s name, for example, as a resource name, and you can name a single piece of
equipment, a facility, or a raw material as a resource. If you outsource a task to a vendor who
is totally responsible for the task, you could name the vendor as a resource name (even
though there might be many individuals on the team who actually work on the task).
You can also define a group resource (what Microsoft Project sometimes calls consolidated
resources) to represent multiple identical or interchangeable resources. These could be indi-
vidual people with identical skills or multiple pieces of identical equipment. For example,
you might define a group of five electricians as the Electricians resource and a set of four
forklifts as the Forklifts resource. With a consolidated resource, you are not concerned (in
your project plan) with which individual resource is assigned to a given task. You let the
manager in charge choose the individuals to do the work.

CAUTION
All the individuals in a consolidated resource must share a common cost rate and must
be scheduled by a single resource calendar that is defined for the group. You cannot
assign unique cost rates to individual members of a consolidated resource, and you can-
not recognize individual vacation days or other nonworking times for the individuals.
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Understanding Resources and Costs 281

Defining Generic and Placeholder Resources

When multiple individual resources share a certain skill set or capacity, and you haven’t
decided which specific individual to assign to a specific task, it’s useful to create a generic 8
resource to represent that specific pool of talent. For instance, if you have a staff of 20 engi-
neers and are planning a new project, you could create a resource called Engineers as a
generic resource and assign the Engineers resource to the individual tasks. Later you can
substitute the names of specific engineers in the task assignments. This method has the
advantage of letting you calculate how many engineers you will need on the project without
committing individuals to specific tasks. You will see in the section “Grouping Resources,”
later in this chapter, how you can aggregate the assignments for a generic resource such as
Engineers with the assignments for individual engineers to calculate the total usage of engi-
neers in the project.

N OTE
Using generic resources to forecast resource needs is especially important when many
project managers share a common resource pool. When contemplating a new project,
you should add a draft of the project to see exactly what impact it will have on resource
needs.

➔ If you use the Professional edition of Project 2003, you can automatically optimize the substitution of
resources with similar skill-sets. Identifying generic resources is key to that process. See “Using the
Resource Substitution Wizard,” p. 1110.

Defining Costs
Project stores and calculates a number of measures of cost. It is important that you under-
stand what the different terms mean so that you can provide the required information that
will enable accurate cost calculations.

Resource Costs, Fixed Costs, and Total Costs

Most of the costs of a project are due to the cost of using resources to complete the project,
and these costs are called resource costs. The cost of each work resource assigned to a task is
generally based on the hours of work or effort associated with the assignment and the
hourly cost of using the resource. If a task’s duration changes, then its hours of assigned
work and the cost of the resource assignment will change as well. Therefore, Project adjusts
costs as you revise a project schedule. For material resources, the cost is based on the cost of
each unit of the material and the number of units assigned to the task.
If there are costs that are not specifically related to any one named resource, you can attach
the amounts of those costs directly to the task. These costs are called fixed costs.
The sum of the resource costs and fixed costs is called total cost.
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282 Chapter 8 Defining Resources and Costs

Resource Cost Calculations

When you assign a work resource to a task, Project calculates the cost of the task by multi-
plying the cost rate per unit time for the resource by the amount of time the resource
8
spends on the task. Thus, if a work resource costs $10 per hour and it spends two hours on a
task assignment, Project calculates $20 as the cost of that assignment. If you assign multiple
resource names to a task, the sum of all the individual resource assignment costs is totaled as
the resource cost of the task.
Material resource costs, on the other hand, are based solely on the number of units con-
sumed or used up by the task, and are only indirectly, if at all, based on the duration of the
task. If the material resource goes directly into the output of the task, like lumber goes into
framing a house, then the duration of the task has no effect on the number of units of mate-
rial required for the task. The material cost is simply the number of units of the resource
(the board feet of lumber) multiplied by the per-unit cost of the resource (the cost per board
foot of lumber).
If the material resource is consumed by a work resource, like diesel fuel is consumed by a
bulldozer, the number of units consumed can be affected by the duration of the task. The
longer the task, the more hours of work required from the work resource (the bulldozers)
and therefore the more material resource (the fuel) that is needed. Using the bulldozer as an
example, the material cost is calculated by multiplying the number of units consumed per
unit of time (that is, the gallons of fuel per hour) by the cost per unit (that is, the cost per
gallon).

Fixed Costs
If there are costs that are incurred in completing a task but you don’t want to define a
resource to associate the cost with, you can treat the cost as what Project calls a fixed cost.
The legal fees associated with a contract or construction permit fees could be treated as
fixed costs. But if you want to keep track of the legal fees or permit fees, you should create
an appropriately named resource and assign it to the task. A fixed cost is entered in the task
table as a lump-sum amount.

TIP
You should always document the reasons for the fixed cost and how the amount is deter-
mined in the task Notes field. This is especially important in the event that you hand the
project over to someone else to manage.

➔ To learn the steps you take to actually assign fixed costs to tasks, see “Assigning Fixed Costs and Fixed
Contract Fees,” p. 396.

Total Cost
Together, the resource costs and the fixed costs add up to the total cost. The field name is
just Cost, but it is titled Total Cost in many views. Figure 8.2 shows how assignment costs,
fixed cost, and total cost are related. The Gantt Chart view with the Cost table is displayed
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Understanding Resources and Costs 283

in the top pane and the Task Form with the details for Resource Cost is shown in the bot-
tom pane. Note that the column titled Total Cost in the top pane is the total cost for the
task, whereas the column titled Cost in the bottom pane is the cost of the individual
resources assigned to the task.
8

Fixed Cost
Select All button Total Cost (fixed cost plus resource costs)

Figure 8.2
The Cost table dis-
plays Fixed Cost and
Total Cost, with the
difference between
them being the cost
of resources.

Selected task

Resource assignment costs

To display the Cost table, right-click the Select All button and click Cost on the shortcut menu.
In Figure 8.2, the Test Prototype task is selected in the top pane. Its fixed cost and total cost
appear in the top pane, and the details for the assigned resources are shown in the bottom pane.
The cost of the work by Bill Kirk and Scott Adams plus the cost of the lab kits brings the
resource cost to $6,600.00 for the task. There is also a $1,000.00 fixed cost for the task,
which brings the task’s total cost to $7,600.00.

Scheduled Costs, Baseline Costs, Actual Costs, and Cost Variances

The total cost described in the preceding section (that is, the sum of resource and fixed
costs that is displayed in the Cost field) is calculated as part of the current schedule and is
sometimes also called the scheduled cost or the current cost. At the end of the planning stage,
just before you start the actual work on the project, the project schedule contains the final
projections or estimates of what the project should cost (which your budget should reflect).
You must remember to use the Save Baseline command to make a copy of these final cost
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284 Chapter 8 Defining Resources and Costs

estimates in the Baseline Cost field (also called the budgeted costs). You will use the baseline
cost later for benchmark comparisons with actual costs.

8 The scheduled costs will probably change because of revisions in the schedule after work gets
under way. For example, if you find that a task is going to take longer to finish than originally
estimated and you change the duration of the task in the schedule, Project calculates new
scheduled costs because of the additional work that the resources must then complete. But
the baseline costs that you have set aside remain unchanged, as a record of the planned cost.
As work is completed on the project, you should track the progress on a regular basis, mark-
ing tasks as completed or partially complete, and recording the actual duration and actual
work. If the task takes longer than originally scheduled, Project calculates the added costs of
the resources. The cost of work that is completed on a task is accumulated in the Actual
Cost field. (See the next section, “Accrued Costs,” for more information about calculating
actual costs.) Project also automatically copies actual costs to the Cost field. The Baseline
Cost field retains the original planned costs throughout this process. With actual cost
updates added to the Cost field, the scheduled costs now provide a more accurate estimate
of the cost of the completed project.
The difference between the Cost field (scheduled cost) and the Baseline Cost field (planned
or budgeted cost) is called the cost variance and is stored in the Cost Variance field. The Cost
Variance is calculated as Cost minus Baseline Cost. Thus when the variance is a positive
number, the schedule is running over budget.
These additional cost fields are displayed in Figure 8.3, in which the vertical divider bar has
been moved to the right to display more of the Cost table. In the lower pane, the scheduled
cost for the selected task is the column titled Cost and the actual cost is the column titled
Act. Cost.
To illustrate the baseline and actual costs, some actual work has been recorded in Figure 8.3.
Although you don’t see a column in the table for the percentage complete, the Prototype
Design task has been marked as 100% complete, and its actual cost is now the same as its
scheduled and baseline costs, with zero variance. The selected task is Test Prototype and you
can see its details in the bottom pane. Before the initial work on Test Prototype was started,
its estimated duration was increased from 20 days to 22 days—a change that has increased
the scheduled cost of the resources that are assigned to the task. Also, the work on the Test
Prototype task has now been marked as 50% complete.
The increase in the duration of the Test Prototype task in Figure 8.3 has increased the work,
and therefore the Cost entries for the assigned resources in the bottom pane. The total of
the resource costs has risen from $6,600 (the sum of the entries in Figure 8.2) to $7,260 (the
sum in Figure 8.3). Project calculated the Actual Cost entries by taking 50% of each of the
Cost entries. The sum of the Actual Cost amounts for the resources is $3,630. Notice that
this is the same value that is in the Actual column in the top pane. In other words, the
Actual amount includes only resource costs from the bottom pane. Project did not calculate
any part of the Fixed Cost as having been incurred (that is, accrued) at the halfway point in
finishing the task. The following section explains why.
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Understanding Resources and Costs 285

Baseline costs Actual costs

Scheduled costs Cost Variances

Figure 8.3 8
The Cost table dis-
plays the baseline
cost, actual cost, and
cost variance (the dif-
ference between the
scheduled and base-
line costs).

Duration has increased to 22 days Task is 50% complete

Accrued Costs
When you mark a task as partially complete, Project must calculate what part of the sched-
uled cost will be shown as Actual Cost. Until the task is complete, these costs are accrued
costs and the way Project calculates them is governed by the accrual method selected for the
resources and for the task’s fixed cost. By default, if you mark a task as partially complete,
Project prorates the scheduled resource costs. In Figure 8.3, for example, the selected task is
marked 50% complete and Project has applied 50% of the scheduled resource costs to
actual cost. In Figure 8.3, the Fixed Cost Accrual setting for this task is End; Project will
therefore apply all $1,000 of the fixed cost to actual cost only when the task is marked 100%
complete.
You specify the accrual method for determining when resource cost will be recognized as
actual cost when you define the resource. (See the Accrue At column in Figure 8.1.) You can
use one of the following three methods for accruing costs:
■ Prorated—The default accrual method for both material and work resources is the
Prorated method. With this method, Project recognizes a prorated portion of the
scheduled cost as actual cost based on the percentage complete of the duration for the
task.
■ Start—This method recognizes the resource cost at the moment work on the task is
scheduled to start. For example, if the resource must be paid in full up front before it
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286 Chapter 8 Defining Resources and Costs

starts an assignment, you could recognize the full cost as being expended at the start of
the task.
■ End—This method withholds recognition of the cost until the task is completed. For
8
example, if the resource will be paid only if the finished work is satisfactory, you might
withhold recognition of the cost until the task is finished.

Note that the choice of the accrual method is significant only when a task has started but is
not yet complete. All three accrual methods yield the same result after a task is completed.
Thus, only interim cost reports are affected by the accrual method.

N OTE
If you are using timephased cost reporting, the choice of accrual method is important
from a reporting perspective. For example, if you report on a daily basis for the task cost
using the start method, all task cost is reported on the first day of the task. The total cost
for the task is, however, the same with any method when the task is complete.

Defining the Resource Pool

When you first begin working with Microsoft Project, you will probably define a separate
resource pool in each project file. If you have multiple projects that use the same resources,
however, you will soon want to define a resource pool that can be shared by all your pro-
jects. When you use a shared resource pool, Project can show you the total demands being
made on the shared resources from all projects sharing that pool.
➔ To learn more about working with resources across multiple overlapping projects, see “Sharing
Resources Among Projects,” p. 621.

Some users create a project template that contains no tasks but that defines a standard set of resources. When
a new project file is started, the project is created from a copy of this template, which then provides an estab-
lished resource list for their projects.

You can create a resource pool at any time, before or after you define the tasks. You can also
add resources to the pool on-the-fly, by assigning new resources to tasks. By default, Project
automatically adds new names to the resource pool.

N OTE
See the section “Setting the Automatically Add New Resources and Tasks Option,” later in
this chapter, for information about using or not using Project’s default resource creation
setting.

You can type the resource pool information into Project, or you can import resource names
from another application. You can include resources from a spreadsheet, database, Project
Server, company address book, or even from the company directory.
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Defining the Resource pool 287

If you try to copy a list of resources from another application and paste it into Project, you might
encounter some unexpected results. See “Pasting a Resource List from Another Application” in the
“Troubleshooting” section near the end of this chapter for instructions on doing it successfully.

➔ If you use Microsoft Office Project 2003 Professional, you can use the Build Team tool to select the 8
resources for a project. For more information, see “Using the Project Center Build Team,” p. 1036.
You can use several different views and view combinations to create a resource list. The fol-
lowing sections briefly introduce the views and tools you are most likely to use, without
pausing to provide a full explanation of the many fields that are available. The following sec-
tions use those views to show you how to best use the individual fields.

Using the Resource Sheet View

The Resource Sheet view is perhaps the most effective view you can use for manually enter-
ing basic resource information. The Resource Sheet enables you to see many resources on
the screen at once, and it also shows you a number of important fields for each resource (see
Figure 8.4). Indicators notify when there is critical information in other fields. To display
the Resource Sheet view, choose View, Resource Sheet.

Although it might not be obvious, the resources defined within the Resource Sheet view create the resource
pool. This pool details what resources are available to the specific project you are working on or to all the pro-
jects in the case of a shared-resource pool solution. The resource pool does not specifically define which
resources are assigned to tasks, but rather which ones are available to be assigned.

Hyperlink indicator

Figure 8.4
The Resource Sheet
view is the most effi-
cient view for enter-
ing the resource pool.

Overallocation
indicator
Notes indicator
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288 Chapter 8 Defining Resources and Costs

If your video resolution is 800×600 pixels or less, you will not be able to see all the columns
of the Resource Sheet without scrolling to the right. Use the Window, Split command to
display the Resource Form view in the bottom pane (see Figure 8.5), and you see all the
8 fields for the resource that is selected in the top pane.
You can also use the Resource Form view to display and edit the Notes field. To display the
notes in the form, activate the Resource Form view, choose Format, Details, and select
Notes. Figure 8.5 shows the Notes field in the details section of the Resource Form view.

Resource Sheet

Figure 8.5
With the Resource
Form view in the bot-
tom pane, you can
see the Notes field
and other fields that
are off the screen in
the top pane.

Selected resource

Notes for this resource Resource Form

Fields not visible above

To add a resource in the Resource Sheet view, select an empty cell in the Resource Name
column and type in a descriptive name for the resource. Project automatically supplies
default values for a number of fields to the right. Replace the default values or fill in the
blanks for the rest of the fields, using the definitions and instructions in the “Using the
Resource Fields” section, later in this chapter.

Using the Resource Information Dialog Box

Several important resource fields are not available on the Resource Sheet view or the
Resource Form view. The Resource Information dialog box, on the other hand, contains
almost all the important resource definition fields (see Figure 8.6). The additional fields on
the Resource Information dialog box supply information such as the following:
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Defining the Resource pool 289

■ When the resource is normally available for work (General tab)

■ When the normal working times are changed for vacations or other exceptions
(Working Time tab) 8
■ Alternative cost rates to use for different types of work (Costs tab)
■ When different cost rates for the resource will become effective (Costs tab)
■ How to provide electronic communication with the resource (General tab and Details
button)
■ Notes about the resource (Notes tab)
■ Custom fields defined for the resource such as department, division, skills, and so on

Alternative Cost Rate tables and cost increases

Working Time calendar Notes

Figure 8.6
The Resource Custom resource
Information dialog fields
box contains all the
important resource
definition fields on
five tabs.

Availability table

You can use the Resource Information dialog box with the Resource Sheet to complete the
definition of the resource. Enter at least the resource name on the Resource Sheet. Then
use the Resource Information button on the Standard toolbar (or double-click the resource
name) to display the Resource Information dialog box for that resource. Fill in the rest of
the fields, and then click OK to return to the Resource Sheet view.

Using the Assign Resources Dialog Box

If you are using a task view such as the Gantt Chart view, you can add names to the
resource list by using the Assign Resources dialog box (see Figure 8.7), without switching to
the Resource Sheet view. You can also open the Resource Information dialog box from
within the Assign Resources dialog box to modify the rest of the resource fields. To display
the dialog box, click the Assign Resources tool on the Standard toolbar. There are addi-
tional options on the dialog box that you can see if you click the Resource List Options
button.
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290 Chapter 8 Defining Resources and Costs

Show/hide Resource List Options

Figure 8.7
8 The Assign Resources
dialog box lets you
view and modify the
list of resources and
can also be used to
jump to the Resource Add resources from an address
Information dialog box. book or another existing source

Entry box

TIP
The Assign Resources dialog box can be left open on the workspace as you switch
between it and an underlying view. You can open the Assign Resources dialog box only
when the active underlying view is a task view. After it is open, however, you can use it
to create resource names, no matter what the underlying view.

To add resource names with the Assign Resources dialog box, select a blank cell in the
Name column and type the name. The name then appears in the cell and also in the entry
box at the top of the dialog box as you type. Press Enter once, or click the green check mark
next to the entry box to add that name to the resource pool.

CAUTION
Be careful if you are creating the resource name and don’t intend to assign it to the task
that is selected in the underlying view. When you press Enter after typing the name, the
Assign button becomes activated, and pressing Enter again would assign the resource to
the currently selected task.

Alternatively, if you click the Resource List Options button to display more options, you
can use the Add Resources button to copy existing names from various sources. Click Add
Resources and choose the following:
■ Choose From Active Directory to select names from Microsoft Active Directory.
■ Choose From Address Book to select names from your Outlook address book or from
Exchange Server.
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Defining the Resource pool 291

■ If you are using Microsoft Project Professional, choose From Microsoft Project Server
to open the Build Team dialog box to select resources from the Global resource pool.

➔ See “Enterprise Resource Management,” p. 1069, for details about the Global resource pool. 8
If you draw names from an address book or from Project Server, Project automatically
knows how to contact the resource to communicate details about assignments and to request
updates on progress. For example, Figure 8.8 shows the user’s email address book being
used to select contact names to add to the resource list.

Input field for typing the name to find

Resources button

Figure 8.8
You can use your
email address book to
import names and
email addresses into
Project as resources.

Address book
Display Names

Box for building a list of names to add

However you add names to the resource list, you can double-click the name in the Assign
Resources dialog box to view the Resource Information dialog box for that resource and fill
in additional resource definition fields.

Using the Task Form View

The Gantt Chart view with the Task Form view in the bottom pane is one of the popular
views for assigning resources. You can also add resources to the resource pool in that view,
by using the resource details in the lower pane. To add resources in the Task Form view,
follow these steps:
1. Display the Gantt Chart view and then choose Window, Split to display the
Task Form view in the lower pane.
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292 Chapter 8 Defining Resources and Costs

2. If the resource details are not displayed in the Task Form view, click anywhere in the
lower pane to activate it and then choose Format, Details from the menu and select
Resources and Predecessors (see Figure 8.9).
8
3. Select a task in the top pane.
4. Click in the Resource Name column in the Task Form view, where you can select an exist-
ing resource to assign to the task or you can type in the name of a new resource to assign.
In Figure 8.9, Jenny Benson is being typed in as an addition to the resource pool. If you
type in a new name and click the OK button, Project adds the resource to the resource pool
and supplies default values for the assignment Units and Work if you didn’t. Chapter 10,
“Assigning Resources and Costs to Tasks,” discusses how to use the Units and Work fields.
5. Double-click the resource name to display the Resource Information dialog box, where
you can fill in the rest of the fields that define the resource.

Figure 8.9
You can use the
Resource Name col-
umn to enter a new
resource name and to
assign it to a task at
the same time.

Enter new resource

name here

Assignment fields

➔ For a full discussion of the assignment fields, see “Understanding the Resource Assignment Fields,”
p. 324.

Using the Resource Fields

As stated earlier in this chapter, the best view for typing and reviewing the list of resources
is the Resource Sheet view. You can use it in combination with the Resource Information
dialog box to enter all the important fields of information that define a resource. The
Resource Sheet view and Resource Information dialog box are shown in Figure 8.10.
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Using the Resource Fields 293

Selected Resource name

Hyperlink indicator

Figure 8.10 8
The Resource
Information view is
the primary data-
entry view for
defining resources.

Overallocation
indicator

Notes indicator

When you define a resource, you should provide a resource name and information about the
availability and cost of the resource. The fields that are commonly used in defining
resources are listed in the following sections. The order of these sections is based mainly on
the order of the columns in the Resource Sheet view and on the related fields in the
Resource Information dialog box.

ID
The row numbers on the Resource Sheet view are the ID numbers for the resources. As
with task ID numbers, you cannot edit this field, but if you move a resource on the list, it
automatically acquires the ID number for the row number you move it to. The ID number
does not appear in the Resource Information dialog box.

Indicators
The Indicator field displays icons that show the status of critical fields that might not nor-
mally be displayed. For example, the Overallocation indicators in Figure 8.10 mean that
those resources have been overallocated at some point in the project (that is, they have been
assigned to work on two different tasks at the same time). The Note indicators show that
there is text in the Notes field for those resources. The Hyperlink indicator indicates a
hyperlink associating the resource with a Web site or a document file. Indicators only
appear on resource table views such as the Resource Sheet view.
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294 Chapter 8 Defining Resources and Costs

Name
You use the Resource Name field to provide a descriptive name for a resource. The name
8 can contain any characters except the Windows separator character (which is, by default, the
comma in the United States) and the square brackets ([ ]). Resource names can be up to 255
characters long. The resource name can be a specific name, such as Anita Salinas, or it can
describe a group of resources, such as Electricians.

CAUTION
If you add a resource name that is a duplicate of another name in the list, Project accepts
it and does not warn you that you have duplicate names. However, if you assign a non-
unique resource name to a task, Project uses the first resource it finds with that name in
the resource list. You must take care to avoid duplicate resource names.

In any organization, it is wise to come up with a standard naming convention for resources. Whether you are
using Project Professional with Project Server or Project Standard standalone, reporting and sharing will be
easier with a standard convention for naming resources. Two approaches are commonly used: full first name
space full last name, and full last name space full first name. The format last comma first is not allowed in
many language versions because Project uses the comma list separator in the resource names field when
assigning multiple resources to a task.

Type
As stated previously, Project distinguishes between work resources—resources that contribute
their work to tasks but are not consumed in the process—and material resources—resources
that are consumed by their assignments. The cost of the work resources is based on the
number of hours they work on a task and the hourly cost for the resource. The cost of the
material resources is based on the cost of a unit of the resource and how many units are
consumed. The default resource type is Work, but you can use the drop-down arrow in the
Type field to select either Work or Material.
Work resources units can be formatted as percentage (the default) or decimal values.
Material resources are formatted only as decimal values.

CAUTION
When you assign a resource to a task, its type determines how the assignment affects the
schedule for the task. If it is a work resource, the resource calendar determines when
work can take place; if it is a material resource, there is no resource calendar to consider.
Thus, if you try to change the type of a resource after it has been assigned, Project warns
you with a dialog box that the schedule will be affected and that the changes cannot be
undone. Be cautious about changing resource types after they are assigned to tasks.

If the amount of the material resource that is consumed doesn’t depend on the duration of
the task, it is said to have a fixed consumption rate. For example, the amount of concrete used
in pouring a foundation does not depend on the duration of the task.
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Using the Resource Fields 295

If the amount of the material resource consumed varies with the duration of the task, it is
said to have a variable consumption rate. For example, the amount of diesel fuel consumed by
construction equipment depends on the number of hours in operation. In calculating the
cost of using a variable-consumption-rate material resource, Project factors the duration of
8
the task into the calculation. In order to tell Project that it should factor duration into the
calculated cost for a material resource, you have to append a time unit abbreviation when
you enter the assignment units. For example, to assign 5 gallons of diesel fuel per hour to a
task, you would enter the units as 5/h.
➔ For details on assigning material resources to tasks, see “Assigning Material Resource Units,” p. 328.

Material Label
You use the Material Label field to define the unit of measure for material resources (for
example, gallons, bushels, tons, liters). You use that unit to define the unit cost of the
resource. This field is unavailable for work resources.

Initials
The Initials field provides a place for a shortened form of the resource name that can be
used in views such as the Gantt Chart or Network Diagram views to save space and reduce
the clutter that using the full names sometimes creates. When you first enter the resource
name in a new row, Project supplies the first character of the name as the default initial and
makes no attempt to keep it unique. You should edit the initial to make it uniquely identify
the resource.

Group
In the Group field, you can enter an identifying label or keyword that you can use for sort-
ing, grouping, or filtering resources. For example, you could identify all management per-
sonnel by entering Management, all equipment resources by entering Equipment, and all
vendors and contractors by entering Vendors. Some users put the name of the department
that manages a resource in the Group field. With these values entered, you can then use the
Resource Group filter to view only the resources that have one of those values in this field.
If a resource belongs to multiple groups, or if you want to be able to group the resources in
several different ways, you can enter multiple labels in the Group field, as long as they are
separated by a comma. You can enter any combination of letters, numbers, spaces, or other
characters, up to a total of 255 characters. However, sorting on the field might not be as
meaningful if you use a comma-separated list of entries for each resource.
For example, suppose you want to identify resources by the department that is managing
them (Production, Marketing, Finance, and so on), their job title (Manager, Foreman,
Carpenter, Driver, and so forth), and the skill level they bring to their task assignments (for
example, Trainee, Semi-Skilled, Skilled, Expert). For a trainee electrician in the production
department, you could enter this text string in the Group field:
Production,Electrician,Trainee.
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296 Chapter 8 Defining Resources and Costs

N OTE
When applying a filter to locate one keyword in a list in the Group field, you should use
the logical test contains rather than equals. See the section “Filtering Resources,”
8 later in this chapter, for an example of using filters.

Many users put skills in a custom text field so they can filter the resource list for resources who
have comparable skills. It’s also useful to identify the skill level. The most effective method is to
combine the skill category with the skill level. For example, if you adopt the scale 1=Trainee,
2=Semi-Skilled, 3=Skilled, and 4=Expert, then an expert electrician could be identified with
electrician4. Use commas to separate the entries for people who have multiple skills.

TIP
If you use a generic resource as a placeholder for individuals who have the same skill-
set, be sure to use the same keyword in the field for skills that you use for the individu-
als. That way, the total assignments to the placeholder and the individual resources can
be summed to evaluate the total requirements for resources in that skill category.

TIP
In Project Server, skills are defined using enterprise outline codes and enterprise
resource multi-value codes (ERMVs). Even when you are not using Project Server, you
can use resource custom outline codes to define skill-sets. Figure 8.11 illustrates a skill
implemented in a custom outline code. Note that each level of the outline gets more spe-
cific about the skill of the resource. This allows you to find an engineer, a mechanical
engineer, or specifically an advanced mechanical engineer based on the level of speci-
ficity you request when searching the skill field.

Figure 8.11
When working with
either Project
Standard or Project
Professional with
Project Server, outline
codes provide a great
way to define a hier-
archical set of skills.

➔ See “Customizing Fields,” p. 847, for information on creating and using custom fields.
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Using the Resource Fields 297

If you have put multiple group labels in the Group field and want to filter the resource pool for
one of the labels, see “Filtering for Labels Contained in the Group Field” in the “Troubleshooting”
section at the end of this chapter.
8
CAUTION
Don’t confuse the Group field with the concept of a group resource. A group resource is
a resource which represents a set of resource units that all serve the same function and
are identified with one ID and name.
Also don’t confuse the Group field with the Group By command on the Project menu.
That command can sort and group records based on the entries in any field (including
the Group field). See the section “Grouping Resources,” later in this chapter.

The Resource Availability Fields

There are several fields that together define the availability of a resource—that is, exactly
how many units of the resource are available for work and how many hours of work can be
assigned to the resource on any given date:
■ The Max Units field specifies the number of units of the resource that are available on
the current date.
■ If that number will be changing over time during the project, the changes are listed in
the Resource Availability table in the Resource Information dialog box.
■ One of the project’s base calendars is designated to define the normal working days and
hours for the resource.
■ Working and nonworking times for individual days are defined on the Working Time
tab of the Resource Information dialog box.

You can enter the max units and the base calendar to which the resource is linked on the
Resource Sheet view, but you must use the Resource Information dialog box to enter the
rest of the availability information.

Max Units
You use the Max Units field to enter the maximum number of units that can currently be
assigned to tasks at any one time. Project uses the Max Units field to determine when more
units of the resource have been assigned than are available—in other words, when the
resource is overallocated.
The Max Units field can be formatted as a percentage or as a decimal, with the default
being the percentage format. Chapter 9—in the section “Understanding the Assignment
Units Field”—explains why the percentage format is used as the default.
Suppose that Sam’s Max Units field shows 75%. That means that Sam is available to spend up to
75% of his working time on tasks in your project. If you assign Sam to spend 40% of his time on
one task and 50% of his time on another task, and if the scheduled dates for those two tasks hap-
pen to overlap, you will have assigned 90% of Sam’s time during the period of the overlap. Since
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298 Chapter 8 Defining Resources and Costs

this is more than the Max Units of 75%, Project calculates that the resource is overallocated and
displays a symbol in the Indicator field to flag the overallocated resource for you.
8
N OTE
You can change the format for the Max Units field in the Options dialog box. Choose
Tools, Options, and then select the Schedule tab. Use the drop-down list in the box Show
Assignment Units as A, and select either Percentage or Decimal.

By default the resource is assumed to be available 100% of the available time on its calendar, for
the duration of the project. Resources that work half-time would be available for only 50% of the
hours on the calendar. Group resources could work a multiple of the hours on the calendar in any
one day. For example, five electricians could work 500% of the hours on the calendar in one day.
Project supplies a default Max Units value of 100% (or 1, in decimal format) when you create a
resource. However, you can enter any value between 0% and 6,000,000,000% (between 0 and
60,000,000 in decimal format). For a single-unit resource, the default value of 100% means that
this resource is available to work 100% of the hours on its calendar on this project. If you are
grouping resources into a set, you enter a value greater than 100%. Thus, if you have five full-
time electricians in an Electricians resource, you enter 500% (or 5, in decimal format).

N OTE
There is no Max Units value for material resources. Project assumes that you will acquire
as many units as you have assigned.

Resource Availability
Sometimes a resource isn’t hired until after the project starts, so up until that date its Max
Units is 0%. Or a resource might leave the organization before the project is completed, so
after its last day with the organization, the Max Units field is 0%.
You might also intend to add more units of the resource over the duration of the project. In
this case, you need to record the dates when the additional units would come on board.
You use the Resource Availability table on the General tab of the Resource Information dia-
log box to define the time periods and the units (Max Units) for each time period (see
Figure 8.13). The default values in the Resource Availability table are NA for both the
Available From and Available To columns and 100% in the Units (Max Units) field. The
NA value means that a value is not applicable because there is no From or To date associ-
ated with the units on that row. Figure 8.12 shows that Scott Adams will not start work
until 8/1/2003, even though the project starts earlier, but he is expected to be with the orga-
nization from then on.
Figure 8.13 shows the Resource Availability table for the Assemblers resource. The table
shows that this resource will not start work until 8/1/2003, with 300% units, even though
the project starts 8/14/2002. The assemblers will be ramped up to 500% units on 11/1/2003
and to 800% units on 3/1/2004.
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Using the Resource Fields 299

Figure 8.12
The Resource
Availability table
shows date changes 8
in the availability of a
resource.

First date resource

is available

Max units for all dates after 8/1/2003

Figure 8.13
You use multiple
Resource Availability
table rows to show
how the max units of
a resource will be
ramped up over time.

Starting at
these dates
the units change

NA means no set date

The Max Units field on the Resource Sheet view and on the Resource Form view displays
the Units value from the Resource Availability table for the current date. The current date is
normally the computer’s current date, but it can be any date you choose to enter into the
Current Date field in the Project Information dialog box. If you look at the Max Units field
for Assemblers on the Resource Sheet view on any date prior to 8/1/2003, the value will be
0%; after that date, it will be 300%, 500%, or 800%, depending on the current date when
you look at the Resource Sheet view.
When Project examines this schedule to see if the Assembler resource is overallocated, it
shows the overallocated indicator if the total assignments for the Assembler resource exceed
300% on any date up to 10/31/2003, exceed 500% on any date between 10/31/2003 and
2/29/2004, or are more than 800% on 3/1/2004 or later.
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300 Chapter 8 Defining Resources and Costs

To change the Resource Availability table for a resource, follow these steps:
1. In a view that shows resource names, select the resource and click the Resource
8 Information button on the Standard toolbar. You can also just double-click the resource
name.
2. Click the General tab if it is not displayed.
3. Click the cell for the date you want to change under the Available From or Available To
column. You can either type in the date or use the drop-down arrow to display the date-
picker and select the date.
4. Enter the max units for that row’s date range in the Units column.
5. After all entries are completed, click OK to save the changes. Or you can click Cancel
to close the dialog box without saving any changes.

TIP
Be sure that the dates in the Resource Availability table are in sequential order and that
you leave no gaps in the dates from one row to the next. If you have an Available From
date that is more than one day later than the Available To date on the previous row,
Project uses 0% as the Max Units value for the dates in the gap.

If you have more than one row in the Resource Availability table, you shouldn’t have an NA
entry in the Available From column, except possibly on the first row, and you shouldn’t have
an NA entry in the Available To column, except in the last row.

N OTE
The Resource Availability table is disabled for material resources, which are assumed to
be always available to the project.

Base Calendar
You use the Base Calendar field to name the project calendar on which the working time in
the resource’s calendar is based. The Base Calendar field is available both in the Resource
Sheet view and on the Working Time tab of the Resource Information dialog box.

N OTE
Material resources do not have a calendar because they are assumed to be always avail-
able. The Working Time tab in the Resource Information dialog box is unavailable for
material resources.

You use the drop-down arrows to show a list of all the base calendars that have been defined
and select the one that most closely fits this resource. The resource calendar inherits all the
working days and hours as well as the individually marked nonworking days and hours that
are defined in its base calendar. The default base calendar is Standard.
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Using the Resource Fields 301

TIP
If you have more than one named resource with the same set of exceptions to one of the
standard base calendars, you might want to create a special base calendar for those
resources. Otherwise, you will have to mark the same exceptions in each of the resource 8
calendars. For example, if a number of resources will be assigned to work on a project
on a night shift and they all have the same basic schedule of night work hours, creating a
base calendar for night-shift work and then using that base calendar for all workers with
those hours saves you time. With this method, you define the hours only once, instead of
customizing each night-shift worker’s resource calendar.

TIP
If you create additional base calendars in your project that resources or tasks are linked
to, remember to make organizationwide changes in working days and hours to all base
calendars. If your company decides to make December 24 a holiday, for example, you
need to edit each base calendar used by resources or tasks in order to apply the holiday
to all schedules.

➔ For instructions on creating base calendars, see Chapter 3, “Setting Up a Project Document,” p. 55.

Working Time
As mentioned earlier in the chapter, the resource calendar is based on one of the base calen-
dars, and it inherits the base calendar’s normal working times per week, as well as all the holi-
days or other exceptions to the normal working times. You use the resource calendar to enter
exceptions for the resource to the working time on the base calendar. You use the date and
time fields on the Working Time tab of the Resource Information dialog box to enter the
resource’s exceptions. For instance, in Figure 8.14 the resource calendar for Scott Adams
shows that he will not be working August 25–29. This is a week of vacation he has scheduled.

Figure 8.14
You use the resource
calendar on the
Working Time tab to
define exceptions to
the working and non-
working days on the
base calendar.

Nonworking day exceptions (vacation days)

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302 Chapter 8 Defining Resources and Costs

N OTE
You can edit a resource calendar from the Change Working Time dialog box, although
you can’t change the name of the base calendar it’s linked to there. Choose Tools,
8 Change Working Time to display the Change Working Time dialog box, and then use the
drop-down list in the For box to select the resource name.

To edit the calendar days and hours, use the techniques described in Chapter 3, in the sec-
tion “Defining a Calendar of Working Time.” Follow these additional steps to edit a
resource calendar:
1. Select the resource in a resource view or on the Assign Resources dialog box and
double-click the resource name to display the Resource Information dialog box. Select
the Working Time tab to display the resource calendar and time fields.
2. Use the Base Calendar drop-down list to select the base calendar for the resource.
3. To give the resource time off on dates that are normal working dates on the base calen-
dar, select the dates and click the Nonworking Time button. For example, in Figure
8.15 the date November 7 is a standard working day, but Scott Adams has chosen to
take the day off.
4. To schedule a resource for work on dates that are normally nonworking dates, select the
dates (they are shaded before you select them) and click the Nondefault Working Time
button. The dates are no longer shaded, but the underlined date numerals indicate that
they are an exception. For example, Scott Adams has agreed to work on a date that is
normally a holiday (November 28) to make up for the nonworking day on November 7.
To show this on his calendar, you would select November 28 and click the Nondefault
Working Time button.
5. Modify the hours of work on any date as needed. The date appears with a diagonal
shading pattern to indicate that the hours are nonstandard for that day of the week, and
the date is underlined to show that it is an exception to the base calendar.
6. If a date is marked as an exception on the resource calendar, but you want to remove
the exception and return it to the default for the base calendar, select the date and click
the Use Default option button.
7. Click the OK button to save your changes in the resource calendar, or click the Cancel
button to abandon the changes without saving them.

The Resource Cost Fields

You can associate three cost measures with a resource: its standard rate (for work during
normal working hours), its overtime rate (for work during overtime hours), and its cost per
use (a special one-time cost per assignment that is independent of the number of hours
worked). Each of these cost measures has a default rate that you can define in the Resource
Sheet view or in the Resource Information dialog box.
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Using the Resource Fields 303

Nonworking day exception

Figure 8.15
You use the Working 8
Time tab to record
exceptions to the base
calendar on which the
resource calendar is Overrides default
based. working time
Overrides default
nonworking time

Daily work shifts

Default nonworking day

Nondefault working day exception

If you want to charge different rates for different kinds of work, you can create four addi-
tional sets of the three rates in the Resource Information dialog box. You can also define
time periods when the rates will change. These features are covered in the section “The
Cost Rate Tables,” later in this chapter.

Standard Rate
You use the Standard Rate field to show the current default cost of each unit of the resource
assigned to a task:
■ For work resources, the standard rate is the amount to charge per unit of normal work-
ing time. You enter the rate as a number, followed by a forward slash and one of the fol-
lowing time units or its abbreviation: minute (m), hour (h), day (d), week (w), month
(mo), or year (y). If you type just a number (without a time unit), Project assumes it’s an
hourly rate. For example, you can type 600/w for $600 per week, 35000/y for $35,000
per year, or just 15.5 for $15.50 per hour. For example, suppose that you were to rent a
bulldozer for $1,200 per week. You could create a resource named Bulldozer and enter
the standard rate 1200/week.
■ For material resources, the standard rate is the amount to charge tasks per unit of the
resource consumed. There is no time unit appended to the dollar amount. You enter
the standard rate as an amount, with no time unit, and it is understood to be the
amount per unit of the resource, where the unit to use is defined in the Material Label
field. For example, if you include diesel fuel as a material resource for the bulldozer, its
material label might be gallons and the standard rate might be 1.50 (which means $1.50
per gallon).
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304 Chapter 8 Defining Resources and Costs

If the standard rate is entered with a time unit, the rate is converted to an hourly rate and is
applied to the number of hours of work it takes to complete the task. For annual rates, the
hourly rate is calculated by assuming 52 weeks in a year, and the number of hours per week
8 is that which is defined on the Calendar tab of the Options dialog box. For the standard
workweek of 40 hours, for example, the annual rate is divided by 2,080 (52×40) to get an
hourly rate. For monthly rates, the hourly rate is calculated using the Calendar tab’s defini-
tions for days in a month and hours in a day.
In addition to the default standard rate, you can define four additional rates that can be used
for assignments when you want to charge more or less than the default rate. See the section
“The Cost Rate Tables,” later in this chapter, for details.

Although the standard rate is frequently the salaried rate for a resource, organizations often define the stan-
dard rate as the billed-at rate. When the standard rate is defined in this manner, a project plan serves as a bud-
get estimate for the work to be performed under contract.
Many times, a defined project plan demonstrates to a client early in the proposal stage that client requirements
are understood and acknowledged. Expectations are then “level-set” for the project in the early stages of plan-
ning, as opposed to being “discovered” during project execution. Estimates of costs and work are based on
defined work rather than ballpark estimates, which mitigates some of the risks in contracting for work.

Overtime Rate
Project uses the entry in the Overtime Rate field when calculating the cost of overtime
hours that you schedule for a work resource. There is no overtime rate for material
resources. The default overtime rate is zero (0.00), so for salaried employees you can leave
the zero value if these resources are not paid for their overtime hours. If the rate for over-
time work is the same as the regular rate, you must enter that amount again in the Overtime
Rate field, or overtime hours will be charged at the zero default rate.

N OTE
You can use the overtime rate to reflect the opportunity cost of using a resource in over-
time. For example, if a salaried employee with an overtime rate of zero were to be
assigned to do all the work on a task in overtime, the cost of the task would be zero and
the task would add nothing to the cost of the project! This seems like a great way to
lower costs.
Though the time spent working overtime on a task might not add to payroll costs, that
time could be used on completing other tasks or projects, and the failure to complete
those other tasks is an opportunity cost to the organization.
By this logic, the overtime rate should never be zero; it should be at least as much as the
standard rate, to reflect the opportunity cost to the organization of using the resource to
complete the task.
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Using the Resource Fields 305

As with the standard rate, you can define four additional overtime rates for each resource
and use them for special tasks. See the section “The Cost Rate Tables,” later in this chapter,
for more information.
8
N OTE
You can set default values for the standard and overtime rates for all new resources in
the Options dialog box. Choose Tools, Options, and then click the General tab. Enter an
amount per time unit in both the Default Standard Rate and the Default Overtime Rate
fields. All resources added from that point on initially show these default rates.

Cost Per Use

The Cost Per Use field (which is titled Cost/Use in the Resource Sheet view and Per Use
Cost on the Resource Information dialog box) contains any cost that is to be charged once
for each 100% of a unit of the resource that is assigned to a task, regardless of the duration
of the assignment. It was designed to be used for material resources before there was a Type
field to distinguish material and work resources from one another. Because Project has the
resource type designation for material resources, you should use the Standard Rate field to
show the cost of each unit of a material resource.
You should always be careful about using the Cost Per Use field with work resources. The
amount entered in that field will be charged once for each 100% of the resource that is
assigned to any task. For example, if you rent a piece of equipment by the hour but also
have to pay a flat charge of $200 for having it delivered to the work site, you could treat the
delivery charge as a Cost Per Use cost. If you assigned the equipment to more than one
task, however, the delivery charge would be charged multiple times (once for each assign-
ment), which would overstate the true costs. It would be better in this example to record the
delivery charge as a fixed cost attached to one of the tasks that use the resource or to a sum-
mary task that includes all the tasks that are affected.

Be sure to take advantage of the Cost Per Use field when you’re laying out your project plans. One example of
this would be a required trip charge for deploying that resource. Perhaps a refrigerator repair man charges $50
to examine a problem with your refrigerator, regardless of the number of hours spent and the materials neces-
sary to fix the problem. The Cost Per Use field allows you to assign flat-rate costs to various tasks.

The Cost Rate Tables

The Costs tab of the Resource Information dialog box contains five Cost Rate tables (A
through E), which show the default cost rates (Table A) plus four other levels of cost that
you can define for different types of assignments. For example, an Electrician resource’s
Table A would contain its default rates, which might be for new commercial wiring assign-
ments. Table B might contain the rates for new residential wiring assignments, Table C
might show rates for modifying commercial wiring, and Table D might contain the rates for
modifying residential wiring. You can select the rate to apply to an assignment in the
Assignment Information dialog box.
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306 Chapter 8 Defining Resources and Costs

➔ For use of the Cost Rate tables in assignments, see “Assigning Resources and Costs to Tasks,” p. 359.

TIP
8 Because you can’t change the labels on the five cost tabs to something more descriptive
than A–E, you should document what each rate is to be used for in the resource Notes
field.

Figure 8.16 shows Cost Rate Table A for Scott Adams. This table defines the default cost
rates to use for Scott’s assignments.

Effective dates for new rates

Figure 8.16
You use the Cost Rate
tables to show differ-
ent cost rates for dif-
ferent types of work
and to show planned
changes in the rates.

No set date
(beginning
of the project)
5% raise starts
on this date

Set accrual method for this resource

+5% entered here yields calculated result

You can also allow for changes over time in these rates. For example, if you assume that
inflation will cause your costs to rise by 5% per year, you could show different rates for
each of the years during which the project lasts. In Figure 8.16, you can see that Scott
Adams will get a raise on 12/31/2003, which is the end of his probationary period.
The entry in the first cell of the Effective Date column is always two dashes, signifying that
there is no set start date for that level of rates. To enter additional levels for subsequent
dates, enter the change date in the Effective Date column and then enter the values for the
Standard Rate, Overtime Rate, and Per Use Cost columns. You can enter up to 25 dated
rate changes in each of the five tabs.
If you want Project to calculate a percentage increase or decrease in one of the rates, enter
the plus or minus percentage (with a percent sign), and when you leave the cell, Project
applies that increase to the value in the cell just above it, displaying the result instead of the
percentage you entered.
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Using the Resource Fields 307

Often, the various cost tables allow for the use of a resource that might serve various functions within the pro-
ject and be billed at different rates for various services. Say, for example, that your resource pool has a pro-
grammer who is billed at one rate for programming in Visual Basic but charges a different rate for
8
programming in C#. By factoring in the resource’s competency in using each programming language, a differ-
ent rate can be charged for utilizing the same resource with various skill sets within the same project.

Cost Accrual
The Cost Accrual field determines when costs are recognized for standard and overtime
costs. You can choose one of the three options: Start, End, or Prorated.
The default accrual method is Prorated, which means that if you mark a task as 25% com-
pleted, the actual costs for all assigned resources would be estimated to be 25% of the
scheduled or estimated cost of those assignments.
If you choose Start as the accrual method, then as soon as you indicate that any of the task
work has been done, Project considers the entire standard and overtime costs of the assign-
ment as actual cost. Any report generated after the task has started shows the entire cost of
the assignment as already having been incurred.
If you choose End, Project defers recognition of the actual cost until you enter a finish date
and the assignment is 100% complete.
The Cost Accrual setting only matters when you’re printing interim reports and when work
on a task assignment has started but is not finished. The Cost Per Use value is always added
to actual cost the moment work starts on a task, no matter what the Cost Accrual setting
happens to be.

N OTE
The Cost Per Use value is always accrued at the Start of an assignment, no matter which
accrual method you choose for the resource. Only the standard and overtime rates are
affected by the accrual method you choose.

Code Field
The Code field can be used to enter any arbitrary code that you want to associate with a
resource. It was used in earlier versions of Project to show cost accounting codes so that you
could relate assignment costs to the organization’s accounting system. The outline codes
discussed in Chapter 5, “Creating a Task List,” provide better functionality for that purpose
because they allow you to create lookup lists to use when filling in the codes. You can enter
any kind of information and can use any combination of up to 255 symbols and characters
in this field.
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308 Chapter 8 Defining Resources and Costs

TIP
You can use the Code field to help keep track of miscellaneous information about spe-
cific resources. For example, you can use this field to include the Employee ID number,
8 Social Security number, or phone number for the resource.

Workgroup Fields
Project can help you communicate with project team members by posting project informa-
tion to Microsoft Project Server, where Microsoft Project Web Access makes it available as a
Web page that the resource can view with a browser. With the advent of the Project 2003
edition, only Project Professional can work with Project Server. The email collaboration
features have been removed in Project 2003.
➔ For information on using Project Server for collaboration, see Chapter 24, “Introduction to Microsoft
Office Project Server 2003,” p. 965.

N OTE
If you have created the resource from the Assign Resources dialog box by choosing Add
Resources from Address Book (see the section “Using the Assign Resources Dialog Box,”
earlier in this chapter), Project automatically puts the display name you chose from the
address book into the Name field and the Email field. The email address enables
reminder and notification emails to be sent by Project Server.

Using the Details Button

The Details button on the Resource Information dialog box helps you verify that Project
can find an email address or helps you determine the display name or address to place in the
Email field. When you click the Details button, Project attempts to find a matching display
name for the Email field entry or, if that’s blank, for the resource name.
If Project finds a single match, it shows the display name and email address for that entry in
the address book.

Windows Account
If you are using Project Server, you can use the Windows Account button to find the
resource’s account name among the registered user accounts on the server and Project will
place the account name in the box (refer to Figure 8.13).

Setting the Automatically Add New Resources

and Tasks Option
The setting of the Automatically Add New Resources and Tasks option determines how
Project reacts when you assign a resource to a task, but the resource is not currently in your
pool of resources.
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Setting the Automatically Add New Resrouces and Tasks Option 309

When you assign a resource name to a task, Project checks the resource pool for the name
you have entered. By default, if Project doesn’t find the resource in the resource pool, it
adds it to the pool without asking your permission. All resource fields for the new name
receive default values, and you must remember to update those fields later. You can end up
8
with miscalculations in your costs if you neglect to go back and fill in the data for the new
resource, because the default cost rates are usually zero.
This feature can be dangerous because it can allow you to accidentally create multiple
resource names for the same resource. For example, suppose you have created a pool of
resources that includes Peter, Maria, and Ivan. As you are assigning resources to tasks, you
type in Pete instead of Peter. A new resource, Pete, is added to the list of resources, and you
then have Peter, Maria, Ivan, and Pete. You end up not having a comprehensive list of the
assignments for Peter, because they are split between the Peter and Pete resources.
If the Automatically Add New Resources and Tasks option is disabled, Project prompts you
to choose whether it should add the resource to the resource pool. In Figure 8.17, the
resource name Bill Kirkk was accidentally typed in an assignment, and Project prompts you
to decide whether this is a new resource you want added to the pool. If you confirm that
you want to add the resource, the resource is added, and you must remember to define the
rest of the resource fields. In this example, you would choose the No button to avoid adding
a misspelled version of Bill Kirk’s name to the pool.

Figure 8.17
You should disable
the Automatically Add
New Resources and
Tasks option so that
you will be prompted
if you attempt to Do not add the entry
assign a nonexistent as a new resource
resource. Add the entry as a new resource

➔ To see how resource assignments work, see “Assigning Resources and Costs to Tasks,” p. 359.

TIP
It’s a good idea to disable the Automatically Add New Resources and Tasks option to
avoid the possibility of creating new resources if you make a typing error. If you are
going to leave the option enabled, you should avoid typographical errors by always
using the pick list of resource names that is available when you assign a resource to a
task.

To disable or enable the Automatically Add New Resources and Tasks option, choose Tools,
Options, and then click the General tab. Clear the check box Automatically Add New
Resources and Tasks to disable the feature; check it to enable the feature.
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310 Chapter 8 Defining Resources and Costs

Sorting Resources
Normally, the resource names in the Resource Sheet view are listed according to ID num-
8 ber, which initially reflects the order in which you enter the resources. You can temporarily
sort the resource list for a special report or for purposes of analysis. You can also sort the list
and have Project permanently change the row ID numbers to match the new order.

N OTE
Permanently changing the ID numbers does not change the unique ID that is assigned
when you add a resource.

CAUTION
Never change the order of resource rows by cutting and pasting if you have already
assigned resources to tasks. Because cutting deletes the original resource, its assignments
are deleted also, and the new resource you paste in will have a new unique ID and will
have no assignments.

For example, after entering all the resources, you could permanently sort the list so that all
the work resources are listed first—in alphabetical order by name—and then the material
resources are listed in order by name (see Figure 8.18). Or, if you have used generic
resource names, you might sort the list to show the generic names first and then the actual
names. Another useful application of sorting would be if you want to see which resources
add the most cost to the project; in this case, you could apply the Cost table to the Resource
Sheet view, to show the cost of all the task assignments for each resource, and then you
could sort the resource list by the Total Cost field, in descending order (see Figure 8.19).
You can sort a table by up to three fields at a time, and each of those fields can be sorted in
ascending or descending order. For example, to produce the sort order in Figure 8.18, you
would sort first on the resource Type field, in descending order (to put work resources
before material resources). Then you would sort by the Resource Name field in ascending
order (to list the names in alphabetical order).

N OTE
If you sort the resource table by the Standard Rate field, Project sorts the work resources
that have been defined with annual cost rates using the hourly equivalent of the annual
amount (based on 52 weeks of 40 hours each).

You can sort resources by choosing Project, Sort to display the Sort submenu. Sorting by
cost, name, or ID is done so often that these options appear on the submenu. If you choose
Cost, the sort order is in descending order, but both Name and ID sort in ascending order
by default. These three choices use the current settings at the bottom of the Sort dialog
box.
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Sorting Resources 311

Sorted first by Type, in descending order…

…then sorted by Name, within each Type.

Figure 8.18 8
You can sort the
resource pool by type
and by name for spe-
cial reports or as a
permanent order with
new ID numbers.

Sorted by Cost, in descending order

Figure 8.19
Sorting the resource
list by total cost iden-
tifies the resources
that add the most
cost to the project.
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312 Chapter 8 Defining Resources and Costs

If you choose Sort By at the bottom of the Sort submenu, Project displays the Sort dialog
box, where you can define up to three fields to use for sorting, and each can be sorted in
either ascending or descending order (see Figure 8.20).
8
First sort key Second sort key

Figure 8.20
The Sort dialog box
lets you customize the
sort order for the
resources.
Reset button

Third sort key

These choices remain in effect for future sorts

To produce the sort order by Type and then by Name, as illustrated in Figure 8.18, follow
these steps:
1. Display the Resource Sheet view, by choosing View, Resource Sheet.
2. Choose Project, Sort, Sort By to display the Sort dialog box.
3. You can sort on a maximum of three fields, using the Sort By, Then By, and Then By
fields. Enter the first sort field in the Sort By box. In the example shown in Figure 8.20,
the field is the resource Type field. Use the drop-down arrow to display the list of
fields. Type the first letter of the field name (in this case, t), and Project highlights the
first field that begins with that letter. Scroll down to select the Type field.
4. Click the Ascending button if you want the field sorted in normal order. In this exam-
ple, you click the Descending button to list work before material resources.
5. In the first Then By box, select the Name field.
6. Select Ascending to sort the names in normal order.
7. Select the Permanently Renumber Resources check box if you want Project to change
all ID numbers to match the new sort order. See the following caution if you elect to
fill this check box.
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Sorting Resources 313

CAUTION
If you fill the Permanently Renumber Resources check box in a sort operation, then as
soon as the sort is completed, you should immediately open the Sort dialog box again,
click the Reset button, and then click Sort. The Reset button disables the Permanently 8
Renumber Resources option and sets the sort key to ID. If you don’t take this extra step,
the Permanently Renumber check box remains filled, and any future sorting with the Sort
submenu also permanently renumbers your resources. And future sorting of tasks also
permanently renumbers the tasks.
If you decide to cancel a sort operation and you have already filled the Permanently
Renumber Resources check box, be sure to clear the check box (or click the Reset button,
which also clears it) before clicking the Cancel button.

8. If you have combined several project files into a consolidated display, you can select the
Sort Resources By Project to keep the resources for each project together and sort them
within that grouping.
9. When all settings are ready, click the Sort button to close the dialog box and execute
the sort, or click the Cancel button to close the dialog box without sorting the
resources.

TIP
If you have done a custom sort previously in the same session and used three sort keys,
the previous settings will be in place when you open the Sort dialog box. If you no longer
need the extra sort keys, click the Reset button to clear the second and third sort keys.

N OTE
You can undo a sort operation, even after you permanently renumber the resources. Of
course, you have to do it before you make any other changes. Just as a precaution, it
might be wise to save a copy of the file before permanently renumbering the resources,
just in case you want to undo it later.
You can put the rows back into the order in which they were originally entered by sort-
ing on the Unique ID field.

When you are ready to return the list to the ID order, you can either press Shift+F3 (which
cancels the current sort order) or choose Project, Sort, ID from the menu.

TIP
If you have sorted the resource list in a special order and have made changes that might
make the order of the resources no longer fit the sort order you defined, you can press
Ctrl+Shift+F3 to reapply the last sort instructions. For example, if you sorted by resource
type and cost and then you make task assignments or change some resource cost rates,
the list might no longer be in descending cost order within each type. You can press
Ctrl+Shift+F3 to sort by type and cost again.
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314 Chapter 8 Defining Resources and Costs

N OTE
If you frequently use a custom sort order and would like to place it on the Sort submenu,
you can create a macro and customize the Sort menu to include that sort order.
8

➔ To learn the steps needed to create the macro see the chapter “Using Visual Basic with Project 2003,”
located on the CD accompanying this book.
➔ See “Customizing Toolbars, Menus, and Forms,” p. 921, for information about customizing the menu.

Grouping Resources
You can use the Group By command to sort tasks or resources into groups, based on the
entries in one or more of the fields. For example, you could group resources by resource
types (see Figure 8.21) or by the entries in the Group field. You can find a full explanation
of the Group By command in Chapter 21, “Customizing Views, Tables, Fields, Filters, and
Groups.”

Total baseline cost for all Work resource assignments

Figure 8.21
You can use the
Group By command
to sort resources and
show summary totals
for all resources in
each group.

Group by summary row

N OTE
If you define a custom outline code for resources and use that field for the Group By
order, Project displays the resource list in outline format by outline code number.
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Filtering Resources 315

➔ For a full discussion of using the Group By command, see “Creating Custom Groups,” p. 868.
➔ For instructions on creating custom outline codes, see “Customizing Fields,” p. 847.
The difference between sorting and grouping is that in grouping, a Group By record is 8
inserted at the start of each group as a pseudo-summary task. Project calculates totals for
any numeric fields in this record for the records grouped beneath it. In Figure 8.21, the cost
table has been applied and the fields show various measurements of the cost of assignments
for the resources. You can see that the total cost of assignments for work resources is
$89,986, whereas the total cost of assignments for material resources is only $5,200. The
inserted grouping rows have no resource ID or row number, and they disappear when you
remove the grouping.

TIP
If you create a custom outline code for resources—perhaps outlining them geographically
by divisions, cities, departments, and job codes—you will find that grouping on that out-
line field produces a hierarchical outline with rolled-up costs that can be very useful.
If you use a custom text field to identify resource skills, you can insert the Work column
in the table, and then group by the skills and by start dates to see the total amount of
work needed for each skill per week or month. If you insert the Peak column (which
shows the maximum number of units assigned for a resource at any moment during a
given time period), you could forecast the number of units of a skill that are needed per
time period.

To group resource records on the resource type as in Figure 8.22, choose Project, Group
By, Work vs. Material Resources. To remove the grouping, choose Project, Group By, No
Group (or press Shift+F3).
You can change the sort order while the resources are grouped. The sort settings are
applied within each group—in other words, resources do not move to a different group as a
result of the new sort order. (The resource list in Figure 8.22 is sorted by cost, in descend-
ing order.) You can also apply filters while the resources are grouped. The next section pro-
vides a discussion of filters.

Filtering Resources
You can use filters to select all the resources that meet some condition that you specify. For
example, you might want to select all your material resources. The condition in this
instance—that the resource Type must be Material—is called the filter criterion. Project has
a built-in filter named the Resources - Material filter that imposes this criterion for you (see
Figure 8.22).
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316 Chapter 8 Defining Resources and Costs

Figure 8.22
The resource pool is
filtered to show only
8 the material
resources.

All work resources are hidden

TIP
Filtering for specific resources is a great way to isolate only the resources that meet spe-
cific criteria that you’ve defined and to temporarily omit the other ones. By doing so, you
can apply a change that affects an entire group of resources instead of having to find
each one independently in order to make the change.

After Project selects the resources that meet the criteria, it normally changes the display to
show only the selected resources, temporarily hiding all those that don’t meet the criteria.
However, you can also choose to use the filter as a highlight filter, and Project merely high-
lights the selected resources, without hiding all the others. In Figure 8.23, the Resources -
Material filter is applied as a highlight filter. (The highlight in this figure is formatted with
bold and a larger font size, to make it stand out more.)

Figure 8.23
The filter has high-
lighted all the mater-
ial resources, without
hiding the resources
that don’t match the
filter criterion.

Filtered resources
are highlighted
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Filtering Resources 317

➔ If you want to customize the highlight that is used for filters, see “Formatting Text Displays for
Categories of Tasks and Resources,” p. 778.
When you finish using the filtered display, you must apply the All Resources filter to return
8
to the normal display, or simply press the F3 key.
Another useful filter for reviewing how you categorized your resources is the Group filter. If
you have entered keywords in the Group field, you can quickly filter the list to show all the
resources that have a specific keyword. For example, if you entered department names in the
Group field, you could filter the list for Production to identify all the resources that are
managed by the Production department. If you used job titles, you could use the filter to
isolate resources who might qualify for a certain resource assignment.
Project 2003 lets you filter the list of resources to be displayed in the Assign Resources dia-
log box. This dialog box is especially useful for substituting one resource for another.
Usually, you want to substitute resources that have the same skill set. So, if you use a custom
text field to enter skill keywords, you can filter the resource list to see all resources that
might be suitable substitutes. If you include a comma-separated list of multiple skills, you
need to define a special filter for this purpose.

TIP
Project 2003 also lets you use the Assign Resources dialog box to do availability based
scheduling. When you highlight a task and check the Available to Work check box,
Project will only show you resources that have a specified amount of availability during
the time a task is scheduled. This technique is extremely valuable when trying to find the
right people to work on a schedule that has inflexible dates.

If you have multiple group labels in the Group field and want to filter resources for one of the
group labels, see the instructions in “Filtering for Labels Contained in the Group Field” in the
“Troubleshooting” section near the end of this chapter.

After work on the project has begun, you can use filters to quickly check the status of
resources, to see at a glance where problems might lie. The following partial listing illus-
trates how useful filters can be in managing a project. The following built-in filters allow
you to identify specific categories of resources:
■ You can use the Overallocated Resources filter to focus on resources that are assigned
to more work than they can possibly finish in the scheduled time period.
■ You can use the Cost Overbudget filter to find resources whose scheduled costs are
more than you had budgeted.
■ You can use the Work Complete filter to find resources who have finished all their
work.
■ You can use the Slipping Assignments filter to see which resources are taking longer
than planned to finish their assignments.
■ You can use the Resource/Assignments with Overtime filter to see which resources have
been assigned overtime work.
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318 Chapter 8 Defining Resources and Costs

➔ For a complete list of the built-in filters and how to use them, see “Exploring the Standard Filters,”
p. 761.
➔ For instructions on creating your own filters, see “Creating Custom Filters,” p. 859.

N OTE
You can apply filters only to full-screen views or views that are in the top pane of a com-
bination view. You cannot apply filters to views in the bottom pane because those views
are already filtered for the task or resource that is selected in the top pane.

You can apply a filter with the menu or by using the Filter button on the Formatting tool-
bar. If you want to apply the filter as a highlight filter, you must use the menu. For example,
if you want to display only material resources in a resource view, you would follow these
steps:
1. Display one of the resource views that has a table of resources in the top pane.
2. Click the Filter tool to display the drop-down list of resource filters, and then click
Resources - Material.
Or, choose Project, Filtered For to display the Filter menu, and then click Resources -
Material.
Whichever method you use, Project hides all but the resources that have Material in
the resource Type field.

TIP
To use a filter that is on the menu as a highlight filter, simply hold down the Shift key as
you select the menu choices, and Project highlights the filtered (selected) records without
hiding the other records.

TIP
If you have applied a filter and then made changes that might alter which resources are
selected by the filter, use Ctrl+F3 to reapply the filter.

Troubleshooting
Pasting a Resource List from Another Application
How do I copy and paste a list of resources into Project from an Excel file or a Word file?
You can easily copy and paste a list of resources into Project from another application, but
you might have to prepare the list correctly and prepare Project to receive the data or you
will not get the results you intended.
➔ For a more comprehensive discussion of importing data into Project, see Chapter 17, “Exporting and
Importing Project Data with Other File Formats,” p. 631.
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troubleshooting 319

If you have a list of resource names in another application that you would like to copy into
Project and the list contains nothing but a column of resource names, then the process is
very simple. You just follow these steps:
1. Select the list in the other application and use the Edit, Copy command (or press
Ctrl+C) to copy the list to the Clipboard. It’s important to note that the source list must
be in separate rows in the other application—it must be in separate cells in the same
column of a spreadsheet or on separate lines in a text document.
2. Select a cell in the Resource Name column of the Resource Sheet view in Project 2003.
The pasted list begins in this cell.
3. Choose Edit, Paste, and Project copies the list into the Project document. All the new
resources are given default values for the other resource fields.

If your list contains more columns than just the names, copying the list into Project is a lit-
tle more complicated. For example, if the source list also contains a column with a money
amount that you want to use as the standard rate for the resources, you must prepare the
source list and also prepare the Resource Sheet view to accept the list when it is copied.
To prepare the source list, you must do these things:
■ In a spreadsheet, you must arrange the data so that each resource is in a separate row
and the data you want to copy is in adjacent columns. For example, the money amount
column should be just to the right of the resource names column.
■ In a text document, the resource name and the money amount must be on the same
line, separated by a tab character or in adjacent cells of a table.
■ If the money amounts are all hourly rates, they do not have to have a time period
appended to them. But if they are rates for any other time period, you must append a
slash and the word or abbreviation for the time period. For instance, if they are annual
salaries, you must append y or /year to each of them. Without the appended time
period, Project treats them as hourly rates.

To prepare the Project file to receive the resources, you must set up a table that has columns
that are in the same order as the data you are pasting. To prepare the resource table, follow
these steps:
1. Display the Resource Sheet view. Add temporary columns to receive the pasted data.
2. Click the column title for the column immediately to the right of the Resource Name
column (by default, it is the Type column).
3. Select Insert, Column to display the Column Definition dialog box.
4. Select the Standard Rate field in the Field Name box.
5. Click OK to insert the column.
6. Repeat steps 2 through 5 for each column of data you are pasting in, being careful that
the order of the columns matches the order of the data you are pasting.
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320 Chapter 8 Defining Resources and Costs

After the source and the target location are prepared, select the source data and copy it to
the Clipboard. Then select the blank Resource Name cell below any existing resource
names and choose Edit, Paste.
After you have copied the data in, you should remove the columns you added to the display
by selecting the column titles and choosing Edit, Hide Column.

Filtering for Labels Contained in the Group Field

How do I filter the Group field when individual cells contain multiple keywords?
If you put multiple group labels in the Group field and want to filter the resource pool for
one of those labels, you need to modify the standard Group filter to use the contains test.
The same type of filter would also be used in a custom text field that lists multiple skills for
some resources.
The standard Group filter uses the equals test when it searches for the label you ask it to
filter for. The equals test requires that the entire entry in the Group field contains exactly
the label you tell it to search for—no more and no less. If you create a copy of the Group
filter that uses the contains test, it selects all resources whose Group fields contain the label
you are searching for.
If you choose Project, Filter For, the Filters menu displays. Notice that the Group… filter is
on the menu and that its first letter is underlined. The underlining signals that the user can
simply type the underlined letter (that is, the hotkey) to select the item. The three periods at
the end of the filter name are a convention that signals the user that the filter asks for input
before executing; in this case, the filter asks the user to type in the group label that the user
wants the filter to find.
The steps that follow add the Group Contains… filter to this menu and underline the first n
as the hotkey. They start with a copy of the Group filter and merely change the name and
the logical test from equals to contains.
To create a copy of the Group filter named the Group Contains filter, follow these steps:
1. Choose Project, Filter For, More Filters to display the More Filters dialog box.
2. Click the Resource button to display the list of defined resource filters.
3. Select the Group… filter in the Filters list.
4. Click the Copy button to display the Filter Definition dialog box for a new filter. The
default name for the new filter is Copy of &Group, and you need to change that.
5. Change the entry in the Name field to Group Co&ntains..., with the ampersand before
the first n and three periods at the end. The ampersand causes the following character
to be the hotkey.
6. Leave the Show in Menu check box selected so that this filter appears on the Filter
menu.
7. Click the equals entry in the Test column, and either type in contains or use the drop-
down list to select it.
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CHAPTER
9
Understanding Resource
Scheduling

In this chapter
Learning About Resource Scheduling 322
Reviewing the Essential Components of Resource Assignments 322
Understanding the Resource Assignment Fields 324
Understanding the Work Formula 330
Choosing the Task Type 335
Understanding Effort-Driven Tasks 338
Modifying Resource Assignments 341
Understanding the Driver Resource Concept 355
Calculating Task Duration with Multiple Resources Assigned 357
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322 Chapter 9 Understanding Resource Scheduling

Learning About Resource Scheduling

This chapter prepares you for the next several chapters, in which you will be assigning
resources to tasks and dealing with the changes in the schedule and the scheduling conflicts
that occur when you assign resources to tasks in your project. This chapter gives you the
background and understanding you need to use resource scheduling effectively. The details
of using different views both to enter assignment information and to deal with changes and
conflicts in the schedule are covered in the next two chapters.

9 This chapter explains how Microsoft Project calculates resource assignments, and schedules
and reviews the controls you can exercise over those calculations. Project performs numer-
ous calculations in the background as you edit the data for resource assignments, and many
of them are not obvious—especially if you’re not trained in project management or in using
software such as Microsoft Project. It can be very frustrating to make a change that you
assume will have only a small effect on a resource’s schedule and then find that Project has
amplified that small change into a chain reaction that affects many other resources and
costs. This chapter helps you understand how Project proceeds with its calculations and
helps you understand and predict the consequences of data entries, and therefore it helps
you achieve the scheduling results you’re looking for.
In Chapter 8, “Defining Resources and Costs,” you learned about the data fields that you
use to define resources and costs. This chapter shows you how the values in those fields
influence the way Project schedules work when you assign a resource to a task.
With the topics in this chapter under your belt, you will be better able to focus on the many
views, tools, and features of Project that you will see in the next two chapters, as you go
through step-by-step instructions for actually entering the details of resource assignments
and correcting problems in a schedule.

Reviewing the Essential Components of Work

Resource Assignments
When a work resource is assigned to work on a task (in other words, to spend time or effort
on the task), Microsoft Project initially schedules work for the resource in specific time peri-
ods, based on several controlling factors that are outlined in the discussion that follows.
Note that material resources do not “work,” and therefore this discussion is about schedul-
ing work resources. We will deal with material resources in the section “Assigning Material
Resource Units.”
Before you assign resources to it, a task already has scheduled dates that are derived from
the factors discussed in Chapter 6, “Entering Scheduling Requirements.” These include the
defined project start date (or finish date), the task’s duration, its links to other tasks, and any
date constraint that might be imposed on it. There can also be task splits and/or a task cal-
endar attached to the task. Figure 9.1 shows a project schedule before resources are assigned
to the tasks and it incorporates the scheduling factors listed previously.
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Reviewing the Essential Components of Work Resource Assignments 323

Task calendar icon Task split Task links

Figure 9.1
The start and finish
dates in the task
schedule are the basis
for scheduling a
resource when it is
assigned to a task.

Task constraint icon

The schedule of work for an assigned resource is initially built around the task schedule
based on the following factors:
■ When you assign a resource to a task, Project schedules the resource’s work to start at
the time that the task is scheduled to start, and schedules the work to continue uninter-
rupted and at a constant rate during the times the task is scheduled until all the work
assigned to the resource is completed.
■ Normally, Project schedules work only during the dates and times that are defined as
working time on the resource’s calendar. Thus, Project does not schedule work for a
resource during weekends, vacations, or other times that have been marked as nonwork-
ing on the resource calendar. Therefore, the task schedule changes to reflect the avail-
able working times on the resource calendar.
■ If there is also a task calendar attached to the task, Project by default schedules work
only during times that are working times on both the task calendar and the resource
calendar. However, Project also allows you to disregard the resource calendar and
schedule work for the resource whenever the task is scheduled.
■ The amount of work scheduled on any given day is the number of working time hours
defined for that day in the relevant calendar, multiplied by the number of resource units
that are assigned to the task.

Project runs through all the calculations mentioned previously when you assign a resource
to a task, and it calculates the dates and hours of work that constitute the initial assignment
schedule. You can then modify the initial schedule to suit specific requirements or the needs
of the resources. You can make a variety of adjustments to the assignment schedule, includ-
ing the following:
■ You can introduce a scheduled delay in the start of the work for one resource, leaving
other resources to start the task as originally scheduled. For example, if a resource
performs a specialized function on the task that is not needed until the task is almost
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324 Chapter 9 Understanding Resource Scheduling

finished, the work schedule for that resource can be delayed until toward the end of the
task.
■ You can interrupt the flow of assigned work by splitting the assignment, setting periods
of no work for this resource in the middle of the schedule while other resources con-
tinue to work. For example, you can temporarily pull a resource off a long task to work
on something more pressing by splitting that resource’s assignment to the long task, to
allow for the interruption.
■ You can override the even distribution of the work that Project normally schedules by
9 manually adjusting the amount of work assigned in each period, thus creating periods of
high and low activity on the task for the resource. For example, if you know that a
resource is needed only part time on a task during the second week but full time other-
wise, you can edit the assignment for the resource during that week to be fewer hours
per day than Project assigned.
■ You can instruct Project to apply one of its predefined work contours, which vary the
amount of effort scheduled during the assignment. For example, the front-loaded con-
tour schedules the resource to put its full effort into the early periods of the assignment
but to taper off to part-time involvement as the task nears completion.
■ If the schedule has overallocated a resource (that is, assigned more units of the resource
than the maximum units available of the resource), you can add a leveling delay to one of
the assignments. This delay is similar to the scheduled delay mentioned previously, but
it serves a different purpose. The scheduled delay likely remains in place permanently
because that’s the way the task should normally be scheduled. The leveling delay might
become unnecessary if other ways are found to eliminate the resource’s overallocation.
For instance, you could substitute a different resource for the one that is overallocated,
to reduce its workload during the time of the overallocation.

Before tackling these more advanced topics of customizing a resource assignment, you must
first understand the basic assignment fields and how the initial schedule is calculated.

Understanding the Resource Assignment Fields

When you assign a resource to a task, you must at least identify the resource that is being
assigned (in which case Project provides default values for the other essential assignment
fields). You can optionally also specify the number of resource units to dedicate to the task
and the amount of work that the assignment entails. The fields in which you enter this
information are described in the following list and are shown in the task form illustrated in
Figure 9.2.

Assigning a Resource Name

You must identify the resource by its name (or its ID number, if you know it). In most views,
the Resource Name field offers a drop-down list of the names that are already defined in the
resource pool. You can select one of those names or you can type a new resource name, and
Project adds that name to the pool as it assigns the name to the task.
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Understanding the Resource Assignment Fields 325

Figure 9.2
The task form dis-
plays all three key
assignment fields in
the resource details
area.

Resource Name
field
Work resources

Material resources

Assignment Units field Assignment Work field Task Details form

CAUTION
As described in Chapter 8, you should require that Project alert you before a new name is
added to the resource pool, because it is possible to accidentally mistype the name of an
existing resource. If you don’t have the chance to intervene, Project creates a new varia-
tion of the same resource in the pool, with a slightly different spelling. Furthermore, the
workload of the correctly spelled resource is misrepresented because it does not include
the assignments that have been given to its typographically challenged alter-egos.

➔ To learn more about when and why Project adds to your resource pool, see “Setting the Automatically
Add New Resources and Tasks Option,” p. 308.

Understanding the Assignment Units Field

Chapter 8 introduced the resource field named Max Units, which defines the maximum
amount of a specific resource that can be assigned to tasks at any one time. Now we’ll exam-
ine the assignment field named Assignment Units (which is usually labeled just Units).
Assignment Units defines how much of a resource is assigned to an individual task.
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326 Chapter 9 Understanding Resource Scheduling

N OTE
Project does not enforce the maximum number of available units when you make
resource assignments. Project enables you to assign more units than the Max Units value
when you are planning a project, but if you exceed the maximum for any resources, you
get a special indicator by those resource names in the Resource Sheet or the Resource
Usage view. If this happens, you might consider increasing the maximum units (by acquir-
ing more resource units) or reducing the number of units assigned to various tasks.

9 Defining the Format for the Units Fields

By default, both the Max Units and Assignment Units fields show units for work resources
in percentage format, but you can change these fields to decimal format. The percentage
format has advantages, especially when you’re assigning individual people resources, but it is
inherently confusing when you’re assigning consolidated or group resources. The following
section explains the meaning of the percentage format.

In practice, many organizations define the decimal format of assigning resources “FTEs” or Full Time
Equivalents. When not rounded to a whole number, the assignment is considered to be a part-time resource
necessary to complete the effort, and works well in estimating the total number of “bodies” needed on a single
task assignment.

To choose the format for the resource units fields, choose Tools, Options and select the
Schedule tab. In the Show Assignment Units as A field, select Decimal or Percentage. This
setting affects the display for all work resources.
Material resources are always shown in decimal format, no matter which format you choose
for work resources. For both work and material resource types, the Assignment Units field
defines the number of resource units to be assigned to a particular task.

Assigning Work Resource Units

When the Assignment Units field for a programmer who is named Juanita is 100%, the
assignment is a full-time assignment, and Project schedules 100% of Juanita’s time on the
task. If the Assignment Units value is 25%, Juanita is not working full time on this task;
instead, she is probably assigned to several different tasks each day and spends no more than
25% of her time on this task. The percentage format is easy to understand for individual
named resources.
However, when you assign a team of five programmers to a task, it’s more intuitive to say
that the units should be the decimal number 5 instead of the percentage 500%. It’s even
more difficult to understand the percentage format when you assign 25000% assembly-line
workers (which is clearer as 250, in decimal format) or 1600% delivery trucks (that is, 16
delivery trucks). On the other hand, if you use decimal format for an individual resource,
assigning Juanita to a task at .25 units is not very intuitive either.
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Understanding the Resource Assignment Fields 327

The percentage format emphasizes the way Project uses the Assignment Units field. Project
uses this field to calculate how many hours of work it will schedule for the resource per hour
of working time on the calendar. For example, suppose you have a task that a team of two
carpenters can finish in 4 hours. If you assign the two carpenters to the task, you expect 1
hour of work from each of them during every hour of time they spend on the task. And
that’s what Project does if you assign units of 200%: It assigns 2 hours of work for every
hour of working time on the calendar until the task is complete.
Thus, for work resources, Project uses the Units field as a multiplier, to calculate how many
hours of work to schedule per hour of working time on the calendar: 9
■ If the Assignment Units value is 100%, Project schedules 1 hour of work for every hour
of working time on the calendar until the task is complete.
■ If the Assignment Units value is 200%, Project schedules 2 hours of work for every
working hour on the calendar.
■ If the Assignment Units value is 25%, Project schedules work equal to 25% of the avail-
able time during each period on the calendar until the task is complete.

N OTE
Note that when you assign 25% units of a resource to work on an 8-hour task (which is
2 hours of work during the 8 hours), Project schedules 15 minutes of work each hour.
This would accurately portray the schedule for a chemist who needs to monitor an
experiment for 15 minutes each hour. But in many other cases, the resource would prob-
ably do the 2 hours of work at one or two sittings. In this case, if you’re not concerned
about the exact amount of time the resource will actually spend during each hour, but
you are content with the overall total (2 hours), then you can safely ignore the difference
between Project’s schedule and the way the work would actually be done. If you want
the resource to work full time for 2 hours and then be idle for the rest of the task dura-
tion, enter the units as 100% and specify that the work will be only 2 hours.

For work resources, the default Units value for an assignment is generally 100% (or 1, in
decimal format). However, if the Max Units value for the resource is less than 100%, the
default assignment value is the same as the Max Units value. You can assign any number of
units between 0% and 6,000,000,000% (between 0 and 60,000,000 units, in decimal format).
You can also assign a resource to a task with 0% units. In that case, Project calculates the
work as zero and consequently calculates the cost of the work as zero also. For instance,
you could assign zero units when you assign a contractor to a task and the contractor agrees
to complete the task for a fixed fee. The amount of work is the responsibility of the
contractor—all you need to record is the fee, which you would enter in a cost field.
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328 Chapter 9 Understanding Resource Scheduling

N OTE
Note that if the only resource assigned to a task is assigned at 0%, Project makes the
task a milestone. It is generally better to handle fixed-cost tasks like this example as
described in “Assigning Fixed Costs and Fixed Contract Fees,” p. 396.

N OTE
You can enter fractions of a percentage in the Assignment Units field, but they display as
rounded whole percentage numbers. If you want to specify that a worker spends 1 hour
9 per 8-hour day on a task (that is, one-eighth, or 12.5%, of a day), you see 13% displayed
after you enter 12.5%. Project uses fractional percents in its calculations (down to tenths
of a percent); it just doesn’t display them.

Assigning Material Resource Units

For material resources, the Units value is always formatted as a decimal. If you fail to enter
the assigned units, Project supplies the default value, which is 1 followed by the material
label you defined for the resource. For example, if you defined the material resource
Concrete with the label Yd (for cubic yard), the default units supplied by Project would be 1
Yd. This means that the task consumes exactly 1 cubic yard of concrete.

Assigning Fixed Consumption Rates

If you enter just a numeral (or a numeral with the material label) in the Units column for a
material resource assignment, it is called a fixed consumption rate for the resource. The
amount consumed is fixed and independent of the task duration. For example, to assign 4
yards of concrete to a task, you could type 4 or 4 yd; either way, Project would respond with
the value 4 Yd. If the task duration changes, this consumption rate does not change.
Note that if you type something Project doesn’t understand, such as 4 yards when the
material label is Yd, Project displays a warning that it is not a valid Units value (see Figure
9.3). The simplest method is to enter just the numeral and let Project provide the label.

Figure 9.3
Entering an unrecog-
nized Units value
causes Project to
display this warning.

Note the maximum possible assignment units

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Understanding the Resource Assignment Fields 329

Assigning Variable Consumption Rates

You can assign material resource units that have a variable consumption rate, where the total
amount consumed depends on the duration of the task. To create a variable consumption
rate, simply enter the units, followed by a forward slash (/) and the abbreviation for the time
period during which that many units would be consumed. For example 4/d or 4 Yd/d means
4 yards per day.
For example, suppose you are using a bulldozer on a task that consumes about 6 gallons of
fuel per hour. You can define a material resource Diesel Fuel with the label Gal (for gallons).
Then, you can assign the fuel to the task by entering 6/h or 6 gal/h in the Units field. For 9
either entry, Project displays the equivalent, 6 Gal/hour, in the Units field. Project then cal-
culates the total number of units consumed by multiplying this rate by the task duration.

Assigning the Work

A work resource spends hours of time or effort attending to the task, and you measure its
contribution in hours (or days, or some other time unit). It is this effort of the work
resources that causes a task to have duration in the first place: It takes time to complete the
necessary work on a task. In fact, if you estimate the duration for a task, you are really think-
ing about how long it will take the work resources to complete the work associated with the
task. A material resource, on the other hand, doesn’t expend effort: It is passively consumed
by the task. You measure its contribution in physical units consumed.
Both the hours of work for work resources and the units consumed for material resource are
displayed in the Work field. However, in calculating the total work for a task, Project
ignores values for material resources and sums just the hours for the work resources.

Assigning Work with Work Resources

For work resources, the term work (which is also called effort) measures the time actually
expended by a resource on the task during the assignment. By default, Project displays work
in hours, but you can change the default to any of the standard time units (minutes, hours,
days, weeks, or months). To change the time unit used for displaying work, choose Tools,
Options and click the Schedule tab. Select the time unit in the Work Is Entered In list box.
Work can be entered by the user, but if it is not, Project calculates it automatically. No mat-
ter what time unit you use to display work, you can enter work by using any time unit, as
long as you follow the number with the time unit label.
If a work resource is scheduled full time (100%) on a task that has a duration of 1 week (40
hours), the resource is assigned to 40 hours of work (100% of 40 hours). However, if the
resource is assigned to the task only half time (that is, Units is 50%), the resource is
assigned only 20 hours of work. If two resource units work full-time (200%) all week, there
are 80 hours of work. Other things being equal, the following hold true:
The longer the duration of the task, the more work is scheduled.
The larger the resource units assigned, the more work is scheduled.
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330 Chapter 9 Understanding Resource Scheduling

The amount of work that Project schedules for the resource is tied to the duration of the
task and the number of units assigned to the task. This relationship is defined more pre-
cisely in the section “Understanding the Work Formula,” later in this chapter.

Assigning Work with Material Resources

For material resources, the Work field shows the total number of physical units of the
resource that are consumed in completing the task. If you enter the units, Project calculates
the work units for you.
9 For fixed-rate consumption assignments, the Work field is the same as the Units field. If you
assign 48 Gal of fuel, the Work field shows 48 Gal. If, however, you assign 48 Gal/d to a
10-day task, Project calculates the value 480 Gal for the Work field.

Understanding the Work Formula

As described previously in this chapter, Project uses assignment units as a multiplier to cal-
culate how much work it must schedule. When you assign two carpenters (200%) to work
on a task with a duration of 4 hours, Project schedules 2 hours of work for each of the 4
hours of duration. The total work is therefore 8 hours.
The formula for calculating work is as follows:
Duration × Units = Work

In symbols, it is represented as follows:

D×U=W

That is, you multiply the task duration by the assigned units to calculate work.

N OTE
These formulas do not apply to assignments for material resources that have a fixed con-
sumption rate. For those assignments, the value in the Work field is identical to the value
in the Units field. The formulas do apply to material resources that have variable con-
sumption rates. However, these formulas were developed and implemented before the
material resource type was introduced, and the following discussion makes more sense if
you think in terms of work resources.

Simple algebra can be used to reformulate this equation to calculate values for Duration
when Work and Units are given:
Duration = Work / Units

In symbols, it looks like this:

D=W/U
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Understanding the Work Formula 331

Also, when Duration and Work are given, Project can calculate Units with this variation of
the formula:
Units = Work / Duration

In symbols, it looks like this:

U=W/D

Although the duration can be displayed in minutes, hours, days, weeks, or months, Project
converts the duration to minutes when calculating work and then displays it in the default 9
unit for work, which is normally the hour. Thus, if a 1-day task has 100% units assigned to
it (that is, one full-time unit of the resource), the work is calculated as follows:
D×U=W
8 hrs × 100% = 8 hrs

Applying the Work Formula in New Assignments

Before you assign resources to a task, it has duration but usually does not have a work value
associated with it. When you create the resource assignments, Project calculates the work for
the assignments and sums that value in the task’s Work field. As you will see, in some cases the
work called for in an assignment can’t be completed within the initial duration estimate for the
task, and Project might have to change the task duration to accommodate the needs of the
assignments. If the task has multiple resources assigned and some of those assignments take
longer to complete than others, the task duration is calculated to be at least as long as the
longest assignment. However, if the task is a fixed-duration task, Project can’t recalculate dura-
tion. See the section “Choosing the Task Type,” later in this chapter, for more information.
To ingrain your understanding of how Project calculates the changes brought about by
assigning resources, we will examine the simplest case first—where you assign a single
resource in an initial assignment. Then we will examine the case where you assign multiple
resources in an initial assignment. After that, we will examine how Project responds when
you change existing assignments.
You should experiment with each of these cases to solidify your understanding. Display the
Gantt Chart view and use the Window, Split command to display the Task Form view in the
bottom pane. Right-click over the Task Form view and choose Resources and Predecessors
from the Detail list. The Assignment Units and Work fields appear next to the resource
name in the resource details (refer to Figure 9.2). Try different values for units and work
until you feel you can predict the outcome when you create an assignment.

Assigning a Single Resource in an Initial Assignment

The duration for a task is already defined before you assign the first resource to the task.
Therefore, one of the values in the work formula—task duration—is already established.
Project handles your entries when assigning the initial resource slightly differently for work
and material resources, so we will consider them separately.
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332 Chapter 9 Understanding Resource Scheduling

Entering a New Assignment for Work Resources

The following cases show what happens for the initial assignment of a work resource. The
distinctions are based on which fields you fill in: Units only, Work only, or both Units and
Work. All the cases assume that the task has a duration of 1 day, and that days and weeks are
defined to be 8 hours and 40 hours, respectively. They also assume that the task type is
Fixed Units (see “Choosing the Task Type,” later in this chapter, for more information).
Project’s responses to your entries when creating a work resource assignment are as follows:

9 ■ If you enter the resource name when creating the assignment and you don’t provide the
values for units or work, Project assumes that you want the default units (usually 100%)
and calculates the work from the duration and units. For example, if you assign a work
resource to a 1-day task without specifying the units, Project supplies 100% to the
Units field and calculates 8 hours for the Work field, as follows:
D×U=W
8 hrs × 100% = 8 hrs

■ If you enter the Units value, Project uses that value with the duration to calculate the
work. For example, if you assign a resource to the 1-day task and enter 50% in the
Units field, Project calculates the work as follows:
D×U=W
8 hrs × 50% = 4 hrs

The task duration is still 1 day.

■ If you enter the Work value but do not supply the units, Project assumes that you want
the default units (usually 100%) and calculates a new value for the duration, based on
the specified work and the assumed value for units. For example, if you assign a
resource to the 1-day task and enter 16 hours in the Work field but leave the Units field
blank, Project calculates a new Duration value as follows, because it takes more than 1
day for a single resource unit to complete 16 hours of work:
D×U=W
D × 100% = 16h
D = 16h / 100% = 16 hours (that is, 2 days)

■ If you enter both the Units and Work values, Project recalculates the existing task dura-
tion, using the new entries. For example, if you assign Units the value 200% and Work
the value 32 hours, Project calculates a new task Duration by using this variation of the
work formula:
D×U=W
D × 200% = 32h
D = 32h / 200% = 16 hours (that is, 2 days)
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Understanding the Work Formula 333

Entering a New Assignment for Material Resources

When the resource is a material resource, there are fewer alternatives to consider than with
work resources. Again, assume that the task is a 1-day task. This time, the resource is the
material resource Concrete, and its label is Yd. Recall that for material resources, the Units
field is always displayed in decimal format. Project’s responses to your entries when creating
a material resource assignment are as follows:
■ If you just enter the material resource name but don’t provide either the Units value or
the Work value of the assignment, Project assumes that the Units value is 1 and calcu-
lates the work to be 1 Yd. For example, if you assign the Concrete resource to a 1-day 9
task without specifying the units, Project supplies 1 Yd to both the Units and Work
fields.
■ If you enter the Units value as a numeral (in other words, as a fixed consumption rate),
Project enters that value into both the Units and the Work fields. For example, if you
assign the Concrete resource to the 1-day task and enter 2 in the Units field, Project
supplies 2 Yd to both the Units and Work fields.
■ If you enter the units value as a variable consumption rate, Project uses that rate with
the task duration to calculate the Work field. For example, if you enter 2/d in the Units
field, Project converts that to 2 Yd/day and multiplies that value by the duration (1 day)
to calculate the Work field entry 2 Yd.
■ If you enter the Work value but do not supply the units, Project assumes that the
amount you entered has a fixed consumption rate and puts that amount in both the
Units and Work fields.
■ If you enter a number in the Units field (a fixed consumption rate) and also enter a
number in the Work field, Project ignores the entry in the Units field and places the
Work field entry in both the Units and Work fields.
■ If you enter a variable consumption rate in the Units field and also enter a number in
the Work field, Project recalculates the duration so that the consumption rate yields the
total units in the Work field.

Using Multiple Resources in an Initial Assignment

One of the advantages of using the Task Form view to create assignments is that the initial
assignment can include all resources that are to be assigned to the task, and you can specify
units and/or work for each assignment. Other methods of assigning resources require you to
complete each assignment individually or don’t let you regulate both units and work. As you
will see in later sections of this chapter, individually assigning multiple resources to a task
creates additional variations in how Project calculates the task work and duration.
Therefore, listing all the resources in the initial assignment sometimes saves you time and
annoying hassles.
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334 Chapter 9 Understanding Resource Scheduling

CAUTION
You must be very careful when including variable-consumption-rate material resources
along with work resources in an initial assignment. Project often calculates unexpected
results for this combination. In fact, you should include in the initial assignment only the
work resources and any fixed-consumption-rate material resources; you can add the
variable-consumption-rate material resources later.

To create multiple assignments with the initial assignment, you simply enter multiple rows
9 in the resource details table before you click the OK button. Project then calculates each of
the assignments individually, using the principles outlined previously and using the existing
task duration in each calculation.
For example, Figure 9.4 shows two task forms. The top form shows the initial assignment
being created, and the bottom form shows the result after the OK button is clicked. The
task is a 4-day task; four cement workers are being assigned, along with a supervisor who
will spend only 50% of her time on the task. The task will also consume 10 cubic yards of
concrete.

List of assigned resources before clicking OK

Figure 9.4
You can initially
assign multiple
resources by listing
them all before
clicking OK.

Resulting assignment values

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Choosing the Task Type 335

Applying the Work Formula to Changes in Existing Assignments

In the examples so far in this chapter, it has seemed that Project is free to recalculate any of
the three variables in the work formula. However, in the next section you will see that one
of the three variables in the equation is always fixed for a task, and therefore it is fixed for
any assignments to that task. Project is not allowed to change the fixed value when it has to
recalculate the work equation for an assignment.
For example, by default, tasks are created as Fixed Units tasks, as indicated by the underline
in the following formula:
9
D×U=W

Thus, if you change the duration, Project has to leave the units unchanged and must recal-
culate the work, or if you change the work, Project has to change the duration. You can
define which variable is fixed for a task and is therefore fixed for all that task’s assignment
calculations. In this way you can control how Project responds when you make changes in
assignments.

Choosing the Task Type

All tasks are one of three types, as defined in the Task Type field: Fixed Units (the default),
Fixed Work, or Fixed Duration. Sometimes the task by its very nature falls easily into one of
the three categories. Perhaps the task duration is set by a client, by the government, or by
another organization, and you must work within that time frame. You could define that task
as a fixed-duration task to keep Project from changing the duration. On the other hand, you
might contract to provide a fixed amount of work for a client. In that case, you could define
that task as a Fixed Work task so Project can’t change the amount of work that is scheduled.
You can also use temporary changes in the Task Type field to control how Project responds
to an assignment change. For instance, if you want to increase the duration for a task but
keep the total amount of work constant, you can make it a Fixed Work task and then change
the duration.
Table 9.1 summarizes which variable Project recalculates when you change a value in an
existing assignment. The table assumes that your initial change is an increase in the respec-
tive variables (as indicated by the plus signs in that column). If your initial change is a
decrease, you can simply reverse the plus and minus signs in the columns to the right.
The first column lists the variable that you might change. The three columns to the right
show which variable Project recalculates as a result; the plus or minus sign indicates the
direction of the resulting change. The formulas in Table 9.1 use an underline for the fixed
variable, to help you follow the logic of the changes. Thus, in the first row, an increase in
Duration for a Fixed Units task leads to an increase in Work, but for a Fixed Work task it
leads to a decrease in Units.
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336 Chapter 9 Understanding Resource Scheduling

Table 9.1 Task Types and Work Formula Calculations

Initial Fixed Units Fixed Work Fixed Duration
Change Result Result Result
+ Duration + Work - Units - Units
+ Units - Duration - Duration + Work
+ Work + Duration + Duration + Units

Formulas: D × U= W D×U=W D×U=W

9
When an initial change is the fixed variable itself, the rule is a little more complicated.
Those results are underlined in the table. Remember that duration is a task variable and that
units and work are assignment variables. When you change one of the assignment variables
(Units or Work), and it is the fixed variable, Project leaves the other assignment variable
alone and changes task duration. When Duration is fixed and you change it, Project leaves
the assignment work unchanged and adjusts the units.
As an example of how you can use this powerful tool, even in initial assignments, suppose
you want to force Project to calculate the number of resource units you need to assign when
you know the duration of the task and the amount of work you want done. You can make
the task a Fixed Duration task and enter the amount of work. Project has to calculate the
necessary units in order to keep the work formula in balance.
You can define a task’s type in the Task Information dialog box and in the Task Form view
(or you can add the Task Type field to any task table). Figure 9.5 shows the Task Type field
in the Task Information dialog box and on the Task Form view.
As mentioned previously, the default task type for Project is Fixed Units, which means that
new tasks are automatically assigned the Fixed Units task type. You can change the default
type for new tasks in a project by selecting Tools, Options. In the Options dialog box, select
the Schedule tab and the type you want as the default in the Default Task Type field (see
Figure 9.6).
It might be helpful now to add recognition of task types to the rules about how the work
formula is calculated. Project responds in the following ways when you create a new assign-
ment for a task:
■ If you enter a value in Units and leave the Work field blank, Project calculates the
unknown Work (because both Units and Duration have been given values). This is true
no matter what the task type.
■ If you enter a value in Work and leave the Units blank, Project’s calculation depends on
the task type:
• If the task is not a Fixed Duration task (that is, if it’s Fixed Units or Fixed Work),
Project adjusts the Duration value. It assumes that the Units value is the default
(100%, or less if the Max Units value is less) and calculates the Duration value
that is necessary for the resource to complete the amount of work you assigned.
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Choosing the Task Type 337

Task Type field

Figure 9.5
The task type can be
set on the Advanced
tab in the Task
Information dialog
box or in the Task
Form view.

Effort Driven check box Task Form view

Figure 9.6
You can change the
default task type in
the Options dialog
box.

Default effort-driven
status

Default task type

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338 Chapter 9 Understanding Resource Scheduling

• However, if the task is a Fixed Duration task, Project cannot change the Duration
entry, and it calculates the Units needed to complete the Work value you entered
and places that value in the Units field.

■ If you entered values in both Units and Work, Project again bases its calculations on the
task type:
• If the task is not a Fixed Duration task, Project adjusts the Duration to accommo-
date the Work and Units values you entered.
9 • If the task is a Fixed Duration task, Project keeps the Work amount you entered
and calculates a new Units value that can do the specified work in the given
(fixed) duration.

Understanding Effort-Driven Tasks

You saw in the previous sections that if a task is marked as Fixed Work and you increase the
number of units in an assignment, Project leaves the Work amount the same and reduces
the duration of the task. For example, suppose a Dock Workers resource has been assigned
to load 100 boxes onto a delivery truck. The original assignment is 200% units (2 people),
but then you change it to 400% units (4 people). Because the work is presumed to be fixed,
you would expect Project to cut the duration in half.
The same concept can apply when you increase the number of named resources assigned to
a task, for that constitutes adding units also. If two individual resources, named Sam and
Bob, are originally assigned to load the boxes, but then you add Juan and Bill to help with
the task, you would want Project to cut the duration in half.

For every activity within a project, you will arrive at an effort estimate and cost estimate for each resource
assigned. Often, in an attempt to decrease the amount of time a task takes, additional resources are added to
the activity. While most project management software calculates the effort to be divided equally among both
resources (1 person taking 1 week, 2 people taking 1/2 week, and so on), most experts believe that the most
you can expect in decreasing the duration of a task in this manner is 40% because of an expected “learning
curve,” or “ramp-up time” for the newly acquired resource.
As you continue to add people to an effort, the time is decreased, but the cost/labor hours may also go up,
depending on the cost rates associated with the assigned resources. At some point, this goes vertical and is
called the “crash point,” which suggests that no additional efficiencies can be realized by adding resources and
that the task is going to take a fixed amount of time regardless of the number of resources involved. This is
referred to as the “law of diminishing returns.”
Project managers need to account for this fact of life, that is that adding resources will not automatically reduce
the duration of a task, regardless of what the project management software calculates.

The latter case is an example of an effort-driven task calculation: You want the total amount
of work for the task to be fixed so that when you add resources to the assignment list,
Project reduces the workload for the resources who are already assigned to the task. By the
same token, if you have to remove a resource from the assignment, it means more work for
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Understanding Effort-Driven Tasks 339

the resources that remain assigned to the task, and Project calculates increased amounts of
work for them. When you add resources to an effort-driven task, Project reduces the dura-
tion; when you remove resources, Project lengthens the duration.

N OTE
When we use the phrases add resources and remove resources, we mean that you add
or delete names on the list of assignments. Changing the number of resources assigned
is not the same as changing the number of units assigned for one resource.

9
However, a task might not need to be treated as an effort-driven task for all increases or
decreases in resources. Suppose that you decide to add Andy to the box-loading task, to
monitor the work and make sure inventory records are accurate. This is not the same work;
it is an additional aspect of the task, and you want Project to add Andy’s work to the total of
the work done by the people who are moving the boxes. This is an example of a calculation
that is not effort driven: You do not want the work to remain the same after you add the
new resource name to the task.
By default, Project makes all new tasks effort driven, but you should consider the effort-
driven status of a task before you increase or decrease resources, in order to be sure that
Project calculates the change correctly. The Effort Driven field is a check box on the Task
Information dialog box and on the Task Form view (refer to Figure 9.5).

N OTE
Adding or removing material resource names to the list does not affect effort-driven cal-
culations because the work for material resources is not hours of effort but units con-
sumed.

N OTE
When you make a task a Fixed Work task, it automatically becomes an effort-driven task
because effort-driven means “fixed work.” Project automatically fills the Effort Driven
check box and dims it so that you can’t clear it.

The effort-driven status of a task is not a factor in the calculations when you first assign
resources to a task because there is no work defined for the task until after the first work
assignment. Thus, if you are using the Task Form view and you create a list of resource
names with assignments before clicking the OK button, Project calculates the hours of work
for each of the work resources and sets the sum as the total work amount for the task.
You can change the default effort-driven status for new tasks in the Options dialog box,
right next to where you change the default task type (refer to Figure 9.6). Choose Tools,
Options from the menu and select the Schedule tab on the Options dialog box. Deselect the
New Tasks Are Effort Driven check box to change the default setting.
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340 Chapter 9 Understanding Resource Scheduling

If, after the initial assignment of resources to a task, you add more work resources or remove
some of the work resources, Project must consider the effort-driven status of the task in its
calculations. If Effort Driven is on, as it is by default, Project redistributes the total work for
the task across the revised work resource list, prorating the work for each resource according
to its share of the total number of work resource units assigned to the task.
When you increase resources for an effort-driven task, Project reapportions the work among
the existing resources, and it does so in proportion to the resources’ share of the total work
units assigned. Suppose that Mary and Scott are initially assigned to a 5-day (40-hour)
9 effort-driven task, as shown in Figure 9.7. Figure 9.7 is the table portion of a Task Usage
view, showing three numbered tasks and their resource assignments indented beneath them.
Task 1 (Task A) shows the original assignment of Mary and Scott. The total work is 60
hours, and because it is an effort-driven task, the work will remain fixed if you assign more
or fewer resources.

Task Resource assignments

Figure 9.7
Resource assignments
are displayed slightly
indented beneath
each task in the Task
Usage view.

Task 2 (Task A with Pat) shows what happens when you assign Pat to the task at 100%
units. Because Task A is effort driven, the total work remains unchanged, at 60 hours. You
can see in the Assignment Units column that the sum of the units assigned is 250%. The
custom column Share of Units shows that Mary contributes 20% of the total units
(50%/250%), and Scott and Pat each contribute 40% of the total (100%/250%). This col-
umn shows how Project calculates the work assignment for each resource. Project assigns
Mary 20% of the total work for the task, which is 12 hours. Scott and Pat are each 24
hours. Each of these new work assignments can be completed in 3 days; therefore, the dura-
tion of the task is changed from 5 days to 3 days.
If Pat were removed from the assignment, the changes would be reversed. Without Pat’s
assignment, Mary would contribute 1/3 of the units and Scott would contribute 2/3. Mary
would be assigned 1/3 of the total 60 hours (20h), and Scott would be assigned 2/3 (40h).
If you disable the Effort Driven field (by clearing the check box in the Options dialog box),
Project assumes that the work of a newly assigned resource is to be added to the existing
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Modifying Resource Assignments 341

work of all other named resources. The assignments of the existing resources are not
changed. Task 3 (Task A with Lou) illustrates the result when Lou is assigned to the original
Task A but with the Effort Driven field disabled. Lou is assigned at 100% for the 5-day
duration of the task, and the 40 hours of new work is added to the task total.
Similarly, if you remove a named resource from a task, with the Effort Driven check box
unchecked, Project reduces the total work for the task by the amount of that resource’s work
assignment and does not recalculate other resource assignments.
If you are having issues adding resources to a fixed duration effort driven task, see
“Understanding Effort Driven Fixed Duration Tasks” in the “Troubleshooting” section at the end of 9
this chapter.

N OTE
The Effort Driven setting regulates calculations only when you add to or subtract from
the list of assigned resources. For example, if you change the duration of an effort-driven
task, Project does not keep the work of the assigned resources the same, but it does
change their work to fit the new duration.

When you change the number of assigned resources, you must think about whether you
want total work to be changed and then change the Effort Driven status for the task as
appropriate. You will do this most often when you build a list of assigned resources one at a
time. For example, suppose that you created a task for 20 hours of work moving stock in a
warehouse, and you have already assigned warehouse workers to the task. Now you want to
assign the forklifts they will be using. If the duration, work, and units for the workers’
assignment is based on the assumption that they will have forklifts to work with, you need
to clear the Effort Driven check box before adding the forklifts. After the forklifts are
added, you can turn Effort Driven back on for future calculations.

Modifying Resource Assignments

You have seen that you can define a resource assignment by specifying the task duration, the
assignment units, and the work for the assignment. You have seen that your choice of the
task type and its effort-driven status also affect resource assignments. In this section, we will
examine other options for fine-tuning resource assignments. The choices include the fol-
lowing:
■ Adding a delay to a resource’s start date so that it starts after other resources have
started on the task
■ Splitting a resource’s schedule on a task to accommodate time when the resource is
needed elsewhere
■ Assigning overtime work to a resource
■ Applying one of the predefined work contours to an assignment
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342 Chapter 9 Understanding Resource Scheduling

■ Manually adjusting the work contour for an assignment

■ Scheduling the resource based on a task calendar in conjunction with, or instead of, the
resource calendar

Scheduling a Late Start for an Assignment

Sometimes one of the resources assigned to a task is expected to perform a function that is
needed not at the beginning of the task, but only after some work on the task has been com-
pleted by others. For example, suppose that a team assigned to design a new accessory to its
9
main product needs the opinion of an expert consultant on the feasibility of its initial design.
The expert’s assignment to the design task can be delayed so that it starts only after the task
has been under way long enough for the team to decide the questions they need to ask.
Suppose that one member of the team is a draftsman whose sole contribution will be to pre-
pare a drawing of the design on the next-to-last day so the team can review and confirm
their recommendations on the last day. The draftsman’s assignment should be delayed to
near the end of the task.
In Figure 9.8, Mary and Scott are assigned full time to the 5-day Design Accessory task, but
the Consultant and Draftsman each have only 4 hours of work assigned. As explained later
on, Task 1 represents the way Project initially assigns the work, and Task 2 shows how indi-
vidual assignments can be delayed.

Delayed work
Task start date Task Usage view

Figure 9.8
You can create a
delay in an assign-
ment to recognize the
fact that the resource
is not necessary at
the start of the task.

Assignment start and finish dates

Zero work scheduled on task start date Task Form view
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Modifying Resource Assignments 343

Figure 9.8 displays the Task Usage view, which, like the Resource Usage view, shows
timephased assignment details in the grid on the right. The names of assigned resources are
indented under the task names, and the assignment values are rolled up or summed on the
row for the task. The Work column in the table on the left shows, for each row, the total of
the timephased work details in the grid.
Task 1 shows how Project, by default, schedules the hours for all assignments at the start of
the task (January 6). Task 2 shows the delayed hours for the Consultant (January 7) and the
Draftsman (January 9).
9
The bottom pane shows the Task Form view, with the Resource Schedule details table at the
bottom. The column titled Delay shows the amount of any assignment delay (as does the
Assignment Delay column in the table in the top pane). The Start and Finish fields show the
scheduled dates for the assignment. (The Leveling Delay column is a different kind of delay,
and it is explained in Chapter 11, “Resolving Resource Assignment Problems.”)
You can create an assignment delay in one of several different ways:
■ You can enter the amount of the delay in the Delay column in the resource schedule
details of the Task Form view (refer to Figure 9.8). (The Delay field is also available in
the schedule details on the Resource Form view.) If you enter a value in the Delay field,
Project automatically calculates the delayed dates for the Start and Finish date fields.

N OTE
The default entry in the Delay field is 0d, which means no delay. The Delay field is never
blank. You can remove a delay by entering zero in the Delay field; however, you cannot
erase an entry and try to leave the field blank.

■ You can enter a delayed start date in the Start field to the right of the Delay field.
Project automatically calculates the value for the Delay field as well as a new finish date.

N OTE
If you enter a date in the Finish field to the right of the Delay field in the Task Form view,
Project does not calculate a delay for the start date. Instead, it recalculates the amount of
work that is completed between the (unchanged) start of the assignment and the new
finish date you just entered.

■ If you add the Assignment Delay column to the Task Usage view, as has been done in
Figure 9.8, you can enter the delay or the start date for the assignment on the row for
the assignment.
■ You can also create a delay for an assignment by editing the timephased work details in
the grid in the Task Usage view or the Resource Usage view. You can simply select the
cells that contain the hours of work you want to delay and drag them to a later date. In
Figure 9.8, I used the mouse to drag the Consultant’s 4 hours of work from January 6
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344 Chapter 9 Understanding Resource Scheduling

to January 7. Project then calculated the values for the Assignment Delay, Start, and
Finish fields.
■ If you double-click anywhere in an assignment row in either the Task Usage or
Resource Usage view, or if you select a cell on that row and click the Assignment
Information tool on the Standard toolbar, Project displays the Assignment Information
dialog box for that assignment (see Figure 9.9). You can enter a delayed start date in the
Start box or use the calendar control to the right of the field to select a start date.
Although the Delay field does not appear on the Assignment Information dialog box, its
9 value is recalculated if you enter a new date in the Start field.

➔ For a complete description of the Assignment Information Dialog Box, see “Using the Assignment
Information Dialog Box,” p. 390.

Figure 9.9
You can use the
Assignment
Information dialog
box to change the
start date for an
assignment.

Start and Finish date for the assignment

To change an assignment start date from the Task Form, see “Adjusting Assignment Start Dates
from the Task Form” in the “Troubleshooting” section at the end of this chapter.

This discussion about delaying assignments has been presented in terms of projects that are
scheduled from a fixed start date. In those projects, Microsoft Project schedules tasks and
assignments as soon as possible, calculates the start date for both tasks and assignments first,
and then calculates the finish dates. A delay in an assignment is tantamount to a late start,
and it offsets that assignment schedule from other resource assignment schedules on the
same task.
If your project is scheduled from a fixed finish date, Microsoft Project first schedules the
last tasks in each chain of linked tasks to end on the project’s fixed finish date. Task and
assignment finish dates are calculated first, and then their start dates are calculated. Project
then works backward along the chain of linked tasks, scheduling later tasks before earlier
tasks until the start of the project is reached and a project start date is calculated.
You cannot introduce delays (late starts) for assignments in fixed-finish-date projects
because that would delay the project finish date, which is by definition fixed. You can,
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Modifying Resource Assignments 345

however, modify assignments to schedule some assignments to finish earlier than others—in
other words, you schedule an early finish instead of a late start.
You can enter an early finish for an assignment in a fixed-finish-date project in the same
Delay field used for late starts, but you enter it as a negative number. Alternatively, you can
enter an early finish date in the assignment’s Finish field, and Project calculates the (nega-
tive) Delay value as well as a new date for the Start field.
If you enter a date in the assignment Start field, Project does not adjust the Delay value but
calculates a new amount of work for the assignment, based on the (unchanged) finish date
9
and the start date you enter.

N OTE
You can enter negative amounts in the assignment Delay field only if the project is
scheduled from a fixed finish date. You can enter positive amounts only if the project is
scheduled from a fixed start date.

Splitting a Task Assignment

Splitting an assignment means that you schedule an interruption in the work, usually
extending the duration of the assignment to make up for the time lost to the interruption.
There are two basic methods for splitting a work assignment:
■ You can split the task, and Project automatically splits each resource assignment for the
task, with zero work scheduled during the period of the split.
■ You can split an individual resource assignment by inserting one or more periods of
zero work in the middle of the assignment.

If you introduce a split in an individual resource assignment, Project does not show a split
in the task unless it is the only resource assignment for the task or unless you introduce the
same split in all assigned resources.
Figure 9.10 shows three tasks to which both Mary and Pat are assigned. The view has the
Gantt Chart view in the top pane and the Task Usage view in the bottom pane. The work
detail in the bottom pane for their assignments to the Prepare for Conference task shows a
split in the assignment on Wednesday. This split was the result of splitting the task; thus,
the schedules of all assigned resources are split.
Pat also has a 1-day split on the following Wednesday, in his assignment to the Write Up
Proceedings task. However, the Gantt bar for the task in the top pane of Figure 9.10 is not
split because Mary, who is also assigned to the task, continues to work on those days, while
Pat is diverted to another task.
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346 Chapter 9 Understanding Resource Scheduling

Splitting the task splits the assignments

Figure 9.10
You can introduce a
split in a task assign-
ment when the
resource needs to
work on another task
temporarily.

Splitting the assignment for Pat leaves the task unsplit

Using Overtime to Shorten Duration

You can reduce the duration for a task by scheduling some of a resource’s work as overtime.
Overtime work means work that is scheduled outside the resource’s normal working hours. In
Project that means work that is scheduled during nonworking time on the resource calendar.
Assigning overtime doesn’t reduce the total amount of work for an assignment, but the
amount that is scheduled during regular working time is reduced by the amount of the over-
time. Also, Project charges the resource’s overtime rate for overtime work; cost might there-
fore go up, depending on your entry in the Overtime Rate field.

Planned overtime is a common pitfall of scheduling and should be avoided. It leaves no time for corrective
action should an activity slip and often impacts productivity and performance. Also, since efficiency of a
resource often goes down, quality is impacted as well.
Additionally, scheduling weekend activities may cause a task to slip an entire week if the predecessor activity
slips one day.

For example, suppose that Bill has been assigned full time (100% units) to write a report
that is scheduled to take 60 hours of work and requires a duration of 7.5 days to complete
(see Task 1 in Figure 9.11). Bill is scheduled to start on a Monday and finish at midday on
Wednesday the following week. The cost of the task is $1,200 (based on Bill’s standard rate
of $20/hour). This task is illustrated as Task 1, Write Report (No Overtime), at the top of
Figure 9.11.
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Modifying Resource Assignments 347

The assignment details on the right have been augmented to show not only work (which is
total work per time period), but also the regular work and overtime work components of
total work, as well as the cost of the assignment. The Regular Work, Overtime Work, and
Cost columns have been added to the table on the left. They and the Work column show
the task totals for the corresponding timephased details in the grid.
➔ For information about adding fields to the timephased data, see “Formatting the Resource Usage View,”
p. 826.
For Task 1 (No Overtime), the total work is 60 hours, which is the sum of the work hours in
the grid. You can see that the total work for each day is made up of regular work only. The 9
duration of Task 1 is 7.5 days, and that is due to the fact that there are 7 full days of work
and 1 half day of 4 hours. The total cost of the task is $1,200, which is the sum of the daily
Cost values in the grid.

Timephased Cost details Timephased Work details

Figure 9.11
Scheduling overtime
work shortens task
duration but can lead
to increased cost.

Assign overtime here Overtime work

Task 2, Write Report (with Overtime), shows what would happen if Bill’s manager decided
that she needs the report in no more than 5 days and authorizes 20 hours of overtime work
for Bill. Bill still spends a total of 60 hours on the report, but 20 hours are overtime hours
and only 40 hours are regular working time. Bill now does 12 hours of work per day—8
hours of regular work plus 4 hours of overtime. All 60 hours of work are completed in just 5
days; thus, the task duration is 5 days. The cost for each day is $280. This is made up of
$160 standard-rate hours (8 hours at $20/hour) plus $120 of overtime-rate hours (4 hours at
$30/hour). Note that had Bill’s Overtime rate been left as the default zero, the cost for the
task would actually have fallen to $160 (the cost of the regular work hours).
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348 Chapter 9 Understanding Resource Scheduling

N OTE
Overtime work that is scheduled by Project cannot be adjusted manually. That is, you
can’t edit the cells in the grid to change the number of overtime hours scheduled on a
particular day. However, when you are tracking progress on a task, you can add Actual
Overtime Work to the details in the grid and enter the amount of actual overtime work in
each time period to show exactly when the overtime work was performed.

The bottom pane in Figure 9.11 shows the Task Form view with the resource work details
9 displayed at the bottom. Because Task 2 is selected in the top pane, the details show the val-
ues with overtime assigned. Note that the Ovt. Work field displays 20 hours. The Work
field shows the total work, 60 hours, which includes overtime.
The easiest way to assign overtime hours for a resource is to display the Task Form in the
bottom pane of a task view (or the Resource Form view, if the top pane is a resource view)
and to display the resource work details (or work details, in the Resource Form view) at the
bottom of the form. You could also add the Overtime Work column to the table in a usage
view and enter the amount of overtime on the row for the assignment. To remove overtime
work, you must reset the Overtime Work field to zero (it can’t be “cleared”).

Contouring Resource Usage

The traditional resource work pattern is the so-called flat pattern. In the flat pattern, Project
schedules a resource’s work to begin when the task begins, using the same units assignment
every day until the assigned work is completed. Sometimes, you might want a resource to
put greater effort into a task at the outset and then to taper off the daily effort until the task
is finished. In that case, you want to assign more units and hours for the days at the begin-
ning of the task and then use a reduced number of units and hours each day to complete the
task. This is called front loading the work on the task. Other times, you might want to back
load the work, by starting with a small number of hours and assignment units up front and
then increasing the work as the task nears completion. Varied scheduling patterns like these
are available in Project as work contours. The default resource schedule is the Flat contour
pattern, but you can have Project modify an assignment schedule by applying one of seven
predefined work contours. You can also create your own contour by editing the timephased
values in the usage view grid.
To change the scheduling pattern, you display either the Task Usage view or the Resource
Usage view. The Resource Usage view is similar to the Task Usage view in that it displays all
the resources with their assignments indented beneath them and provides assignment details
for each period in the timescale in a grid of cells. Both these views enable you to apply con-
toured assignments, either by applying one of the built-in contours or by editing the work
assigned in any given time period in the grid.
To illustrate contouring, suppose that Bill is assigned to write a report that’s estimated to
take 40 hours to complete. At the beginning, he needs to concentrate completely on the
report, but he can start spending more time on other tasks once it’s underway. You could
schedule his assignment like the “before and after” example in the Task Usage view in
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Modifying Resource Assignments 349

Figure 9.12. Task 1 is named Write Report (Flat), and it shows the standard assignment
schedule.

Work details

Figure 9.12
Contoured assign-
ments always take
longer than noncon-
toured assignments
because part of the 9
assigned work is
shifted to later
periods.

Contour indicator

Peak Units details

Note that the grid in Figure 9.12 shows an added detail field, Peak Units. The Peak Units
field shows the maximum units that are assigned to the task at any moment in time during
the time period covered by the cell. You can see from the Units field in the bottom pane
that Bill’s initial assignment to the task was at 100%. In the standard schedule, that means
his Peak Units is 100% in all 5 days and he is assigned 8 hours of work each day.
Task 2 shows Bill’s assignment schedule after the front-loaded contour is applied. Note the
icon in the Indicator column that flags this assignment as having a front-loaded contour.
Bill’s assignment units start at 100% but soon drop to lower and lower levels, until all the
work is completed. Consequently, the value for the hours of work scheduled for each day
becomes less and less; Bill still does 40 hours of work, but now it takes more days to com-
plete the work. Note that the duration for Task 2 is 8.33 days instead of 5 days.
Figure 9.13 shows the Resource Usage view of Bill’s front-loaded task. The main record is
now the resource Bill instead of the task, but indented under it is the same assignment
record, now labeled with the associated task name, Write Report (Front Loaded). The
details in the grid are the same as those for Task 2 in Figure 9.12.
The bottom pane of Figure 9.13 contains the Resource Graph view. This view displays a
histogram (a vertical bar chart) to give a graphical image of the resource assignment detail
that you select. In this case, the peak units detail is graphed and illustrates very nicely the
declining nature of the front-loaded work contour. In fact, this graph is the source of the
image that is used in the indicator for front-loaded contours.
➔ For more information about the Resource Graph, see “The Resource Graph View,” p. 754.
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350 Chapter 9 Understanding Resource Scheduling

Assignment name
Resource name Peak Units details Resource Usage view

Figure 9.13
The Resource Usage
view displays task
assignments under
each resource name.

Peak Units graphed Resource Graph view

Project provides eight predefined work contour patterns that you can apply to a resource
assignment. These are in addition to the default assignment pattern, the flat pattern, that is
used when Project initially calculates an assignment. The contour patterns are illustrated in
Figure 9.14 and are described as follows:
■ Flat—This is the pattern that Project uses in the initial assignment calculation. All work
is assigned as soon as the task starts, and it continues until the assignment is completed.
There is no indicator icon for this pattern.
■ Back Loaded—The daily workload starts light and builds until the end of the
task.
■ Front Loaded—The heaviest daily load is at the beginning of the task and tapers off
continuously until the end of the task.
■ Double Peak—The daily workload starts low, builds to an early peak, drops off, builds
to another peak, and then tapers off to the end of the task.
■ Early Peak—The daily workload starts light, builds rapidly to a peak, and then tapers
off until the end of the task.
■ Late Peak—The daily workload starts light, builds slowly to a peak near the end of the
task, and then drops off somewhat at the end.
■ Bell—The daily workload starts light, builds to a peak in the middle of the assignment,
and then tapers off until the end of the assignment.
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Modifying Resource Assignments 351

■ Turtle—The daily workload starts somewhat light, builds rapidly to a plateau, remains
there for most of the rest of the assignment, and drops back to a somewhat light level at
the end.
■ Contoured—This pattern does not illustrate a predefined contour; rather, it illustrates
the fact that you can edit the work assignments to produce your own work pattern. The
indicator, with a pencil on the bar chart, shows that the work assignment has been man-
ually edited. Note that you can only edit the Work cells. You cannot edit the Peak Units
values directly.
9
Assignment duration Unit assignments
Contour types Work assignments

Figure 9.14
Work contours redis-
tribute assigned work
over a longer
duration.

Contour indicators

Figure 9.14 illustrates the contour types in an actual calculation by Microsoft Project. The
first row, labeled Flat, shows how the default assignment of 40 hours of work to a 5-day task
was scheduled for a resource with a unit assignment of 100%.
In the timephased details on the right, you can see the work and peak units for each day.
The resource is assigned 100% to the task, and for all 5 days, 100% of its time is allocated
to the task.
Rows 2 through 8 show how Project would schedule the work if one of the predefined con-
tours were applied. The total work remains 40 hours in all cases, as shown in the Total
Work column. The work assignment for each day varies, depending on the contour pattern,
as do the peak units.
Each of the contours reduces the unit assignment during selected days in the assignment;
the choice of which days determines the pattern that is the source of the different contour
names. Because less work is scheduled on some days, the total assignment necessarily takes
longer to complete. Note that the duration of the task is extended when the contours are
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352 Chapter 9 Understanding Resource Scheduling

applied. Instead of the task being completed the first week, work must continue into the fol-
lowing week.
The last row in Figure 9.14 is labeled Contoured and is not a predefined contour pattern.
That’s the name Project applies when the user edits the work details for an assignment. In
this case, the work is scheduled on Mondays, Wednesdays, and Fridays. In either the Task
Usage or Resource Usage view, you can edit the assigned hours in the work details cells.
To apply a contour to an assignment, you display either the Task Usage or Resource Usage
view and then select the indented assignment that you want to change. Double-click the
9
assignment row or use the Assignment Information tool on the Standard toolbar to display
the Assignment Information dialog box (see Figure 9.15). Display the pull-down list of con-
tours in the Work Contour box and select the one you want to apply. Note that the first
contour is the Flat contour. You select Flat to reset an assignment back to a standard sched-
ule with no contour.

Scheduling back loaded work effort on a task is not a good practice. This idea promotes the “student syn-
drome” of procrastination and consumes the available float during the scheduled duration of the task, forcing
the work to be performed at the very end of the duration. Slippage of this work effort could impact the sched-
uling of the successor activity and, possibly, the end date of the project.

Figure 9.15
The Assignment
Information dialog
box displays settings
that affect the sched-
uling of the assign-
ment.
Work contour field

TIP
If you change the work contour, it’s a good idea to document why you made the choices
you made in the assignment Notes field. Click the Notes tab in the Assignment Informa-
tion dialog box (refer to Figure 9.15) and enter supporting documentation about an
assignment, including links to external documents such as job specifications or standards.

N OTE
If overtime hours are assigned to a task when you apply a contour, Project spreads out
the overtime evenly, over the duration of the assignment, no matter which contour is
applied.
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Modifying Resource Assignments 353

TIP
If you want to add a resource with a contoured assignment to an existing task that has other
resources already assigned and if you don’t want the task duration or the other resource
schedules to change when you apply the contour to the new resource’s assignment, you can
make the task a Fixed Duration task and disable Effort Driven before assigning the contour.
You can later return the task to its previous task type and effort-driven status. Project applies
the contour but has to stop scheduling hours when it reaches the end of the task duration.
As a result, the new resource has a lower total amount of work than it initially did. You will
undoubtedly have to manually edit the work assignment values to get the results you want.

9
Scheduling with Task Calendars
If a task has its own special calendar assigned to it, by default, Project schedules work for the
resources only in the times when the working times for both the task calendar and the resource
calendar intersect. Project displays the Assigned Calendar indicator (see Figure 9.16) for the task.

Assigned Calendar indicator

Figure 9.16
You can attach a base
calendar to a task to
limit the working time
for scheduled work
on a task.

Insufficient Intersecting Working Times indicator

This facility is useful when there are special nonworking times associated with the task but
you don’t want to enter those nonworking times on the resource calendars because they
would interfere with scheduling other task assignments for the resources.
One application for a task calendar is when a key resource for a task has unique nonworking
times, and no other resources can work when that key resource is unavailable. For example,
equipment maintenance might take an assembly line offline for 4 hours every week. You
could create an Assembly Line Maintenance base calendar to define these nonworking
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354 Chapter 9 Understanding Resource Scheduling

hours and assign it to the task. The alternative would be to add the nonworking times for
this key resource to the calendars for all the other resources assigned to the task. Again, that
could interfere with scheduling the other resources for other tasks.
Another good use of task calendars is when you need to schedule a task during normally non-
working times. If, for example, you wanted to schedule the upgrade for a network server on a
weekend to minimize user inconvenience, you could create a task calendar and assign it to the
task that has working time only on the days and hours when you want the task scheduled.
To assign a calendar to a task, you have to create the special base calendar first, using the
9
Tools, Change Working Times command. Then select the task and display the Task
Information dialog box. On the Advanced tab, you display the drop-down list of base calen-
dars in the Calendar box and select the appropriate calendar (see Figure 9.17).
➔ For instructions on creating base calendars, see “Defining a Calendar of Working Time,” p. 76.

Figure 9.17
You can assign task
calendars in the Task
Information dialog
box.

Calendar field
Scheduling Ignores Resource
Calendars check box

If you want Project to ignore the resource calendar working times, check the Scheduling
Ignores Resource Calendars check box. When you do, the number of hours of work sched-
uled for a resource on any given day depends on the units assigned and the work hours
defined on the task calendar, not the resource calendar. It is up to you to verify that the
resources can, in fact, meet this schedule.
For example, Bill gets assigned to the network server task scheduled for a Saturday using a
task calendar that specifies only weekend days as working times. Bill’s resource calendar is
based on the standard calendar that specifies that weekend days are nonworking time. In
this case, there is insufficient intersecting working time for both the task calendar and the
resource calendar to be honored.
If the task and resource calendars do not intersect for enough hours to complete the task,
Project displays a warning to alert you that there are insufficient intersecting working times
(see Figure 9.18). You then need to modify one of the calendars or tell Project to ignore the
resource calendar.
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Understanding the Driver Resource Concept 355

Figure 9.18
Project warns you
when a task’s
resources and task
calendar have insuffi-
cient overlapping
working times.

Understanding the Driver Resource Concept

The various changes in assignments described so far in this chapter produce changes in
assignments and in the task duration. It helps to understand the changes in assignments if
you understand the concept of the driver resource.
The term driver resource is used to identify resources whose assignments determine the
duration or finish date for the task. Recall that when there are multiple resources assigned
to a task, the task duration is at least as long as the longest assignment. The resources with
the longest assignments are the driver resources. Other resources whose assignments finish
earlier are nondriver resources. Anything that causes a driver resource’s assignment to finish
later causes the task to finish later. Thus, increasing the workload for a driver resource typi-
cally increases the task duration; but increasing the workload for a nondriver resource (at
least up to a point) does not affect task duration.

N OTE
The discussion here is based on a project that is scheduled from a fixed start date. In
fixed-finish-date projects, the driver resources determine the start date for the task, and
anything that moves the start of the assignment to an earlier date moves the task start to
an earlier date and increases the duration of the task.

It’s not unusual to have one resource that only adds some finishing touches to a task and
whose smaller amount of work is scheduled right at the end of the task. Unfortunately,
Project doesn’t allow you to schedule one assignment to start “as late as possible” while the
others start when the task starts. You saw in the section “Modifying Resource Assignments,”
earlier in this chapter, that you can edit an assignment to delay its start past the start of the
task. If you delay an assignment so that it finishes at the same time that the task finishes,
that resource would become a driver resource also. Any increase in the amount of time
scheduled for the resource delays the finish of the task (unless you offset the increase by
reducing the amount of delay).
As stated previously, the significance of the driver resource concept is that increasing the
duration of a driver resource assignment affects the task duration, but modest increases in
the duration of a nondriver resource have no effect. There is an important corollary:
Increasing or decreasing the duration of the task changes the work assigned to driver
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356 Chapter 9 Understanding Resource Scheduling

resources, but it does not affect the work assigned to nondriver resources (unless duration is
reduced so much that the nondriver resources become drivers also).
Figure 9.19 illustrates the driver resource concept. Mary, Pat, and Scott are assigned to Task
A-1 with differing work amounts, as shown in the Work column. The custom column
Assignment Duration shows how long it will take each of them to complete the assigned
work, given the assignment units. Mary and Pat will both require 4 days, but Scott can fin-
ish in 1 day. The task duration is 4 days, and Mary and Pat are both driver resources.

9 Figure 9.19
Driver resources are
resources that are
working on the task
when it finishes.

N OTE
Note that Scott is assigned full time for 1 day, but because he has only 8 hours of work,
he finishes before the task finishes. If he were assigned 8 hours at 25% units, it would
take him all 4 days to complete his work, putting in 2 hours each day. In that case, he
would also be a driver resource.

If you were to change the assigned work or units for Mary and/or Pat, it could affect the
duration of the task. For example, if you increased Mary’s workload to 50 hours, she would
need a longer time to finish, and the task duration would have to increase. However, an
increase in Scott’s workload (up to a point) would not affect the duration of the task:
■ You could increase the work assigned to Scott from 8 hours to 32 hours, without need-
ing to increase the task’s duration.
■ You could also change Scott’s units from 100% down to as low as 25% before it would
affect his ability to complete his assignment in the current duration.
■ Similarly, you could reduce the task duration from 4 days down to 1 day without affect-
ing Scott’s assignment (8 hours at 100% effort).

If you change the task duration, only the driver resources are affected. However, if you shorten
the task duration so much that nondriver resources cannot complete their work, they are
affected also. Task A-2 in Figure 9.19 shows what happens when the duration is increased to
5 days. Both Mary and Pat are assigned more hours of work, but Scott is unaffected.
The following are some important points about driver resources:
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Calculating Task Duration with Multiple Resources Assigned 357

■ When you change the duration for a task, only the assignments for driver resources
(those who need the full duration to complete their assignments) are affected. Project
applies the work formula to calculate changes in the assignments. Nondriver resources
are not affected, as long as the change in duration still leaves them enough time to com-
plete their assignments.
■ When you change the assigned units or the work for driver resources, task duration is
affected, and Project recalculates the assignment values for all driver resources but not
those for nondriver resources.
■ When you change the assigned units or the work for a nondriver resource without mak- 9
ing it a driver resource, Project does not recalculate the assignment for that resource or
for any other resources assigned to that task.

Calculating Task Duration with Multiple

Resources Assigned
Task duration is defined by Microsoft Project as the number of active working time periods on
the calendar required to complete a task. When multiple resources are assigned to a task, some
might not be scheduled during the entire task duration. Individual schedules for some resources
can be modified to delay an assignment or to split the assignment with a period of inactivity.

N OTE
The consumption of material resources is not considered in calculating duration.

As an example, suppose Bill and Mary are both assigned 5 days of work preparing for a con-
ference. The task duration is 5 days if Bill and Mary do their work during the same time
periods. Suppose that Bill is taking 2 vacation days when the task starts, so Mary starts
working on the task alone. Bill also has 1 more vacation day at the beginning of the follow-
ing week. Bill starts working on the task 2 days later than Mary does. Then, they work
together for 3 days, at which time Mary has completed her part of the task. Bill still has 2
days of work to do, but he doesn’t do those days until after his second vacation.
Bill’s work schedule does not match Mary’s. Mary’s earlier start date and Bill’s later finish
date define the task’s start and finish dates. The task duration is the number of time periods
during which anyone is working on the task. In this case, the task duration is 7 days—2 days
when Mary worked alone, 3 days when they were both working on the task, and 2 days
when Bill worked alone after Mary finished her part and after he got back from vacation.
Figure 9.20 illustrates this example. The top pane displays the Task Usage view, and the
timephased work details show the precise work schedule for both Mary and Bill. Bill’s work
doesn’t start until 2 days after Mary’s begins. Mary completes her assignment on Friday. Bill
has the day off on the following Monday and then completes the last 2 days of his assign-
ment. The taskbar in the Gantt Chart view in the bottom pane shows a continuous bar over
8 working days. However, the task duration is only 7 days because there are 7 days when at
least 8 hours of work is done by someone.
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358 Chapter 9 Understanding Resource Scheduling

Task Mary starts on time Bill has time off

Figure 9.20
Task duration is the
number of time units
when at least one
resource is working.

Assignments Bill starts two days later Bill finishes the task

You can see in Figure 9.20 that Bill and Mary work independently some days and together
some days. If you count the number of days in the task row where total work is a full day or
more (8 hours or more), you see that there are 7 such days, and that is what determines the
task duration of 7.

Troubleshooting
Understanding Effort-Driven, Fixed-Duration Tasks
When I try to set the units value for an additional resource assignment on an effort-driven, fixed
duration task, Project gives me an error message and won’t allow it. What am I doing wrong?
By definition, fixed-duration tasks that are effort driven have both Work and Duration val-
ues fixed. Project will always calculate the Units value in this case and hence will present
you with an error dialog if you try to set the Units value yourself. You need only pick a
resource name in this situation and Project will reassign the remaining work across all
assigned resources on the task by using the Max Units value for the new resource(s) plus the
existing Units values for previously assigned resources and applying the same work formula
of resource units divided by total units, as shown in Figure 9.7. If you need to set the Units
values directly, you can do so after Project has created the assignment.

Adjusting Assignment Start Dates from the Task Form

How can I adjust the start date for an additional resource assignment on a task to be different than
the start date for the task?
Right-click on the task form and pick Resource Schedule. From this view, you can directly
edit the start date of each assignment on a task. To return the Task Form to its previous
format, right-click on the task form and select Resources & Successors.
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CHAPTER
10
Assigning Resources and Costs
to Tasks

In this chapter
An Overview of Assigning Resources 360
Selecting the Appropriate Task Settings 361
Assigning Resources to Tasks 365
Assigning Fixed Costs and Fixed Contract Fees 396
Troubleshooting 399
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360 Chapter 10 Assigning Resources and Costs to Tasks

An Overview of Assigning Resources

This chapter describes how to use Microsoft Project’s views and tools to assign resources
and to modify resource assignments. To benefit the most from this chapter, you should
understand the contents of Chapter 8, “Defining Resources and Costs,” and Chapter 9,
“Understanding Resource Scheduling.” The intricate relationships among task and resource
fields are covered in those chapters.
When you are assigning resources to tasks, there are a number of data fields you can use to
give Microsoft Project the information it needs to calculate schedules and costs as you
intend:
■ You can choose the task type and effort-driven settings at the task level to control how
Project calculates changes in the schedule due to resource assignments.
■ You must identify the resource by using its ID or its name when you assign it to a task.
10 ■ You can define the number of assigned units, or otherwise let Project assign the default
number of units or calculate the number of units based on the amount of work to be
done and the duration of the task.
■ You can define the amount of work the resource performs or let Project calculate that
from the task duration and number of units.
■ You can let Project use the default cost rates for the resource or select a special Cost
Rate table you have defined if the task is to be charged rates different from those nor-
mally used for this resource.
■ To speed up progress on the task, you can assign the resource overtime work or modify
the resource calendar to provide additional available hours on specific days.
■ You can accept the default work pattern for the assignment, which is an even amount of
work each day until the task is complete, or you can modify the work contour to sched-
ule more work at different times in the assignment. You can also delay the start of the
assignment beyond the start of the task and split the assignment to work around inter-
ruptions in the availability of the resource.

As you can see, Project gives you the opportunity to fine-tune resource assignments so that
schedule and cost calculations can be very precise. On the other hand, you can also get by
with just the minimum amount of definition if you don’t need all that sophistication.
This chapter shows how to enter all the information needed to assign resources to tasks. It
also describes how to use tools that record the minimum amount of information needed to
get the job done. There are a number of different views and tools you can use to assign
resources, and you will see how to use all of them. Each has advantages, depending on your
objective.
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Selecting the Appropriate Task Settings 361

Selecting the Appropriate Task Settings

If you don’t assign resources to tasks or if you assign only material resources, you do not
have to be concerned with selecting the task type or whether the task is effort driven.
However, most assignments are for work resources, and for those you need to consider the
task type and the effort-driven setting for a task each time you make or change resource
assignments for the task.

N OTE
The effort-driven setting and the task types are defined and explained in detail in
Chapter 9. Only a summary of the distinctions among the task types is given here.
Similarly, the data fields that define a resource are covered in detail in Chapter 8 and are
not explained again in detail here.

➔ For detailed explanations of the use of the resource fields, see “Using the Resource Fields,” p. 292. 10

Setting the Task Type

The work formula is defined in terms of the values for duration, units, and work. When one
of these values is changed, Project automatically recalculates the values for either one or
both of the other values in order to keep the formula valid. The task type tells Project how
you want it to calculate changes in the formula, and therefore changes in task assignments
and the task schedule, when you assign resources or change resource assignments.
➔ For more information about task types and the work formula, see “Choosing the Task Type,” p. 335.
The three task types are named Fixed Units, Fixed Work, and Fixed Duration. The default
type for new tasks in Microsoft Project is Fixed Units. You can make any one of the three
task types the default for new tasks by choosing Tools, Options and selecting the type in the
Default Task Type field on the Schedule tab.
To verify or change the task type setting for a task, follow these steps:
1. Select the task.
2. Click the Task Information tool to display the Task Information dialog box.
3. Select the Advanced tab.
4. Set the task type by choosing the list arrow and selecting Fixed Duration, Fixed Units,
or Fixed Work (see Figure 10.1).
5. Click OK.

You can also select the task’s type on the Task Form view (see Figure 10.2), which is the
view displayed in the bottom pane when you split a full-screen task view. To change the task
type settings using the Task Form view, follow these steps:
To display the Task Form view, follow these steps:
1. If it is not already displayed, choose a task view such as the Gantt Chart view, the Task
Sheet view, or the Task Usage view.
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362 Chapter 10 Assigning Resources and Costs to Tasks

Constraint type
Deadline Duration

Figure 10.1
You can use the Task
Information dialog
box to access addi-
tional fields of infor-
mation about each
Constraint date
task.
Effort Driven setting

Task Type Ignore resource calendars

10
Task calendar

Task type
Effort Driven setting

Figure 10.2
You can access the
Task Type field in the
Task Form view.

Assignment details Task Form view

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Selecting the Appropriate Task Settings 363

2. Split the view by choosing Window, Split. The bottom pane displays the Task Form view.
3. Activate the bottom pane. If resource details are not visible, choose Format, Details,
and select one of the options that includes resources, such as Resources & Predecessors.
4. Use the Task Type list box to choose a new task type.

If you know the duration you want, you should replace the default duration before you start
assigning resources. Also, you must consider what you want Project to calculate for you and
choose the appropriate task type. For example, if you have defined the duration and work
that you want for the assignment and you want Project to calculate the units, you have to
choose the appropriate task type before assigning the resource.
Table 10.1 provides the guidelines you need to determine which task type is appropriate for
each pair of values you might want to define.

Table 10.1 Task Types for Initial Assignment 10

You Want Project
You Define This: to Calculate This: Use This Task Type:
Duration and units Work Any task type
Duration and work Units Fixed Duration
Units and work Duration Fixed Units or Fixed Work

If you want Project to just calculate the work, any task type will do. If you want Project to
calculate the units that you need to assign, you need to use Fixed Duration. Finally, if you
want Project to calculate duration, you can use either Fixed Units or Fixed Work.
If you want to change one of the variables in an existing assignment, you can use the task
type to control which variable Project changes. Table 10.2 shows which task type to choose
when you want Project to change a specific variable as a result of a change that you make.

Table 10.2 Task Types for Assignment Changes

You Change You Want Project
This: to Change This: Use This Task Type:
Units Duration Fixed Work
Units Work Fixed Duration
Work Duration Fixed Units
Work Units Fixed Duration
Duration Work Fixed Units

Duration Units Fixed Work

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364 Chapter 10 Assigning Resources and Costs to Tasks

Choosing a Task’s Effort-Driven Status

Closely allied to the choice of a task type is the choice of whether a task is effort driven. This
choice has importance only when you change the number of work resources assigned to a
task. It does not have any effect if you merely change the number of assigned units for an
already assigned resource or if you change the material resources assigned to the task.
➔ For more information about effort-driven tasks, see “Understanding Effort-Driven Tasks,” p. 338.
If a task is effort driven, when you add new work resource names to the assignment list,
Project reapportions the existing work among all the resources, which results in less work
for the preexisting resources and a shorter duration for the task. Conversely, if you remove a
named work resource from a task, Project assigns its work to the remaining resources, and
the task duration increases.
If a task is not effort driven, Project does not change the workloads of existing resources
when you add a new work resource, and the task duration does not change. Total work for
10 the task increases due to the addition of a new work resource.
To verify or change the Effort Driven setting for a task, follow these steps:
1. Select the task.
2. Click the Task Information tool to display the Task Information dialog box. The Effort
Driven field also appears on the Task Form (refer to Figure 10.2).
3. Select the Advanced tab.
4. Look at the Effort Driven check box (refer to Figure 10.1). If the check box is filled, the
task is effort driven; if it is empty, the task is not effort driven. Click the check box if
you want to change the status.
5. Click OK.

The default status for new tasks in Project is effort driven, but you can change that default
on the Options dialog box. Choose Tools, Options and select the Schedule tab on the
Options dialog box. Deselect the New Tasks Are Effort Driven check box to change the
default setting.
Before you make any change in resource assignments, you should ask yourself these two
questions:
■ What do I want Project to leave unchanged when I enter this new information: dura-
tion, units, or work? Be sure to select the appropriate task type to force Project to do
what you want.
■ Am I changing the number of named work resources that are already assigned to this
task, and if so, do I want the total work for the task to remain the same or to be
changed? If you want the total work to change, be sure you uncheck the Effort Driven
field for the task.

You need to make sure that the task type and the effort-driven status are appropriate for the
result you want to see.
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Assigning Resources to Tasks 365

Assigning Resources to Tasks

As discussed in the previous section, the initial assignment schedule is influenced by task set-
tings such as Task Type and Effort Driven, as well as by the choice of assignment units and
work. As shown in Chapter 9, you can then customize the initial assignment by delaying its
start, splitting the work, assigning overtime, choosing a work contour, and so forth. You can
use a variety of views and dialog boxes to assign resources to tasks. They are listed here,
with those that give you the most control over the assignment details listed last:
■ You can use the Task table in either the Gantt Chart view or the Task Sheet view to
enter assignments in the Resource Names column, but the syntax is strict, and you can
specify only the assignment units, not the assignment work.
■ You can display the Task Information dialog box in any task view, and you can assign
resources on its Resources tab. However, you don’t have as much control when you
assign multiple resources to a task as you do when you use a combination view with a
task view in the top pane and the Task Form view (or Task Details Form view) in the 10
bottom view. That combination is described shortly.
■ Using the Assign Resources dialog box is the easiest and quickest way to assign
resources. You can display this pop-up dialog box in any task view, and it stays on top of
the workspace as you select different tasks.
The Assign Resources dialog box offers powerful features that aid in choosing the
resource that is appropriate for an assignment. You can filter the list of resource names
to find qualified resources, and you can view a graph of resource availability.
However, if a task is effort driven (which is the default), the Assign Resources dialog
box doesn’t let you enter work and have Project calculate units; and in any case, you
can’t enter both work and units.
Furthermore, unless you use the default assignment units for each resource, you can’t
assign multiple resources to a task all at once as you can with the combination views
described later.
■ The Task Form view is the most versatile single view for assigning resources, especially
when it appears in the bottom pane of a task view such as the Gantt Chart view (which
is a combination called the Task Entry view), the Task Usage view, or the Network
Diagram view. The Task Form view enables you to define the duration, task type, and
effort-driven status of the task, and to define the units, work, or both units and work for
the assignment. You can assign multiple resources at once, and you can also assign over-
time and a delayed start for an assignment.
■ You get the most control over the assignment process when you use the Task Usage
view in the top pane with the Task Form view in the bottom pane. The Task Usage
view replaces the taskbars of the Gantt Chart view with a grid of cells that show details
about the assignment during each period in the timescale. You can edit the cells to
modify scheduled work in specific time periods after making the assignment.
In the Task Usage view you can double-click a task to access the Task Information dia-
log box, where you can quickly review or modify more details about the task. You can
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366 Chapter 10 Assigning Resources and Costs to Tasks

also double-click an assignment in the Task Usage view to access the Assignment
Information dialog box, where you can specify work contours, select a different cost
rate for the assignment, and document the assignment with notes and links to docu-
ments stored elsewhere. In the Task Form view, you can double-click a resource name
to access the Resource Information dialog box to review or modify details about the
resource.
Finally, you can also display the Assign Resources dialog box on top of the combination
view, to help identify the most appropriate resources for tasks.

In the following sections, we will first discuss how to use the Assign Resources dialog box
for less complex assignments and to help choose which resource to assign. We will then use
the Gantt Chart view with the Task Form view to see how to handle more complex assign-
ments. Then, we will put the Task Usage view in the top pane and work on fine-tuning the
timephased work schedule. Finally, we will briefly explore how to use the other views and
10 dialog boxes mentioned previously, in case you want to use them too.

Using the Assign Resources Dialog Box

The Assign Resources dialog box is a versatile tool for choosing which resource to assign to
a task and for creating the most common assignments. A task view (other than one of the
task forms) must be active in order to initiate the display of the Resource Assignment dialog
box. To display the dialog box, click the Assign Resources tool, choose Tools, Assign
Resources, or press Alt+F10.
Figure 10.3 shows the Assign Resources dialog box over the Gantt Chart and Task Form
views. This figure shows the resource list options expanded to display the options to apply
filters and to add resources. Click the little plus-sign button to the left of Resource List
Options to expand the dialog box.
The selected task in Figure 10.3 is Test Prototype. You can see in the Assign Resources dia-
log box which resources are assigned to the task because they appear first in the Resource
Name list and have check marks next to their names when that task is selected. The under-
lying view shows more detail about the assignments in the Resources area of the Task Form
view in the bottom pane.

TIP
Because you might need to change the task type or effort-driven status of a task before
making or changing a resource assignment, you usually want the Task Form view in the
bottom pane of the underlying view. Remember to consider the settings for those para-
meters before making any changes in assignments.

CAUTION
The Undo command is not available for resource assignment actions you take with the
Assign Resources dialog box.
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Assigning Resources to Tasks 367

Figure 10.3 Assign Resources dialog box

You can use the Selected task Assign Resources tool
Assign Resources dia-
log box to assign
resources to selected
tasks.

10

Check marked resources are assigned to selected task

The Assign Resources dialog box is the only pop-up dialog box that you can leave on the
workspace while switching back and forth between the dialog box and the underlying views
while selecting different tasks. When displayed, the dialog box remains accessible even if the
underlying active view is not a task view—and even in different projects. However, it has
reduced functionality if the active view is a form or is not a task view.
The following list and Figure 10.4 highlight the powerful features of the Assign Resources
dialog box:
The Assign Resources dialog box offers the following features:
■ You can select a blank cell in the Resource Names list to add a resource name to the
list, then type the name in the Edit bar.
■ You can click the Add Resources button to look up names in a server directory or email
address book and add them to the resource list.
■ You can double-click a resource name to view and edit the Resource Information dialog
box for that resource, no matter what underlying view is active.
■ You can apply a named filter (or create one on-the-fly with the More Filters button) to
identify resources with specific characteristics. For example, you can filter for material
or work resources, or for resources that have a particular skill.
■ You can filter the resource list to select resources that have enough working time for the
task that is selected in the underlying view.
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368 Chapter 10 Assigning Resources and Costs to Tasks

Apply named filter

Show/Hide options Filter for availability

Figure 10.4
The Assign Resources
dialog box has a
number of powerful
features for managing
Create new filter
the resource list and
for assigning
Add new resource
resources to tasks.

Edit bar
Filtered list

View graph of availability

10

■ If the underlying active view is a task view (other than one of the forms), you can use
the dialog box to assign one or more resources to one or more selected task(s) at the
same time.
■ If the underlying active view is a task view, you can use the dialog box to remove one or
more resources from one or more selected tasks.
■ If the underlying active view is a task view, you can use the dialog box to replace one
resource with another resource for selected tasks.
■ If you have already selected a task in the active view, all the resources assigned to that
task are shown at the top of the resource list. The rest of the list is automatically alpha-
betized.
■ You can view a graph that shows the work or available work time for the selected
resource.
■ If you assign the resource to the selected task, you can view a graph that shows the
impact that assignment has on the resource’s workload, easily identifying whether the
assignment leads to an overallocation for the resource.

N OTE
If you are using Microsoft Project 2003 Professional, you see an additional column titled
R/D in the Assign Resources dialog box. This topic is addressed in the “Assigning
Resource Units” section later in this chapter, on page 374.
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Assigning Resources to Tasks 369

Filtering the Resource List

If you have a large number of resources, the list of resource names in the Assign Resources dia-
log box can be quite long. At the top of the list are the resources, if any, who are assigned to the
selected task. The rest of the list is alphabetized, with resources of different types intermingled.
Applying a filter can shorten the display to just the resources that meet the filter criteria.

N OTE
Note that resources that are already assigned to the selected task (those that are checked
at the top of the list) are listed whether they meet the filter criteria or not.

You can apply two types of filters:

■ Named resource filters—You can apply any of the named resource filters, or you can
create a new one on-the-fly and apply it immediately. For example, you could apply the
Resources - Material filter to get a short list of just the material resources. 10
■ The Available to Work filter—You can apply the Available to Work filter that is
accessible only from the Assign Resources dialog box. If it is used correctly, this filter
shows you a list of the resources who have enough calendar working time to do the
work required for a specific task during the time the task is currently scheduled.

These two filter types can be used alone or in combination for greater precision in finding
the right resource for a task.

Using the Named Resource Filters

Several predefined resource filters come with Project 2003 and can be helpful in finding the
resource you want to use:
■ The Resources - Work filter shows only the work resources, thus making it easier to
find them in a long resource list.
■ The Resources - Material filter shows just the material resources.
■ The Group filter prompts you to type a keyword that you expect to find in the Group
column of the Resource sheet. It then shows only the resources that have that exact
entry in the Group field. For example, if you have entered job titles in the Group col-
umn, you can use this filter to select the resources that have a job title that qualifies
them to work on a particular task.

TIP
The Group filter selects only the resources whose Group field value matches exactly what
you enter in response to the prompt. You might find it more useful if you change the
filter test from equals to contains (or contains exactly if you put multiple comma-
separated values in the field).

➔ See “Creating Custom Filters,” p. 859, for help with customizing filters.
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370 Chapter 10 Assigning Resources and Costs to Tasks

To make the most effective use of resource filters, you should use custom fields, in which
you enter special keyword values that you can use when filtering the resource list. For exam-
ple, you might use a custom text field to list resource skills. Then you would create an inter-
active filter that prompts you to specify the skill you want so it can display a short list of
resources with that skill.
➔ For instructions on how to use custom fields see “Customizing Fields,” p. 847.

N OTE
If some resources have multiple skills, you can use comma-separated entries in the field.
The filter needs to test that the field contains or contains exactly the specified
skill. Note that you must not include a space after the comma separator if you use the
contains exactly test.

Another useful custom field that you could use for filtering is one that contains the city
10 where a resource is located so that you can select resources that are near the facility where
work will take place. Other examples include fields that contain department or organization
codes, job codes, or cost accounting codes.
To apply a filter to the list of resource names in the Assign Resources dialog box, follow
these steps:
1. Display the Assign Resources dialog box by clicking the Assign Resources tool on the
Standard toolbar.
2. Fill the check box under Filter By.
3. Select the filter in the list box to the right or click the More Filters button to display
the More Filters dialog box, where you can create a new filter or customize an existing
filter.

N OTE
If you create a new filter from the Assign Resources dialog box, be sure to click the Apply
button to close the More Filters dialog box. The new filter does not appear in the Assign
Resources list of filters until you close and reopen that dialog box.

To remove the filter after you finish using it, choose All Resources in the filter list.

Using the Available to Work Filter

Suppose you select a two-day task that is scheduled for Monday and Tuesday and that you
want to assign a resource to do the 16 hours of work on the task. If you enable the Available
to Work filter and enter 16h in the criterion box, Project displays only the resources that
have at least 16 hours of working time available during the Monday and Tuesday when the
task is scheduled. To select the resources that the filter will display, Project does the follow-
ing calculation (see Table 10.3):
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Assigning Resources to Tasks 371

1. Project looks at each resource’s calendar of working time and notes the number of
hours available on that particular Monday and Tuesday. For example, say that Resource
A has 8 hours available each day, as shown in the Calendar Working Time row of
Table 10.3.
2. Project looks at the Resource Availability table on the General tab of the Resource
Information dialog box, for the maximum units available on that Monday and Tuesday.
For example, say that Resource A is a consolidated resource and that there are 200%
maximum units both days, as shown on the Max Units row in Table 10.3.
3. Project multiplies each day’s available hours by the number of units available. For
Resource A that would be 8 times 200% for each day, or 32 hours of working time for
the 2 days (see the Total Working Time row in Table 10.3).
4. Project looks at other assignments during the same period for the resources. Say that
Resource A is already assigned to do 8 hours of work on another task on Monday but
has no other assignments during Tuesday (see the Other Assignments row in Table
10.3). 10
5. Finally, Project subtracts the hours already assigned (8, in this example) from the total
working time available (32, in this example) and calculates the total hours available to
work. For Resource A, that is 24 hours, as shown in the last row of Table 10.3. Because
in this case the filter is looking for resources with at least 16 hours available, Resource
A would be one of the resources that is displayed by the filter.

Table 10.3 Calculating the Available to Work Value for Resource A

Calculation Steps Monday Tuesday Total
Calendar Working Time 8h 8h 16h
Max Units 200% 200% 200%
Total Working Time 16h 16h 32h
Other Assignments 8h 0h 8h
Available to Work 8h 16h 24h

To use this filter, you need to fill the Available to Work check box and then enter the
amount of work you require for the task. For the example illustrated in Table 10.3, you
could enter 16h. You can enter the work by using any time units (for example, 2d would
work in this case), but Project converts the entry to hours. When the filter is turned on, you
can select different tasks in the underlying task view, and the list of names is adjusted for the
duration of each selected task.

Graphing Resource Availability

Suppose that you want a specific resource to work on a task, but the resource doesn’t have
available work hours during the time the task is currently scheduled. One of the possible
solutions could be to reschedule the task to a time when the resource has enough work time
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372 Chapter 10 Assigning Resources and Costs to Tasks

available. You can select the resource in the Assign Resources dialog box and click the
Graphs button to display timeline graphs and accompanying data tables that show informa-
tion about the selected resource’s availability and currently assigned work. You can choose
among three graphs:
■ The Remaining Availability graph—You can choose the Remaining Availability graph
to see the remaining available working time along a timeline (see Figure 10.5). You can
zoom in or out on the timeline to view the data by hours, days, weeks, months, and so
forth. If you have selected multiple resources, the data for each is color coded, and
check boxes in the graph legend let you temporarily remove and restore individual
resources in the display.

Temporarily hidden resource

Graph type Zoom In Zoom Out

Figure 10.5
10
The Remaining
Availability graph
shows the number of
hours available for
assignments.

Data table Remaining availability line Selected resources

■ The Work graph—The Work graph looks similar to the Remaining Availability graph,
but it shows already assigned work. You can zoom the time line, and multiple resources
are color coded and can be removed and restored from the graph.
■ The Assignment Work graph—You can choose the Assignment Work graph (see
Figure 10.6) to see both the work already assigned and the total availability. If you
select a task in the underlying view to which the resource is assigned, this graph also
distinguishes the work assignment on the selected task from assigned work on all other
tasks. For example, if you select a task and assign the resource to it, this graph shows
you the total available work for the resource, the amount of work assigned to the
selected task, and the total work assigned to other tasks. You can easily see if the total
of all the assignments exceeds the availability for the resource. If it does, you know you
have overallocated the resource.
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Assigning Resources to Tasks 373

Selected task’s work bar

Availability line Resource shown

Figure 10.6
The Assignment Work
graph shows the total
working time avail-
able and assigned
work.

10

Other assignments work bar

To view a graph, follow these steps:

1. Display a task view as the active view; it cannot be one of the task forms.
2. Display the Assign Resources dialog box by clicking the Assign Resources tool on the
Standard toolbar.
3. Select one or more resources whose data you want included in the graph. Use
Ctrl+click to add nonadjacent resources to the selection.
4. If you are going to view the Assignment Work graph and want currently assigned tasks
to be included, select the tasks now. After the graph window opens, you can’t change
the selection. The quickest way to include all tasks assigned to the selected resource(s)
is to select all tasks by using the Select All button (the blank space above the ID col-
umn).
5. Click the Graphs button to display the Microsoft Graph window.
6. Choose the graph type in the Select Graph box.
7. If you selected multiple resources, remove and restore individual resources by using the
check boxes next to their names in the legend.
8. Use the Zoom In and Zoom Out buttons to compress or expand the time line.
9. When you are finished, click the Close button.

N OTE
You can’t modify the formatting of the graph. Your only controls are those listed here.
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374 Chapter 10 Assigning Resources and Costs to Tasks

Assigning Resource Units

The preceding sections show how to use the Assign Resources dialog box to select a
resource for an assignment. You can also use this dialog box to create assignments.
To add a resource assignment to a selected task or group of tasks, follow these steps:
1. Select the task or tasks to which you want the resource assigned.
2. Display the Assign Resources dialog box by clicking the Assign Resources tool on the
Standard toolbar.
3. Select the resource name from the Resource Name list or type the name for a new
resource.
4. If the resource is a work resource, the default for the Units field is 100% (or the max
units for the resource, if that is less than 100%). If you want to assign a different num-
ber of units, select the Units cell to the right of the resource name and enter the new
value.
10
If the resource is a material resource, enter the number of units to be consumed by the
task in the Units cell. If you enter just a numeral, Project schedules that total number of
units to be consumed by the task, no matter what the task duration. If you enter a num-
ber with a time period appended (for example, 2/d), Project schedules that number to
be consumed per time period for the duration of the task.

TIP
For work resources, the units should be no greater than the maximum units available for
the resource at the time the task is scheduled. If you do not know the maximum units
available, double-click the resource name to see the Resource Information dialog box.
The Resource Availability table in that dialog box shows the maximum units for different
time periods.

5. Click the Assign button or press Enter to assign the resource and unit information to
the selected tasks.
6. If you are using Project Professional, select either Request or Demand in the R/D field.
A requested resource is equivalent to a soft-booked resource that will eventually work on
something else. A demanded resource will not be automatically replaced by the Resource
Substitution Wizard. Note that this field, if left blank, will consider the assignment as a
request only. This field is useless if Project Professional is used without Project Server
or if the Resource Substitution Wizard is not to be used.
7. If you are adding more resources to the same tasks, select the next resource name to be
assigned, type the number of units in the Units field, and select Assign to assign this
resource to the selected tasks.

When you use the Assign Resources dialog box to change resource assignments, Project dis-
plays a SmartTag to let you choose how it should calculate changes in the schedule (see
Figure 10.7). The SmartTag feature compensates for the limited control you have over the
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Assigning Resources to Tasks 375

variables when you modify an assignment in the Assign Resources dialog box. For example,
if you change the units assigned, Project immediately changes the task duration (unless it’s a
fixed-duration task). But you can use the SmartTag to have Project put duration back where
it was and change the work instead.

SmartTag cell flag

Figure 10.7
SmartTags present
options for how
schedule changes
will be calculated.

Action button SmartTag options

10

As soon as you change the assignment, a small green triangle appears in the top-left corner
of the task name cell. If you select the cell or merely move the mouse over the cell, an
Action button appears, and you can click it to display the calculation options. SmartTags
stay visible only as long as you can undo an action.
For example, if you change the units for an assignment, the SmartTag lets you choose to
have either work or duration change as a result. If you assign an additional resource to a
task or remove an existing resource, the SmartTag lets you choose to change duration
(keeping work and units unchanged), change work (keeping duration and units constant), or
change units (keeping work and duration constant).

N OTE
SmartTags are triggered by assignment changes that are made in the Assign Resources
dialog box and in cells in tables. They are not triggered when you make changes by
using the Task Form view or the Task Information dialog box, because in those venues,
you can control all the scheduling variables before you click OK.

Scheduling Resources for a Specific Amount of Work

For work resources, you can also use the Assign Resources dialog box to calculate the num-
ber of units needed to complete a specified amount of work within the task’s current dura-
tion. Normally, you enter a simple percentage in the Units column of the Assign Resources
dialog box. If you enter a work amount in the Units column (a number followed by a time
unit, such as 40h for 40 hours), Project calculates the number of units of that resource that
are needed to do that much work within the current duration for the task. This procedure
does not work if the task is effort driven and this is the initial assignment of the resource to
the task. You can use the technique to recalculate an existing working resource assignment,
even if the task is effort driven.
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376 Chapter 10 Assigning Resources and Costs to Tasks

To assign resources by using a work amount, follow these steps:

1. Select the task or tasks to which you want the resource assigned.
2. Display the Assign Resources dialog box by clicking the Assign Resources tool on the
Standard toolbar.
3. Select the resource name from the Name list.
4. Select the Units field and type the work amount followed by the unit it’s measured in: m
(min), h (hour), d (day), w (week), or mo (month).
5. Select a different cell, click the Assign button, or press Enter to have Project calculate
the units and assign the resource to the selected tasks.

Adding Resources by Using Drag-and-Drop

With the Assign Resources dialog box, you can create an assignment by dragging a resource
10 name to a task. An advantage to using this drag-and-drop assignment method is that you do
not have to preselect the task for which a resource should be assigned. However, Project
automatically assigns the default units (usually 100%).
To assign resources to a task by using the drag-and-drop method, perform the following
steps:
1. Display the Assign Resources dialog box by clicking the Assign Resources tool on the
Standard toolbar.
2. Select the resource by clicking the Name field.
3. Position the mouse pointer over the gray button just to the left of the resource name.
The Assign Resources graphic appears below the mouse pointer. You can see the
pointer and graphic in Figure 10.8, where Jenny Benson is being assigned to a task.
4. Hold down the mouse button (a plus sign appears next to the pointer graphic) and drag
the mouse pointer to the task for which the resource should be assigned.
5. When the task is highlighted, release the mouse button to assign the resource.

TIP
To assign multiple resources to a task by using the drag-and-drop feature, hold down the
Ctrl key while selecting the resource names in the Assign Resources dialog box. When
you click on one of the gray buttons and drag the mouse pointer to the task, all selected
resources are assigned at once.

Removing Resource Assignments from One or More Tasks

To remove a resource assignment from one or more selected tasks, follow these steps:
1. Select the task (or tasks) in the view that has resource assignments you want to remove.
2. Display the Assign Resources dialog box by clicking the Assign Resources tool on the
Standard toolbar.
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Assigning Resources to Tasks 377

Figure 10.8
When you point to
the gray button
beside a selected
resource, the mouse
pointer appears as a
selection arrow that
carries a resource.

10

Pointer with the Assign Resources graphic

3. Select the resource you want to remove from the assignment by clicking the row for the
resource. Use Ctrl+click to select multiple resources for removal.

N OTE
Resources assigned to the selected task are identified by check marks to the left of the
resource name. If a check mark is gray instead of black, your task selection in the view
includes some tasks that have that resource assigned and some that do not.

4. Choose the Remove button. The resources that are selected in the Assign Resources
dialog box are removed from any assignments they might have with the tasks that are
selected in the underlying view.

Modifying an Assignment
You can use the Assign Resources dialog box to replace one resource with another, to
change the assigned units for a resource, or to change the amount of work assigned to a
resource. Each assignment should be modified individually, and different techniques can be
used, depending on what you want to modify.
To replace an assigned resource with another resource name, follow these steps:
1. Select the task. You can select multiple tasks by using the Ctrl key if you want to make
an identical assignment change in all of them. In Figure 10.9, the Prototype Design
task is selected, and Mary Logan will replace Bill Kirk in the resource assignments.
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378 Chapter 10 Assigning Resources and Costs to Tasks

Selected task Currently assigned resource

Figure 10.9
The Replace Resource
dialog box provides a
list of replacement
resources to choose
from.

10

Replacement resource Replace button

2. Display the Assign Resources dialog box by clicking the Assign Resources tool on the
Standard toolbar.
3. Select the resource name to be replaced.
4. Click the Replace button. Project displays the Replace Resource dialog box over the
Assign Resources dialog box. In Figure 10.9, the Replace Resource dialog box has been
moved so that you can see both dialog boxes.
5. Select the new resource name.
6. Select the Units field for the selected resource and a new value if you don’t want to use
the same units value.
7. Click OK or press Enter.

N OTE
If you have filtered the list of resource names, the list in the Replace Resource dialog box
is filtered also.

To replace the number of units in a resource assignment, you simply edit the entry in the
Units field. You select a different cell or press Enter to complete the change. You can then
use the SmartTag to override Project’s default calculation.
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Assigning Resources to Tasks 379

To replace the amount of work assigned to a resource, select the cell for the units and type a
work amount (a number followed by a time unit abbreviation). Project divides the task dura-
tion by the work amount you entered and assigns the resulting units. You can use the
SmartTag to override Project’s default calculation.

Assigning Resources with the Task Entry View

The Task Entry view, with the Gantt Chart view in the top pane and the Task Form view in
the bottom pane, is one of the best combination views for assigning resources. You have
access to the important fields that govern the task, and the form can display resource assign-
ment details in a table at the bottom of the form. The most commonly displayed details are
ID resource, name, units, and work for each assigned resource, but you can also display the
overtime work fields and the scheduled delay fields for fine-tuning individual assignments.
This is a convenient place for assigning resources because it enables you to enter resource
units, work, or both for each resource assignment.
10
TIP
If you use the Task Form view to create and modify assignments, you might still want to
use the Assign Resources dialog box to filter the resource list to help determine the best
resource to assign.

The Task Entry view is the view you get when you display the Gantt Chart view and use the
Window, Split command. The Task Form view is displayed in the bottom pane, with one of
eight possible sets of details. You can right-click over the form and select the details you
want to use (see Figure 10.10). For assigning resources, you should use either the default
details, Resources and Predecessors, or you should use Resource Work.

Task Form view Current display checked

Figure 10.10
The Details menu for
the Task Form view
shows the current dis-
play with a check
mark and enables
you to select a new
display.

Details menu

Entering the Assignment Values

To assign resources by using the Task Form view, follow these steps:
1. Select the task in the top pane.
2. Check the Task Type field to be sure that it is set appropriately to manage the calcula-
tions for the assignments you are about to enter. For instance, if you are adding work
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380 Chapter 10 Assigning Resources and Costs to Tasks

resources and you want to be sure the duration doesn’t change, make the task a fixed-
duration task for this assignment and then return it to its prior setting after completing
the assignment.
3. If you are adding new work resource names to (or deleting existing resource names
from) an existing list of resource name assignments, check the Effort Driven field for its
appropriateness. If the changes you are about to enter change the total work associated
with the task, clear the Effort Driven check box. However, if the changes simply redis-
tribute the existing total work among the resources assigned to the task, you should
leave the field checked.
4. Select the Resource Name field and identify the resource by selecting the resource
name from the drop-down list. You can also type the name, but if you misspell it,
Project might create a new resource for the misspelled name.
5. If you leave the Units field blank, Project assigns the default (the lesser of 100% or Max
Units for the resource). If you want to specify the units for the assignment, select the
10 Units field and enter the units you want to assign, as follows:
• For work resources, type a units value as a percentage (for example, 200%) unless
you have chosen to use a decimal format for units (for example, 2).
• For material resources that have a fixed consumption rate, type a decimal number
that represents the total units to be consumed by the task. For example, if 20 gal-
lons of fuel are to be assigned, enter 20. Project replaces this entry with 20 plus
the material label.
• For material resources that have a variable consumption rate, type the number of
units as a decimal, followed by a slash and a time unit, to indicate a rate of con-
sumption. For example, to assign 20 gallons of fuel per week, enter 20/wk. Project
replaces this entry with 20 gal/wk.

6. If you leave the Work field blank, Project calculates the work based on the task duration
and the assigned (or default) units. If you want to specify the amount of work for the
assignment, select the Work field and type the work amount. For work resources, work
must be entered with a number plus the unit of measure: m (min), h (hour), d (day), w
(week), or mo (month). For material resources, enter a decimal value, and Project uses
this value as the fixed consumption rate for the task.

PMI recommends that no activity be estimated to take more than 80 hours of effort and no fewer than 8. This
is for purposes of managing the activity. With 80 hours, a 10% slippage (that is, 8 hours) would typically
require overtime to make up. This is why most project status meetings should occur on a weekly or biweekly
basis. For activities that take less than 8 hours, most project managers would not be interested in micromanag-
ing the work.

N OTE
Recall that if you enter both units and work when you assign the first resource, Project
recalculates the duration. However, with fixed-duration tasks, Project keeps the duration
and work and recalculates units.
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Assigning Resources to Tasks 381

7. If you are assigning multiple resources, you can enter additional resources in the next
rows of the Resource Name column before you click the OK button. For instance,
Figure 10.11 shows the resources to be assigned to the Prototype Design task.
8. After all resource assignments are made for the task, click the OK button, and Project
calculates the fields that were left blank.

Figure 10.11
Initially entering all
the resources that are
to be assigned to a
task at once makes
the calculations easier
to manage.

10

Project supplies missing values

List of multiple resources to be assigned to the task

When you click OK, Project calculates the values for the fields that you did not fill in, in
accordance with the principles discussed in Chapter 9 (see Figure 10.12).

Default units

Figure 10.12
Project calculates all
the initial assignments
at once, filling in the
fields you don’t
supply.

Work calculations
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382 Chapter 10 Assigning Resources and Costs to Tasks

Adding Delay to an Assignment in Fixed-Start-Date Projects

When you assign a resource to a task in a project that has a fixed start date, Project sched-
ules the work to start when the task starts. Sometimes, however, one or more of the
resources assigned to a task might be allowed to delay starting until after the task is partly
completed by other resources.

N OTE
This discussion is presented in terms of forward-scheduled projects—projects with fixed
start dates. The case of the project with a fixed finish date is explained later in the section
“Adding Delay in Fixed Finish Date Projects.”

For example, if you assign a marketing manager, an engineer, and a draftsman to draw up a
preliminary design for a product, the draftsman’s work on the task doesn’t really start until
some design details have already been proposed. To accurately schedule the draftsman’s
10
work, Project needs to delay the start of the draftsman’s scheduled work to some time after
the task starts.
Microsoft Project provides an Assignment Delay field, which you can use to force a delay in
the scheduled work for a resource beyond the start of the task. If you want to enter a value
in the Delay field on the Task Form, you need to display the resource schedule details,
where the Delay field is available for editing.

N OTE
You can get to the Delay field by replacing the Task Form view with the Resource Form
view and displaying the schedule details (which is just like the resource schedule details
on the Task Form view).
You can also enter delays on the Task Usage and Resource Usage views. The Task Usage
view is discussed in the section “Assigning Resources with the Task Usage View” later in
this chapter. The Resource Usage view is explored in greater detail in Chapter 11,
“Resolving Resource Assignment Problems.”

Figure 10.13 shows the Task Form view with the resource schedule details displayed. The
Prototype Design task is selected, and the assigned resources are listed in the assignment
details. The Draftsmen resource is scheduled to work only 16 hours, which is much less
than the hours for the other work resources.
You can also see in Figure 10.13 that Project has scheduled all resources except the drafts-
man to start at the start of the task, which is 8/13/03, and to finish on 9/30/03. (Because of
the task split, the difference between the start and finish dates is more than the task dura-
tion.) In reality, the draftsman is expected to execute his assignment in the last 2 days of the
task (9/29/03 and 9/30/03), after the other resources have completed most of their work.
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Assigning Resources to Tasks 383

Task split Default assignment start date

Figure 10.13
You can use the
resource schedule
details to delay the
start of an assignment
either by adding a
delay or by entering
the date when the
assignment should
start.

Resource Schedule
details
10

Assignment Delay field Delayed start date entered

Delay value calculated by Project Delayed finish

You can create a delay in the Task Form view by entering the amount of the delay in the
Delay field or by entering the start date for the assignment. Because of the task split, it is
easier to create this particular delay by entering the start date for the draftsmen assignment
(9/29/03) than to try to calculate the amount of the delay.
In Figure 10.13, the date 9/29/03 was entered in the Assignment Start field for the
Draftsmen resource, and Project has calculated the delay to be 33d and the assignment fin-
ish to be 09/30/03. Note that all resources finish their assignments on the same date (which
is also the finish of the task). Of course, if the delay causes the draftsman’s assignment to fin-
ish after all the other assignments are finished, it also delays the finish of the task and
increases the task’s duration.
To enter a delay in an assignment, follow these steps:
1. Display the Task Form view or Task Details Form view in the bottom pane of a task view.
2. Activate the form in the bottom pane and display the schedule details by right-clicking
and choosing Resource Schedule.
3. Select the task for the assignment in the top pane.
4. Select the cell in the Delay field for the resource name you want to delay, and then
enter a delay value. Use a number followed by the measurement units for the delay
(minutes, hours, days, weeks, or months).
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384 Chapter 10 Assigning Resources and Costs to Tasks

Alternatively, you can enter a delayed start date for the assignment in the Start field,
and then Project calculates the amount of the delay.
5. Click the OK button to complete the entry.

CAUTION
As noted earlier in the chapter, you can create a delay either by entering the Delay value
or by entering a new date in the Start field. You should not, however, attempt to enter a
delayed date in the Finish date column because Project doesn’t treat that as a delaying
tactic. Instead, Project treats it as extending the assignment, and it recalculates the Work
value of the assignment.

If the Draftsmen resource doesn’t start work until 9/29/03, then the material resource
Drafting Paper is not needed until that date also. Delaying a material resource can be done
effectively only in the Task Usage or Resource Usage views because of the way Project
10 schedules material resources. The units of a material resource are distributed evenly over
the task duration. In this case, the 1 roll of paper would be distributed over the 25 days of
the task duration, with .04 roll scheduled each day. If you were to delay that assignment, the
scheduled use of paper would be pushed out past the current finish date for the task. We
will come back to this problem in the section “Assigning Resources with the Task Usage
View,” later in this chapter.
To remove a delay for an assignment, you enter 0 in the Delay field and click the OK but-
ton. Project reschedules the assignment at the start of the task.
If you have delayed an assignment in a fixed-duration task, even though the assignment appears
to be shorter than the task duration, Project increases the task duration! See “Scheduling Short
Assignments in Fixed-Duration Tasks” in the “Troubleshooting” section at the end of this chapter.

Adding Delay in Fixed-Finish-Date Projects

As noted earlier, the discussion in the previous section is based on a project with a fixed start
date, and the delay is used to offset the start of an assignment from the start of the task. If a
project has a fixed finish date, Project schedules the finish dates for tasks first and then works
backward to calculate the start date. Thus, in fixed-finish-date projects, Microsoft Project
already delays tasks and assignments to As Late As Possible. So, in a case such as the drafts-
man who should start later than the others, Project automatically does that.
Suppose, however, that you have a task for which one resource has a small amount of work
that needs to be done toward the beginning of the task and other resources who continue
on the task after that one is finished. In a project with a fixed finish date, Project would
schedule that one resource’s work at the end of the task. You need to force Project to sched-
ule an early finish for that one resource. Thus, the concept of the delayed start becomes an
early finish. Instead of adding the value in the Assignment Delay field to the task start to
calculate the assignment start, in fixed-finish-date projects, the Assignment Delay value is
subtracted from the task finish to calculate an early assignment finish. That in turn leads to
an earlier start for the assignment.
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Assigning Resources to Tasks 385

For fixed-finish-date projects, the Assignment Delay field accepts only negative numbers,
and the delay amount is subtracted from the task finish date, to calculate an early finish for
the assignment; then the start is calculated. You can also enter an earlier date in the Finish
date field, and Project calculates the negative delay and new start date for you. If you enter a
new date in the Start Date column, Project recalculates the Work value of the assignment
instead of calculating a delay. As before, to remove a delay, you set the entry in the
Assignment Delay field to 0.

Assigning Overtime Work

Recall that Project schedules work during the working times that are defined in the resource
calendar (or in the task calendar, if one is assigned and you have elected to ignore the
resource calendars). Work that is scheduled during calendar working times is called regular
work in Microsoft Project. If you want a resource to complete more work than can be done
in regular time for a given period, you can assign part of the work as overtime. Project
reduces the amount of the assignment’s work that is scheduled during the regular hours, but 10
the total work, regular plus overtime, remains the same.
Note that when you enter overtime work hours, you do not designate the exact days and
hours when the overtime work takes place; you just tell Project that a certain number of
hours on the task are overtime hours. Project schedules the overtime work by spreading it
out evenly over the duration of the assignment. Later, when you enter actual work com-
pleted, you can specify exactly how many hours of overtime were completed in any given
time period.
The cost of the overtime hours is calculated by using the overtime rate that you defined in
the Resource Information dialog box for the period in which the work took place.
Another way to schedule more work during a specific time period is to change the resource
calendar and increase the working time hours for that time period. You can edit the resource
calendar and change nonworking days or hours into working times. Be aware, however, that
Microsoft Project charges the standard rate for work scheduled during the regular working
time hours. If the overtime rate for the resource is not zero, changing nonworking days or
hours into working times is not a good solution because the cost is misrepresented.
However, if you don’t pay for overtime, editing the calendar is satisfactory. Indeed, editing
the calendar gives you the ability to state explicitly when the extra work time takes place.
The drawback in this situation is that if you are to reassign the resource to different tasks, or
if the task gets rescheduled to a different date range, you no longer need the extra working
time. Project uses the time for other assignments unless you remember to remove the extra
working time from the calendar.
You can view scheduled overtime in the Task Usage and Resource Usage views, but you can-
not enter overtime in those views unless you add a column to the table for the Overtime
Work field. The Overtime Work field appears in three views for you to view and edit:
■ The Task Form view, with the resource work details table displayed at the bottom of
the form
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386 Chapter 10 Assigning Resources and Costs to Tasks

■ The Task Details Form view, with the resource work details table displayed at the bot-
tom of the form
■ The Resource Form view, with the work details table displayed at the bottom of the
form

N OTE
If you assign all the work to be done in overtime, Project reduces the duration of the task
to zero and automatically flags the task as a milestone. You can remove the Milestone
flag by opening the Task Information dialog box and clearing the Mark Task as Milestone
check box on the Advanced tab. The milestone symbol no longer appears in the Gantt
Chart view for the task, although its duration is still zero.

To enter overtime in the Task Form view, follow these steps:

1. Choose a task view such as the Gantt Chart view from the View menu for the top pane.
10
2. Select the task for which you want to schedule overtime.
3. Display the Task Form view in the bottom pane by choosing Window, Split.
4. Press F6 to activate the Task Form view in the bottom pane.
5. In the bottom pane, right-click the form and select Resource Work from the shortcut
menu, to display the Resource Work fields in the entry table (see Figure 10.14).
6. Select the Ovt. Work field and enter the amount of work that you are scheduling in
overtime. Enter a number followed by a time unit abbreviation (m, h, d, w, or mo), and
then press Enter. (Do not reduce the entry in the Work field. That field’s entry must
show the total amount of work to be done, including both the regular work and the
overtime work.)
7. Click OK to complete the overtime assignment.

Regular and Overtime work

Figure 10.14
You can enter over-
time hours and
reduce task duration
with the Task Form
view.

Resource Work details Overtime work

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Assigning Resources to Tasks 387

N OTE
If you want to eliminate overtime, you must enter 0 in the Overtime field. You cannot
leave the field empty because this field must contain a value.

In Figure 10.14, overtime has been entered for Linda Elliot’s assignment to the Create
Advertising Plan task. The total workload for this assignment is 120 hours, which was origi-
nally scheduled to take 3 weeks, but after recording 40 hours of overtime, the regular hours
are only 80 and the task duration is reduced to 2 weeks. Usually, overtime is scheduled for
just this reason—to reduce the calendar time required to complete a task.

Assigning Resources with the Task Usage View

Everything you accomplished in the previous section with the Gantt Chart view in the top
pane can also be done with the Task Usage view in the top pane. In fact, you can do much
more:
10
■ You can display the Assignment Information dialog box, where you can apply work con-
tours and different Cost Rate tables to an assignment and where you can write docu-
mentary notes about the assignment.
■ You can view the timephased work schedule. The timephased view shows work broken
down into specific time periods.
■ You can display a number of timephased work and cost measures.
■ You can edit many of the timephased values directly in the grid cells. For example, you
can reapportion work among the time periods or create and fine-tune splits or delays in
an individual assignment.

Figure 10.15 shows the Task Usage view in the top pane and the Task Form view in the bot-
tom pane.
To display the Task Usage view, click the icon for the view on the View bar or choose View,
Task Usage.
The table area of the Task Usage view displays all the tasks in the project, using (by default)
the Usage table. Indented under each task are rows for that task’s assignments. You can hide
or show the assignments by using the outline icon to the left of the task name. The Work
field for the task is the sum of the Work field values for the assigned resources.
The right side of the view is a timescale grid of cells that show timephased assignment
details. In Figure 10.15, the work details are displayed in the grid. This is the default assign-
ment detail, but you can display other details if desired. However, for creating and editing
assignments, the Work detail is the most important. The value in the Work field for each
resource in the table on the left is the sum of the timephased values displayed in the cells on
that row in the timescale.
➔ For detailed instructions on changing the details displayed in a usage view, see “Changing the
Timephased Details,” p. 412.
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388 Chapter 10 Assigning Resources and Costs to Tasks

Task total work Timephased assignment work details

Assigned resources Timephased task work totals

Figure 10.15
The Task Usage view
provides timephased
detail about individual
task assignments for
viewing and editing.

Contour indicators

10

Delayed Draftsmen assignment

Delayed Drafting Paper usage

Figure 10.15 shows the delay in the Draftsmen resource’s assignment: The timephased work
values are all zero until the last two days of the task duration. You can also see that the
Drafting Paper material resource usage has been delayed to the date when the Draftsmen
resource starts. The following section explains how this was done.

Modifying Work Schedules with the Task Usage View

As mentioned previously, you can use the Task Usage view to customize the amount of work
scheduled for each time period and to split and delay task assignments.
To change the amount of work scheduled for any given time period in the Task Usage view,
simply select the timephased cell, type a new value, and either press Enter or select another
cell. When you type a value for a work resource, Project assumes that the unit is hours
unless you provide a different measurement unit.

N OTE
If you type a value with a time unit that is not hours, Project converts the value to hours
in the display. For example, if the timescale unit is days (that is, each cell is one day) and
you type 1 week, Project displays 40h (40 hours) in that cell. If the assignment units is
100%, this is too many hours for that one day. This example also serves to warn you that
you should not enter a work value that represents more hours than are available for that
time period.
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Assigning Resources to Tasks 389

You can use several techniques for editing the cells in the timephased grid:
■ If you select a cell or group of consecutive cells in a row, you can use Ctrl+C to copy
those values or Ctrl+X to cut those values from the grid. You can then select a cell at a
new location and use Ctrl+V to paste the values into the cell at that location. If you
chose to cut cells, the cells then display 0h.
■ If you select a cell or group of consecutive cells in a row, you can drag the border
around the selection to a new location and drop the cells into that new location. The
original location cells display 0h.
■ If you select a cell or group of consecutive cells in a row, you can drag a copy to a new
location by holding down the Ctrl key as you drag the selection border to the new loca-
tion. The caution about dropping cells on nonworking days applies here also.
■ The bottom-right corner of the cell selection border displays a small black square,
which is called the fill handle. You can drag this handle to bordering cells in the same
row to copy the value in the selection into those cells. 10
■ If you select a cell or group of consecutive cells in a row, you can press the Insert key to
insert nonworking time (0h) in place of the selection, pushing the selected values to the
right. Thus, you effectively introduce a split.
■ If you select a cell or group of consecutive cells in a row, you can press the Delete key
to remove that work from the assignment. After clearing the cells you had selected,
Project shifts to the left any cells on the right that contain work, to fill in the space you
deleted.

For example, if you want to increase the work and duration of an assignment, you can select
the last cell in the assignment and drag its fill handle to the right to fill as many additional
work periods as you choose. Also, if you want to introduce a split in an assignment, you
select the cells where the split is to occur and press the Insert key. To remove the split, you
can select the cells that display 0h and press the Delete key.
If you modify a timephased cell on the task Work row, the new value is apportioned among
all the work resource assignments that had work scheduled for that time period. The relative
proportions of the total work for each resource are kept the same. If you modified a time-
phased cell on an assignment row, the new values change the sum in the row for the task.
When you complete a cell modification, Project immediately recalculates the task and
assignments as follows:
■ If you modified a cell on the task row, the changes are applied to all assignments that
were scheduled during that time period.
■ If you modified a cell on a row for a work resource, Project updates the summary value
for that time period on the task row.
■ The Work column entries for assignments in the table on the left are updated. These
are the totals for all time periods for each assignment.
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390 Chapter 10 Assigning Resources and Costs to Tasks

■ The Work column entry for the task in the table on the left is updated. This is the total
for all assignments for all time periods.
■ The duration for the task is updated. If you have not changed the number of time peri-
ods in which work is scheduled, there is no change in the duration.

CAUTION
Be very careful when using these editing techniques when you have a project with a
fixed finish date. The results are not the same as for a fixed-start-date project and there-
fore are likely to cause you to lose a lot of time trying to correct the changes.

To introduce a split in a task or in an individual assignment using the Task Usage view, fol-
low these steps:
1. Display the Task Usage view in the top pane. You can type changes into timephased
10 cells in the bottom pane, but you can’t use drag-and-drop techniques in that pane.
2. Select the cell or cells that currently have work in them where you want to insert the
split. If you select cells on the task row, the split is applied to all the resource assign-
ments for the task. If you select cells on an assignment row, only that assignment is
affected.
3. Press the Insert key. Project shifts the work values to the right, leaving the selected cells
with no scheduled work during that period.

To delay an assignment, you could select the cell for the beginning of the assignment and
press the Insert key repeatedly until the work is moved to the date when you want the work
to start. Alternatively, you could select all the work cells for the assignment and drag the
selection to the period where you want the work to be scheduled.
In Figure 10.15, the usage of the material resource Drafting Paper is shown to be delayed
until 9/29/03. Originally, Project had distributed the 1 roll of paper evenly over the 25 days
of the task duration (0.04 rolls per day). To create a delayed usage as in Figure 10.15, you
would have to delete all the fractional units and type in the new usage, as shown in the fig-
ure. The quick way to remove all the fractional units is to type 0 in the Work column on
the left. Then select the timephased cell for the date where you want to schedule the usage
(9/29/03) and type in the value.

TIP
Drag-and-drop can be difficult to use if the destination is offscreen, because when you
drag past the last visible cells, the screen scrolls quite rapidly. In those instances, it is eas-
ier to cut the selection, scroll to the destination, and paste.

Using the Assignment Information Dialog Box

You can display the Assignment Information dialog box by selecting an assignment row in
either the Task Usage view or the Resource Usage view and then clicking the Assignment
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Assigning Resources to Tasks 391

Information tool (or by double-clicking the assignment row). You can also display the dialog
box by choosing Project, Assignment Information.
Figure 10.16 shows the Assignment Information dialog box for the draftsmen’s delayed
assignment from the previous example. As you can see, the dialog box provides several fields
that you have already worked with on forms and tables, including Assignment Work,
Assignment Units, and Start and Finish. The Cost field is a read-only total cost for the
assignment. You can also change the name of the assigned resource here, but there is no
drop-down list to choose the resource, so you must know how to spell the name—or you
might end up creating a new resource out of a typographical error.

Work Contour selection

Selected task

Figure 10.16
You can use the
Assignment 10
Information dialog
box to enter assign-
ment notes, to choose
the Cost Rate table for
the assignment, or to
apply predefined
work contours.

Read-only Cost of this assignment Cost Rate Table selection

There are three fields in the Assignment Information dialog box that you won’t find on any
other standard view or dialog box in Project:
■ The Work Contour field, on the General tab, enables you to choose from a set of pre-
defined work contours. A contour is a planned pattern of scheduled work that is spread
over the duration of an assignment. For example, the Front Loaded contour schedules
a lot of work per day at the start of the assignment, and the daily work tapers off
toward the end of the assignment.
The default contour is Flat, which means the resource is scheduled to work the same
number of hours each day, as called for by the assigned units and the hours available on
the resource calendar. Thus, the workload is the same every day unless the calendar has
varying amounts of working time. If you have edited the assignment or applied one of
the other contours, you can return the assignment to the standard schedule by applying
the Flat contour.
The only other way to access and select the predefined contours is to display the Work
Contour field as a column in the table in the Task Usage view or Resource Usage view.
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392 Chapter 10 Assigning Resources and Costs to Tasks

■ The Cost Rate Table field on the General tab enables you to select one of the five dif-
ferent Cost Rate tables as the standard and overtime rates for the assignment. The
default assignment is Table A. The Cost Rate Table field can also be displayed as a col-
umn in the table.
■ The Notes field on the Notes tab enables you to record notes about an assignment. For
instance, you should record why you have delayed an assignment or chose a different
Cost Rate table. You could also embed links to other documents such as job specifica-
tions, cost worksheets, or Web sites.

The Tracking tab has fields you can use to monitor work progress and record when work
starts, how much work has been done so far and when work is completed. See Chapter 14,
“Tracking Work on a Project,” for information about using those fields.

Selecting a Predefined Contour

10 By default, the work that Project schedules for an assignment is evenly distributed across the
available time periods of the assignment (that is, the Flat contour). As you have already seen,
you can edit the assignments in individual time periods to customize the schedule. You can
also choose one of eight predefined contour patterns for Project to apply to an individual
assignment.
➔ For a more extensive discussion of the use of predefined contours, see “Contouring Resource Usage,”
p. 348.
For example, if a resource schedule needs to show lots of hours up front, with a tapering off
toward the end, you can assign the Front Loaded contour to the assignment, and Project
changes the work in the individual periods to reflect that pattern.
To select a contour for an assignment, follow these steps:
1. Select the assignment in the Task Usage view or the Resource Usage view.
2. Display the Assignment Information dialog box by clicking the Assignment Information
tool or by double-clicking the assignment row.
3. On the General tab, use the drop-down list in the Work Contour field to select one of
the predefined contours.
4. Click OK to have Project calculate the new assignment pattern.

Selecting a Cost Rate Table for an Assignment

One of the important features in Project is the ability to define a graduated scale of standard
and overtime cost rates for a resource so that work on assignments can be charged at differ-
ent rates for different types of work. For example, a consulting firm might assign a seasoned
consultant to highly technical cases at higher rates than it would use for other more mun-
dane tasks.
The only way to change the Cost Rate table for an assignment is to display the assignment
by using either the Task Usage view or the Resource Usage view. The most convenient
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Assigning Resources to Tasks 393

method in those views is to use the Assignment Information dialog box (but you can also
display the Cost Rate Table field in the table on the left of the view). Choose one of the let-
tered cost tables in the drop-down list in the Cost Rate Table field to assign that cost table’s
standard, overtime, and per-use rates to the assignment. If there are dated changes in the
rates, Project applies the rates that are defined in the table for the dates in which the task is
scheduled.

N OTE
You can edit the Cost Rate tables only in the Resource Information dialog box. First, dis-
play a view with fields for resources, and then either double-click a resource name or
click the Information tool on the standard toolbar to display the Resource Information
dialog box. Click the Costs tab to display the five Cost Rate tables, A through E.

Creating Assignment Notes

You use the Notes tab of the Resource Information dialog box to document an assignment. 10
You can type and format the note text just as you do the text of task notes and resource
notes. You can insert documents into the note or insert links to documents that are stored
outside the Project file. You can also insert hyperlinks to Web sites.
➔ To learn more about using the Notes field, see “Attaching Notes to Tasks,” p. 142.

Assigning Resources with the Task Information Dialog Box

You can use the Resources tab on the Task Information dialog box to add, change, or delete
the resource assignment information for a selected task. As with the Assign Resources dialog
box, you can use the Units field of the Task Information dialog box to enter either units or
work; you are prevented from creating a new assignment on an effort-driven task by defin-
ing the work. If you enter work (by using a numeral followed by a time unit), Project calcu-
lates the units that would produce that much work, given the task’s duration.
To change assignments by using the Task Information dialog box, follow these steps:
1. Select the task for which you want to add or change a resource assignment.
2. Display the Task Information dialog box by clicking the Task Information tool on the
Standard toolbar. You can also access the Task Information dialog box by selecting the
task, clicking the secondary mouse button, and choosing Task Information from the
pop-up shortcut menu. Still another method is to use the shortcut key Shift+F2. The
fields in the dialog box show the current data for the task (see Figure 10.17).
3. Select the Advanced tab and review the selections for the Task Type and Effort Driven
fields. Be sure these are appropriate for the change you intend to implement.
4. Select the Resources tab to assign or view the resource information for the selected task.
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394 Chapter 10 Assigning Resources and Costs to Tasks

Task Information dialog box

Selected task Assigned resources

Figure 10.17
The Task Information
dialog box contains a
Resources tab that
you can use to assign
or edit resource
assignments.

Cell selected for new resource Drop-down list of resources

10

5. In the Resource Name box, edit an existing entry or choose a blank row to add a new
resource. To add or change the resource, select a resource from the drop-down list in
the field.
6. Type the unit assignment for the resource in the Units field. If you leave the Units field
blank, Project supplies the default value (the lesser of 100% or the Max Units value for
the resource).
You can modify an existing assignment by entering a work amount followed by a time
unit in the Units field. If you enter a work amount, Project adjusts the assigned units,
not the duration of the task.
7. To add additional resources to the selected task, click the next Resource Name field and
repeat the preceding steps.
8. After you complete all resource assignments for the task, click OK.

If you use the Ctrl key to select more than one task before opening the Task Information
dialog box, Project displays the Multiple Task Information dialog box so that any resource
you select is automatically assigned to all selected tasks. The resource assignment entries
you make in the Multiple Task Information dialog box are added to existing resource assign-
ments for the selected tasks.

N OTE
You cannot change existing resource assignments for multiple tasks by using the Multiple
Task Information dialog box.
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Assigning Resources to Tasks 395

Assigning Resources with the Task Table

You can use the Resource Name field on the Task table to assign resources to a task.
However, entering the resource assignment data in the Resource Name field requires a text
entry that has very specific syntax, and you will not likely assign resources here often. The
entry must have the following syntax:
ResourceName1[Units],ResourceName2[Units],ResourceName3[Units] ...

When entering data using this format, note that the Units value follows immediately after
the resource name, without an intervening space, and it is placed in square brackets. Units
values of 100% do not need to be included. Notice, too, that multiple resource assignments
are separated by commas. For example, the Resource Name field entry for the Prototype
Design task might be
Bill Kirk,Scott Adams[50%],Draftsmen,Drafting Paper[1 Rolls]

Figure 10.18 shows this assignment. Because of the width of the Resource Names column,
other columns and the Gantt Chart view are hidden in the figure. 10

Resource assignment

Figure 10.18
You can use the
Resource Names field
to review or enter
resource assignments.

TIP
If you want to import a list of tasks with resource assignments, you must have used the
Resource Name field format in the source data to identify the resource assignments. For
information about importing data, see Chapter 17, “Exporting and Importing Data with
Other File Formats.”

To assign resources to tasks in the Resource Names field, follow these steps:
1. View a Task table like the one in the Gantt Chart view.
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396 Chapter 10 Assigning Resources and Costs to Tasks

2. If the Resource Names column is not displayed (after you scroll through the columns),
choose View, Table and apply any table that includes a Resource Name column, such as
the Entry table.
3. Select the Resource Names column of the Task table for the task to which you want to
assign resources.
4. Enter the resource name. You can select the name from the drop-down resource list,
which appears in the cell when the Resource Names column is active.
5. If the number of units is something other than 100%, type the units, enclosed in square
brackets, immediately after the name in the edit bar.
6. If you want to assign more resources to the same task, use the list separator (which is a
comma in North America) to separate the resources, and then repeat steps 4 and 5 until
all resources are complete.
7. Press Enter or select any other cell to complete the resource assignment.
10

Assigning Fixed Costs and Fixed Contract Fees

Some tasks might have costs that aren’t linked to a particular resource that you have named
and aren’t affected by the task duration. This type of cost is treated as a fixed cost in Project,
and it is entered in the Fixed Cost column of the Cost table on a task view such as the Gantt
Chart view. Project adds the fixed cost amount to the total of the resource costs and displays
the sum in the Cost (Total Cost) columns of various views.

N OTE
You can associate fixed costs with summary tasks as well as with normal tasks. Because
the field might be used for summary task fixed costs, Project doesn’t roll up the Fixed
Cost field to summary tasks. In other words, although the fixed cost is included in the
Total Cost column, you cannot see a total for all fixed costs.

You can also have a cost that is associated with a resource but that is not affected by the task
duration or any variations in work for the resource. For instance, the resource might be a
contractor or vendor who is to deliver the completed task at a fixed cost. In these cases, the
contractor or vendor should be listed as a resource, and the cost should be entered as part of
the assignment information on the Task Form view. If you were to simply add this cost to
the task fixed cost, you would lose the identification with the resource.
To display the Fixed Cost field, display a task view such as the Gantt Chart view in the top
pane. To display the Cost table, right-click over the Select All button (the blank area just
above the row numbers) and choose Cost (see Figure 10.19).
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Assigning Fixed Costs and Fixed Contract Fees 397

TIP
You should document any fixed cost amounts in the task Notes field so that you and oth-
ers will always know what the cost represents.

Select All button Fixed cost Total cost

Figure 10.19
You can enter costs
that are not associ-
ated with a particular
resource and that do
not change with the
task duration in the
Fixed Cost column of
the task Cost table.
Resource Cost
details 10

In Figure 10.19, the resource cost details for the Test Prototype task are displayed in the
Task Form view in the bottom pane. The sum of those costs is $6,600. In the top pane, the
$1,000 entry in the Fixed Cost column is added to the resource costs, to create the value in
the Total Cost column.

TIP
If you enter an amount in the Total Cost (Cost) field to overwrite the calculated value that
is displayed there, Project treats this as the sum of the calculated resource costs and a
new fixed cost amount. It then changes the entry in the Fixed Cost column to support
this interpretation.

If a resource that is assigned to a task is working for a fixed fee (for example, a contractor or
vendor on an outsourced task), you want that cost to remain fixed no matter what happens
to the task duration. In this case, you do not need Project to track the hours of work for the
resource because those hours are important to the contractor or vendor but not to you.
Your cost isn’t affected if the job takes more work or money than estimated, as long as it is
completed on time.
To record fixed resource costs for an outsourced task, make the task a fixed-duration task
and assign the contractor or vendor as a resource to the task; however, enter 0 in the Units
field for the assignment. The work amount is calculated as zero; therefore, the hourly
resource cost value for this resource is also zero. After you click OK to complete the
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398 Chapter 10 Assigning Resources and Costs to Tasks

assignment, Project allows you to enter the contract amount in the resource Cost field, and
that entry is not overwritten by Project’s calculations.
Suppose that we decide to outsource the Test Prototype task and that Quality Testing Labs
has offered to do the work in 20 days as scheduled for a fixed cost of $5,000. That’s less than
the $7,600 we estimated for doing it in our own testing lab (see Figure 10.19). To record
this in Project, follow these steps:
1. Display a task view such as the Gantt Chart view and split the window to display the
Task Form view in the bottom pane (see Figure 10.20).

Fixed Cost removed Task is Fixed Duration

Figure 10.20
You can enter fixed
fees or contract
amounts in the Cost
10 field for a resource.

Resource Cost
details

Resource Units set to zero

Contract cost entered in Resource Cost field

2. Display the cost details in the Task Form view by right-clicking and selecting Resource
Cost from the shortcut menu.
3. If Fixed Costs were associated with the task but are no longer needed, enter 0 in the
Fixed Cost field in the top pane.
4. If there are resources already assigned that will no longer be used, delete them in the
Task Form view and click OK.
5. If there are no other resources working on the task, change the task type to fixed dura-
tion so that assigning 0% units won’t make the task a milestone. If other resources will
also work on the task, you do not necessarily need to change the task type.
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Troubleshooting 399

6. Add the contractor or vendor name in the Resource Name column, assign 0% units,
and then click OK. With zero units, Project does not calculate work for the assignment
and does not calculate costs for the resource. (Note that you must click OK before you
can complete the last step.)
7. Enter the fixed cost of the task in the assignment Cost field (in the bottom pane) and
click OK again.

Troubleshooting
Scheduling Short Assignments in Fixed-Duration Tasks
How can I schedule a short assignment in a fixed-duration task without extending the duration of
the task?
When you add a short assignment (one that could be finished before the other assigned
resources finish) to a fixed-units or fixed-work task, Project schedules all the work at the
beginning of the task, and the assignment finishes before the task finishes. But when you
add a short assignment to a fixed-duration task, Project spreads out the work evenly over the
duration of the assignment and reduces the units to reflect the reduced workload during
each period.
If you want to concentrate the short assignment’s work to the start, finish, or other point in
the task duration, you have to edit the assigned work in the Task Usage view or the
Resource Usage view. With one of the usage views displayed, select the short assignment
and note the total work for the assignment in the Work column of the table on the left.
Click the Go to Selected Task tool to scroll the timephased data for the assignment into
view. You need to replace the distributed work in the grid with work concentrated in the
periods you choose. The fastest method is to clear all the current work entries by typing 0
into the Work column for the assignment in the table. Then, type the work amounts you
want to schedule into the time periods of your choice, until the total in the Work column is
back to the original amount.
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CHAPTER
11
Resolving Resource Assignment
Problems

In this chapter
Understanding How Resource Overallocations Occur 402
Identifying Resource Overallocations 405
Strategies for Eliminating Resource Overallocations 417
Eliminating Resource Overallocations Yourself 421
Letting Project Level Overallocated Resources for You 454
Troubleshooting 463
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402 Chapter 11 Resolving Resource Assignment Problems

Understanding How Resource Overallocations

Occur
A resource is overallocated when it is assigned to work more hours during a given time period
than it has available for work on the project. The number of hours the resource has available
for the project during any given time period is determined by two values that you define:
■ The units of the resource that are available during the time period—You can
define time periods and units by double-clicking on a resource name in either the
Assign Resources dialog box or the Resource Sheet table to display the Resource
Information dialog box. You can then change both the units and availability (over time)
of the resources in the Resource Availability table on the General tab of the Resource
Information dialog box. Units refers to the number of resources available to work (for
example, you might have 10 programmers, but you would only ever have 1 unit of
Scott Adams).
■ The number of working hours the resource has for the time period in the
resource calendar—You define working time on the Working Time tab of the
Resource Information dialog box.

Multiplying the units available for the resource by the calendar working hours in a given
time period determines the hours of work the resource has available for that time period.
11
Table 11.1 shows several examples of the work availability calculation. A single work
resource typically has 8 hours available per day and has maximum available units of 100%
(that is, one full-time unit). Remember that a resources calendar simply defines availability
to work and not necessarily what the actual work output will be.
Case A shows that this resource can be assigned up to 8 hours of work each day. But, if the
employee has only 4 hours of working time per day defined on his calendar, Case B shows
that you are limited to assigning no more than 4 hours per day to that resource. Case C
shows a consolidated or group resource with 300% units available and 8 hours of working
time per day defined on its calendar. This resource can deliver up to 24 hours of work in the
time period.

Table 11.1 Determining the Working Hours Available for a Resource

Case A B C
Maximum resource units available 100% 100% 300%
Calendar working hours 8 hrs 4 hrs 8 hrs
for the period
Maximum working hours 8 hrs 4 hrs 24 hrs
available for the period
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Understanding How Resource Overallocations Occur 403

Overallocations generally occur for two reasons:

■ A resource is overallocated if you assign more units of that resource to a single task than
the maximum units available for that resource during the period the task is scheduled.
For example, if you assign a group or team resource that has five units available (500%)
to a task by entering six units (600%), you would automatically overallocate that
resource.
■ A resource is overallocated if you assign the resource to multiple tasks that are sched-
uled to take place during the same time period and the sum of the assigned units is
greater than the maximum units available. This second case is the most common cause
of overallocated resources.

When Microsoft Project calculates a task schedule for you, it can easily create an overalloca-
tion by scheduling multiple-task assignments for a resource during the same time period.
Before resource assignments are made, Project schedules tasks in forward-scheduled projects
to start as soon as possible, based on three factors: the first possible date (as determined by
the start of the project and any predecessors for the task), the earliest date that leaves con-
straints satisfied, and the next available working time on the project base calendar (or task
calendar, if one is assigned).

N OTE
Forward-scheduled projects are those that are scheduled from a fixed start date. Project 11
calculates the finish date of the project. This explanation and most others in this chapter
are worded in terms of forward-scheduled projects. Microsoft Project automatically
makes tasks in such projects As Soon As Possible tasks, to minimize the project duration
and achieve the earliest finish date for the project.
If a project is scheduled from a fixed finish date, Project automatically makes the pro-
ject’s tasks As Late As Possible tasks, in order to minimize the overall duration for the
project and achieve the latest possible project start date.

When you assign a resource to work on a task, Project substitutes the resource calendar for
the project base calendar and schedules the task assignment on the first available date on the
resource calendar that meets the conditions described in the preceding section. However,
Project does not normally look to see whether the resource is already assigned to other tasks
during the times it schedules for the new assignment. Because Project ignores existing assign-
ments when scheduling new assignments, it is very possible for a resource to be overallocated.

N OTE
If there is an assigned task calendar, the dates that are scheduled must normally be
working dates on both the task calendar and the resource calendar. If the task field
labeled Scheduling Ignores Resource Calendars is checked, the resource calendar is
ignored and the task calendar is the only calendar considered. If this results in work
being scheduled during periods that are nonworking times on the resource calendar,
Project does not consider this to be an overallocation of the resource.
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404 Chapter 11 Resolving Resource Assignment Problems

TIP
The default behavior for Project is to ignore other assignments. However, you can
change the default behavior and have Project check for other assignments each time it
schedules a resource and, if necessary, delay the new assignment until the resource is
free to work on it. Before you decide to change this default, however, you should read
the rest of this chapter, especially the section “Understanding the Pitfalls of Automatic
Leveling.”

If there is more than one assignment for a resource during a given time period, the com-
bined work and units for that period might exceed the resource availability, as illustrated in
Table 11.2 for Scott Adams. The first two rows in the table spell out the resource availabil-
ity: Scott has 100% units available for assignments and 8 hours of working time on each
day; thus, his available work is 8 hours each day.
Scott has three assignments during this week, and on Thursday two of them overlap. Task C
starts before Task B is completed. The total assigned units on Thursday is 150% (which
exceeds Scott’s max units), and the total assigned work on that day is 12 hours (which
exceeds the 8 available hours on the calendar). Therefore, Scott is overallocated on
Thursday.

Table 11.2 Scott Adams’s Assignments for One Week

11
Mon Tue Wed Thu Fri Weekly Total
Max Units 100% 100% 100% 100% 100%
Working Time 8h 8h 8h 8h 8h 40h
Task A Units 100% 100%
Task A Work 8h 8h
Task B Units 100% 100%
Task B Work 8h 8h
Task C Units 50%
Task C Work 4h
Combined Units 100% 100% 100% 150% 0%
Combined Work 8h 8h 8h 12h 0h 36h

Overallocated No No No Yes No (No)

Note that this example involves only 36 hours of work for the week, which is less than the
40 hours of work available for the week; therefore, averaged out over the week, Scott Adams
is not overallocated. In fact, if you could just reschedule the 4 hours of work assigned for
Thursday to take place on Friday, there would be no overallocation.
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Identifying Resource Overallocations 405

Identifying Resource Overallocations

Project alerts you when resources are overallocated by highlighting them in any view that
displays a resource table. For example, the Resource Sheet, Resource Usage, and Resource
Allocation views all highlight overallocated resource names by using red text. In the
Resource Sheet view in Figure 11.1, three resource rows are highlighted: those for Scott
Adams, Mel Lloyd, and Howard Thompson.

N OTE
By default Project uses red text to highlight overallocated resources. Because that color
doesn’t show up well in this book’s black-and-white figures, we’ve used a bold black font
as the highlight in the figures. Where we mention highlighted overallocations, look for
red text on your screen and for bold text in these figures.

N OTE
You can modify the format for overallocated resources in any resource table by choosing
Format, Text Styles to display the Text Styles dialog box. In the Item to Change box, select
Overallocated Resources from the drop-down list. Use the other controls in the dialog
box to create the style you want. When you’re finished, click OK to implement the
change.

11
Overallocated resources Peak
Leveling indicator Max Units Overallocated

Figure 11.1
Views that display
resource tables high-
light the names of
overallocated
resources in red
(shown here in bold).
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406 Chapter 11 Resolving Resource Assignment Problems

Recall from Table 11.2 that in this example, the overallocation is due to more work being
scheduled in a given time period than the resource is allowed to work (based on the avail-
ability defined by the maximum available units for the given time period and the working
hours on the resource calendar). The cause of the overallocation is that the sum of the
assigned units exceeds the max units for that period. Project maintains a calculated field
named Peak, which shows for any designated time period the largest number of simultane-
ously assigned units during that time period. Project also maintains a calculated resource
field named Overallocated that contains Yes if Peak is greater than Max Units for any time
period and No if otherwise. If the Overallocated field contains Yes, the resource is high-
lighted in red onscreen.
Figure 11.1 shows the Resource Sheet view with both the Peak and Overallocated fields dis-
played to the right of the Max Units field. The Max Units field displays the maximum units
for the current date and is taken from the Units column of the Resource Availability table in
the Resource Information dialog box.

TIP
The current date is normally determined by the computer’s internal clock, but you can
set the current date to any date. To do so, open the Project Information dialog box (by
choosing Project, Project Information) and change the Current Date field.

11
The column for Peak in Figure 11.1 shows the peak units for the life of the project; the
value displayed is the largest amount of simultaneously assigned units (the peak resource
requirement) at any time in the project. Thus, the peak of 300% for Scott Adams means
that at some point during the project, Scott’s simultaneous assignments total 300% units.
Mary Logan, on the other hand, is never required to provide more than 40% units at any
time during the project.
Three of the first four resources in Figure 11.1 are flagged as being overallocated because
the Peak value exceeds the Max Units value. If the Overallocated field were not displayed,
you would still know that these resources were overallocated because of the highlight used
for the overallocated resources.

N OTE
Sometimes you might find that a resource appears in red even though its max units
value is greater than its peak. The peak value (and the overallocation) occurs at a differ-
ent time period from the current date, at a time when the maximum units value is lower
than the peak units.

In most cases, you need to reconcile overallocations because the schedule indicates that the
resource can’t possibly do what he or she is scheduled to do. You reconcile overallocations
by leveling the workload for the resource by reassigning tasks to other resources, delaying
tasks until the resource is available, or making other adjustments to the schedule (as
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Identifying Resource Overallocations 407

discussed later in this chapter, in the section “Strategies for Eliminating Resource
Overallocations”).
Sometimes you can regard overallocation as a mere technicality that’s simply a product of
the way Project calculates schedules. For example, suppose a regular full-time employee is
scheduled to work 100% on two tasks on a given day, and each task will only take an hour to
complete. That’s only 2 hours of work for the day and is hardly an overallocation for an 8-
hour day. But if both tasks have been scheduled by Project to begin first thing in the morn-
ing, at 8:00 a.m., Project flags the resource as overallocated because the schedule calls for
peak units of 200% at that time. In reality, the resource could easily finish both tasks in the
day by delaying one task until the other is finished. You might prefer not to be bothered by
dealing with overallocations like this when the conflict is small enough that the resource can
adjust the schedule and finish its assigned work for the day.
To help you focus only on overallocation cases that you think really warrant your reschedul-
ing efforts, Project lets you choose a leveling sensitivity that it uses to flag the overallocations
that are considered too severe to ignore. In the example just given, you would need to do
something about the schedule if it is important that the project be on schedule on an hour-
by-hour basis. But you might be content to let resources manage the conflicts as long as
they can be on schedule on a day-by-day basis.
You can choose the sensitivity setting for Project to use when evaluating overallocations in
the Resource Leveling dialog box. Choose Tools, Level Resources, and select the setting in 11
the box labeled Look for Overallocations on a … Basis. The choices are Minute by Minute,
Hour by Hour, Day by Day, Week by Week, and Month by Month.
If you choose the Hour by Hour sensitivity setting (which means assigned work must be
completed within the assigned hour), Project displays the Leveling indicator that you see in
Figure 11.1. But if you choose the Day by Day setting, there is no indicator because the
work will be completed within the assigned day.
Table 11.2 shows an example where Scott Adams is overallocated for the day on a Thursday,
but his workload for the week is fine. If you are content to let Scott manage the conflict by
pushing back his Task C work until Friday, after he has finished Task B, the sensitivity set-
ting can be defined as Week by Week, and there would be no Leveling indicator.
All resources with any overallocation appear highlighted in resource tables, but if you don’t
see the Leveling indicator, the overallocation is acceptable within the boundaries of the lev-
eling sensitivity setting.

TIP
You can rest the mouse pointer over the Leveling indicator to see the time period cov-
ered by the current sensitivity setting. This is quicker than opening the Resource Leveling
dialog box, where the leveling sensitivity is defined.
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408 Chapter 11 Resolving Resource Assignment Problems

N OTE
If a worker reschedules a critical task (that is, a task whose delay will delay the comple-
tion of the project), there are consequences to the finish date of the project. For this rea-
son, you do not want to select an overly long sensitivity setting.

In Figure 11.1 the resource names Scott Adams, Mel Lloyd, and Howard Thompson are
highlighted, to indicate that there is at least one time period in which these resources’ work-
loads exceed their availability. Both Scott and Howard have the Leveling indicator, so you
need to look at the overallocations for those resources.
Figure 11.2 shows the same resources in the Resource Usage view. In Figure 11.2 you can
see the ScreenTip for the Leveling indicator next to Howard Thompson. The ScreenTip
says “This resource should be leveled based on a Week by Week setting.”

Leveling indicator Timephased data that is not highlighted

Figure 11.2
The Leveling indicator
appears in the
Indicators column in
resource views that
have tables, such as
11 the Resource Usage
view shown here.

Highlighted overallocated time-phased data

Instead of emphasizing the resource definition fields, the Resource Usage view emphasizes a
timescale that has the scheduled activity for each resource broken down into discrete time
periods—what Project calls timephased assignment data. In Figure 11.2, the Work and Peak
Units fields are displayed for each day in the timescale.
Mel Lloyd is overallocated because his max units value for the period shown is 100% and he
is assigned for 200% units on Tuesday. He does not have a Leveling indicator because the
leveling sensitivity setting is Week by Week, and Mel has fewer than 40 hours of assigned
work for the week. Although Mel is overallocated on Tuesday, his assignment does not need
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Identifying Resource Overallocations 409

leveling because he can do the weekly work he has been assigned. Howard Thompson, on
the other hand, has far more than 40 hours of work assigned during the week; therefore, on
a Week by Week basis, his assignments need to be leveled.

Viewing Resource Overallocations

To identify all the overallocated resources by name, you need to use one of the three resource
views that display a table: the Resource Sheet view, the Resource Usage view, or the Resource
Allocation view. Figure 11.1 shows the Resource Sheet view, and Figure 11.2 shows the
Resource Usage view. The Resource Allocation view includes the Resource Usage view and is
discussed more in later sections of this chapter. If a resource is overallocated during any
period in the life of the project, the resource name is highlighted in any of these views.

Filtering Overallocated Resources

If a resource list is extensive, you can filter it, to display only the resources that are overallo-
cated. You can display all overallocated resources, not just those with the Leveling indicator.
In Figure 11.3, the Resource Sheet view is filtered for overallocated resources; in this case,
only three resource names appear.

N OTE
There is no way to filter for just resources that have the Leveling indicator displayed.
Project calculates this indicator on the fly, and there is no field that shows the result of 11
the calculation other than the Indicators field—and you can’t apply a filter to the
Indicators field.

Filter tool

Figure 11.3
Applying the
Overallocated
Resources filter
reduces the display to
just the resources that
are overallocated.

To apply the Overallocated filter, select the top pane view if you are in a combination view,
and choose Overallocated Resources from the Filter tool drop-down list. Or, you can choose
Project, Filtered For, Overallocated Resources. Filters can be applied only in the top pane
because the bottom pane is already filtered to show details for the selection in the top pane.

N OTE
In a combination view, the bottom pane always displays a subset of the selected tasks or
resources that are highlighted in the upper view.
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410 Chapter 11 Resolving Resource Assignment Problems

TIP
If you correct the overallocation problem for a resource that is displayed by a filter, the
resource remains in the display until the filter is applied again. This is because the display
of filters is not automatically refreshed. You can press Ctrl+F3 to refresh the filtered list.

To remove a filter, choose Project, Filtered For, All Resources, or press the F3 function key.

Working with the Resource Usage View

You must use a resource view with a timescale if you want to see assignment data for each time
period or to see exactly when a resource overallocation occurs. The Resource Usage view is a
standard view that can display a wealth of assignment information, including timephased details
for each time period displayed in the timescale. In addition to listing all the resources and high-
lighting those that are overallocated, you can display rows indented under each resource for all
the resource’s assignments (see Figure 11.4). Furthermore, you can display multiple timephased
assignment field values for each of the assignments, and you can edit some of the fields directly
in the cells of the timescale grid. In Figure 11.4, both the Peak Units and the Work values are
displayed for each assignment and summarized for each resource. The cells in the timescale
grid break down the assignment values into discrete time periods. Because you can choose the
time unit displayed in the timescale, you can zoom in to view the assignment details minute by
minute or zoom out to see summaries for months, quarters, or years.
11
If you experience problems identifying the specific fields that are displayed in the Resource Usage View,
please see “Displaying Detail Headers” in the “Troubleshooting” section at the end of this chapter.

Resource Management toolbar Assignment rows

Go to Next Overallocation tool Resource summary rows

Figure 11.4
The Resource Usage
view allows you to
view all the assign-
ments under each
resource.

Outline symbols
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Identifying Resource Overallocations 411

The Resource Usage view in Figure 11.4 shows the individual assignments for Mel Lloyd
and Scott Adams. You can click the outline symbol that appears to the left of a resource
name to hide or display the assignments for that resource. If some assignments are not dis-
played, the outline symbol is a plus sign (for example, Howard Thompson and Bill Kirk in
Figure 11.4). If the assignments are displayed, the outline symbol is a minus sign (for exam-
ple, Mel Lloyd and Scott Adams in Figure 11.4). If a resource has no assignments, an out-
line symbol does not appear next to the resource’s name.
You can also use the Hide Assignments tool on the Formatting toolbar to hide or display the
assignments for one or more resources that you have selected. To hide or display all assign-
ments, select one of the column headings (such as Resource Name) to select all the
resources and then click the Hide Assignments tool.

TIP
If you apply a filter (for example, the Overallocated Resources filter) in the Resource
Usage view, you can see the assignments for other resources by clicking on the plus
symbol that appears to the left of the resource name, in the Resource Name column. If
the symbol is a minus symbol, try clicking on it anyway. If it changes to a plus symbol
with the first click, you need to click the symbol again to display the assignments for that
resource.

For each assignment row in the Resource Usage view, the default display in the cells in the 11
timescale grid is the timephased work for the time period spanned by that cell. You can add
additional rows to display other timephased values, such as overtime work, cost, available
units, peak units, baseline work, and actual work. In Figure 11.4, for example, there are six
assignments listed under Scott Adams on the left side of the table. Each assignment has two
timephased rows in the timescale—one for peak units and one for work. Timephased Peak
Units and Work rows for Scott Adams also serve to display the totals of the Peak Units and
Work cells for his assignments.
If any assignment value in a cell in the grid is itself greater than the resource availability for
the time period, the assignment value is highlighted (typically in red). For example, if you
assigned 200% units of a resource with only 100% max units for that time period, the val-
ues in the assignment timephased cells for that assignment would all appear highlighted.
The cells in the rows for the resource name contain the sums of the values in the assign-
ment rows beneath them. If a resource is overallocated during any time period, the resource
name is highlighted, as are the summary values in the timephased cells for the periods in
which the overallocations occur. This allows you to locate the exact time periods when
overallocations occur.
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412 Chapter 11 Resolving Resource Assignment Problems

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If you see a highlighted value in a cell and want to know exactly when during the period
spanned by the cell the overallocation occurred, you can drill down by using the Zoom
In tool to view shorter and shorter time periods, until you find the exact time when the
overallocation occurred. If there is an overallocation at any time during the period
spanned by a cell, Project highlights text in that time period’s cells in red, no matter how
far you may zoom out to compress the timescale.

Using the Go to Next Overallocation Tool

If you are in the Resource Usage view and have displayed the Resource Management tool-
bar (choose View, Toolbars, Resource Management), you can use the Go to Next
Overallocation tool to find the next time period in which a resource has an overallocation
(refer to Figure 11.4). The timescale automatically scrolls to the beginning of the next over-
allocation and selects the resource that is associated with that overallocation. You can click
the Go to Next Overallocation tool again to find the next overallocation. Project then
selects the next resource that is involved in the current overallocation or moves on to the
next date where an overallocation occurs.
If you use the Go to Next Overallocation tool in a view that has a task list, such as the Gantt
Chart view or the Task Sheet view, the task list scrolls to the first task associated with an
overallocation and selects that task. Successive use of the Go to Next Overallocation tool
11
selects other tasks assigned to overallocated resources during the same time period. When
all tasks associated with overallocations for that time period have been identified, the Go to
Next Overallocation tool identifies the next time period that has an overallocated resource
and selects the first associated task for that time period.
If you want to be able to view the overload graphically, you can split the screen and display a
combination view with the Resource Graph view in the bottom pane. You do this by going
to the Window menu and selecting Split. By default, this displays the Resource Form view
in the lower view. To change this, select the lower view to make it the active view and then
go to the View menu and select Resource Graph (or select it from the View bar). This
allows you to see (by default) peak units for the selected resource highlighted in the upper
view (see Figure 11.5). To view other values such as work, right-click over the Resource
Graph view and choose an option from the pop-up menu that appears.

Changing the Timephased Details

The Resource Usage view displays rows for all resources, with their assignments indented
beneath them. You can choose different timephased field values to display in the timescale
grid. Each timephased field you choose to display has its own rows in the display—one for
each resource and one for each resource assignment. For example, if you choose to display
four timephased field values, each resource has four summary rows and each assignment has
four detail rows. The default timephased value displayed is the Work field, which shows the
total hours of assigned work per unit of time.
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Identifying Resource Overallocations 413

Figure 11.5
The Resource Usage
view with the
Resource Graph view
in the bottom pane
allows a quick view of
overallocations. Note
that the upper and
lower views are
exactly synchronized
to the same
timescale.

The display of the timephased details is governed by the Detail Styles and the Details com-
mands on the Format menu. The Details command is a short selection menu of timephased
fields to display or remove from the display. All fields that are currently displayed are listed 11
on the Details menu, with a check mark next to each field name. You can click the field to
remove it from the display. The Details menu also contains a standard list of fields that you
can add to the display by clicking. The list of fields to be included in this standard list is
governed by the Detail Styles dialog box.
To remove a timephased field from the display, or to display one of the fields on the stan-
dard selection menu, choose Format, Details and click the field you want to add to or
remove from the display. Or, you can just right-click over the timescale grid to display the
Details shortcut menu, which includes the selection list as well as the command to open the
Detail Styles dialog box (see Figure 11.6).

Figure 11.6
The Details shortcut
menu displays a
check mark for each
field that is currently
displayed and lets
you change the
display by clicking a
field name.

➔ If you need to manage the timescale units, see “Formatting Timescales,” p. 785.
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414 Chapter 11 Resolving Resource Assignment Problems

Microsoft Project 2003 includes SmartTags to explain project scheduling engine calculations
and advise you of alternative actions that might provide more effective or efficient schedules.
This feature is similar to the scheduling messages included in previous versions of Microsoft
Project; the difference is that SmartTags are less intrusive to the workspace than the old
messages. A red or green triangle in the edited cell indicates that the edit just performed has
made a change to the task or assignment that has some scheduling implications. The indica-
tor appears only in the Gantt Chart view, Sheet view, and Usage type views. Hovering over
the indicator displays a SmartTag that notifies you of a scheduling change (see Figure 11.7).
Clicking on the indicator displays an alternative choice. The indicator in most cases displays
as long as the edit is undoable; then, after another edit is made, the indicator disappears.
SmartTags display for the following edits:
■ Resource assignment
■ Edits to start and finish dates
■ Edits to work, units, or duration
■ Deletions in the Name column

You can turn off SmartTags by selecting Tools, Options and then selecting the Edit tab from
the Options dialog box.
When you are editing fields in the Resource Usage grid, the scheduling behavior is largely
11 dictated by whether the task type is Fixed Units, Fixed Work, or Fixed Duration and also
whether the task is effort-driven and whether there are multiple resources or a single
resource assigned to a task.

Figure 11.7
This SmartTag shows
the possible implica-
tions of editing a task
or an assignment on
the schedule and
prompts the user to
make an appropriate
selection.

➔ For a more detailed explanation of task types and effort-driven scheduling, see Chapter 9,
“Understanding Resource Scheduling,” p. 321.
To display the Detail Styles dialog box, you choose Format, Detail Styles (see Figure 11.8).
You can also right-click over the timephased grid and choose Detail Styles from the short-
cut menu.
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Identifying Resource Overallocations 415

Move buttons
Available fields Currently displayed fields

Figure 11.8
The Usage Details tab
of the Detail Styles
dialog box governs
which timephased
details are displayed
in the Resource Usage
view and how they
are formatted, as well
as which ones appear
on the Details menu.

Show in Menu check box

The Usage Details tab of the Detail Styles dialog box contains a full list of all the
timephased assignment fields that can be displayed in the view. If the fields are already dis- 11
played in the view, they are listed in the Show These Fields list on the right; otherwise, they
appear in the Available Fields list on the left. You can select a field from either list to define
its formatting or to assign it a place on the Details menu.
The list of timephased fields includes a wide range of actual, baseline, and scheduled values
for work and for cost, as well as availability and assigned values for units and work. Here is a
list of the different fields:
■ The cost fields include Actual Cost, Baseline Cost, (scheduled) Cost, Cumulative
(scheduled) Cost, and the earned value fields (ACWP, BCWP, BCWS, CV, SV, CPI,
SPI, SVP, CVP), plus the Custom Baseline Cost fields 1 through 10.
■ The work fields include Actual Work, Actual Overtime Work, Baseline Work, (sched-
uled) Work, (scheduled) Regular Work, (scheduled) Overtime Work, Cumulative
(scheduled) Work, Work Availability, Remaining Availability, Overallocation, and
Percent Allocation (that is, the percentage of available work that is assigned already),
plus all the Custom Baseline Work fields 1 through to 10.
■ Units fields include Peak Units and Unit Availability.
■ Other fields include Percent Complete and Cumulative Percent Complete.

The list of fields also includes the entries All Resource Rows and All Assignment Rows.
These are not fields, but they are included so that you can define separate formatting for the
resource rows and assignment rows in the grid.
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416 Chapter 11 Resolving Resource Assignment Problems

To add a timephased field to the standard selection list displayed by the Format Details
command, select the field (whether it’s in the Available Fields list or in the Show These
Fields list) and click the Show in Menu check box. Note that this does not display the field;
it just adds the field to the standard list in the Details menu.
To display a field that is not currently in the Show These Fields list, select the field in the
Available Fields list and click the Show button. The field is added to the Details selection
menu until you choose not to display it in the timescale grid (unless its Show in Menu check
box has been filled, in which case it remains on the Details menu).
To move a field that is currently in the Show These Fields list back to the Available Fields
list, select the field and click the Hide button.
The order of the fields listed in the Show These Fields list is the order in which their rows
appear in the grid. You can change the order by using the Move arrows: You select a field
name and move it up or down in the list with the arrows.
You can define distinguishing formats for individual timephased fields in the resource sum-
mary rows, but the format you choose is not applied to a field’s rows for assignments. To
change the display characteristics of a resource field row, click the field (in whichever list it
appears) and click the Change Font button to select a different font. Select the Cell
Background drop-down list to change the color of the row of cells or the Pattern drop-
down box to change the fill pattern for the cells in that row. The selected format remains
11
defined for the field, no matter which list it appears in.

TIP
If you design special formats for the Resource Usage view and want to use those format
settings for all projects, you can use the Organizer to copy the view into other projects
and into the Global template for all new projects.

You can assign distinct formats to all resource rows or to all assignment rows. Assignment
rows can have a different background to distinguish them from the resource rows in the
grid. To define a general font or background for the assignment rows or for the resource
rows, select the All Assignment Rows entry or the All Resource Rows entry (in whichever
list it appears) and use the Change Font button, the Cell Background drop-down list, or the
Pattern drop-down list to define the format. To apply the format, you move the All
Assignment Rows or the All Resource Rows entry to the Show These Fields list. If you
apply a special format to All Resource Rows, it overrides any special formats you may have
defined for individual timephased fields.
If you want individual fields to retain their own formatting, you need to remove the All
Assignment Rows entry from the right-hand list in the dialog box. Using the same mecha-
nism, you can have all resource rows adopt the same formatting by adding the All Resource
Rows option to the list on the right-hand side of the dialog box.
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Strategies for Eliminating Resource Overallocations 417

The Usage Properties tab of the Detail Styles dialog box controls the display of row titles in
the grid and the alignment of data within the cells (see Figure 11.9). In this tab you can do
the following:

Figure 11.9
The Usage Properties
tab of the Detail
Styles dialog box gov-
erns how the details
are displayed.

■ Use the Align Details Data drop-down list to select Right, Left, or Center alignment of
timephased data within the grid cells. 11
■ Select Yes or No in the Display Details Header Column list box to display row headers
for each assignment field row. Without these headers, you cannot tell what the value
display represents.
If the headers don’t appear on your screen for the detail rows in the timephased data, see
“Displaying Detail Headers” in the “Troubleshooting” section at the end of this chapter.

■ Select the Repeat Details Header on All Assignment Rows check box to display the
headers on every row in the display, for resource and assignment rows alike. Leave the
check box empty if you want the row headers to appear next to the resource rows but
not for each assignment row.
■ Select the Display Short Detail Header Names check box to use shorter names for the
detail headers. Leave the check box empty to use the long names.

Strategies for Eliminating Resource

Overallocations
If overallocated resources exist in a project plan, the resources will not be able to complete
all their assignments in the scheduled time period. Some of the assigned work will not be
completed within that time period—either the work will not be done, it will not be done
thoroughly, or it will have to be done at a later time. If the work is never done or is not
done well, the full scope of the project delivery will not be realized. If the work is done
later, the project finish date might be delayed and cause you to miss the final deadline.
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418 Chapter 11 Resolving Resource Assignment Problems

You can resolve an overallocation by looking for ways to do either or both of the following:
■ Increase the availability of the resource during the time period in question.
■ Reduce the total work assigned to the resource in that time period.

Increasing Availability of Overallocated Resources

Remember that the availability of a resource during any time period depends on the settings
in both the Resource Availability table in the Resource Information dialog box and the
Resource Calendar (the Working Time tab). If you want to try to increase the availability of
an overallocated resource, you can try the following:
■ The Resource Availability table in the Resource Information dialog box lets you define
when the resource is available and how many units are available during each time
period. The resource is overallocated if the assigned units exceed the available units for
any time period. You might be able to change the available units for the period to
encompass the overallocated assignment. The units available are typically 100% (or 1
unit) for individual resources and a larger number than that for group or team
resources. If an individual resource has less than 100%, you can see if the resource can
work full-time. If a group resource is overallocated, you can increase the number of
units available by adding more units to the group.
11
TIP
Although part-time workers can be given a Max Units Available setting of less than 100%
to show that they are part time, it is generally best to enter the units as 100% and modify
their available working hours on the calendar to reflect exactly when they are available
each day. That way, they are available 100% during the hours when they are scheduled
to work. If a part-time resource uses flexible working hours, however, and works at dif-
ferent times as needed, you could give that resource a regular 8-hour calendar setting
and enter 50% in the Max Units field.

If additional workers have to be hired to increase the number of units, you must con-
sider the substantial added costs of searching, hiring, increased payroll, fringe benefits,
and all the other factors associated with permanent employment. This solution is gen-
erally not feasible unless there is a demonstrated need for a permanent increase in the
employment roster. If additional workers can be added as temporary employees, the
added cost is probably less than the cost of a permanent hire, but it still must be figured
into the decision. If the group resource is already made up of nonemployees—for
example, contract workers or workers supplied by a vendor for an outsourced task—
requesting additional units to work during the peak demand time is not necessarily an
added cost to the project. If those workers were going to be paid for completing this
task anyway, although over a longer duration, you could just as easily pay them for a
shorter duration to meet the demand.
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Strategies for Eliminating Resource Overallocations 419

■ If the overallocation is not substantial, you can see whether the resource is willing to
work more hours during the period of overallocation. One way to show this in Project
is to schedule overtime hours for the overallocated resource. Overtime hours are
charged to the task at the overtime rate defined for the resource and, therefore, poten-
tially increase the cost of the task because Project substitutes these hours for hours dur-
ing the regular calendar hours.
■ Alternatively, you can temporarily increase the working time by changing the working
hours on the resource calendar during the overallocation time period. You should use
this alternative instead of assigning overtime when the resource is not paid a premium-
wage rate for working overtime. You can control exactly when the additional hours are
available by using this solution, but you cannot specify when overtime hours will be
worked in the schedule.

CAUTION
As in earlier releases of Project, in Microsoft Project 2003 you cannot schedule overtime
hours for specific dates or time periods. You assign the resource to work overtime on a
specific task, and Project schedules the overtime work. Project spreads the overtime
evenly over the duration of the task. When tracking actual work, you can, however,
record the actual overtime work in the time period when the work was done.

TIP 11
A quick way to view overallocations and to establish their impact on your project is to
use the Resource Usage view in the top pane and the Gantt Chart view in the bottom
pane. If the Gantt Chart view is formatted to show critical and noncritical tasks, you can
easily see which tasks will affect the project (critical tasks) and which tasks could be
delayed, moved, or extended without necessarily affecting the project. If, as a result of a
change, a task becomes critical, you know that you need to undo this and find an alter-
native solution.
Using this combination view also helps when you’re considering replacing or substituting
resources because adding a resource to a critical task can reduce a task’s duration and
thereby reduce the project’s duration. In addition, removing resources from a noncritical
task might enable you to extend that task without affecting the project. But this reduction
could remove an overallocation. Extending this logically, you might conclude that it is
possible to remove a resource from one task—say, a noncritical task—and add it to a criti-
cal task. This has the effect of more efficiently utilizing the resources that are available in
the project.

➔ For the steps to display critical tasks, see “Formatting the Gantt Chart View,” p. 790.

Reducing the Workload for an Overallocated Resource

If a resource has peaks of activity that result in overallocations, you can remove the overal-
locations by leveling—that is, by reducing the workload during the peaks to level out the
amount of work expected from the resource. To reduce the workload for a resource in an
overallocated period, you can do the following:
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420 Chapter 11 Resolving Resource Assignment Problems

■ Reduce the total work defined for one or more task assignments during the period.
■ Reduce the number of tasks assigned to the resource during the period.
■ Shift the workload for one or more assignments to other periods by delaying assign-
ments or by changing the contour of assignments to move work to later time periods.

Reducing the total work defined for a task can help ease the overallocation for the resources
assigned to the task. This reduction might result from lowering the performance require-
ments for completing the task, removing unnecessary work from the task definition, or
reassessing the work estimate for completing the task. But you must consider the effect of
this downscaling of the project on the scope and goal expectations of the project.
You can reduce the number of tasks assigned to the resource during the overallocated period
in several ways:
■ You can cancel one or more tasks. This option may reduce the scope of the project’s
delivered outcome. But, depending on the extent to which the task list includes unnec-
essary elements, you have some latitude in removing tasks without seriously affecting
the project scope.
■ You can substitute other resources for the overallocated resource in the assignments for
the task. This is frequently the most satisfactory solution for resolving resource overal-
locations. However, this solution requires you to do more investigative work.
11
■ You can keep the resource assigned to all the tasks if you can postpone or delay the
assigned work for some of the tasks to a later period, when the resource has more avail-
ability to perform that work. Delaying any assigned work in the project schedule natu-
rally extends the duration for the task and may compromise finishing the overall project
on time.

To delay some or all work on an assignment, you can try one of the following strategies:
■ You can delay one or more tasks to start at a later date in order to free the overallocated
resource to work on higher-priority tasks. This may not be a viable option when dead-
lines are important because delaying tasks can extend the project finish date. If critical
tasks are delayed, the project finish date is delayed. See the section “Delaying a Task,”
later in this chapter.
■ Instead of delaying the entire task, and therefore delaying the assignments for all
resources assigned to that task, you can delay just the overallocated resource’s assign-
ment on a task. Other resources can continue to work as scheduled, and the overallo-
cated resource will do his or her part later in the project. See the section “Delaying
Individual Assignments,” later in this chapter.
■ If work on the task has already begun, you can split the task to stop work temporarily,
thus freeing the resource for other tasks during the overallocation period. Splitting the
task stops work for all resources assigned to the split task. This does not change the task
duration or the total work for the task. See the section “Splitting a Task,” later in this
chapter.
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Eliminating Resource Overallocations Yourself 421

■ Instead of splitting the task, and therefore interrupting all resource assignments for the
task, you can split just the assignment for the overallocated resource, thus leaving other
resources to continue their work as originally planned. This increases the duration of
the task, but it does not increase the total work for the task. See the section “Splitting
Individual Assignments,” later in this chapter.
■ You can change the contour of the overallocated assignment, to move more of the work
to later time periods. The default assignment contour is the Flat contour, which means
work is evenly distributed throughout the duration of the task. You can choose one of
several other predefined contours that set higher workloads at later points in a task’s
schedule. You can also edit the resource’s work assignment on each task yourself, to
reduce the workload during the overallocated time period. See “Extending the Available
Hours on the Resource Calendar,” later in this chapter, for more information.

Eliminating Resource Overallocations Yourself

The first two sections of this chapter provide an overview of the possible ways to resolve
resource overallocations. The preceding section shows how Microsoft Project’s Leveling
command can eliminate overallocations, using the sole strategy of delaying assignments.
This section shows you how to use Microsoft Project’s views to analyze the facts and use
your own judgment to implement the strategy you think best fits the situation.
11
Increasing the Availability of the Overallocated Resource
One way to eliminate resource overallocations is to increase the availability of the resource
that is overallocated. After negotiating with the resource, you can use the tools in this sec-
tion to implement the changes.
The best place to change the availability of a resource is in the Resource Information dialog
box because many of the fields that govern availability are accessible there. To display the
dialog box, you must be in a view that contains resource data fields or you must have the
Assign Resources dialog box open on the workspace. The best overall view for dealing with
overallocations is the Resource Allocation view, which places the Resource Usage view in
the top pane and the Leveling Gantt Chart view in the bottom pane. After selecting a
resource name, click the Resource Information tool on the Standard toolbar to display the
Resource Information dialog box.
If the order of task information in the lower view does not appear to be correct or you want to
change it, please see “Sorting Assignments in the Resource Allocation View” in the
“Troubleshooting” section at the end of this chapter.
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422 Chapter 11 Resolving Resource Assignment Problems

N OTE
Although resource names seem to appear in the Task Usage view, the records are really
assignment records, not resource records, and the Information ScreenTip on the toolbar
changes, depending on whether you have a task or an assignment selected. If you
double-click on an assignment, the Assignment Information dialog box appears.

TIP
You can access the Resource Information dialog box by double-clicking the resource
name in most views where the resource name is displayed and in the Assign Resources
dialog box. This doesn’t work in the Resource Form and Resource Name Form views.
Double-clicking the task name in task views displays the Task Information dialog box, and
double-clicking an assignment displays the Assignment Information dialog box.

Increasing the Resource Availability Settings

To change the dates when a resource is available (assuming that it is not available for the
entire project), you need to modify the Resource Availability table on the Resource
Information dialog box for the resource.
➔ For a thorough explanation of working with the Resource Availability table, see “The Resource
Availability Fields,” p. 297.

11 To change the units available for a resource, follow these steps:

1. Select the resource name in a view onscreen.
2. Click the Resource Information tool (or double-click the resource name) to display the
Resource Information dialog box. Choose the General tab (see Figure 11.10).

Figure 11.10
You can use the
Resource Information
dialog box if you want
to increase either the
time periods when
the resource is avail-
able or the units
available during those
time periods.
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Eliminating Resource Overallocations Yourself 423

3. Select the row for the appropriate time period in the Resource Availability table and
enter a new value in the Units column.
4. Click OK to accept the changes.

To check a resource’s availability or current workload in the Gantt Chart view, display
the Assign Resources dialog box, select the resource name, and click the Graphs button.
A graphical view of that resource’s workload appears. You can change the display of work
by selecting Remaining Availability or Assignment Work from the drop-down list (see
Figure 11.11).

Figure 11.11
You can use the
Graph option in the
Assign Resources dia-
log box to assess
workload for one or
more resources.

11

Scheduling Overtime for a Resource

You can schedule overtime hours for a resource to supplement the regular calendar working
hours. If you enter overtime hours, Microsoft Project subtracts this number of hours from
the total amount of work that was to have been scheduled during the regular working hours.
The regular working hours are those that are defined as working time on the resource cal-
endar. The total work remains the same as in the original schedule, so you should not
change the total amount of work for the task when adding overtime hours; you simply enter
the number of hours that should be assigned as overtime. Of course, overtime hours are fre-
quently paid for at premium hourly rates. Using overtime to solve overallocation problems
may be a costly method of solving the problem, but it’s not usually as costly as hiring new
resources.
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424 Chapter 11 Resolving Resource Assignment Problems

Before you enter overtime hours for an assignment, all the work is scheduled as regular
work. When you enter overtime hours for an assignment, Microsoft Project performs these
calculations:
■ It first calculates a new value for regular working hours by subtracting the overtime
hours from the total hours for the assignment.
■ It schedules the new regular working hours in the available working time on the calen-
dar, reducing the duration of the assignment.
■ It spreads the overtime hours equally over the new time period for the assignment.

If the work assignment is contoured, the overtime hours are still evenly distributed over the
duration of the regular hours, no matter which contour is applied.
Note that you cannot directly enter the number of overtime hours to be scheduled during
specific time periods in the timephased grid. You can, however, manually contour the regu-
lar working hours in individual cells. In fact, as you will see, Microsoft Project’s calculations
almost always leave the resource overallocated, even after you apply overtime, because of the
way Microsoft Project distributes the work. You need to manually contour the assignment to
show Microsoft Project how to remove the Overallocation indicator when you apply over-
time.
You can enter overtime in the Task Form view or the Resource Form view. In either case,
11
you need to display the work details in order to see overtime. If you use the Task Form view,
you see only one task listed at a time. If you use the Resource Form view, all tasks to which
the resource is assigned are displayed in the Work field’s listing, and you can assign overtime
to multiple tasks from the same screen. You can also enter overtime in the Resource Usage
view if you add a column to display the Overtime Work field.
Let’s look at two examples of using overtime to solve a scheduling problem:
■ You need to shorten the duration of a task without reducing the work.
■ You use overtime to deal with overlapping assignments.

Figure 11.12 shows a before-and-after version of an assignment for Mel Lloyd to load
trucks. The original task is represented by the first resource “Mel Lloyd (no overtime)” and
is scheduled to take four days. If the task needs to be finished in two days instead of four,
and if other resources are not available to help, the scheduler could ask Mel to work a lot of
extra hours to complete the task earlier.
Figure 11.12 displays the Resource Usage view in the top pane and the Resource Form view
in the bottom pane. In the Resource Form view, the Work Details table is displayed at the
bottom, to make the Ovt. Work field available for entering overtime.
The timephased data in the top pane displays details for work (which is total work for the
task), regular work (which is work during working times on the calendar), and overtime
work. The Overtime Work field has also been added to the table, on the left, as an alterna-
tive way to schedule overtime for assignments.
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Eliminating Resource Overallocations Yourself 425

The second resource, “Mel Lloyd (with overtime),” has 16 hours of overtime scheduled, and
Microsoft Project has shortened the duration of the task to two days. The overtime could
have been entered either in the Overtime Work column in the top pane or in the Ovt. Work
column in the Resource Form view in the bottom pane.

Overtime timephased details

Overtime Work column

Figure 11.12
You can use the
Resource Usage view
to apply and fine-tune
scheduled overtime.

11

Ovt. Work column

To enter overtime hours for a task by using the Resource Form view, follow these steps:
1. Select the pane in which to place the Resource Form view. In Figure 11.12, the bottom
pane is used. With the Resource Usage view in the top pane, you can just double-click
the split box to display the Resource Form view; this always works when a resource
view is in the top pane.
2. Make the Resource Form view the active pane.
3. Choose Format, Details, Work. Or right-click in the Resource Form and choose Work
from the shortcut menu. In either case, the Resource Work fields are displayed at the
bottom of the form (refer to Figure 11.12).
4. If the Resource Form was placed in the bottom pane, as it is in Figure 11.12, you can
select the resource in the top pane or use the Next and Previous buttons on the
Resource Form view until you find the resource. If the Resource Form view is in the
top pane, you can use the Next and Previous buttons to select the resource name.
5. Select the task for which you want overtime hours scheduled.
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426 Chapter 11 Resolving Resource Assignment Problems

6. In the Ovt. Work column, type the amount of overtime work. You must use a number,
followed by a time unit. If you don’t specify a time unit, Microsoft Project assumes that
the time unit is hours.
If you want to remove the overtime, you must type 0 into the Ovt. Work field.
7. Click OK to complete the entry.

N OTE
If the resource is paid for overtime work, be sure that the resource doesn’t have a zero
overtime rate in the cost fields of the Resource Form view. Some Microsoft Project users
mistakenly leave the overtime rate zero if overtime is paid at the same rate as regular
hours.

If you have displayed the Overtime Work column in the Resource Usage view, you can
enter overtime on the rows for assignments (the rows for resources do not allow data entry)
just as you do in the Ovt. Work column of the Resource Form view.
In cases in which an overallocation has resulted from overlapping assignments, you can
assign overtime work to one or more of the tasks to remove the overallocation. If you have
two or more tasks that are assigned to one resource and that are scheduled at the same time,
the simplest method is to assign all the work of one or more of the assignments (usually the
11 shorter assignments) to overtime. This leaves the assignments that have overtime work with
zero (0) hours of regular work, and it eliminates the overallocation. However, if the
resource is the only resource assigned to any of those tasks, the zero (0) hours of regular
work causes Microsoft Project to treat the task as having no duration and to display it as a
milestone. Although you can choose Format, Bar to give the milestone a distinctive appear-
ance, it is nevertheless confusing to see a milestone graphic on the Gantt Chart view when
the task will really be ongoing until the overtime work is completed.
A better solution is to assign some overtime to both (or all) the tasks that are competing for
the resource’s work. For example, suppose that Mel Lloyd has two task assignments, Process
Orders and Organize Shipments, which are competing for his time. Figure 11.13 shows two
versions of the assignments, without and with overtime. The top resource, “Mel Lloyd (no
overtime),” shows the original situation. The Process Orders task will take 1 week or 40
hours and the Organize Shipments task will take 3 days or 24 hours. The total work for the
week is 64 hours, which is 24 hours more than Mel has available per week. During the time
that Organize Shipments is scheduled to occur, Mel is overallocated by 8 hours per day for
3 days (that is, a total of 24 hours of overallocation).
The second resource listing in Figure 11.13, “Mel Lloyd (with overtime),” shows how
Microsoft Project calculates the assignments if you assign 12 hours of overtime to both
tasks. With 24 hours of overtime assigned, the regular work for the week is just 40 hours for
the week, but the regular work for Monday and Tuesday is still excessive, at 16 and 12
hours, respectively, because Microsoft Project still schedules 8 hours of regular work for
both tasks until the task is completed. The Leveling indicator is still displayed because the
sensitivity setting is Day by Day.
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Eliminating Resource Overallocations Yourself 427

After assigning overtime

Before assigning overtime Resource totals

Figure 11.13
You can split an over-
time assignment
between the compet-
ing tasks.

Leveling indicator
still shows

Overtime
11

To get Microsoft Project to remove the Leveling indicator, you must reduce the units
assigned to each task to 50% so that the total units value is 100% (the units available) and no
more than 4 hours of regular work is scheduled per day for each task. Figure 11.14 shows this
change. The top resource repeats the bottom resource in Figure 11.14. The bottom resource
shows what happens when the units assigned are reduced to 50% for each task. The Leveling
indicator is gone, but the duration of the longer task, Process Orders, has been increased and
work is scheduled for Monday and Tuesday of the following week. With the 50% units
assignment, the scheduling calculations keep the regular hours down to 4 hours per day, even
on Thursday and Friday, when the Organize Shipments task is completed and Mel could
work 8 hours a day instead of just 4. That lost time is scheduled the following week.
The final adjustment that is needed is to compact the regular work for the Process Orders task
at the end of the task, where the reduced units have resulted in unused available hours. On
both Thursday and Friday, the 50% units assignment causes only 4 hours to be scheduled, but
8 hours are available when the Organize Shipments task is finished. The reduced hours make
it necessary to schedule work on Monday and Tuesday of the following week. Figure 11.15
shows the effect of manually adjusting the regular work schedule for those days. The top
resource is a copy of the bottom resource in Figure 11.14, and the bottom resource shows the
edited schedule. The regular work cells for Thursday and Friday for the Process Orders
assignment were selected and 8h was typed in to replace the 4h that Microsoft Project sched-
uled. Then the regular work cells for the following Monday and Tuesday were selected and
the Delete key was pressed to remove work for those days. Because of the editing, the Contour
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428 Chapter 11 Resolving Resource Assignment Problems

indicator is displayed for the Process Orders task. The final result shows the two tasks with the
same duration and total work as in the original schedule, but the Leveling indicator is gone.

Before reducing units

Figure 11.14
You can change the
units assigned to
simultaneous tasks to
be no more than the
units available.

After reducing units

11
Leveling indicator is gone Unused available hours
Duration has been extended

Before contouring

Figure 11.15
Manually contouring
the schedule is
required to keep the
task durations at the
same length as before
assigning overtime.

After contouring
the remaining work

Contour indicator Hours compacted

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Eliminating Resource Overallocations Yourself 429

Extending the Available Hours on the Resource Calendar

If you want resources to work extra hours, you can adjust the calendar for the resource to
add extra hours on specific days instead of assigning overtime. Unlike with assigning over-
time, you can specify precisely when the extra work will take place. However, you cannot
specify which task assignments will be scheduled during the extra time unless you manually
contour the assignments. Microsoft Project uses the extra hours for any assignment that has
started at that point in time, and you may have to edit the assigned work for tasks it has
scheduled but that you don’t want scheduled during those extra hours.

N OTE
Remember that all working hours on the calendar are charged at the standard rate for
the resource. Therefore, if these hours are really overtime hours and there is a premium
rate for overtime, you should assign overtime rather than add hours to the calendar.

If only certain resources work the added hours, you need to make the changes on the indi-
vidual resource calendars. If the added hours are to be worked by all resources, you can
make the changes on the base calendar (or calendars) for resources in the project.
To extend the normal working hours for one or all resources, follow these steps:
1. From the Gantt Chart View choose Tools, Change Working Time to display the
11
Change Working Time dialog box (see Figure 11.16).

Calendar selection box

Figure 11.16
You can increase the
working hours on the
calendar to extend a
resource’s availability.

Dates for extra hours Extra hours

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430 Chapter 11 Resolving Resource Assignment Problems

2. Select the resource calendar or the base calendar whose hours you want to extend in the
For drop-down list.
3. Select the date or dates on which you want the extra hours worked. Use click-and-drag
to select adjacent dates. Use the Ctrl key to add nonadjacent dates to the selection.
4. Enter the extra time in the From and To text boxes.
5. Click OK to close the dialog box and execute the changed hours.

TIP
If the Change Working Time command on the Tools menu is grayed out (unavailable),
you probably have the bottom pane of a combination view active. Activate the top pane,
and this command should be available. As an alternative, you can click in any resource
field that is visible, in either the top or bottom pane, and click the Resource Information
tool on the Standard toolbar to view the Resource Information dialog box for that
resource. Then, click the Working Time tab to modify that resource’s calendar.

In Figure 11.16, Mel Lloyd’s resource calendar is being modified to extend his hours during
the week of November 25, 2002, by adding 5 hours of work for each of those days, from
18:00 to 23:00. Figure 11.17 shows the before-and-after effects of extending Mel’s regular
hours in the same situation that is used to illustrate overtime in Figure 11.13. Resource 1,
labeled “Mel Lloyd,” has 8 available hours per day (that is, 40 hours per week), as shown in
11
the Work Availability detail row. The total work required for the two tasks is 64 hours,
which is 24 hours more than the hours available. Mel is overallocated, and the Leveling
indicator is displayed next to his name.

Before adding extra working time

Total work to be scheduled Available working hours

Figure 11.17
Increasing the work-
ing hours on the cal-
endar makes it
possible for the
resource to do more
work—but that by
itself won’t remove
the overallocation.

After adding extra working time

No Leveling indicator
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Eliminating Resource Overallocations Yourself 431

Resource 2, labeled “Mel Lloyd (more working time hours),” shows that Mel’s availability
after adding the extra hours has risen to 13 hours per day (or 65 hours for the week). With
the extended hours, Microsoft Project is able to schedule all 64 hours of the work during
regular hours. And because the Leveling indicator sensitivity setting is Week by Week, the
Leveling indicator is not displayed. However, the schedule is totally unrealistic, for Mel is
assigned to both tasks at 100% and is scheduled for 26 hours of work on Monday and 24
hours on Tuesday. To make the schedule realistic, and to remove the overallocation high-
light, the units must be reduced so that they total no more than 100%.
Figure 11.18 shows the before-and-after effect of reducing the units assigned to 50% for
each task. Resource 1, labeled “Mel Lloyd (more working time hours),” is the same resource
schedule shown in Figure 11.17. Resource 2, labeled “Mel Lloyd (adjusted units),” shows
the schedule that Microsoft Project calculates when the unit assignments are changed to
50%. The resource name is no longer highlighted as an overallocated resource because the
daily work is no greater than the work availability.

Duration extended into the next week

Before changing units Unused available hours

Figure 11.18
You can reduce the
units to match the
resource availability 11
to resolve the overal-
location.

After changing units

After contouring assignments Contoured work

However, due to the reduced units, Microsoft Project’s new schedule has increased the
duration of the Organize Shipments task (assigning only 6.5 hours per day instead of 13
hours as before), and Microsoft Project doesn’t use all the available hours for the Process
Orders task when it is the only task that needs work. The Remaining Availability detail row
shows that 2 hours are not used on Thursday and 6.5 hours go unused on Friday. Because
the Process Orders task is not finished, the remaining work has been pushed back to the
following week. As with scheduling overtime, the final step to make the schedule reflect
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432 Chapter 11 Resolving Resource Assignment Problems

your real intentions is to manually edit the assignment contour to take advantage of all the
available hours at the end of the longer task.
Resource 3 in Figure 11.18, labeled “Mel Lloyd (contoured),” shows the results of editing
the timephased work assignments to take advantage of all available hours. The Work cells
for the Organize Shipments task have been restored to 8 hours per day, and that task still
finishes in three days, as it did in the original schedule. During those three days, the remain-
ing 5 available hours are assigned to the Process Orders task. The Remaining Availability
details calculate how many hours can be assigned to the Process Orders task on Thursday
and Friday, and those cells are edited to finish the task by Friday. Editing the work values on
the Process Orders task for Monday, Tuesday, and Wednesday as 5 hours each day reduces
the total work value for the assignment to 30 hours. But you originally wanted Mel to work
40 hours on this task. So now you can adjust the working hours on Friday to compensate
because Mel appears to have 13 hours of work availability. Increasing the working hours on
Friday to 12h (instead of 2h) brings the total work for this assignment back up to 40 hours.

Reducing the Workload of the Overallocated Resource

Instead of increasing the availability of the resource that is overallocated, you can look for
ways to reduce the demands on the resource during the overallocated period. You can cancel
nonessential tasks, reassign tasks to other resources, or delay one or more assignments until
the resource has time to work on them. The Resource Allocation view is an efficient view to
11 use for these strategies.

Using the Resource Allocation View

The Resource Allocation view (see Figure 11.19) provides a good starting point for tackling
the problem of reducing the demand for an overallocated resource. To access this view, you
can click the Resource Allocation View tool on the Resource Management toolbar or choose
View, More Views and then select Resource Allocation from the Views list. Then, click the
Apply button to display the view.
The combination view in Figure 11.19 shows the names and task assignments of all
resources in the Resource Usage view in the top pane. This view highlights overallocated
resources and displays the Leveling indicator for resources that need your attention.
Timephased assignment details in the grid on the right let you edit assignment schedules
down to the hour or the minute. The bottom pane displays the Leveling Gantt Chart view,
which shows, for the resource name you have selected in the top pane, all the tasks to which
the resource is assigned. The Leveling Gantt Chart view has special formatting that is espe-
cially helpful in leveling resource assignments.
You can use the Go to Next Overallocation tool in either pane to pinpoint overallocated
resource assignments. In the top pane, which is a resource view, the Go to Next
Overallocation tool scrolls the timescale to the next date when an overallocation begins and
selects the resource that is associated with the overallocation. Clicking the tool again finds
the next overallocation in the timescale and selects its associated resource.
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Current C-head at the Bottom of the Page 433

Resource Allocation tool Unassigned tasks group

Go to Next Overallocation tool

Figure 11.19
The Resource
Allocation view is
specifically designed
to help reassign
resources and rede-
fine assignments
when overallocations
occur.

Resource Usage
view
Leveling Gantt
Chart view

Shortcut menu Overallocation due to 11

simultaneous assignments

The bottom pane is a task view that shows only the set of tasks that are assigned to the
resource that is selected in the top pane. When the bottom pane is active, the Go to Next
Overallocation tool finds the next overallocation associated with one of the tasks in the
restricted set. Clicking the tool again causes Microsoft Project to select the next task associ-
ated with that same overallocation or to find the next overallocation in the timescale that is
associated with one of the tasks in the restricted set.

N OTE
If you are trying to locate the overallocations for a particular resource, you will find that
using the Go to Next Overallocation tool in the top pane can be pretty tedious because it
finds overallocations for all resources. Selecting the resource in the top pane, activating
the bottom pane, and using the tool there narrows the search considerably. However,
the overallocation that Microsoft Project finds may be for a different resource that is also
assigned to one of the tasks in the restricted set. To confirm that the overallocation is for
the selected resource, check the grid in the top pane to see if there is highlighting in the
timephased data for that resource.

You can use the top pane to remove a task assignment from an overallocated resource,
either by reassigning the task to another resource or by leaving the task unassigned for the
time being. If you want to remove an assignment from a resource without designating
another resource to take its place, you can simply select the assignment and choose Edit,
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434 Chapter 11 Resolving Resource Assignment Problems

Delete Assignment (or press the Delete key). The assignment disappears from under the
resource and reappears in the Unassigned category at the top of the Resource Usage view.
You can move the assignment to another resource later. You can also select the row for the
assignment and drag the assignment to the Unassigned group.
If you want to redefine a task—for example, by reducing its duration to help deal with an
overallocation—you can select the overallocated resource in the top pane and then select the
task in the bottom pane. You can either double-click the task or use the Task Information
tool to display the Task Information dialog box, where you can modify the task definition.
By using the Assign Resources dialog box, you can quickly and graphically get an idea of the
workload of a single resource or a group of resources by selecting the resource names and
selecting Graphs. This enables you to view work, remaining availability, or assignment work
in a graph-type view. If you’re viewing a group of resources, any one of the resources can be
removed from the graph by clicking the check mark to the left of the resource name listed
on the right side of the dialog box.
When dealing with a large number of resources and using the Assign Resources dialog box
to assign resources to tasks in a project, it is useful to be able to filter resources so that you
can focus on a particular group of resources. You can use the new Filter By option in the
Assign Resources dialog box to filter the resources displayed in the resource list.

11 Substituting Underused Resources for Overallocated Resources

Probably the most conventional method of dealing with the problem of overallocated
resources is to find substitute resources to take some of the load off the overallocated
resources. To use this approach in a cost-effective manner, you need to consider a number of
things, including the following:
■ The list of overallocated resources and their current workloads per time
period—This tells you when overallocations occur. The overallocated resources are
identified in the Resource Usage view, the top pane of the Resource Allocation view.
You can use the Go to Next Overallocation tool to identify overallocations.
■ The tasks that each overallocated resource is currently assigned to work on dur-
ing the periods of overallocation—This identifies the tasks for which you might want
to seek substitutes. These tasks are identified in the top pane by the timephased data in
the grid and in the bottom pane by the taskbars.
■ The total work commitment for each of the tasks for which resources may be substi-
tuted—This helps you decide which of two tasks to give to a substitute and which to keep
for the overallocated resource. You can give the task that involves the most total work to the
lower-cost resource to keep costs low. The total work for each assignment is displayed by
default in the Usage table’s Work column, which displays on the left of the top pane.
■ The availability of other resources during the overallocated time periods—This
helps you find resources that can be used as substitutes. Although not displayed by
default in the Resource Usage view, the Remaining Availability detail is one of the
details you can choose to display in the timescale grid (see Figure 11.21).
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Eliminating Resource Overallocations Yourself 435

■ The standard-rate cost for using each of the resources—This tells you the cost of
resources for those that are currently assigned to the tasks. Although it is not in the default
display of the table in the Resource Usage view, the Standard Rate field can be added as a
column in the table. In Figure 11.20, later in this section, it is being added to the right of
the Work field. By comparing the cost rates of resources you can identify whether a
cheaper resource has suitable availability and could be reassigned to another task for which
a more expensive resource is already assigned. This allows you to reduce overall resource
costs on a project by utilizing cheaper resources where it is practical to do so.
■ The skill level of other resources available to do the work and the time it may
take them to learn the tasks that need to be done—The comparative skill levels of
resource substitutes can be used to estimate how many units of the substitute resource
should be assigned and to reassess how long the assignment will take. This is not a stan-
dard field in Microsoft Office Project, but you can use one of the custom resource text
or number fields to hold this data and then display it in the table on the Resource
Usage view for reference when reassigning tasks.

It is certainly not required that you add the information suggested in this list, but the addi-
tional information promotes more cost-effective assignments.
Because the default table for the Resource Usage view is the Usage table, you can add the
Standard Rate field to that table. The following steps show the quickest method of adding
this column: 11
➔ For more options about customizing tables, see “Using and Creating Tables,” p. 840.
1. Click the column heading for the Work column. For example, you can insert a column
to the left for the Standard Rate field.
2. Choose Insert, Column to display the Column Definition dialog box (see Figure 11.20).

Figure 11.20
You can insert
columns in your
tables to show field
values that help you
make decisions.

Best Fit tool

3. Type s in the Field Name field to jump to the field names in the list that start with s. Stand-
ard Rate appears because it is the first s field in the list. Click Standard Rate or press Enter.
4. Select the Title text box and type a shorter name, such as Std.Rate.
5. Click the Best Fit button to insert the column with the width adjusted to the widest entry.
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436 Chapter 11 Resolving Resource Assignment Problems

6. If necessary, adjust the column widths and the vertical divider bar so that you can see
both the Std. Rate and Work columns.

Displaying details in the Resource Usage timescale is described earlier in this chapter, in the
section “Working with the Resource Usage View.” See that section for instructions on dis-
playing and formatting the Remaining Availability field in the timescale. The resulting view
should be similar to the one shown in Figure 11.21.

Work detail Remaining

Standard Rate field Zoom Out tool Availability detail

Figure 11.21
This modified
Resource Allocation
view displays the cost
and availability of
potential substitute
resources.

11

TIP
In substituting resources, you might consider using a strategy whereby you assign only
generic resources to tasks that are scheduled more than three months ahead. This pro-
vides valuable information regarding resource-loading requirements for the future and
therefore an indication of what possible human resources, recruitment, or retraining
implications there might be in the future. Replacing any generic resources with real
named resources within a rolling three-month window (and on an ongoing basis) can
form a useful strategy for dealing with resources. In the Standard version of Microsoft
Project you can use a text or flag field to indicate which of your resources are generic or
nongeneric. However, for more detailed requirements or automated replacement of
generic resources based on required skills, you may want to consider using the
Professional version of Microsoft Project in which generic resources are fully supported.
Details on these features are covered in Chapter 26, “Enterprise Project Management.”
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Eliminating Resource Overallocations Yourself 437

To substitute another resource for one of the assignments of an overallocated resource,

select the overallocated resource in the top pane and scroll the timescale to the start of the
project. (In Figure 11.21 Scott Adams is selected in the top pane.) Then activate the bottom
pane and use the Go to Next Overallocation tool to find the next time period when the
selected resource is overallocated. In Figure 11.21, the first overallocation for Scott is in the
week of January 12, 2003, when he is scheduled to work on the Setup Assembly Line task
and the Hire Assemblers task at the same time. The Zoom Out tool was used to compress
the minor timescale in Figure 11.21 to weeks in order to get a better perspective on the
length of the tasks. You need to decide which task will be reassigned to another resource.
The task that requires the least work and takes the least time in this example is Setup
Assembly Line; therefore, you can look for a suitable substitute resource for that task.
By double-clicking the Setup Assembly Line task in the bottom pane to display the Task
Information Form view, you can tell that the task is scheduled from January 2, 2003, to
January 23, 2003. To see what other resources might have available hours during that
period, you can scroll down the list of resources and look at the Remaining Availability val-
ues for other resources. You need to find a resource with at least as many hours available
during each week as the work that the task requires: 12 hours the first week, 40 hours in
each of the next two weeks, and 28 hours the final week.

TIP
If the list of resources in the top pane is long, you can highlight the time periods when 11
the substitute must have available hours. Then, click and drag across the time units in the
minor scale of the timescale to highlight those weeks for all resources (see Figure 11.22).
Finally, scroll down the list, looking for available hours in the highlighted range.

You might find it helpful to hide the assignments in the top pane so that you only see the
rows for resources (see Figure 11.22). To hide all assignments, click one of the column
headings to select all rows and then click the Hide Subtasks button. If you want to continue
to view the working hours for the assignment for which you’re looking for a substitute, click
the plus-sign outline symbol next to the resource that is currently assigned to the task.

TIP
If you have placed in the Group field, or in any text field, labels that identify resources
that are qualified substitutes for Scott, you can filter the resource list in the top pane to
focus on those resources. For example, the Setup Assembly Line task might require a
Manager resource. If managers are identified in the Group field, you could filter the list
for managers, to shorten the list of potential substitutes.

Both Mel Lloyd and Mary Logan have enough available time during the period shown, and
Mary’s standard rate is greater than Mel’s. However, we will assume that the task is better
suited to Mary’s abilities and assign her to the task. Mary’s standard rate is also higher than
Scott’s; therefore, the substitution is going to increase the cost of the task.
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438 Chapter 11 Resolving Resource Assignment Problems

Drag here to highlight the target time period

Hide Subtasks tool Working hours to be reassigned

Figure 11.22
Highlighting the time
periods in question
and hiding the assign-
ments make it easier
to find available
substitutes.

Possible substitutes

After a task and resource combination is selected, you can use the Resource Assignment dia-
log box to replace one resource with another:
1. Select the task for the substitution in the bottom pane. As shown in Figure 11.23, the
11
task is Setup Assembly Line.

Assign Resources tool

Select overallocated resources Replace button

Figure 11.23
You can substitute
Mary Logan for Scott
Adams on the Setup
Assembly Line task to
relieve Scott’s overal-
location during this
period.

Select task to reassign Select replacement resource

and enter units, if different
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Eliminating Resource Overallocations Yourself 439

2. Click the Assign Resources tool (or press Alt+F8) to display the Assign Resources
dialog box.
3. Select the resource you want to replace (Scott Adams) and click the Replace button to
display the Replace Resource dialog box.
4. Select the name of the resource that you want to assign as a substitute in the With list
box.
5. Change the units assigned if necessary. By default, Microsoft Project assigns the same
number of units for the new resource as were assigned for the original resource.
6. Click OK to complete the substitution.

TIP
If the new resource is more or less efficient or skilled at the task than the original
resource, you should manually adjust the assignment after the replacement to show how
many hours it will take the new resource to complete the task.

Figure 11.24 shows the schedule after you substitute Mary Logan for Scott Adams. Scott’s
workload is reduced, and he is no longer overallocated in this period.

Mary’s workload increased

Scott’s workload reduced
11

Figure 11.24
The schedule after
substituting Mary
Logan for Scott
Adams shows that
Scott’s overallocation
has been fixed.

New assignment for Mary

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440 Chapter 11 Resolving Resource Assignment Problems

After the new assignment has been added to the replacement resource, you can modify the
assignment in the Assignment Information dialog box. To do so, you select the assignment
row in the top pane and click the Assignment Information tool or simply double-click the
assignment.

Resolving Overallocations by Delaying Assignments

If resource overallocation is the result of scheduling multiple tasks at the same time, you can
delay one or more task assignments to a later date to spread out the demands on the
resource over a longer period of time and thereby reduce the demand in the overallocated
period. You can delay assignments yourself by examining the schedule and selecting the
assignments to delay, or you can have Microsoft Office Project choose the assignments to
delay—either on your command or automatically as task assignments are added to the
schedule. This section shows you how to level assignments yourself, on a case-by-case basis.

N OTE
This discussion is built around the case of forward-scheduled projects. Delaying overallo-
cations means offsetting one or more tasks that would otherwise be scheduled at the
same time. In forward-scheduled projects, you add a delay to a task’s start date to push
it back to a later date. In projects that are scheduled from a fixed finish date, however,
you insert an offset at the finish of the task to cause it to be scheduled for earlier dates.
Delay values are entered as positive numbers in forward-scheduled projects and as neg-
11 ative numbers in projects that are scheduled from a fixed finish date.

There are several ways to delay assignments yourself:

■ You can use the Delay field of the task database to enter a delay in the start date for a
task, thus delaying all assignments to that task.
■ You can use the Assignment Delay field to delay the start of the assignment for just the
resource that is overallocated, leaving other resources’ assignments for the task
unchanged.
■ If work on a task is scheduled to have started already when the overallocation begins,
you can split the task at that point and resume the task when the overallocated resource
is available again. Of course, other resources assigned to the task will have their assign-
ments split also.
■ Instead of splitting the task, and all assignments, you can split just the assignment for
the overallocated resource, leaving other resource assignments unchanged.
■ Instead of delaying all the work on the overallocated resource’s assignment, you can
merely reduce the hours assigned during the period of overallocation and increase the
hours later. This is called contouring the assignment and can be done by manually edit-
ing the assigned work in each period or by choosing one of the predefined contour pat-
terns to apply to the assignment.
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Eliminating Resource Overallocations Yourself 441

Delaying a Task You use the Resource Allocation view when leveling resource work loads
manually. With the Resource Usage view in the top pane to help you select the overallo-
cated resources, the bottom pane displays the Leveling Gantt Chart view, with the Leveling
Delay field in the table next to the task name (see Figure 11.25). The Leveling Delay field is
zero by default, but if you enter an amount of time in the field, Microsoft Project delays the
start of the task—and therefore all assignments to the task—by the amount of that delay
value.
For forward-scheduled projects, the delay value is a positive number that, when added to the
task’s original start date, makes it a later start date. For projects with fixed finish dates, the
delay value is a negative number that makes Microsoft Project push the task finish date back
to an earlier date.
Delay amounts are shown in elapsed time. Elapsed time ignores the distinction between
working time and nonworking time on calendars. Using elapsed time makes it easier for you
to estimate the amount of time you should enter in the Leveling Delay field. You can count
the time units in the timescale of the Gantt Chart view and enter that number without hav-
ing to check to see if any of those units fall on nonworking days.
➔ For more information about using elapsed duration, see “Entering Task Duration,” p. 132.
The Delay table also includes the Successors field, to give you information about what tasks
are directly affected if you delay the selected task. You must scroll the columns in the table
to see the Successors field. The taskbars display the names of assigned resources to the right 11
of the bar.
The Leveling Gantt Chart view shows the amount of any free slack (that is, the amount of
time between the end of a task and the start of a successor task) as a thin teal-colored Slack
bar that extends to the right, beyond the bottom edge of the taskbar. You can delay a task by
as much as the free slack without affecting the scheduling of other tasks. Of course, if you
delay tasks beyond the free slack, the start and finish of successor tasks will also be delayed;
if you delay a task beyond the total slack (not shown in the Leveling Gantt Chart view), the
finish of the whole project is delayed.

N OTE
Free slack is the amount of time that a task can be delayed without delaying successor
tasks. Total slack is the amount of time that a task can be delayed without delaying the
project.

The term slack is synonymous with the accepted project management term float. Microsoft Project uses the
term slack to illustrate float time within a project.

N OTE
ScreenTips identify any taskbars that appear in the view. In Figure 11.25, the pointer rests
over the Slack bar, and the ScreenTip shows the name of the bar and gives information
about the task
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442 Chapter 11 Resolving Resource Assignment Problems

Task Leveling Delay field Assignment shorter than task

Overallocated time periods

Figure 11.25
The Leveling Gantt
Chart view is espe-
cially helpful for
delaying tasks to level
resource assignments.

Scroll to see Successors field ScreenTip for Free Slack (colored

11 Free Slack bar teal onscreen)

As shown in Figure 11.25, Mel Lloyd is an overallocated resource in the week of November
24, 2002. Selecting his name in the top pane causes the tasks to which he is assigned to
appear in the bottom pane. After using the horizontal scrollbar in the timescale to move to
the beginning of the project, you can click the Go to Next Overallocation tool to locate the
first time period during which Mel is overallocated. The overallocation is due to the over-
lapping assignments for the Process Orders and Organize Shipments tasks. You could delay
either of these tasks to remove the overallocation for Mel.
Scott Adams is also assigned to the Process Orders task, and if you delayed the task, both
Mel’s and Scott’s assignments would be delayed. However, the existence of the Slack bar to
the right of the Process Orders task shows that delaying the task will not delay any other
tasks or the project as a whole. If you were to delay the Organize Shipments task to resolve
Mel’s overallocation, the absence of a Slack bar for the task would show that other tasks and
the overall project would be delayed as a result. You can safely delay the Process Orders task.
To delay the task, select the Leveling Delay field for the task and estimate the amount of delay.
You can see from the Duration field in the bottom pane that Organize Shipments is a three-
day task, so entering 3 days for the Process Orders task should remove the overallocation.
Figure 11.26 shows the results of entering the delay. The Leveling Gantt Chart view displays
the amount of the delay in the Leveling Delay field on the left, and it displays the Delay bar
to the left of the taskbar to show the amount of the delay graphically. The tasks no longer
overlap, and Mel’s initial overallocation period is now free of overallocation. However, Mel
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Eliminating Resource Overallocations Yourself 443

now has a three-day conflict with his Load Trucks assignment. If that conflict is resolved by
delaying the Load Trucks assignment, it will mean a three-day delay in the completion of the
project. Also, because the entire task was delayed, the assignment for Scott Adams had to be
delayed also, and that could possibly create an overallocation for Scott.

Figure 11.26
The Leveling Gantt
Chart view shows the
amount of the delay
as a thin bar to the
left of the main
taskbar.

Delay amount Delay bar (colored

olive onscreen)
11

You can use Undo (Ctrl+Z) immediately after entering a delay amount to restore the previ-
ous values to the Delay field entries. You also can remove a delay by entering 0 in the Delay
field. Note that you can’t leave the Leveling Delay field blank. If there are many delay val-
ues to be cleared, you might want to use the Clear Leveling command. To use the menu to
return the delay values to zero for a single task or group of tasks, follow these steps:
1. Select the tasks for which you want to reset the delay to zero. Click and drag to select
adjacent tasks. Press Ctrl while clicking to select nonadjacent tasks.
2. Choose Tools, Resource Leveling. The Resource Leveling dialog box appears.
3. At the bottom of the Resource Leveling dialog box, click the Clear Leveling tool to
display the Clear Leveling dialog box.
4. Choose the Selected Tasks option to change the values for only the tasks that you
selected. If you want to remove all delay values for all tasks, use the Entire Project
option.
5. Click OK. All tasks with nonzero delay values are reset to zero delay.

Delaying Individual Assignments When tasks have multiple resources assigned to them,
it can be better to resolve an overallocation for just one of the resources by delaying the
assignment for just that resource, leaving the other resources unaffected. Of course, if the
delayed assignment then has a finish date that is later than the task finish date before the
delay, the task duration is increased. This section shows how to delay individual assignments
for tasks.
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444 Chapter 11 Resolving Resource Assignment Problems

Returning to the previous example, you can delay Mel Lloyd’s assignment on the Process
Orders task instead of delaying the task and Scott’s assignment with it. In the Resource
Allocation view, you can delay an assignment in one of four ways:
■ You can add the Leveling Delay field to the Usage table in the top pane and enter the
amount of the delay in that column.
■ You can manually edit the timephased work data in the top pane to shift working hours
to the right to later dates and times.
■ You can change the assignment’s start date in the Assignment Information dialog box.
■ You can add the Assignment Delay field to the Usage table in the top pane and enter
the amount of the delay in that column.

If the purpose for delaying an assignment is to avoid an overallocation, you should use the
Leveling Delay field, which is specifically designed to show delays due to overallocations. If
you later want to remove all the leveling delays that you or Microsoft Project have inserted,
you can use the Clear Leveling command to remove the delay if it’s in this field.
The Leveling Delay field is not included in the standard Usage table, but you can easily add
it to the table by clicking the column heading where you want the field to go and choosing
Insert, Column. In the Column Definition dialog box, choose Leveling Delay in the Field
Name box and click the Best Fit button to adjust the column width to the widest entry. You
11 might need to adjust the vertical divider bar so that you can see the new column.

N OTE
Unlike task delay values, which are elapsed time periods, leveling delay values are regu-
lar, nonelapsed, time periods.

Figure 11.27 shows the Leveling Delay field added to the table in the top pane. Note the
delay in Mel’s Process Orders assignment.
To remove the delay, type 0 or use the spinner control to select zero.

N OTE
The Leveling Delay field only accepts zero or positive numbers for projects that are
scheduled from a start date. It only accepts zero or negative numbers for projects that
are scheduled from a finish date.

To edit the timephased data, select the cells that contain work that is to be delayed and
press the Insert key. The cells you selected shift to the right, also pushing to the right all
later work cells for the assignment. The Contoured indicator then appears in the Indicators
column for the assignment.
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Eliminating Resource Overallocations Yourself 445

Work details
Leveling Delay field Remaining Availability details

Figure 11.27
You can use the
Leveling Delay field
in a Usage table to
enter and remove
assignment-leveling
delays.

Delay for Mel Lloyd’s assignment Delayed work

11

TIP
You might need to zoom in to see smaller time units, to detect exactly how many days
and hours the assignment needs to be delayed. To do this, zoom in until you can clearly
see exactly when the task that is not being delayed finishes. Then shift the work for the
delayed task one cell further to the right.

To remove the delay, select the assignment cells that have 0h in them and press the Delete
key. All work cells to the right of the selection then shift to the left.
If you want to delay the assignment by modifying the start date and time for the assignment
until just after a conflicting assignment is completed, you need to be able to determine
exactly when the conflicting assignment finishes. To determine the finish time, you must first
instruct Microsoft Project to display time along with dates. To display dates with the time of
day appended, choose Tools, Options and display the View tab. In the Date Format box,
select from the drop-down list one of the formats that includes the date and time of day.
In this example, we will delay Mel’s Process Orders assignment so that it starts immediately after
the conflicting assignment Organize Shipments finishes. You can find out when the Organize
Shipments assignment finishes by double-clicking that assignment to display its Assignment
Information dialog box. In Figure 11.28, the Assignment Information dialog box for Organize
Shipments shows that the task finishes on November 27, 2002, at 5:00 p.m. The Process Orders
task would be delayed to start on November 28, 2002, at 8:00 a.m. to resolve the conflict.
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446 Chapter 11 Resolving Resource Assignment Problems

Figure 11.28
You can use the
Assignment
Information dialog
box to find out
when an assignment
finishes.

Finish date and time

To delay the start of an assignment, follow these steps:

1. Double-click the assignment you want to delay in order to display its Assignment
Information dialog box.
2. Enter the delayed start date and time in the Start field or click the date control and
select the date from the calendar and then append the time.
11 3. Click OK to complete the entry.

Figure 11.29 shows the effect of delaying Mel’s assignment on the Process Orders task from
Monday to Thursday. The original cells for his assignment now have 0h in them, and Mel is
no longer overallocated during that period. You can also see that Scott Adams’ assignment
on that same task continues to start on Monday.
When you delay an assignment by editing the Start field of the Assignment Information dialog
box or by editing the timephased data in the grid, Microsoft Project translates the difference
between the previous start date and the new one as an assignment delay and stores that value in
the Assignment Delay field. You can also delay an assignment by entering the amount of the
delay directly into the Assignment Delay field. However, as pointed out earlier, if the purpose
of the delay is to level resource usage, the Leveling Delay field is a better field to use.

N OTE
The Assignment Delay and Leveling Delay fields produce the same result—they delay the
start of the assignment—but there are some differences between them. Microsoft Project
uses the Leveling Delay field to enter a delay when you use the Level Now command to
resolve resource overallocations. There is also a Clear Leveling command that resets all
Leveling Delay values to zero.
Microsoft Project does not make entries in the Assignment Delay field, nor is there a
command to clear those entries. The Assignment Delay field is intended to be used to
delay one resource’s assignment when there is a valid operational reason for the delay
(for example, if one resource contributes finishing touches on a task and should be
scheduled at the end of the task).
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Eliminating Resource Overallocations Yourself 447

Scott Adams’ start unchanged Remaining

Work details Availability details

Figure 11.29
The timephased data
in the Resource Usage
view shows the
delayed start of the
assignment with 0h
entries in the delay
periods.

Task is not delayed Delayed periods

11
New start of the assignment

If Leveling does not appear to be working, please refer to “Level Now Seems Not to Be Working”
in the “Troubleshooting” section at the end of this chapter.

The Assignment Delay field is not included in the standard Usage table, but you can easily
add it to the table by clicking the column heading where you want the field to go and
choosing Insert, Column. In the Column Definition dialog box, choose Assignment Delay
in the Field Name box and click the Best Fit button to adjust the column width to the width
of the widest entry.
The Clear Leveling command does not reset assignment delays to zero. The easiest method
to use if you want to remove an assignment delay is to display the Assignment Delay field in
the Resource Usage view or the Task Usage view and change delay values to zero. You can
also find inserted nonworking time periods in the grid and delete them, but it’s easier to
identify nonzero values in the Assignment Delay field.

TIP
If you want to review all the assignment delays or leveling delays in a project, you can
design a filter to display only tasks where the Assignment Delay field is not equal to zero
or the Leveling Delay field is not equal to zero. Using the criterion Not Equal to Zero
instead of Greater Than Zero allows the filter to find both projects with positive delay val-
ues (those scheduled from a fixed start date) and projects with negative delay values
(those scheduled from a fixed finish date).
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448 Chapter 11 Resolving Resource Assignment Problems

➔ For detailed help in creating a filter, see “Creating Custom Filters,” p. 859.
Splitting a Task Suppose that an overallocation occurs because an assignment starts while
another assignment, which has already started, is still in process. You could, as in the pre-
ceding examples, delay all work on the new assignment until the already started assignment
is finished. Or you could interrupt the work on the already started assignment (that is, split
the assignment) until the new assignment is completed. If you introduce the split at the task
level, all assignments to the task are split at the same point. If you just split the assignment
itself, other resource assignments to the task are not split.
In Figure 11.30, the Create Advertising Plan task is assigned to both Howard Thompson
and Mary Logan. It is scheduled to be already started when the Sales Training task starts.
Howard Thompson is assigned to both tasks, and he is overallocated during the period
when the tasks overlap.

Remaining
Work details Availability
Overallocation periods details

Figure 11.30
When two tasks con-
tend for the same
resource, you can
11 split one task to work
around the other.

Ongoing task

Conflicting task row selected Slack bar

Multiple resources assigned

The ongoing task, Create Advertising Plan, has slack (as evidenced by the Slack bar in the
bottom pane) and its finish can be delayed without affecting the project finish date.
However, the new task, Sales Training, does not have a Slack bar and should not be delayed
if you want to avoid delaying the finish of the project. You could split Howard’s assignment
to the Create Advertising Plan task and avoid delaying the project. Splitting the task would
split both Howard’s and Mary’s assignments. If you split just Howard’s assignment, Mary
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Eliminating Resource Overallocations Yourself 449

would continue her work as scheduled and Howard would complete his after the Sales
Training is finished. The duration for the Create Advertising Plan task would be increased
to incorporate Howard’s delayed work.
If you are using the Resource Allocation view, you must split tasks in the Leveling Gantt
Chart view in the bottom pane because only resources and assignments (not tasks) are dis-
played in the top pane. You use the Split Task tool to split a taskbar in the Leveling Gantt
Chart view, thus splitting the task and all its assignments.

TIP
If you were to display the Task Usage view in the top pane, you could split a task by
inserting nonworking cells in the timephased data for the task. To do so, select the cell or
cells for the time period when the split should occur and press the Insert key.

You first need to determine exactly when the split should start and when it should end. You
want the split to start when the new task starts and to end when the new task finishes. You
can determine the start and finish of the new task by double-clicking it in the bottom pane
to view the Task Information Form view. The start and finish dates are on the General tab.
You could also scroll the table in the bottom pane to the right to see the Start and Finish
fields for the task. In the table in Figure 11.31 you can see the start and finish dates for the
Sales Training task. The task starts January 6, 2003, at 10:00 a.m. and finishes on January 11
10, 2003, at 3:00 p.m.

TIP
When you scroll a table horizontally and the Name field will scroll out of view, you can
select the row ID to highlight the entire row (as was done previously, in Figure 11.30).
Then you can easily identify the row when you get to the column you want to examine
(as in Figure 11.31).

TIP
It’s a good idea to have the time of day included in the date format so that you can coor-
dinate the timing of the tasks.

If you want to split a task down to the hour, you must format the timescale to show hours.
In Figure 11.31, the Zoom In tool has been used to display quarter-days, which is a format
that includes hours on the minor scale.
To split a task in the Leveling Gantt Chart view, follow these steps:
1. Activate the pane with a task view—in this case, the Leveling Gantt Chart view—in the
bottom pane.
2. Determine the exact date and time when the split should start and end. In Figure 11.31,
the dates are shown in the selected task row in the bottom pane.
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450 Chapter 11 Resolving Resource Assignment Problems

Figure 11.31
You can use the Split
Task tool to split
taskbars in the bot-
tom pane of the
Resource Allocation
view.

3. Click the Split Task tool to activate the Split Task ScreenTip. As you move the pointer
over the taskbars, the ScreenTip shows the date and time for the pointer’s position on
11 the screen. When you click over a taskbar, you see the date and time when the split will
start. Do not click anywhere until you are in position over the taskbar you want to split
and the ScreenTip shows the date and time when you want the split to start.

TIP
If at this point you decide to abandon the split operation, simply press the Esc key to
cancel the split command. If you decide to cancel the command after you have started
dragging the split in the following steps, drag the pointer to an area where it is not over
the taskbar and release the mouse button.

4. When you are over the correct taskbar and the ScreenTip shows the date and hour
when you want the split to start, click and hold down the mouse button to start drag-
ging the remainder of the task to the right, to locate the date and time when work
should resume.
The Split Task ScreenTip disappears and a Task ScreenTip appears. The Start field in
this ScreenTip shows the date and time where the pointer is currently located. This is
the date and time when work on the task will be scheduled to resume.
5. Drag the remainder of the task to the correct date and time (as shown in the Split Task
ScreenTip) to resume work on the task. Figure 11.32 shows the pointer in position to
resume work after 3:00 p.m. on January 8, 2003.
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Eliminating Resource Overallocations Yourself 451

TIP
When you are dragging part of the task to a new date, if the destination date is off the
screen, you can drag the pointer just beyond the edge of the screen slowly; the timescale
scrolls until you reach the destination.

Remaining Availability details

Work details

Figure 11.32
You can drag the
remaining portion of
a split task to the date
and time when you
want work to resume.

11

Resume after this finish date Split Task ScreenTip for

the remainder of the task

Figure 11.33 shows the task after the split has been created, with the timescale formatted the
same as in Figure 11.31. In Figure 11.33, you can see both assignments to the task that was
split. Mary Logan and Howard Thompson both have a 0h cell in the middle of their assign-
ments, during the period for which the taskbar shows the split.
To remove a split in a task, you use the mouse to drag the part of the task that’s on the right
toward the part on the left. When they touch, Project removes the split and rejoins the taskbar.
Splitting Individual Assignments In Figure 11.32, the task was split to resolve an over-
allocation problem, and that split all resource assignments for the task, whether they were
overallocated or not. You can also split just the assignment for the resource that is overallo-
cated (Howard Thompson), thus leaving other assigned resources (Mary Logan, in this case)
on their existing schedules. To split an assignment, you must open either the Resource
Usage view or the Task Usage view and edit the timephased work cells for the assignment.
Select the cells where the interruption will take place and press the Insert key to shift those
work amounts to later dates.
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452 Chapter 11 Resolving Resource Assignment Problems

Interrupted assignments
Contour indicators Work details

Figure 11.33
Splitting a task also
splits all assignments
to the task.

11 Split bar

In Figure 11.34, the Zoom In tool has been used to view quarter-days because we need to
reschedule the assignment to stop at 10:00 a.m. and resume at 3:00 p.m. If those particular
hours were not shown on the timescale, you would need to zoom in further until the time
periods you needed to schedule appeared in the timescale.
In the table on the left of the bottom pane in Figure 11.34, the columns have been
rearranged so that you can see the task’s duration and finish date. Before the assignment is
split, the task duration is 7.5 days and the finish date is January 10, at 3:00 p.m.
The timephased work cells where the split will occur are selected in the figure. With the
cells selected, you can create the split by pressing the Insert key or by choosing Insert, Cell
from the menu. The contents of the selected cells are then shifted to the right, and all cells
to the right of the insertion cells are shifted also.

CAUTION
If you type 0 in an assignment work cell instead of pressing the Insert key, you create a
split in the assignment, but the work scheduled for that day is lost.
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Eliminating Resource Overallocations Yourself 453

Work to be delayed (split) Work detail

Another assignment to the same task Hours timescale

Figure 11.34
To split an assign-
ment, you select the
cell or cells where the
split should occur and
press the Insert key.

Assignment
to be split

Task duration before split Remaining Availability detail

11
Task finish before split

Figure 11.35 shows the assignment schedule after the split has been inserted. The cells that
were selected now have zero hours of work for Howard Thompson, but Mary Logan still
has work scheduled in those same time periods. The taskbar in the Gantt Chart view does
not show a split because Mary Logan is continuing to work during the period of the split.
The total work for the assignment has not changed, but the duration of the task has
increased from 7.5 days to 10.5 days, and the finish date is pushed back from January 10,
2003, to January 15, 2003. Notice the contour indicator on the assignment row, which
shows that the timephased values for the assignment have been edited.

TIP
To select a series of assignment cells, drag the mouse across them or, after selecting the
first cell, hold down the Shift key as you click the last cell to select. You can then press
the Insert key to shift work assignments past the last selected cell.

To remove the splits in an assignment, select the cell or cells that have 0h in them and press
the Delete key. Unfortunately, there is no easy way to identify the assignments that have
been edited, other than to look for the existence of the Contour indicator on those assign-
ment rows. In order to find the edited cells, you have to scroll the timescale for the con-
toured assignment to find cells that contain 0h.
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454 Chapter 11 Resolving Resource Assignment Problems

Another assignment to
Contour indicator Split range same task is unchanged

Figure 11.35
The split appears as
cells with zero work
in the assignment
row.

New task duration Taskbar shows no split

11
New task finish date

TIP
If you select and remove 0h cells by pressing Delete, the contour indicator is still dis-
played. If you have deleted a delay or split and you’re sure there are no other edited
changes you want to preserve, you can remove the Contour indicator by double-clicking
the assignment to display the Assignment Information dialog box and selecting Flat on
the drop-down list in the Work Contour box.

Letting Project Level Overallocated Resources

for You
Instead of leveling individual tasks and assignments on your own, you can have Microsoft
Project calculate task or assignment delays to remove resource overallocations. Microsoft
Project searches through the project, looking for resources that display the Leveling indica-
tor. Using the settings in the Resource Leveling dialog box, which is described later in this
chapter in the section “Configuring Settings in the Resource Leveling Dialog Box,”
Microsoft Project selects tasks to be delayed in order to resolve overallocations for resources
that display the Leveling indicator.
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Letting Project Level Overallocated Resources for You 455

N OTE
Microsoft Project doesn’t delay material resource assignments. However, if the leveling
operation changes the duration of a task, the material assignments might be contoured
also.

If the project is scheduled from a start date, Microsoft Project adds positive delays to tasks to
remove overallocations. If a critical task is delayed, the leveling procedure causes the project
to finish later. If the project is scheduled from a finish date, Microsoft Project adds negative
delays to tasks to remove overallocations. A negative delay causes a task to finish earlier and
therefore to be scheduled to start earlier. If the task is a critical task, the effect of leveling on
a fixed-finish-date project is to schedule an earlier start date for the project.

TIP
Do not attempt to use the Leveling command until after you enter all the tasks and all
the information about each task and resource. If you use leveling prior to entering all
information, you need to repeat the leveling operation after adding more tasks or
redefining resources and resource assignments to accurately reflect the changes.

Configuring Settings in the Resource Leveling Dialog Box

There are a number of settings you should confirm or change before using Microsoft 11
Project’s Leveling command. The Resource Leveling dialog box contains the controls for
the leveling operation (see Figure 11.36). You should generally open this dialog box when a
task view is active because then you will have access to all the buttons and fields.

Figure 11.36
The Resource Leveling
dialog box has many
settings that deter-
mine how Microsoft
Project calculates the
schedule when it does
leveling calculations
for you.
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456 Chapter 11 Resolving Resource Assignment Problems

Whether a Leveling indicator is displayed in a resource table depends on your selection in

the Look for Overallocations in a list box. As you change this selection, the highlight for
overallocated resources is not affected, but the Leveling indicator appears less often if you
select larger time units. Thus, if you increase the time basis from Day by Day to Week by
Week, some Leveling indicators may disappear.
Table 11.3 outlines the choices and tools in the Resource Leveling dialog box and provides a
brief description of each choice.

Table 11.3 The Leveling Options in the Resource Leveling Dialog Box
Option Description
Automatic Instructs Microsoft Project to level tasks the moment one or
more overallocated resources is detected. Automatic leveling
takes place as you enter the tasks into the project or change
the schedule in other ways.
Manual Causes leveling to be executed only when you choose Tools,
Resource Leveling, Level Now. Manual is the default status for
leveling.
Look for Overallocations Determines the timescale sensitivity of leveling calculations. The
on an x by x Basis choices in this drop-down list box are Minute by Minute, Hour by
11 Hour, Day by Day, Week by Week, and Month by Month.
Clear Leveling Values Tells Microsoft Project to remove all leveling delays from tasks
Before Leveling before calculating new ones. If this box is not checked, Microsoft
Project leaves all leveling delays in place and adds to them.
Level Entire Project Tells Microsoft Project to search for overallocations that need
leveling from the beginning to the end of the project. This choice
does not keep you from choosing to level just selected resources
or all resources.
Level From, To Limits the date range that Microsoft Project scans for overalloca-
tions that need to be corrected. Overallocations outside this date
range are allowed to remain.
Leveling Order Provides three choices—ID Only, Standard, and Priority,
Standard—for establishing how Microsoft Project decides which
of several tasks to delay when the tasks cause a resource over-
allocation conflict.
Level Only Within Causes tasks to be delayed only within the amount of total slack;
Available Slack the finish date of the project is not delayed. With this setting con-
straining the amount of leveling delay that Microsoft Project can
add, the leveling operation may not resolve the overallocation
problem. If you clear this box, and no task constraints exist to
serve as impediments, Microsoft Project can resolve the resource
overallocation through leveling, although often with a delay in the
finish date of the project.
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Letting Project Level Overallocated Resources for You 457

Option Description
Leveling Can Adjust Individual Causes Microsoft Project to delay just the assignments for
Assignments on a Task resources that are overallocated on a task instead of delaying the
task and consequently all assignments. The task duration is
increased if this box is selected because the total work effort is
more spread out. This setting affects all tasks unless the task’s
Level Assignments field is set to No.

Leveling Can Create Splits in Causes Microsoft Project to split the remaining work into pieces
Remaining Work that can fit into available time slots for the resource, thus working
around later task assignments that have constraints. This choice
affects all tasks unless a task’s Leveling Can Split field is set to No.

The following are the three possible values for the Leveling Order drop-down list box:
■ ID Only—If the ID number is the only basis for selecting which of several tasks will be
delayed, tasks with higher ID numbers (those that are further down on the task list) are
always delayed before tasks with lower ID numbers (those that are higher up on the task
list). If the task list is created in chronological order—with earlier tasks listed at the top
of the list and with one sequence of tasks leading to the finish date—the ID Only scheme
essentially delays tasks with the later start dates. Delaying the tasks with later start dates
minimizes the number of successor tasks affected by imposing leveling delays.
11
■ Standard—The Standard order, which is the default leveling order for Microsoft
Project, uses seven factors (described later in this section) to determine which of several
conflicting tasks is to be leveled first. One of those factors is the Priority rating that you
can assign to tasks. In the Standard order, the Priority rating has relatively less weight
than most of the other factors.
■ Priority, Standard—The same factors considered in the Standard order are used for
the Priority, Standard order. Primary weight is given to the Priority assignment of each
task (a factor that you can control).

In deciding which of two tasks should be delayed and which should be left unchanged, the
Standard order and the Priority, Standard order use the same set of factors, the difference
being only in the greater weight assigned to the tasks’ Priority value in the Priority,
Standard order. These are the factors, listed in descending order of importance:
■ Predecessor—Tasks that do not have successor dependencies are picked before those
that have successor dependencies.
■ Amount of total slack—Tasks with more total slack are chosen before those with less
slack.
■ Start date—Tasks that start later are delayed before those that start earlier.
■ Priority—You can raise or lower each task’s priority value to affect the selection of those
to delay. The lower-priority tasks are chosen for delay before the higher-priority tasks. In
the Leveling Order choice Priority, Standard, this factor is moved to the top of the list.
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458 Chapter 11 Resolving Resource Assignment Problems

■ Constraints—Tasks with constraints are less likely to be delayed than those without
constraints.

Other fields influence how Microsoft Project treats tasks and resources when leveling is
applied. These fields determine how likely it is that a task or an assignment will be delayed
or split. With these fields, you can instruct Microsoft Project to exempt a specific resource
or task from being delayed or split by leveling:
■ Can Level—This resource field contains a Yes or No value. If the value is the default
Yes, Microsoft Project can delay assignments for that resource if it needs to in its level-
ing calculation. If the value is No, Microsoft Project does not delay the resource’s
assignments. The field does not appear on any prepared views or information forms.
You can add the field to any resource table and enter No for those resources whose
assignments you want to keep from being delayed.
■ Level Assignments—This task field contains a Yes or No value. If the value is the
default Yes, Microsoft Project can delay assignments to the task if it needs to in its lev-
eling calculation. If the value is No, Microsoft Project does not delay the task’s assign-
ments. This field overrides the Leveling Can Adjust Individual Assignments on a Task
check box in the Resource Leveling dialog box. You must add this field to a task view
because it doesn’t appear in any standard tables.
■ Leveling Can Split—This task field contains a Yes or No value. If it’s the default Yes,
11
Microsoft Project can split tasks in its leveling calculations. This field overrides the
Leveling Can Create Splits in Remaining Work check box in the Resource Leveling
dialog box. You can add this field to a task view that contains a table.

TIP
If you give a task the priority value 1,000, Microsoft Project never delays or splits the task
when leveling (although you can manually assign a delay or split yourself). Microsoft
Project also leaves unchanged any leveling delay or split for such a task when you apply
the Clear Leveling command.

You can assign priority values to projects as well as to tasks. When you level resources that
are assigned to multiple projects, tasks in those projects with lower priority values are cho-
sen for delay before tasks in projects with higher priority values. The priority value 1,000
ensures that no task in that project will be given a leveling delay when leveling the plan.
The priority value for the project overrides the relative priority values for tasks. For exam-
ple, if one project has a higher priority value than the other, all tasks in the higher-priority
project (even those with priority values close to zero) have higher priority than any task in
the lower-priority project (except for those that have a priority value of 1,000, which are
never delayed).
To assign a priority value to a task, follow these steps:
1. Select the task in a view that displays one or more task fields. You can select multiple
tasks if you want to set them all to the same priority value with one step.
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Letting Project Level Overallocated Resources for You 459

2. Click the Task Information tool on the Standard toolbar to display the Task
Information dialog box (see Figure 11.37) or the Multiple Task Form dialog box (if
more than one task has been selected).

Task Priority field

Figure 11.37
Setting priorities for
a task controls how
likely it is to be
delayed because
of leveling.

11
3. Select the General tab and type the priority value into the Priority box, using values
between 1,000 (highest priority—least likely to be delayed) and 0 (most likely to be
delayed). Or use the spin control to raise or lower the default priority value, which is
500. Remember that the higher the number, the less likely it is that the task will be
delayed because of leveling operations; tasks with the priority value of 1,000 are never
delayed.
4. Click OK to close the dialog box.

To change the priority level for a project, follow these steps:

1. Open the project.
2. Choose Project, Project Information to display the Project Information dialog box.
3. In the Priority box, enter the priority level, using values between 1,000 (highest
priority—least likely to be delayed) and 0 (most likely to be delayed). Or use the spin
control to raise or lower the default value of 500.
4. Click OK to close the dialog box.

Using the Level Now Command

After establishing your choices in the Resource Leveling dialog box, you can instruct
Microsoft Project to level the project by using the Level Now command. If you select this
command from a task view, the leveling occurs immediately, without prompts. If you select
the command from a resource view, you see the Level Now dialog box (see Figure 11.38),
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460 Chapter 11 Resolving Resource Assignment Problems

which prompts you to choose between leveling all resources and leveling only the resources
that you have selected.

Figure 11.38
You can level assign-
ments for all overallo-
cated resources or for
just those that you
have selected.

If you choose Selected Resources, only the overallocations for the resources in the selection
are reviewed for leveling operations. If you select Entire Pool, all resources and all tasks are
reviewed.
When you click OK, Microsoft Project tries to resolve the resource overallocations by
adding leveling delays to tasks—within the bounds you specify in the Resource Leveling
dialog box. For the first overallocation problem it encounters, Microsoft Project identifies
the tasks causing the overallocation and notes the tasks that cannot be delayed. These
include tasks that have hard constraints, tasks that have higher-priority assignments, and
tasks that are already started. Note that task deadline dates do not keep Microsoft Project
from delaying a task. If more than one task that can be delayed exists, Microsoft Project
uses the set of seven factors previously discussed to select one or more of the tasks to delay.
11
N OTE
You can undo the changes made via the Level Now command if you choose Edit, Undo
Level before changing anything else in the project.

Figure 11.39 shows the result of the leveling operation for the resource Howard
Thompson. A deadline date has been added to the Create Advertising Plan task to illustrate
how Microsoft Project respects deadlines when leveling (it doesn’t).
Only one delayed task is shown in Figure 11.39—Sales Training is delayed by six elapsed
days. However, Howard’s assignment to the Create Advertising Plan task was also delayed
(see the highlighted timephased work data in Figure 11.39), but Mary Logan’s assignment
was not delayed. This combination of assignments extended the task’s duration past the
deadline date for the task (note the deadline date marker in the figure) and the Missed
Deadline indicator appears in the Indicators column, to alert you that the task deadline will
be missed in the current schedule.
Note the new taskbars in the Gantt Chart view. When the Level Now command is exe-
cuted, Microsoft Project saves the current (before leveling) start and finish dates of all tasks
into fields called Preleveled Start and Preleveled Finish. The Leveling Gantt Chart view
displays these dates as preleveled taskbars above the scheduled bars for tasks so that you can
easily see the scheduled dates before and after the leveling operation. Notice in Figure
11.39 that the lower bar for Sales Training is shifted to the right of the preleveled bar just
above it, thus reflecting the leveling delay.
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Letting Project Level Overallocated Resources for You 461

Mary’s assignment not delayed

Delayed assignment

Figure 11.39
After the Level Now
command has
changed the sched-
ule, the Leveling
Gantt Chart view
displays preleveled
taskbars for com
paring the original
schedule with the
delayed schedule.

Missed Deadline indicator Preleveled start

11
Preleveled finish
Taskbar extended by Howard’s assignment delay

If one or more assignments are found where overallocations can’t be resolved, you see a
message similar to the message in Figure 11.40.
If you entered a delay for a task in your project and this does not appear in your preleveled Gantt
view, please refer to “Managing Preleveled Taskbars” in the “Troubleshooting” section at the end
of this chapter.

Figure 11.40
Sometimes the Level
Now command can’t
resolve all the overal-
location problems
and Microsoft Project
prompts you for
directions.
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462 Chapter 11 Resolving Resource Assignment Problems

To respond to the unresolved overallocations message, you can do one of the following:
■ Click Skip to have Microsoft Project skip this resource and continue looking for other
overallocations.
■ Click Skip All to have Project skip this resource and all others that cannot be resolved
without pausing to alert you to those that cannot be resolved.
■ Click Stop to stop the leveling process and erase all the delays that have been entered
so far.

Clearing the Effects of Leveling

You can use the Clear Leveling tool in the Resource Leveling dialog box to have Project
reset leveling delays to zero for all tasks or for just the selected tasks. As mentioned previ-
ously, Project does not clear the leveling delay for tasks that have a priority setting of 1,000.
To use the Clear Leveling command, you must be in a task view. Choose Tools, Resource
Leveling, Clear Leveling. The Clear Leveling dialog box appears (see Figure 11.41). Select
Entire Project or Selected Tasks and click OK. All Leveling Delay fields are reset to 0 for
the entire project or for the selected tasks.

Figure 11.41
11 You can quickly
remove all leveling
delays from the entire
project or from
selected tasks with
the Clear Leveling
command.

Understanding the Pitfalls of Automatic Leveling

The first option on the Resource Leveling dialog box is Automatic Leveling. If you select
this option, Microsoft Project watches for resource overallocations as you assign resources
and as the project schedule changes. The moment Project detects an overallocation, it qui-
etly attempts to resolve it by delaying tasks in the background as you go on building the
schedule. This seems like a powerful and useful option, but it has some drawbacks.
Most importantly, you are a far better judge than Microsoft Project of the best choices for
your schedule. You can’t provide Microsoft Project with all the information you bring to the
decision-making process as you make scheduling choices. If you select Automatic Leveling,
you will not be aware of the leveling decisions going on in the background. In some cases, if
you saw a Leveling indicator, you might be able to think of an alternative that doesn’t
require delaying tasks or the project finish. It’s not uncommon to wind up with a bloated
schedule that has lots of unproductive time because of all the leveling delays.
You also should note that Microsoft Project doesn’t optimize the leveling strategy. Microsoft
Project doesn’t examine all possible combinations of task delays in order to choose the best
solution in terms of lowest cost, earliest project finish date, or any other consideration.
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Troubleshooting 463

Troubleshooting
Displaying Detail Headers
I can’t tell what data field is displayed in the timephased data of the Resource Usage view because
there are no headers for the rows. How can I tell which rows contain which fields?
There are two reasons why you might not see the detail headers:
■ The width of the detail headers column might have been accidentally or deliberately
reduced to zero. Try positioning the mouse just slightly to the right of the border that
separates the Resource Sheet view and the Timescale grid in the timescale header at the
top of the view, and drag the mouse to the right to expand the Details column again.
■ You might have suppressed the display of the headers in the Detail Styles dialog box.
With the Resource Usage view active, choose Format, Detail Styles and click the Usage
Properties tab. The Display Details Header Column box must contain Yes in order for
the headers to be displayed.

Sorting Assignments in the Resource Allocation View

In the Resource Allocation view, the list of assignments in the top pane under a resource name is not
in the same order as the list in the bottom pane, and this makes it hard to find the task in the bottom
pane. How can I get them in the same order?
Activate the top pane and choose Project, Sort, By ID to have Project sort the top pane by
ID number. The lists should then be in sync. If not, activate the bottom pane and sort it by
ID also.

Level Now Seems Not to Be Working

I used the Level Now command, but there are still overallocated resources, even though Project didn’t
give me any alerts saying it was unable to resolve an overallocation. What did I do wrong?
The Level Now command tackles only overallocations that trigger the Leveling indicator.
So if your project has the leveling sensitivity set to Week by Week, for example, there might
still be resources that are overallocated on an hour-by-hour or day-by-day basis.
Another reason is that resources may have been assigned to both summary tasks and the
detail tasks. In this instance, the overallocation cannot possibly be resolved because it is
impossible to delay a summary task without also delaying the detail tasks that make up that
summary task. As a general rule, you should try to avoid assigning resources to summary
tasks and detail tasks. You should assign resources either at summary level only or at detail
task level only. The only exception to this is when you want to assign someone as being
responsible for the task, but that person may or may not be doing any work on the detail
tasks. In this instance, you can assign a resource to a summary task but assign the resource
with 0h work.
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464 Chapter 11 Resolving Resource Assignment Problems

Managing Preleveled Taskbars

I entered a leveling delay for a task in the Leveling Gantt Chart view, but Microsoft Project doesn’t
show the preleveled taskbar for the task.
The preleveled taskbar is based on the dates in the Preleveled Start and Preleveled Finish
fields. These fields contain NA until you use the Level Now command for the first time;
therefore, you don’t see these bars until you use the Level Now command. You can’t edit the
dates in these fields because they can only be calculated by Microsoft Project. You can hide
the Preleveled bar if you choose Format, Bar Styles and delete the bar from the display or
choose a clear bar style that will not show onscreen.
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PART
IV
Reviewing and Distributing
the Project
12 Reviewing the Project Plan 467

13 Printing Views and Reports 489

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CHAPTER
12
Reviewing the Project Plan

In this chapter
Looking at the Big Picture 468
Realigning the Plan 479
Finalizing the Plan 486
Troubleshooting 487
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468 Chapter 12 Reviewing the Project Plan

Looking at the Big Picture

After you create a first draft of a project, it is a good idea to carefully review all project, task,
resource, and assignment information. After Project calculates the schedule and costs of the
project, you need to step back from the details and look at the big picture. Does it make
sense? How successfully has the project plan met the overall objectives? Is the project going
to finish on time? Are costs within budget?
Often, the first draft of a project includes missed deadlines, costs that have exceeded the
project budget, and other inconsistencies. After Project has calculated the schedule, a task’s
finish date might now be scheduled five business days after an internally imposed deadline,
and the total cost for the project might be in excess of $5,000 over the contractually
approved budget.
This chapter describes tools for evaluating the overall project against the objectives laid
forth in the project initiation and planning processes. Microsoft Project offers many tools to
make this evaluation easy. The following are some of the things you can do to review a pro-
ject plan:
■ Review the overall picture of the project by viewing the project in a variety of ways.
■ Review tasks, resources, and assignments through the use of tables, filters, groups, and
sorting to focus on those that need special attention.
■ Review the critical path to pinpoint tasks where duration might be able to be reduced to
meet internal and contractual schedule deadlines.
■ Review project costs and strategies for reducing costs where current estimates have
exceeded budgetary limitations.
■ Ensure accuracy by spell-checking the plan, and then distribute the plan via email or
12 printed reports.

You might feel overwhelmed by the multitude of details in a large project. From time to
time, you might need to step back and look at the overall project to keep a global perspec-
tive. You can begin by reviewing Project statistics to compare values against project objec-
tives. You can then compress the timescale to review the project from a macro perspective,
and collapse the task outline to view major phases of the project.
To learn how to generate a report based on information displayed in the Project Statistics dialog
box, see “Printing Project Statistics” in the “Troubleshooting” section near the end of this chapter.

Reviewing Project-Level Statistics

After you have defined project, task, resource, and assignment information, you can use the
Project Statistics dialog box, shown in Figure 12.1, to view currently estimated start and fin-
ish dates, as well as duration, work, and cost values. To display the Project Statistics dialog
box, click the Project Statistics button on the Tracking toolbar or in the Project Information
dialog box.
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Looking at the Big Picture 469

Figure 12.1
You can use the
Project Statistics
dialog box to review
project summary
information.

You can use the Project Statistics dialog box to review project summary information. After you
start work on the project and enter tracking information, the Actual Start, Start and Finish
Date Variance, Actual and Remaining Duration, Work, and Cost values are also displayed.

N OTE
Notice that all baseline information in Figure 12.1 appears as NA. Chapter 14, “Tracking
Work on a Project,” describes how to capture and update the project baseline, which
causes these fields to be populated.

➔ To establish a baseline for a project, see “Working with Project Baselines,” p. 522.

Compressing the Timescale

You can usually gain an overview of the flow of activity in a project by viewing the Gantt
Chart view with the timescale compressed. In Figure 12.2, for example, a project is dis-
played with the timescale compressed to show years in the top tier, months in the middle
tier, and weeks in the bottom tier. (For clarity, a custom Gantt Chart view is displayed in
12
which resource names and dependency arrows have been removed from the Gantt Chart).

Three-tier timescale

Figure 12.2
You can compress the
timescale to get an
overall view of the
time dimension of a
project.
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470 Chapter 12 Reviewing the Project Plan

To compress the timescale, click the Zoom Out button on the Standard toolbar.
Larger time units are then visible in each unit of the timescale. You can use the Zoom
In button on the Standard toolbar to subdivide time into smaller units. You can also choose
View, Zoom, Entire project to change the zoom on the timescale so that you can view the
entire project.
➔ To learn more about ways you can alter the appearance of views, see “Customizing Views, Tables,
Fields, Filters, and Groups,” p. 833.

TIP
You can double-click any part of the timescale tiers to access the Timescale dialog box,
where you can customize the appearance and values of each tier. To display all three
tiers of the timescale, click the Top Tier tab, and in the Timescale options section, open
the Show drop-down list and choose Three Tiers (Top, Middle, Bottom).

Collapsing the Task List Outline

The compressed timescale might be more meaningful if you also collapse the task out-
line. In Figure 12.3, the task list is collapsed to show Outline Level 1 of the Work
Breakdown Structure (WBS). This view provides an overview of the major phases of the
project. You can collapse or expand the outline to any of the first nine levels by clicking
Show on the Formatting toolbar.

Show outline levels

Figure 12.3
You can hide the sub-
tasks in an outlined
12 project to focus on
the major phases of
the project.
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Looking at the Big Picture 471

To collapse the outline to the first level, activate a pane that displays a task list table (for
example, the Gantt Chart view), and then Click the Show button on the Formatting toolbar
and choose Outline Level 1 from the list that appears.
You can also collapse and expand the outline by using the Hide Subtasks button
(minus sign) and Show Subtasks (plus sign) button on the Formatting toolbar. These
buttons hide or show subtasks for the selected task.

Summary tasks within the Gantt Chart view should correspond to the WBS that was previously created.
Remember that the WBS is not a time-driven schedule, like the Gantt Chart; rather, it is a method to ensure
that all the necessary work to complete the project is included and has been properly captured. The Project
Management Body Of Knowledge Guide, issued by the Project Management Institute, defines a WBS as “a
deliverable-oriented grouping of project elements which organizes and defines the total scope of the project
with each descending level representing an increasingly detailed definition of a project component.”

Using Custom WBS Code Formats

It is also important to analyze the Work Breakdown Structure to ensure that the project
contains the proper level of detail. WBS codes in Project are calculated for each task, or
may be manually entered if corporate methodologies call for custom WBS codes. The WBS
format allows numbers, letters, and characters, which can be very useful when reviewing
tasks based on custom corporate codes.
To see the WBS codes that are currently being used in a project, you may temporarily insert
the WBS field in a task table that’s part of a task view, such as the Entry table in the Gantt
Chart view. You can create custom WBS codes by selecting Project, WBS, Define Code to
designate the WBS format.
➔ To learn how to create and use custom WBS code formats, see “Creating Custom WBS Codes,” p. 164.
12
Using Custom Outline Codes
There might also be internal codes that would help you to ensure that the structure of your
plan is correct. When you need to apply a custom code to a task or resource, such as an
internal accounting code or a predesignated organizational code, you can use Outline Code
fields instead of Project’s WBS field. Ten Outline Code fields are available for use. These
fields enable you to apply your own codes to tasks or resources.
The Outline Code fields provide a drop-down list from which users can look up and select
authorized codes. By limiting codes to a predefined list, you prevent errors that inadver-
tently arise when codes are manually typed in.
You can also change the displayed field name to reflect the actual name you want to use for
a custom code.
➔ To learn how to alter properties of Outline Code fields, see “Customizing Fields,” p. 847.
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472 Chapter 12 Reviewing the Project Plan

Filtering the Task or Resource List

When reviewing the content and structure of a plan, you might want to filter for specific
task and/or resource information. When you filter the task list, you impose conditions that
must be met in order to display a task. All tasks that meet the conditions are displayed and
are known as filtered tasks, and all tasks that fail to meet the conditions are not displayed.
You can apply filters, for example, to display critical tasks or milestones as shown in
Figure 12.4.

Figure 12.4
A filtered task list that
shows only mile-
stones lets you focus
solely on important
completion dates.

12 Filtered list contains only the milestone tasks and their summary tasks

You can also use a highlight filter, which displays all tasks, whether they meet filter condi-
tions or not. The names of the tasks that meet the conditions are shown in blue, and the
names of the tasks that do not meet the filter conditions are shown in black (see Figure
12.5). To apply a highlight filter, select Project, Filtered For, More Filters; select the name
of the filter you wish to apply; and then click Highlight in the More Filters dialog box. You
can use the Text Styles dialog box (which you open by selecting Format, Text Styles) to alter
the color of highlighted tasks. You can also use filters in resource views to display specific
resources.

N OTE
The summary tasks for filtered tasks are displayed based on a setting in the Filter
Definition dialog box. If you don’t want to display summary tasks for a particular filter,
select Project, Filtered For, More Filters; select the appropriate filter; click the Edit button;
and then clear the Show Related Summary Rows check box.
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Looking at the Big Picture 473

Figure 12.5
Having filtered tasks
appear highlighted
makes them stand
out in the display.

Filtered tasks highlighted in blue

Microsoft Project provides many predefined filters, a few of which are interactive. A stan-
dard filter displays values that meet filter conditions immediately, while interactive filters
prompt the user for values against which to apply conditions. The Date Range filter, for
example, prompts you for two date values: the beginning and ending dates for the date
range. Project then displays all tasks whose schedule includes dates that fall within the user-
defined dates.
12
Table 12.1 lists recommended predefined Project filters for reviewing a project.

Table 12.1 Predefined Task Filters for Reviewing a Project

Filter Description
Critical Displays only critical tasks.
Milestones Displays only milestone tasks.
Summary Tasks Displays only summary tasks.
Tasks with Deadlines Displays tasks for which you have set a deadline date.
Tasks with Fixed Dates Displays all tasks with a constraint type other than As Soon As Possible.
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474 Chapter 12 Reviewing the Project Plan

TIP
The Summary Tasks filter is not usually a good substitute for collapsing the task outline,
as the filter only displays summary tasks. If you are attempting to view the highest level
summary tasks in your project, you may be better served by selecting Outline Level 1
from the Show button on the Formatting toolbar. Furthermore, if any first-level task in
the outline is not a summary task, the task is not included in the filtered list of tasks. If
you want to focus only on the tasks up to a certain level in the outline, collapsing the
entire outline to that level of tasks is a preferred method.

When your review of filtered tasks is complete, you may return to viewing all tasks by press-
ing F3 or by applying the All Tasks filter.

CAUTION
If you edit tasks or resources while a filter is applied, you might change an element of a
task or resource that affects whether the task continues to meet current filter conditions.
If you make changes, you must reapply the filter to make the filtered display accurate.
For example, suppose you apply the Tasks with Deadlines filter to display only tasks with
deadlines. If you then remove a deadline from one task, the filter does not automatically
refresh and remove that edited task from the filtered list. You can use Ctrl+F3 to reapply
(refresh) the current filter.

One of the most useful filters is the Tasks with Fixed Dates filter. You use this filter to iden-
tify all tasks that have constrained dates. Users often inadvertently place constraints on tasks
and then don’t understand why Project doesn’t recalculate start and finish dates as expected.
The Tasks with Fixed Dates filter allows you to review constrained tasks and be certain that
the constraints are in fact necessary.
12 ➔ To better understand how Project defines constraints, see “Working with Task Constraints,” p. 201.
➔ To learn more about Project’s built-in filters, see “Exploring the Standard Filters,” p. 761.

Project includes filters to view the broad scope of the project, but it has no filter to display just the detail tasks
or subtasks. It is, however, easy to create one. You simply create a filter that excludes both summary and mile-
stone tasks (set Summary = no and Milestone = no) within the same filter definition. Only the subtasks remain
in this filtered list, which allows the user to view only the specific detailed work of the project where resources
are assigned.

Sorting and Grouping Project Data

You can reorganize a list of tasks or resources in a project to better visualize certain aspects
by sorting or grouping data. Sorting involves reorganizing rows of information. You can
design a sort that uses up to three fields to sort by. For example, by using a single-field sort,
you could order the resource list by resource name (the Name field) to come up with an
alphabetical list of resources. Or, you could use a multi-field sort to order the resource list
first by group, to display everyone from a particular department together, and then by name.
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Looking at the Big Picture 475

Grouping, on the other hand, can both sort and summarize a list of tasks or resources. With
this powerful feature, you can designate the groups you want to create. For example, you can
group a task list by critical and noncritical tasks and then group the list by resource group as
shown in Figure 12.6. The critical tasks are listed first, grouped by resource group. You sim-
ply scroll to see the noncritical tasks and the resource groups associated with those tasks.

Figure 12.6
The grouping feature
allows you to select
from several format-
ting options to alter
the appearance of
grouped data.

Sorting Task and Resource Lists

When you sort an outlined project, you can retain or ignore the outline structure. If you 12
retain the outline structure, all tasks at Outline Level 1 are sorted (carrying their subtasks
with them); then, within each summary task, all subtasks at the next outline level are sorted
(carrying their subtasks with them), and so forth. If you choose not to keep the outline
structure, subtask groups are broken up and dispersed throughout the task list indepen-
dently of their summary tasks. If you do not keep the outline structure, you might consider
suppressing the display of summary tasks and the indentation of subtasks.
To sort tasks or resources, choose Project, Sort, Sort By to access the Sort dialog box (see
Figure 12.7).
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476 Chapter 12 Reviewing the Project Plan

Figure 12.7
You can change the
default settings in the
Sort dialog box.

You need to keep in mind a number of issues related to sorting:

■ If you choose to ignore the outline structure during sorting, you cannot permanently renumber the tasks
to match the new sort order—that would restructure the outline.
■ If the Permanently Renumber Tasks (or Resources) option in the Sort dialog box option was selected the
last time the Sort command was used, it will be used when you sort by selecting from the short list of
fields (Project, Sort submenu). This will cause the most recent renumbering of ID numbers to be changed
once again. Unless you immediately undo renumbering, you will not be able to return the list to its most
recent ID numbers.
■ You can undo renumbering if you act immediately. To do so, choose Edit, Undo Sort. If you don’t undo
the sort immediately, you can close the file without saving and then open it again. However, any changes
you made to the file that have not been saved are then lost.
■ If the task list is filtered when you sort, or if some tasks are hidden because the outline is collapsed, the
hidden tasks remain hidden and are not displayed after sorting.
12 ■ Some of the most commonly used fields for sorting appear in a short list when you choose Project, Sort.
The limitation with the short list is that you may only sort on one field.
■ Some fields in Project have been given a custom field label for display purposes. For example, what
appears to be the Task Name field displayed in a task table is really the Name field in the Sort drop-down
list. The rationale for using slightly different names is to provide the user with more descriptive names
when entering and viewing data. In a resource table, the Name field has a custom field label of Resource
Name.

➔ To learn more about sorting resources, see “Sorting Resources,” p. 310.

If you are sorting a list of tasks, you might want to hide the display of summary tasks and
remove the indentation from the display of subtasks. To do so, complete the following steps:
1. Choose Tools, Options to open the Options dialog box.
2. Click the View tab.
3. Uncheck Show Summary Tasks and Indent Name, and then click OK to close the
Options dialog box.
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Looking at the Big Picture 477

If you edit a list that has been sorted, the list doesn’t automatically re-sort based on recent
changes. To sort the list again using the current sort keys, press Ctrl+Shift+F3 or activate
the Sort dialog box. The sort keys are still defined as you last set them so you can simply
click the Sort button to reapply the sort.
To reset the list to normal order (by ID number), press Shift+F3, or access the Sort dialog
box and click the Reset button and then click the Sort button.

Grouping the Task and Resource Lists

Grouping lets you reorder and summarize a task or resource list to better assess your pro-
ject. When you organize the list into groups, the individual data for each item in that group
is rolled up into totals for the entire group. Grouping project data is an excellent way to
generate summary information that would otherwise be difficult to ascertain.
Microsoft Project contains several predefined groups. To apply a prede-
fined group to a task sheet or resource sheet, click the Group By tool on
the Standard toolbar and select a group. Some of the most useful groups for reviewing a
project are shown in Tables 12.2 and 12.3.

Table 12.2 Predefined Task Groups for Reviewing a Project

Group Name Description
Constraint Type Groups tasks by type of constraint, such as Start No Earlier Than or Must
Finish On.
Critical Groups tasks based on whether they are critical (0 days of total slack) or
noncritical (greater than 0 days of total slack).
Duration Groups together tasks that have the same duration.
12
Milestones Groups tasks that are milestones and groups tasks that are not milestones.
Priority Groups tasks based on their numerical priority of 0–1,000, lowest to highest.

Table 12.3 Predefined Resource Groups for Reviewing a Project

Group Name Description
Resource Group Groups resources based on respective groups designated in
the Group field.
Standard Rate Groups resources based on standard rate of pay.
Work versus Material Resources Groups resources based on Resource Type.

Customizing Groups
In addition to using predefined groups, you can customize existing groups or create new
groups. There are two ways to customize existing groups:
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478 Chapter 12 Reviewing the Project Plan

■ Use the Customize Group By Option—If you have applied a group to data and then
want to customize the active group, you can use the Project, Group By, Customize
Group By option. This displays the Customize Group By dialog box, which shows the
specific settings for the active group (see Figure 12.8). In this dialog box you can specify
Field Name, Sort Order, Text Font and Color, Background Color and Pattern, and
(where applicable) Group Intervals.

Figure 12.8
You use the
Customize Group By
dialog box to change
an active grouping
temporarily.

If you alter a predefined group, the changes you make are temporary. To retain
changes, you must save the revised group under a different name. Click the Save button
in the Customize Group By dialog box to save the group.

CAUTION
Clicking the Reset button in the Customize Group By dialog box removes all settings in
12 the dialog box; it does not restore the original settings to the group.

■ Edit an Existing Predefined Group—If you have not applied a group to the data (or
you want to alter a group other than the active group), you can select Project, Group
By, More Groups. This displays the More Groups dialog box, from which you can
select a group and click Edit. A dialog box that is virtually identical to the one shown in
Figure 12.8 appears, and in it you can permanently edit the settings for a predefined
group. It is highly recommended, however, that you create a new group as opposed to
editing predefined groups.
Some fields that you can group on allow you to designate intervals, or ranges, for the
group. For example, the Duration group may be more useful if tasks are grouped based
on intervals of 10 days of duration beginning at 1, as opposed to each duration value. If
you want to group based on intervals, click the Define Group Intervals button (refer to
Figure 12.8) to display the Define Group Interval dialog box, shown in Figure 12.9.
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Realigning the Plan 479

Figure 12.9
You use the Define
Group Interval dialog
to group lists based
on intervals rather
than each value.

Other fields that allow you to designate intervals are Cost fields, Integer fields,
Percentage fields, Work fields, Date fields, and Text fields.
■ Creating New Groups—You can also create your own custom groups to sort and sum-
marize project information, leaving the predefined groups available for future use. To
create a group to meet your specific needs, select Project, Group By, More Groups,
New.

N OTE
Like other new items you create, such as tables and filters, new groups you create are a
part of the active project only. If you want to use a new group in another project file, you
can copy the new group to the other project through the Organizer. If you want to make
it available to all project files, you can use the Organizer to copy the new group in to the
Global template file. Refer to Chapter 4, “Managing Project Files,” for more information
on using the Organizer and the Global template.
To delete a custom group, you must use the Organizer.

➔ To learn more about custom groups, see “Creating Custom Groups,” p. 868.
➔ For information on copying custom groups to other project files, or to all project files, see “Working 12
with the Organizer and the Global File,” p. 107. (ch 4)
You can print a view to which a group has been applied just as you would print any view.
Start by selecting File, Print Preview (or by clicking the Print Preview button on the
Standard toolbar).
➔ To learn about the printing options you have access to, see “Printing the Project Task List,” p. 170.

Realigning the Plan

After you review the big picture, it might become clear that the plan must be realigned to
meet the strategic objectives of the project. The following sections suggest strategies for
reviewing the plan in more detail in order to realign the plan with the initial project
objectives.
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480 Chapter 12 Reviewing the Project Plan

Shortening the Critical Path

Your review might indicate that the project is now finishing late. It is therefore necessary to
reduce the overall duration of the project, to schedule the finish date sooner (or the start
date later, for a project that is scheduled from the finish date). The popular phrase for this
process is crashing the schedule. In order to affect the finish date, it is necessary to first iden-
tify the tasks that are directly affecting the project finish date—the critical path—and second,
to make necessary revisions to those tasks.

Identifying the Critical Path

You can use any task view to identify critical tasks. One powerful view for identifying and
crashing tasks on the critical path is the Task Entry view. This combination view consists of
the Gantt Chart view over the Task Form view. The Gantt Chart view will allow you to pin-
point critical tasks, and the Task Form view will allow you full control over Project’s primary
scheduling engine components necessary to crash critical tasks. In addition, you can use the
Network Diagram view to identify critical tasks. This view, however, is not very effective for
crashing critical tasks.
Probably the most dramatic way to identify critical tasks is to use the Gantt Chart Wizard,
which you activate by selecting Format, Gantt Chart Wizard.

It is important to distinguish between critical activities and important ones. These terms are often used inter-
changeably, but they mean different things to a formally trained project manager. Critical tasks are important
to a project because they contribute to the longest path through the project and, thereby, dictate the earliest
possible finish date. Important tasks, however, might or might not be critical.

➔ To learn how to format the Gantt Chart view to display the critical path by using the Gantt Chart Wizard,
see “Formatting the Gantt Chart View,” p. 790.
12
Another alternative is to filter the task list to show only critical tasks. However, as you rede-
fine the project, some tasks might change from noncritical to critical (and vice versa). When
relying on the Critical filter while editing, remember to reapply the filter following each
edit by pressing Ctrl+F3.
After critical tasks are identified, it may be necessary to make revisions to realign the pro-
ject. Reducing the duration of individual tasks might be no more complicated than reassess-
ing the estimated duration and entering a more optimistic figure. Often, however, reducing
the overall duration of the project requires much more effort.

Strategies for Crashing the Schedule

No matter which view you use, you can move through the project from one critical task to
the next, looking for opportunities such as the following to crash the schedule:
■ Re-estimating duration estimates or changing the scope—You can remove critical
activities or re-estimate the duration of critical tasks, which means changing the scope
of the project or removing any padding from duration estimates. By removing activities,
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Realigning the Plan 481

you often cut from the specifications of the project. Cutting the estimate may require
that you need to do the same amount of work in less time. Assuming that your duration
estimates are not padded, changing scope in a well-defined, closely assessed project typ-
ically means compromising content or quality. Basically, you need to remove tasks from
the project or compromise quality (perform the work in less time) to get work done.
■ Assigning additional resources—Assigning additional resources to an effort-driven
task means that the same amount of work gets done in less time. With an effort-driven
task, if one resource can perform the work of a task in one week, two resources may be
able to perform the same amount of work in half a week. However, the law of diminish-
ing returns can actually limit the effectiveness and create an unrealistic schedule.
Adding additional resources may increase the total work and cost of a task due to
greater communications needs.
■ Making changes in task relationships—You can examine the predecessor and succes-
sor relationships and try to identify discretionary dependencies that you can change
from Finish-to-Start to one of the overlapping relationships (Start-to-Start or Finish-
to-Finish) with lag time applied. This strategy is usually most beneficial because many
users hastily define most relationships as Finish-to-Start, even though more lenient def-
initions could be applied. Ask whether the predecessor to the task really needs to be
100% complete before the successor can start, or whether almost finished or partially
finished would suffice.
■ Scheduling overtime—One additional strategy to crash the critical path is to schedule
overtime work for resources on critical tasks, therefore reducing regular work hours
each day.

You might find it easiest to concentrate on each of these strategies if you go through the
project task list once for each of the strategies listed. Remembering what you are looking for
is sometimes easier if you look for the same thing as you examine task after task. 12

After you make changes, remember that some formerly noncritical tasks may now be criti-
cal; therefore, a new set of tasks may be able to be crashed. A useful combination view at
this point to study activity relationships is the Gantt Chart view in the top pane and the
Relationship Diagram view in the bottom pane. This combination view allows you to ana-
lyze predecessor and successor relationships for the selected task in the bottom pane in a
network diagram type format (see Figure 12.10).
➔ To learn more about the Relationship Diagram view, see “Exploring the Standard Views,” p. 736.
➔ For information on creating custom views that consist of one view in the top pane and another view in
the bottom pane, see “Creating New Views,” p. 834.

Reducing Costs
To reduce project costs, you can examine the project schedule to look for possible cost sav-
ings. There are two types of costs associated with each task: variable costs and fixed costs.
Because variable costs all derive from resource assignments, you might want to focus on
ways to reduce the cost of the resources that are assigned to individual tasks.
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482 Chapter 12 Reviewing the Project Plan

Figure 12.10
The Relationship
Diagram view in the
bottom pane provides
visual verification of
task predecessors
and successors.

➔ To learn more about how Microsoft Project determines cost, see “Understanding Resources and Costs,”
p. 279, and “Assigning Fixed Costs and Fixed Contract Fees,” p. 396.

Reviewing the Cost Schedule

You can see the total for each task if you apply the Cost table to the task sheet in the Gantt
Chart view or the Task Sheet view. If you choose Window, Split to display the Task Form
view in the bottom pane, and then choose Format, Details, Resource Cost, you can view
12 resource assignments, including cost for each assignment in detail.
If you want to focus on only tasks with costs in excess of some predetermined amount, you
can create a filter to display only these tasks.
➔ To build your own filters, see “Creating Custom Filters,” p. 859.
➔ To learn more about using views, tables, and filters, see Chapter 19, “Using the Standard Views, Tables,
Filters, and Groups,” p. 735.

Strategies for Reducing Costs

Using less expensive resources that perform the same quality of work as more expensive
resources in the same amount of time will obviously lower your costs.
You may also be able to reduce costs if you can substitute with more expensive but more
efficient resources. You can justify the extra cost if the number of hours of work to complete
the task is reduced more than proportionally. For example, if you can reduce work hours
25% by substituting with a resource with a standard rate 20% higher than the old resource,
the substitution would result in a cost savings. For example, an eight-hour task with a
$10/hr resource assigned would cost $80. If a $12/hr resource could accomplish the same
task in six hours, the task would cost $72, providing a savings of $8.
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Realigning the Plan 483

You might also be able to assign tools or equipment to the task, and thereby increase the
efficiency of the labor so that reduced hours of work result in reduced total labor costs.

Comparing Project Versions

A useful feature in Project 2003 allows you to compare the differences between your first
draft of the project and a revised version. Analyzing the differences between duration, date,
cost, and other values allows you to pinpoint and report the net effect of such changes. After
completing a first version, you can use File, Save As to set the stage for the comparison
process.
To compare versions, follow these steps:
1. After completing and saving your first version (Version 1), create a second version
(Version 2) by selecting the File, Save As command.
2. Make necessary revisions and Save Version 2.
3. Open Version 1, which should have closed when you created Version 2, and then reacti-
vate Version 2 through the Window menu.

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It is recommended that you run Compare Project Versions from Version 2 as this will
automatically position Version 2 as the later version in the Compare Project Versions
dialog box.

4. Apply the Compare Project Versions toolbar by selecting View, Toolbars, Compare
Project Versions. The toolbar is shown in Figure 12.11.

Figure 12.11 12
The Compare Project
Versions toolbar
allows you to navi-
gate to tasks and
resources and apply
filters and tables.

CAUTION
When you choose File, Save As for a project that shares resources from a resource pool,
you end up with Version 1 and Version 2 linked to the pool causing duplication of assign-
ment information and falsifying availability information. After you have compared ver-
sions, you should select the version you plan to discard and break its link to the resource
pool.

➔ To learn more about breaking a link to a resource pool, see “Sharing Resources Among Projects,”
p. 621.
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484 Chapter 12 Reviewing the Project Plan

5. Click the Compare Project Versions button to open the Compare Project Versions dia-
log box as shown in Figure 12.12.

Figure 12.12
You can compare ver-
sions and select
tables from the
Compare Project
Versions dialog box.

6. Select an appropriate task table and resource table in the (Choose the tables to be used
in the comparison) section, and then click OK.
7. In the Compare Project Versions – Done dialog box, click Yes to view the Compare
Project Versions legend or No to immediately begin viewing differences between ver-
sions in the Comparison Report project plan as shown in Figure 12.13.

Figure 12.13
12 A custom table and
Gantt bars represent
Version 1 and Version
2 in the Comparison
Report project.
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Realigning the Plan 485

If you try to compare cost information by using compare versions, but not all the information
shows up in the comparison project, see “Compare Version’s Use of User-Defined Fields” in the
“Troubleshooting” section near the end of this chapter.

In the Comparison Report project, a custom table is applied to the task sheet. The
Comparison Report table includes three custom fields for each field from the table selected
in Version 2. For example, there are three Duration fields in the comparison plan task table,
based on the Duration field being present in the Entry table in Version 2.
In the preceding steps, the Entry table is selected for both tasks and resources. Table 12.4
includes custom field labels, actual field names, and respective version and data type based
on the Task Entry table from Version 2.

Table 12.4 The Comparison Report: Task All Columns Table Utilizes Several
User-Defined Fields
Field Label (Actual Field Name) Version: Data Type
Duration: V1 (Duration1) Version 1: Duration
Duration: V2 (Duration2) Version 2: Duration
Duration: Diff (Duration3) Comparison version: Duration
Start: V1 (Start1) Version 1: Date
Start: V2 (Start2) Version 2: Date
Start: Diff (Duration4) Comparison version: Duration
Finish: V1 (Finish1) Version 1: Date
Finish: V2 (Finish2) Version 2: Date
Finish: Diff (Duration5) Comparison version: Duration
12
Predecessors: V1 (Text1) Version 1: Text
Predecessors: V2 (Text2) Version 2: Text
Predecessors: Diff (Text3) Comparison version: Text
Resource Names: V1 (Text4) Version 1: Text
Resource Names: V2 (Text5) Version 2: Text
Resource Names: Diff (Text6) Comparison version: Text

Click the More Information button on the Compare Project Versions toolbar to review the
legend for the schedule, task and resource list, and filter and table definitions.
There are a couple issues to be aware of in regard to the Compare Project Versions feature:
■ Compare Project might not have enough custom fields available to display all the data.
The Compare Project Versions tool warns you when you have too many user-defined
fields, as shown in Figure 12.14.
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486 Chapter 12 Reviewing the Project Plan

Figure 12.14
A currently selected
table includes too
many fields for com-
parison purposes.

■ User-defined fields will remain intact. The Comparison Report project utilizes its own
set of custom fields. The Comparison Report project does not change your custom
fields. If your custom fields are listed in the table that the comparison report is run
against, version values and differences are listed the same way as for the Duration and
Cost fields.

Finalizing the Plan

Once the project is realigned within the stated strategic objectives, it is a good idea to check
spelling, and then create and distribute reports.

Checking for Spelling Errors

Before you distribute any project information to colleagues or clients, it is a good idea to
run a spell check on the file. Microsoft Project has a spelling checker that you can use to
verify spelling in all name, note, and special text fields for tasks, resources, and assignments.
To check spelling, click the Spelling button on the standard toolbar.
12
Distributing Copies of a Project via Email
As part of the review process, you might want to let others review the project schedule. One
way to accomplish this is to electronically distribute a copy of the project file. You can send
it directly to each person who needs to review it, or you can route a single copy of the file
sequentially from one person to another.
To send a copy of the file to one person or a group of people, choose File, Send To, Mail
Recipient (As Attachment). You then complete the addressing information just as you would
with any other email. To route a copy of the file through a series of people, choose File,
Send To, Routing Recipient. A routing slip appears, on which you identify the order in
which the recipients review the file.

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This chapter introduces a variety of ways to modify the display of the project plan to
explain it to others, to identify potential problems, and to improve its efficiency. Chapter
13, “Printing Views and Reports,” shows how to transfer a project plan onto paper.
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Troubleshooting 487

Troubleshooting
Printing Project Statistics
I need to generate a report, but I don’t seem to be able to print out the information in Project
Statistics dialog box. Am I doing something wrong?
In the Overview Report category, choose the Project Summary report. It provides a one-
page snapshot view of a project, and it shows the same information that is displayed in the
Project Statistics dialog box.

Compare Version’s Use of User-Defined Fields

When I try to compare cost information by using Compare Versions, not all the information shows up
in the comparison project. How can I get all the cost information I need?
Because there are a limited number of user-defined fields available and Compare Project
uses several of these fields for each type of information in its comparison, some of the infor-
mation may not be included. For instance, if you select the Task Cost table for comparison
purposes, Project takes advantage of user-defined Cost fields for the comparison report. The
Cost table includes 6 fields with cost values, but Project only allows use of the first 3 Cost
fields in the table. The reason for this limitation is that 18 user-defined cost fields would be
needed, but only 10 are available. In the Cost table, Project applies Cost1—Cost9 to the
Fixed Cost, Total Cost, and Baseline Cost fields, for comparison purposes. Project uses
Text1—Text3 for Fixed Cost Accrual. Therefore, you should create a custom table for com-
paring the Cost Variance, Actual Cost, and Remaining Cost fields if a comparison is neces-
sary. This is the case for any table where the number of fields outnumbers available
user-defined fields.
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CHAPTER
13
Printing Views and Reports

In this chapter
Using the Print Commands 490
Changing the Printer Setup 490
Using the Project Guide Toolbar 492
Printing Views 493
Printing Project’s Predesigned Reports 514
Troubleshooting 515
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490 Chapter 13 Printing Views and Reports

Using the Print Commands

One of the main functions of project management software is to print project data that will
communicate your project plan to others in a clear and informative format.
There are two formats in which Project will print data:
■ Many times you just want to print the view of the data that appears onscreen. The
printed version is nearly identical to the display format onscreen. A few views cannot be
printed: combination views (that is, a split screen with one view in the upper pane and
another in the lower pane), the Relationship Diagram view, and the forms views (such
as the Task Form, Resource Form, and Tracking Form views).
■ Microsoft Project provides 29 predesigned reports for printing. The report formats
include a monthly calendar with tasks shown on the scheduled dates, comprehensive
lists of tasks and resources, and a summary page that resembles the Project Statistics
dialog box.

Selecting the Print button sends a copy of the current view to the printer immediately; you
cannot control the way the report looks. Through the commands introduced in this chapter,
you will learn how to make changes to the page setup before using the Print button.
Choosing the Print Preview button allows you to see what the printed copy will look like
and also gives you access to the Page Setup and Print commands. You should almost always
start a print job with the Print Preview button instead of the Print button, if only to see how
many pages will be printed.
As in all Windows applications, the printer commands are located on the File menu. The
Page Setup command defines headers, footers, page orientation, and so on for printed views.
You can also use Page Setup to select the printer and change any printer-specific options
available for the printer. The Print Preview and Print commands are used to print views. In
addition, there are 29 predesigned reports in Microsoft Project that you access by choosing
View, Reports. The Page Setup and Print buttons that are displayed when you’re viewing a
report work the same way the commands on the File menu work.

13
Changing the Printer Setup
Before you start a print job, make sure that you select the correct printer, because Print
Preview uses the selected printer driver settings. You can select the default printer for any
Windows application by selecting the Start button on the taskbar and choosing Settings,
Printers. Then, you select the printer you want to set as the default printer by right-clicking
on its icon, and then selecting Set as Default Printer in the context menu that appears.
The default printer is selected when you initially print in Microsoft Project. If you want to
use a printer other than the default printer, you can select the printer by choosing File,
Print. The Print dialog box appears (see Figure 13.1). From this dialog box, choose the
Name drop-down list to select a different printer.
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Changing the Printer Setup 491

Figure 13.1
From the Print dialog
box, you choose the
printer you want
to use.

The list of installed printers appears in the Name drop-down list. If you want to change just
the printer you are printing to, simply click the printer you want to use. If you want to
change the way the printer is set up, choose the printer you want and then click the
Properties button. The Properties dialog box for the selected printer appears.
The options listed in the Properties dialog box depend on the printer that is selected. For
example, Figure 13.2 shows the options for a Hewlett Packard DeskJet 812C printer that is
set up for normal color output. Some of the settings include selecting the paper size, select-
ing a paper feeder source, and changing the resolution of graphic objects. You also can
change the orientation of the report on the paper from portrait (upright) to landscape (side-
ways). Your printer might have different options. Select the options you want and click OK
when you’re finished. Until you change the printer or the options, Microsoft Project uses
the default printer and its settings.

13
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492 Chapter 13 Printing Views and Reports

Figure 13.2
The Properties dialog
box contains some
basic printer options,
based on the printer
that is selected.

Using the Project Guide Toolbar

If the Project Guide toolbar is not visible, right-click on any toolbar and select Project
Guide Toolbar. When you click the Project Guide toolbar’s Report button, you see a
selection of options in a new sidepane that is titled Report, as shown in Figure 13.3.

Project Guide toolbar

Figure 13.3
You can click the
Report button on the
Project Guide toolbar
to reveal the Report
sidepane.

13

Report sidepane
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Printing Views 493

If you chose the hyperlink Select a View or Report, you are taken to the Select View or
Report sidepane, shown in Figure 13.4, where you can choose the type of report or view
that you want. The default Select a View radio button allows you to choose a view from a
pick list, and it also gives a brief statement of what that view can be used for.

Figure 13.4
You can choose what
to print from the side-
pane Select View or
Report.

The various selections that you can make are described in the rest of this chapter.

Printing Views
You will often want to print specific views, such as the Gantt Chart view or the Resource
Sheet view. This section provides a few pointers about preparing the screen views for print-
ing. Chapter 7, “Viewing Your Schedule,” Chapter 20, “Formatting Views,” and Chapter
21, “Customizing Views, Tables, Fields, Filters, and Groups” contain detailed instructions
for refining the display with special formatting and graphics features. This chapter focuses
on the use of the print commands after the screen presentation is established.
13
➔ To add text boxes and arrows to the Gantt Chart view, see “Introducing the Drawing Toolbar,” p. 247.
➔ To format views before you print, see “Using the Common Format Options in the Standard Views,”
p. 776.
➔ To print the Gantt Chart view, using any of the built-in tables, see “Using and Creating Tables,” p. 840.

Preparing a View for Printing

The first step in printing a view is to set up the screen to display the project data just as you
want the information to appear on the printed report. You use the View, Tools, Format, and
Project menus to get the combination of data and display features that present your data in
the desired way.
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494 Chapter 13 Printing Views and Reports

Choosing the View Fundamentals

You must choose the appropriate view to print. You can view tasks or resources in either a
worksheet table layout or a graphic layout. In views that contain timescales, the timescale
that is displayed is printed. For instance, in the Gantt Chart view, the timescale can be dis-
played with
Minutes Weeks Quarters
Hours Thirds of months Half-years
Days Months Years

You can use the Zoom In or Zoom Out buttons on the Standard toolbar to adjust the
timescale to show most of these time measurement units. To select a specific time unit,
choose Format, Timescale. The Thirds of Months setting is available only through the
Timescale dialog box.

Many organizations want to review project-related information on a quarterly basis instead of a weekly or
monthly basis. By setting the view to quarters over weeks, project managers can easily review their projects in
this manner.

If you filter tasks or resources, only the data that is displayed is printed. Moreover, if the
screen is split into panes, you must choose the pane to print. If the top pane is active, all
tasks or all resources are printed, unless you filter the data. If the bottom pane is active, only
the tasks or resources associated with the selection in the top pane are printed. You might
decide to print from the bottom pane, for example, if you want to isolate all the resources
assigned to a selected task, or you might want to print a list of all the tasks to which a
selected resource is assigned.
➔ To learn about which tables are useful for viewing baseline data and tracking work on a project, see
“Tracking Work on a Project,” p. 519.
➔ If you want to learn more about Project’s built-in tables, see Chapter 19, “Using the Standard Views,
Tables, Filters, and Groups,” p. 735.
➔ To create your own custom tables, see “Using and Creating Tables,” p. 840.

13 N OTE
In a view that shows a table to the left of a timescale, you should check the columns of
the table that are visible onscreen. By default, the rightmost column that is completely
visible is the last column of the table that appears on the printed report. For example, in
the initial Gantt Chart view (where ID, Task Name, and Duration are the only columns
that are visible), the printed report doesn’t show the other columns in the table. You
must move the dividing line between the table and the timescale if you want to display
more columns, or you can choose the Print All Sheet Columns option on the View tab of
the Page Setup dialog box to print all the table columns. If you want to change the order
in which the columns are displayed, you can delete a column and insert it in its new
place, or simply highlight the column and drag it to the desired location.
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Printing Views 495

Finally, if you want the printed view to focus on just part of the project, you can use a filter
to display only a subset of the tasks or resources. Filters are useful tools in building and
managing a project, allowing you to work with a subset of the overall project data. To apply
a predefined filter, choose Project, Filtered For, and choose the appropriate filter.
➔ For information on using filters, including how to use the AutoFilter capability, see “Filtering the Task or
Resource List,” p. 472.
➔ To learn about Project’s built-in filters and their uses, see “Exploring the Standard Filters,” p. 761.
➔ To create custom filters, see “Creating Custom Filters,” p. 859, and “Creating Custom Filters with
AutoFilter,” p. 867.

TIP
A quick way to apply a filter is to use the Filter drop-down list box or the AutoFilter but-
ton on the Formatting toolbar.

Sorting and Grouping the Display

After displaying the data you want to print, you might want to rearrange the order of the
tasks or resources by sorting or grouping the data. Grouping sorts and summarizes a list of
task or resource information. If you have not used the Sort or Group By commands before,
see Chapter 12, “Reviewing the Project Plan,” for a comprehensive discussion of sorting
and grouping.
➔ To reorganize and summarize project data, see “Sorting and Grouping Your Project Data,” p. 474.

Enhancing the Display of Text Data

You can format text data to emphasize or highlight selected categories of tasks or resources.
For example, you might want to display summary tasks in bold, milestones in italic, or over-
allocated resources (in a resource view) as underlined. You can customize the display of the
gridlines and the column and row separator lines as well. In a view that has a timescale, you
can customize the time units and labels used to represent the time units. In graphic views,
you might select special graphical features from a palette. All these customizing features are
covered in Chapter 21. You can use these display enhancements selectively to improve the
presentation quality of your reports.
13
Setting and Clearing Page Breaks
You can force a page break when you’re printing task and resource lists so that a new page
starts at a specific task or resource—even if the automatic page break doesn’t occur until
further down the list. Page breaks are tied to the task or resource you select when you set
the page break. Even if you sort the list or hide a task by collapsing the outline, a new page
starts at the task or resource where the page break was set.
Page breaks also affect the printing of the built-in reports. The final dialog box you see just
before printing offers an option to use or ignore the page breaks you set manually. This feature
prevents you from having to remove all page breaks for one special printout and later having to
replace the breaks. You can remove one page break or all page breaks with relative ease.
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N OTE
The Manual Page Breaks setting in the Print dialog box is retained when you save a
project file.

To set a page break, select the row just below the intended page break. This row becomes
the first row on a new page. Choose Insert, Page Break. A dashed line appears above the
selected row to indicate the presence of a manually inserted page break.
To remove a page break, reselect the row just below the page break. Choose Insert, Remove
Page Break. (Notice that when a page break row is selected, the menu choice changes from
Page Break to Remove Page Break.) The selected page break is removed.
To remove all page breaks, select all the rows in the active view by clicking the first column
heading on the far left of the view. Typically, this is an empty gray rectangle above the task
or resource ID number. Choose Insert, Remove All Page Breaks. (The wording of the Page
Break command changes to Remove All Page Breaks when all rows are selected.)

Page breaks are a great way to create several separate projects within one master project. By properly placing
page breaks, you can effectively print different parts of a project—perhaps assigned to different resources on a
team that are responsible for different phases of the project—and still manage the project within a single file.
This makes it much easier to distribute hard copies of the project without having to cut and paste into different
files.

In the Network Diagram view, page breaks are automatically displayed, but you might have
to zoom out to see them. To do so, choose View, Zoom or click the Zoom Out button. You
cannot set page breaks in the Network Diagram view. However, you can move task boxes to
either side of the automatic page breaks. To do this, select Format, Layout, and then choose
Allow Manual Box Positioning and click OK. When you choose this setting, Project allows
task boxes to be placed on page breaks. The option Adjust for Page Breaks in the Layout
dialog box corrects where the page breaks fall, but only after you redraw the Network
Diagram view by choosing the Format, Layout Now command.

N OTE
13 Page breaks are automatically displayed in the Network Diagram view. If page breaks
have been turned off, you can display them by selecting Format, Layout and marking the
Show Page Breaks check box.

Changing the Page Setup

You can change the appearance of the printed pages for any view by using the Page Setup
command. For example, you can modify the margins, orientation, headers and footers, and
legend for graphic views. A separate page setup configuration is available for each of the
views and reports. This means that changing the header and footer you design for Gantt
charts does not change the header and footer you design for task sheets.
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Printing Views 497

To change the page settings for the active view, choose File, Page Setup or choose the Page
Setup button in Print Preview. (If the active view cannot be printed, the File, Page Setup
command is not available.) The Page Setup dialog box is displayed for the active view.
Figure 13.5 shows the Page tab of the Page Setup dialog box for Gantt charts. You use this
tab to set the page orientation for printing and to designate the starting page number.

Figure 13.5
The name of the
active view appears
in the title bar of the
Page Setup dialog
box.

N OTE
A number of the print settings you select in the Page Setup and Print dialog boxes are
saved with the project, including the setting for manual page breaks, the range for views
that contain timescales, and the Print Left Column of Pages Only setting.

The following sections describe the print settings in the Page Setup dialog box.

Using the Page Setup Dialog Box

The current settings on the Page Setup dialog box for any view are saved with the project
file; they are available when you print the same view, using another project file. To use those 13
custom settings in another project file, the custom item (in this case, the view) has to be
copied to the other file. You do this in the Organizer.
➔ To copy custom views from one project file to another, see “Working with the Organizer and the Global
File,” p. 107.
Like other dialog boxes, the Page Setup dialog box has multiple tabs (refer to Figure 13.5)
that access different settings. To see the settings for a particular topic, choose the appropri-
ate tab.
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Selecting the Orientation

The Page tab, shown in Figure 13.5, contains options that are used to set the page orienta-
tion to Portrait or Landscape. This setting overrides the default orientation set in the Print
Setup dialog box. If you intend to add the printout to another document or if you have a
number of tasks and a short timescale, the portrait orientation would be best. If, on the
other hand, you have a longer timescale, you might want to use the landscape orientation,
which would display more of the timescale per printed page.

Scaling the Printout

Scaling can be used to reduce or enlarge your printout by a specified percentage or by a
given number of pages. Figure 13.6 shows a project previewed for printing. As shown in the
preview, four pages will be printed, two pages wide by two pages tall. The final task is
printed on the bottom two pages. Instead of printing the bottom pages for just one task, you
can adjust the printout to compress the pages so that the last task is included in the top two
pages. Select the Fit To option in the scaling area of the Page tab (refer to Figure 13.5). In
this case, you would set the printout to fit to two pages wide by one page tall.

Figure 13.6
Four pages will be
printed unless you
use the Fit To option
on the Page tab to
compress the
printout.

13

Designating the Paper Size

You can set the paper size in the Page Setup dialog box instead of having to go into the
printer Properties dialog box. The Paper Size option is located at the bottom of the Page
tab in the Page Setup dialog box (refer to Figure 13.5).
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Printing Views 499

N OTE
You can choose the paper size in the printer Properties dialog box, which is accessed sev-
eral ways: via the Options button in the Page Setup dialog box (refer to Figure 13.5) or
via the Properties button in the Print dialog box (refer to Figure 13.1).

Setting the Page Numbering

You can designate the first page number for the printed pages. For example, suppose two
pages printed from a project will be the fifth and sixth pages in a document. You can set
First Page Number to start at 5 for the printed pages (refer to Figure 13.5).

Specifying the Margins

You use the Margins tab in the Page Setup dialog box to set the margins (see Figure 13.7).
The default margin is one-half inch for the top, bottom, left, and right margins. Microsoft
Project prints with a quarter-inch margin, even if you reduce the margin to zero. If a header
or footer is added or if borders are displayed on every page, the margin automatically
expands to fit the text, but no change is displayed in the Page Setup dialog box.

Figure 13.7
The Margins page is
used to change the
width of the margins
of a printout.

13

Placing Borders
The Margins tab of the Page Setup dialog box has options for placing borders on the
printed page. You can use borders to surround the page and separate the body of the report
from the header, footer, and legend. By default, borders are printed with every page. For
multiple-page network diagrams that you want to tape together, this capability makes cut-
ting and pasting easier if you place borders around the outer pages only.
To enclose each page in a lined border, choose Every Page in the Borders Around section
on the Margins tab. To place borders on the outside pages only, choose Outer Pages (for
the Network Diagrams view only). To suppress all borders, choose None.
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Using the Header and Footer Buttons

The Header and Footer tabs of the Page Setup dialog box include seven buttons that can
be used to format, insert system codes, or insert pictures into the header or footer (see
Figure 13.8).
When you point with the mouse to any of the buttons in the Header or Footer tab, a
ScreenTip appears to identify the action the button performs.

Figure 13.8
Most views do not
have a default
header, but most
views have the
printed page number
as the default footer.

Insert Current Date

Insert Page Number Insert File Name

Format Text Font Insert Picture

Insert Total Page Count Insert Current Time

From left to right, the buttons shown in Figure 13.8 are as follows:
■ Format Text Font—Clicking this button displays the Font dialog box, where options
for formatting font, font style, size, and color are available. You can format text that
you type, system codes that have been inserted, and any of the project information
13 items added from the General or Project Fields list boxes by using the Format Text
Font button. You must first highlight the text or code to be formatted before choosing
the Format Text Font button.
■ Insert Page Number—Clicking this button inserts the code &[Page] for the current
page number. Only the page number is printed. If you want the header or footer to dis-
play “Page 2,” where 2 represents the number of the page, you must type the word
Page followed by the code. The header or footer would show Page &[Page].

■ Insert Total Page Count—Clicking this button inserts the code &[Pages] for the total
number of pages. Only the number representing the total number of pages is printed. If
you want the header or footer to display “Page 2 of 10,” where 2 represents the current
page and 10 the total number of pages, you must type the word Page followed by the
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Printing Views 501

Page Number code; then type the word of followed by the Total Page Count code. The
header or footer would show Page &[Page] of &[Pages].
■ Insert Current Date—Clicking this button inserts the code &[Date], which is based on
the date in your computer system. You use this to indicate the date on which the view
or report was printed.
■ Insert Current Time—Clicking this button inserts the code &[Time], which is based
on the time in your computer system. You use this to indicate the time when the view
or report was printed.

N OTE
It is very useful to print the date and time on your view and reports, especially if you are
producing several revisions in a single day or over several days.

■ Insert File Name—Clicking this button inserts the code &[File], which reflects the
name of the project file. The file extension (that is, .mpp) is not displayed with the file-
name, unless you have Windows set to display file extensions.
■ Insert Picture—Clicking this button inserts any type of picture file, including WMF,
PCS, CGM, TIF, BMP, and GIF. This is particularly useful for inserting a company
logo.

Many times, a project plan is used during the initial proposal stage of a project as part of the scope statement,
to outline the work that is going to be performed on behalf of a client. Including the client’s company logo,
downloaded from a Web site or scanned to create a file, can easily customize and spruce up a proposal.

Entering Headers and Footers by Using the Drop-down List Boxes

In addition to the header and footer buttons, you can also use the General or Project Fields
drop-down list boxes to enter project data in the printed header and footer (refer to
Figure 13.9).
The General drop-down list box contains the same data as provided by the Header and
Footer insert buttons (for example, Page Number), as well as data that comes from the 13
Project Properties dialog box (for example, Company Name). (To access the Properties
dialog box, choose File, Properties. The Properties dialog box is discussed in detail in
Chapter 3, “Setting Up a Project Document.”)

TIP
If you want to insert the name of the project file and the path to its location, use the
Filename and Path option in the General drop-down list. This option inserts the
&[Filename and Path] code in the header or footer.
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502 Chapter 13 Printing Views and Reports

➔ To learn how to effectively use properties, see “Using the Properties Dialog Box,” p. 62.
You can use the Project Fields drop-down list box to insert information that is specific to the
project. It lists fields from the project that contain information about cost, duration, work,
and dates, as well as custom text and number fields. The next section describes how to insert
data from these lists into the header and footer.

Entering Headers and Footers

You can enter up to five lines of header text and three lines of footer text to repeat on each
page of a printed document. You can type in the text you want to appear in the header and
footer, or you can place codes that are replaced with system variables, such as the &[File]
code, which is replaced by the actual filename when the pages are printed.
You can align headers and footers to the left, center, or right, by adding the text or code to
the desired alignment tab (see Figure 13.9). In either the Header or Footer tab of the Page
Setup dialog box, the Preview text box at the top of the tab shows what your header or
footer will look like.

Figure 13.9
You format header or
footer text by clicking
the Format Text Font
button.

13

To enter a header or footer, follow these steps:

1. Select either the Header or Footer tab of the Page Setup dialog box.
2. Choose the desired Alignment tab (Left, Center, or Right).
3. Use the box below the Alignment tabs to type the text that you want to appear on the
header or footer.
Or, choose one of the buttons to insert a system code—for example, page number, total
page count, date, time, or filename.
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Printing Views 503

Or, select either the General or Project Fields drop-down box below the buttons to
insert information from the project—for example, project name, project manager, pro-
ject start date, or the name of a filter applied to the view. Scroll through the list, which
has many options to choose from. If you want to use one of the items in a drop-down
box, select it and then click the Add button associated with that list box to insert the
information into the header or footer.
4. If you want to format any of the text or codes in the header or footer, highlight the text
or code and use the Format Text Font button. Figure 13.9 shows a sample header.

TIP
There are keyboard shortcuts for applying formats. Select the text or code and use Ctrl+B
to apply bold formatting, Ctrl+I to apply italics, and Ctrl+U to underline the selection.

The header in Figure 13.9 contains the project title, from the General drop-down list box,
in the first line. In the second line, the word Company: was typed, followed by the Company
Name code, inserted from the General drop-down list box. The third line is blank, to create
some space in the header text area. In the fourth line, Project Length: was typed, followed
by the Duration field code from the Project Fields drop-down list. After all the text was
entered into the header, each line was selected and formatted, using the Format Text Font
button. Note that you are not restricted to applying the same format for the entire line.
Line two in the header has the label Company: formatted with bold italic and the actual
company name just bold.

Using Legends
If the view you are printing has graphic elements (as do the Network Diagram, the Gantt
Chart, and the Resource Graph views), you can place a legend in the printout to explain the
graphic elements used. Choose the Legend tab to display choices for configuring the display
of the legend (see Figure 13.10).

Figure 13.10
The Legend tab of the
Page Setup dialog box
13
provides options for
customizing the leg-
end in a printout.
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504 Chapter 13 Printing Views and Reports

You can enter up to three lines of legend text in each of the three alignment areas to repeat
on each page of the printed document. As on the Header and Footer tabs, you can use the
same seven buttons on the Legend tab to format, insert system codes, or insert pictures into
the legend. In addition, the two drop-down list boxes enable you to insert information that
is specific to the project. The default legend displays the project title and the date the view
or report was printed in the Left alignment tab.
The text area can occupy up to half the legend area. You regulate the width of the legend
text area by typing a number from 0 to 5 in the Width box; the number represents how
many inches of the legend area are devoted to the text. If you type 0, the entire legend area
is devoted to the graphical legends. If you type 5, 5 inches of the area is reserved for text.
The default is 2 inches.
The formatting of the legend text is controlled via the Format Text Font button on the
Legend tab, in the same manner as for header and footer text.
The Legend On option enables you to select where to display the legend. You can choose
from the following:
■ Every Page—Prints the legend at the bottom of each page.
■ Legend Page—Prints the legend once, on an extra page at the end of the report.
■ None—Suppresses the display of a legend entirely.

Figure 13.10 shows coding for a sample legend, which will be placed at the bottom of every
page. The start and finish dates for the project, as well as the project filename, will be
printed in the legend text area. The text area occupies 2 inches of the legend area width.

TIP
You can disable unused bar styles by clicking Format, Bar Styles in the Gantt Chart view
and inserting an asterisk in front of the name of each style you don’t want to display.

Formatting Header, Footer, and Legend Text

The Format Text Font button is available for changing the text formatting of header, footer,
13 and/or legend. You need to select the Alignment tab that has the text you want to format.
Project gives you the options of formatting all the text on that tab the same, applying a dif-
ferent format to each line of text, or formatting individual words or codes.
First, select the text you want to format, and then click the Format Text Font button. Use
the Font dialog box (see Figure 13.11) to apply formatting to the text in the header, footer,
or legend.
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Printing Views 505

Figure 13.11
The Font dialog box
enables you to format
all the text or apply
different formats to
individual lines or
words.

You can choose a font by selecting the entry list arrow to the right of the Font box. You can
choose the font style attributes you want (bold, italic, or a combination) by selecting from
the Font Style list box, and you can turn on underline by checking the Underline check box.
You can choose the font point size (if multiple sizes are available) by selecting from the Size
list box. If you are using a color printer or plotter, you can also choose the color of the text.
After all items are formatted, click OK to return to the Page Setup dialog box.

TIP
If the point size you want doesn’t appear to be available, highlight the current font size
and type the size in the box directly below the Size heading to get a custom font size.

Figure 13.11 shows the Font as Book Antigua, with the font style Bold Italic. The size is
14-point font with a blue color. Figure 13.12 shows these settings in Print Preview applied
to the top line of a header.

Figure 13.12
A preview of the
header, zoomed in.
Each line or part of a
line can be formatted
differently. 13
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506 Chapter 13 Printing Views and Reports

After you configure all page setup options, click OK to close the Page Setup dialog box.
Alternatively, you might choose to preview your changes (as shown in Figure 13.12) or print
directly from the Page Setup dialog box by clicking the Print Preview or Print buttons.

Selecting Special Options for Views

You use the View tab in the Page Setup dialog box, shown in Figure 13.13, to see options
that are specific to the view being printed. These settings are for all views except the
Calendar view. Some options on the View tab do not apply to all views and are dimmed to
indicate that they are inactive for these views.

Figure 13.13
This version of the
Page Setup dialog box
View tab appears for
all views except the
Calendar view.

The View tab displays some of the most valuable print settings:

N OTE
When you’re printing the Calendar view, the options on the View tab will be different
from those listed here.

13
■ For views with sheets—such as the Gantt Chart, Delay Gantt, Detail Gantt, Task
Sheet, and Resource Sheet views—click the Print All Sheet Columns check box to print
all columns of the sheet, regardless of whether they are completely visible on the
screen.
■ Select the check box Print First x Columns on All Pages to override the default of
printing only the ID numbers, indicators, and task names on the first column of pages
(refer to Figure 13.13). This option allows you to print a specified number of columns
on all pages.
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Printing Views 507

The feature that allows you to print a specified number of columns on all pages is especially useful if you don’t
have access to a plotter or if you don’t intend to tape a multiple-page project together to make one large sheet.
Also, the option for printing blank pages as described later in this chapter might also be unchecked for the
same reason.

■ Select the Print Notes check box to print notes that have been entered for tasks or
resources.

Printing the notes for a project plan creates a separate addendum page along with the chart that is being
printed. This is particularly useful to communicate the scope, constraints, assumptions, and limitations of the
project if they have been included in the Notes field of the Start milestone. It is a good practice to include these
important pieces of information along with your Start milestone.

■ Uncheck the Print Blank Pages option to suppress the printing of blank pages. The
default is for all pages to print.
■ Check the check box for Fit Timescale to End of Page to ensure that a timescale unit (a
week, for example) does not break across pages.

The View tab includes some new options for views that contain time-phased and sheet data,
such as the Task Usage and Resource Usage views:
■ Check Print Column Totals if you want to add a row to the bottom of the printout.
Project calculates totals for the data that is selected to be printed and inserts them into
the Total row.
■ Check Print Row Totals for Values Within Print Date Range if you want to add a col-
umn to the end of the printout. Totals for time-phased data will be for the date range
specified in the Print dialog box. Row totals always print on a separate page, after the
timescale is complete and before any notes pages.

The following options are available for the Calendar view on the View tab of the Page Setup
dialog box (see Figure 13.14):
■ Months Per Page enables you to choose to print either 1 or 2 months on a page.
13
■ Marking the Only Show Days in Month check box displays a blank box indicating a day
from another month, like a placeholder. However, the calendar does not display the
dates or tasks in boxes for days in other months. For example, if September is the cur-
rent month and September 1 is a Tuesday, then the dates and tasks for Sunday (assum-
ing that you’ve set in the Options dialog box Calendar tab that the week starts on
Sunday) and Monday of that week (August 30 and 31, respectively) do not display on
the printout.
■ If you mark the Only Show Weeks in Month check box, only those weeks from the
month are displayed. Weeks from other months are not printed. If the Calendar view is
displaying six weeks—all five weeks in September and a week in October—only the
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508 Chapter 13 Printing Views and Reports

weeks in September will print. The printout will not reflect the sixth week (which is in
October).
■ Weeks Per Page is very useful if you have many tasks and want to print one or two
weeks on a page. If you have more than eight weeks per page, however, the information
becomes unreadable.

Figure 13.14
This version of the
Page Setup dialog box
View tab appears only
for the Calendar view.

■ The Week Height as on Screen option makes the printed calendar match the week
height on the screen display of the Calendar view.
■ The Print Calendar Title check box can be use to print the calendar title at the top of
each page.
■ The Print Previous/Next Month Calendars option causes miniature calendars of the
previous and next months to appear in the upper-left and upper-right corners of the
printed calendar. Only the dates are printed for the miniatures; no project information
is displayed.
■ The Show Additional Tasks option is used when more tasks exist than can be displayed
on the calendar. You have the choice of printing these overflow tasks after every page or
13
after the last page. The default for displaying additional tasks is After Every Page.
The Group by Day check box displays the overflow page, with each day listed. If a task
occurs across several days, it is listed beneath every date the task is being worked on. By
default, this check box is not selected, and the additional tasks are listed once, based on
the day the task starts.
■ The Print Notes option can be used to print the notes for the tasks. The notes are
printed on a separate page after the calendar or overflow page. The task ID and name
appear with the note.
■ The Text Styles button allows you to format the font type; font style, size, and color for
all printed text; monthly titles; previous/next month miniature calendars; or additional
(overflow) tasks (see Figure 13.15).
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Printing Views 509

Figure 13.15
In the Calendar view,
you have the option
to format the way cer-
tain text appears
when printed.

Using Print Preview

You can choose File, Print Preview (or the Print Preview button from the toolbar) to pre-
view onscreen the look of the printed document. You can also choose the Print Preview but-
ton in the Page Setup dialog box. Figure 13.16 shows the Print Preview screen for the
settings illustrated to this point in this chapter.

Figure 13.16
You should always
preview before you
print.

13

The initial preview screen shows the entire first page of the view that is being printed. If
multiple pages exist, you can use the buttons at the top left of the preview screen to scroll
left, right, up, and down one page at a time (see Table 13.1). You can zoom in on the details
of a page by choosing the Zoom button or by using the mouse pointer, which changes to a
magnifying glass when it is positioned over a page. Simply click the part of the page you
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510 Chapter 13 Printing Views and Reports

want to see in greater detail. The magnifying glass appears only while the pointer is over the
page; otherwise, the pointer is an arrow.

Using the Print Preview facility is particularly important on large projects. Within the status bar in the lower-left
corner of the screen, the total number of pages to be printed is displayed. It is important to ensure that what is
being printed is precisely what is required by the project manager in order to avoid wasting paper or tying up a
network printer.

Table 13.1 The Print Preview Buttons

Button Effect Keyboard Shortcut
Move left one page Alt+left-arrow key

Move right one page Alt+right-arrow key

Move up one page Alt+up-arrow key

Move down one page Alt+down-arrow key

Zoom in on one page Alt+1 (one) (Click area of page to zoom in to.)

View one full page Alt+2 (Click specific page to view.)

View multiple pages Alt+3 (Click area outside page.)

You use Alt+Z to switch between the Zoom, One Page, and Multiple Page views. The Alt+1,
Alt+2, and Alt+3 shortcuts work only with the numbers above the alphanumeric keys, not
those on the number pad.

13 N OTE
If the Print Blank Pages option on the View tab of the Page Setup dialog box is not
checked, blank pages are displayed with a gray shaded background and are not printed.

Figure 13.17 shows the zoomed-in view of the title area of page 1 of a Gantt Chart view.
Figure 13.18 illustrates the multiple-page preview of the same report. Note that Figure
13.18 shows eight pages and that the status line indicates that the size of the printout will be
two rows by four columns. Pages are numbered down the columns, starting from the left.
Therefore, page 2 of the report is the bottom page in the left column onscreen.
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Printing Views 511

Figure 13.17
This is a preview of a
Gantt Chart zoomed
in to show the title
area.

Figure 13.18
Here you can see a
multipage view of a
Gantt Chart, in the
preview screen.

13

You can open the Page Setup dialog box from the Print Preview screen by choosing the Page
Setup button at the top of the preview screen. If you have a question about one of the avail-
able options, click the Help button for context-sensitive online help. When you are ready to
print, choose the Print button (see the following section). To make modifications, or if you
decide against printing at this time, click the Close button to return to the project view.
After you have established the print options, these settings become a permanent part of the
project file. You can change the settings at any time.
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512 Chapter 13 Printing Views and Reports

Using the Print Command

When the view is refined onscreen and the page setup and printer options are selected, the
final step in printing is to choose File, Print. The Print dialog box appears and presents you
with choices for printing the current screen view. You can also choose the Print button from
the Print Preview screen or the Print button from the toolbar, or you can press Ctrl+P.

CAUTION
The Print button on the toolbar sends the view directly to the printer, without first pre-
senting the dialog box where you choose print options.

When you choose File, Print or click the Print button in the preview screen, the Print dia-
log box appears (see Figure 13.19).

Figure 13.19
You can choose what
to print, the quality of
the printout, and the
number of copies in
the Print dialog box.

Some options on the Print dialog box do not apply to all views and might be dimmed to
13 indicate that they are inactive for the view you are printing.

Selecting the Pages to Print

In the Preview screen, you can see the number of pages that will print. When you display
the Print dialog box, the default is to print all pages, as indicated in the All option of the
Print Range area. If you want to print only some of the pages, enter the starting page num-
ber in the Page(s) From box and the ending page number in the To box. To reprint just
page five of a view, for example, type 5 in both the Page(s) From and To boxes. On views
that include timescales, the default is to print from the start date of the project through the
finish date. You can limit the printed output to a specific time span. See the upcoming sec-
tion, “Printing Views That Contain Timescales,” for details.
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Printing Views 513

If you embedded manual page breaks in a task list or a resource list, these page breaks are
not used in printing unless the Manual Page Breaks check box is marked. Unmark the check
box if you want to ignore the manual page breaks.

N OTE
Printing with manual page breaks is inappropriate if you previously sorted the list for a
particular report, because the manual page breaks may make no sense in a different
sorted order. See the sections “Sorting and Grouping the Display” and “Setting and
Clearing Page Breaks,” earlier in this chapter, for more information.

Selecting the Number of Copies

For multiple copies of a view, enter a number in the Number of Copies box. You must col-
late the multiple copies by hand because Microsoft Project instructs the printer to print all
copies of the first page, then all copies of the second page, and so on.

Printing Views That Contain Timescales

For views that contain timescales, you can print the full date range of the project, from the
start date to the finish date of the project, which is the default setting. Alternatively, you can
print the timescale data for a limited range of dates. Choose the All option button to print
the entire project, or choose the Dates From option button to specify a limited range of
dates. Enter the starting date in the Dates From box and the ending date in the To box.
The screen display dictates whether the information is printed showing, for example,
weeks or quarters. Choose View, Zoom or click the Zoom In or Zoom Out buttons on
the Standard toolbar to change the timescale on the screen.
Choose the Print Left Column of Pages Only check box to print only the pages on the far
left in print preview, with a multipage layout. In Figure 13.18, for example, the two pages
that contain the task names are the two pages in the left column.

Sending the View to the Printer

Before you print the document, you should preview it, especially if you have made changes
in the Print dialog box. You can choose the Preview button in the Print dialog box or the 13
Print Preview button in the Page Setup dialog box to review the effects of the choices you
made. If you are not currently viewing the Print or Page Setup dialog boxes, you can also
access Print Preview by using the Print Preview button on the Standard toolbar. If you
selected a limited number of pages to print, the Print Preview screen still shows the entire
report. Nevertheless, when you are actually printing, only the selected pages are printed.
To start the print job, click OK in the Print dialog box. Or you can use the Print button on
the Standard toolbar.
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514 Chapter 13 Printing Views and Reports

N OTE
The Print button causes data to be sent to the printer immediately; if you use it, you do
not get a chance to make selections in the Print dialog box.

Printing Project’s Predesigned Reports

Project has designed reports for you to use; you can customize these reports or create your
own reports. Of the 29 total predesigned reports, 22 have been divided into five standard
categories of reports and are available by choosing View, Reports.
From the Project Guide toolbar, click the Report tool, and in the sidepane click the
radio button Select a Report to Print Project Information. Then click the Display
Reports hyperlink. This displays the Reports dialog box shown in Figure 13.20.

Figure 13.20
You can select one of
the categories in the
Reports dialog box to
choose from several
impressive built-in
reports.

You can double-click the category of reports that you want to view, or you can click a cate-
gory and choose Select. A subsequent dialog box lists the individual reports available for
each category (see Table 13.2).

Table 13.2 Project’s Predefined Reports

Category Report Name
Overview Project Summary
13 Top-Level Tasks
Critical Tasks
Milestones
Working Days (Base Calendar)
Current Activities Unstarted Tasks
Tasks Starting Soon
Tasks in Progress
Completed Tasks
Should Have Started Tasks
Slipping Tasks
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Troubleshooting 515

Category Report Name

Costs Cash Flow
Budget
Overbudget Tasks
Overbudget Resources
Earned Value
Assignments Who Does What
Who Does What When
To-Do List
Overallocated Resources
Workload Task Usage
Resource Usage

A final category, Custom, includes all the reports that fall into the five categories as well as
the remaining reports: Cross Tab, Resource, Resource (Material), Resource (Work),
Resource Usage (Material), Resource Usage (Work), and Task.
After you select a report, you are taken into the Print Preview screen. From there, you can
access the Page Setup and Print dialog boxes. To print a report, simply choose the Print
button in the preview screen.
You use the Page Setup dialog box, the Print Preview screen, and the Print dialog box
options the same way for reports as for views, as discussed in earlier sections of this chapter.
Due to the nature of the reports, some of the page setup and print options might not be
available. See the earlier sections “Changing the Page Setup” and “Using the Print
Commands” for more information on these options.
➔ To learn more about the built-in reports in Microsoft Project, see Chapter 22, “Using and Customizing
the Standard Reports,” p. 877.

Troubleshooting
The View Appearance and Printout Don’t Match
I’ve changed the display in the Gantt Chart view to view only the task ID, by moving the partition
to the far left. Yet both the ID and the Indicator columns continue to be printed. What should I do?
By default, the ID and Indicator columns are both printed on the Gantt Chart view, even if
you change the screen display to show only the ID column. To change this, first, make sure
that only the ID column is being displayed on the screen. Then edit the table that is cur-
rently being used in the view by choosing View, Table, More Tables. Click the Edit button
to display the Table Definition dialog box. You need to uncheck the Lock First Column
check box. When this box is not checked, only the first column, ID, prints.
➔ For more information about customizing views, see Chapter 21, “Customizing Views, Tables, Fields,
Filters, and Groups,” p. 833.
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516 Chapter 13 Printing Views and Reports

Using Manual Page Breaks

Project is ignoring the manual page breaks I have set. What should I do?
Check the Print dialog box and make sure that the Manual Page Breaks check box is
selected.
➔ For more information about the Print dialog, see “Changing the Printer Setup,” p. 490.

Avoiding Gantt Chart Timescale Truncation

When I print Gantt Chart view, the timescale begins flush to the Task Names column. It also chops
off the resource names on the last few tasks of the printout because they extend beyond the finish date.
How do I avoid this?
By default, the start and end dates of the project are displayed in the Timescale section of
the Print dialog box. This causes the printout to display the beginning of the Gantt chart
bars flush against the task names on the left side of the printed view. It also has the printout
stop when the last task is completed, regardless of whether the resource names that are
printed to the right of the last few taskbars are visible.
You need to display a gap between the table side of the Gantt chart and the beginning of the
taskbars and leave a few extra days at the end of the printed project view. You can accom-
plish this by changing the Dates From entry to a date slightly earlier (two or three days)
than the beginning of the project. This starts the Gantt chart timescale at that date, which
pushes all taskbars slightly to the right for better display on paper. If you can’t see the
resource names on the last few tasks, extend the Dates To entry slightly (by two or three
days). Use the Preview button to see how this will look before you begin printing the pages.
➔ For more information about customizing views, see “Preparing a View for Printing” p. 493.
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PART
V
Tracking and Analyzing Progress

14 Tracking Work on the Project 519

15 Analyzing Progress and Revising the Schedule 555

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CHAPTER
14
Tracking Work on a Project

In this chapter
An Overview of Tracking 520
Using Project Guide for Tracking 521
Working with Project Baselines 522
Tracking a Project’s Performance and Costs 528
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520 Chapter 14 Tracking Work on a Project

An Overview of Tracking
Far too many project managers use only half of the power of Microsoft Project. They use
Microsoft Project to plan the schedule, estimate the budget, and generate reports that will
help the project sponsor make a decision about whether to go ahead with the project. After
the final plan is approved and instructions are given to the project team, these project man-
agers put the Project file away and begin managing the project without taking advantage of
Microsoft Project’s powerful support for the execution phase of the project.
Microsoft Project offers many features that help manage a project after the initial planning
is finished. The following are some of these features:
■ Microsoft Project can save a “snapshot” copy of the final plan for future reference. This
copy is called the baseline, and it can be useful if you have to revise the plan during the
execution phase because it lets you compare the original plan with the revised plan. The
baseline is especially important if you are going to use Microsoft Project to keep track
of what actually happens during the execution phase. As you will learn in this chapter,
when you track performance, you actually revise the plan, replacing the estimated dates,
work, and cost with actual dates, work, and cost. If you have a baseline, you can com-
pare the actual performance with the original plan.
■ Microsoft Project provides a number of tools that help you record what actually hap-
pens during the execution phase of a project. This is called tracking, and it provides a
valuable record of actual performance.
■ When Microsoft Project incorporates actual performance into a schedule, replacing
planned dates and cost with actual dates and cost, it automatically recalculates the
schedule for the remaining tasks. If actual finish dates are earlier or later than originally
planned, Microsoft Project reschedules the remaining successor tasks accordingly. This
might require some adjustments to ensure that key resources are available, and it might
even lead to changes in the scope of the project.
■ Microsoft Project provides powerful analysis tools that help you predict the impact that
actual performance will have on the project’s overall budget and completion date, at any
point in the project.
■ When the project is complete, Microsoft Project helps you prepare reports to docu-
ment what actually happened and to compare performance with the original plan.
These reports not only justify your claims to success (or failure) in managing the pro-
ject, but they also provide useful information for future project plans.

This chapter describes how to save and use baselines and how to record actual performance
by using Microsoft Project. Chapter 15, “Analyzing Progress and Revising the Schedule,”
14
shows you how to assess actual performance and adapt a plan in response to changes in the
schedule.
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Using Project Guide for Tracking 521

Using Project Guide for Tracking

If you’re new to tracking, you might find it helpful to begin by using Project Guide’s Track
sidepane (see Figure 14.1). This sidepane enables you to do the following:
■ Save a baseline
■ Select a tracking method and prepare a custom view for tracking
■ Incorporate actual progress information into the project
■ Check the status of tasks
■ Modify the project in light of tracking information
■ Track issues related to the project
■ Request periodic text-based assessments of general status from key resources
■ Publish new and changed assignments to Project Server

Most of these topics are discussed in greater detail in the sections that follow. (See the sec-
tion “Choosing a Tracking Method,” later in this chapter.) The Project Guide toolbar steps
for tracking were designed with users of Microsoft Project Server in mind; therefore, the
last three topics in the list are covered in Chapter 24, “Introduction to Project Server.”

Figure 14.1
The Project Guide
toolbar is a good
place to begin learn-
ing about tracking.

The Track sidepane 14

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522 Chapter 14 Tracking Work on a Project

Working with Project Baselines

As work progresses on a project, circumstances almost always arise that require the origi-
nally scheduled activities to be modified. For example, there might be a revision in the list
of activities needed to complete the project, especially if the project scope changes. Or
resources might not be available, meaning that substitutes have to be assigned. There might
be a change in the estimates of the duration of tasks or the amount of work required to fin-
ish tasks. Furthermore, as you begin to record actual start and finish dates for tasks, unless
you are able to perform project planning miracles, some of these dates will differ from the
originally planned dates. As you enter the actual dates, Microsoft Project reschedules succes-
sor activities and milestones to reflect the changed circumstances. Therefore, unless you
have saved a baseline, you will have no record of the plan as it existed when project execu-
tion began.
A Zen Buddhist philosophy says, “no matter where you go, there you are.” This saying is reminiscent of the
ever-changing project schedule. If you never set a baseline, you have nothing to measure performance against,
and you never have a sense of how well you are progressing.
The PMBOK Guide (that is, the Project Management Institute’s Guide to the Project Management Body of
Knowledge) defines the baseline as the original plan plus or minus approved changes, and it usually has a
modifier along with it (for example, cost baseline, schedule baseline, performance measurement baseline).
When you set a baseline, all schedule elements (start date, finish date, duration, cost, and work) are captured
so that you can use variance and earned value analysis to determine how well the work is being performed
and whether the project is proceeding according to plan.

Saving a Baseline
If you click Track on the Project Guide toolbar, the first step in the Track sidepane is Save a
Baseline Plan to Compare with Later Versions. If you select this option, the Save Baseline
sidepane appears, as shown in Figure 14.2. Clicking the Save Baseline button in this side-
pane has the same effect as choosing Tools, Tracking, Save Baseline, as described later in
this section, but it does not give you an opportunity to select any of its options. However,
you do not need to use those options the first time you use the command. In order to
understand the baseline options, you must first understand what the baseline is.
A baseline is a snapshot of the current schedule for all tasks (including milestones and sum-
mary tasks), all resources, and all assignments. Project copies the schedule information
(including duration, start and finish dates, assigned work, and costs) into baseline fields that
are static, or unchanging, because they are not recalculated as the schedule changes. Thus, it
copies the Start field values for all tasks into the task Baseline Start field, and it copies the
task Cost field into the task Baseline Cost field. The default baseline fields are listed in
14 Table 14.1.
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Working with Project Baselines 523

Figure 14.2
Saving a baseline with
Project Guide is quick
and easy, as long as
you want all the
default options.

Table 14.1 The Default Baseline Fields

Tasks Assignments Resources

Regular Fields
Baseline Duration
Baseline Start Baseline Start
Baseline Finish Baseline Finish
Baseline Work Baseline Work Baseline Work
Baseline Cost Baseline Cost Baseline Cost

Timephased Fields

Baseline Work Baseline Work Baseline Work

Baseline Cost Baseline Cost Baseline Cost

14
N OTE
Project stores task splits in the baseline, but there is no field that you can display to show
splits. However, the baseline splits show up in a Gantt Chart similar to the tracking Gantt
Chart that shows baseline taskbars, and splits also show up as time periods with zero
hours of work in the timephased data of the Usage views.
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524 Chapter 14 Tracking Work on a Project

The field names in Table 14.1 are the fields that contain values for the default, or primary,
baseline, and that baseline is named simply Baseline. Microsoft Project 2003 allows you to
save up to 10 additional versions of a project’s baseline, and these are named Baseline 1,
Baseline 2, and so forth. These additional baseline versions have all the same fields listed in
Table 14.1, but they are named Baseline1 Duration, Baseline1 Start, and so forth.
You can use these extra baseline versions to capture progressive snapshots at important junc-
tures during either the planning or execution phases of the project. You might also occasion-
ally find that even after execution has begun, you need to make major revisions in the
project plan because of scope changes, unforeseen changes in the availability of key
resources, and so forth. You, the project sponsors, and other decision makers might then
decide that saving a new baseline based on the revised schedule would be more relevant for
reports and comparisons than the original baseline. This is often called rebaselining the plan.
In the event that you decide to rebaseline the project, you should first copy the original pri-
mary baseline to one of the other baseline versions so that you have a record of the original
plan.
For all baseline versions, the task and resource baseline fields include rolled-up summaries
of the assignment baseline fields. Thus, the task baseline fields include the sum of the work
and the cost of each assignment. The resource baseline fields include the sum of all assign-
ment baseline values for each resource.
To save baseline data, or to copy baseline data from one version to another, choose Tools,
Tracking, Save Baseline to display the Save Baseline dialog box (see Figure 14.3).

Figure 14.3 Date last saved

Use the Save Baseline
dialog to keep track
of your progress.
Choose baseline version to save

14
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Working with Project Baselines 525

The Save Baseline dialog box has the following options:

■ Save Baseline—This is the default option, and it saves data from the current schedule
into the fields of one of the baseline versions. The default version is Baseline, but you
can click the down arrow in the text box to select a different version.
■ Save Interim Plan—This option is used mainly to copy data from one version into
another version. For example, you might decide to back up the default baseline by mak-
ing a copy of it and saving it as Baseline 10. To do this, you select Baseline in the Copy
text box and Baseline 10 in the Into text box.

N OTE
In Microsoft Project 2000 and earlier versions, before the introduction of the 11 extra
fully timescaled baselines, the Save Interim Plan option allows you to save “interim
plans,” which are mini-baselines that contain only the start and finish dates. Those
interim plan sets are still available in Microsoft Project 2002 and 2003, for backward
compatibility. They use the custom Start and Finish date fields, which are named Start1
through Start10 and Finish1 through Finish10.

■ For—This option lets you choose to copy baseline data for the entire project or for just
selected tasks. You should use the Selected Tasks option when you have added or
changed one or more tasks after execution begins and have decided to rebaseline the
task(s). The baseline data for other tasks will not be affected.
■ Roll Up Baselines—This option appears only when you choose the For Selected Tasks
option. By default, after a baseline is initially saved, Microsoft Project does not update
the baseline for a summary task when a subtask is added, modified, or deleted. This set
of two options lets you choose to roll up baseline changes for subtasks to their parent
summary tasks. You choose To All Summary Tasks to update all summary tasks that
include the rebaselined subtask. To update only selected summary tasks that include the
subtask, select those summary tasks along with the subtask(s) that are to be rebaselined
(by using Ctrl+click to add them to the selection) and choose From Subtasks into
Selected Summary Task(s). If you want to make your selection for either or both of
these options the default for all new projects, you should click the Set as Default
button.

N OTE
You can undo changes to the baseline if you execute Undo immediately after using the
Save Baseline command.

14
If the baseline version that you are saving into already has data in it, you will see a “last
saved” date next to the baseline version name, as shown in Figure 14.3. If you choose to save
to a baseline that has been saved before, a warning message appears, to remind you that all
data in that version will be replaced by the data for the current schedule (see Figure 14.4).
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526 Chapter 14 Tracking Work on a Project

Figure 14.4
Project warns you
about accidentally
overwriting an exist-
ing baseline.

If you are still in the planning stage of a project, you can safely click Yes to overwrite the old
baseline data. However, if you are in the execution stage of a project, you would only click
Yes if it has been necessary to make major revisions to the project plan. In that case, you
should first copy the existing Baseline to one of the other 10 baselines so that you have a
record of the original plan.

Remember that a good practice in project management is to save the baseline after the final plan is adopted
and before project execution begins. You should leave the baseline unchanged thereafter. However, in the case
of significant scope creep of a project (or feature creep, in the case of product development), it is sometimes
necessary to create another baseline, but if you do so, you should still retain the ability to review previous
baseline commitments by making a copy of the original baseline in one of the other baseline versions.

Clearing Baselines
You can remove the saved data from any of the baseline versions—for all tasks or for just the
tasks that you have selected—by choosing Tools, Tracking, Clear Baseline. The Clear
Baseline dialog box appears (see Figure 14.5). You can select the baseline version to clear in
the Clear Baseline Plan text box. To clear one of the mini-baseline date sets, select it in the
Clear Interim Plan text box. The default is Entire Project, but if you have selected specific
tasks that are the only ones to be cleared, you should choose Selected Tasks. Click OK to
clear the data. You can restore the cleared data if you execute Edit, Undo immediately after
using the Clear Baseline command.

Select the full baseline version to clear

Figure 14.5
You can remove data
from a baseline by
using the Clear
Baseline command.

Select the interim baseline to clear

14
CAUTION
Be really careful that you don’t accidentally clear the primary baseline after you are past
the planning stage. If you choose to clear it on purpose, be sure that it’s backed up in
one of the other baseline versions.
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Working with Project Baselines 527

Viewing Baselines
You can display the regular baseline fields that are listed in Table 14.1 as columns in task
and resource tables. For example, the task Baseline table displays all the task Baseline fields
for the default (primary) baseline. To display the Baseline table in a task view such as the
Gantt Chart view or the Task Usage view, right-click the Select All button (the blank cell
above the row numbers), choose More Tables, select Baseline, and click Apply. If you apply
the table in the Task Usage view (see Figure 14.6), assignment baseline values appear on
assignment rows, and task baseline values appear on task rows.

Assignment baseline work Timephased task baseline work

Task baseline work

Figure 14.6
The task Baseline
table applied to the
Task Usage view
shows all task and
assignment baseline
values.

Timephased assignment baseline work

N OTE
Although you can edit the baseline data when it’s displayed in a table or in the
timephased grid, you should generally avoid changing baseline data. When you do need
to make changes (such as adding a new task), you should use the Save Baseline com-
mand to be sure all the relevant data is saved.

14
Because there are only two regular resource fields, Baseline Cost and Baseline Work, there
is no Baseline table defined for resources. The Baseline Cost field is included in the
resource Cost table, and the Baseline Work field is included in the resource Work table. To
display these tables in a resource view such as the Resource Usage view, you right-click the
Select All button and choose Cost or Work.
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528 Chapter 14 Tracking Work on a Project

You can display the timephased baseline fields only in the Usage views. Figure 14.6 shows
task and assignment timephased baseline work and baseline cost details. To display the base-
line details, you can right-click over the timephased data grid and choose Detail Styles (or
choose Format, Detail Styles). You can double-click Baseline Cost and Baseline Work in the
list on the left to move them to the Show These Fields list on the right. You can double-
click any other fields in the list on the right that you don’t want to include; then, click OK.
All the baseline fields in the standard views, tables, and forms are fields from the primary
baseline. If you want to view fields from one of the other baseline versions, such as Baseline
5, you could create a custom table or form to display Baseline5 Start, Baseline5 Finish, and
so forth. However, you could also copy Baseline 5 into the primary baseline, and then the
standard views would display data from that version. Before you copy the primary baseline,
however, you should be sure to back it up by copying Baseline to one of the other versions.
As discussed in Chapter 15, all of Microsoft Project’s variance calculations are also based on
the primary baseline. Copying another baseline version, such as Baseline 5, into the primary
baseline, as just described, is the only way to have variances that are based on Baseline 5.

TIP
Before you copy another baseline version such as Baseline 5 into Baseline, you need to
copy Baseline into an unused version (such as Baseline 10). You then have to remember
to copy Baseline 10 back into Baseline. A safer and easier way to reach the same goal is
to make a temporary copy of the project file and in that file copy the baseline version
you want to use into the primary baseline for viewing or reporting. The main copy of the
file would still retain the correct data in the baseline fields.

Earned value fields provide valuable information about performance when you enter the
execution phase of a project, and they are also calculated by using the baseline values in the
primary baseline. However, Project 2003 also allows you to designate any of the other 10
baseline versions to be used for calculating the earned value fields.
➔ For information about selecting the baseline to use for earned value calculations, see “Controlling the
Calculation of Earned Value,” p. 587.

Tracking a Project’s Performance and Costs

To track progress on tasks in a project, you need to get periodic feedback from resources
about their progress and then enter that information into the project plan. Microsoft
Project can help you get feedback from resources by automatically requesting that they send
you progress updates, using either Project Server or regular email. With both of these
14 options, the resource receives a timesheet-like form that he or she fills out and submits to
you. Then you review the entries and, if they are satisfactory, you update the project plan
automatically with the resource’s responses. If you don’t use Project Server or email to
gather progress information, you need to determine progress manually and manually enter
the progress information into the plan.
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Tracking a Project’s Performance and Costs 529

Before choosing the method you will use for tracking, you should understand what tracking
information can be gathered and how Project uses that information. You will then be in a
better position to decide which method to use.

Understanding the Fields Used in Updating the Project Schedule

The scheduled start, finish, and duration for a project’s tasks are determined by the values in
the task Start, Finish, and Duration fields. If resources are assigned to a task, the scheduled
amounts of work, overtime work, cost, and overtime cost for each assignment are stored in
the assignment Work, Overtime Work, Cost, and Overtime Cost fields, and the totals for the
task are stored in the task fields with the same names. During the planning stage, Microsoft
Project recalculates these fields in response to a number of changes, such as a change in the
estimated duration of a predecessor or a change in the estimated project start date.
These fields are all hypothetical values until a task is actually completed. At that point you
find out when the task actually started and how long it took, when each assignment actually
started and how much work and overtime work was actually done, when the task and assign-
ments actually finished, and what the cost and overtime cost of each actually was. These
actuals are stored in the assignment fields for Actual Start, Actual Finish, Actual Work,
Actual Overtime Work, Actual Cost, and Actual Overtime Cost. The task actuals are stored
in similarly named task fields. In addition, there is an Actual Duration field for tasks.
When you track actual performance, you enter—or cause Project to calculate entries for—
one or more of those actual fields. For example, when work on a task actually starts, you
should record the actual start date for the task, replacing the hypothetical start with the
actual start. If that date is earlier or later than the previously scheduled start, successor tasks
might be able to start sooner or might have to start later than previously scheduled.
Consequently, when you enter an actual start date, Microsoft Project does two things:
■ It copies the entry you made in the Actual Start field into the (scheduled) Start field and
recalculates the schedule for any successor tasks. This gives you information about the
implications of early or late starts and allows you to adapt the remaining schedule if you
need to.
■ It marks the Start field for the task as fixed (that is, not subject to recalculation). After
an actual start is recorded, Project is not allowed to recalculate that value. Of course you
can change the actual start, but Project can no longer calculate it on its own.

In a similar fashion, after you enter (or cause Project to enter) an actual finish date for a task,
Project marks all the schedule fields for the task as fixed and copies the actual values into the
schedule fields. The baseline is now the only record of the originally estimated schedule, but
your schedule is now more accurate than it was when it held hypothetical values only. 14
Many methods are available for getting the actual values into a project plan. Some involve
more time and effort than others. The following are just some of the possibilities:
■ You can simply mark tasks as completed when the work is finished, without replacing
the estimated schedule dates, work, and cost with what really happened. This is the
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530 Chapter 14 Tracking Work on a Project

fastest, least onerous method of tracking, but it gives you no information about how
well you estimated what it would take to complete the project, and it gives you no guid-
ance when planning future projects.
■ You can record when tasks actually finish but not concern yourself with how much
actual work or cost was really involved. This method at least gives you the ability to
compare planned and actual completion dates.
■ You can record when tasks actually start and, at regular intervals, how far along each
task is toward completion. This gives you the added ability to spot tasks that are not
progressing as planned (tasks that might finish late or run over budget), and with this
information you might be able to intervene and put the project back on course.
■ You can manually collect timesheets from resources and record how much work they
actually did during each time period. This method provides the most information about
performance, especially for individual resources. However, it requires a great deal of
time if you have to do all that data entry manually.
■ You can use Project Server or workgroup email to request timesheet reports from
resources and have Project automatically update the project’s actual fields from the data
submitted. This method requires little of your time and is the best way to track progress.

Reporting of percentage complete is often preferred at an executive level, where there’s little room for analysis
and interpretation into the whys and hows of performance. In the strictest sense, this information is for the
benefit of the project manager, so he or she can take corrective action when necessary. At a higher level, it
becomes more of a bottom-line interpretation of project performance. In other words, the project is either
done or not done, and there is no in-between.

Which tracking method you choose depends on how much detailed information you need
about actual performance and on how much time and cost you can devote to the tracking
process. Whether you record actual information manually or let Project update actuals from
timesheet reports, you need to understand how the various tracking fields interact. The fol-
lowing sections explain the way Project responds to entries that you make in the task track-
ing fields and the assignment tracking fields.

N OTE
The descriptions of Project’s behavior that are given in the following two sections,
“Entering Tracking Information at the Task Level” and “Entering Tracking Information at
the Assignment Level,” assume that the options on the Calculation tab of the Options
dialog box are set to the original default values. This means that updating the status of a
task automatically updates the status of its assignments. For example, if you mark a task
as being 50% complete, Project not only records actual work for the task but also
14 records actual work for the task’s assignments. It also means that you can’t enter actual
costs manually until after a task is marked as being complete. Until that time, Project cal-
culates costs and overwrites any edits you make to the task Cost field. The use of those
and other options is discussed later in this chapter, in the section “Understanding the
Calculation Options That Affect Tracking.”
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Tracking a Project’s Performance and Costs 531

Entering Tracking Information at the Task Level

This section describes how you can use tracking fields at the task level to update the status
of a task. This is what most managers who enter progress manually do. The next section
describes how you use the tracking fields at the assignment level to update task status. That’s
what you do if you use Project Server or workgroup email to have resources enter progress
and then let Project update the project automatically.
This section examines the following task-tracking fields:
■ Actual Start
■ Actual Finish
■ % Complete
■ Actual Duration
■ Remaining Duration
■ Actual Work
■ % Work Complete
■ Remaining Work
■ Timephased Work

You can view and edit most of these fields on the task Tracking table. Figure 14.7 shows the
Gantt Chart view with the Tracking table applied. To display the table in a task view, right-
click the Select All button and select Tracking. The % Work Complete and Remaining
Work fields can be edited on the Work table, and timephased work can be entered in the
timephased grid on the Task Usage view. There are also forms that make these fields avail-
able. The views you use for tracking are described later in this chapter, in the section “Using
Project’s Facilities for Updating Tasks.”

Figure 14.7 Select All button

The task Tracking
table provides most
of the fields you
might use for tracking
progress at the task
level.

14

It is good practice to record actual work performed at the activity or task level, not at the summary level. By
definition, the summary displays the overall work progress for that component of the project, but only by man-
aging at the activity level where the work package is located can a project manager truly monitor what is hap-
pening within the project. As the saying goes: The devil is in the details.
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532 Chapter 14 Tracking Work on a Project

Editing the Task Actual Start Date

Before an actual date is entered, the Actual Start field’s value is NA. When you enter an
actual start date for a task, Project replaces NA with your entry. As discussed at the begin-
ning of the section “Understanding the Fields Used in Updating the Project Schedule,” ear-
lier in this chapter, Project also copies the actual start date into the scheduled start date for
the task. Any assignments to the task that had the same scheduled start date as the task are
also given an actual start equal to the task actual start. Project then recalculates all assign-
ments to the task as well as all successor tasks and their assignments.
If the Actual Start field contains NA and you make an entry into any other actual field that
implies that the task must have started, Project assumes that the task started when it was
scheduled to start, and it copies the date in the (scheduled) Start field into the Actual Start
field. For example, if you record that the task is 50% complete and have not previously
entered an actual start date, Project copies the Start field date into the Actual Start field.

TIP
If a task does not start on schedule, you should enter the actual start date before you use
any of the other fields described in the following sections for tracking progress.
Otherwise, you will not have an accurate record of the actual start of the task.

Editing the Task Actual Finish Date

The Actual Finish Date field also displays NA until the task finish date is entered or calcu-
lated. As with the Actual Start field, the Actual Finish field is calculated by Project from the
scheduled Finish field if you make an entry into any other tracking field that implies that
the task is finished. For example, if you enter 0 in the Remaining Duration field, Project
assumes that the task finished as scheduled.
When you enter an actual finish date, Project makes the following changes:
■ It replaces the current entry in the Actual Finish field with your entry.
■ It replaces the task scheduled finish with the actual finish.
■ If the actual start for the task or for any assignments are NA, it replaces NA with the
scheduled start for the task or assignment. Therefore, entering an actual finish that is
later than the scheduled finish lengthens the duration of the task.
■ It places 100% in both the % Complete and % Work Complete fields for the task and
all assignments.
■ It calculates actual duration (based on actual start and actual finish), and it changes the
scheduled duration to the same value.
14
■ It changes the remaining duration to zero.
■ It calculates the actual work and actual cost for the task and assignments.
■ It changes the remaining work and remaining cost to zero for the task and assignments.
■ If the task was a critical task, Project changes it to noncritical because this task is no
longer one you might consider rescheduling in order to shorten the critical path.
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Tracking a Project’s Performance and Costs 533

As you can see, entering an actual finish date causes Project to calculate all actual values for
the task and its assignments (other than actual starts that had already been recorded).
However, Project uses the scheduled values if you haven’t provided actuals yourself.

N OTE
For all the tracking task fields being discussed here, an entry that causes the task’s actual
finish date to be later than the scheduled finish causes Project to copy the task actual fin-
ish to the assignment actual finish. This is for all assignments that were scheduled to fin-
ish at the same time that the task was scheduled to finish. Thus, scheduled and actual
work and cost for those assignments increase by an amount that is commensurate with
the extended working time.
If an assignment was scheduled to finish before the task was scheduled to finish, how-
ever, Project assumes that the assignment finished as scheduled. The scheduled finish,
work, and cost are copied into the Actual Finish, Actual Work, and Actual Cost fields for
the assignment.

Editing Task % Complete (Percentage Complete)

The % Complete field is based on the amount of task duration that has been completed. Its
value is 0% until actual duration is greater than zero. Its formal definition and its related
fields are as follows:
% Complete = 100 × (Actual Duration / Duration)
Duration = Actual Duration + Remaining Duration

You can enter the percentage complete for the task directly, or you can let Project calculate
the value by entering the actual duration or its complementary value, the remaining dura-
tion (or any other tracking field that causes Project to calculate Actual Duration as greater
than 0).
When you edit the % Complete field, Project does the following:
■ If the Actual Start field is NA, it is replaced by the scheduled start.
■ If you enter 100% complete, the actual finish date is set equal to the scheduled finish
date.
■ Actual duration is set equal to % Complete × Duration.
■ Remaining duration is set equal to Duration – Actual Duration.
■ Actual Work and Actual Cost are set to match the scheduled timephased work and cost
for the period of time given by the actual duration.
■ % Work Complete is set equal to 100 × Actual Work / Work. 14
■ Remaining Work is set equal to Work – Actual Work.
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534 Chapter 14 Tracking Work on a Project

N OTE
The Tracking table also includes the new Physical % Complete field. This field is only
used for an alternative calculation for earned value and has no effect on any of the
actual fields, such as Actual Duration and % Complete. Entering a nonzero value does
not even cause Project to change the Actual Start field from NA. You can learn about
using this field in Chapter 15, in the section “Controlling the Calculation of Earned
Value.”

Editing Task Actual Duration

The Actual Duration field displays the amount of working time on the calendar that has
been used thus far for completing the task.
If you enter a value that is less than the scheduled duration, Microsoft Project assumes that
progress is proceeding as planned. Consequently, it performs the following calculations:
■ If the Actual Start field is NA, it is replaced by the scheduled start.
■ % Complete is calculated as 100 × Actual Duration / Duration.
■ Remaining Duration is replaced by Duration – Actual Duration.
■ Actual Work and Actual Cost are calculated as the sum of the timephased work and cost
that was scheduled for that duration.

If you enter a value for Actual Duration that is longer than the scheduled duration, Project
assumes that the task is finished and that it took longer than scheduled. Project then carries
out these calculations:
■ Actual Finish is calculated to match the longer duration.
■ Scheduled Duration and scheduled Finish are changed to match the Actual Duration
and new Actual Finish.
■ % Complete is set to 100%, and Remaining Duration is set to 0.
■ If the task type is Fixed Units or Fixed Duration, assignments that were scheduled to
finish when the task finished have their Actual Finish fields moved to match the task
Actual Finish field. The Work, Actual Work, Cost, and Actual Cost fields for these
assignments are increased proportionally. Assignments that were scheduled to finish
before the task finished are assumed to have finished on time, with the scheduled
amount of work and cost copied into Actual Work and Actual Cost fields.
■ If the task type is fixed work, then assignment Actual Work and Actual Cost are set
equal to the scheduled work and cost. Assignments that were scheduled to finish when
the task finished get the same actual finish as the task. Their assignment units are
14 adjusted to a lower level, commensurate with the longer duration, but the work is
unchanged. The assignments’ Actual Work and Actual Cost are the same as their sched-
uled Work and Cost fields. Assignments that were scheduled to finish before the task
finished are assumed to have finished on time, with the scheduled Work and Cost fields
copied into the Actual Work and Actual Cost fields.
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Tracking a Project’s Performance and Costs 535

Editing Task Remaining Duration

Editing the Remaining Duration field when the Actual Start field still contains NA has no
effect on the other tracking fields—it merely changes the scheduled duration. However, if
Actual Start is not NA, the new value in Remaining Duration is treated as follows:
■ If you reduce the value in Remaining Duration, Project increases Actual Duration and
recalculates % Complete, Actual Work, and Actual Cost. If you reduce the value to
zero, Project changes Actual Finish to the scheduled finish and marks the task 100%
complete. All task and assignment values are calculated as described for entering Actual
Duration.
■ If you increase the value in Remaining Duration when the task has already started,
Project assumes that the scheduled duration is being increased and calculates new values
for % Complete (Actual Duration / a longer Duration), scheduled Finish, Work, Cost,
Remaining Work, Remaining Cost, and % Work Complete.

Editing Task Actual Work

The Actual Work field displays the amount of work that has been completed by the
resource(s) assigned to the task. The Actual Work field is zero until tracking of the task
begins. If you enter an amount in the task Actual Work field, the work is distributed among
the assignments in proportion to their scheduled Work entries. For example, if Mary and
Pat are scheduled to work 40 hours and 20 hours, respectively, on a task, the proportion of
scheduled work is 2 to 1. If you enter 30 hours in the task Actual Work field, Project records
20 hours of actual work for Mary and 10 hours of actual work for Pat.
As with entering Actual Duration, if the Actual Work value you enter is greater than the
scheduled Work value, Project assumes that the task is finished and calculates Actual Start as
scheduled if it is NA, calculates Actual Duration and Actual Finish commensurate with the
added work, sets % Complete and % Work Complete to 100%, and sets Remaining
Duration to zero.

Editing Task % Work Complete

If you edit the % Work Complete field and the Actual Start field contains NA, Project
assumes that the task has started and sets Actual Work accordingly. Project next calculates
Actual Work by multiplying % Work Complete times Work (for the task). It then assumes
that the work that was scheduled was completed up through the amount of Actual Work,
and that determines the Actual Duration. Then % Complete is calculated by dividing Actual
Duration by Duration. Actual Cost is updated with the amount of cost scheduled for Actual
Work.
14
Editing Task Remaining Work
As with entering Remaining Duration, if the Actual Start contains NA, your edits do not
affect any of the other tracking fields. The new value is used to change the scheduled work.
If the task has started, however, decreasing Remaining Work implies that more actual work
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536 Chapter 14 Tracking Work on a Project

has been completed. Consequently, Project recalculates Actual Work, % Work Completed,
Actual Duration, % Complete, Remaining Duration, and Actual Cost.
Increasing Remaining Work, on the other hand, implies that the total work requirements
for the task have increased, and Project recalculates scheduled Work, Duration, Finish, %
Complete, % Work Complete, and Remaining Duration.

Editing Task Timephased Actual Work

If you display the Task Usage view, you can edit Actual Work and Actual Overtime Work for
the specific time periods in which they were performed. To display the timephased Actual
Work field, right-click in the grid on the right and choose Actual Work. If you want to
record actual overtime work, right-click again and choose Detail Styles. Double-click Actual
Overtime Work in the list on the left to place it in the list on the right. Then click OK.
Each cell in the grid covers a time period, and edits to the cell are distributed evenly
between the beginning and ending dates for the cell. Therefore, if the bottom tier in the
timescale displays weeks and you enter 8 hours in a week that contains a 1-day holiday,
Project distributes 2 hours of work in each of the remaining 4 days of the week. If you want
to place all 8 hours in one day, you must zoom in to display 1-day intervals in the timescale.
Edits to task timephased Actual Work roll down to the assignment level and are distributed
among assignments in proportion to the scheduled work for each assignment for that time
period. Note that any existing actual work for assignments for that time period is overwritten.
If the edited cell is the first actual work recorded (that is, the task Actual Start was NA), the
Actual Start for the task is set to the begin date for the cell that you edited. If there is no
remaining work after the edit, the task Actual Finish is set to the end date for the cell.
If the entered Actual Work is less than the scheduled Work for that cell, the remaining work
for the cell is rescheduled after the end date for the task. If the entered Actual Work is
greater than the scheduled Work for that cell, then the extra work is evenly deducted from
the remaining cells in the task.
If any periods are skipped when entering Actual Work, the skipped periods get zero
timephased task actual work, and the zeros roll down to timephased assignment actual work.
The work originally scheduled for those zeroed days is rescheduled at the end of the task.

Entering Tracking Information at the Assignment Level

When you use Project Server or workgroup email to solicit progress reports from resources
and update the project with that data, the update data produces edits to the assignment
tracking fields. These edits can cause recalculations for the assignment and for the task
14 (because assignments roll up to the task level).
If you are using Project Server, the server administrator for your organization might have
restricted the tracking fields that you can use; therefore, you might not have available all the
fields listed in the following sections. However, these fields will still be available to you to
edit manually.
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Tracking a Project’s Performance and Costs 537

Editing Assignment Actual Start

As with tasks, when you edit the Actual Start for an assignment, Project changes the assign-
ment’s scheduled Start to match the assignment Actual Start. Then Project recalculates the
assignment scheduled Finish date.
If the task Actual Start was still NA when you edited the assignment, Project also sets the
task Actual Start. If there is only one assignment, then the task Actual Start matches the
assignment Actual Start. If there are multiple assignments, then there are three possible sce-
narios:
■ If the assignment started as scheduled (that is, Actual Start was equal to scheduled
Start), the task Actual Start is set to the task scheduled Start. This occurs even if the
assignment’s scheduled Start is later than the task’s scheduled Start (which is the case
when you schedule a delayed start for the assignment).
■ If the assignment Actual Start is the same as the task scheduled Start, the task Actual
Start is set to the task scheduled Start (and coincidentally equal to the assignment
Actual Start). This occurs even if the assignment’s scheduled Start was later than the
task’s scheduled Start. If the assignment starts earlier than it was scheduled to start, but
on the task scheduled Start date, then the task is given the same Actual Start as the task
scheduled Start.
■ If the assignment started earlier or later than its scheduled Start (but not on the task’s
scheduled Start), Project sets the task’s Actual Start equal to the assignment’s Actual
Start. Project then needs to reschedule any other assignments to that task, as well as the
schedules for all successor tasks and their assignments.

Editing Assignment Actual Finish

If the assignment Actual Start displays NA when you edit Actual Finish, Project assumes
that the assignment started as scheduled and ended on the edited finish date. If the edited
Actual Finish is different from the scheduled Finish date, Project adjusts the work and cost
accordingly. If the assignment is the only assignment for the task, after recalculations the
task and assignment tracking fields are identical (except for Actual Cost, which might
include some task fixed cost).
If there are multiple assignments to the task, editing Actual Finish for one assignment causes
Project to recalculate the task Actual Work and Actual Cost, Actual Duration, % Complete,
% Work Complete, Remaining Duration, Remaining Work, and Remaining Cost. As dis-
cussed in the section “Editing Task Actual Duration,” the task type determines how work
and duration are recalculated.
14
Editing Assignment Actual Work
If the assignment (or task) Actual Start displays NA, edits to the assignment Actual Work
field cause Project to set the assignment Actual Start to the assignment scheduled Start (and
the task Actual Start to the task scheduled Start). They also cause Project to recalculate both
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538 Chapter 14 Tracking Work on a Project

assignment and task % Work Complete, Remaining Work, Actual Cost, and Remaining
Cost. Project also recalculates task Actual Duration, % Complete, and Remaining Duration.

N OTE
Task Actual Duration is calculated by taking the task Actual Work (the sum of all assign-
ments’ actual work) and calculating how long it would have taken to complete that
amount of work if all assignments (not just the ones that show work completed) had
completed work as scheduled. Then % Complete and Remaining Duration are calculated
by using that value for Actual Duration.

Editing Assignment % Work Complete

You can edit the assignment % Work Complete field if you display the Task Usage view
with the Work table.
If the assignment has not previously started, edits to this field cause Project to make the
assignment Actual Start date equal to the scheduled Start date. Project also sets the task
Actual Start equal to the task scheduled Start date if that was also NA. If the edited value of
% Work Complete is 100%, the assignment Actual Finish date is set to the scheduled
Finish date.
Project also recalculates the assignment and task Actual Work, Remaining Work, % Work
Complete, Actual Cost, and Remaining Cost fields. The task Actual Duration, % Complete,
and Remaining Duration fields are also updated. If % Complete is 100%, the task Actual
Finish date is set equal to the scheduled Finish date.

Editing Assignment Remaining Work

The Remaining Work field for assignments is also available on the Task Usage view with
the Work table. Edits to this field behave like edits to Remaining Work for tasks. If the
assignment is not started, edits to Remaining Work change the scheduled Work for the
assignment, and that leads to a change in the scheduled Finish for the assignment (unless
the task is Fixed Duration, in which case it might lead to a change in the assigned units).
If the assignment has already started, edits that decrease Remaining Work lead to increases in
Actual Work and % Work Completed (which then lead to the changes described earlier for
edits to Actual Work).
Edits to already started assignments that increase Remaining Work redefine the total sched-
uled Work for the assignment and therefore lead to recalculated values for the assignment’s
scheduled Finish date, scheduled Cost, and % Work Complete. These in turn lead to recal-
14 culated values for the related task fields as well.
Remaining Work is one of the fields made available by default on the timesheet that
resources can fill out in Web Access on Project Server and in the email form that you can
send to resources for progress reports. Updating the project with this feedback from
resources produces edits to assignment Remaining Work, as described in the section
“Editing Task Remaining Work,” earlier in this chapter.
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Tracking a Project’s Performance and Costs 539

Editing Assignment Timephased Work

If you provide resources with a timecard that allows them to fill in for each day or week the
amount of actual work completed (and optionally the amount of actual overtime work as
well), updating the project with these timecards produces edits to the assignment
timephased fields Actual Work and Actual Overtime Work. These edits lead to recalculated
values for assignment Actual Work, Remaining Work, % Work Complete, Actual Cost, and
Remaining Cost. Those in turn lead to recalculations of task tracking fields, as described
earlier in this chapter, in the section “Editing Assignment Actual Work.”
Recall that each cell in the grid covers a time period and that edits to the cell are distributed
evenly between the beginning and ending dates for the cell.
If the edited cell is the first actual work recorded (that is, the assignment Actual Start was
NA), Actual Start for the assignment is set to the begin date for the cell that you edited. If
there is no remaining work after the edit, the assignment Actual Finish is set to the end date
for the cell.
If the task type is Fixed Work or Fixed Units and the entered Actual Work is less than the
scheduled Work for that cell, the remaining work for the cell is rescheduled after the end
date for the assignment. If the entered Actual Work is greater than the scheduled Work for
that cell, the excess work is deducted from the end of the assignment. If the task type is
Fixed Duration, differences between the scheduled and actual work for the period are evenly
distributed among the remaining time periods in the assignment.
If any periods are skipped when entering Actual Work, then the skipped periods get zero
timephased Actual Work. The work originally scheduled for those zeroed days is resched-
uled at the end of the assignment (unless the task is fixed duration, in which case the work
for the assignment is reduced).

Understanding the Calculation Options That Affect Tracking

In the previous sections, “Entering Tracking Information at the Task Level” and “Entering
Tracking Information at the Assignment Level,” the descriptions of edits to task and assign-
ment tracking fields assume that the default calculation options are enabled—specifically,
that edits to task status are also applied to assignments and that actual costs are calculated by
Microsoft Project. This section examines the impact of those options on tracking calcula-
tions and the implications of still other options that are by default disabled.
You can enable or disable each of these options by choosing Tools, Options and clicking the
Calculation tab. These are what Project calls “local” settings, which means that the setting
of the option (enabled or disabled) is saved in the project file. You can change the default
setting for each of the options by clicking the Set As Default button on the Calculation tab. 14

Using the Updating Task Status Updates Resource Status Option

When Updating Task Status Updates Resource Status is enabled (its default setting), edits to
task % Complete cause Project to calculate Actual Work and % Work Complete at both the
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540 Chapter 14 Tracking Work on a Project

task and the assignment levels. The link is reciprocal; that is, edits to assignment Actual
Work cause Project to recalculate task Actual Duration, % Complete, and Remaining
Duration.
When Updating Task Status Updates Resource Status is disabled, note these calculation fea-
tures:
■ Edits to task % Complete affect only task Actual Duration and Remaining Duration.
Actual Work, % Work Complete, and Remaining Work remain unaffected at both the
task and assignment levels.
■ Task Actual Work continues to be the rolled-up sum of assignment Actual Work. Edits
at the task level to Actual Work, % Work Complete, and Remaining Work still roll
down to assignments. Edits to those fields at the assignment level still roll up to the
task.
■ Edits to Actual Work (or % Work Complete or Remaining Work) do not affect task %
Complete, Actual Duration, or Remaining Duration.

CAUTION
There is one exception to the last point in this list. If you reset each assignment’s Actual
Work to zero, Project resets task % Complete to 0%—thus causing you to lose any man-
ual edit to the % Complete field. This does not happen if you reset the task Actual Work
to zero. This might be an unintended calculation; you would expect it to be consistent
whether entered at the task or assignment level.

If you work with Updating Task Status Updates Resource Status disabled and then decide to
return the setting to enabled, Project does not immediately recalculate the work and dura-
tion tracking fields to align their values—it waits for you to edit either a task duration track-
ing field (% Complete, Actual Duration, or Remaining Duration) or a work tracking field at
either the task or assignment level (Actual Work, % Work Complete, or Remaining Work).
If your first edit is to a duration tracking field, Project recalculates the rest of the duration
tracking fields and then recalculates all the work tracking fields, using the new Actual
Duration. If your first edit is to a work tracking field, Project recalculates all the rest of the
task and assignment work tracking fields and then recalculates the duration tracking fields
based on your edits to actual work.

TIP
One handy use you can make of disabling the Updating Task Status Updates Resource
Status option is to coerce Project into calculating earned value fields by using % Work
Complete values instead of % Complete. First, save the file and perform the following
14 steps with a copy of the file that you can delete when you are finished using it:
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Tracking a Project’s Performance and Costs 541

1. With the Updating Task Status Updates Resource Status option disabled, and with
both % Complete and % Work Complete displayed as columns in a task table,
select the column for % Work Complete and use the Copy command.
2. Select the column for % Complete and use the Paste command.

TIP
You can then conduct your analysis of earned value, knowing that the earned value cal-
culations are much closer, though still not exactly identical, to those you would get by
using the traditional method of calculating earned value. See the section “Analyzing
Performance with Earned Value Analysis” in Chapter 15 for more information.

Using the Actual Costs Are Always Calculated by Microsoft Project Option
When the Actual Costs Are Always Calculated by Microsoft Project option is enabled
(which it is by default), Project calculates Actual Cost as you track progress on the task by
adding accrued Fixed Cost to the sum of the Actual Costs for all assignments.
Assignment Actual Cost is calculated as follows:
Assignment Actual Cost = (Actual Work × Cost Rate) + (Actual Overtime Work ×
Overtime Cost Rate) + Cost Per Use

where the cost rate and overtime cost rates are taken from the cost rate table defined for the
assignment.
While Actual Costs Are Always Calculated by Microsoft Project is enabled, you cannot edit
Actual Cost at the task or assignment level until the task is 100% complete. When the task
is complete, however, you can edit the task Actual Cost field, the assignment’s Actual Cost
field, and the task or assignment timephased Actual Cost field. (The Remaining Cost field is
always a calculated field and can’t be edited under any circumstances.)
The following list describes the effects of editing the actual cost fields after the task is com-
plete, when Actual Cost has been calculated by Microsoft Project:
■ Edits to assignment Actual Costs roll up to the task Actual Cost. As with other actual
fields, the value in Actual Cost is copied to the scheduled Cost field.
■ Edits to the assignment timephased Actual Costs also roll up to the task timephased
Actual Cost and then to task Actual Cost.
■ The task Actual Cost field sums the rolled-up assignment Actual Cost field entries;
therefore, edits directly into the task Actual Cost field are not rolled down to the 14
assignments. Instead, they are assumed to be actual fixed cost adjustments, and the dif-
ference between the edited value and sum for the assignments is added to Fixed Cost
(which is then added to the total in the Cost field). The net result is that the Cost field
is equal to the Actual Cost field.
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542 Chapter 14 Tracking Work on a Project

Thus, if you increase task Actual Cost by $10, the Fixed Cost field rises by $10 and so
does the Cost field. If you decrease task Actual Cost by $10, the Fixed Cost field falls by
$10 (and may become a negative amount).
Interestingly, you can enter negative amounts in the Actual Cost field, and these values
then also appear in the Cost field. This might be useful if a task has been outsourced to
a contractor who incurred such horrific performance penalties that the net cost was
negative (that is, penalties outweighed payments).
■ Edits to the task timephased Actual Cost field are distributed among assignments for that
same time period (in proportion to their share of existing task Actual Cost for that time
period). Project then recalculates assignment Actual Cost for each assignment and rolls
up the total to the task Actual Cost field. Therefore, edits to task timephased Actual Cost
do not lead to a change in Fixed Cost (as direct edits to task Actual Cost do).

You can view Actual Fixed Cost in the timephased Actual Fixed Cost field. The timephased
Actual Fixed Cost field is a calculated field only, so you can’t edit actual fixed cost here.
If you disable Actual Costs Are Always Calculated by Microsoft Project, you are able to
enter your own actual costs—indeed you have to enter them because Project no longer cal-
culates the field based on work completed.
The Cost field initially shows the estimated cost of completing a task or an assignment. It is
actually calculated as the estimated cost of work that remains to be done plus the actual cost
already recorded. Before the task starts, the Cost field shows the same value as the
Remaining Cost field (which you can see if you display the Cost table).
Normally, as you record work that is completed, the remaining cost portion of cost falls and
is replaced by the actual cost of the completed work. However, if Project is not calculating
Actual Cost, the effect on the Cost field when you record actual work is that Cost falls until
you enter the Actual Cost field information yourself. If you were to mark a task as 100%,
without entering Actual Cost, you would see its Cost field fall to zero.
When you edit the Actual Cost field, the Cost field rises by the same amount as the Actual
Cost field. Note that, unlike when Project is calculating actual cost, edits to the Actual Cost
field do not change the Fixed Cost field.
You are still unable to overwrite Project’s scheduled costs for assignments; they continue to be
calculated based on resource work and cost rates plus cost per use.
The following list describes the effects of editing the Actual Cost fields when Actual Cost is
not calculated by Microsoft Project:
■ Edits to assignment Actual Cost or assignment timephased Actual Cost roll up to the
14
task Actual Cost and task timephased Actual Cost and are also added to the assignment
Cost.
■ Edits to task Actual Cost roll down to the assignments and are distributed among the
assignments in proportion to Remaining Cost for the assignments (not counting any
Remaining Overtime Cost).
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Tracking a Project’s Performance and Costs 543

■ Edits to task timephased Actual Cost roll down to the assignments in the same time
period, also in proportion to Remaining Cost (as evidenced in the timephased Cost
field).

Although disabling Actual Costs Are Always Calculated by Microsoft Project might give you
more ability to match accounting costs in your project plan, it also means a great deal more
work for you and it hides the cost implications of the schedule.
Re-enabling Actual Costs Are Always Calculated by Microsoft Project causes Project to
immediately overwrite any manually entered Actual Cost values with the calculated Actual
Cost, based on work and % Complete.
When Actual Costs Are Always Calculated by Microsoft Project is disabled, the Edits to
Total Actual Cost Will Be Spread to the Status Date suboption becomes available. The
Edits to Total Actual Cost Will Be Spread to the Status Date option governs how Project
distributes the timephased values when you manually edit the task or assignment Actual
Cost field. Normally Actual Cost edits are distributed from the start of the task or assign-
ment as planned in the scheduled cost distribution. If you enable Edits to Total Actual Cost
Will Be Spread to the Status Date and then edit task Actual Cost, the increase (or decrease)
in task Actual Cost is distributed evenly over the empty timephased cells, starting after the
last period in which timephased Actual Cost was recorded up through the Status Date (or
the Current Date, if the Status Date has not been defined). Enabling Edits to Total Actual
Cost Will Be Spread to the Status Date has the effect of smoothing out the timephased
Actual Cost fields.

N OTE
To define Status Date, choose Project, Project Information, and fill in the Status Date field.

Using the Edits to Total Task % Complete Will Be Spread to the Status Date
Option
By default, Edits to Total Task % Complete Will Be Spread to the Status Date is disabled.
Edits to Total Task % Complete Will Be Spread to the Status Date only affects how
timephased % Complete is distributed when you edit the task % Complete field. The dis-
tribution of the timephased % Complete field affects earned value calculations and the dis-
play of progress lines. It has no impact on how timephased actual work is actually
distributed among the time periods.
➔ For more information on progress lines, see “Using Progress Lines,” p. 559.
When Edits to Total Task % Complete Will Be Spread to the Status Date is disabled, your
14
edits to the task % Complete field cause the amount of task Actual Work to be calculated
and the timephased Actual Work to be distributed from the start of the task as scheduled for
all assignments until all the actual work is accounted for. The timephased % Complete field
shows the percentage of total work completed in each time period, with the entries adding
up to the edited amount for % Complete.
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544 Chapter 14 Tracking Work on a Project

When Edits to Total Task % Complete Will Be Spread to the Status Date is enabled, the
timephased Actual Work is distributed exactly the same, but the timephased % Complete
field is evenly distributed among the time periods from the last recorded timephased %
Complete value to the Status Date (or to the Current Date, if the Status Date has not been
defined). This has the effect of smoothing out the increments in earned value over time
instead of causing discrete jumps. This option must also be enabled if you want progress
lines to connect to tasks that have actual work completed ahead of schedule.

Options to Reschedule Parts of Partially Completed Tasks

Because tasks are rarely completed exactly as scheduled, you often have tasks that should
have been completed at the time that you enter tracking information but that still have
incomplete work.
In Figure 14.8 the Status Date is the end of Day 5. Task A was not scheduled to begin until
Day 6, yet Project shows that Task A already has 2 days of actual duration. Project assumed
that the task started as scheduled; therefore, the progress bar falls in the future. The com-
pleted portion of the task should be moved back to the left of the status date, to more accu-
rately reflect what actually happened. Furthermore, you don’t want resources to be
scheduled for work they have already done.
Task D was scheduled to be completed by the status date, but only 2 days of actual duration
were reported for the status update. The remaining work still needs to be completed, but it
remains scheduled for days that are in the past.

Figure 14.8
Unfinished work that
is overdue should be
rescheduled to a rea-
sonable start date.

Status Date

The options that are described in the following sections automatically reschedule parts of
tasks like those in this example as you track actual progress. It is important to note that each
of these four options functions only at the moment that you enter a change in the amount
of the task that is completed. If you enter the tracking information and then turn on the
option, Project does not reschedule the work of the task.

14
N OTE
The Split In-Progress Tasks check box, which is found on the Schedule tab of the Options
dialog box, must be enabled (which it is by default) in order for the following reschedul-
ing options to work.
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Tracking a Project’s Performance and Costs 545

Using the Move End of Completed Parts After Status Date Back to Status Date Option
As described in the preceding section, Task A in Figure 14.8 was scheduled in the future, but
2 days of work have already been completed. If Move End of Completed Parts After Status
Date Back to Status Date is enabled when you record the Actual Work (and by default it is
disabled), Project moves the completed part of the task to an earlier date so that the task fin-
ishes on the status date. The rescheduled part of the task is illustrated by Task B in Figure
14.9. Using the Move End of Completed Parts After Status Date Back to Status Date option
saves you the trouble of remembering to enter the actual start date for tasks that start early.

Figure 14.9
Project can automati-
cally reschedule parts
of partially completed
tasks to correct the
schedule.

Status Date

TIP
The Move End of Completed Parts After Status Date Back to Status Date feature actually
produces a task split; you can drag the right-hand section to the left and right in order to
reschedule it.

The And Move Start of Remaining Parts Back to Status Date suboption is by default dis-
abled, and it becomes available only when the Move End of Completed Parts After Status
Date Back to Status Date option is enabled.
In Figure 14.9, Task B shows a split in the task, with the remaining work still scheduled to
take place when it was originally scheduled. If work is actually going to continue now that
the task has started, you would want to move the remaining work to start on the status date.
When And Move Start of Remaining Parts Back to Status Date is enabled and you record
the actual work on a “future” task, Project not only moves the completed portion before the
status date, but it also moves the remaining part to the status date so that work is scheduled
to continue uninterrupted. Task C in Figure 14.9 shows the end result.

Using the Move Start of Remaining Parts Before Status Date Forward to Status Date Option 14
The Move Start of Remaining Parts Before Status Date Forward to Status Date option,
which is disabled by default, can be enabled to automatically reschedule any unfinished
work that was scheduled before the status date to start on the status date. You can then
move the rescheduled part to even later dates if you choose.
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546 Chapter 14 Tracking Work on a Project

In Figure 14.9, Task D started on schedule but still has unfinished work as of the status date.
If this option had been enabled when the actual duration was entered, Project would have
entered the scheduled Start in the Actual Start field and automatically rescheduled the
remaining duration to start on the status date (as illustrated by Task E). If work will not
resume right away, you can drag the remaining duration further to the right, to the date
when you want to schedule work to resume.

TIP
Even if the option to automatically reschedule the unfinished work had not been
enabled, you could click on the unfinished section of the taskbar in Task D and drag it to
the right to reschedule it. Project would automatically split the task at the end of the
actual duration.

When you enable Move Start of Remaining Parts Before Status Date Forward to Status
Date, the And Move End of Completed Parts Forward to Status Date suboption becomes
available.
When And Move End of Completed Parts Forward to Status Date is enabled, Project also
moves the completed section of the task to join the unfinished section at the status date (as
illustrated by Task F in Figure 14.9). Thus, if a task started late and is still in progress when
you enter the tracking information, And Move End of Completed Parts Forward to Status
Date changes the Actual Start of the task to make the completed work finish on the status
date and to make the unfinished work start on the status date. This option saves you the
trouble of remembering to enter the actual start date for tasks that start late.

Choosing a Tracking Method

By far the most convenient tracking method for you to use is to install Project Server and
Web Access and let the human resources or their managers record progress on individual
assignments. You, as project manager, can then simply elect to update the project with the
progress reports that are submitted (or you can reject a report and ask for clarification or
changes).
➔ For guidelines and instructions about using Project Server to communicate with resources, see Chapter
24, “Introduction to Microsoft Office Project Server,” p. 965.
Each resource has a timesheet view in Web Access that shows just his or her personal
assignments, and you can choose which assignment fields to make available to the resource
for updating from among the following: % Work Complete, Actual Work, Timephased
Actual Work, Remaining Work, Actual Overtime Work, Timephased Actual Overtime
Work, and Remaining Overtime Work. You can also have the resource enter Actual Start.
14 When you update the project with this timesheet data, you are editing the assignment
fields, and the calculations described in the previous sections govern how Project modifies
the project.
You can also use workgroup email to send requests to resources, asking them to fill out a
timecard-like form with assignment fields like those described for Project Server. Although
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Tracking a Project’s Performance and Costs 547

this method is not as convenient as using Project Server, it saves you a great deal of time
over using manual data entry.
➔ For more information on using workgroup email, see “Managing Collaboration with Email Only” on the
CD accompanying this book.
If the number of tasks and/or resources is small, you might choose to simply poll resources
for information about their progress and manually enter it into the project plan.
The Project Guide toolbar provides a Tracking Setup Wizard to help you choose a tracking
method and prepare a customized tracking view. To use the wizard, select Track from the
Project Guide toolbar and click Prepare to Track the Progress of Your Project
In the first step of the wizard, Entering Progress, you select Yes if you will be using Project
Server, or you select No if you will be entering tracking information manually (see
Figure 14.10).

Project Server users

Figure 14.10
The Project Guide
toolbar’s Track side-
pane guides you
through choosing a
method of tracking.

Workgroup email
and manual
tracking users

TIP
Manual entry is not actually the only alternative to using Project Server to enter tracking
information. Even if you don’t use Project Server, you still have the option to use regular
email to communicate with resources, and (if your email system is 32-bit MAPI compli-
ant) you can update project progress from the email responses almost as easily as you 14
can from the responses of resources through Project Server. Project Server is by far the
most robust and rewarding tracking solution; however, it might not be as cost-effective
as the email solution in a really small environment.
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548 Chapter 14 Tracking Work on a Project

In the second step of the wizard, Tracking Method, you choose the type of information you
normally plan to enter for tracking purposes (see Figure 14.11). This choice does not keep
you from entering other tracking information, but it does help Project provide you with a
custom view for entering or reviewing tracking information.

Organization’s default method for Project Server users

Figure 14.11
You use the Tracking
Method sidepane to
select the type of
tracking information
you will record.

Choices for all users

If you are using Project Server, you will see a choice to use the tracking method that the
Project Server administrator has chosen as a default, which is one of the three choices out-
lined in the following list, or you can choose your own method from the following list. If
you are not using Project Server, you will simply see the following list of choices:
■ Always Track by Entering the Percent of Work Complete—As the descriptive text
in the sidepane indicates, this is the easiest but least precise method of tracking
progress. If you choose this method, Project generates a custom view named Project
Guide: Custom Tracking that includes the % Work Complete column in a custom task
table named Project Guide: Custom Tracking Table.
Because this view is not based on the Task Usage view, % Work Complete is applied at
the task level—not to each resource assignment. In most cases, this produces the same
results as when you enter that same value in the % Complete field. However, you
14 might want to replace the % Work Complete field with the % Complete field by
double-clicking the column title and changing the Field to % Complete.
■ Always Track by Entering the Actual Work Done and Remaining Work—By hav-
ing resources not only record the work completed but also change the remaining work
if they think it’s not accurate, you get them to alert you to changes in the estimated task
duration. The wizard generates a custom view named Project Guide: Custom Tracking
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Tracking a Project’s Performance and Costs 549

that displays a custom table named Project Guide: Custom Tracking Table that includes
the Actual Work and Remaining Work fields.
■ Always Track by Entering the Hours of Work Done per Time Period—This is the
most time-consuming of the three methods—especially if you’re not using Project
Server or workgroup email. However, it provides the most accurate tracking of when
work was actually done. The view generated for this choice is named Project Guide:
Custom Tracking Usage because it is the Task Usage view with Work and Actual Work
details already displayed in the timephased grid. The table has the Work, Actual Work,
and Duration fields (among others) for your use. However, it is expected that you will
do most of your data entry in the timephased grid.

When you have made a choice, you can click Save and Go To Step 3 if you are connected to
Project Server, or you can click Save and Finish if you are not using Project Server. If you
go on to Step 3, you can click Customize Information to choose which fields of information
are made available for resources to update on the timesheet that is displayed when they log
in to Project Server. You can also click Publish Assignments to send all the task assignments
to Project Server so that resources can begin filling out their timesheets.

Using Project’s Facilities for Updating Tasks

Microsoft Project provides a number of views and forms for recording tracking information.
The following sections describe the ones that are used most frequently.

The Tracking Toolbar

The Tracking toolbar (refer to Figure 14.11) provides several shortcuts to frequently used
menu commands. The ones that are most often used in tracking are the following:
■ Quartile Percentage—Use these buttons to set % Complete for the selected
task(s).
■ Update as Scheduled—Use this button to set the selected task’s Actual Start to its
scheduled Start and to record Actual Duration complete through the Status Date (or
the Current Date, if Status Date is not defined).
■ Reschedule Work—Use this button to reschedule incomplete work to start on the sta-
tus date (or the current date) for the selected task.
■ Add Progress Line—Use this button to add a line that highlights tasks that have
unfinished work as of the date you select for placing the progress line. When you click
this button, Project waits for you to click a date on the time line. You can slide the
mouse over the current date or the status date and click to display the progress line
there. Peaks are drawn from the line to the left for tasks that should be but are not fin- 14
ished as of the progress line date. You can use this device to find tasks that might be
missing their tracking information or that need to be rescheduled.
➔ For more information on progress lines, see “Using Progress Lines” p. 559.
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550 Chapter 14 Tracking Work on a Project

■ Update Tasks—Use this button to display the Update Tasks form for the selected
task(s). See the section “The Update Tasks Form,” later in this chapter, for details on
how to use this form.

Using these buttons affects only the selected task or tasks.

The Gantt Chart View

You can use the Gantt Chart view with the Tracking table to edit most of the tracking fields
described in this chapter. You can apply the Work table to edit % Work Complete and
Remaining Work. If you used the Project Guide toolbar to set up tracking at the task level
(as opposed to recording actual hours of work for each resource for each time period), you
can display the custom view that was created by clicking on Incorporate Progress
Information into the Project in the Track sidepane. Using the Gantt Chart view with those
tables allows you to enter task-level tracking data directly into those fields. It also allows you
to use the mouse to perform the following tracking functions:
■ You can drag the pointer from the start of a task to the right to draw a progress bar and
to record actual duration. The pointer turns into a percent sign, and an information box
displays the Complete Through date. Complete Through is a tracking field that is not
exposed for direct editing except if you drag the mouse. Complete Through marks the
end of Actual Duration. When the mouse rests over a progress bar a ScreenTip displays
the Complete Through date plus the Actual Start date and the % Complete for the
task. You can also edit Actual Duration by dragging the right end of the taskbar.
■ You can click on the unfinished part of a partially complete task (the part to the right of
the progress bar) and drag to the right to reschedule the remaining work. Project auto-
matically splits the task at the end of the progress bar. After you create the split, you can
drag the remaining work to the right or left to reschedule the unfinished work.

To focus on tasks that are not yet complete, you can apply the Incomplete Tasks filter (by
choosing Project, Filter For, Incomplete Tasks). To focus on tasks that have started but are
not yet complete, you can apply the In Progress Tasks filter.

The Task Usage View and Resource Usage View

The Task Usage view and Resource Usage view allow you to enter tracking data at either
the task level or the assignment level, and they allow you to enter totals or timephased
values.
You should use the Resource Usage view when you have a paper timesheet from an individ-
ual resource to be incorporated into the plan. All the assignments for that resource are
14
grouped under the resource name, making it convenient to manually enter all the informa-
tion for that one resource. Otherwise, you should use the Task Usage view because with it
you can edit actual progress at either the task level or the resource level.
You should display the Tracking table with the Task Usage view for maximum flexibility in
recording task and assignment progress. If you used Project Guide to set up a tracking view
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Tracking a Project’s Performance and Costs 551

and chose to enter timephased data, the custom view is a Task Usage view with a custom
table that includes the Actual Work field. However, the regular Task Usage view with the
Tracking table affords more flexibility for tracking.
You can display the timephased tracking fields by choosing Format, Details or Detail Styles.
You can use Zoom In or Zoom Out to set the time period intervals you want to use for
tracking (hours, days, or weeks). Remember that when Project processes edits to timephased
Actual Work cells, it takes the start date of the first cell containing Actual Work hours as the
Actual Start for the assignment. Also, the data within each cell is distributed evenly across all
the working time spanned by that cell. Therefore, if you enter 8 hours in an Actual Work
cell that spans a week (5 working days), Project distributes 1.6 hours of actual work to each
day. You need to change the timescale to Days if all 8 hours occur in 1 day.

The Update Tasks Form

Even if you do not have a “tracking friendly” view displayed, you can enter task-level track-
ing information for one or more selected tasks by using the Update Tasks form, which is
shown in Figure 14.12. To open this form, choose Tools, Tracking, Update Tasks.

Edit Actual Duration Edit Scheduled Duration

Figure 14.12
You can use the
Update Tasks form
from any task view to
record actuals for Scheduled values
selected tasks.

Edit Actual Start and Finish

Using the Update Tasks form is sometimes even preferable to using the Tracking table. For
example, suppose that a task that is scheduled for 10 days is reported as 60% complete after
only 4 days of actual duration. Obviously, the estimated duration of 10 days was too long. If
you record 60% complete in the Tracking table, Project changes Actual Duration to 6 days.
Changing Actual Duration back to 4 days changes % Complete to 40%. The only way to
accurately record this status using the Tracking table is to figure out what the Remaining
Duration will be (given the faster performance) and update that field also. It’s easier to reset
the task to 0% complete, and then open the Update Tasks form and enter 60 in the % 14
Complete field and 4d in the Actual Duration (Actual Dur.) field. When you click OK,
Project calculates the Remaining Duration to be 2.67 days and the new Duration to be 6.67
days (4 days + 2.67 days).
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552 Chapter 14 Tracking Work on a Project

The Update Project Form

If your tracking method is not very detailed, you can use the Update Project form to enter
tracking information for all tasks that are scheduled to start before the Current Date (or the
Status Date). To display the form choose Tools, Tracking, Update Project. Figure 14.13
shows the Update Project form.

Figure 14.13
You use the Update
Project form for very
general tracking with
little detail.

You can quickly perform two tracking functions with this form, and by default they both
apply to all tasks in the project (or just those you have selected) that are scheduled to start
before the status date: You can update work as complete through the status date, or you can
reschedule uncompleted work to start on a date that you choose.

Using the Update Work as Complete Through Option

You can use the Update Work as Complete Through option to mark all scheduled work as
completed up through the status date. If you have defined a status date, this date appears by
default in the date box. Otherwise, the current date appears.

N OTE
If you edit the Date box, the new date becomes the project status date.

When you use this option, Project sets the actual start date equal to the scheduled start date
for all tasks that were scheduled to start before the status date, and it also sets the actual fin-
ish date to the scheduled finish date for tasks that were scheduled to finish before the status
date.
If you use the default suboption Set 0% - 100% Complete, Project also sets actual duration
as complete through the status date and calculates % Complete. If you select the suboption
Set 0% or 100% Complete Only, tasks that were scheduled to finish on or before the Status
Date are also marked 100% complete. Those that are not marked complete are left with 0%
in the % Complete field.
14
By default the option Entire Project is selected, and changes are applied to all tasks in the
project. If you want to apply the update to only selected tasks, you need to select them
before displaying the form and click the Selected Tasks option on the form.
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Tracking a Project’s Performance and Costs 553

Using the Reschedule Uncompleted Work to Start Option

Instead of marking work that was scheduled before the status date as completed, the
Reschedule Uncompleted Work to Start option assumes that the work was not completed
and needs to be rescheduled. If you use this option, you need to be sure that the date in the
top date box is the date by which work should have been completed. Then you need to
enter the date when work is to resume in the second date box (next to this option). By
default the second date box shows the current date (or status date, if defined). You can
change it to any date. Editing this date does not reset the project status date.
Also, you should click Selected Tasks only if you have already selected a subset of tasks to be
updated.
When you click OK, Project reschedules any uncompleted work for tasks that have started
to the date entered in the second date box.

N OTE
The Split In-Progress Tasks check box, which is found on the Schedule tab of the Options
dialog box, must be enabled (which it is by default) in order for this rescheduling option
to work.

You can think of the Reschedule Uncompleted Work to Start feature as “the bulldozer of time.” In other words,
whatever work is not completed is automatically moved (or rescheduled) to the current date entered. This pro-
cedure ensures that the work is constantly moved forward and accounted for within the project.

For a task that has not started but should have, Project reschedules the entire task by giving
it a Start No Earlier Than constraint for the date shown in the second date box. In earlier
versions of Project this happened to all tasks—even those that had hard constraints defined
for them. Project 2003 does not reschedule a task if it has any type of constraint other than
As Soon As Possible or As Late As Possible. A Planning Wizard dialog box alerts you if one
or more tasks had constraints (see Figure 14.14) and suggests that you examine the tasks
individually for possible rescheduling.

Figure 14.14
Tasks with constraints
are not rescheduled,
as explained by the
Planning Wizard dia-
log box that appears.

14
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554 Chapter 14 Tracking Work on a Project

If you see this Planning Wizard dialog box, you have to deal with rescheduling the con-
strained tasks manually. As the dialog box suggests, you can identify the tasks that were not
rescheduled by applying the Should Start By task filter. To do this, choose Project, Filtered
For, More Filters, and then select Should Start By and click Apply. This is an interactive fil-
ter, and it asks you to supply the start by date (the date by which tasks should have started).
Enter the current date (or the status date, if it is defined) because that is the date that was
used in the Update Project command. The filter then selects all tasks that have not started
but that have scheduled start dates that are before the date you entered.
You can reschedule a constrained task manually by selecting it and displaying its Task
Information dialog box. Then, change the Constraint Type on the Advanced tab to Start No
Earlier Than, and enter the rescheduled date in the Constraint Date box. If you want to
remove all the constraints and run the Update Project reschedule command again, select all
the constrained tasks, click the Task Information button to display the Multiple Task
Information dialog box, change the Constraint Type to As Soon As Possible, and click OK.

14
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CHAPTER
15
Analyzing Progress and Revising
the Schedule

In this chapter
Project Management Overview 556
Reviewing the Current Status of a Project 557
Analyzing Performance with Earned Value Analysis 575
Revising a Schedule to Complete on Time and on Budget 595
Troubleshooting 599
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556 Chapter 15 Analyzing Progress and Revising the Schedule

Project Management Overview

Chapter 14, “Tracking Work on a Project,” examines the important process of recording
15 actual work and cost for a project. This chapter looks at using the information you get as a
result of that effort. Microsoft Project 2003 offers a number of techniques for evaluating the
status of a project and for comparing actual performance with the scheduled performance
and with the planned performance, as captured in the baseline.

The iterative process model of project management supported by Project Management Institute (PMI) involves
steps for initiating, planning, executing, controlling, and closing. The controlling aspect of the model requires
the project manager to step back from the project and ask, “How are we doing?” After evaluation, it is often
necessary to implement a change control, which requires a return to planning before re-executing work. This
then completes the feedback loop of the process model.

Projects invariably deviate from their original plans. They take more or less time to com-
plete, involve more or less work, or cost more or less than budgeted in the plan that was
adopted and captured in the baseline. If you track actual performance from the start of a
project and compare those results with the original plan, you will be in a position to correct,
or at least mitigate, any unfavorable deviations from the plan.

The process of adjusting the project schedule to align it again with the baseline, which is evaluated through
variance analysis, is called corrective action.
As a project manager, you should expect to make changes to control the schedule because changes are an
inevitable part of managing a project. In other words, you will always have variance because projects rarely
proceed exactly as planned. In the project manager role, you are most interested in what the tolerance is for
making changes to the schedule to ensure conformity to the baseline, and what the impact is to the project in
terms of dates, durations, costs, and work estimates.

The project plan, as captured in the baseline, represents the best estimate of how the project
will proceed, as envisioned by the project manager, the project team, and all other project
stakeholders. The baseline is also the benchmark against which progress is measured. If
actual progress is not keeping up with the performance assumed in the baseline, then cor-
rective actions should be put in place to get back on track, or the project will likely not fin-
ish when planned or within the budget. This chapter explains the tools that Microsoft
Project provides to review the status of a project and to assess the implications of past per-
formance on the remainder of a project. This chapter also discusses what you must do to
bring an errant project back on track.
The techniques introduced in this chapter are discussed in increasing level of sophistication.
We begin by showing simply how to spot tasks that are behind (or ahead of) schedule. We
then look at how Project uses variance calculations to show the impact that actual perfor-
mance and changes in the schedule have had on the estimated final finish date and cost of
the project. Finally, we use earned value analysis to assess whether the effort and cost
incurred to date have produced the output that was expected and to estimate what the
final finish date and cost of the project will be if the current rate of progress continues.
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Reviewing the Current Status of a Project 557

We conclude with a general discussion of the adjustments to the schedule that might be nec-
essary to get a project back on track and within budget.

15
Reviewing the Current Status of a Project
The first level of analysis is to simply review progress vis-à-vis the current schedule and to
assess the effects of actual performance on Project’s estimated finish date and cost for the
project. To do this you can use the Status and Status Indicator fields, or you can use the
graphical progress lines to quickly distinguish between the tasks that are on schedule and the
tasks that are behind schedule. You can also use reports and views that show how the actual
performance has modified the scheduled finish date and cost of the project that was cap-
tured in the baseline.

Reviewing Status vis-à-vis the Current Schedule

The first line of defense against having a project finish late is to watch for tasks that are
behind schedule. Project 2003 provides two fields that you can add to a table to see instantly
whether there are unfinished tasks that are behind schedule. Or you use progress lines in the
Gantt Chart view if you prefer to see this information in a graphical display. You can also
apply special filters that allow you to focus on just the tasks and assignments that are slipping.

Using the Status and Status Indicator Fields

The current schedule tells you when tasks are supposed to finish, and it also contains
timephased data that shows how much work should be completed during each day of the
project. If tracking information has been accurately recorded, then you can look at the
schedule for any given date to see if the tasks that should be finished by that date are fin-
ished and if the tasks that should be partially completed are progressing as scheduled. The
Status field does this comparison for you and labels each task as completed, in progress and
on schedule, in progress and behind schedule, or as a future task (not yet due to be started).
It uses the status date that you enter in the Project Information dialog box for this compari-
son, or, if you haven’t entered a status date, it uses the current date. To set a status date,
choose Project, Project Information, enter the date in the Status Date field, and click OK.
To clear the Status Date enter NA in the Status Date field.
The Status Indicator field does exactly the same thing as the Status field, but it displays an
indicator instead of a text label. Figure 15.1 shows the Status and Status Indicator fields,
showing which tasks are complete, which are on schedule, which are late (behind schedule),
and which are future tasks.
The four status labels and their indicators are listed in Table 15.1.
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558 Chapter 15 Analyzing Progress and Revising the Schedule

Status field AutoFilter tool

Status Indicator field AutoFilter selection arrow Status Date gridline

15 Figure 15.1
The Status and Status
Indicator fields
quickly reveal the
tasks that are behind
schedule.

Table 15.1 Status Labels and Indicators

Status Indicator Explanation

Complete This status indicates that the task is 100% complete.

On Schedule This status indicates that the task is not yet complete,
but all work that is scheduled for completion by the
status date has been completed.

Late This status indicates that there is work that is sched-

uled to be completed by the status date which has not
been completed.

Future (no indicator) This status indicates that the task is not scheduled to
start until after the status date. There is no indicator
for future tasks.

You can click the AutoFilter tool on the Formatting toolbar if you want to filter the task list
for just the tasks marked Late. Then you can click the drop-down selection arrow in the
title cell of the Status field and choose Late. Project then hides all but the late tasks and
their summary tasks. You can Press F3 to clear the filter.
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Reviewing the Current Status of a Project 559

Using Progress Lines

A progress line is a line that is drawn vertically down the Gantt Chart view on a particular
date of interest. The date is usually the current date or the status date when tracking infor- 15
mation was last updated. The progress line is intended to lead your eye quickly to tasks that
are either behind or ahead of schedule. Figure 15.2 shows a progress line at the status date
(3/13/03), and the spikes to the left draw your attention to tasks that have not been com-
pleted as scheduled as of the progress line date. The spikes to the right point to tasks for
which work has been done ahead of schedule.

Progress line and date

Figure 15.2
The progress line
indicates whether you
are running behind
schedule or have
completed work
ahead of schedule.

Task behind schedule

Task ahead of schedule

The progress line is centered over the date that you select. The date can be the current
date, the status date, or another specific date of interest to you. If a future or past task has
started but not finished, the progress line connects to the point in its taskbar that represents
the percentage complete for the task’s duration. In the default Gantt Chart view, there is a
black progress bar already drawn up to that point in the middle of the taskbar. If a task is
scheduled for the past and has not started, its percentage complete is zero and the progress
line connects to the task’s start date. If the task is scheduled for the future and is complete,
the progress line connects to the task’s finish date (the end of its progress bar). The progress
line ignores past tasks that are already completed and future tasks that have not started.
Thus, the progress line peaks to the left to show tasks that are behind schedule as of the
progress line date and peaks to the right to show tasks that are ahead of schedule.
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560 Chapter 15 Analyzing Progress and Revising the Schedule

N OTE
In order for progress lines to be drawn to future tasks that already have actual work, the
option labeled Edits to Total Task % Complete Will Be Spread to the Status Date (which is
15 found on the Calculation tab of the Options dialog box) must be enabled when you
record the actual work for those tasks.

Perhaps the most common progress bar is one that is drawn for the project’s status date, as
shown in Figure 15.2. To draw this progress line, you choose Tools, Tracking, Progress
Lines to display the Progress Lines dialog box (see Figure 15.3). You can also right-click
over the graphic area of the Gantt Chart view and choose Progress Lines from the shortcut
menu. Select the check box labeled Always Display Current Progress Line, and then check
the option At Project Status Date. By default, this special progress line displays in red on the
Gantt Chart view. You can choose instead to display the current progress line at the current
date. If you haven’t defined the status date in the Project Information dialog box, Project
uses the current date.

Show progress as using the status date Remove line from the selected date
Show lines at dates in the list below

Figure 15.3
The Progress Lines
dialog box provides
numerous options for
controlling the place-
ment and formatting
of progress lines.

Show recurring
progress lines

Draw spikes to progress on scheduled taskbar

Draw spikes to progress on baseline taskbar

To display a progress line on a specific date, select the Display Selected Progress Lines
check box, enter the date in the Progress Line Dates list box, and click OK. You can display
multiple progress lines by adding more dates to the list. To remove a date from the list,
select it and press the Delete key or click the Delete button. To temporarily hide these
progress lines, clear the Display Select Progress Lines check box. The date list remains, and
you can redeploy those progress lines later by selecting the check box.
You can also have Project display progress lines at regular intervals. To do this, you can use
the options in the Display Progress Lines group to define how often the lines will occur
(daily, weekly, or monthly) and exactly when, within each time unit, they will be drawn. By
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Reviewing the Current Status of a Project 561

default, the recurring progress lines begin at the start of the project, but you can also define
a different start date for the series of progress lines.
Progress lines are usually drawn using dates in the current schedule. In the bottom-right 15
corner of the Progress Lines dialog box, you can choose to use dates in the baseline sched-
ule instead. The default is Actual Plan, which means you want to use the current schedule,
including actual start and finish dates. If you choose Baseline Plan, Project draws the
progress line to the date that represents the percentage complete, as applied to the baseline
schedule. If the Gantt Chart view displays baseline bars, the progress line is drawn to the
baseline bars. If it does not, the progress line is drawn to the calculated date anyway, even if
that doesn’t fall on a scheduled taskbar.

TIP
After you display a progress line, you can double-click anywhere on the progress line to
display the Progress Lines dialog box to modify the display.

The Line Styles tab on the Progress Lines dialog box provides numerous options for dis-
playing progress lines. These display options give you a great degree of control over the
types, colors, shapes, and date interval of progress lines. Figure 15.4 shows the Progress
Lines dialog box with the Line Styles tab selected.

Select how lines are drawn Format lines

Figure 15.4
The Line Styles tab in
the Progress Lines
dialog box allows you
to format the look of
progress lines.

Display date label with each line

You can also display a progress line at a selected date by using the Add Progress Line tool
on the Tracking toolbar. When you click the tool, the mouse pointer changes shape to look
like a progress line, and a Progress Line information box pops up as you move the pointer
over the timeline in the Gantt Chart view. The information box displays the date that
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562 Chapter 15 Analyzing Progress and Revising the Schedule

Project will use to display the progress line if you click where the pointer is currently
located. Figure 15.5 shows the information box.

15
Add Progress Line tool
Progress Line information box Progress line date

Figure 15.5
The Progress Line
information box dis-
plays the date on
which the progress
line will be placed.

Filtering for Slipping Tasks

Another quick way to identify tasks that are not on schedule is to apply a
filter to a task or resource table, to display only tasks and/or resource
assignments that are not on schedule. Project’s Slipping Tasks and Slipping Assignments fil-
ters show you tasks and assignments that are not on schedule. A task or an assignment is
said to be slipping when it’s not yet finished and its scheduled finish date is after its baseline
finish date.
To apply the Slipping Tasks filter, choose Project, Filtered For, More Filters. Select the
Slipping Tasks filter from the list and click Apply (or click Highlight to show all tasks but
apply highlighting to those that are slipping). You can also select the filter from the Filter
drop-down list on the Formatting toolbar.
In a task view such as the Gantt Chart view, the Slipping Tasks filter shows which unfin-
ished tasks are currently scheduled to finish after their baseline finish dates. If the baseline
has not been captured for a task, that task will not be selected by the filter.
If you apply the Slipping Tasks filter to the Task Usage view, Project selects resource assign-
ments that are slipping, displaying both the slipping assignment and its task. This affords
you the opportunity to zero in on the specific assignments that are causing a task to slip.
Note, however, that the selection may include a task that is not slipping but has one or more
resources whose assignments are slipping. That would happen only if the slipping assign-
ments were scheduled to finish before the task finishes.
You can apply a similar filter for resources, the Slipping Assignments filter, to the Resource
Usage view to see slipping assignments grouped by resource. This view affords the opportu-
nity to see whether some resources have a significantly larger number of slipping assign-
ments than others. Armed with this information, you can investigate the causes and perhaps
correct the problem.
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Reviewing the Current Status of a Project 563

When you analyze slipping tasks, you should pay special attention to tasks that are critical. Critical tasks con-
tribute to the longest path in the project and push out the expected finish date. Identifying these tasks allows a
project manager to concentrate on shortening those tasks (called crashing the schedule) in order to ensure that
15
the project finishes on time. Of course, the critical path might change to another “longer” path following crash-
ing, so you then need to consider crashing tasks on the new critical path.

Reviewing Status vis-à-vis the Project Plan

The previous section describes ways to identify problems with tasks that have not or are not
scheduled to finish on time. The Status and Status Indicator fields tell you only whether
work is progressing as currently scheduled—they do not tell you if a project is progressing
as defined in the baseline. This is also true for progress lines that are drawn to the scheduled
dates.
When you record actual progress, Microsoft Project recalculates the estimated final finish
date, the total work, and the cost of the task and the project. The features described in the
previous section do not help you identify changes in the total effect on tasks or the project.
The following sections look at ways to examine the impact of schedule changes and actual
performance on those estimates of final results.

Defining Variances
You can use a variety of tables, filters, views, and reports to quickly identify how a project’s
schedule is deviating from the baseline. Before we get into the analysis of progress, we need
to take a look at how Project calculates and stores the information that we will use.
For certain key measures (duration, work, cost, start date, and finish date) Project automati-
cally calculates a variance when a difference occurs between the value in the current schedule
and the value in the baseline. The variance fields are Duration Variance, Work Variance,
Cost Variance, Start Variance, and Finish Variance. To the extent that values in the current
schedule match those in the baseline, the variances will be zero. Changes in the schedule
produce nonzero variances.
To calculate a variance, Project takes the value in the current schedule and subtracts the
baseline value, as follows:

Duration Variance = Duration – Baseline Duration

Work Variance = Work – Baseline Work

Cost Variance = Cost – Baseline Cost

Start Variance = Start – Baseline Start

Finish Variance = Finish – Baseline Finish

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564 Chapter 15 Analyzing Progress and Revising the Schedule

N OTE
If you fail to capture the baseline, the variances will be equal to the scheduled values.

15
When the current schedule’s value is greater than the baseline value—in other words, when
the current schedule value is greater than planned—the resulting variance will be a positive
number. Positive variances are considered unfavorable; they mean that the current schedule
calls for a longer duration, more work, more cost, and a later start or a later finish than the
original plan, as recorded in the baseline. Conversely, negative variances are considered
favorable because they mean that the current schedule calls for a shorter duration, less work,
less cost, an earlier start, or an earlier finish than the baseline.
Until you enter actual values to track progress on a task, the variances show the differences
between the current estimated values of the schedule and the estimated values in the base-
line. When you update the project by tracking actual progress, Project automatically
replaces the estimated values of the current schedule with the actual values. Therefore,
when actual values are entered, the variance fields show the difference between what actually
happened and the original plan. Thus, if Task A actually starts on Monday, May 13, but it
was originally scheduled to start on Monday, May 6, Project replaces the current estimated
start date with the actual start date, and it calculates the start variance to be 5 working days.
If Project didn’t update the scheduled start date, it couldn’t calculate the ripple effect that
the delayed start will have on the start of other tasks that are successors to Task A.
In addition to the variances, Project also calculates two fields that show the percentage
complete for tasks: % Complete (which is the percentage of the duration that is complete)
and % Work Complete (which is the percentage of work that is complete). Note that unlike
the variance fields, these two fields compare actual and scheduled values, not scheduled and
baseline values.
It is important to understand the differences between these two fields because they give you
two different perspectives on progress:
■ % Complete—This field is based on duration and is calculated as actual duration
divided by scheduled duration. It shows what percentage of the working time that was
scheduled for finishing the task has been used up.
■ % Work Complete—This field is based on work and is calculated as actual work
divided by scheduled work. It shows the percentage of scheduled work that has been
completed.

You might expect that these two percentages would always be equal, reasoning that if you’ve
worked 40% of the time allotted to a task, then you should have completed 40% of the
work. But the two measures can differ for a number of reasons. For example, a resource
might actually work overtime while working 40% of the duration, thus doing more than
40% of the work. Or, one or more resources assigned to the task might have been scheduled
with delayed start dates for their part of the task’s work, thus scheduling more work per day
in the final days of the task duration than in the beginning days.
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Reviewing the Current Status of a Project 565

Reviewing Status at the Project Level

There are several easy ways to get a quick overview of how an entire project is performing
against the schedule and against the original plan. The Project Statistics dialog box and the 15
Project Summary Report both display summary statistics for the overall project in one com-
pact image. You can also display the project summary task in a view and use several prede-
fined tables to see the same information.

Displaying Project Statistics

The quickest way to see a project’s overall progress in a single view is to display the Project
Statistics dialog box (see Figure 15.6). You can open this dialog box by clicking the Project
Statistics tool from the Tracking toolbar, or you can choose Project, Project Information,
and click the Statistics button. The Project Statistics dialog box shows the project’s current
(scheduled), baseline, and actual start and finish dates, as well as the start and finish vari-
ances. For duration, work, and cost, the dialog box shows the current, baseline, actual, and
remaining values (but no variances for these three aspects of the project). The bottom of the
dialog box shows the percentage complete for duration (% Complete) and work (% Work
Complete). Figure 15.6 shows the project statistics for the example we’ve been using.

Figure 15.6
The Project Statistics
dialog box shows a
snapshot of the cur-
rent plan versus the
baseline plan.

The Project Summary Report

Similar to the Project Statistics dialog box, the Project Summary report displays an analysis
of the current versus baseline plans for the entire project. In addition, it also includes the
variances for duration, work, and cost. To preview the report choose View, Reports, and then
double-click Overview and double-click Project Summary. Project shows a preview screen of
the one-page report (see Figure 15.7), which you can review onscreen or send to a printer.

Using The Project Summary Task

You can see most of the same summary data that is shown in the Project Statistics dialog
box and Project Summary report by displaying the project summary task in views that
include tables. To display a project summary task, choose Tools, Options, and then select
the View tab and select the check box next to Show Project Summary Task. The informa-
tion in the first row of the summary summarizes the entire project. However, you have to
apply different tables to see the full range of data that is displayed in the Project Statistics
dialog box or the Project Summary report, and even then not all the statistics are included
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566 Chapter 15 Analyzing Progress and Revising the Schedule

on the standard tables that are included in Project. For example, Duration Variance is not
on any of the standard task tables, and to see that you would have to add the field to a table.

15
Figure 15.7
Part of the Print
Preview screen for
the Project Summary
report.

As a rule, it is a good practice to have a project summary task on all of your projects. You can create it by turn-
ing on the option outlined previously. Or you can create a project summary task by defining the first task as a
project summary and then indenting, or “demoting,” all subsequent tasks underneath it.

You can also create your own project summary task by inserting a task at the top of the pro-
ject and indenting all other tasks beneath it. However, this method has drawbacks. The built-
in project summary task does not alter the Work Breakdown Structure (WBS); Project
assigns it the ID 0 while maintaining the numbering of the other tasks. In contrast, when you
demote all other tasks to create a project summary task, the project summary is assigned the
task ID 1. Not only would the WBS coding be burdened with an unnecessary level, but the
filters and special analysis views that are discussed later in this chapter could give misleading
results (as noted in the following sections). Furthermore, you lose the advantage of easily
toggling the display of the summary task for printing and customization purposes.

N OTE
There is one very useful application for creating a project summary task. If you consoli-
date multiple projects in Project Standard in order to get an overview of progress for a
project portfolio, the project summary task you create provides baseline information at
the project level that Microsoft Project does not provide in the consolidated file. Without
that project-level baseline information, you can’t display the baseline schedule for the
projects in the portfolio.
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Reviewing the Current Status of a Project 567

If you are using Project 2003 Standard and want to consolidate your projects into one file in order
to get an overview of progress on your project portfolio, see “Displaying Variances in a
Consolidated File” in the “Troubleshooting” section at the end of this chapter. If you are using
Project 2003 Professional, you automatically get an analysis of your portfolio when you use 15
Microsoft Project Web Access and display the Projects view.

You can apply the Work table to review total project work, including the scheduled, base-
line, variance, actual, remaining, and percentage of work complete values. To apply this
table, you can right-click on the Select All button to display the Tables shortcut menu and
then choose Work (see Figure 15.8).
Figure 15.8 shows that the total work variance is 112 hours (which is unfavorable) and that
22% of the work is complete.

Select All button Project work variance

Project summary task Percentage of work complete

Figure 15.8
Work table values
roll up to the project
summary task.

You can use the Tables shortcut menu to apply the Cost table if you want to review a pro-
ject’s overall costs. Figure 15.9 shows the Cost Variance field for the project. The project
summary task shows a total cost variance of $2,360.00 (which is unfavorable). The original
estimated cost (baseline) was $83,946, but based on current progress, the project is expected
to go over budget, with a total cost of $86,306.
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568 Chapter 15 Analyzing Progress and Revising the Schedule

Project cost variance

Figure 15.9
15 The project summary
task shows total cost
data for the project
when the Cost table is
applied.

Just because a project has a favorable work variance doesn’t mean that the project will finish
on time. It’s possible to be completing tasks according to the baseline work estimates but to
still miss your targeted finish because tasks start or finish late. You can use the Tables short-
cut menu to apply the Variance table if you want to see baseline and variance values for start
and finish dates. In Figure 15.10, you can see that the project has a start variance of 0 but a
finish variance of 5 days (which is unfavorable). This means that the project started as
planned but is currently expected to finish 5 days behind the original schedule.

TIP
During the tracking process, you should consistently update actual start and actual finish
dates for each task if they differ from the current schedule. When you enter an actual fin-
ish date that is later than originally estimated, there can be two important effects to note.
First, if the total duration from actual start to actual finish is longer than the projected
duration, Project will not only increase the total actual duration for the task but will also
increase the actual work and actual cost (if you have not turned off the default calcula-
tion option Updating Task Status Updates Resource Status). Second, successor tasks will
also be delayed. If the task that is being delayed is on the critical path, your project’s
overall finish date will likely be pushed to a later date.
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Reviewing the Current Status of a Project 569

Project finish variance

Figure 15.10
Project variances are 15
shown on the project
summary task with
the Variance table
applied.

After you review the values for the overall project, you can go to the next level of
detailed analysis and examine the highest-level summary tasks in your project. These
high-level summary tasks are often called phases. To review progress statistics by phase, you
can hide all but the top-level tasks (those at Outline Level 1). The simplest way to do this is
to choose Outline Level 1 on the drop-down list of the Show tool on the Formatting tool-
bar. These tasks are usually summary tasks, but there might also be individual tasks at high
outline levels.

It is good practice to have a minimum of three levels within a project. These levels are typically identified as
project level, phase level, and work (or activity) level.
The project-level summary task would be at Level 1, as described earlier in this chapter.
Level 2 defines the phases of work to be completed and typically corresponds to a WBS, which is the skeletal
structure of the project, each defining a unique deliverable for that component of the project. Examples include
the design phase, production phase, and financing phase.
Finally, the work level is the lowest level, where the activity is identified, the resource is assigned, and depen-
dencies are established.
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570 Chapter 15 Analyzing Progress and Revising the Schedule

CAUTION
In most cases, you can also apply the Top Level Tasks filter to hide all tasks below
Outline Level 1. However, if you have created a Summary task by inserting a task on Row
15 1 and demoted all other tasks beneath it, the “top level” tasks that you want to display
will be at Outline Level 2. In that case, you should use the Show tool and select Outline
Level 2. This is another reason to use the Show Project Summary Task option in the
Options dialog box instead of manually demoting all tasks under a Summary task that
you create.

To apply the Top Level Tasks filter to hide Top Level Tasks filter, click the
arrow in the Filter button on the Formatting toolbar and select Top Level
Tasks. You can apply the Cost, Work, or Variance tables, combined with the Top Level
Tasks filter, to analyze the variances for the phases in the project.

Reviewing Status at the Task Level

It’s a good idea to plan to analyze variances in your schedule at least as often as you track
progress. If you apply actual and remaining work on a weekly basis, you should plan to ana-
lyze variances on a weekly basis. It doesn’t do much good to key in actuals every week and
then not pay attention to what these numbers are telling you. Subtle increases of work and
costs over the original baseline can add up quickly. The sooner you spot trouble and revise
the plan, the more likely you are to achieve the project’s objectives of on-time, on-budget
completion.

Remember that a “revised” plan includes not only scheduled dates but also changes in estimates of durations,
work, and costs.
Costs can be adjusted one of two ways: changes made to resource assignments and/or additions or deletions
of fixed costs. Also, changes to calendars can modify the schedule as to when work is performed on the pro-
ject. These changes can be made to the overall project calendar or to specific resource calendars. Either one
can affect the scheduling of the remaining tasks within the project.

Project provides a number of views, filters, and reports to assist you in spotting trouble at
the task level of detail. Let’s take a look at how you can analyze variances that are occurring
on individual tasks in a plan.
To quickly isolate unfavorable values for a variance field, you can use AutoFilter to find pos-
itive (that is, unfavorable) variances. First apply the Cost, Work, or Variance table. Then
enable AutoFilter by clicking the AutoFilter button on the Formatting toolbar or by choos-
ing Project, Filtered For, AutoFilter.
If you have the Cost table displayed, you can click the AutoFilter drop-down list in the
Variance column and choose > 0 (that is, greater than zero) from the list. If you are in the
Work table or the Variance table, you have to create a custom filter to display only positive
variances. To do this, select Custom from the AutoFilter drop-down list in the Variance col-
umn. Set the test to Is Greater Than, and set the value to 0 (that is, zero). Click OK to
apply the filter.
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Reviewing the Current Status of a Project 571

N OTE
Note the test for positive values using AutoFilter assumes that the baseline was captured
for all tasks. If the baseline was not captured, all the variances are positive, and the test
is meaningless. 15

Reviewing Task Start and Finish Date Variances

Date variances such as those shown for tasks in Figure 15.10 are created whenever the cur-
rent start and finish estimates are different from the baseline dates. This can happen in a
variety of ways:
■ A predecessor task is delayed or completed early, forcing a successor task to be resched-
uled.
■ You set an actual start or finish date that’s different from the baseline date because the
task began or finished at a different time than originally planned.
■ You record more, or less, actual work than originally planned, causing the task’s dura-
tion and dates to change.
■ You adjust a task relationship to alter the start or finish date of the task.

If you record progress on a task by entering the percentage complete, Project automatically
copies the scheduled (estimated) Start date to the Actual Start date. Project also inserts an
Actual Start date if any Actual Work is entered for the task or for a resource assigned to the
task. If you don’t explicitly enter an actual start date, Project assumes that work started on
the estimated start date. Thus, you might not see start date variances for a large number of
the tasks in your project if you use these tracking methods.
Applying similar logic to actual finish dates, Project automatically copies the estimated task
finish date to the actual finish date when either the task percentage complete or the percent-
age work complete is set to 100%. Project also inserts an actual finish date when the remain-
ing work or the remaining duration is set to zero. If you don’t explicitly tell Project when the
task actually finished, Project assumes that the task finished on the estimated finish date.
When you determine that you have unfavorable date variances, it is important to trace their
causes. Annotations to Notes or Comments fields can prove invaluable if the problem isn’t
fresh enough to recall. It’s very important to devise corrective action to get the project back
on schedule. The section “Revising a Schedule to Complete on Time and on Budget,” later
in this chapter, addresses that issue.

Reviewing Task Cost Variances

Unfavorable cost variances are created whenever the current cost estimates are higher than
the baseline cost estimates. Tasks can start and finish on time and complete within their
original estimates and still have cost variances. For example, if you estimated that the pro-
gramming would be completed with a Visual Basic for Applications (VBA) programmer at
$50 per hour but you’re forced to reassign the task to a programmer whose rate is $60 per
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572 Chapter 15 Analyzing Progress and Revising the Schedule

hour, your costs will be overbudget, even if the hours remain constant. Hopefully, the pro-
grammer with the higher rate can complete the task in fewer hours than originally sched-
uled, but this will not always be the case.
15
TIP
Project does not take into account the competencies of resources available to the project,
so assigning a different resource will not automatically shorten the duration of a task.
Factoring this element into revising the duration for the task is often necessary for skill-
based assignments.

To spot problems with unfavorable costs, you can apply the Cost Overbudget filter. This fil-
ter looks for tasks that were baselined and that have a current estimated cost greater than
the baseline cost (that is, the original estimate). To actually see the costs, you must apply the
filter with the Cost table applied (as in Figure 15.9).

TIP
Because you likely will often use the Cost Overbudget filter with the Cost table, you
might find it convenient to create a new view that always displays the Cost table with the
Cost Overbudget filter. For information on designing views, see Chapter 21, “Customizing
Views, Tables, Fields, Filters, and Groups.”

Reviewing Task Work Variances

Work variances are calculated for each task by subtracting the task’s baseline work from the
currently scheduled work. A negative work variance is favorable because it means that the
currently scheduled work is less than originally planned. In contrast, a positive work vari-
ance is unfavorable because it means that to complete the task, resources must expend more
work than originally estimated. The fastest way to see the work variances for each task in a
plan is to apply the Work table (as in Figure 15.8). The Variance column displays the work
variances for each task in the plan.
To focus on trouble spots, you should look at tasks that have unfavorable work variances.
Project provides a filter called Work Overbudget that should behave like the Cost Over-
budget filter discussed earlier—it should select tasks with work estimates that are larger in
the current schedule than in the baseline. However, the Work Overbudget filter uses the
field Actual Work instead of Work in its comparison with the Baseline Work field.
Therefore, it doesn’t include tasks that have yet to start but have unfavorable work vari-
ances. You can redefine the filter by using the following steps:
1. Chose Project, Filtered For, More Filters and select the Work Overbudget filter.
2. Click the Edit button.
3. If you want to preserve the original Work Overbudget filter, change the name to some-
thing like “Work Overbudget (revised)”.
4. In the first row under Field Name, change Actual Work to Work.
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Reviewing the Current Status of a Project 573

5. Click OK to finish editing the filter definition.

6. If you want the new version of the filter to be available in all new project files, click the
Organizer button. The filters defined in the Global template are listed on the left of the 15
Organizer dialog box. Select the filter you just edited in the list on the right and then
click the Copy button. If you did not modify the name of the filter, you are asked to
confirm that you want to replace the existing filter in the template. Click Yes, and then
click the Close button.
7. In the More Filters dialog box, click Apply to apply the filter or Close to close the dia-
log box.

➔ For more information on customizing filters, see “Creating Custom Filters,” p. 859.

Reviewing Status at the Resource Level

In addition to analyzing progress and variances for tasks, you can analyze progress and vari-
ances for resources. The concept is very similar to many of the analyses performed on tasks
in the preceding section.
Project saves baseline date, work, and cost values for each assignment. The baseline assign-
ment values for work and cost are rolled up to the task level and to the resource level. Thus,
the baseline work and cost for a resource are the total baseline values for all that resource’s
assignments, just as the resource’s scheduled work and cost and actual work and cost are the
totals for all its assignments. A resource’s work and cost variances compare these rolled-up
scheduled and baseline totals.
By analyzing resource variances, you might determine that the reasons for task variances are
related to specific resources, as in the following examples:
■ Resources arrived late onto the project.
■ Tasks were assigned to resources who have the wrong skills to perform the task.
■ The amount of work on tasks for one resource was consistently underestimated.
■ Resources have not been able to apply the percentage of time to the project that was
originally anticipated.
■ Tasks that are slipping seem to be assigned to the same resource or combination of
resources.
■ The original cost of a resource was under- or overestimated.
■ Customer or user resources are not applying the appropriate effort to the project.

Rather than repeat the steps that you performed on tasks for work, date, and cost variances
in the preceding section, Table 15.2 shows the tables and filters you can select to show use-
ful resource variances. You can apply these to the Resource Sheet view to simply identify
resource names that are selected by the filters. However, to see which assignments con-
tribute to resource variances, you need to display the Resource Usage view.
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574 Chapter 15 Analyzing Progress and Revising the Schedule

Table 15.2 Suggested Variance Analyses from Tables Applied to the Resource
Usage View
15 Table Filter Shows You
Cost Cost Overbudget Resources whose current estimated cost is higher than the
originally estimated baseline cost.
Entry Slipping Assignments Resource assignments that are estimated to finish later than
originally planned.
Entry Should Start/Finish By Resource assignments that should have started or finished
by dates that you specify (an interactive filter).
Entry Should Start By Resource assignments that should have started by a date
that you specify (an interactive filter).
Work Work Overbudget Resources whose current estimated work is higher than
originally estimated baseline work; note that the Work
Overbudget filter is defined correctly—it uses work instead
of actual work.

Reviewing Status at the Assignment Level

As discussed in the preceding section, the baseline assignment values for work and cost are
rolled up to the resource and task levels. To see the assignment details, you must display
either the Task Usage view or the Resource Usage view. You can see work and cost variances
at the assignment level in either the Task Usage view or the Resource Usage view (see the
preceding section). However, resources do not have baseline start or finish fields, so there
are no start and finish variances for resources, either. You must display the Task Usage view
to see start and finish variances at the assignment level.
To display tasks and assignments, you can select View, Task Usage. Then, you can display
the Work, Cost, or Variance tables to see assignment variances in the table on the left. To
see timephased baseline work values for each assignment, you can right-click on the grid,
under the timescale, and choose Baseline Work from the shortcut menu. (You might need to
widen the column of row labels in the grid by dragging the right boundary of the Detail cell
in the timescale.)
Figure 15.11 shows the Task Usage view with the Cost table on the left and the Work and
Baseline Work details displayed in the grid on the right. Both Bill Kirk and Scott Adams
were assigned to the Prototype Design task. Bill finished his assignment with 12 fewer hours
of work than planned, and he had a favorable cost variance of –$240. Scott, on the other
hand, was not finished with his assignment as the end of the task neared, so he worked on
the assignment 8 hours instead of the planned 4 hours for each of the last 3 days. Scott has
an unfavorable cost variance of $240. The two assignment variances offset each other in this
case, and the task variance is 0.
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Analyzing Performance with Earned Value Analysis 575

Task cost variance Bill finishes before scheduled

Figure 15.11
The Task Usage view 15
shows assignment
details for scheduled
work to baseline work
at the resource
assignment level.

Bill Kirk’s
favorable variance

Scott Adams’s
unfavorable variance

Scott has to work overtime to finish on time

If you display the Cost table, you can see cost variances by assignment. To display cost
details in the grid, you can right-click over the grid and choose Cost from the shortcut
menu. To display timephased baseline cost, you can right-click over the grid and choose
Detail Styles from the shortcut menu. In the Detail Styles dialog box, select Baseline Cost in
the list on the left and click the Show button. If you want Baseline Cost to always be avail-
able on the shortcut menu, select the Show in Menu check box at the bottom. Then click
OK to return to the Task Usage view.

Analyzing Performance with Earned Value

Analysis
As discussed in the preceding sections, one way to analyze the status of a project is to look at
the cost, work, and finish variances. These measures tell you the impact of experience to
date on the total work, total cost, and finish date of the project and its component tasks.
One problem with using these variances for analysis is that when one is favorable and
another is unfavorable, it’s difficult to tell which value is more critical to the project’s suc-
cess. They are measured in different units: the cost variance is measured in dollars, the work
variance is measured in hours, and the date variances are measured in time units.
Another problem with using the simple variances is that you can’t tell if the costs you have
incurred to date have produced as much work and output as you had assumed in the baseline
plan. In other words, they don’t tell you whether productivity (output per dollar cost) is at
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576 Chapter 15 Analyzing Progress and Revising the Schedule

the levels you planned. If there is a problem with productivity, then an unfavorable cost vari-
ance you might have detected may be just the beginning of an ever-expanding cost variance
as work continues on the project and actual values replace estimated values. You can’t tell
15 from the simple variances if there is enough left in the budget to finish the project as
planned.
Earned value analysis measures performance (productivity) as of a specific date in the life of
the project—usually the current date. This allows you to receive early warning signals if a
project is not producing the output per dollar cost that you had planned. Earned value
analysis makes it possible to compare work and cost variances because work is converted to
the dollar value of the work. Therefore, you can compare the value of the work completed
to date with the cost of completing it.

N OTE
If the earned value measurements are to accurately reflect performance, your tracking
methodology must include not only recording actual start and finish dates, work, and
costs, but also rescheduling work not completed on time and work that is completed but
that was scheduled after the status date.

Understanding Earned Value Measurements

Projects must generate value for their sponsors, or the projects would not be undertaken and
funded. Furthermore, that value must be at least as great as the project’s estimated cost (its
baseline cost) or the sponsors would not approve the project. If the project produces output
that is to be sold at a profit, then the buyer must have an even higher value for the project’s
output. Therefore, you take the baseline cost of the project as a measure of the value of the
output of the project. It is at least a minimum measure of the planned value of the project.
When resources perform work on the tasks in a project, they generate the value that the
project delivers. Cost accountants like to say that the resources “earn” for the employer the
value that will be sold to the buyer. Consequently, the “earned value” of an assignment, a
task, or a project at any moment in time is the portion of the planned value that is associ-
ated with the work that has been completed.
For example, if you have a project with a baseline cost of $1 million, then you say that the
planned value of the project is $1 million. The planned value of each summary task, task,
and task assignment in this project will also be its baseline cost. If on a specific date—say,
the end of September—you find that 60% of all the work that is scheduled for the project
has been completed, you say that the earned value as of that date is 60% of the value of the
project, or $600,000. If the baseline schedule called for the project to be 50% complete as
of the end of September, then you say that the planned value for that date is $500,000. Thus,
the project appears to be earning value at a faster rate than planned. Finally, suppose that
the actual cost as of the end of September is $550,000. You have spent more than you bud-
geted to spend by that date! Do you have enough left in the budget to finish the project?
There’s a high probability that the answer is yes because the value of what has been pro-
duced is not only greater than you had planned, but it’s also greater than the actual cost.
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Analyzing Performance with Earned Value Analysis 577

The productivity is greater than you anticipated, and the project will likely come in at least
on time, if not early, and under budget.
The comparison of planned value, earned value, and actual cost helps you assess perfor- 15
mance better than simple variances do. Earned value analysis uses these core measurements
(planned value, earned value, and actual cost) to create earned value variances and produc-
tivity indexes that you can use to predict, based on experience thus far, when the project will
finish and what the total cost will be when the project finishes.
Whereas the cost, work, and time variances are based on estimated values at the end of the
project, the preceding example makes it clear that earned value analysis compares planned
work and cost with actual work and cost as of a given status date. By default, Project uses the
current date (which is taken from the computer’s system date) as the status date. If you last
updated tracking information three days ago but use today’s date for the earned value calcu-
lations, Project would not have any actual work and cost to offset the planned work and cost
for the past three days. Therefore, you generally want to define the status date as the last
time you brought actual values up-to-date.
The meanings of the three core earned value measures (planned value, earned value, and
actual cost) are summarized as follows:
■ Planned value—The planned value is the amount of baseline cost that was scheduled
to be spent on work up through the status date. PMI formerly called this measure
budgeted cost of work scheduled (BCWS), but it now calls it simply planned value.
Microsoft Project 2003 still uses the older term, and the actual field name in Project is
BCWS. BCWS is calculated as soon as the baseline is saved, and it is the cumulative
sum of baseline costs for each period up to and including the status date.
■ Earned value—The earned value is that part of planned value that has already been
earned by the amount of actual work performed as of the status date. PMI formerly
called this the budgeted cost of work performed (BCWP), but now calls it simply earned
value. Project uses both terms, but the actual field name in Project is BCWP.
To calculate earned value, you must determine what portion of a task or assignment has
been completed. For tasks, Microsoft Project bases its calculation on the percentage of
duration completed (that is, the % Complete field). For assignments, the calculation is
based on the percentage of work completed (that is, the % Work Complete field).
➔ See the document “Custom Calculations for Task Earned Value” on the CD accompanying this book for
an alternative that calculates earned value for tasks using percent of Work complete.
Note that the percentage complete (however it is measured) is based on the current
schedule, not on the baseline amount of duration or work. Suppose a task has a baseline
cost of $1,000 and its baseline work is 100 hours. If actual work as of the status date is
60 hours, but the scheduled work has changed to 120 hours, the task is really only half
completed, and only half of its value has been generated thus far. The percentage com-
plete is 50% (60hrs/120hrs), and the earned value is $500.
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578 Chapter 15 Analyzing Progress and Revising the Schedule

If work on a task has been completed as scheduled up to the status date, the earned
value and planned value are the same. Differences, however, can arise for several rea-
sons. For example, as just shown, if the scheduled duration and/or work for the task has
15 increased since the baseline was captured, the actual work generates a smaller portion of
the total value than was planned. Also, if overtime was used but not scheduled, more
work is completed than was scheduled, and earned value is greater than planned value.
If a resource has been diverted to another, higher-priority, task or project, the earned
valued is less than the planned value.
■ Actual cost—Actual cost, also called actual cost of work performed (ACWP), is the actual
cost of work that was completed as of the status date. The actual costs of the completed
work might differ from the planned costs due to a number of circumstances. For exam-
ple, you might have actually used overtime that is paid at a premium when none was
included in the baseline schedule, resource cost rates might have risen since the baseline
was captured, or more expensive resources might have been substituted for those
assumed in the original estimates.

N OTE
Cost accrual methods determine when costs are scheduled and when they are recog-
nized as actual costs. Microsoft Project spreads most costs over the duration of the task.
The hourly costs of work resources (both standard and overtime costs) and the unit costs
of material resources are incurred as work is scheduled for the assignment. By default,
fixed cost for a task is also prorated over the duration of the task; but you can change
the fixed cost accrual method to Start or End if you want to accrue the total fixed cost at
the start or finish of the task. Resource cost per use is always accrued at the start of an
assignment. These accrual methods determine when costs show up in the timephased
data that is used for variance calculations (and for earned value calculations, as you will
see later in this chapter). If the accrual method stipulated for a task’s fixed cost is
changed after the baseline is captured, that change alone creates a cost variance for sta-
tus dates between the start and the finish of the task. However, after a task is complete,
all costs are counted and the accrual method is no longer an issue.

Microsoft Project calculates the three core earned value measures at the assignment level,
the task level, and the summary task level. At the summary task level they are simply the
rolled-up sums for subtasks. At the task level, planned value (BCWS) and actual cost
(ACWP) are rolled-up sums for the assignments. However, earned value (BCWP) is calcu-
lated using a unique formula that only Microsoft Project uses and the result is sometimes
different from the rolled-up earned values of the assignments. This formula uses the task %
Complete (which is a measure of completed duration), whereas the assignment level calcula-
tions use % Work Complete.
The fact that earned value at the task level is not equal to the rolled-up earned values of
assignments may not invalidate the use of Microsoft Project’s implementation of earned
value analysis. The method used is, after all, a weighted average, and it does provide valu-
able information about performance, even if it’s not theoretically accurate. As you will see
later, it’s often more useful to examine the trend in earned value over time than to calculate a
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Analyzing Performance with Earned Value Analysis 579

specific number at a moment in time. Because the calculation method is consistent over
time, an analysis of the trend is valuable even if you question the precision of an individual
calculation.
15
To illustrate the three core measures and to help you understand what they mean, let’s use
several variations on a simple example. Assume that Task 1 is scheduled with a duration of 4
days and the resource named Abe is assigned 100% to the task. To keep the math simple,
duration is shown in hours (32 hours), and Abe’s standard rate is simply $1. Figure 15.12
illustrates the task and Abe’s assignment before any actual work is recorded.

Status Date line

Task details Baseline taskbar

Figure 15.12
Project calculates
planned value
(BCWS) up to the sta-
tus date as soon as
the baseline is cap-
tured, but earned
value (BCWP) and
actual cost (ACWP)
require some actual
work in order to be
calculated.

Assignment details

Note these features in Figure 15.12:

■ The Gantt Chart view in the top pane shows the scheduled taskbar above the baseline
taskbar. The dashed vertical line dropping down between Day 3 and Day 4 is the Status
Date line; therefore, the status date is Day 3 (September 3), which we will assume is the
current date for the project manager.
■ The table in the top pane shows the scheduled and baseline duration to be 32 hours,
with actual duration and % Complete both 0. The table also shows the task’s values for
BCWS, BCWP, and ACWP. Because no actual work has been recorded, both BCWP
and ACWP are 0.
■ The Task Usage view in the bottom pane shows timephased details for Task 1 and for
Abe’s assignment. The timephased data in the grid shows that baseline work and cost
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580 Chapter 15 Analyzing Progress and Revising the Schedule

are 8h and $8 per day. The total baseline cost and work are shown in the table on the
left.
■ Note that BCWS (planned value) is calculated for each day up through the status date.
15
This happens as soon as the baseline is captured. However, BCWP (earned value) and
ACWP (actual value) aren’t calculated until actual work is recorded.
■ Note that BCWS is a cumulative calculation. Each day’s value is that day’s baseline cost
added to the previous day’s BCWS. The BCWS on the status date is the value you see
in the table on the left. Earned value (BCWP) and actual cost (ACWP) are also cumula-
tive when calculated, and the value shown on the status date in the grid is the value you
see in table’s columns on the left.

Now let’s assume that it’s Day 3 (the status date), and the project manager finds out that Abe
has worked only 2 of the 3 days and the task is 50% complete. Figure 15.13 shows what
happens to the calculations when the project manager enters 50% in the % Complete field.
Project makes actual work equal to scheduled work for each day in the timephased grid until
it reaches the 50% point in the task duration. The BCWP and ACWP values for Day 3 are
the same as for Day 2 because no additional work was done on Day 3.

Figure 15.13
When actual work is
recorded, Project cal-
culates the BCWP and
ACWP fields up to the
status date.

Because Abe’s assignment is 50% complete, he has earned 50% of the planned value of $32
(that is, $16), and the BCWP (earned value) field shows $16. By comparing earned value
with planned value, you see that Abe earned $8 less value than you had planned, and the
reason was because he didn’t stay on schedule.
Microsoft Project calculates three earned value schedule indicators that compare earned
value with planned value to show you the impact on your project. Figure 15.14 shows the
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Analyzing Performance with Earned Value Analysis 581

three earned value schedule indicators. They tell you at a glance whether your project is
earning value at the rate that was planned. To save space in the figure, all the timephased
detail rows except for the earned value fields have been hidden.
15
The table on the left in both panes in Figure 15.14 is called the Earned Value Schedule
Indicators table. This table has all three of the following schedule indicators:

Earned Value Schedule indicators

Figure 15.14
The schedule variance
fields SV, SV%, and
SPI express the differ-
ences between
earned value and
planned value as a
number, a percent-
age, and a ratio.

■ SV (schedule variance)—This field shows the difference between planned value and
earned value and is calculated as earned value minus planned value (BCWP–BCWS). If SV
is negative, as in Figure 15.14, where it’s –$8.00, it is unfavorable because it means that the
project has earned that much less than it was planned to earn as of the status date. You can
think of a negative SV as a shortfall, or deficit, in earned value relative to planned value.
If SV is positive, it is favorable because it means that the project earned more than it
had planned to earn as of the status date—the resources did more work than was
planned, and the work rate is ahead of the planned work rate. The implication is that
the project will likely finish ahead of schedule. You can think of a positive SV as a sur-
plus in earned value relative to planned value.
Because both BCWP and BCWS apply the same budgeted cost to different amounts of
work, the difference between them represents a difference between the amount of
scheduled work and the amount of actual work. When SV is negative, it means that less
work was done on the project than was planned. That’s why it’s called the schedule vari-
ance. Negative values for SV imply that the rate of work is not keeping up with the
planned work rate. The implication is that it will be difficult to finish the project on
time unless productivity increases or project scope is reduced.
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582 Chapter 15 Analyzing Progress and Revising the Schedule

■ SV% (schedule variance percentage)—This field in Project 2003 expresses SV as a

percentage of planned value. Generally, expressing values in percentages is most useful
when you’re comparing those measurements for tasks or projects that differ substan-
15 tially in size.
SV% is calculated by dividing SV by BCWS (SV/BCWS). It expresses the earned value
deficit or surplus as a percentage of planned value. In this case, where SV% is –33%, it
means that the shortfall in earned value was 33% of the planned value. When SV% is
positive, it means that there’s a surplus in earned value of that percentage. A negative
value for SV% implies that something is keeping work from being completed on time,
and the project manager should determine what factors are at play in order to avoid
missing the finish goals. It might suggest that additional resources should be assigned to
the task or project. A positive value implies that work is running ahead of schedule, and
it might be possible to reallocate some resources to other tasks or projects and still meet
the project’s deadline.
Note that SV% is not calculated at the assignment level.
■ SPI (schedule performance index)—This is the ratio of earned value to planned value
(BCWP/BCWS). In our example it is $0.67 ($16/$24), and it means that the project
earned only $0.67 of every $1 of value that we planned for it to earn. In terms of pro-
ductivity, it means that the project was only 0.67 as productive as we planned for it to
be. Values lower than 1.0 are unfavorable, with the same implications as negative values
for SV%. Values over 1.0 are favorable and imply the same things that positive SV%
values imply.
The SPI can be used to estimate the project completion date by dividing the remaining
duration by the SPI. In our example, half of the task’s duration (16 hours) remains to be
completed after the status date. If productivity continues at the same rate, it will take
approximately 24 more hours (Remaining Duration/SPI, or 16h/0.67) to finish the pro-
ject. That’s 3 more days from the status date (Day 3), and it would put the finish date
on Day 6 of the project instead of on Day 4, as scheduled.
Note that SPI is not calculated at the assignment level.

In the preceding example, earned value (BCWP) and actual cost (ACWP) are the same. To
illustrate how they might differ, and what that would mean, let’s modify the example and
assume that although Abe was scheduled to perform the work, he was unavailable at the last
minute, and the project manager assigned Sam to replace Abe. Thus, Sam worked only 2
days. However, Sam’s standard rate is 25% higher than Abe’s, $1.25 per hour. Obviously,
actual costs will be higher than planned.
When the resource substitution is recorded and 50% actual % Complete is recorded, the
calculations look like those in Figure 15.15.
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Analyzing Performance with Earned Value Analysis 583

Figure 15.15
You can compare the
BCWP and ACWP
fields to see whether 15
you spent more than
the planned value of
the work that was
produced.

The timephased and total values for planned value (BCWS, $24) and earned value (BCWP,
$16) in Figure 15.15 are the same as those for Abe in Figure 15.13. Consequently, you
would have the same SV (schedule variance, –$8). In this example, though, the timephased
actual cost is $10 per day instead of the budgeted (that is, baseline) $8 per day, and the
actual cost (ACWP) as of the status date is $20. The earned value up through the status date
is $16 (that was the planned value of the actual work), but the actual cost was $20.
Therefore, it cost $20 to generate the earned value of $16. The “overrun” of $4 clearly has
negative implications for the final cost of the project if it is a pattern that is repeated.

Many organizations consider favorable variances to be poor project management. Increased scope encourages
gold-plating, a practice of delivering more than expected with little added value to the customer. Underbudget
expenses and finishing early imply excessive padding to both time and cost estimates, and are usually scruti-
nized by a project’s sponsor in future projects. In addition, the early release of resources means underutiliza-
tion because people can rarely start right away on their next assignment. It’s like a plane arriving early at an
airport: It typically means waiting on the tarmac for the assigned gate to become available or an extended wait
for passengers making connections. Experience shows that customers are most appreciative of delivery of what
is expected—no more, no less.

A comparison of BCWP and ACWP produces cost indicators similar to the schedule indica-
tors shown in Figure 15.14. Figure 15.16 shows the same example, with the earned value
cost variance fields displayed. The table on the left of each view is named the Earned Value
Cost Indicators table.
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584 Chapter 15 Analyzing Progress and Revising the Schedule

Earned Value Cost Indicators table

Figure 15.16
15 The Earned Value
Cost Indicators table
summarizes the effec-
tiveness of cost thus
far in generating the
planned value.

ACWP field added

to the default table

N OTE
Note that the Earned Value Cost Indicators table contains the BCWS field but does not,
by default, include the ACWP field. Because ACWP is used in calculating the indicators,
and BCWS is not, the table in Figure 15.16 has been modified to include the ACWP field.
For this illustration it’s titled *ACWP, to remind you that it’s not by default included in the
table.
You should redefine the table and store the redefined table in your Global template. To
redefine the table, choose View, Table, More Tables, Earned Value Cost Indicators, and
click Edit. Select BCWS in the Field Name column and change it to ACWP. Click OK to save
the definition in the active project. Click the Organizer button to display the Organizer dia-
log box. Select the Earned Value Cost Indicators table in the list on the right (the list of
table definitions in the active project). Click the Copy button to copy that definition to the
Global template. Click Yes to replace the current definition in the template. Then click
Close to close the Organizer and click Close to close the More Tables dialog box.

➔ For more information about managing the template, see “Working with the Organizer and the Global
File,” p. 107.
The cost indicators in Figure 15.16 have the following meanings:
■ CV (cost variance)—This indicator shows the difference between earned value and
actual cost, and is calculated as earned value minus actual cost (BCWP–ACWP). In this
example the CV is –$4, and it means that the actual cost of production was $4 more
than the earned value of the output. Because BCWP and ACWP both apply cost to the
same amount of work, the difference between them represents a difference between the
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Analyzing Performance with Earned Value Analysis 585

budgeted and actual cost rates. If CV is positive, it is favorable because it means the
earned value of the work was greater than the cost to produce it. If CV is negative, it is
unfavorable because it means the value of the work was lower than the cost to produce
it—you spent the amount of CV over and above the value earned.
15

■ CV% (cost variance percentage)—This is a field that expresses CV as a percentage of

earned value (BCWP). It’s calculated by dividing CV by BCWP (CV/BCWP). In this
example, where it is –25%, it means that you spent 25% more of the budget than was
planned for the value that was earned. If this continues, you will not be able to finish
the task (and perhaps the project) within budget. Or, to put it another way, you will not
have enough left in the budget to complete the remaining work.
Note that CV% is not calculated at the assignment level.
■ CPI (cost performance index)—This is defined as the ratio of earned value to actual
cost (BCWP/ACWP) up through the status date. It is the ratio of budgeted to actual
costs for the actual work completed as of the status date. It tells how much value you
earn for every dollar of actual cost.
In our example the CPI is 0.80 ($16/$20), which means that every dollar of actual cost
earned only $0.80 of planned value.
The CPI is often used to predict whether a project will go over budget and by how
much. In fact, Project 2003 includes a field for that calculation—the EAC (estimate at
completion) field, which is discussed later in this section.
Note that CPI is not calculated at the assignment level.

There are still more fields to the right of CPI in the Earned Value Cost Indicators table.
Figure 15.17 shows those additional fields in the top pane:

Figure 15.17
The cost indicators
can be used to esti-
mate the total cost of
finishing the project,
given the current cost
performance index.
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586 Chapter 15 Analyzing Progress and Revising the Schedule

■ BAC (budget at completion)—This is actually the Baseline Cost field, shown with the
title BAC. BAC is the term that traditional earned value analysis usually gives to base-
line cost. This field shows the total budgeted cost of the task ($32, in this case). It
15 therefore represents the total planned value of the completed task.
■ EAC (estimate at completion)—In Project 2000 and earlier versions, this field was
equivalent to the Cost field (the total estimated or scheduled cost). In Project 2002 and
2003, EAC calculates an estimate of what the total cost will be when the task is com-
pleted if the CPI rate of performance, as of the status date, prevails for the remainder of
the project. (To the amount of actual cost already incurred, it adds an estimate for com-
pleting the task based on the CPI.)
The formula for the EAC is ACWP+(BAC–BCWP)/CPI.
The following is an explanation of this formula:
1. First, the actual cost thus far—ACWP—is included ($20, in this case).
2. Next, you estimate the amount of planned value that has yet to be earned:
(BAC–BCWP).
If the BAC is the planned value for the completed task, then BAC minus earned
value thus far (BCWP) is the remaining value to be earned or produced. In this
example the BAC is $32 and the earned value (BCWP) is $16. Therefore, you
still have $16 of value yet to be earned or generated.
3. Divide the value that’s yet to be earned by the CPI, to estimate what it will cost
to generate that amount of remaining value at the current performance rate for
costs.
The CPI tells you what you are currently earning for each dollar of actual cost
you spend. Dividing the remaining value to be earned by the amount you earn for
each dollar of actual cost tells you the number of actual cost dollars it will take to
generate the remaining value. In this example, the remaining value to be earned is
$16, and you only earn $0.80 for each dollar of actual cost. Dividing $16 by 0.8
yields $20 as the number of dollars it will cost to generate $16 of value.
4. Adding the $20 that’s already spent to the $20 that’s needed to finish the task
gives you $40 for the EAC.

■ VAC (variance at completion)—VAC is calculated as BAC–EAC and is the difference

between the total baseline cost (BAC) and the estimated total cost (EAC), given the cur-
rent rate of performance. In this case, that’s $32 minus $40, or –$8. If VAC is positive,
the cost estimate based on experience so far is lower than budgeted cost. If VAC is neg-
ative, the current cost run rate is greater than budgeted and the project will likely run
over budget.
■ TCPI (to complete performance index)—TCPI is the ratio (as of the status date) of
the value of the work remaining to be done to the budgeted funds remaining to be
spent. The formula is (BAC–BCWP)/(BAC–ACWP). In this formula, (BAC–BCWP) is
the value of the work remaining to be done and (BAC–ACWP) is the budgeted funds
remaining to be spent.
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Analyzing Performance with Earned Value Analysis 587

The ratio measures the amount of value each remaining dollar in the budget must earn
in order to stay within the budget. If TCPI is greater than 1.0, each remaining dollar in
the budget must earn more than $1 in value—there is more work to be done than there
is budget to cover it, and you either need to increase productivity or reduce the work to
15
be done. A value less than 1.0 means you should be able to complete the project with-
out using all the remaining budget—you have opportunities to increase scope, quality,
or profit, or you can choose to save the money in the budget.

Controlling the Calculation of Earned Value

Project 2003 provides for an alternative method of calculating earned value (BCWP) at the
task level. Sometimes an assignment or a task involves the production of physical units of
output or the processing of physical units of input, and you might want to base earned value
on the number of units produced (or processed) as of the status date instead of on the
default method, which uses the % Complete field (the percentage of actual duration com-
pleted). The Earned Value Method field lets you choose to use Physical % Complete in the
calculation instead of % Complete. This field is available at the bottom of the Advanced tab
of the Task Information dialog box, where it is labeled Earned Value. It has two possible val-
ues: % Complete (which is normally the default) and Physical % Complete. You could also
add the field to a table. If you choose to use the Physical % Complete method, you enter
that percentage complete to be used in the calculation in the Physical % Complete field,
which is now included on the standard Tracking table.
Figure 15.18 shows the Earned Value table with the Earned Value Method and Physical %
Complete fields inserted. Tasks 17 and 18 are duplicates of the same task, Assemble First
Batch, which is a trial run of a new assembly process. Each version is scheduled for 20 days
and is expected to produce 4 fully assembled units. Work has proceeded as scheduled on
both versions of the task, and the status date is April 28, which is the 40% complete mark
for the task. However, as of the status date, only 1 unit has been assembled. (You assume
that the remaining units will go together faster now that the team has worked out the kinks
in the process.) The task Assemble First Batch 1 uses the conventional % Complete method
of calculating earned value. The task Assemble First Batch 2 uses the Physical % Complete
method. Because only 1 of the 4 units is completed, the Physical % Complete is 25%. The
baseline cost for each task is $1,080 (not shown in the figure). The earned value (BCWP)
for Assemble First Batch 1 is 40% of $1,080—that is, $432. The earned value for Assemble
First Batch 2 is 25% of $1,080—that is, $270.
Normally the default method of calculation uses % Complete. You can change the default
by choosing Tools, Options, to display the Options dialog box. Click the Calculation tab and
then click the Earned Value button. The Earned Value dialog box lets you choose the
default calculation method (see Figure 15.19). Note that changing the setting affects only
tasks that are inserted after the default is changed. If there are existing tasks already in the
project, they have the old default value unless you have manually changed them. If you want
this to be the default for all your new projects, you can click the Set As Default button. Of
course, existing projects are not affected by this—their default setting will not have been
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588 Chapter 15 Analyzing Progress and Revising the Schedule

changed, and their tasks will not use the new method. You have to open those projects,
change the default calculation method, and change the method for any task that you want to
use the new method.
15
Physical % Complete field
Earned value using % Complete

Figure 15.18
You can use the
Physical % Complete
method of calculating
earned value for
selected tasks.

Earned Value Method field

Earned value using Physical % Complete

Baseline for Earned Value

Default Task Earned Value Method

Figure 15.19
You can control the
calculation of earned
value for individual
tasks by selecting the
method of calculation.

Earned Value button

Set as Default button

Figure 15.19 also reveals another earned value feature in Project 2003. As you learned in
Chapter 14, Microsoft Project 2003 allows you to save a total of 11 baselines—the default
baseline plus 10 baselines named Baseline 1 through Baseline 10. In the Earned Value dialog
box, the field labeled Baseline for Earned Value lets you choose which of the 11 baselines will
be used to calculate earned value. Note that this choice has no effect on the duration, work,
cost, start, and finish variances—they continue to use the standard baseline fields.
For example, if a project schedule had to be revised dramatically after work actually started,
you might have decided to capture the revised schedule as Baseline 1. That way you could
show progress reports against the original baseline but also show reports against the revised
baseline (which might be more meaningful).
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Analyzing Performance with Earned Value Analysis 589

Using Earned Value Analysis in Project 2003

If you want to view earned value measurements and indicators for a project, you must take
three necessary preliminary steps: 15
1. You must capture the baseline for the project.
2. You must update the project with the latest tracking information. The more thorough
your tracking methodology, the more meaningful the earned value indicators will be.
3. You must set the status date to the latest date you entered tracking information.

You can use any of the major task views, but the Gantt Chart view is probably the view that
is used most often. There are three tables you can apply to the view to see earned value cal-
culations:
■ The Earned Value table—This table displays the three core calculations, planned
value, earned value, and actual cost (BCWS, BCWP, and ACWP), as well as the earned
value schedule and cost variances (SV and CV). It also includes the estimated final cost
(EAC), the budgeted cost (BAC), and the variance at completion (VAC). (See Figure
15.20.)

Earned Value table

Figure 15.20
The Earned Value
table shows highlights
of the earned value
calculations.

■ The Earned Value Schedule Indicators table—This table focuses on the schedule
variance and indicator calculations (refer to Figure 15.14). It includes fields for BCWS,
BCWP, SV, SV%, and SPI.
■ The Earned Value Cost Indicators table—This table focuses on the cost variance
and indicator calculations (refer to Figure 15.16). It includes planned value and actual
cost, and it includes the earned value cost variance, as CV, CV%, and CPI. It also
includes the estimated final cost fields (BAC, EAC, and VAC) and the TCPI field.
Recall from the discussion earlier in this chapter that you should permanently modify
the table and insert the earned value field (BCWP).

You can display the table you want to use by choosing View, More Views, and then selecting
the table you want in the More Views dialog box. Figure 15.20 shows the Earned Value
table displayed for the New Product example used for the simple variances earlier in this
chapter.
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590 Chapter 15 Analyzing Progress and Revising the Schedule

Project also provides a custom form that contains the same fields as the Earned Value table
(see Figure 15.21). You can display this form to show earned value calculations for a single
task or summary task that you have selected. To display the form, display the Custom Forms
15 toolbar (right-click in the toolbar area and choose Custom Forms) and then click Task
Earned Value. You can also display the form by choosing Tools, Customize, Forms, and then
selecting Task Earned Value in the Customize Forms dialog box.

Task Earned Value tool Custom Form toolbar

Figure 15.21
The Task Earned
Value custom form
shows the same fields
as the Earned Value
table, but for a single
task.

Creating Earned Value Graphs with Microsoft Excel

As discussed earlier in this chapter, one of the most meaningful ways to analyze earned
value data is by examining trends and tendencies. Although hard numbers are informative,
they do not provide the whole picture that will best help you manage projects and make
informed decisions. Tracking the earned value data graphically over time allows you to see
and assess trends in earned value over the life of the project.
Microsoft Project does not generate a graph for earned value, but it can export the
timephased data you need to Excel, which can then create the graph for you. The Analyze
Timescaled Data in Excel command on the Analysis toolbar exports timephased information
into Excel for any of the tasks and fields that you choose. This command lets you export
timescaled data for any of the detail rows that you can view in the Task or Resource Usage
views—including BCWS, BCWP, and ACWP.
To display the Analysis toolbar, you right-click over a toolbar and choose Analysis from the
list of toolbars. When the project you want to analyze is active on the workspace, click the
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Analyzing Performance with Earned Value Analysis 591

tool named Analyze Timescaled Data in Excel… to start the Analyze Timescaled Data
Wizard. There are five pages in the wizard. Follow these steps to export the data to Excel:
1. In Step 1 of the Analyze Timescaled Data Wizard (see Figure 15.22), you select the 15
default Entire Project and then click Next. Although you can select specific tasks before
starting the wizard and then choose Currently Selected Tasks in this step, to get the
totals for the project, you must select Entire Project.

Figure 15.22
Choose Entire Project
unless you want to
graph the data for
only a selected set of
tasks.

2. In Step 2 of the wizard, you select the timephased fields you want to export. For an
earned value graph, you can just select BCWS, BCWP, and ACWP. Click each of those
fields in the list on the left, and then click the Add button (or you can simply double-
click each of the fields). Also, remove the default Work field from the list on the right
by clicking it and then clicking Remove (or by simply double-clicking it). Click Next
when the list on the right contains BCWS, BCWP, and ACWP (see Figure 15.23).

Figure 15.23
In Step 2, you choose
the timephased detail
fields to be included
in the graph.

3. In Step 3 of the wizard (see Figure 15.24), you define the range of dates you want to
include. The project start and finish dates are supplied by default. If you want to con-
centrate on progress up to the current status date, enter the status date in the To field.
Or, if you want to prepare these graphs periodically for comparison purposes, leave the
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592 Chapter 15 Analyzing Progress and Revising the Schedule

default dates in place. In this example, the default dates for the start and finish of the
project have been accepted.
In the Units field, select the time period to be plotted in the graph. You can choose
15
Hours, Days, Weeks, Months, Quarters, or Years. This example was created with
Weeks as the Units selection.
Click Next after you have chosen the date range and the units.

Figure 15.24
You should use the
date range for the
entire project unless
you want to focus on
a narrower date
range.

4. In Step 4 of the wizard (see Figure 15.25), you elect to have Excel generate a graph of
the data (by selecting the default Yes, Please) or to export the data only, without creat-
ing a graph (by selecting No, Thanks). Click Next after you make a choice. In this
example, Yes, Please is selected.

Figure 15.25
You can save yourself
the time of defining a
graph by letting the
wizard create one
for you.

5. In Step 5 of the wizard, you click Export Data if you’re ready to export the data, you
click Back if you want to change the parameters, or you click Cancel if you want to
abort the wizard (see Figure 15.26). Click Export Data to finish the wizard.
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Analyzing Performance with Earned Value Analysis 593

Figure 15.26
The final step of the
wizard gives you the
option to back up, 15
continue, or cancel.

When Project exports the data, Microsoft Excel automatically opens, and the exported
data is displayed in a graph if you elected to create one; otherwise, the data is displayed
in a worksheet. The default graph that’s created by Excel is three-dimensional (see
Figure 15.27). If you chose the default date range, the graph has many zero-valued
points plotted for values after the status date.

Chart Type button

Figure 15.27
The initial graph is
three-dimensional,
and it also includes
many zero-valued
data points.

Graph tab Data tab Zero values plotted

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594 Chapter 15 Analyzing Progress and Revising the Schedule

6. Change the chart to a line chart by clicking the Chart Type button on the Chart toolbar
and selecting Line Chart.

15 7. Edit the data on the Timescaled Data tab to remove the points that were plotted for
zeros.
Click the Timescaled Data tab. The data that’s actually plotted in the graph is at the
bottom of this worksheet, where Excel has calculated the sums of the timescaled values
for all tasks. Press Ctrl+End to jump to the last time period in the last row, and then
press Home to jump to Column A for that row.
The labels that are used in the graph legend are in Column B, but those labels are also
used in the SUMIF() formulas in the cells to the right. You should not edit the labels
unless you first paste the formula values over the formulas. To replace the formulas with
values, select all the formulas in the last three rows and press Ctrl+C (or choose Edit,
Copy). Then choose Edit, Paste Special, choose Paste Values, and click OK. You can
then change the labels to Planned Value, Earned Value, and Actual Costs.
While you have the values selected, change the display to zero decimal places, to reduce
some of the clutter in your graph. Choose Format, Cells, click the Number tab, and
change Decimal Places to 0.
Finally, delete the zero-valued cells in the last three rows that occur after the status
date. Deleting them keeps Excel from plotting those cells in the graph.
Figure 15.28 shows the graph after it is changed to a line graph, after the zero values
are removed and the other numbers are rounded to whole numbers, and after the leg-
end text is changed as described earlier.

Planned value (BCWS)

Figure 15.28
The graph of the core
earned value calcula-
tions illustrates
changes over time in
the performance of
the earned value and
the actual costs rela-
tive to the planned
value.
Actual costs (ACWP)

Earned value (BCWP)

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Revising a Schedule to Complete on Time and on Budget 595

8. Excel always gives the file it creates for the exported data the name TimeData.txt. Save
the file as an Excel file with a new name, in order to preserve the graph.

What can you tell from a graph of earned value measurements such as Figure 15.28? First,
15
for any status date along the X-axis, the vertical distance between the Earned Value curve
and the Planned Value curve measures the Schedule Variance (SV). In this example, Planned
Value is above Earned Value, which means that SV is negative at the current status date (the
last plotted points). That’s unfavorable because it means that at the present performance
level, the project won’t be completed on time. The vertical distance between the Earned
Value curve and the Actual Costs curve at any date measures the Cost Variance (CV) as of
that date. In this case, that is close to zero as of the current status date, although it’s been
negative for most of the project because Actual Cost has been higher than Earned Value.
When CV is negative, it means that you are paying more than you budgeted for the amount
of value you’re actually generating. If the project continues until all work is completed
(which the unfavorable SV predicts will be past the scheduled finish date), that work will
have cost more than budgeted.
An earned value table can tell you just as much as the graph (or maybe more) for any chosen
status date. The graph adds the ability to see the trend in the variances—to see whether
things have been getting better or worse. In this example, the SV continues to be unfavor-
able, which means that you have not resolved the problem(s) that cause you to be behind
schedule. But the CV has recently been reduced to zero, and that means that you have
begun to bring costs down to the level they were scheduled for the amount of work that is
actually being done.
If the purpose of earned value analysis is to tell you the type of corrective measures you
need to take to meet your project goals, the graph helps you assess whether your corrective
measures are working.

Revising a Schedule to Complete on Time

and on Budget
If you have determined that a plan is encountering unfavorable variances, you have to do
something about it. If the project is in trouble, it’s important to remember one thing: You
should use the plan to manage the project. Don’t deviate from the plan; change it!
Depending on the type of problem you are having, you can employ different strategies to
get the plan back on track. The bottom line is that something needs to change if you still
plan to deliver on time and on budget with high quality and all expectations met.
Project provides many tools to help you revise a schedule, but first you have to know what
will work for you on this project and in your particular situation. Remember that when it
comes to revising a project plan there are limits: scope, time (the schedule), and costs
(resources). Project managers must choose a combination of changes to stay within those
limits.
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596 Chapter 15 Analyzing Progress and Revising the Schedule

Making trade-offs to maintain a schedule is known as the “good, fast, or cheap argument.” Balancing compet-
ing demands requires careful assessment of which element the customer is willing to compromise on. In other
words, you need to pick two of three qualities: good, fast, and cheap.
15
Good encompasses both scope and quality, which means that what is good to one person in terms of features
and benefits might not be good to someone else. Fast means time in regard to schedule. Perhaps more work
can be done in less time. Usually, it requires an increase in the third consideration, which is cost (cheap).
Money might not be a first factor, but it always remains in the formula.
The answer is often a compromise on all three to arrive at an acceptable project plan.

Before you even begin to modify a plan in Project, chances are that there are users, cus-
tomers, sponsors, and managers that you’ll need to talk to before you can reflect your strat-
egy in Project. Whatever you decide, you are likely to be forced to make trade-offs. If you
use a less expensive resource to stay within budget, the work estimates might increase due to
a lack of experience of the less expensive resource. If you reduce scope, you are probably
sacrificing some of your objectives to stay within schedule and budget. If you overlap tasks
to meet deadlines, you increase the risk of failing to meet other objectives. The harsh reality
is that, if there were serious oversights when the plan was developed, the chances of com-
pleting the plan according to all its original expectations will take quite a bit of creativity on
your part.
The following sections describe what these options mean in Project.

Reducing Scope
When you cut scope, you’re reducing function, taking something out of your project objec-
tives, or delivering less than originally committed. You might also be compromising on the
quality of the project goal. Reducing scope in Project can be deployed in limited ways:
■ Deleting tasks
■ Reducing work

Negotiating a reduction in scope or a redefinition of project quality can be among the most
difficult tasks you’ll face as a project manager. After you define your initial project objec-
tives, removing functions from the deliverables is often technically complicated, requiring
advice from many different members of the team. It’s hard to decide what you can take out
and still have everything function smoothly. Add to this dilemma a group of sponsors who
have had high expectations, and you’ll find yourself in a pretty difficult situation.

Reducing Cost
A project might be on target for the completion date and meeting scope and quality require-
ments but running over budget to achieve those goals. Typically, if you “throw money” at
a project, anything is possible. But if staying within the project budget is an important con-
sideration, you need to find ways to conserve expenditures. Possible options include the
following:
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Revising a Schedule to Complete on Time and on Budget 597

■ Substitute less expensive workers for more expensive ones. The less expensive resource
also might be less experienced than the more expensive one, however, causing a rework-
ing of hours required on the tasks. A bonus here is that the more expensive resource
might now be available to work on another task and actually reduce that task’s duration.
15

■ Reduce allowable overtime for resources that can be billed against the project at an
increased overtime rate.
■ Schedule resources that have a per-use fee to work on their assigned tasks simultane-
ously. For example, if a delivery fee is associated with a resource, schedule all deliveries
together, to avoid being charged multiple delivery fees.
■ Negotiate with suppliers, if possible, to reduce fixed costs and materials costs.
■ Reducing project scope might be the only option for reducing overall cost of the pro-
ject.

Reducing Scheduled Duration

If your targeted project finish date is in jeopardy, reducing the project scheduled duration
means you first have to find out which tasks are extending the schedule, and then you have
to figure out some way to make those tasks finish sooner. In Project, you can reduce the
schedule by trying the following:
■ Add more resources to the project, so that some tasks can be completed sooner.
■ Break links between tasks and allowing them to occur simultaneously, which is usually a
risky proposition.
■ Overlap dependent tasks by introducing lead (the opposite of lag).
■ Reduce duration by increasing a resource’s percentage of commitment to tasks or allow-
ing overtime.
■ Replace inexperienced resources with more experienced resources. You might be able to
reduce work estimates, thereby completing tasks in less time.

Schedule reductions can be accomplished in a variety of ways, but the decision should be
made with caution. Many elements of risk are introduced to a project plan when you agree
to reduce work, overlap tasks, add resources, and maintain scope. Reducing the schedule
might lower your confidence in completing on time while increasing your risk of delivering
quality. Despite these concerns, project managers are sometimes forced to revise a plan and
bring it in early. Here are some ways to reduce the schedule:
■ Overlap dependent tasks. If two tasks are linked, Project sets the default relationship to
Finish-to-Start and the lag to 0d. You can overlap tasks by setting the lag to a negative
number. A negative lag is usually referred to as lead. If you introduce lead for tasks that
are on the critical path, the project finish date is recalculated to an earlier date.
■ Increase a resource’s percentage of commitment to a task. For tasks with fixed work,
increasing the resource units on a task reduces the task’s duration.
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598 Chapter 15 Analyzing Progress and Revising the Schedule

■ If a resource is already assigned 100% to a task, consider using the Overtime Work field
to reduce duration.
■ Look for underallocated resources. The Resource Usage view can be used to look for
15
resource overallocations. You can also use this view to look for underallocated
resources, by selecting View, Resource Usage, Format, Details, Remaining Availability,
and then setting the display to Remaining Availability. Keep resources assigned up to
their maximum availability, to ensure that the schedule is as efficient as possible.
■ Add more experienced resources to tasks. If you decide to replace a resource with a dif-
ferent, more experienced, resource, the trade-off is usually higher cost versus lower
work estimates. To replace a resource, you use the Resource Assignment
dialog box.

TIP
When you reduce a schedule, Project does not automatically remove unneeded occur-
rences of a recurring task. Don’t forget to get rid of unneeded tasks, such as weekly sta-
tus meetings, by modifying the number of occurrences of recurring tasks (on the Task
Information dialog box) or by deleting individual occurrences.

Adding resources is sometimes an effective way to recover a schedule that is falling behind,
but it usually comes at a price—the budget. Adding resources is easy in Project. Finding the
right resource at the right time for the right price can be challenging.
If you add resources, there are some things you might need to do:
■ Reassign work to the new resource.
■ Modify task duration to reflect redistribution of work on the task.
■ Split complex tasks into smaller, more manageable tasks, with less work and less com-
plex resource assignments on each.
■ Modify work estimates so that they are realistic for the new resource.

When you’re done revising the schedule, your resources might have become overloaded.
Load leveling is the final step to ensuring that a revised schedule remains realistic.
Many of these strategies are easy to implement in Project. The hard part is likely to be con-
vincing your project team and sponsors that your strategies for adjusting the plan are viable
and acceptable to all involved.

TIP
Before you adjust a project plan, it’s a good idea to make frequent backups of your pro-
ject’s .mpp file. You might at some point decide that the changes you are making to the
schedule are not working out. Rebuilding the plan without a good backup can be painful
if you’re not careful.
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Troubleshooting 599

Troubleshooting
Earned Value Fields All Show Zeros
I’ve displayed each of the earned value tables described in this chapter, and all my tasks show zero
values in the earned value fields. What am I doing wrong?
The earned value fields are calculated only up to the status date (or the current date, if you
haven’t defined a status date). Even then, these fields are zero if you haven’t captured data
into the baseline that’s being used for earned value calculations. Therefore, you should first
check the status date by choosing Project, Project Information. You should also check to see
which baseline is being used for earned value by choosing Tools, Options, and then selecting
the Calculation tab and clicking the Earned Value button. The baseline that appears in the
Baseline for Earned Value field should have the date when it was saved next to its name. If
there is no date, you haven’t captured that baseline.

Displaying Variances in a Consolidated File

I’m using Project Standard, and I’ve combined all my projects into a consolidated file in order to get an
overview of my project portfolio. However, the project-level variances for each inserted project display as
zero. How do I get the project-level variances and earned value indicators to calculate in a consolidated file?
Project automatically rolls up the baseline values for all tasks to the built-in project sum-
mary task (ID number 0). But when that project is inserted into a consolidated file, the pro-
ject summary task you see in the consolidated file is a surrogate for the project summary in
the source file—it’s really a task defined in the consolidated file. Project does not copy the
baseline field values to the surrogate summary task in the consolidated file. Therefore, you
do not automatically get any of the variances at the project level for the inserted projects.
The quickest resolution of this problem is to follow these steps:
1. Insert all the projects into the consolidated file. Leave each project collapsed (with sub-
tasks hidden).
2. Apply the Baseline table to the view in the consolidated file. Choose View, Table,
Baseline. Columns for all the task baseline fields then appear.
3. If you call the first inserted project file by the name Project A for now, open Project A
in its own window and display the Baseline table in that file, also. Also display the pro-
ject summary task (by choosing Tools, Options, selecting the View tab, and selecting
Show Project Summary Task).
4. Select the cells in the baseline columns in the first row of the Project A file. Copy those
cells to the Clipboard by pressing Ctrl+C.
5. Select those same cells values in the consolidated file on the row for the surrogate task
for Project A. Choose Edit, Paste Special, Paste Link.
6. Repeat this procedure for each inserted file.

When you’ve done this for all the subprojects, you will be able to display and compare vari-
ances and earned value indicators for the projects in your portfolio.
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PART
VI
Coordinating Projects
and Sharing Data
16 Working with Multiple Projects 603

17 Exporting and Importing Data with Other File Formats 631

18 Copying, Pasting, and Inserting Data with Other Applications 691

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CHAPTER
16
Working with Multiple Projects

In this chapter
Using the Window Commands 604
Displaying Tasks from Different Files in the Same Window 607
Creating Subprojects and Master Projects 612
Creating Links Between Tasks in Separate Projects 618
Sharing Resources Among Projects 621
Troubleshooting 629
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604 Chapter 16 Working with Multiple Projects

Using the Window Commands

Sometimes, working with just one project file does not allow you to accomplish your objec-
tives. Working in a Windows environment typically offers the capability to work with more
than one file at a time, and this is certainly true with Microsoft Project.
Consider the following situations when it would be beneficial to work with more than one
file at a time:
■ A task in one project might depend on a task in another project. For example, the start
16 date for one task might need to be linked to the start or finish date for a task in another
project.
■ Several projects, managed by different people, might be placed under the supervision of
a manager who coordinates dates and resources between the various projects.
■ A project might be so large that it is easier to organize and manage if it is broken into
several smaller, more manageable units. These separate files can then be linked back
together so that you can see the whole project. The benefit of doing this is similar to
that gained by outlining a project—but on a larger scale.
■ Several projects might use the same set of resources and need to be coordinated so that
the right resources are available to each project at the right time.
■ A project might be too large to fit into the computer’s memory at one time. Breaking it
into smaller projects can overcome the memory limitations.

In Microsoft Project 2003, you can have 50 files open in separate windows at the same time.
If you are using inserted projects, you can have up to 1,000 files open in any one file, assum-
ing that your system resources and memory allow it. (For all practical purposes, though,
1,000 is far more than anyone is ever likely to need.) When multiple files are open at the
same time, you use the Window menu to control and move between the various open win-
dows. You can also use the Ctrl+F6 key combination to move between active project win-
dows. As shown in Figure 16.1, a list of open project files appears at the bottom of the
Window menu. A check mark appears in front of the name of the active window. When
more than nine files are open at the same time, there is an additional option, More
Windows, at the bottom of the Window menu. When you choose More Windows, Project
displays a list of all the project files that are open. You can then choose the project file that
you want to make active, and files that are not closed are simply moved to the background.

Figure 16.1
The Window menu
includes a list at the
bottom that you can
use to locate other
open project files.
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Using the Window Commands 605

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The More Windows list of files is different from the one displayed at the bottom of the
File menu, which is simply a list of the last few files that were opened, but which are not
necessarily open now. The user can control the number of files listed in the File menu by
selecting Tools, Options.

In addition to switching between screens, you can use the Window, Split command when
dividing the screen for a combination view. Combination views can be very helpful during
many different stages of a project’s life. For example, you can display the Resource Sheet 16
view in the upper half of the screen and the Gantt Chart view in the lower half of the
screen. When a resource is selected in the upper screen, a “mini” Gantt Chart, showing just
the tasks to which that resource is assigned, is shown in the lower half of the combination
view. By selecting more than one resource, it’s possible to show all the tasks to which all
selected resources have been assigned, thereby making it easier to decide whether a resource
can be replaced on a task with an alternative resource.
➔ For more information on the views supplied with Project, see Chapter 19, “Using the Standard Views,
Tables, Filters, and Groups,” p. 735.
➔ To learn about creating custom views, see “Creating New Views” p. 834

Viewing All the File Windows at the Same Time

To view more than one project file in its own distinct window at the same time, you can
open the projects that you want to see onscreen at the same time and then use the Window,
Arrange All command. Depending on how many project files are open, each window is sized
and moved so that each file can be seen onscreen simultaneously (that is, the screens are
tiled). As you can see in Figure 16.2, the name of each file is displayed in its title bar, and the
active window has a brighter color title bar as well as the active pane indicator. This method
is obviously practical only when a few project files are open at one time or when some of the
project files are hidden (see the section, “Hiding and Unhiding Open Windows”).

TIP
If you saved a version of a project at the end of last month and you now want to com-
pare the current project and last month’s project side-by-side, you can use the Window,
Arrange All command. You can then compare specific tasks by using the AutoFilter func-
tion in the Gantt Chart view to pick out a specific task. In this way, you can get a side-by-
side comparison of how a project has changed over time. You can extend this idea and
use it with more than one project. In Project 2003, you can save up to 11 full baselines,
negating the need for saving versions of the project plan as independent files.
Nevertheless, some users prefer to adopt the approach of saving several versions of the
same files (for example at the end of each month), as it allows others to review, com-
pare, and analyze historical project data independently of the current project file.
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606 Chapter 16 Working with Multiple Projects

Figure 16.2
Displaying several
windows at the same
time can be very con-
venient when you’re
coordinating several
project files.

16

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The window that is active when you choose Window, Arrange All appears at the top-left
corner of the screen and remains active.

TIP
When a project file is not maximized, a handy shortcut menu appears when you right-
click the title bar of the file. Useful commands on this shortcut menu include Save, Print,
Spelling, and Project Information.

When you maximize any one window, all other windows become maximized as well. You
can’t see them because the active file covers the full screen, but when you move to any other
file, it is already maximized.

Hiding and Unhiding Open Windows

In some cases, you might have some project files open but you don’t want them included in
the Arrange All display (obtained by using Window, Arrange All). Instead of closing them,
you can temporarily hide them by using the Hide command. To redisplay a hidden window,
you choose the Window menu again, and if any files have been hidden, an Unhide com-
mand is available on the menu. If you choose the Unhide command, the Unhide dialog box
opens and displays a list of files that have been hidden. You can choose the file you want to
unhide and click OK. If you exit Project with windows hidden, you are prompted to save
them if necessary.
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Displaying Tasks from Different Files in the Same Window 607

Using the Save Workspace Command

If you have been working on several files at the same time and you want to be able to
resume your work by opening the same files together later, you can save the workspace in
addition to saving the individual files. To save the workspace, follow these steps:
1. Choose File, Save Workspace.
2. If any files have unsaved changes, you are prompted to save the individual files. In the
File Save dialog box, click the Yes button.
3. The Save Workspace As dialog box is displayed. Select the directory for the workspace 16
if you want to store it somewhere other than the default directory. The name of the
workspace file is initially resume.mpw (indicating that you can resume later with the
same files), but you can change it by typing a new name in the File Name text box.
4. Click the Save button to complete the operation.

To open all the files in a workspace, choose File, Open. Select the workspace file and click OK.

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Workspace files are automatically saved with the extension .mpw.

➔ You should not confuse workspace files (described in this section) with Shared Workspaces, which
require Windows SharePoint Services to work. For more information on Shared Workspaces, see “Using
Windows SharePoint Services and Shared Workspaces,” p. 628.

Displaying Tasks from Different Files in the Same

Window
The Window, New Window command deserves special attention. When you combine it
with the Insert, Project command, you can merge multiple project files into one window to
edit, view, print, or even link their tasks in one view. Each task retains its native ID number,
so you see more than one task with ID 1. You can modify the display to add a column that
identifies the project file that each task came from (for example, you could include the
Project field; this way you can tell which task exists in which project). You can sort the task
list as if it were one file; you can filter the merged list in the same way you use filters in one
file. You can apply any table or view, including the Network Diagram view, to see the
merged view. You can print views or reports from the merged window as though it were a
single project file. You can even insert and delete tasks.
There are two basic approaches to combining projects into one window. One is by using the
Window, New Window command. This approach assumes that all the files to be combined
are already open. The second method is to use the Insert, Project command, which allows
access to files that are not currently open. This second approach is described in the section
“Combining Projects into One File,” later in this chapter.
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608 Chapter 16 Working with Multiple Projects

Using the New Window Command

To combine the tasks from multiple projects that are currently open into the same view, fol-
low these steps:
1. Choose Window, New Window to display the New Window dialog box (see Figure 16.3).

Figure 16.3
In the New Window
dialog box, you can
16 choose the projects
that you want to
combine into one
window.

2. From the Projects list, select all the files you want to include in the new window. Use
the Ctrl key to add nonadjacent filenames to the selection.
3. Choose the View list box located at the bottom of the dialog box and change the view if
you want. You can also change the view later, after the new window is displayed.
4. Click OK to display the new window.

The merged window has the title Project#, where # is the consecutively assigned number
that is given each time you create a new project file. When you open the Window menu,
you see that the Project# choice is a separate entry on the open projects list, and the indi-
vidual project files have been left open. You can save the merged window for further use by
selecting File, Save.
As you can see in Figure 16.4, when any of the task sheet views are active (including any of
the Gantt Chart views), the Indicators column displays an icon for an inserted project. If
you hover the mouse pointer over this icon, a message with the name of the source file is
displayed. This icon simply tells you that the inserted project is just pointing to the source
file that contains some tasks. In the Gantt Chart view for each inserted file, the correspond-
ing project summary task name is shown, and the task ID for this project summary task
indicates the order in which the selected files were merged. You can use the Outline symbol
in front of the project summary task name to hide the details of the task, just like working
with the tasks in an outline. On the timescale side of the Gantt Chart view is a gray taskbar
that represents the Project Summary task, and it appears in much the same way as a sum-
mary taskbar.
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Displaying Tasks from Different Files in the Same Window 609

Figure 16.4
Hovering over the
icon in the indicator
column displays infor-
mation about the
inserted project.

16

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The Show command on the Formatting toolbar lets you easily choose the level of outline
detail to be displayed.

TIP
When you want to quickly see a different view of a project without losing all the layout
information in the current view, you can simply create a new window for the new view.
In this way, you can have a Gantt Chart view with a split screen showing the Task Usage
view in the lower half of the screen in one window and a Resource Sheet view with vari-
ous filters active in a another window.
You can select Window, New Window when you want to see two different window views
of the same project. In essence, this allows you to see more than a standard combination
view. By using this method, you could see two separate combination views, two full-
screen views, or one combination view and one full screen view—all of the same project.
To do this, choose Window, New Window, but select only one project file. The title bar of
the new window has the project name followed by a colon and a number, indicating the
second instance of this project file. You can use either the Window menu or Ctrl+F6 to
move between them. Any changes that you make and save to one instance of the project
file are saved in the other window as well. There is only one file open here: It’s simply
displayed in two separate windows, much like the combination views you have already
seen.
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610 Chapter 16 Working with Multiple Projects

Filtering and Sorting Combined Tasks

Initially, all the tasks in a combined project are grouped by the file from which they came.
For the most part, you can sort the list using the Sort command, or you can filter tasks by
using the Filter drop-down list or the AutoFilter method. To sort the list, choose Project,
Sort, Sort By to gain access to the check box that allows you to keep the outline structure.
You might want to be able to sort by start date, for example, and allow the tasks to move out
of their original project sort order. The predefined sort options on the Sort menu are set to
retain the outline structure. When you allow the sort not to retain the outline structure, the
16 outlining tools in the Formatting toolbar are not available.
The task list in Figure 16.5 includes two inserted projects whose tasks have been sorted in
start date order. A column for the Project field has been added to the table, to display the
name of the source project for each task. The summary tasks and the project summary tasks
have been temporarily hidden, and the outline indenting option has been turned off. You
can change these outline display options on the View tab of the Options dialog box.

Combined projects sorted by start date…

Figure 16.5
Sorting a file with
inserted projects can
make it easier to see
when tasks from
several projects
are scheduled.

…then by project name.

Note the duplication of task names in Figure 16.5. Most managers find that some common
tasks occur in almost all projects of a similar type. If you are following good project man-
agement practices and creating project files from existing files or templates, you will
undoubtedly have some repetition of task names in a combined master file. The inclusion
of the Project column is one way to identify the source of each task.
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Displaying Tasks from Different Files in the Same Window 611

TIP
If you have created and entered a task identification scheme of your own—for example, a
work breakdown structure—you can display that information in the combined file,
instead of or in addition to the Project file source name.

➔ To learn about working with customized tables, see “Using and Creating Tables,” p. 840.
➔ For more information on creating and using custom fields, see “Customizing Fields,” p. 847.
In addition to filtering and sorting, you can use a number of other formatting options, such
as bar style formatting and layout commands, in the combined file. Individual inserted files 16
are treated as summary tasks (with subtasks) in the combined file. You can also identify a
critical path across all the combined files, instead of treating each inserted file as having its
own, totally isolated, critical path.
To see a critical path across all projects and tasks in a combined file, select Tools, Options.
On the Calculation tab, turn on the Inserted Projects Are Calculated Like Summary Tasks
feature (shown in Figure 16.6). The files do not have to be linked in any way to use this
feature.

Cross-project task dependencies are important if you are truly interested in managing the critical path.
Otherwise, the critical path is simply displayed at the point where two projects just happen to converge. To
truly appreciate the impact of changes to the project and, possibly, the critical path, task dependencies must be
established.

Figure 16.6
You can display a
critical path across
combined files by
treating inserted files
as summary tasks.
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612 Chapter 16 Working with Multiple Projects

Creating Subprojects and Master Projects

There are advantages to managing a large or complex project in smaller, separate files:
Computing speed, file sharing among co-workers, and faster printing and transmitting of
smaller files are a few of them. When the time comes to review, analyze, and report on the
plan across all the individual files, you can create a master project/subproject structure to
combine the files of interest in one window. You can save this combined file and use it again
later; you do not have to re-create it for each use. A further advantage of this approach is
that the master project/subproject structure can be multi-tiered. This might be helpful in an
16 organization that needs to combine projects at a departmental level, then at a functional
level, then at a regional level, and finally at a national (or even international) level.
You can use two methods for combining files into a master/subproject structure. The first
method—using the New Window command— was discussed earlier in this chapter, in the
section “Displaying Tasks from Different Files in the Same Window.” The following sections
describe a second method for combining files—inserting files stored on disk into a new mas-
ter project plan. Key master file issues, such as maintaining the combined file, removing a
subproject, and linking between combined files, are also discussed in the following sections.

Combining Projects into One File

If a project that you want to combine with another is not already open, or if you want to
insert a project at a specific point in a project, you select Insert, Project. To insert an entire
project into another project, follow these steps:
1. Select the task row where the new project should be inserted. The existing task in that
row will be moved down.
2. Choose Insert, Project to access the Insert Project dialog box (see Figure 16.7).

Figure 16.7
You can use the Insert
Project dialog box to
identify the file to be
inserted into another.

3. Select the file to be inserted.

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Creating Subprojects and Master Projects 613

TIP
If you want to insert multiple files at the same place in a master project file, click to
select them in the order you want them displayed in the master file. To select multiple
project files, select the first one and then extend your selection by holding down the Ctrl
key while you select the other files. If you simply want to select a block of files that are
all adjacent, use the Shift key to select the last file, to automatically select all the files
between the first and last files you selected.

4. Use the Insert drop-down list on the Insert Project dialog box to select the Insert Read 16
Only option to insert a read-only copy of the file. You can make changes to the source
project in the master project, but you can’t save changes back to the source copy. This is
useful, for instance, if you want to allow a director or senior manager to see the effect
of changes he or she would like to implement. That person cannot actually make the
changes; he or she needs to discuss them with the individual project managers who are
able to make changes in the source project. This way, project managers do not find that
their projects change without their knowledge.
5. Create a link to the inserted project by choosing the Link to Project option. Changes to
inserted and master files are also made to the other file, on a bidirectional basis. If the
file is inserted as read-only, the update of the files from source project to master project
works, but updates can’t occur in the other direction. (Even if the files are inserted with
full read-write capability, you still have the option of not saving changes and closing the
files.)
6. Click OK when you are finished. The tasks of the inserted project are now available in
the original file as if they had been entered there.

N OTE
The ODBC button in the Insert Project dialog box allows you to insert a file that is stored
in a database. This topic is covered in detail in Chapter 18, “Copying, Pasting, and
Inserting Data with Other Applications.” However, if you plan on using Project
Professional and Server then the ODBC link will not apply.

Working with Inserted Projects

You can see information about an inserted project by choosing the Advanced tab in the Task
Information dialog box. You access the dialog box by using the Task Information button in
the Standard toolbar, or double-clicking the Project Summary Task that represents the
inserted project. When you access the Task Information dialog box for a task that represents
an inserted project, the title of the dialog box changes to Inserted Project Information, and
the Advanced Tab displays details of the source project file. Notice in Figure 16.8 that the
title bar indicates that this is an inserted project.
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614 Chapter 16 Working with Multiple Projects

Figure 16.8
The Task Information
dialog box for an
inserted project dis-
plays information
about the link to the
source file and offers
access to project
information for that
file.
16

You can choose whether to maintain a link with the individual source files. The Link to
Project check box determines whether changes made in this file should be linked back to the
original file. If it is checked, any content-related changes that you make to the new file are
also made in the original source file. By default, there is a link between the inserted project
and the original file that it came from. Regardless of your choice, any changes made to the
formatting in the new window are not reflected in the source files. The obvious advantage
of this is that you can make formatting changes in the new window for the purpose of print-
ing reports for different audiences, without having those changes reflected in the original
working file.
By default, files are opened as read-write, but you can change that to read-only. Select the
Read Only check box if there is a link maintained and you prefer to protect the original
source files. If the inserted file is set to read-only, the icon in the Indicators column of the
Gantt Chart view shows an exclamation point and the message indicates that the file is read-
only.
You can use the Browse button to change the link to another file or to restore the link when
the file has been moved or renamed. (Upcoming sections in this chapter provide detailed
information on moving, deleting, and renaming inserted projects.)
You can access the Project Information dialog box for the source file by clicking the Project
Info button in the Inserted Project Information dialog box.

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The reference to the location of the original source file is stored in the Subproject field
for the inserted project task. If the Read Only check box is selected, Yes is stored in the
Subproject Read Only field. You see these fields only if you add them to a table.
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Creating Subprojects and Master Projects 615

Project 2003 stores the relative path to linked or inserted projects. In previous versions of
Project, the absolute path to these files was stored, causing users to save files to inconvenient
locations simply to maintain links.

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It’s important to note that, when you combine project files by choosing Window, New
Window or Insert, Project, these project files are only displayed together in one window—
they are not linked to each other.

16
You can create inserted projects at any level of an outline, and you can insert a project into a
project that is itself inserted into another project. Microsoft Project checks to be sure that
no circular references exist within the levels.

Breaking a Large Project Apart by Using Inserted Projects

You can create inserted projects by moving tasks from a large project into new project files
and then defining the new files as inserted projects. Some preparation is involved in making
the move as easy and successful as possible.
If you move one or more tasks that are linked to tasks that will remain behind, you will lose
the links and have to redefine them later. It is easier to copy the tasks that are going to
become a new project file than cut them, save the copied tasks as a new file, insert the new
project file, change the links, and then delete the original copied tasks.
To move tasks to a new project file, follow these steps:
1. Select the task IDs of the tasks that you plan to move. This ensures that all fields will
be selected and that all relevant data will be copied. If the tasks to be moved include a
summary and all the subtasks indented underneath it, you need only select the sum-
mary task.
2. Choose Edit, Copy Task (or press Ctrl+C) to copy the task data to the Clipboard.
3. Choose File, New to create a new project file. If the Prompt for Project Info for New
Projects check box is checked on the General tab of the Options dialog box, the Project
Information dialog box opens.
➔ For more information on creating a new project file, see “Supplying Information for a New Project,”
p. 56.
4. With the Name field of the first task selected in the new file, choose Edit, Paste (or
press Ctrl+V). The task data is copied.
5. Choose File, Save to save the new file. Fill in the dialog box to save the file and click OK.
6. Return to the original file by choosing the filename from the list at the bottom of the
Window menu. Alternatively, you can press Ctrl+F6 until the project document reappears.
7. Select the task in the row below where the inserted task will be placed, and create the
inserted project as described in the section “Working with Inserted Projects,” earlier in
this chapter.
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616 Chapter 16 Working with Multiple Projects

Maintaining a library of subprojects allows you to incorporate the best practices of an organization and incor-
porate standard methodologies into all your projects. These linked methodologies can be previously completed
projects, and they can also include the best lessons learned.

Maintaining Inserted Projects

You can replace an inserted project by changing the name in the Source Project area on the
Advanced tab of the Task Information dialog box. You can use the Browse button to locate
16 the file instead of typing it in. If you simply delete the filename, you sever the link between
the two projects, and the inserted project task becomes a single task with the default one-day
duration. If the new filename exists, it is used as the source project file instead of the one
just replaced. If you type the name of the file to be inserted and Project can’t find the file, a
warning message appears, as shown in the title bar of Figure 16.9.

Figure 16.9
You need to re-
identify an inserted
project when the
original is moved,
deleted, renamed, or
simply can’t be found.

You need to be careful about moving or renaming projects that are used as inserted projects.
When you open a project that contains an inserted project, if Microsoft Project can’t find
the file, it again displays the message shown in the title bar in Figure 16.9. To maintain the
link, you would need to locate the file before proceeding.

CAUTION
You are not made aware of problems with linking to lost inserted project files until the
outline for the file is expanded in the combined file. A combined file always opens col-
lapsed down to a single summary line for each inserted project, even if the outline was
expanded when the combined file was last saved and closed.
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Creating Subprojects and Master Projects 617

If you will be maintaining multiple subprojects rolled up into a master project, you should invest time into
investigating how best to organize and catalog the repository of files. As with your desk filing cabinet or com-
puter hard drive, creating the appropriate filing system can save a lot of time in organizing your files as well as
in maintaining the linkages built into a master project.

Identifying Tasks That Are Inserted Projects

In addition to the indicator for inserted projects in the Indicators column, you can use the
Subproject File field, where the name of the inserted project is stored. You can design a 16
table to display that field and thereby identify the tasks.
Each Subproject File field entry must contain a filename and extension that are separated by
a period. Figure 16.10 shows a filter definition for displaying inserted projects by filtering
the Subproject File field for entries that contain a period. You can use the contains test and
enter a period as the value to look for.

Figure 16.10
You can filter for
inserted projects
by searching the
Subproject field for
a period.

➔ For more information on filter definitions, see “Creating Custom Filters,” p. 859.

Deleting Inserted Projects

You delete an inserted project in much the same way as you delete a summary task. Simply
select it and then press the Delete key on the keyboard, or right-click the task ID and
choose Delete Task from the shortcut menu. You are warned about deleting more than one
task, with the warning message shown in Figure 16.11. If you are using the Office Assistant,
the warnings appear in the Office Assistant’s question box rather than in the standard
Windows dialog box.

Figure 16.11
Deleting an inserted
project deletes all the
tasks that were part
of that project.
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618 Chapter 16 Working with Multiple Projects

Creating Links Between Tasks in Separate

Projects
You can create two basic types of links between projects. In the first type, all the tasks of one
project taken together are the predecessor or successor to a group of tasks in another pro-
ject. For example, in the New Product project file, the design phase is probably handled by
another department that is also using Microsoft Project. Many other tasks in the New
Product project can’t proceed until the design phase is complete. You could insert the entire
16 project for the design phase and link it as you would link any other task.
A second kind of link occurs when a specific task in another project—not the project start or
finish—needs to be linked to a specific task in the current project file. For example, in the
design phase, there is a task called Prototype Completed. Although the design phase as a
whole might not be complete, some sales and marketing tasks could begin when the proto-
type is complete.
Whichever situation you have, the method for creating the links is the same: Simply select
both tasks and use the Edit, Link Tasks command or the Link Tasks tool on the Standard
toolbar. If you have inserted a whole project into another project, you can easily expand the
inserted project task list and select the tasks to be linked. You should use Window, New
Window to display tasks from both projects together and then select the tasks to be linked.
Alternatively, you can enter the full path of the project file and task ID in the Predecessors
or Successors task fields, using this format:
drive:\directory\subdirectory\filename.ext\taskIDnumber

For example, if the predecessor is Task 6 in the project file productx.mpp, which is stored in
the directory C:\Manufacturing\Development, you would enter the following into the
Predecessors field:
C:\Manufacturing\Development\productx.mpp\6

N OTE
On networked computers, in Windows 95, 98, NT, 2000, or XP, it’s not necessary to use a
drive name; a network share can be used instead. The format in this case would be
\\sharename\directory\subdirectory\filename.ext\taskIDnumber
You can even store files on FTP sites and then insert them via the Insert Project dialog
box, by pulling up the predefined FTP site under the drop-down list box for the Look In
field.

Cross-links between files can use any of the standard task relationships (Finish-to-Finish,
Finish-to-Start, Start-to-Finish, and Start-to-Start), and they can support lag and lead time.
➔ To learn more about creating links between tasks, see “Understanding Dependency Links,” p. 177, and
“Entering Dependency Links,” p. 185.
When a link is established, the name of the task it is being linked to appears in the task list,
in gray text. The duration, start, and finish also display in gray. No other information is
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Creating Links Between Tasks in Separate projects 619

immediately available. If the task that is linked to has a duration, the taskbar appears in gray
as well. If the task being linked to is a milestone, the milestone marker is gray. If you dou-
ble-click the linked task, the project plan that contains the linked task opens. In the source
project for the linked task, the task that was linked to from the destination project plan also
appears in gray, and you can double-click it to return to the original project plan. If you
access the Task Information dialog box for either of the two grayed tasks, you can view
information about the task, but you can change only Note entries.

CAUTION
Project allows you to enter a note about a grayed task, but the note you enter is not 16
linked back to the original task.

N OTE
When you create a link to a task in another project file, the External Task field is set to
Yes. This means that you can create a filter for all tasks that have external links. This fil-
ter, combined with a table that includes the Predecessors and Successors columns,
would provide a view of all external links and their sources.

For example, say you are using separate files for two new products in development. Suppose
that design work for the second product prototype can begin when the prototype for the
first product is finished. When the two tasks from separate files have been linked together,
Project includes placeholder tasks in both files. The external successor task in the First New
Product file would look as shown in Figure 16.12.

Figure 16.12
A predecessor or suc-
cessor that refers to a
task in another pro-
ject creates a cross-
linked task.

External task name is gray External taskbar is gray

Notice the gray text of the task name Prototype Design. This task is only part of the First
New Product file to the extent that it is a successor to the Prototype Completed task. If you
double-click the Prototype Design task, the Second New Product file is opened, as shown in
Figure 16.13. Notice the gray text of the first Prototype Completed task. This task is only
part of the Second New Product plan to the extent that it is a predecessor to beginning the
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620 Chapter 16 Working with Multiple Projects

Prototype Design task. If you double-click the gray Prototype Design task, you are returned
to the First New Product file.

Figure 16.13
Grayed task names
indicate cross-linked
tasks and allow easy
movement between
files.

16

From here on out, any changes in the First New Product file that cause the Prototype
Completed task to change will have an impact on the Second New Product file. Otherwise,
the two project plans will function independently of each other.
When you open a file that has cross-linked predecessors, a Links Between Projects dialog
box automatically appears if any changes have taken place to the external tasks. You can
access this dialog box at any time by choosing Tools, Links Between Projects. You can use
this dialog box not only to refresh any changes made to the external files but also to
reestablish file locations or delete links. The Differences column shows what kind of
changes have taken place. Notice in Figure 16.14 the full path is shown for the selected task
in the title bar of the dialog box.

Task in current file Linked filename

Figure 16.14
The Links Between
Projects dialog box
identifies changes
made in cross-linked
tasks.

External task
source file

External predecessor task information

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Sharing Resources Among Projects 621

If you create links that would cause a circular relationship between tasks—that is, one task
acting as a predecessor and a successor of another—the dialog box in Figure 16.15 opens.
You need to explore the relationships between the linked tasks and locate and remove the
erroneous link.

Figure 16.15
Project displays an
error message if any
cross-linked tasks
create a circular 16
relationship.

Sharing Resources Among Projects

It is not unusual to have several projects use the same set of resources. When this is the
case, it’s cumbersome to manage the same resources in several different project files. You
can’t easily see what each resource is doing for all projects. You might want to have
Microsoft Project store the resource information in one file and only the assignment infor-
mation in the project files. You do this by entering all resources in one project file (which
might not even have any tasks) and by instructing the other project files to use the resources
defined in the file with the resources.
If a number of projects share the same list of resources, you can open all the projects at the
same time and view the allocation of resources across the projects. Microsoft Project warns
you when a resource is overallocated because of conflicting assignments in different pro-
jects, and you can use the leveling command to resolve the resource overallocation by delay-
ing tasks in different projects.
➔ For more information on managing resource allocations, see “Strategies for Eliminating Resource
Overallocations,” p. 417.

Creating the Resource Pool

Any project file can be the one that contains the resource pool. If the resources typically
work on many different projects, you can create a project file that has no tasks in it but that
simply contains a list of the resources.
➔ For more information on Project templates, see “Creating and Using Templates,” p. 103.

Using the Resource Pool

You can define any project file to use the resources of another project file, by choosing
Tools, Resources, Share Resources. If both files have resources defined in them at the time
the link is established, the resource pool is enlarged to include all resources defined in both
files. If the same resource is defined in both files and there is a difference in the definition
between the two files, you must tell Microsoft Project which file takes precedence in set-
tling definition conflicts. The Share Resources dialog box provides a check box for this pur-
pose.
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622 Chapter 16 Working with Multiple Projects

Maintaining a clean pool should be a significant concern to project managers and resource managers. Project’s
default option is for the pool to take precedence, and this should probably be the button of choice for every
project link that is established. This way, each new sharer can be assured of having the most current resource
data available. It will help prevent inconsistencies between projects that utilize the same set of resources.

After a sharing link is established, you can look at the Resource Sheet view in either file to
see the complete list of resources, and you can change the resource definitions in either file.
When you close the files, each includes a copy of the entire resource pool. In this way, you
16 can open the project file that uses the resource pool independently of the file that actually
contains the resources, if needed, to modify and manage that project file.
To enable a project file to use the resources of another file, follow these steps:
1. Open both project files: the one containing the resource pool and the one that is to
share that pool. Make sure that the active project is the one that is to use the other pro-
ject’s resources.
2. Choose Tools, Resources, Share Resources to display the Share Resources dialog box
(see Figure 16.16). Choose the Use Resources option button and use the From drop-
down box for a list of currently open files from which you can choose.

Figure 16.16
You can use the Share
Resources dialog box
to link to a resource
pool in another
project file.

3. Select the Pool Takes Precedence option button if you want conflicting definitions to
be settled by the entry in the file that contains the resource pool. Select the Sharer
Takes Precedence option button if you want resource definition conflicts to be settled
by the entry in the file that uses the resource pool.
4. Click OK to complete the link.

If the file containing the resources is not open when you open a connected file that shares
its resources, an Open Resource Pool Information dialog box opens (see Figure 16.17). You
can choose to have Project open the resource pool as well as all other project files that use
the resources.
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Sharing Resources Among Projects 623

Figure 16.17
Microsoft Project
offers to open the file
that contains the
resources.

16

The Open Resource Pool Information dialog box displays several different options (see
Figure 16.18). If you choose the first option, to open the resource pool and see assignments
across all sharer files, both files are opened and any changes made to the sharer file are
immediately reflected in the pool. The pool file is said to be opened as read-only, but this is
misleading. The pool can accept changes to resource assignment information, so it isn’t
read-only; however, it is locked to prevent other sharer files from making immediate
changes to the pool.
The other option in the Open Resource Pool Information dialog box allows you to open
and work on a project file without also opening the resource pool. This lowers the comput-
ing overhead and increases work speed.

CAUTION
If you open a shared file without also opening the pool and you make changes to the
file, the changes are saved with the file, but the pool is not immediately updated. Your
changes are not incorporated into the pool until the pool itself and all sharer files have
been opened at one time. Options for opening the resource pool file are shown in
Figure 16.18.

Figure 16.18
Access to and the
behavior of the
resource pool file are
affected by how the
pool was opened.
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624 Chapter 16 Working with Multiple Projects

When you open the resource pool file directly, the option you choose on the Open
Resource Pool dialog box determines the accessibility and updating behavior of the pool.
The read-only option allows you to make changes and see the results immediately in a copy
of the last-saved version of the pool file, but changes made in real-time by any other user
are not reflected until the pool is closed and reopened. However, you can use certain com-
mands to refresh the pool with current information while multiple users are working in it.
Under Tools, Resources, choose the Update Resource Pool option to save changes to the
stored resource pool, and then use the Refresh Resource Pool option to load a fresh copy of
the pool into the open pool window. If these two options are not available (that is, they are
16
grayed out), the file-sharing environment is such that updating and refreshing the pool are
not necessary.
The second option for opening a resource pool file is to open the file as read-write. The
descriptive text in the Open Resource Pool dialog box informs you that this option gives
you complete editing control over the pool file but it completely locks out other users while
you have the file open. You can use the third option—open the resource pool and all sharer
files—to force the pool file to retrieve the latest saved versions of all attached files and
essentially rebuild the pool.

TIP
It is good computing practice to periodically open the resource pool file and all sharer
files, forcing the most up-to-date information into all files. This procedure also alerts you
if files have lost or corrupted links.

After a project is set up to share another project’s resource pool, if the resource pool is open
in read/write mode, any changes you make to the resource pool while both files are open
are recorded directly into the shared pool and are shared by both files immediately.
If you work with the dependent project file alone, however, and you make changes in the
resource sheet of that project, the changes might not be saved back to the resource pool
immediately (although you should be prompted to do so when saving the file). And if you
merely add new resources with different names, the resources are added to the resource
pool when the resource pool is next opened in read/write mode.
If you change the definition of the resource (for example, the pay rate, maximum units, or
working days on the resource calendar), the changes might be lost when both files are
loaded in memory together the next time. If you marked the Pool Takes Precedence option
button in the Share Resources dialog box, the changes are lost if you try to make the
changes in a dependent file; if you marked the Sharer Takes Precedence option button in
the Share Resources dialog box, the changes are recorded in the resource pool. However,
the Sharer Takes Precedence option is not used very often, and in the vast majority of cases,
the Pool Takes Precedence option is the default.
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Sharing Resources Among Projects 625

TIP
For consistency, the resource pool should be the only file where underlying resource
details are changed. Typically, one or two people in a company are made custodians of
the resource pool, and they enter all changes to pay rates and other resource details.
The sharer files should be connected to the pool, and the Pool Takes Precedence option
should be selected.

Saving Multiple Files in a Workspace

The pool and resource-sharing files can be saved simultaneously into a workspace file. This 16
workspace file is assigned the default filename of resume.mpw. You can choose File, Save
Workspace to save all open pool and sharer files together.
An easy way to open files attached to a resource pool is to open the pool file first and then
open the Share Resources dialog box (by choosing Tools, Resources, Share Resources). The
Share Resources dialog box presents a list of all sharing files. You open all sharing files by
clicking the Open All button (see Figure 16.19). You can also open an individual sharing file
by selecting the filename in the Sharing links area and clicking Open.
➔ This is not to be confused with Shared Workspaces, which require Windows SharePoint Services to
work. For more information on Shared Workspaces, see “Using Windows SharePoint Services and
Shared Workspaces,” p. 628.

Figure 16.19
You can open all
sharing files from
within the Share
Resources dialog box
in the pool file.

Discontinuing Resource Sharing

You can discontinue the sharing of resources at any time. To do so, simply open the file that
uses another file’s resources, open the Share Resources dialog box (by choosing Tools,
Resources, Share Resources), and choose the Use Own Resources option button. The
resources in the resource pool are then no longer available to the file. However, any
resources that were assigned to tasks in the file are copied into the file’s resource list and are
saved with the file. Likewise, any resource in the file that was sharing the resource pool of
another project is copied into the pool and remains there, even after sharing is discontinued.
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626 Chapter 16 Working with Multiple Projects

To discontinue a project file’s dependence on another file’s resource pool, perform the fol-
lowing steps:
1. Open the file that is to become independent and use its own resources.
2. Make the file that is to use its own resources the active file window.
3. Choose Tools, Resources, Share Resources to open the Share Resources dialog box.
4. Choose the Use Own Resources option button.
5. Click OK to execute the new definition.
16
The message in Figure 16.20 confirms the removal of the connection between the two files.

Figure 16.20
Project confirms that
you want to remove
the connection
between a project file
and a resource pool.

N OTE
You can also break a sharing link from the other direction: Open the pool file and display
the Share Resources dialog box. As shown in Figure 16.19, a Break Link option is avail-
able.

Identifying Resource Pool Links

A resource-sharing connection is recorded in the file that contains the resource pool and in
the file that uses the resource pool. The Share Resources dialog box displays linking infor-
mation in both file types, and the layout of the dialog box tells you which of the two file
types is active.
Figure 16.16 displays the Share Resources dialog box in a file that uses the resource list
from another file. Contrast that illustration with Figure 16.19. As you can see, Project
knows which file is acting as the pool file and changes the Share Resources dialog box to
offer file link-management options.

TIP
When you first begin to experiment with inserted projects, cross-project links, and shar-
ing resource pools, it would be worth your while to create a table that includes the fol-
lowing columns: External, Linked Fields, Predecessors, Successors, Subproject File,
Subproject File Read-Only, and Notes. As you begin working with the files, you can see
exactly what is happening and where Project is storing the information. Then you can
change the column titles to abbreviations so that you can make the columns narrow and
see more onscreen without scrolling.
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Sharing Resources Among Projects 627

➔ For more information on customizing tables, see “Using and Creating Tables,” p. 840.

Viewing Resource Loads Without Sharing a Pool

In a large organization, it might not be desirable to have multiple project managers attach-
ing their files to a single resource pool. Performance can be affected, and other managers
might be prohibited from making and saving changes to their files if someone has inadver-
tently opened all the sharer files. If your main reason for pooling is to summarize and report
on resource assignments across multiple files, it is not necessary to maintain file links to a
resource pool.
16
When two or more Project files have been consolidated, as discussed earlier in this chapter,
Project can create a combined list of resources assigned to those files. Breaking the link to
all underlying files causes Project to re-create a list of resources from all consolidated files.
Resource names from each file are matched, and the assignments are totaled. Then the
Resource Usage view, among others, shows the distribution of work by resource across all
projects consolidated in the particular file.
To create this combined resource list, open the Task Information dialog box for the project
summary line of each inserted project. Move to the Advanced tab and, in the Source Project
area, clear the check box for the Link to Project option, as shown in Figure 16.21. Now the
Gantt Chart view displays tasks renumbered consecutively; duplicate task IDs no longer
exist. The individual files cannot be edited within this revised consolidation because the
links no longer exist. You can create a separate consolidated file, including file links, to edit
projects from this level.

Figure 16.21
You can unlink con-
solidated files to cre-
ate a combined
resource list across
projects.

TIP
When using this method to create a consolidated resource list, you should still maintain
a separate file that acts as a resource information repository. Designate someone to keep
the resource detail information—pay rate, nonworking time, and so on—up-to-date in a
single file. When updates are made, notify all project managers to open their Project
files, link them to this resource file to bring down the most recent resource information,
and then simply break the resource-sharing link and save their files.
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628 Chapter 16 Working with Multiple Projects

Using Windows SharePoint Services and Shared Workspaces

If you have a server running Windows SharePoint Services, you can save your projects to it
and take advantage of the many new features it offers. The Shared Workspace feature
(shared with Microsoft Office 2003 applications) allows you to see other users’ tasks (not to
be confused with project tasks), documents, lists, and team member names, all from a task
pane that is integrated into Project 2003. You can also check documents (projects) in and
out from the workspace. Please note that this option does NOT require Microsoft Office
Project Server and in fact cannot be used if you are using the Microsoft Office EPM solu-
16 tion (for example, Project Professional and Project Server). To activate the workspace fea-
tures, you need to
1. Have access to a server that is running Windows SharePoint Services. You should also
create a workspace and then enable permissions to the workspace.
2. Save a project to the server that is running Windows SharePoint Services. For example,
create a new project, then in the Save As dialog (on the File menu) enter the URL to
your server running Windows SharePoint Services in the File Name field, such as
http://sharepointserver:90/teamspace.

When you click Save, Microsoft Project connects you to the Windows SharePoint Services-
extended server where you can see other documents that have already been saved or work-
spaces that you have created; at this point, you can select a workspace, then enter a project
name, and then click Save to finish the saving process. This is shown in Figure 16.22.

Figure 16.22
Saving tasks to a
Project Workspace.

Once you have saved a project to the shared workspace on the server running Windows
SharePoint Services, a number of menu items become available to you. On the Tools menu,
the Shared Workspace option becomes active. Selecting this activates the Shared Workspace
area. Additionally, on the File menu, the Check-out/Check-in and Versions menus become
available.
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Troubleshooting 629

In the Shared Workspace pane, you will be able to see a number of things, such as a list of
other members of your group, whether they are online, if there are comments about docu-
ments, or even a list of documents that are also stored in the workspace.
You can check out projects from the common workspace and also create different versions of
the projects. Should you choose to check in the project, you are prompted for comments
that are saved with the version you are saving.
In the Versions dialog box, you can choose to open a given version, delete a version, view
the comments, or restore a versioned project as the current project.

Troubleshooting
Viewing Task Information from Multiple Projects
When I choose Window, New Window, I can’t tell which task is from which file, especially if I have
sorted the tasks by their start dates. Can I change that?
You can modify the table that you are using so that it also displays the project filename,
which is most likely just before or just after the ID number for the task. This way you can
see the filename and the task ID together, so you can distinguish between files. To make this
change, right-click a column heading and choose Insert Column. Then choose Project for
the Field Name.

Turning Off Resource Sharing

My project plan is sharing resources with several other plans. How do I make it stop sharing?
To fix this problem, open the file that uses another file’s resources, open the Share
Resources dialog box (by choosing Tools, Resources, Share Resources), and choose the Use
Own Resources option button. Then, the resources in the resource pool are no longer avail-
able to the file. Remember that any resources assigned to tasks in the file are copied into the
file’s resource list and are saved with the file. Likewise, any resource in the file that was shar-
ing the resource pool of another project is copied into the pool and remains there, even
after sharing is discontinued.
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24 0789730723_ch17.qxd 1/12/04 2:13 PM Page 631

CHAPTER
17
Exporting and Importing Project
Data with Other File Formats

In this chapter
Exchanging Project Data with Other Applications 632
File Formats Supported by Microsoft Project 2003 632
Importing Project 2003 Data from Other Project Management Applications 636
Exporting Project 2003 Data to Older Versions of Microsoft Project 636
Using the Import/Export Wizard 637
Saving an Entire Project in a Database 640
Exchanging Selected Parts of a Project with Other Formats 649
Using Project 2003 as an OLE DB Provider 687
Troubleshooting 689
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632 Chapter 17 Exporting and Importing Data with Other File Formats

Exchanging Project Data with Other Applications

There are many reasons you might find it useful to be able to share all or part of a Microsoft
Project 2003 document with another software application. One common reason is to be able
to prepare reports in other applications. Similarly, it is often useful to import data from other
applications into Microsoft Project, especially to avoid retyping large amounts of data. The
following scenarios illustrate some of the uses for Project’s data-exchange capability:
■ You might have a list of tasks or resource names in Excel that you want to use in a
Project plan. You might also have a list of tasks in Outlook. It is faster and more accu-
rate to import the data than to type it again in Project.
■ You might want to analyze some of your Project data by using the special calculating
power of Microsoft Excel.
■ There might be others in your organization who want to query your project, but who
don’t have Project installed on their PCs. If the project is saved in a database format
17 such as Access or SQL Server, you can work on it in Project and the others can use
Access-aware applications to view the Project data details.
■ You might prefer to publish your project on a corporate intranet or on the Internet, via
Web pages, using Hypertext Markup Language (HTML) or eXtensible Markup
Language (XML).

This chapter helps you choose the best method for exchanging data between a Microsoft
Project 2003 project file and other software applications. As illustrated by the examples in
the preceding list, you can transfer all the Project data or only a part of it. For small
amounts of data, it is probably easier to copy and paste, using the Windows Clipboard.
Chapter 18, “Copying, Pasting, and Inserting Data with Other Applications,” describes how
to copy and paste data between Project files and other file formats. For larger transfers, it is
usually easiest to export and import data files as described in this chapter.

File Formats Supported by Microsoft Project 2003

You can import and export entire projects or selected sets of project data by using the File,
Open and File, Save As menu commands. These commands allow you to read and write the
project data in formats other than Project’s native .mpp format. After providing an overview
of the file formats supported by Microsoft Project 2003, this chapter examines the details of
exporting and importing with each of the formats.
➔ For information about using the File commands, see Chapter 4, “Managing Project Files,” p. 95.
Microsoft Project supports three native formats that store all Project data, including views,
tables, filters, groups, and field data. Additional formats are supported for exchanging
selected data with other applications that don’t read the Project native formats. Table 17.1
summarizes the file formats that you can use with Microsoft Project 2003. In general, if the
format can handle the entire set of Project data, Microsoft Project creates copies of all its
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File Formats Supported by Microsoft Project 2003 633

tables and fields in the new format. If only part of the Project data is to be exchanged, you
need to use an Import/Export map to match Project fields with the fields in the other format.

N OTE
The file extensions referred to in Table 17.1 and the text are visible in Project’s Open and
Save As dialog boxes only if Windows is set to display file extensions.

Table 17.1 File Formats Supported by Microsoft Project 2003

File Format Extension Description

Native Formats
Project .mpp This is the standard format for Project
document files, and it is compatible with
Project 2000/2002. It saves the complete set
17
of project data. Project versions prior to
Project 2000 cannot open these files.
Template .mpt Templates save standard, or boilerplate, infor-
mation that you use frequently for projects.
When a new project is created using the tem-
plate, a new Project document is created.
Project Database .mpd This format is based on the Microsoft Access
2000/2002 file format. The entire project data
set is saved in this format, including field data,
views, calendars, and formatting. The files can
be queried, opened, modified, and saved in
either Microsoft Project or Microsoft Access.

Other Formats

Project 98 .mpp The Project 98 file format is used to save a

project file to a version that is compatible with
Project 98. Because of differences between
Project 98 and 2003, certain features of the
project file are lost in the 98 plan.
Microsoft Project .mpx The MPX format is used to import
Exchange (MPX) 4.0 data from older versions of Microsoft Project
or from other project management applica-
tions. The MPX 4.0 format does not include
the fields and features introduced in Project
98, 2000, 2002, or 2003. You can open an
.mpx file in Project 2003, but you cannot save
Project 2003 documents in .mpx format.

continues
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634 Chapter 17 Exporting and Importing Data with Other File Formats

Table 17.1 Continued

File Format Extension Description

Other Formats
Microsoft Access .mdb The Microsoft Access 2000/2002 database for-
mat can be used to save all or part of a pro-
ject’s data. Any application that recognizes this
format can open the file or query it for
reports. An Import/Export map can be used
with this format if you want to save only por-
tions of the project.
Open Database N/A ODBC databases are data storage sources that
Connectivity (ODBC) can be accessed by a wide variety of applica-
tions, both commercial software products and
custom applications. You can store entire pro-
17
jects or selected project data in ODBC data
stores. The use of an Import/Export map is
optional.
Microsoft Excel Workbook .xls Project can export to the Microsoft Excel
5.0/95 format. You can export field data in this
format but not project elements such as calen-
dars and views. The resulting file can be
opened directly as a workbook in Microsoft
Excel or in any application that supports the
Excel 5.0/95 format. Although you can read
Excel 2002 data into Microsoft Project 2003,
you cannot save data in the Excel 2002 format
from Project 2003. An Import/Export map is
required for exchanging data in this format.
Microsoft Excel PivotTable .xls This format is used for analyzing project data
in an Excel PivotTable. You can export only
selected field data to a PivotTable. You cannot
import from an Excel PivotTable into
Microsoft Project. An Import/Export map is
required for exporting data in this format.
HTML .htm The HTML format is used to create Web
pages to be viewed on the World Wide Web
and corporate intranets. You can export
selected field data to the HTML format, but
not an entire project. You cannot import from
HTML files into Microsoft Project. An
Import/Export map is required for exporting
data in this format.
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File Formats Supported by Microsoft Project 2003 635

File Format Extension Description

Other Formats
XML .xml Another file format for Project 2003 is the
XML format. This format is similar to
HTML, and is complementary to HTML for
publishing Project data to Web pages and for
viewing on either the Internet or on corporate
intranets. Unlike HTML files, however, XML
files can be opened directly by Project 2003.
ASCII Text .txt This is a generic text format that is widely
used for data transfers between applications
and platforms. Field data is tab delimited. You
can transfer field data for only a single
Microsoft Project table in this format. An
Import/Export map is required for exchanging 17
data in this format.
Comma Separated Value .csv This is another generic text format that is
widely used for transferring data between
applications and platforms. Originally, field
values were separated by commas, but now the
format uses the default system list separator.
You can transfer field data for only a single
Microsoft Project table in this format. An
Import/Export map is required for exchanging
data in this format.

N OTE
The Project Workspace format, which has the extension .mpw, also appears in the list of
file types in both the Open dialog box as Workspaces (*.mpw), and on the File menu as
Save As Workspace. However, this is not really a data file format. It merely saves the
workspace settings (that is, the names of the files that are open, not any field data), so
that you can open all those files in the same window arrangement by simply opening the
.mpw file.

The sections that follow examine all these file formats except the standard Project docu-
ment (.mpp), Project template (.mpt), and Project Workspace (.mpw) types, which are cov-
ered in Chapter 4.
Most of the non-native formats require that you use an Import/Export map to define which
field values in Project are to be associated with data locations in the other format. The cre-
ation and use of a map are described in detail with the first file format that requires it.
See the section “Creating Import/Export Maps for Access and ODBC Sources,” later in this
chapter.
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636 Chapter 17 Exporting and Importing Data with Other File Formats

Importing Project 2003 Data from Other Project

Management Applications
In the past, the most comprehensive exchange of data between Microsoft Project and other
products was through the MPX format. However, MPX has been replaced by the Microsoft
Project Database format as the preferred vehicle for exchanging all project data. Project
2003 can open MPX files, but it cannot create or save files in MPX format.
To open a Microsoft Project 2003 file that was saved in MPX format, choose File, Open.
After selecting the search directory in the Look In text box, the list of files you can open will
include any MPX files in that directory, along with the rest of the Project files. To see just
the MPX files, select MPX in the Files of Type list box. Select the MPX filename that you
want to open and click the Open button. The MPX file will then be opened as a new
Project 2003 (.mpp) project file.

17
Exporting Project 2003 Data to Older Versions
of Microsoft Project
Project 2003 maintains backward compatibility with Project 2000 and 2002 by using the
same file format. This means that you can save a Project 2003 file, and then open it, revise
it, and save it in Project 2000/2002, and then reopen it again in Project 2003. In general,
most Project 2003 data will be retained when the file is opened in Project 2000/2002; how-
ever, any new data fields that Project 2000 cannot understand simply remain hidden while
the file is open in Project 2000.

N OTE
Project 2003 uses a unique method of handling new and unknown data fields that may
be included in upcoming releases of Microsoft Project. Instead of hiding the unknown
data fields for backward compatibility, Project 2003 will display field names as
Unavailable and field data as NA for data that comes from any future version.

To maintain backward compatibility between Project 2003 and Project 98, it is possible to
use Project 2003 to both open and save project files in the native Project 98 format. When
you attempt to save a project file in Project 98 format, the resulting file is stripped of any
Project 2003 features that are not compatible with Project 98. You also see a dialog box that
warns you of the potential for lost data.
To save a file in Microsoft Project 98 format, choose File, Save As. Select a save directory in
the Look In text box, and then select Microsoft Project 98 in the Files of Type list box.
Give your file a name and click the Save button.
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Using the Import/Export Wizard 637

TIP
Because the file extension for a Project 98 file is the same as for a Project 2003 file
(.mpp), you should use a unique naming system for Project 98 files. For example, New
Product-98.mpp can be easily distinguished as a Project 98 project from its Project
2003 version, New Product.mpp.

Using the Import/Export Wizard

A helpful feature of Project 2003 is the Import/Export Wizard. This wizard launches auto-
matically whenever you attempt to open or save a file that does not have the .mpp file exten-
sion. To demonstrate how the Import/Export Wizard functions, the following steps
document what the Export Wizard shows when you attempt to save a file as an Excel work-
book (.xls):
1. The first screen of the Import/Export Wizard is the Welcome page. If you are import-
ing a file, Import Wizard is displayed on the title bar of the dialog box and if you are 17
exporting a project file, the Export Wizard appears. There are no options for you to
select—only an explanation of what this wizard can do. Click Next to continue or
Cancel to stop the export procedure.
2. The second screen displayed is the Data page, which asks how you want to export the
data. Generally, you can export data as a full project, selected data only, or some other
option that is unique to the type of data you are exporting.
As with most wizards in Microsoft software applications, you can click Back to return to
the previous page, click Next to continue, or click Cancel to stop the exporting procedure.
3. If you chose to export selective data, the third screen is the Map page (see Figure 17.1).
This page allows you to choose the type of map to use for exporting data. The choices
are generally limited to creating your own map by selecting the New Map option, or
using an existing map.

Figure 17.1
The Map page allows
you to choose
whether to use a new
map or an existing
map to export data.
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638 Chapter 17 Exporting and Importing Data with Other File Formats

4. If you choose the Existing Map option in the Map page, you see the Map Selection
page (see Figure 17.2). Choose the existing map that you want to use to export your
data and click the Finish button.

Figure 17.2
The Map Selection
page lists all the pre-
defined and custom
maps for exporting
data.

17

5. The next screen is the Map Options page, which allows you to select the type of data
you want to export. The options generally include exporting tasks, resources, or assign-
ments, or a combination of the three. One exception is that when you export project
data to a text file (.txt or .csv), you can export only one of the three data types at a
time.
In addition to the data options to be selected, there may be additional options in the
bottom half of the dialog box, depending on the file type.
6. The next screen is the Task Mapping page (see Figure 17.3), where you provide infor-
mation that is used for mapping Project data into the receiving application. For exam-
ple, you provide information on how to map the field names in Project with field
names in the application that is receiving the exported data.

Figure 17.3
The Task Mapping
page tells Project how
to map your data to
the application that is
receiving the exported
data.
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Using the Import/Export Wizard 639

7. The final screen of the Import/Export Wizard shows the End of Map Definition page.
This page allows you to save your map, whether you created a new map or edited an
existing map. To save the map, click the Save Map button. Otherwise, click Finish to
export the data.
8. If you elected to save the map, you next see the Save Map dialog box (see Figure 17.4).
Give the new map a name and click Save. You can use the Organizer button to copy
one or more maps into the active Project file.

Figure 17.4
You use the Save Map
dialog box to save a
new or edited map.

17

You see additional wizard pages only when you are importing data. One of these is the
Import Mode page (see Figure 17.5), which is used to tell Project how to import the data.
Generally, if you have chosen to import partial data from a file such as an Excel workbook or
an Access database, you will see this additional page as the fourth or fifth page in the wizard.
You can choose to create a new file with the imported data or append the data to a project
file that is already open in a project window. Finally, you can merge your data into an open
project file, which overwrites tasks that match the key field you indicate to use for a merge.

Figure 17.5
The Import Mode
page is used only dur-
ing an import opera-
tion, to determine
how to import the
data into a Project
file.
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640 Chapter 17 Exporting and Importing Data with Other File Formats

Saving an Entire Project in a Database

To save an entire project in another format, select one of the database formats, such as the
Microsoft Project Database format, the Microsoft Access Database format, or the ODBC
format. In each of these formats, all aspects of the Project document can be saved, including
all the field data, calendars, views, tables, filters, and format settings.

N OTE
When you create a file in a foreign format, Project creates many new tables and fields in
the external database to hold copies of the data from its internal tables and fields.
Because of differences in naming conventions between Project and the database to
which you are saving, the table names and field names in the database may be very dif-
ferent from the names you see in Project when you place fields in views or reports.

17 Using the Microsoft Project Database Format

When you use the Microsoft Project Database format, Project saves the entire project to a
Microsoft Access 2002 database format, with the extension .mpd. This format has replaced
the MPX format as the standard interchange format for project data. You can store multiple
projects in the same .mpd file, which facilitates analysis of resources, tasks, or assignments
that span many different projects. You can open individual projects from the .mpd file in
Microsoft Project, in Microsoft Access, or in any application that supports the Microsoft
Access format. You can query the .mpd file with any application that can query an Access
database directly or an ODBC data source directly.

TIP
To see a list of Project database files while using Access, go to the Open dialog box, type
*.mpd into the File Name box, and press the Enter key. The file extension .mpd is not on
the list of default data source extensions displayed by Access—nor is it on the list of
options in the Files of Type pull-down list.

Saving a Project in a Microsoft Project Database

When you save a project in Microsoft Project Database format, you have the choice of cre-
ating a new .mpd file that initially contains just one project or of adding the project to an
existing .mpd file that may contain related projects that you want to keep together. When
you open an .mpd file that contains multiple projects, you are asked to select the project that
you want to retrieve.
You cannot save only selected parts of a project in Microsoft Project Database format; the
entire project is saved, including all field data for tasks, resources, and assignments, plus all
other information, such as views, formats, and calendars.
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Saving an Entire Project in a Database 641

TIP
If you want to save selected parts of a project in a database format, save your project by
using the Microsoft Access Database (*.mdb) file type and choose the Only Selected
Data option on the second page of the Export Wizard.

TIP
To improve performance, Project’s timephased assignment data is normally saved in a
binary format, as a BLOB (binary large object) file, instead of in a table in the database.
If you want the timephased assignment data to be available in a table in the database,
you must choose Tools, Options and select the Save tab. Select the check box labeled
Expand Timephased Data in the Database. Note that this is a project-level setting—it
affects only the current project.

TIP
It’s a good idea to give a project a title in the Properties dialog box before you start to 17
save it to a database, especially when saving it to a database that already contains other
projects. Project suggests the properties title as the name for the project you are saving
during this process, and having that identifying name in place can help you avoid confu-
sion when saving to a database.

To save a Project file as a new Microsoft Project database, follow these steps:
1. Choose File, Save As to display the Save As dialog box.
2. Select the location for the new database file in the Save In box.
3. Pull down the list of file types in the Save as Type list box and select Project Database
(*.mpd). If there are any .mpd files in the location you have selected, they appear in the
file list at this point. The extension on the project filename also changes to .mpd.
In Figure 17.6, the project document was originally named NewProduct.mpp, but the
extension is changed to NewProduct.mpd when the .mpd file type is selected. Because this
is to be the name of the database, not just one project in the database, the user has
added an “s” to the filename as New Products.mpd. An existing Project database named
Engineering Projects.mpd appears in the file list.

TIP
When choosing the name for a new Project database, bear in mind that you might
decide to store many project documents in the database. Unless you know that you will
store only one project in the database, you should choose a generic name that will help
you identify the current project you are saving as well as all the others that you will
probably store in the same database file.
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642 Chapter 17 Exporting and Importing Data with Other File Formats

An existing database name

Figure 17.6
Selecting Project
Database (*.mpd) as
the file type changes
both the list of files in
the location and the
extension on the
default filename.

Replace the current project name with a database name

17
4. Supply the name for the database in the File Name text box. Note that this name does
not necessarily have to match the name of the project; the database can potentially con-
tain many projects. The default database name is the same name that is attached to the
project file. To give the database a more general name, type in the new filename.
5. Click the Save button to start saving the data. The Export Wizard dialog box appears.
6. Click the Next button. The Project Definition dialog box appears (see Figure 17.7).

Project name

Figure 17.7
You must provide the
Export Wizard with
additional information
before it saves a pro-
ject as a database.

Database name

7. If you want to change the name of the project, type a new name in the Project Name
text box. The project title appears as a default name for the project. The project title is
maintained in the File Properties dialog box, on the Summary tab.
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Saving an Entire Project in a Database 643

8. Click Save to begin creating the database. A Saving progress bar appears on the left of
the status bar to let you know the file is being saved.

Saving a project in an already existing database requires a few additional steps:

1. Choose File, Save As to display the Save As dialog box.
2. Use the Save In box to select the location where the database file is stored.
3. Pull down the list of file types in the Save as Type list box and select Project Database
(*.mpd). The Microsoft Project Database files that are already stored in that location
are then displayed.
4. Choose the database name from the list. Note that the original project name in the File
Name text box disappears and the database name replaces it. (You will restore the pro-
ject’s unique name in a moment.)
5. Click the Save button to start saving the project. The Export Wizard dialog box
appears. 17
6. Click the Next button. The Existing Database dialog box appears. Because you are
adding a project to an existing database, Project needs to know if you are replacing that
database or just appending another project to those that are already stored there.
7. Click the Append option if you want to add this project to those that are already in the
database. Also click the Append button if you want the project you are saving to replace
another project that is already saved in the database. You have to give the new project
the same name in the database as the project that it replaces and choose to overwrite
the existing project in the database.
Choose the Overwrite option if you want to remove all existing projects from the data-
base and save only the new project in that file.
Click the Cancel button if you want to back out of the process and leave the database
file unchanged. If you choose Append or Overwrite, the Save to Database dialog box
appears.
8. Review the names of other projects stored in the database file (see Figure 17.8). If you
are replacing a project, select that project’s name from the list. Otherwise, you can keep
the default name of the new project or change its name by typing a new name in the
Project Name list box.
9. Click the Finish button to begin saving the project in the database.

Opening Projects from a Microsoft Project Database

To open a project that was saved in a Microsoft Project Database, follow these steps:
1. Choose File, Open.
2. Select the location of the database file you want to open in the Look In box. The
Microsoft Project Database files in that location are displayed, along with other project
files that are stored there. If you want to see only project database files listed, choose
Project Databases in the Files of Type box.
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644 Chapter 17 Exporting and Importing Data with Other File Formats

Figure 17.8
Project Data Center is
the first project stored
in this database. The
user is preparing to
save another project
called Data Center
One.

Save a new project in an existing database

17
3. Choose the database name from the list and click the Open button. The Import Wizard
dialog box appears.
4. Click the Next button. The Data Type dialog box appears.
5. Select the format of the data to be imported, and then click the Next button to con-
tinue. The Project Definition dialog box appears (see Figure 17.9).

Delete a selected project from the database

Select a project to open

Figure 17.9
You can delete or
rename projects while
using the Import
Wizard.

Tools to delete or rename the selection

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Saving an Entire Project in a Database 645

6. Select a project to open from the list of projects, and then click the Finish button to
open the project.

N OTE
Other buttons in the dialog box let you return to the previous dialog box and delete the
selected project from the database. You can also use the Tools button to delete or
rename the selected project.

If Project data has been changed by another application in the .mpd file, and then it is
imported into Project 2003, Project attempts to determine which field was changed and
makes appropriate adjustments to other data, which might rely on the changed field.
After opening and working with a project that is stored in an .mpd file, you can save your
work as you would with any other file: Choose File, Save from the menu or click the Save
button on the Standard toolbar. The project is saved in the database it came from, replacing 17
the older version of the project.

CAUTION
If you use the File, Save As command instead of File, Save, Project changes the extension
of the project file to the default .mpp format. If you don’t correct the name, the project is
saved in a new standard project document instead of back into the database from which
it came.

Using the Microsoft Access Format

You can save an entire project in a standard Microsoft Access database, using the native
Access 2000/2002 format. You must save all the project data when you choose to use the
Microsoft Project Database format, but you can choose to save all or only selected parts of
the project when you use the Microsoft Access format instead.
The steps for saving an entire project in the Access format are virtually the same as those
used to save a Microsoft Project database. To save all of an open project document in a
Microsoft Access 2000 database, follow these steps:
1. Choose File, Save As. Select the location for the new database file and select Microsoft
Access Database (*.mdb) as the file type.
2. Supply a name for the new database, or select the name of an existing database. Click
the Save button and the Export Wizard will appear.
3. Make all appropriate selections in the Export Wizard, and then click Finish to begin
saving the project in the database.

Opening Projects from a Microsoft Access Database

You can open a project that was saved in a Microsoft Access database in the same way you
open a project in a Project (*.mpd) database:
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646 Chapter 17 Exporting and Importing Data with Other File Formats

1. Choose File, Open from the menu to display the Open dialog box.
2. Select the location of the database file you want to open in the Look In box.
3. From the Files of Type list box, select Microsoft Access Database (*.mdb).
4. Choose the database name from the file list and click the Open button. The Import
Wizard dialog box appears.
5. Click Next. The Data Type dialog box appears.
6. Select whether to open a full project, only selective data, or unmapped data.
7. Click Next. The Project Definition dialog box appears (see Figure 17.10).

Only entire projects are listed here

Database filename

Figure 17.10
You can open one of
17 the complete projects
stored in an Access
database as a Project
document.

Project to be opened

8. Select a project to open from the list of projects, and then click the Finish button to
open the project.

CAUTION
If the database does not contain any complete project files (in other words, it contains
only parts of one or more projects), you must create an Import map to import selected
data from the tables in the database (see the section “Creating and Using an Import
Map,” later in this chapter).

After opening and working with a project stored in an Access database, you can save your
work as you would with any other file by choosing File, Save or clicking the Save button on
the Standard toolbar. The project is saved in its original database, replacing the older ver-
sion of the project.
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Saving an Entire Project in a Database 647

N OTE
After saving or opening a project in a Project database or an Access database, you will
find the project name in the list of recently used files at the bottom of the File menu. The
list includes the database name in angle brackets, followed by a backslash, followed by
the project name. For example, if you saved a project named Product#24 in the
NewProducts.mpd database in the Projects directory of your E: drive, you would
see the following entry near the bottom of the File menu:
<E:\Projects\NewProducts.MPD>\Product#24
Clicking this entry in the file list opens the Product#24 project from the database.

Saving and Opening Projects Using an ODBC Data Source

You can store and retrieve project data with any ODBC-compliant data source, such as the
following:
■ Microsoft Access 2000/2002 17
■ Microsoft SQL Server version 7.0 or higher
■ Oracle Server version 8.0 or higher

ODBC database sources are ideal for customized applications that draw data and reports
from many different enterprise-level databases. ODBC is not a file format; rather, it is a set
of protocols, drivers, and instructions for storing the way to access and work with different
data sources.

Saving a Project in an ODBC Database

You can save a project in an ODBC database almost as easily as in any other format. There
are a few additional steps involved in identifying an ODBC data source. The data source
definition is not a database itself, but a reference, or pointer, to a database. You can create
some databases in which to store a project on the fly. Others have to be created by server
administrators. See your database administrator if you need help with the data sources that
are available to you.
To save an entire project in an ODBC database, follow these steps:
1. Choose File, Save As.
2. Click the ODBC button in the Save As dialog box. This displays the Select Data Source
dialog box (see Figure 17.11).
3. Choose either the File Data Source tab or the Machine Data Source tab to show the list
of data sources that are already defined on the system. If you need to create a new Data
Source Name, click the New button and complete the steps in the Create New Data
Source Wizard.
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648 Chapter 17 Exporting and Importing Data with Other File Formats

Selected data source

Figure 17.11
The Select Data
Source dialog box lets
you create a new data
source definition or
use an existing one.

17

N OTE
If you are unfamiliar with how to create a new data source name (DSN), contact your
database administrator for assistance.

4. Select a data source and then click OK.

5. If required by the data source you selected, enter your logon ID and password and then
click OK. The Export Wizard dialog box appears.
6. Click the Next button. The Data dialog box appears.
7. Make sure the option to save a full project is selected, and then click the Next button.
The Project Definition dialog box appears.
8. Provide the name you want to use for this project in the database.
9. Click the Finish button.

Importing a Complete Project from an ODBC Source

To open a complete project from an ODBC database, complete the following steps:
1. Choose File, Open.
2. In the Open dialog box, click the ODBC button.
3. Select the tab (either File Data Source or Machine Data Source) that lists the data
source you want to open.
4. Choose the data source and then click OK. The Project Definition page of the Import
Wizard dialog box appears.
5. Select the project you want to open and click Finish.
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Exchanging Selected Parts of a Project with Other Formats 649

N OTE
You must be careful when importing a project from an ODBC source that was not origi-
nally created in Microsoft Project. The source database must have been carefully struc-
tured to parallel the database structure used by Microsoft Project.

N OTE
After saving or opening a project in an ODBC data source, you will find the project name
in the list of files at the bottom of the File menu. As with projects saved in Project or
Access databases, the listing includes the ODBC data source name in angle brackets, fol-
lowed by a backslash, followed by the project name. Clicking a listing opens the selected
project.

Exchanging Selected Parts of a Project with

Other Formats 17

For some file formats, you are allowed to store only selected field values from a Project file.
This is true for the Microsoft Excel format, the HTML format, and the text formats. In
other instances, you simply might not want to save all of a project’s information. For exam-
ple, a colleague might ask you to provide an Access database that records just the task
names, scheduled work, and actual work for a project, so that she can help estimate task
work in a similar project.
When you save an entire project in a database, Microsoft Project automatically creates a
standard set of tables in the database, with standard Microsoft Project database field names.
If you save only part of a project’s data to a database, you need to provide the name of the
new or existing table(s) that will receive the data.
If you choose to save only parts of the project in one of the export formats, you must use an
Export map to define which fields you want to export from Project and what you want to
name the table or tables in which they will be stored. If you plan to change the values in the
other format and then import the data back into Project, you must use that same map or a
similar map as an Import map to tell Project where the imported data is to be inserted in the
Project data structure.

Working with Import/Export Maps

All Import/Export maps specify which tables and fields in a foreign data format will be
matched with tables and fields in Microsoft Project’s native format. A map allows you to
define tables in the foreign format to match the data in Project’s native tables. You can
define the following tables in an Import/Export map:
■ A task table for values that match Project’s task fields
■ A resource table for values that match Project’s resource fields
■ An assignment table for values that match Project’s assignment fields
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650 Chapter 17 Exporting and Importing Data with Other File Formats

N OTE
You cannot import or export Project’s timephased data by using Import/Export maps.

For each table in a map, you must specify the field name in Project and the corresponding
data location in the foreign format. Option buttons make it very easy to add all Project
fields to the table or to add the same set of fields that appear in one of the already defined
tables in Microsoft Project.
For Export maps, you can choose to export a subset of the tasks or resources in the project
by applying one of the predefined Project filters.
➔ For more information about Project’s predefined filters, see Chapter 19, “Using the Standard Views,
Tables, Filters, and Groups,” p. 735.
For import maps, you can choose how the imported data will fit into the open Project file.
These are the options:
17
■ You can place the imported records into a new Project document. Project creates a new
.mpp document file with the field values you have selected. This file is a standard
Project .mpp file that has no links to the source of the imported data; saving it does not
update the source data.
■ You can have the imported records appended to the tasks, resources, or assignments
that are already in the open project. Project will add new tasks, resources, or assign-
ments below the existing tasks, resources, or assignments.
■ You can have the values in the imported records merged into the existing project to
update the existing tasks, resources, or assignments. In this case, Project attempts to
match the records to be imported with those that are already in the open document.
When there is a match, the imported field values will replace the existing field values.
In order for Project to match the records coming in with those in the current file, you
must define one field as a key field to be used for matching records. For example, you
could import resource names and standard rates to update the pay rates in the resource
table. In this case, you would probably use the resource names as the key field to match
records.

Import/Export maps are not file-format–specific; that is, if you design a map to export data
to Access, you can use the same map to export data to an ODBC data source, to a text file,
or to an Excel worksheet. However, the different file formats often convert non-text fields
into different field types and different values. For example, if a resource is assigned eight
hours of work on a task, the same export map would export those eight hours as the text
value 8 hrs to an Excel worksheet, and to an Access database as the number 480,000 (1,000
times the number of minutes in eight hours).
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Exchanging Selected Parts of a Project with Other Formats 651

Furthermore, some maps export more data to one format than to another. For example, the
Who Does What Report map exports more data to an HTML document than it does to an
Access database (see the section “Using the Who Does What Report Map,” later in this
chapter).

N OTE
When you choose to save Project data in a non-Project format, Project modifies the
options that are shown on the Import/Export map to match the format you chose. For
example, if you choose Save As for an HTML format, and then you choose an
Import/Export map that was originally designed for exporting to an Excel worksheet, the
worksheet options are replaced by HTML options.

You must be very careful when using a map to import data into Project. A map designed for
one database or worksheet might specify tables or fields that are not used in another data
source. Always check the structure of the map before using it to import data. 17
Import/Export maps are saved in the GLOBAL.MPT file, rather than in the active Project file
when you create them. You do not have to use the Organizer to rename a map. Rather,
when you are editing a map, you can simply change its name. You must use the Organizer to
delete a map.
➔ For information on using the Organizer to delete objects such as Import/Export maps, see “Working
with the Organizer and Global File,” p. 107.

TIP
To share a map with other users, you can use the Organizer to copy the map into an
open project file and then save the project. The other users can then open your project
file and use the Organizer to copy the map into their GLOBAL.MPT files.

Reviewing the Predefined Import/Export Maps

Microsoft Project 2003 includes 11 predefined Import/Export maps for general-purpose
use. Some are like predefined Project reports, views, or tables. The predefined maps are
listed in Table 17.2. For those that are intended for a specific file format, Table 17.2 notes
the intended file format.
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652 Chapter 17 Exporting and Importing Data with Other File Formats

Table 17.2 The Predefined Import/Export Maps

Map Description
Who Does What Report Used to save an HTML table that lists resources and their task
assignments.
Compare to Baseline Used to export a table that lists all tasks with scheduled and base-
line values.
Cost Data by Task Used to export a table that lists task costs.
Default Task Information Used to export or import the basic task fields that are included in
the Task Entry table.
Earned Value Information Used to export the task earned value fields.
Export to HTML Using Used to export basic task, resource, and assignment values to an
Standard Template HTML document.

17 Resource Export Table Map Used to export all the fields in the predefined resource’s Export
table.
Task Export Table Map Used to export all the fields in the predefined task’s Export table.
Task and Resource PivotTable Used to create Excel PivotTables for tasks and resources.
Task List with Embedded Used to export an HTML table of tasks and their assigned
Assignment Rows resources.
Top Level Tasks List Used to export a table with data for tasks at the top outline level.

The following sections explain how these maps were created and how they can be used most
effectively. All the predefined maps were designed for exporting selected data from Project
to another file format. Some were designed with specific file formats in mind—for example,
HTML or Excel PivotTables—but any map can be used to export to any of the formats.
Maps generally work best, however, if they are used with the format for which they were
designed.
Note that in all cases, the exported values for the duration and work fields are exported as
text (not as numeric data), with the time unit attached as part of the text value, such as 10d.
Although some maps are designed for exporting and some for importing, any map can be
used for either operation. Be very careful, however, when using a map to import data into
Project because the result might not be what you expect.
When you use an Import/Export map to exchange data with a file that has another format,
the external file that supplies or receives the data is added to the list of recently used files at
the bottom of Project’s File menu. For example, after you export (save) data to an Excel
worksheet named TaskCosts.xls, using the map named Cost Data by Task, you see the
entry TaskCosts.xls (Cost Data by Task) on Project’s File menu. Because clicking a file list-
ing causes Project to open the file, clicking the listing would cause Project to import (open)
the Excel file TaskCosts.xls and copy data into a Project document, using the Cost Data by
Task map to determine which Project fields receive the imported data.
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Exchanging Selected Parts of a Project with Other Formats 653

By default, Project’s predefined maps all place imported data into a new Project document
that is created on the fly. Therefore, clicking the file listing causes Project to create a new
document that has the Excel data in it. You should close this new project file without saving
it because the map was designed for exporting, not for importing, and the new project file is
not a complete project file.
When imported data is placed in a new Project document, there is no harm done because
you can simply close the new document. However, import maps can also be defined so that
they append the imported data to the active file or merge the imported data into existing
task or resource records, updating existing field values with the values stored in the external
document. If the map named in the file listing is set to append or merge, clicking the file
listing alters the data in the document that is active when you click the listing. If the active
document has unsaved data in it, you could lose some or all of that data as a result of click-
ing the listing on the File menu.

CAUTION 17
You should never open a foreign-format map file from the File menu’s file list unless
you’re absolutely sure that you want that data imported. Even then, be sure you save the
active document beforehand, just in case.

Using the Who Does What Report Map

The Who Does What Report map is best used to save an HTML table of resource assign-
ments. The resulting table is named Who Does What and is similar to the Who Does
What report you can print in Project by choosing View, Reports, Assignments, Who Does
What. Like the Resource Usage view in Project, the HTML table lists resource names and
task assignment names in the same column with the assignment names, indented under
their resource names. There are columns for the Start, Finish, and Work field values for
each assignment. The data for the Work field is text data (not numeric), with the unit
“hours” appended as part of the text value.
Although this map works best when saving to HTML format, you can also use it to save to
an Excel workbook or to one of the text file formats. When saving to Excel or one of the
text formats, the resource rows are indistinguishable from the assignment rows because the
assignments are not indented as they are in the HTML format. If you open the HTML
document in Excel, however, the resources and assignments are formatted distinctively.

TIP
When saving data to Excel or a text format, you should modify the Who Does What
Report map and add the field named Assignment to the table to distinguish resource
names from task assignment names. Rows in the list that are resources have No in the
Assignment field, whereas rows for assignments have Yes. You could apply Excel’s condi-
tional formatting to bold the resource rows based on the value No being found in the
Assignment column. See the section “Saving Project Data as an Excel Worksheet,” later in
this chapter, for more information.
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654 Chapter 17 Exporting and Importing Data with Other File Formats

If you attempt to use the Who Does What Report map to create a database table, Project
doesn’t include the associated assignment rows for each resource. To create database tables,
you have to add to the map an additional table for the assignments and then link the tables
on the resource names within the database application. (See “Working with Web-Enabled
Project Data” later in this chapter for more details about the HTML format.)

Using the Compare to Baseline Map

You use the Compare to Baseline map to export a table named Baseline Comparison that
lists all tasks, with their Start and Finish dates as well as their scheduled, baseline, and vari-
ance values for duration, work, and cost. This map works the same way for database, work-
sheet, and text formats.

Using the Cost Data by Task Map

You use the Cost Data by Task map to export a table named Task Costs that lists all the
17 tasks (fixed cost, cost, baseline cost, cost variance, actual cost, and remaining cost) and their
cost values.

Using the Default Task Information Map

The Default Task Information map can be used to export or import the basic task fields that
are included in the Task Entry table: ID, Name, Duration, Start Date, Finish Date,
Predecessors, and Resource Names. This map works the same way with all file formats.

Using the Earned Value Information Map

You use the Earned Value Information map to export the earned value fields for tasks to any
of the file formats. It includes these fields: Task ID, Task Name, BCWS, BCWP, ACWP,
SV, CV, Cost (EAC), Baseline Cost (BAC), and VAC.
➔ For more information about earned value fields, see “Analyzing Progress and Revising the Schedule,”
p. 555.

Using the Export to HTML Using Standard Template Map

You use the Export to HTML Using Standard Template map to export basic task, resource,
and assignment values to an HTML document. The task table includes the ID, Name,
Duration, Start, Finish, Resource Names, and % Complete fields. The resource table
includes the ID, Name, Group, Max Units, and Peak (Peak Units) fields. The assignment
table includes the Task ID, Task Name, Resource Name, Work, Start, Finish, and % Work
Complete fields.
See the section “Working with Web-Enabled Project Data” later in this chapter for more
details about the HTML format.

Using the Resource Export Table Map

You use the Resource Export Table map to export the fields that are included in the prede-
fined resource’s Export table. The resource’s Export table is a fairly comprehensive set of 24
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Exchanging Selected Parts of a Project with Other Formats 655

resource fields that covers the definition of the resource as well as scheduled, baseline, and
tracking sums for work and cost for each resource.

Using the Task Export Table Map

You use the Task Export Table map to export nearly all the fields that are included in the
predefined task’s Export table. The 70+ fields that are exported include task definition fields;
values for scheduled, baseline, and actual work, and values for cost, duration, start, and fin-
ish; and a large number of the user-definable text, cost, duration, number, and flag fields.

Using the Task and Resource PivotTable Map

You use the Task and Resource PivotTable map to create an Excel document with two
PivotTables that summarize the total cost of the resource assignments. Both PivotTables are
organized by resource groups and within each group by resource names. The resulting Excel
file contains four sheets in all:
17
■ The Tasks sheet provides the data for the Task PivotTable and includes these columns:
Resource Group, Resource Name, Task Name(s), Duration, Start, Finish, and Cost. If
your project is outlined, there is a Task Name column for each outline level, and all
summary task names for a subtask appear on the row for the subtask. The outline level
1 summary tasks are in the column named Task Name1, the outline level 2 summary
tasks are in the column named Task Name2, and so forth.
■ The Task PivotTable sheet shows for each resource group the tasks to which each
resource in the group is assigned, along with the task duration, start, and finish. The
cost for each assignment is the Data field in the PivotTable, and there are summary
costs for each task and summary task, for each resource, and for each resource group.
■ The Resources sheet provides the data for the Resource PivotTable and includes the
Resource Group, Resource Name, Work, and Cost fields.
■ The Resource PivotTable shows the work and cost totals for each resource group and
each resource within a group. The totals are not broken down by task.

N OTE
If a project has more than two outline levels, Project creates the data sheets and the
PivotTables, but it is not able to perform the layout of fields for the Task PivotTable, and
that sheet therefore appears to be empty. You have to do the layout manually in Excel.

See the section “Exporting to an Excel PivotTable,” later in this chapter, for more informa-
tion about working with PivotTables.

Using the Task List with Embedded Assignment Rows Map

Use the Task List with Embedded Assignment Rows map to export an HTML table of tasks
and their assigned resources. This map is best used to export a table that includes all the
resource assignments for each task, as well as the Work, Duration, Start, Finish, and %
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656 Chapter 17 Exporting and Importing Data with Other File Formats

Work Complete fields for each assignment. All the information about exporting to Excel or
Access, as mentioned earlier for the Who Does What Report map, applies to this map as
well.

Using the Top Level Tasks List Map

You should use the Top Level Tasks List map to export a table that shows only the outline
level 1 tasks. The fields include the Task ID, Name, Duration, Start, Finish, % Complete,
Cost, and Work. This map works for all file formats.

Creating Import/Export Maps for Access and ODBC Sources

Creating an Import/Export map is fairly straightforward when you understand the process
because Project does most of the work for you. To illustrate, we will first create a map to
export selected cost data for tasks, resources, and assignments to an Access database. Then
we will modify the same map to import a more limited set of data from the Access database.
17 The same map could be used for an ODBC database as well.

Creating and Using an Export Map

Export maps are easier to create than import maps because the Project field names are the
source of the data, and you can create field names in the target format that are similar to the
Project field names. When you create an Import map, the field names in the source format
may not be as easy to relate to the field names in Project.
To create a map for exporting some of Project’s cost data to an Access 2002 database, follow
these steps:
1. Open the Project file whose data you want to export.
2. Choose File, Save As.
3. Select the directory location from the Save In list box.
4. In the Save as Type list box, select Microsoft Access Database (*.mdb).
5. If you are creating a new database, type its name in the File Name text box.

TIP
If you are going to append data to an existing database, it is a good idea to create a copy
of the database for testing while creating the new map. Then, when the map behaves as
you want it to, you can use it to append to the intended database and you can delete the
test database.

TIP
In general, it is not wise to add partial project data sets to an Access database that
already contains complete projects. Project does not let you add selective data to the
tables it has already created in the database; therefore, you would have to create your
own named tables to hold the data, which you might as well do in a special database
that is dedicated to partial data sets.
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Exchanging Selected Parts of a Project with Other Formats 657

6. Click the Save button to display the Export Wizard dialog box.
7. Click the Next button to display the Data dialog box.
8. Select the option to export only selective data, and then click the Next button. The
Map dialog box appears.
9. Select the option to use a new map and click the Next button. The Map Options dialog
box appears.
10. Select one or more types of data—tasks, resources, or assignments—to be exported. In
Figure 17.12, you can see that all three types of data will be exported.

Figure 17.12
You use the Map
Options page of the
Export Wizard to
determine which type
of data tables will be
17
created.

11. Click the Next button to display the Task Mapping dialog box.
12. Supply a descriptive name for the table in the Destination Database Table Name field.
13. If you want to limit the tasks that will be exported, use the list of filters in the Export
Filter field to select a task filter. Any of the currently defined filters can be chosen. You
cannot design a new filter at this point, as filters must be defined ahead of time. In
Figure 17.13, you can see that the table to be created will be called Cost Summary by
Task and that the All Tasks filter will be used.
14. Define the task fields that will be exported in the mapping table. You must list each of
the Project fields that are to be exported in the column labeled From: Microsoft
Project Field. You must create a name for the database field that will hold that data in
the column labeled To: Database Field. The data type is filled in automatically, based
on the Project field types.
Click the list arrow in the first cell in the left column—the cell that displays the prompt
(Click Here to Map a Field). The complete list of Microsoft Project task fields is dis-
played (see Figure 17.14).
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658 Chapter 17 Exporting and Importing Data with Other File Formats

Supply a name for this table Select a predefined filter here

Figure 17.13
You use the Task
Mapping page to
name the task table in
the destination data-
base and to select an
Export filter.

17
Drop-down list of Project’s field names
Names for exported fields

Figure 17.14
You use the Task
Mapping dialog box
to select a Project
field name to be
exported. Move selected field
up or down in the list

Tools to help
manage the field list

Sample data
for chosen fields

15. Select the fields to be exported from the list of Project fields, and press the Enter key
after selecting each field. A default field name is inserted in the second column (for the
exported database), and the field data type is automatically inserted in the third column.
Below the mapping table, you should see a sample of the fields you have added and the
data they contain.
You can change the export field name to suit your tastes. Be sure, however, that you
don’t violate any field-naming rules for the format you are creating. For example, for an
Access database, field names can’t have leading spaces or include periods, exclamation
points, or square brackets.
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Exchanging Selected Parts of a Project with Other Formats 659

N OTE
When exporting to Access, you should leave in place the underscore word separators
that Project supplies. Although Access accepts nonleading spaces in field names, the
Microsoft Project procedure that creates the table for Access thinks that spaces are not
allowed, and displays an error message indicating that illegal characters were used in a
field name.

16. If needed, you can use several buttons to speed the process of managing the field map-
ping table (refer to Figure 17.14):
• To move a field row in the list, select the row to be moved and use the Move arrows
on the right side of the mapping table to move the row up or down in the list.
• To insert all the task fields in Microsoft Project, click the Add All button.
• To clear the mapping table, click the Clear All button.
• To insert a blank row for a new field in the middle of the list, select the place 17
where the row should be inserted and click the Insert Row button.
• To remove a field row, select the row to be removed and click the Delete Row
button.
• To populate the mapping table with the same fields that are contained in one of
the task tables in Microsoft Project, click the Base on Table button. The Select
Base Table for Field Mapping dialog box appears (see Figure 17.15), with a list of
all the currently defined task tables. Select the table you want to use and click
OK. The field list is cleared from the mapping table, and the fields that are
defined in the table you selected are inserted in the mapping table.

Predefined list of task tables

Figure 17.15
You can fill the map-
ping table with the
fields defined in a
Project table by using
the Base on Table
button.
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660 Chapter 17 Exporting and Importing Data with Other File Formats

17. When the task mapping table is completed, click the Next button to move on to the
next table you have elected to include in the database export. In this example, the
Resource Mapping page is displayed (see Figure 17.16). The table name is Summary by
Resource. You fill in the fields by selecting the Cost table from the list displayed by the
Base on Table button. (Note that you can also apply a resource filter to select a subset
of the resource records to be included in the Export table.)

Resource table name

Figure 17.16
The resource map-
ping table is defined
in the same way as
the task mapping
table.

17

Sample data for

chosen fields

18. Finally, if you are including assignment fields, click the Next button to display the
Assignment Mapping page, and then repeat the process. The assignment records are
the details that are combined for the task and resource cost summaries. Because there is
no table in Microsoft Project for assignments (they only appear in the Task Usage and
Resource Usage views and on certain forms), you cannot choose a table as a template
for the fields to be included. Also, there are no filters for assignments. Both these
options are dimmed on the Assignment Mapping tab.
19. When all the tabs are filled in, click the Next button. The End of Map Definition page
appears.
20. Click the Save Map button to save the export map. The Save Map dialog box appears
(see Figure 17.17).
21. Type a descriptive name for the map in the Map Name field and then click the Save
button. You are returned to the End of Map Definition dialog box.
22. Click the Finish button to export the selected data to the database whose name you
entered in the Save As dialog box in step 5.
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Exchanging Selected Parts of a Project with Other Formats 661

Names of existing maps

Figure 17.17
It is a good practice to
save your map if you
want to use it again in
the future.

Name of this new map

Go to the Organizer
17

TIP
If you design a map for use with one file format—for example, with HTML—and then use
the map to exchange data with an application of another format, such as Access, the
results might be very different. For specialized maps it’s a good idea to include the appli-
cation name in the map name, as is done in the preceding example.

Creating and Using an Import Map

When you want to import data into Microsoft Project from another source, you must either
find a workable import map, or create one of your own. If the data was originally exported
from Microsoft Project, you can use the same map for the import that you used for the
export. Or, if you want to make slight changes, it is easy to edit the export map and then
save it as a new import map.
The options for an import map are slightly different from those for the export map:
■ The source tables are already defined (whereas you defined the target tables in the
export map). For example, there may be many tables in the source database that have
task information in them. You must choose the table that contains the task data you
need. Similarly, you must identify the source tables that are appropriate for supplying
resource or assignment fields.
If you created the source by exporting fields from Project, it will be much easier to
import the data back into Project from those same fields because the field names will be
recognizable. If the source table was created by an application other than Project, the
field names have to be matched with Project’s internal fields.
■ You cannot import only a portion of the records by using any of the Project filters. If
you want only part of the records from the source, you have to filter the source first, to
produce a new database, and then import the resulting tables into Project. Otherwise, it
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662 Chapter 17 Exporting and Importing Data with Other File Formats

might be easier to import all the data into Project and then just delete the unwanted
records.
■ When importing, you can choose whether the imported data will be stored in a new
project file or merged into an existing Project document. You can append the imported
records to the records that already exist in a Project document. Or you can choose to
merge the imported data by using it to update selected fields for tasks or resources that
already exist.

To illustrate how to import from another file format, let’s import from the cost database that
was created earlier in this chapter, in the section “Creating and Using an Export Map.”
If you intend to add the imported data to an existing Project document, you must open that
project before starting the import process. Otherwise, it doesn’t matter which project docu-
ments are open when you import because Project will create a new document. To import
data by using a map, complete the following steps:
17
1. Choose File, Open, or click the Open tool.
2. Select the location of the data source in the Look In list box. If you are importing from
an ODBC data source, click the ODBC button instead and select the data source in that
dialog box.
3. In the Files of Type list box, select the format of the data source.
4. Choose the data source file from the file list and click the Open button. The Import
Wizard dialog box appears.
5. Click the Next button to see the Data Type dialog box.
6. Select the option to import only selective data and then click the Next button. The
Map dialog box appears.
7. Select the Use Existing Map option. If you want to create a new import map, select the
New Map option, and then follow the same techniques outlined for creating an export
map in the section “Creating and Using an Export Map.” Click the Next button to dis-
play the Map Selection dialog box.
8. Select the map that you want to use to import the data. Be extremely careful when
selecting a map, to be sure that it defines the way you want to import the data. Click
the Next button to display the Import Mode dialog box.
9. Choose to import data as a new project to start a new Project file with the imported
data. Or, choose Append the Data to an Existing Project to add the desired records
after the records already in the project. Or, choose Merge the Data to an Existing
Project to have Microsoft Project match incoming records with existing records and
update the fields with the imported values.
10. Click the Next button. The Map Options dialog box appears.
11. Select the types of data—tasks, resources, or assignments—to import. Click the Next
button.
12. The Mapping dialog box appears for the first type of data you selected in step 11.
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Exchanging Selected Parts of a Project with Other Formats 663

13. Examine the Mapping dialog box for each type of data to be imported, to verify that the
settings are correct. You should select the list of names in the Source Database Table
Name field to verify that the appropriate table has been chosen for the type of data in
each Mapping dialog box.
Figure 17.18 shows the Task Mapping dialog box for the import map that is derived
from the export map created earlier. The Source Database Table Name list is selected
to show the tables in the source database.

Source database table names

Figure 17.18
The map that you
defined as an export
map has a few differ-
ent options when
used as an import
map. 17

N OTE
The list of source database table names contains more tables than you explicitly defined
in your export map. These extra table names have an MSP_ prefix, and they are there to
help the user decipher the data values that were exported.

14. Click the Next button and examine the Resource Mapping or Assignment Mapping
dialog boxes to make sure the settings are correct.
15. If you choose to merge the imported data, the Set Merge Key button appears in the
Task, Resource, and Assignment Mapping dialog boxes. You must select a merge key in
each Mapping dialog box. Merge Key is a field that has identical values in both the exist-
ing Project file and the imported table. For example, the task ID field matches tasks as
long as the task list has not been edited since the exported data was created. It would
have been better to include the Unique ID field in the export because the Unique ID
number doesn’t change after a task is created and is a more reliable key field.
After you have selected the key field, click the Set Merge Key button. The field name
changes to MERGE KEY: field name. In Figure 17.19, the ID field has been selected as
the Merge Key in the Task Mapping dialog box. If you need to change the Merge Key
field, select the new key field and click the Set Merge Key button again.
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664 Chapter 17 Exporting and Importing Data with Other File Formats

Selected key field Set Merge Key button

Figure 17.19
One field must be
selected as the merge
key field, to identify
matching records
when imported data
is to be merged with
existing data.

17
N OTE
If you want to merge assignment data, you must use the Unique ID field for assignments.

16. Click the Next button to display the End of Map Definition dialog box. If you have made
changes to the map and want to save the map by a new name, click the Save Map button.
17. Click the Finish button to import the desired data into your project.

Figure 17.20 illustrates the errors you may see in the mapping tables if you choose the
wrong map. If the map names source fields that don’t exist in the file you have started to
open, the field name entries appear in red and have an OUT OF CONTEXT: prefix in the From:
Database Field column.

Wrong map selected

Figure 17.20
If you have chosen
the wrong type of
map to import data,
you will see errors
in the Resource
Mapping dialog box.

Field names in map are not found in the source data

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Exchanging Selected Parts of a Project with Other Formats 665

If you don’t see the imported data in Project after the import operation is finished, see “Missing
Imported Data” in the “Troubleshooting” section at the end of this chapter.

Working with Microsoft Excel Formats

You can export field data to Microsoft Excel workbooks as worksheet data or as PivotTable
data. Furthermore, you can import table data from Microsoft Excel workbooks, but not
from PivotTables. When you export to Excel, Microsoft Project creates an Excel file in the
Excel 5.0/95 format, which makes the data available to that version and all later versions of
Excel. You can import from Excel documents that are saved in Excel 4.0 format or any later
format, including Excel 2002.
When you create an Import/Export map that will work with the Excel format, a few options
are different from those for creating an Import/Export map that will work with other formats:
■ You can choose whether to export Project data by using the Project Excel Template or via
an export map. The Project Excel Template exports a standardized set of Task, Resource,
17
and Assignment fields, and it creates a separate worksheet for each type of data.
■ You can choose whether to export field names as the first row of the worksheet. If you
choose not to export field names, the field data goes in Row 1 of the worksheet and
there are no column titles unless you add them later.
■ You can instruct Project to include assignment rows such as those displayed in the
tables of the Task Usage and Resource Usage views. The worksheet rows are not auto-
matically outlined and indented in the Excel workbook as they are in Project.
You can use Excel’s Group and Outline command to group assignments under the task
or resource, and this makes it possible to hide and display the assignment rows at will
(as in Project). However, you will have to group each set of assignments by hand, and
when the assignment rows are displayed, they are still not indented.

TIP
Before using Excel’s Group and Outline command, remember to change Excel’s default
grouping direction. Choose Data, Group and Outline, Settings and then clear the
Summary Rows Below Detail check box. This places the outline symbols for grouping
(the plus and minus indicators) to the left of the task or resource name (like in an
Assignment view), rather than at the bottom of the list of assignments in each group.

Saving Project Data as an Excel Worksheet

You can use an Import/Export map you created for another format to export Project data to
Excel. You might want to use an existing map, and then save it with a different name that
indicates it is used for exporting to Excel. In the following example, the map for exporting
to Excel is based on the Cost Data map developed previously in the section, “Creating and
Using an Export Map.”
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666 Chapter 17 Exporting and Importing Data with Other File Formats

To export Project data to an Excel workbook, follow these steps:

1. Open the Project file that you want to export.
2. Choose File, Save As to display the Save As dialog box.
3. Select the location for the new file in the Save In list box.
4. Change the Save as Type selection to Microsoft Excel Workbook (*.xls).
5. Type the name for the file in the File Name text box.
6. Click the Save button. Project displays the Export Wizard dialog box.
7. Click the Next button to display the Data dialog box.
8. If you choose to export selective data to Excel, click the Next button to display the Map
dialog box.
9. Select the option Use Existing Map. If you want to create a new import map, select the
New Map option, and then follow the same techniques outlined for creating an export
17 map in the section “Creating and Using an Export Map.” Click the Next button to dis-
play the Map Selection dialog box.
10. Choose a map and click the Next button. The Map Options dialog box appears.
11. Select the types of data—tasks, resources, or assignments—to be exported to Excel.
Some options for Excel don’t appear when maps are used for Access. Figure 17.21 shows
the Map Options dialog box, with the settings from the Cost Data for Access map.

Include column headings

Figure 17.21
You can include
assignment rows with
task and resource
data to identify which
records are tasks or
resources and which
are assignments.

Include assignments with tasks and resources

12. Select the check box labeled Export Includes Headers so that the first row of data on
each sheet in the workbook will display field names as column headers. (If this option is
not selected, there will be no label at the top of each column of data in the workbook.)
13. If you want tasks and resources to show details by assignment (as in the Task Usage and
Resource Usage views), select the check box labeled Include Assignment Rows in
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Exchanging Selected Parts of a Project with Other Formats 667

Output, and remember to include the field named Assignment so that you can distin-
guish assignments from tasks or resources.

CAUTION
If you export the rows for the assignment details in a task mapping, the assignment rows
will appear to be just additional tasks in the workbook that is created. If you then reim-
ported that workbook back into Project, the resource assignments would indeed be listed
as tasks, even if you included the Task Assignment field in the exported data. Similarly,
exported assignment details in a resource mapping result in the assignments being
treated as additional resources, and they cannot be imported back into Project
satisfactorily.

14. Click the Next button to display the Task Mapping dialog box. Examine the task fields
to be exported to Excel, to make sure the settings are correct. Notice the destination
worksheet name that will be used for the worksheet that receives the task data. 17
15. Continue this process for the Resource Mapping and Assignment Mapping dialog
boxes. Click the Next button to display the End of Map Definition dialog box.
16. Click the Save Map button. The Save Map dialog box appears.
17. Give the export map a unique name, to identify it for use with exporting to Excel, and
click the Save button.
18. Click the Finish button to export the data to an Excel workbook.

When the exported data is opened in Excel, there is a worksheet for each of the tables that
were defined in the export map in Project (see Figure 17.22). As specified in the export
map, the field names appear in the first row of the worksheet, and the assignments for each
resource are listed under the row for the resource.

CAUTION
Be very careful about sorting. If you sort the rows in the worksheet, you will not be able
to tell which assignments go with which tasks or resources.

The Data dialog box in the Import/Export Wizard includes the option Project Excel
Template, which is for exporting data to Excel. This option exports data to Excel quickly,
using a template or standard list of fields for task, resource, and assignment information.
The standard task fields exported to Excel are ID, Name, Duration, Start, Finish,
Predecessors, Outline Level, and Notes. The standard resource fields to be exported are ID,
Name, Initials, Type, Material Label, Group, Email Address, Windows User Account, Max
Units, Standard Rate, Cost Per Use, and Notes. The template exports the following assign-
ment fields: Task Name, Resource Name, % Work Complete, Work, and Units.
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668 Chapter 17 Exporting and Importing Data with Other File Formats

Assignments to that task

Task

Figure 17.22
The Excel workbook
shows the Project
data that was
exported. The New
Product Opportunity
Identified task and its
assignments are
selected on the Task
Table1 worksheet.

17

A sheet for each exported table

When you use the Project Excel Template option to export data to Excel, an Excel work-
book is created that contains four worksheets, named Task_Table, Resource_Table,
Assignment_Table, and Info_Table. The first three worksheets contain the type of data
described by the worksheet name. The Info_Table worksheet contains general information
about how to use the Project Excel Template. Figure 17.23 shows an Excel workbook that
was created by using the Project Excel Template option and was then formatted by the user
for ease of use.
For information on how to use the Project Excel Template to import Excel data into a
Project file, see “Importing Project Data from the Excel Format,” later in this chapter.

Exporting to an Excel PivotTable

Excel PivotTables summarize data in crosstab calculations, and they offer impressive flexibil-
ity for quickly changing the layout of the PivotTable. When you export to the Excel
PivotTable format, the export map lets you choose the fields to be included for one or more
of the three categories—tasks, resources, and assignments. A separate PivotTable is created
for each category, and all these PivotTables are stored in the same Excel workbook. The
save operation not only copies the selected data into Excel data sheets, but it also creates the
PivotTables on separate worksheets that are based on the data sheets.
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Exchanging Selected Parts of a Project with Other Formats 669

Figure 17.23
The Excel workbook
shows the Project
data that was
exported by using the
Project Excel Template
option.

17

Worksheets for task, resource, and assignment data

A worksheet for information about the template

To show how this works, let’s export task and resource assignment costs to an Excel
PivotTable. For this example, each record contains the name of a top-level task (a phase of
the project), the name of a resource assigned to a task in that phase, and the scheduled cost
of the assignment. The resulting PivotTable should display the data in a compact table that
neatly summarizes the following items:
■ The total cost for any phase of the project, along with the distribution of that cost
among contributing resources, in dollar amounts and in percentage terms
■ The distribution of cost for each resource in the different phases of the project

Creating a PivotTable such as this involves exporting the data and then fine-tuning the
PivotTable in Excel to produce the results you want. The export operation creates only the
simplest of PivotTables, but you can edit the PivotTable yourself to fine-tune the display of
data.
To export Project data to an Excel PivotTable, follow these steps:
1. Open the Project file from which you want to export data.
2. Choose File, Save As.
3. Select the location for the new Excel file in the Save In list box, and provide a name for
the file in the File Name text box.
4. Choose the file type Microsoft Excel PivotTable (.xls) in the Save as Type list box.
5. Click the Save button. The Export Wizard dialog box appears.
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670 Chapter 17 Exporting and Importing Data with Other File Formats

6. Click the Next button. The Map dialog box appears.

7. Choose New Map, and then click Next to display the Map Options dialog box.
8. In the Map Options dialog box, select one or more types of data you want to export to
an Excel PivotTable, including tasks, resources, or assignments (see Figure 17.24).

Figure 17.24
You can include tasks,
resources, and assign-
ments when exporting
to a PivotTable, but
each category will be
a separate PivotTable
in the resulting Excel
workbook.

17

You can use only one category for each PivotTable. If you export fields from all three
categories, you will produce three separate, unrelated PivotTables in the same Excel
workbook.
9. Click the Next button to display the Task Mapping dialog box.
10. Type a name for the worksheet in the Destination Worksheet Name text box (see
Figure 17.25).

Worksheet name for Excel

Figure 17.25
The last field in the
mapping table
appears in red, with
the prefix Pivot Data
Field:, to remind you
that this field will be
the calculated body
of the PivotTable.

Last field is the field for the data area in the PivotTable
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Exchanging Selected Parts of a Project with Other Formats 671

11. Choose the names of the Project fields you want to export in the From: Microsoft
Project Field column. When you enter a Project field name, Project supplies the field
name for the worksheet in the To: Worksheet Field column. Feel free to modify the
worksheet field names.
The last field entered in the mapping table is the field that Excel uses for the table data
(that is, the calculated summary numbers in the body of the PivotTable). To remind you
of this, Project displays the last field row in red, and it adds the prefix Pivot Data Field:
before the export field name. If you edit the export field name, Project replaces the pre-
fix, as long as it is the last field name row.
If the last field row is not red in your PivotTable map, see “Malfunctioning PivotTable Map” in the
“Troubleshooting” section at the end of this chapter.

TIP
If you plan to group the data in the PivotTable by major categories, with minor category
details listed under them, put the major category fields above the minor category fields
in the field mapping.
17
Always make the field you want to be used for calculations the last field in the field map-
ping list. In this example, Cost is the last field listed because you want calculations based
on its values to appear in the body of the PivotTable.

12. When the field map is completed, click the Next button. Repeat the process for any
other data category tab you have chosen to use in the export.
13. Click the Next button to display the End of Map Definition dialog box.
14. Click the Save Map button. Give the new map a distinctive name, such as Excel –
Export to Pivot Table, to identify it as a map to be used for exporting to an Excel
PivotTable, and then click the Save button.
15. Click the Finish button to begin saving the exported data into an Excel PivotTable.

You can open Excel to see the data and PivotTable you have created (see Figure 17.26). You
should see two sheets in Excel for each data category (tab) you exported. In this example,
only the Task category is used, so you see a single pair of sheets. The first sheet contains the
raw data you exported in a table; you could use this data to create a PivotTable on your own.

N OTE
If you include the Task Name field in the Task Mapping list of fields, Project creates multi-
ple Task Name columns in the worksheet—one for each outline level. For any subtask,
the outline level 1 summary tasks will appear in the Task Name 1 column, the outline
level 2 summary tasks will appear in the Task Name 2 column, and so forth (refer to
Figure 17.26).
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672 Chapter 17 Exporting and Importing Data with Other File Formats

Second-level task names (summary tasks and subtasks) Resource

Top-level task names Third-level task names (subtasks) names

Figure 17.26
Project places all the
data you export into a
plain worksheet that
is the source for the
PivotTable.

Separate
records for each
assigned resource

17

Raw data tab

Default PivotTable tab

N OTE
If you include the Resource Names field in the Task Mapping list of fields, Project creates
a separate record for each resource name assigned to the task (refer to Figure 17.26).

The second sheet contains the default PivotTable that Project created (see Figure 17.27).
You will almost always need to fine-tune the PivotTable that is created. Not only do you
need to format things like column widths and the display of numbers, but you also need to
adjust the layout of the PivotTable. Specifically, there are no column categories in the
default PivotTable, but we want the resource names to appear as column headings. Also,
there is only one calculation in the data area, and we want to show the percentage distribu-
tion in addition to the sum of the costs.
If the PivotTable sheet in your workbook is blank, see “Empty Exported PivotTable” in the
“Troubleshooting” section at the end of this chapter.

N OTE
For information on how to format Excel PivotTables, see Chapter 24, “Using PivotTables
and PivotCharts,” in Special Edition Using Microsoft Excel 2003 by Patrick Blattner (pub-
lished by Que).
Also, there is an excellent section of Help articles in Excel 2002 on how to use PivotTables
effectively. Look for the article on “Ways to Customize PivotTable Reports” in the Excel
Help topics.
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Exchanging Selected Parts of a Project with Other Formats 673

Second-level task names (summary tasks and subtasks) Resource names

Top-level task names Third-level task names (subtasks)

Figure 17.27
The default PivotTable
that Project creates
rarely displays the
project information
the way you want to
see it, so you proba-
bly need to modify
the PivotTable to cre-
ate the finished prod-
uct.

Separate
records for each
assigned resource
17

Raw data tab

Default PivotTable tab

Figure 17.28 shows a sample of the finished PivotTable, after it is edited. The PivotTable in
Figure 17.28 shows only the top-level tasks that are summary tasks (in other words, top-
level tasks that do not summarize phases have been hidden). The resource names appear
across column headings, with data for each resource in the column below its name. A second
calculation has been added, to show the percentage of the phase costs attributable to the
resource in that column. This figure also shows a few minor formatting changes (zero values
are suppressed, decimals are removed, and so forth) that improve the readability.

Importing Project Data from the Excel Format

You must be extremely careful when importing data from Excel into a Project file. You have
to be sure that the data is mapped to the correct Project fields and that the data type is
appropriate for those fields.

CAUTION
As explained earlier in this chapter, if the Excel workbook was created by exporting tasks
or resources from Microsoft Project, and if the option to include rows for resource
assignments was selected, some of the rows in the workbook will be tasks (or resources)
and others will be assignment details. Do not attempt to import data from a workbook
such as this. Identify and remove the assignment details before attempting to import the
data back into Project.
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674 Chapter 17 Exporting and Importing Data with Other File Formats

Only summary phase tasks are itemized

Column for each resource name

Figure 17.28
With task details sup-
pressed and a few
other formatting
changes, the
PivotTable is
presentable.

17

The example that follows shows how to add a list of new employees to the resource sheet in
a Project file. The list is stored in Sheet 1 of an Excel workbook. The names are to be added
to the Resource data in the New Product Project file. The column headings are not exact
matches for Project field names, and there are text entries in the overtime rate field, where
Project expects to find only numbers. Figure 17.29 shows the data from the worksheet.

Figure 17.29
The New Employees
workbook contains
new resources and
their pay rates, which
can be imported into
Project.
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Exchanging Selected Parts of a Project with Other Formats 675

To import the data from Excel into the Project file, follow these steps:
1. Open the Project file into which you want to import the data, unless you plan to have
Project create a new document file for the imported data. Figure 17.30 shows the
Resource sheet before the data is imported.

Figure 17.30
The current resource
roster in the New
Product Project file
contains 17 names,
including one mater-
ial resource.

17

2. Although it is not necessary, it is wise to choose a view in Project that shows the data
when it is imported. This is especially helpful if you’re not sure what Project field
names to use for some of the imported data. For example, in the Resource Sheet view,
the employee’s name should go in the column labeled Resource Name, but the actual
name of that field is just Name. To see the real field name for a column, simply double-
click the column heading for the field, to display the Column Definition dialog box, as
is shown in Figure 17.31 for the column that is titled Resource Name.

Official name of the field

Figure 17.31
The column definition
for the Resource
Name column shows Title displayed in this table
that the real name of
the field is Name.
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676 Chapter 17 Exporting and Importing Data with Other File Formats

3. Choose File, Open to display the Open dialog box.

4. Use the Look In list box to select the location in which the Excel workbook is saved.
5. Change the Files of Type selection to Microsoft Excel Workbooks.
6. Select the Excel file from the file list and click the Open button. The Import Wizard
dialog box appears.
7. Click the Next button to display the Map dialog box.
8. Select the New Map option and click the Next button. The Import Mode dialog box
appears.
9. Select the option to append the data to an existing project. Click the Next button to
display the Map Options dialog box.
10. Select Resources as the type of data to import. Make sure that the check box labeled
Import Includes Headers is selected. If you don’t check the Headers box, the map’s field
list will not display the Excel column headers (it will just number the columns). This
17 would make it difficult for you to know which Excel column maps to which Project
field (see Figure 17.32).
Note that the option to import assignment detail rows is not available. Project has no
way of knowing which rows are tasks (or resources) and which are assignment details.

Type of data to be imported

Figure 17.32
You need the headers
to be imported, to
help match the
imported data with
Project fields.
Import will
include headers

11. Click the Next button. The Resource Mapping dialog box appears.
12. Select the source worksheet name from the Source Worksheet Name list. In this exam-
ple, the worksheet is named Sheet1.
When the source worksheet is selected, Project fills the From: Excel Field column in
the left side of the mapping table with the column headings from the worksheet.
Project also attempts to find a matching field name from the project to display in
the To: Microsoft Project Field column on the right side of the mapping table.
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Exchanging Selected Parts of a Project with Other Formats 677

In Figure 17.33, Project is displaying the Excel field names but cannot locate a match in
Project’s Resource fields.

Column titles in Excel worksheet

Figure 17.33
Project cannot find a
Resource field match
for the fields found in
the Excel worksheet.

17

No matching Project field names found

13. Supply the correct field names in the To: Microsoft Project Field column of the map-
ping table for each field in the From: Excel Field column (see Figure 17.34).

Figure 17.34
You use the drop-
down list of Project
field names to select
the correct field to
receive the imported
data.

Drop-down list of field names

14. Click the Next button to display the End of Map Definition dialog box.
If you want to save the map, click the Save Map button and give the map a unique
name. Otherwise, click the Finish button to begin the import. Your data is appended to
the end of the Resource Sheet list of resources (see Figure 17.35).
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678 Chapter 17 Exporting and Importing Data with Other File Formats

Figure 17.35
Project has appended
the new resources to
the resource list and
skipped mismatched
values in the
Overtime Rate field.

17

New resources appended to the resource list

If Project has a problem converting data that is being imported into a Task field, you might
see a warning message. Project is not nearly as forgiving when importing Task data, as you
can see in the error message shown in Figure 17.36 for a mismatched Duration value. If you
see an error message while importing data into a project, select one of the following options:
■ Click Yes to continue importing and to continue seeing error messages. You should
generally choose this option, unless you know what the problems are and what correc-
tive action you need to take in the Project file as a result.
■ Click No to continue importing without seeing further error messages.
■ Click Cancel to stop importing.

Figure 17.36
If there is a data mis-
match during an
import operation,
Project warns you
and lets you choose
how to proceed.
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Exchanging Selected Parts of a Project with Other Formats 679

CAUTION
Mismatched data is not imported into Project, and the affected field in Project displays a
default value. You need to find these holes in the data and manually supply the correct
information.
It’s a good idea to jot down the source references in the warning message (refer to
Figure 17.36). If you are importing a lot of data at once, the references can help you
locate the problem in the source file so that you can determine where to look in the
Project file to fill in the missing information.

If you prefer to begin a new project in Excel and then import it into a Project file, you can
use one or both of the new Project Excel templates that ship with Project. When Project
2003 is installed, two Excel templates—Microsoft Project Task List Import
Template.xlt and Microsoft Project Plan Import Export Template.xlt—are installed in
the standard Office folder.
To begin a project in Excel, open Excel, and then click File, New and select one of the two 17
Excel templates from the list. Microsoft Project Task List Import Template.xlt contains
the same four worksheets (Task_Table, Resource_Table, Assignment_Table, and Info_Table)
that are exported from Project to Excel when you select the Project Excel Template option in
the Export Wizard. This template also contains the same fields that are exported from Project
to Excel. Microsoft Project Plan Import Export Template.xlt is much simpler in content
than the other template, with only two worksheets (Task_Table and Microsoft_Project) and
seven fields (ID, Name, Duration, Start, Deadline, Resource Names, and Notes).
Create a new workbook by opening one of these two Excel templates, and then create your
list of tasks, resources, and/or assignments, which can then be imported into Project. As you
enter project data in Excel, be very careful about any data entered in a field that is a numeri-
cal field in Project, such as Duration, Work, Start, and Finish. Keep the following points in
mind as you enter project data in an Excel template:
■ Duration should be entered as a text value, and it must include your desired time unit,
such as 5d. Otherwise, your task durations will be set to 0 days.
■ Work and units can be entered as numerical data, but Project assumes default measures
of work (hours) and units (percentage). You can also enter work as text data, with your
desired time unit included, such as 40h.
■ Cost rates are imported as hourly rates unless a / and another time unit are appended.
■ Resource names cannot include commas, square brackets, or percent symbols.
■ Setting predecessors in Excel is a very tricky process because they use the Project Task
ID number and not Excel’s row number. Therefore, predecessors are probably best
entered after the data has been imported into Project.
■ The default date format on the View tab of the Project Options dialog box sets the for-
matting for dates that are imported into Project. If you leave the Start and Finish fields
blank in Excel, Project sets the current date as the start date for each task.

➔ For information on time unit abbreviations, see “Entering Task Duration,” p. 132.
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680 Chapter 17 Exporting and Importing Data with Other File Formats

A quick way to add a list of tasks into a Project file is to use the new Project Guide sidepane
to the left of the project file. To import tasks from Excel into a project using the sidepane,
complete the following steps:
1. In the Sidepane, click the List the Tasks in the Project hyperlink.
2. In the Excel section of the List Tasks pane, click the hyperlink Import Wizard from the
Import Tasks (see Figure 17.37).
3. Follow the process previously outlined in this section to import tasks from Excel into
Project.

Figure 17.37
The sidepane allows
you to quickly import
tasks from Excel.

17

Import tasks
from Excel

➔ For additional information on using the Project Guide toolbar and the sidepane, see Chapter 2,
“Learning the Basics of Microsoft Project,” p. 29.

CAUTION
When you are importing task start or finish dates, Project treats the imported dates as
though you had typed them instead of letting Project calculate them. In other words, the
tasks are assigned the soft constraint Start No Earlier Than (for fixed-start-date projects)
or Finish No Later Than (for fixed-finish-date projects). You can reset these task con-
straints to As Soon As Possible or As Late As Possible after the tasks are imported into
Project.
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Exchanging Selected Parts of a Project with Other Formats 681

TIP
If you are importing dates and there is no time of day attached to the source date,
Project assigns the start time of the project to the Start field on each task and the time of
midnight to the Finish field on each task. If there is a time of day attached to the date,
Project keeps the time, unless it falls before the default start time or after the default end
time (as defined on the Calendar tab of the Options dialog box); in this case, Project sub-
stitutes the default time of day.

Working with Web-Enabled Project Data

You can create pages for an intranet site or the Internet by exporting Project data to the
HTML format, which is currently the standard format for Internet browsers. You can save
Project data to the HTML format, but you cannot import Project data from the HTML
format.
Another feature of Project 2003 is the ability to export project data in the XML format. 17
XML is the standard language for describing and delivering data on the Web, just as
HTML is the standard language for creating and displaying Web pages. The XML format is
similar to HTML, and it is complementary to HTML for publishing Project data to Web
pages and for viewing either on the Internet or on corporate intranets. Unlike HTML files,
however, XML files can be imported by Project 2003 as well as exported.
To save a project to an XML file, follow these steps:
1. Open the project file from which you want to export data.
2. Choose File, Save As to display the Save As dialog box.
3. Select the directory for the new XML file in the Save In list box and give the new file a
name.
4. Select the XML Format (*.xml) file format in the Save as Type list box and click the
Save button. The project is then saved as an XML file.

When saving a Project file in XML format, the entire project file is exported to the file; you
cannot export only selected data from the plan.
Unlike with HTML files, Project can import as well as export XML files. To import an
XML file, follow these steps:
1. If you want to append or merge the XML data into a project, open the project file into
which you want to import the data. Otherwise, you do not need to have a project open.
2. Choose File, Open to display the Open dialog box.
3. Select the directory from the Look In list that contains XML files, and then select the
file you want to open.
4. Select the XML Format (*.xml) file format in the Files of Type list box and click the
Open button. The Import Wizard dialog box is displayed.
5. Click the Next button to display the Import Mode dialog box.
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682 Chapter 17 Exporting and Importing Data with Other File Formats

6. Select whether you want to import the file as a new project, append the data to an exist-
ing project, or merge the data into an existing project.
7. Click the Finish button.

The XML file is imported into either a new project or your active project, depending on
your choice in step 6.

Working with Text File Formats

Project supports two ASCII text formats: the tab-delimited and comma-separated value
(CSV) formats. The Import/Export maps for both of these formats are almost the same as
the Import/Export maps for Excel, but with one key difference. With Excel, you can import
or export task, resource, and assignment data tables simultaneously. With text formats, you
can import or export only one of those three data tables at a time.

17 Exporting Project Data in the Text Formats

To export a list of project milestones to a text file, follow these steps:
1. Open the project plan from which you want to export the milestones.
2. Choose File, Save As.
3. Select the directory for the new text file in the Save In list box.
4. Select the file format in the Save as Type list box. For a tab-delimited file, select Text
(Tab delimited) (*.txt). This format places tab characters between each field of data in a
record (with quote marks surrounding field values that contain commas) and separates
the records with paragraph marks (that is, a carriage return and line feed).
For a comma-delimited file, select CSV (Comma delimited) (*.csv). This format places
commas between each field of data in a record (with quote marks surrounding field val-
ues that themselves contain commas) and separates the records with a paragraph mark.
5. Click the Save button. The Export Wizard dialog box appears.
6. Click the Next button to display the Map dialog box.
7. Select whether you want to use a new map or an existing map. Click the Next button,
and the Map Options dialog box appears.
8. Select the type of data—tasks, resources, or assignments—you want to export. Project
allows you to choose only one of the three data types (see Figure 17.38).
9. Leave the Export Includes Headers box checked so that the exported data will be
labeled.
10. Check the Include Assignment Rows in Output box only if you want assignments to be
included. Remember that assignments will be indistinguishable from tasks or resources
unless you include the Assignment field to identify them.
11. Select a Text Delimiter from the drop-down list if you want to use either the space or
comma as a delimiter instead of the tab character (which is the default).
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Exchanging Selected Parts of a Project with Other Formats 683

Export field labels

Select only one data type

Figure 17.38
The Map Options dia-
log box allows you to
work with only one
data table at a time.

17
Assignments not included Text delimiter

12. Click the Next button. The Mapping dialog box for your selected data type appears.
In Figure 17.39 only two fields are to be exported—Task Name and Finish Date—and
the Milestones filter has been selected. Notice that the Destination Table Name text
box is not available for exporting or importing text-formatted data.

Exported field labels

Project field names Milestones filter

Figure 17.39
The Milestones filter
limits the tasks that
are exported to just
those that are mile-
stones.

Destination Table Name text box not available

13. When the map is complete, click the Next button to display the End of Map Definition
dialog box.
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684 Chapter 17 Exporting and Importing Data with Other File Formats

14. If you want to reuse the map you just created, click the Save button. Give the map a
unique name, such as Export Milestones to Text (txt), to identify it as a map used for
exporting Milestones to a text file.
15. Click the Finish button to create the file.

The resulting text file can be opened and viewed in Notepad (see Figure 17.40) or any other
text editor. It can also be imported into other applications that can import data from a tab-
delimited text file.

Figure 17.40
The New
Project.txt file is
opened in Notepad.

17

Importing Project Data from the Text Formats

Importing from a text file is similar to importing from an Excel workbook, except that you
can import only one type of data at a time—you must import tasks, resources, and assign-
ments separately. (See the previous section, “Importing Project Data from the Excel
Format,” for more information.) With text files, you are likely to encounter the same prob-
lems in matching field names that are found with Excel formats when the import source file
was not originally exported from Project.
When importing from a text format, you have an additional option, which is grayed-out for
exporting in Figure 17.38. You can use the File Origin text box to specify a different charac-
ter set for the source data. The default is Windows (ANSI), but you can also select DOS or
OS/2 (PC-8), or you can select Unicode. This maximizes your chances of importing the
data correctly, knowing that text files may have originated in an OS/2 environment, or in
an international environment where a text file might be created using Unicode as its charac-
ter set.

Importing a Task List from Outlook

Project 2003 has the ability to import a task list from Outlook. Because many people use
Outlook to track their to-do lists of tasks, Project now makes it easy to import tasks directly
from Outlook. Figure 17.41 shows a small list of tasks that has been entered into Outlook.
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Exchanging Selected Parts of a Project with Other Formats 685

Task list

Figure 17.41
You can type a task
list in Outlook and
later import it into a
Project file.

17

Figures 17.42 and 17.43 show the additional information that can be entered for each
Outlook task, including notes and durations for each task. To add this information, double-
click on the task and add the information.

Figure 17.42
The Task tab allows
you to add notes for
each task.

Task note
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686 Chapter 17 Exporting and Importing Data with Other File Formats

Total work (duration) for the task

Figure 17.43
The Details tab for
each task allows you
to enter Total Work (a
duration) for the task.

17
To import a task list from Outlook into a project, follow these steps:
1. Type your task information into the Tasks section of Outlook. Include start date, dura-
tion, due date, and notes, if appropriate.
2. Open a blank project or the project into which you want to import the tasks.
3. Click Tools, Import Outlook Tasks. The Import Outlook Tasks dialog box appears (see
Figure 17.44).

Select All button Notes Duration

Figure 17.44
You can select the
tasks to be imported
in the Import Outlook
Tasks dialog box.

Select the tasks

to be imported

4. Select the tasks you want to import by clicking the check box in the first column for
each task. Click the Select All button to select every task in the list.
5. Click the OK button to import the Outlook tasks.
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Using Microsoft Project 2003 As an OLE DB Provider 687

The Outlook tasks are imported into your Project file in alphabetical order (see Figure
17.45). At this point, you can drag the imported tasks into the proper sequence, set task
dependencies and constraints, and so on. Note that Project ignored the start date for each
task in Outlook while it imported the tasks. The start date for each imported task is set to
the start date of the project.

Task note imported from Outlook

Imported tasks, in alphabetical order

Figure 17.45
Tasks are imported
from Outlook into the
Project file, including
a note and duration
for each task.

17

Durations from Outlook

Using Microsoft Project 2003 As an OLE DB

Provider
Like Project 2000/2002, Project 2003 is a read-only OLE DB provider. This means you can
read the current project data with another application; however, you cannot modify the
Project data with the OLE DB client. For example, you can use Data Access Pages in
Access 2002 to build dynamic reports that allow the viewer to drill down into the current
project data, such as in Figure 17.46. This link is created entirely within the client applica-
tion, such as in Microsoft Access.
The Project 2003 OLE DB provider contains additional project details, including the fol-
lowing:
■ Calendar data and calendar exceptions
■ Cost rates
■ Custom fields, with graphical indicators, value lists, and custom outline code fields
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688 Chapter 17 Exporting and Importing Data with Other File Formats

List of fields from Project’s

Blank Data Access Page OLE DB provider

Figure 17.46
A new Data Access
Page is being created
in Access 2002, using
Project’s OLE DB
provider.

17

■ Resource availability
■ Timescaled data for resources, tasks, and assignments
■ Work Breakdown Structure (WBS) information

N OTE
For information about creating Data Access Pages, see Chapter 25, “Designing and
Deploying Data Access Pages,” in Special Edition Using Microsoft Access 2002 by Roger
Jennings (published by Que).

N OTE
Significant formatting issues are related to displaying Project data in other applications.
For example, duration fields display the duration in minutes multiplied by 10 (for exam-
ple, an hour will appear as 600) and work fields display the work as minutes multiplied
by 1,000 (for example, an hour will appear as 60,000). The data has to be processed in
order to provide a meaningful display for users.

➔ A database technology that is similar to Data Access Pages is OLAP Cubes. For information about creat-
ing OLAP Cubes, see “Building OLAP Cubes and Updating Resource Tables,” p. 994.
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Troubleshooting 689

Troubleshooting
Missing Imported Data
I imported data into Microsoft Project, but I can’t see the data in Project. What have I done wrong?
Make sure you have used an appropriate import map. If the field names in the map don’t
exist or are mismatched with Project fields, you might not have imported any data. Also,
make sure you are using the appropriate view or table. If you imported resource data and
then used a task view, you would not see the data. Likewise, if the Project table in the cur-
rent view does not include the fields you imported, you do not see the imported data.

Malfunctioning PivotTable Map

The last field row is not red in my PivotTable map, and it doesn’t display the Pivot Data Field: pre-
fix. Can I fix it?
Even though a map might be designed for exporting to a PivotTable, if you start the Save As
command by choosing any format other than Microsoft Excel PivotTable, the map does not
display the last field in red and generates a regular worksheet instead of a PivotTable. Of
course, you can manually create a PivotTable based on the worksheet in Excel.

Empty Exported PivotTable

After exporting project data to an Excel PivotTable, I find that the PivotTable sheet has no data in it.
What’s the problem?
Project cannot format an Excel PivotTable if there are more than eight fields in the data set.
If the export map includes more than eight fields, Project exports the field data but is unable
to create the initial PivotTable. However, you can use Excel’s PivotTable Wizard Layout
dialog box to place the fields in a PivotTable.
Remember that if you include task names, Project adds a field for each outline level that is
used in the project; therefore, if a project has multiple outline levels, it’s easy to exceed the
maximum number of fields that Project can handle.
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25 0789730723_ch18.qxd 1/12/04 2:14 PM Page 691

CHAPTER
18
Copying, Pasting, and Inserting
Data with Other Applications

In this chapter
Copying Selected Data Between Applications 692
Linking Selected Data Between Applications 697
Working with Objects 703
Placing Objects into Microsoft Project 706
Placing Project Objects into Other Applications 719
Troubleshooting 729
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692 Chapter 18 Copying, Pasting, and Inserting Data with Other Applications

Copying Selected Data Between Applications

In Chapter 17, “Exporting and Importing Data with Other File Formats,” you learned to
export and import Project data in other file formats, using Project’s Open and Save com-
mands. You learned to exchange whole projects and to use Import/Export maps to work
with selected blocks of data. In this chapter, you will learn how to exchange individual field
values as well as objects between files, using the Copy and Paste commands and the Insert
Object command. Both data that you paste into Project and objects that you insert into
Project can often be linked to the original source, to enable you to update the Project docu-
ment to show the most current values in the source file.

N OTE
Unless you are very competent using VBA (Visual Basic for Applications) to write macros
that send Project data to other applications, you will find that using Copy and Paste is the
only easy way to copy Project’s timephased data into other applications. Import/Export
maps don’t handle timephased data, and Project’s timephased reports can only be sent
to the printer or viewed onscreen in Project.

If you do not need to transfer all the information in a file (for example, you need just one or
a few values from the source document), you can use the Windows Clipboard to copy and
18 paste the data from one application’s document (the source) to another application’s docu-
ment (the destination). Project can be the source or destination for exchanging data this
way. You can simply paste a copy of the values or you can paste a permanent link that dis-
plays the current value from the source document but also can be updated on demand to
display any changes in the source document.
When you are pasting Clipboard data into a table in Project, it is very important that you
select the correct field(s) to receive the data. When you’re importing files, the Import/
Export map defines where the field data will be pasted. But with the copy and paste proce-
dure, the paste location depends on where you click the mouse to make a selection just
before you use the Paste command.
If you are pasting a single value, it’s easy to select a recipient field that is appropriate for the
value you are copying. If you are copying a block of two or more columns of values, how-
ever, you need to be in a table view in Project that has the appropriate columns next to each
other to receive the block of copied values. Frequently, this means that you must define a
custom table in Project to display the data field columns in the same order as the data that
you are copying. When you paste the data into Project, you might also have to have a cus-
tom table displayed in the current view.
If you change the columns in the standard table for the current view and then find that you don’t
want the changes in all views that use that table, see “Restoring Standard Tables That Have Been
Customized” in the “Troubleshooting” section at the end of this chapter. Also see “Efficiently
Customizing a Table” in the “Troubleshooting” section for steps for creating customized tables.
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Copying Selected Data Between Applications 693

The Excel worksheet in Figure 18.1 is laid out with fields for the resource names and the
cost rates for each resource. The standard Entry table in the Resource Sheet view does not
match this layout; it has five other columns between the Resource Name and the Standard
Rate columns. Therefore, you should create a custom Entry table and hide those five
columns to allow the data to be pasted correctly (see Figure 18.2).

N/A means not a recognized rate

Text entries formatted correctly for pasting

Figure 18.1
To correctly paste this
spreadsheet data, you
need to create a cus-
tom table in Project,
with columns laid out
in exactly the same
order as in the
spreadsheet.

Resource Sheet view with custom Entry table applied 18

N/A converted to zero

Figure 18.2
A custom resource
table called Paste
Entry can be created
to accept the data
pasted from the Text data successfully
spreadsheet shown converted to numeric data
in Figure 18.1.
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694 Chapter 18 Copying, Pasting, and Inserting Data with Other Applications

You must also be sure that the cell you select before executing the Paste command is the cell
that should receive the upper-left cell of the pasted block. In Figure 18.2, the cell containing
Terry Uland was selected before pasting.

Copying Data from Other Applications into Project

To copy data from another application into Microsoft Project, follow these steps:
1. Select the source data. You can select a single value or several values, as shown in Figure
18.1. If you select several values, be sure that the layout of the values matches the order
of the values in the Microsoft Project table that will serve as the destination.
2. Place the data on the Clipboard by choosing Edit, Copy; by pressing Ctrl+C; or by
clicking the Copy button on the Standard toolbar.
3. Activate Microsoft Project and select a view with a table that contains columns in the
same order as the data you are copying, as shown in Figure 18.2.
4. Select the task or resource row and the first field in the table that is to receive the data.
If you select blank rows, Microsoft Project creates new tasks or resources with the data
you copy. If you select rows that already contain data, Project replaces the existing
data with the newly copied data.

N OTE
18 If you overwrite an existing resource, you are simply changing field values for that
resource. Any tasks assigned to that resource are still assigned to it—even though the
resource name may have been changed.

5. Paste your data into the target application by choosing Edit, Paste; pressing Ctrl+V; or
clicking the Paste button on the Standard toolbar.

The paste operation places a static copy of the current value from the source document in
the field that you selected. Microsoft Project does not automatically update this value if the
value in the source document is changed.
If you select a field that does not support the data type you are importing, you see a pasting
error message like the one shown in Figure 18.3. For example, the data from Figure 18.1
contained the text value N/A in cell D5 (the third row of the selection), and in Figure 18.3,
Project says that it was unclear what to do with that value in the Overtime Rate field. The
error message points out that the error was detected in ID 3 in the Overtime Rate column.
The error dialog box offers you these option buttons:
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Copying Selected Data Between Applications 695

Location where data error was detected

Figure 18.3
The pasting error
message tells you Type of data expected
where the error for this field
occurred and gives
you clues about the
type of data that is
expected.

■ Yes—If you want to continue pasting and continue receiving error messages, choose
Yes. The mismatched value will be pasted into the cell, and Project will attempt to make
sense of it.
■ No—If you want to continue pasting but without having to deal with any more error
messages, choose No.
■ Cancel—If you want to stop the pasting operation, choose Cancel. Note that if you
were pasting a block of values and several have already been pasted, canceling the paste
operation would cause the pasted values to remain in the Project document, but no
more values would be added.

CAUTION 18
Pasting dates into the Start or Finish fields for tasks creates soft constraints for those
tasks (Start No Earlier Than constraints in projects scheduled using a start date, and
Finish No Later Than constraints in projects scheduled using a finish date). You can
change the constraint on the Advanced tab of the Task Information dialog box.

➔ For more information about removing constraints and the types of constraints, see “Working with Task
Constraints,” p. 201.

Copying Microsoft Project Data into Other Applications

To copy data from Microsoft Project to another application, follow these steps:
1. Select a view and apply a table that displays the data you want to copy to the other
application.
2. Select the source data. You can select a single value, several adjacent values, whole rows
or columns, or all cells in the table:
• To select entire rows, click the ID number for the row or rows.
• To select entire columns, click the column headers.
• To select all cells in the table, click the Select All button above the ID numbers
and to the left of the other column headers.

3. Place the data on the Clipboard by choosing Edit, Copy or by pressing Ctrl+C.
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696 Chapter 18 Copying, Pasting, and Inserting Data with Other Applications

4. Activate the other application and select the location where you want to paste the data.
5. Choose Edit, Paste, or press Ctrl+V.

Figure 18.4 shows a block of data copied from the Resource Usage view into an Excel work-
sheet. Prior to the Copy operation, the Cost table in Project was modified to include the
Assignment field. After the Paste operation in Excel, the user typed and formatted the head-
ing at the top of each column in the worksheet. You can now do the final formatting on this
worksheet by using the Assignment column to separate the rows that contain resource data
from the rows that contain assignment data.

Pasted data Manually entered titles

Figure 18.4
Three columns
of data have been
pasted from the
Resource Usage view
in Project, and the
data is now ready for
final formatting in
Excel.

18

N OTE
To copy and paste the information contained in the timephased grid of either the Task
Usage or Resource Usage views, you must follow a series of three steps. First, select the
desired information in the table, and then copy and paste it to the destination applica-
tion. Second, select the desired data in the timephased grid, matching the data in the
grid with the appropriate rows in the table. You can then copy this information and paste
it to the target application. Finally, type the column headings for both the table informa-
tion and the timephased data in the target application.

If you want to keep your project’s column headers when copying entire columns, see “Making
Column Headers Appear When Pasting” in the “Troubleshooting” section at the end of this
chapter.
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Linking Selected Data Between Applications 697

Linking Selected Data Between Applications

The copy operations described in the preceding section produce static copies in the destina-
tion document; the pasted copy of the data does not change if the source data changes.
However, you can also paste a value from another application that is a linked reference to the
data location in the source document. The linked reference can be updated to reflect
changes in the value that is stored in the source document.
➔ For information about using external dependency links, see “Creating Links Between Tasks in Separate
Projects,” p. 618.

Linking Microsoft Project Data Fields to External Sources

You can paste a link to an external data source into a Microsoft Project table. The external
source can be another application (such as an Excel or Word file) or another Project docu-
ment. For example, an Excel workbook could serve as the source for resource names and
cost rates in a Project document. You could also link the constraint date for a task to a date
in another file if you wanted the task to start or finish on that date.
To link Microsoft Project field values to values stored in other sources, follow these steps:
1. Select the source data (for example, a cell or range of cells in an Excel worksheet). You
can select a single value or several values. If you select several values, be sure that the
order of the values matches the order of the values in the table that you view when you
18
paste the values into Microsoft Project.
2. Copy the data to the Clipboard.
3. Activate Microsoft Project and select a view that has a table with the columns arranged
to match the order of the data you are copying.
4. Select the row in the table that is to receive the data.
5. Choose Edit, Paste Special. The Paste Special dialog box appears (see Figure 18.5).

Figure 18.5
The Paste Special dia-
log box lets you spec-
ify the format for the
data that will be
pasted into the
receiving file.

6. Select the Paste Link option.

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698 Chapter 18 Copying, Pasting, and Inserting Data with Other Applications

TIP
Choose the Paste Link option button before you select the format of the pasted data in
the As box. Changing the link option can change the options in the As box.

7. In the As box, choose Text Data as the type of link if you want the data to become text
in a table. Project attempts to convert text data into numeric data in a number field or
into a date in a date field.

N OTE
If you are in a Gantt Chart view, the Paste Special dialog box contains more options in
the As box than if you are in the Resource Sheet view (as shown by the graphics options
in Figure 18.5). You can choose the Worksheet or Picture options if you want to paste the
data as a picture object in a graphic area. (See “Placing Objects into Microsoft Project,”
later in this chapter.) In the Gantt Chart view, for example, both those options would
create a graphic object in the bar chart area of the view.

8. Click OK to establish the link. By default Project displays a small triangle in the lower-
right corner of each cell that is linked to a source for its data. You can see the link indi-
cators for the Name, the Standard Rate, and the Overtime Rate values in Figure 18.6.
18
The resource names and their accompanying cost rate information are dynamically
linked to the Excel worksheet in which the resource information is maintained.

Link indicator

Figure 18.6
Linked cells in a table
view display a link
indicator, a small
triangle in the lower-
right corner of the
cell.

TIP
Double-clicking a resource cell normally displays the Resource Information dialog box.
Double-clicking a cell that is linked to an external source, however, opens the external
source so that you can view or edit the source data. If you want to see the Information
dialog box for the task, resource, or assignment that contains the linked cell, click the
Information button in the Standard toolbar.
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Linking Selected Data Between Applications 699

TIP
If you don’t see the link indicator where it should be displayed, choose Tools, Options
and select the View tab in the Options dialog box. Make sure that the OLE Links
Indicators check box is selected.

If you attempt to paste a link with mismatched data, you receive an object linking and
embedding (OLE) error message which states that the operation cannot be completed.
Unlike with the regular Paste command, if there is a data mismatch while pasting a block of
values, Project halts the operation and removes all values that were pasted in during that
operation. These values are removed because a block of cells is considered one link. If one
cell contains a mismatch, the entire paste link is ignored.

Refreshing Linked Data in Microsoft Project

If you save a project file that contains linked values, Project saves the current values of the
linked fields, along with the reference to the source for the value. That way, when you open
a file with linked values, Project can display the most recent values.
When you open a Project file that contains links to other files, Project asks if you want to
reestablish the links. If you do, Project can refresh the values in the linked cells with the
current values in the source files (see Figure 18.7). If you select Yes, Project retrieves the
18
current or saved values of each link’s source. If you select No, Project opens the Project doc-
ument and displays the last saved values for the linked cells. You can update the links later.

Figure 18.7
When opening a
Project file with links
to other files, you can
have Project refresh
the links or use the
last values that were
saved in the Project
file.

You can update the linked values in a Project document at any time by using the Edit, Links
command. The source application does not need to be open in order for the linked values
to be refreshed. The Links dialog box lists all the external links in the current document
(see Figure 18.8).
The Links list usually displays the path to the source, the document type of the source file,
and the update status of each link. These three items are displayed in greater detail at the
bottom of the dialog box for the selected link. If the filename and link reference are too
long, the path to the source is truncated.
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700 Chapter 18 Copying, Pasting, and Inserting Data with Other Applications

List of all links in the Project file

Selected link

Figure 18.8
All external sources
of linked data are
identified in the Links
dialog box.

Details for
selected link

In Figure 18.8, the selected item in the Links list shows the path to the file truncated
(because it’s too long for the display), but the details below show the filename (New Employees
– Pay Rates.xls) and the location of the linked data within the file to be in the sheet named
Sheet1, the cell range R3C2:R12C3 (or B3:C12, in standard Excel range notation). The type is
identified as Microsoft Excel Worksheet. The update status is Manual, which means that you
must click the Update Now button to refresh the values in Microsoft Project.
18
If the update status is Automatic, and if the file is open in memory and supports automatic
updating, changes in the source appear immediately in the Project document while it is also
open in memory. Even if you select the Automatic update choice, some source applications
don’t support automatic updates, and the Update column at the top of the dialog box dis-
plays Unavail, as shown with the link to the Terry Uland skills assessment.doc source file
shown in Figure 18.8. The update status is also shown as Unavail when the Project docu-
ment has not been updated during the current editing session.

TIP
If an object’s Update field at the bottom of the dialog box has the Automatic button
selected and you want to select the Manual button, do not make the change if the
update status for the link in the list of links is unavailable. You should update the link
with the Update Now button before you change the update method.

N OTE
Notice in Figure 18.8 that there is just one link reference in the Links dialog box for the
whole range of Excel cells that was pasted in the link operation. If you need to maintain
each of the cells as separate links, you should copy and paste each of the cells
individually.
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Linking Selected Data Between Applications 701

To work with the links to external sources, follow these steps:

1. Choose Edit, Links from the menu to display the Links dialog box (refer to Figure 18.8).

TIP
If the Links command is dimmed, then the document has no linked values.

2. Select all the links that you want to refresh.

3. Click the Update Now button to refresh all the data links you have selected. The
source for each link that you select is searched for the current values.
4. If you want to open the application document named in the selected link reference,
click the Open Source button. You cannot select multiple links and click the Open
Source button. You can have multiple linked source documents open simultaneously;
however, you must open each of them individually. Other options in the Links dialog
box include the following:
• If you want to remove the selected link, click the Break Link button. The current
value remains in the link location, but the reference to an external source disap-
pears.
• If you want to change the source of a selected link, click the Change Source but-
ton, and the Change Source dialog box appears (see Figure 18.9). Click the
18
Browse button and choose another file to link to.

Figure 18.9
You can use the
Change Source dialog
box to redefine the
link source.

TIP
Although you can browse through the directory of files to find the filename of a new
source to link to, you might also need to indicate the location within the new source file
to complete the change. For that reason, it is usually best to paste new links over the old
ones instead of using this dialog box.

Deleting Links to External Sources

As pointed out in step 4 in the preceding section, if you break the link to an external source,
Project retains the current value that was linked but disassociates the value with the external
source. Similarly, if you attempt to type over a field value that is linked to an external
source, you are warned that the link will be lost, and you are offered the opportunity to pro-
ceed or to cancel the data entry. Choose No to abandon the editing change and preserve the
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702 Chapter 18 Copying, Pasting, and Inserting Data with Other Applications

link. If you choose Yes (to proceed with the change), the dynamic data exchange (DDE) link
reference is lost. Fortunately, you can undo the change by using the Edit, Undo command.
To delete the data and its link to an external source, you can select the field whose link you
want to remove and choose Edit, Clear, Contents (or press Ctrl+Delete). You are then asked
to confirm the deletion.

CAUTION
If you delete the link in a cell that is part of a block of linked values, the link for all cells
in the block is removed—not just the link for the one cell. You can use the Edit, Undo
command to restore the links.

Identifying Tasks or Resources with Links Attached

You can filter task or resource tables to determine which tasks or resources use linked data
from other sources. For either a task view or a resource view, you can choose the Linked
Fields filter from the Filters drop-down list. To find the linked values, search for the links
indicator in the lower-right corner of the cells.

Pasting Links to Microsoft Project Data into Other Applications

18 Both Microsoft Excel and Microsoft Word accept pasted links to individual data cells in
Microsoft Project tables. If you want to copy a single linked value to one of these applica-
tions, you only have to display a table that has a cell for the value you want to use, select the
cell, and use the Copy command. Then, in Word or Excel, you use the Edit, Paste Special
command and use the Paste Link option to paste the data as text. If you want to copy a
block of values, you should modify a table in Project so that the values you want to copy are
adjacent to each other. Select the block and, as with a single value, use the Edit, Paste
Special and Paste Link commands to paste the block of values in Word or Excel. The pasted
block of data is a single entity in both applications, and when you update the links in the
other application, all the values in the block are updated.

N OTE
There are significant formatting issues related to displaying the Project data in other
applications. For example, duration fields may display the duration in minutes, multiplied
by 10 (an hour appears as 600), and work fields display the work as minutes, multiplied
by 1,000 (an hour appears as 60,000). The durations may also be considered as text by
the application as the unit can be copied with the value. The data has to be processed in
order to provide a meaningful display for users.
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Working with Objects 703

Working with Objects

An object is a representation of data (usually a group of data or a special format for data) that
is formatted by another application. The most frequent use of objects is to show graphic
data (for example, Excel charts, artwork, PowerPoint slides, special displays such as the
Network Diagram view or the Gantt Chart view from Microsoft Project) in an application
that doesn’t normally generate similar formats. You can also paste media formats such as
sound files or video clips.
It is common to refer to the application that generates an object as the server application and
the application that has the object pasted in it as the client application. The client document
is also sometimes called the container document. These terms are used in the following dis-
cussion where they help clarify.

Pasting Objects
As with text data, you can copy data from an external application and paste it as an object in
Project by using the Edit, Paste or Edit, Paste Special commands. For example, an Excel
chart can be pasted into the Gantt Chart view. If you use the Paste Special command, the
chart can be linked to the Excel document in which it was created. Like linked text data, a
linked object can be updated automatically or manually, depending on the settings in the
Links dialog box.
18
If the object is not linked, it is said to be embedded in the client document. An embedded
object is stored entirely in the client document, and it cannot be automatically updated to
show changes made in the original source document. Because the format is foreign to the
client application, editing the object necessitates activating the application that created the
object (the server application). After editing is finished and the server application is closed,
the revised object still resides in the client application.
For example, if you paste an Excel chart into the Gantt Chart view as an object, either
linked or embedded, the chart appears in the timescale area of the Gantt Chart view, along
with the taskbars (see Figure 18.10). The Excel document in this instance would be the
server, and the Project document would be the client or container.
After an object has been pasted, you can usually position and resize it within Project as if it
were a piece of clip art. You can also edit many object formats directly from within Project,
by double-clicking the object. If an Excel chart were pasted as a linked object, as in Figure
18.10, double-clicking the object would open Excel, with the chart open for editing. On
closing Excel and saving any changes, the revised object would be visible in Project. If the
chart in Figure 18.10 were embedded rather than linked, double-clicking would open the
object for editing, and you would see Excel’s menu bar and toolbars instead of Project’s
menu bar and toolbars (see Figure 18.11). However, you would still be working within
Project. After making changes, click outside the object on the Project workspace to exit
from editing mode and return to Project’s menu bar and toolbars.
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704 Chapter 18 Copying, Pasting, and Inserting Data with Other Applications

Source data for chart

Figure 18.10
The Project data for
each phase can be
paste-linked into an
Excel worksheet, and
the data can be used
to generate an Excel
chart. The chart can
then be paste-linked
back to Project as an
object in the Gantt
Chart view.

Excel chart object

18

Excel toolbars Editing Excel chart in Project

Figure 18.11
Double-clicking on
an embedded chart
object opens it for
editing within Project,
but with Excel’s
menus and toolbars.

Excel worksheet tabs

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Working with Objects 705

N OTE
If you are in editing mode, and you switch away from Project to another application,
when you return to Project, Editing mode is maintained, and you can continue to edit the
project.

If you paste a media object such as a video clip or sound file into the Gantt Chart view, it
appears as an icon. Double-clicking the icon is typically how you run the video clip or
sound file.
If Project is the source or server, and you paste copies of selected cells from the Gantt Chart
view table into another application document as text, each row of task information becomes
a row of ordinary text in the document. But if you copy the selection as an object, it is dis-
played as a graphic figure in the client document.
In Figure 18.12, the same Project task rows were pasted both as text and as a picture object
into a Microsoft Word document. The task field text appears as an ordinary tab-separated
list in Word. The picture of the tasks includes the Gantt Chart view table cells along with
the taskbars and the timescale above the taskbars. See the section “Placing Project Objects
into Other Applications,” later in this chapter, for more options when placing Project
objects in other application documents.
18
Task data pasted as text

Figure 18.12
A Microsoft Word
document can show
both pasted text and
a Microsoft Project
image in the same
page.

Task data pasted as picture object

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706 Chapter 18 Copying, Pasting, and Inserting Data with Other Applications

Inserting Objects
You can place objects in a client document by using the Insert, Objects command. This
command can insert an existing file that was created by another (server) application into the
client document. The inserted object might be linked or it might be embedded.
The Insert, Objects command can also open a server application from within the client doc-
ument, to let you create a new embedded object that exists only within the client document.
For example, you can insert a new, blank Excel spreadsheet into a Project document and
then enter whatever data you would like into the spreadsheet, using the Excel application’s
menu and toolbars. When you click on the Project workspace in the background, the object
remains embedded in Project, and its data exists only in the Project document. Likewise,
from within Word or Excel you could insert a Project object, such as a Gantt chart that you
create on-the-fly. When you click outside the object, it remains embedded in the Word or
Excel document.

Placing Objects into Microsoft Project

You can paste or insert objects into Microsoft Project in four locations:
■ In the graphics area of the Gantt Chart view
■ In the Notes box of the Task, Resource, or Assignment Information Form views
18
■ In the special task Objects box of the Task Form view or in the resource Objects box of
the Resource Form view
■ In the Header, Footer, or Legend of a view’s Page Format dialog box

The following sections show how to use objects in each of these locations. The following
sections go into detail about pasting, inserting, and working with objects in the Gantt Chart
view. The remaining sections focus on the differences compared to placing objects in the
Gantt Chart view.

Pasting Objects in the Gantt Chart View

The Gantt Chart view is the primary view for seeing a Microsoft Project file depicted
graphically. You can enhance this view by pasting Project drawings (see Chapter 7, “Viewing
Your Schedule”) or objects from other applications into the timescale area. To paste an
object into the Gantt Chart view, follow these steps:
1. Activate the source (server) application, and then select the source data and copy it to
the Clipboard by using the Edit, Copy command.
2. Activate Microsoft Project (the client application) and display the Gantt Chart view.
3. Choose Edit, Paste Special to display the Paste Special dialog box (see Figure 18.13).
4. Choose Paste to embed the object or Paste Link to link it.
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Placing Objects into Microsoft Project 707

Figure 18.13
You can embed
or link objects via
the Paste Special
dialog box.

5. In the As list, you might have an option that includes the server application’s name. You
might also have an option named Picture. These choices produce picture images that
look similar. The option with the server application’s name allows you to open the
object in the server application—for instance, to edit or modify the object. The Picture
option places in the Project document a picture of the object that cannot be edited in
the client application.
6. Click OK to paste the image.
18
When the object appears in the Gantt Chart view, you can move and resize it. To move the
object, click the object to select it, and then drag it to a new position. To resize the object,
select it and then resize it by dragging its resizing handles to change its size. To remove the
object, select it and press the Delete key.

TIP
Resizing a picture object (whether it is linked or not) might cause the data in the object
to appear distorted. This is because the resizing action can cause the horizontal and ver-
tical dimensions to go out of proportion relative to one another. To resize a picture
object so that the horizontal and vertical dimensions are in proportion, hold down the
Shift key as you drag one of the object’s corner handles.

CAUTION
You can’t undo resizing or deleting of an object. Be sure to save the Project document
before experimenting with either of these actions.

TIP
If you have more than one object placed in the Gantt Chart view, you can scroll through
your objects by pressing the F6 key repeatedly until the first object is selected. Then
press the Tab key to select other objects in that pane, one at a time.
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708 Chapter 18 Copying, Pasting, and Inserting Data with Other Applications

➔ For more information on working with objects in the Gantt Chart view, see “Adding Graphics and Text to
Gantt Charts,” p. 247.

Inserting Objects in the Gantt Chart View

In the examples in the preceding section, the data in an object was created as part of a
source (server) application document and was then copied and pasted into the target (client)
application. You can also use the Insert Object command to place a linked or embedded
copy of the entire source document into the client document as an object. Of course,
embedding a source document in Project increases the Project document’s file size, and the
embedded document is cut off from updates to the original source document.
The Insert, Object command also gives you the option of creating an object without using
an existing file. You can create a new object by using the formatting capabilities of server
applications that support Microsoft OLE 2.0 or higher. The server application’s interface
opens from within Project, to allow you to create the new data. When you close the server,
the object remains embedded in Project.
To insert an object, choose the Insert, Object command. Project displays the Insert Object
dialog box (see Figure 18.14). The default option button is Create New, which allows you to
create a new, embedded object, using one of the applications listed in the Object Type box.
Choose Create from File if the data has already been created and saved to disk and you want
to insert a linked or embedded copy of the source data.
18
List of available server options

Figure 18.14
The Insert Object dia-
log box gives you the
option of creating an
object from scratch
within a Microsoft
Project file.

For example, suppose that you want to embed in the Gantt Chart view a new Excel work-
sheet object that shows budgeted (baseline) and current gross margin data for a project. To
create this new worksheet object, you would follow these steps:
1. Display the Gantt Chart view in the top pane of the combination view.
2. Choose the Insert, Object command to display the Insert Object dialog box. It might
take a little time for this dialog box to appear because Project must prepare a list of all
the server applications on your system that support OLE 2.0 or higher.
3. Choose Create New (it is selected by default).
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Placing Objects into Microsoft Project 709

4. Choose the server application you want to use from the list that appears in the Object
Type list. For this example, choose Microsoft Excel Worksheet.
5. Fill the Display as Icon check box if you want to see just an icon instead of the work-
sheet object in the Gantt Chart view. After the object is inserted, you can double-click
the icon to display the object’s contents. This is the best choice if there is little room
for the object in the graphics area of the Gantt Chart view. For this example, fill the
check box.

TIP
Even if you want the object to appear as a mini-worksheet in the Gantt Chart view, it is
generally best to choose Display as Icon when you are initially inserting the object. If you
choose Display as Icon, Project opens Excel in its own full-sized window, in which you
can enter and format your Excel data. You then also have full access to all of Excel’s fea-
tures and toolbars. After the data has been entered and formatted, you can convert the
object to display as a mini-worksheet. If Display as Icon is not selected, you have to cre-
ate the object in a small window within the graphics area of the Gantt Chart view, and
not all Excel menu commands are available there.

6. Click OK to insert the object. If you had selected the Display as Icon check box,
Project opens Excel in a new window for you to create the worksheet.
18
7. Edit the spreadsheet to include the data and formatting that you want to appear in the
Gantt Chart view.
8. When the worksheet is completed, choose File, Close and Return to Filename (where
Filename is the name of the Project document in which you inserted the object). The
icon for the object is then displayed in the Gantt Chart view (see Figure 18.15).

Figure 18.15
Relevant cost and
gross margin data are
shown in the Gantt
Chart view as a work-
sheet object that is
displayed as an icon.

An Excel workbook object displayed as an icon

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710 Chapter 18 Copying, Pasting, and Inserting Data with Other Applications

After the object is embedded, you can double-click the icon to open or edit the data. You
can also convert the object to display itself as a worksheet instead of an icon.
To convert the object by changing its display, follow these steps:
1. Click on the object icon to select it.
2. Choose Edit, Worksheet Object, Convert to display the Convert dialog box (see Figure
18.16).

Figure 18.16
You can use the
Convert command to
change the display of
an object from an
icon to formatted
data.

3. Clear the Display as Icon check box and click OK. The object appears as a small work-
18
sheet, as shown in Figure 18.17.

Excel workbook object displayed as a small worksheet

Figure 18.17
Relevant cost and
gross margin data are
shown in the Gantt
Chart view as a work-
sheet object that is
displayed as an icon.
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Placing Objects into Microsoft Project 711

The previous example shows how to create a new object by using the Insert, Object com-
mand. You can also insert an object into the Gantt Chart, using a file that already exists, by
following these steps:
1. Display the Gantt Chart view in the top pane of a combination view.
2. Choose Insert, Object to display the Insert Object dialog box.
3. Choose the Create from File option. The File text box appears, with a Browse button
beneath it, to help you select the filename (see Figure 18.18).

Figure 18.18
You can use the Insert
Object dialog box to
insert external docu-
ment files as objects.

18
4. Either type the file’s path and filename into the File box or use the Browse button to
locate the file.
5. Select the Link check box if you want to insert a linked copy of the file’s data. Leave
the check box clear if you want to embed a copy of the file.
6. Select the Display as Icon check box if you want only an icon to appear in the Gantt
Chart view.
7. Click OK to create the object.

To open or edit an object, you click the object to select it. At the bottom of the Edit menu,
you see a submenu that is named for the object type. For example, the submenu for an
object that originated as a worksheet might be titled Worksheet Object, and the submenu
for a sound file might be titled Wave Sound Object. Depending on the format of the object,
the submenu should contain one or more of these commands:
■ Edit—This command opens the server application to allow you to edit the object. After
editing, close the server application, and you are returned to Project.
■ Open—This command is equivalent to the Edit command for text-based formats such
as worksheets and documents. For media objects, this command displays a picture in
the server application, plays the sound file, runs the video, and so on. Typically, the
media object is not open for editing.
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712 Chapter 18 Copying, Pasting, and Inserting Data with Other Applications

■ Play—This command appears for some media objects, such as sound files and video. It
plays the media data and then closes. For media objects, this is the default action when
you double-click the object icon.
■ Convert—This command appears only for some objects and can be used to change the
Display as Icon choice for the object or to change the format of the object itself.

N OTE
You can use the Edit, Links command to manage linked objects just as described in the
section, “Refreshing Linked Data in Microsoft Project,” earlier in this chapter.

Placing Objects in the Notes Field

You can place objects in the Notes field for individual tasks, resources, or assignments (see
Figure 18.19). The Notes field is the most obvious place to attach links to supporting docu-
mentation that is stored elsewhere on your computer, on your organization’s network, or in
an intranet folder. For example, you could insert into a note a group of objects, displayed as
icons, that provide links to documents that define the scope, authorization, and budget for
the project; or you could insert into a task note links to drawings or specifications for com-
pleting the task. By using links to external documents, you can provide reliable access to rel-
evant documentation.
18
Notes text, bulleted for easy reading
Insert Object button

Figure 18.19
The Notes field can
display embedded
and linked objects as
formatted data or as
icons.

Icon for linked object

Keyword for finding notes with objects attached

CAUTION
If you insert objects in the Project Summary Task note, they will be lost if you later edit
the note in the Comments text box on the File, Properties dialog box. When you click OK
after editing the Comments box, you will receive a warning that objects will be lost if you
change the note. You can then choose No to cancel the changes.
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Placing Objects into Microsoft Project 713

If you display links as icons, you do not increase the project file size by any substantial
amount. If you display the linked object as formatted data, and especially if you embed the
object, you may substantially increase the file size of the project document and thereby
reduce the speed with which Project can open the file and process it. Furthermore, as the
following Caution points out, a linked object in a note is not updated until you double-click
the object to open the source document.

CAUTION
You will not find the linked objects you place in notes in the Links dialog box when you
choose Edit, Links. The only way to update a linked object in a note is to double-click the
object to open the source document.
Because linked objects in a note are not listed in the Links dialog box, if you change the
filename or path to a linked object, you must delete the original link and place the object
in the note again.

The only drawback to using the Notes field as a repository for links to supporting docu-
mentation is that there is no automatic way in Project to identify the notes that contain
links to external documents. Although there is a filter called Tasks with Attachments, this
filter displays all tasks with any type of text in the Notes field, whether those Notes contain
any attachments or not. Thus, you have to find the links on your own. 18

TIP
Because there is no filter or indicator to tell you if a note contains an object, you should
adopt the habit of placing a keyword such as Attachments just before the inserted or
pasted objects in a note. Then you can create a custom filter to search the Notes field for
notes that contain the text Attachments. You must place this keyword before any
objects because the Find command stops searching a note when it encounters an object.

You can paste objects into a note by using the Paste or Paste Special commands on the
shortcut menu for the Notes box. You can also insert objects in notes by using the Insert
Object tool that is displayed above the Notes box (refer to Figure 18.19). If you paste
objects, you can only embed them—there is no paste-link option within notes. If you insert
them, however, you have the choice of embedding or linking most objects.
To paste an object into the Notes box, follow these steps:
1. Copy the object to the Windows Clipboard from within the server application.
2. Activate Microsoft Project, display an appropriate view, and select the task, resource, or
assignment record whose note you want to paste into.
3. Click the Notes button on the Standard toolbar. The Notes tab of the Information dia-
log box is displayed, as shown in Figure 18.19.
4. Click in the Notes box at the location where you want to insert the object.
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714 Chapter 18 Copying, Pasting, and Inserting Data with Other Applications

5. Right-click to display the shortcut menu and choose the Paste command, or choose the
Paste Special command if it is available. Using the Paste command immediately pastes
the object as a picture that cannot be opened by the server application after it has been
pasted. If you are pasting a media object, such as a sound wave file, the Paste command
pastes an icon, but the icon does not play the sound file. You need to use the Paste
Special command for media objects.
If you select the Paste Special command, the Paste Special dialog box (see Figure
18.20), which usually provides multiple formatting options in the As List box, appears:

Figure 18.20
You can use the Paste
Special dialog box to
embed an object in
different ways.

18

• The Picture option is usually the equivalent of the Paste command’s action—a
picture of the data in its original format. For media objects, this is simply an icon
that doesn’t do anything.
• If there is an option that contains the name of the object’s format, such as
Microsoft Excel Worksheet or Wave Sound, you can open the object by using the
server application to view and edit (in the case of a worksheet) or to play (in the
case of a media object).
• If there is a Text option, the text that was copied to the Clipboard is pasted into
the note as regular text.

6. If you chose the Paste Special command, select the format for the object in the As List
box.
7. Click the OK button to paste the object.
8. If you want to resize the object, click the object to display the object’s sizing handles,
and then use the mouse to drag the sizing handles.
9. Click OK to save the note.
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Placing Objects into Microsoft Project 715

TIP
The Notes box in the Information dialog box cannot be enlarged, and you might find it
too small for your tastes. You can increase the display size of task and resource notes
(but not assignment notes) by viewing them in the Task Name Form view or the
Resource Name Form view. These views can be displayed as full-screen views or in the
bottom pane of a split window, under a task or resource view.

Placing Objects in the Task or Resource Objects Box

Project has three standard task form views (the Task Form, the Task Details Form, and the
Task Name Form views) that can display an Objects box, in which you can place objects that
you want to associate with a task. Similarly, there are two standard resource form views (the
Resource Form and the Resource Name Form views) that can display an Objects box for
displaying objects that you associate with a resource. These forms are the only places you
can view an Objects box onscreen. However, you can include the contents of the Objects
boxes in custom reports (see Chapter 22, “Using and Customizing the Standard Reports”).
You can paste objects in the Objects box by using either the Paste or Paste Special com-
mands, and unlike with pasting notes, you can paste links to objects by using the Paste
Special command. You can also use the Insert Object command to place embedded or linked
objects in an Objects box.
18
Project also has a task Objects field and a resource Objects field. If you display the Objects
field in a table, it shows the number of objects that are stored in the Objects box for that
task or resource. The main usage of the Objects field is in filters, to identify tasks or
resources that have objects in their Objects boxes. The standard filters Tasks with
Attachments and Resources with Attachments select those tasks or resources whose Objects
field have values greater than zero or whose Notes fields contain some text. You could make
a custom filter to focus on just records that have objects stored in their Objects boxes.
In Figure 18.21, the Task Form view is displayed beneath the Gantt Chart view, with the
Objects box displayed in the details area. The gross margin worksheet that was used in pre-
vious examples is displayed in the Objects box.
The table in the Gantt Chart has been modified to display the Objects field. It shows that
there are two objects attached to this resource. You would use the scrollbar next to the
Objects box to see the next object.
To paste an object into an Objects field, follow these steps:
1. In the source (server) application, select the object and copy it to the Clipboard.
2. Activate Project, and then display one of the task or resource form views, depending on
the type of record into which you want to paste the object.
3. Choose Format, Details, Objects (or right-click anywhere outside a field box on the
form and choose Objects from the shortcut menu).
4. Click in the Objects field at the bottom of the form to select it. A thick black border
appears around the field, to indicate that it has been selected (see Figure 18.22).
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716 Chapter 18 Copying, Pasting, and Inserting Data with Other Applications

Number of objects in this Objects window

Figure 18.21
The Objects field dis-
plays objects that are
attached to an indi-
vidual task or
resource.

Excel worksheet object displayed in Task Scroll to next object in the window
18 Form view, with Objects details applied

Black border indicates that the Objects pane

is selected for pasting or inserting objects

Figure 18.22
Remember to select
the Objects field of
the Task Form view
before pasting or
inserting objects
into it.
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Placing Objects into Microsoft Project 717

5. Choose Edit, Paste Special from the menu, to display the Paste Special dialog box.
6. Choose Paste or Paste Link.
7. Choose the format option in the As list box.
8. Click OK to finish pasting the object.

To insert an object in the Objects box, select the Objects box and choose Insert, Object to
display the Insert Object dialog box, and use the dialog box options as described previously
for inserting objects in notes and in the Gantt Chart view.
You can place multiple objects in the Objects box. The first object you paste or insert
appears immediately and is selected. When you place additional objects, they are inserted
below the one that is currently selected and displayed. However, the selection does not
change and the new object is not displayed. You can use the scrollbar or the down arrow to
select and display the newly placed object.

TIP
If you have multiple objects placed in an Objects box and would like to change the order
in which they appear, you can use the Cut and Paste tools to move objects in the stack.
Display the object to be moved and choose the Edit, Cut command. Then select the
object after which you want to place the cut object and choose the Edit, Paste or Paste
Special command. If the object being moved is not formatted as a simple picture object,
you must use the Paste Special command to retain its format. 18

TIP
The Objects box scrollbar does not scroll through a single object, even if it is too large for
the area it is displayed in. If you can’t see the entire object, increase the size of the form.
If you still can’t see the entire object, open it in the server application. You cannot resize
the objects that are pasted in the Objects box. If the object is pasted as a picture and you
can’t see all of it, you are out of luck.

If you want to delete an object in the Objects box, scroll to display that object and press the
Delete key. The object is then deleted from the document.

Placing Objects in Headers, Footers, and Legends

You can customize printed views and reports by placing graphics such as an organization’s
logo or a symbol for the project in the print header, footer, or legend area. In Figure 18.23,
the running dog graphic has been inserted into the left header in the Gantt Chart Page
Setup dialog box. This graphic represents the logo for this project. You can either paste a
picture or insert a graphic file to create the object in this context, but you can only embed
objects—you can’t link them.
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718 Chapter 18 Copying, Pasting, and Inserting Data with Other Applications

Inserted graphic Insert Object button

Figure 18.23
You can place objects
such as a company
logo or project logo in
print headers, footers,
or legends.

To place a graphic object in a view or report’s header, footer, or legend, you must first dis-
play the Page Setup dialog box for the view or report. For views, you simply display the
view and then use the View, Header and Footer command. You can also use the File, Page
18
Setup command and then click the Header or Footer tab. To place a graphic object in a
report, follow these steps:
1. Choose View, Reports to display the Reports dialog box.
2. Select the Custom box and click Select to display the Custom Reports dialog box (in
which all reports are listed).
3. Select the report in the Reports list and click Setup.

N OTE
You cannot define a legend for any of the reports, and the Project Summary report
doesn’t even allow you to create a header or footer.

When the Page Setup dialog box is active, follow these steps to embed a picture:
1. If you are copying a picture, select the picture in its source application and use the
Copy command to place it on the Clipboard.
If you are inserting a graphic file, you should create a copy of the graphic that is sized
appropriately for the report. It can be awkward trying to resize pictures in the Page
Setup dialog box.
2. Select the Header, Footer, or Legend tab, as appropriate.
3. Select the Left, Center, or Right tab to position the picture on the page.
The customized area of a legend occupies only the left portion of the legend. The posi-
tion tabs place the picture within that area of the legend.
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Placing Project Objects into Other Applications 719

4. If you are pasting a picture, right-click in the text box below the alignment tab and
select the Paste command from the shortcut menu (or press Ctrl+V).

TIP
Although the Paste Special command might be available on the shortcut menu and it
might offer to paste an object in the server application’s format (which should let you
edit the object from within the header, footer, or legend), you should be very wary of
using this option. Server-formatted objects tend to be very unstable and can actually
make the project file unstable as well. It is recommended that you use the Paste com-
mand and place only simple pictures in headers, footers, and legends.

If you are inserting a picture file, click the Insert Picture tool and browse to find the
file. When the file is selected, click the Insert button to place the image in the tab.
5. If you want to resize the object, click it to display sizing handles and use them to
change the size.
6. When the picture is embedded, click the OK button; or proceed to print by clicking
the Print Preview or Print buttons.

Placing Project Objects into Other Applications 18

Microsoft Project has a number of distinctive graphical views that can be very effective
when copied to the Clipboard and pasted into other applications. The views that can be
copied include the following:
■ All the Gantt Chart views
■ The Network Diagram and Detailed Network Diagram views
■ The Calendar view
■ The Task Usage and Resource Usage views
■ The Resource Graph view
■ Any of the sheet views (such as the Task Sheet and Resource Sheet views)

N OTE
Project provides no facility for copying the Relationship Diagram view or any of the form
views. To copy these views, you must use the Windows Print Screen command or a third-
party screen capture program.

You can copy these views by using Project’s Edit, Copy command or Edit, Copy Picture
command. If you want to paste a linked object in the other application, or if you want to
embed a Project object that can be edited, you must use the Copy command. If you want to
paste an unlinked picture of a Project view, you use the Copy Picture command. The fol-
lowing descriptions compare the results you get when you use the different commands:
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720 Chapter 18 Copying, Pasting, and Inserting Data with Other Applications

■ If you want to paste a static, unlinked picture object, or if you need to create a GIF file
to include in a Web page, you should capture the object by using the Copy Picture
command. You can control precisely the date range to include in timescale views, and
you can easily resize the image without seriously distorting fonts.
■ If you want the object you paste to be linked to the source document in Project, you
must capture the object by using the Copy command. You can paste the object as a
linked picture object or as a linked Microsoft Project object. In practice there is very lit-
tle difference between the two options. Both can be updated to show changes in the
timescale data for the tasks that are included in the original picture, and you can dou-
ble-click either type of object to open the Project document that is the source of the
link. However, there are limitations to this object type:
You can’t change the tasks or resources that are included in the original picture
without deleting the object and starting over.
You have limited control over the date range that is included if the view contains a
timescale. The Gantt Chart view in particular uses graphic elements that extend
before and after the start and finish dates for tasks (for example, summary taskbars,
linking lines, and bar text), and these often appear truncated in the final object.

■ If you want total control over what is displayed in an object, capture the view by using
the Copy command and paste it as an unlinked Microsoft Project object. The data can’t
18 be updated, and the entire project is embedded in the other application (thus increasing
file size dramatically). But you have total control over what is displayed in the object
image. You can change the view, use filters, change formats, and so forth.

Using the Copy Picture Command to Copy a View

Using the Copy Picture command is the best way to prepare a static picture object for inser-
tion into other applications. It is also the only way to prepare a picture to be displayed by
Web browsers (using the GIF format).
Project 2003 introduces a new Copy Picture to Office Wizard to directly send the Project
picture into PowerPoint, Word, or Visio. This wizard is detailed later in this chapter.
You need to prepare the view in Project before making the copy, although the options in the
Copy Picture dialog box offer additional control over what will be included in the image. In
preparing to copy the view, use these guidelines:
■ Whatever view you plan to copy, it is best to set it up so that it is contained in one
screen. You can capture larger areas, but it is more difficult to get the results you want
as the image gets larger.
■ If the view includes a table, you need to prepare the columns that are displayed and the
rows that are selected. To prepare the table, you can use any of the following tech-
niques:
• Only the columns that are completely visible are included in the picture.
Therefore, you should arrange the display of columns as you want them in the
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Placing Project Objects into Other Applications 721

picture. Also, you need to be sure that the vertical split bar is not covering any
part of the rightmost column that you want to include in the picture.
• The Copy Picture dialog box gives you the option of including just the rows that
are visible on the screen or including only the rows that you have selected. If you
want to include selected rows, select at least one cell in each row you want to
include. To include all rows, click the Select All button in the upper-left corner of
the table. If you select nonadjacent rows, the image will contain only the rows you
selected.
• Selecting a summary task row does not include its subtasks in the image; they
must also be selected as well.
■ If the view has a timescale, you get the best results by compressing the date range you
want to include in the picture onto no more than two or three screens. However, you
can create a picture that includes more screens of the timescale if you want, but the
printed image can be no wider than 22 inches. You have to zoom out the timescale to
get a very large date range into the image successfully.
■ If you are copying the Task Usage or Resource Usage view, be sure that the cells in the
grid are at least 100% of their normal size. Otherwise, even though the cells are large
enough for the values on the screen, you might see many cells filled with pound sym-
bols (#) in the image, indicating that the data can’t be displayed. To fix the cell size,
choose Format, Timescale and set the value in the Size box to 100% or greater.
18
■ If you are copying the Calendar view, one of the Network Diagram views, or the
Resource Graph view, Project includes only the current screen in the picture.
Therefore, you should prepare the display that you want to fit onto one screen before
capturing the picture.

The Copy Picture dialog box (see Figure 18.24) offers options that vary depending on the
view you are copying. For all views, you have choices about the format in which the picture
is rendered, including the following:

Figure 18.24
You can use the Copy
Picture dialog box to
tailor the image
you copy—what it
includes and how
it is rendered.
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722 Chapter 18 Copying, Pasting, and Inserting Data with Other Applications

■ Choose the For Screen option if you are pasting the picture into another application
simply to be viewed onscreen.
■ Choose the For Printer option if you are pasting the picture into an application for
printing. The format of the picture is determined by the printer you have selected in
Project at the time that you save the picture. If you change printers before you print,
you should copy the picture again.
■ Choose the To GIF Image File option if you plan to use the picture in a Web page. The
image is saved in a GIF-format file that most Web browsers can display with various
controls. You must enter the path and filename for the file that is to be created. A
Browse button is available that you can use to search the directory structure or search
for a filename to replace.

If the view you are copying includes a table (for example, for the various Gantt Chart views,
the Task and Resource Sheet views, the Task and Resource Usage views), you have the
choice of including the following:
■ Rows on Screen (only rows that are visible when you actually take the picture).
■ Selected Rows (only rows in which you selected one or more cells before using the
Copy Picture command).

18 If the view contains a timescale (which is true for the Gantt Chart views and the Task and
Resource Usage views), you have the choice of the following:
■ Using the dates as shown onscreen, which means that you can arrange the timescale
onscreen as you want to see it in the picture, and then capture just that range of dates in
a picture.
■ Using a range of dates that you specify in the From and To date boxes.

TIP
When you are selecting a date range with the Gantt Chart view, it’s best to include at
least one time unit before the From date and several time units after the To date. Many
taskbars contain graphic elements that extend beyond the start and finish date of the
task. This is especially true for bar text such as resource names that is displayed to the
right of the taskbar. If you do not add extra time units to the date range, the data in the
resulting picture might appear to be clipped off.

To copy the view to the Clipboard, follow these steps:

1. Set up the view you want to copy, using the guidelines listed earlier in this section.
2. Choose the Edit, Copy Picture command or click the Copy Picture button on the
Standard toolbar to display the Copy Picture dialog box (refer to Figure 18.24).
3. Choose either For Screen, For Printer, or To GIF Image File. If you choose To GIF
Image File, you need to supply the path and filename for the GIF file in the text box.
4. If you are in a table display, choose Rows on Screen or Selected Rows.
25 0789730723_ch18.qxd 1/12/04 2:15 PM Page 723

Placing Project Objects into Other Applications 723

5. If there is a timescale in the display, select either As Shown on Screen or From and To
dates. Remember to add an appropriate number of time units before the From or after
the To selections, if necessary.
6. Click OK to save the picture.

The maximum size for a picture is 22 inches by 22 inches. If the number of tasks you select
or the date range you specify for the timescale might create a picture greater than 22 inches
in either direction, Project alerts you with the Copy Picture Options dialog box (see Figure
18.25), which offers the following options:

Figure 18.25
You must choose
what to do when a
picture is likely to be
more than 22 inches
in either dimension.

■ Choose Keep the Selected Range if you want to try the picture anyway. 18
■ Choose Zoom Out the Timescale So the Picture Can Fit if you want Project to auto-
matically change the timescale units so that the date range fits within the maximum
dimensions.
■ Choose Scale the Picture to 22 Inches in Width if you want Project to compress the
date range to fit within 22 inches, without changing the timescale units. Select the
Lock Aspect Ratio check box to keep the proportions of the picture intact during
scaling.
■ Choose Truncate the Picture to 22 Inches in Width if you want Project to use only the
date range and rows in the table that fit.
■ Click Cancel to start the Copy Picture command over and change the date range.

In most cases, you get the best picture if you choose Cancel and manually adjust the
timescale so that the picture will fit. It might save you time to choose Zoom Out the
Timescale So the Picture Can Fit and paste the picture to see what timescale unit is needed.
Then you can manually zoom out the actual timescale and capture the picture again.
When you switch to the application where you plan to paste the picture, select the location
for the picture and use the Edit, Paste command (or press Ctrl+C). The Paste Special com-
mand is also available, but it produces the same end result (pasting the picture as a picture
object).
The object appears with a border and resizing handles. If you drag the corner handles, the
width and height of the object change proportionally.
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724 Chapter 18 Copying, Pasting, and Inserting Data with Other Applications

Using the Copy Picture to Office Wizard

Project 2003 introduces this new, easy way to copy a picture of your project data to an
Office document (version 2000 or later), using PowerPoint, Word, or Visio. This wizard is
called from the Analysis toolbar, which can be shown by selecting View, Toolbars, Analysis.
Figure 18.26 shows the wizard’s welcome page and the Analysis toolbar.

Copy Picture to Office Wizard button Analysis toolbar

Figure 18.26
The Copy Picture to
Office Wizard makes
project data presenta-
tion very easy.

18

The wizard first lets you specify the outline level at which you want to detail your project
(see Figure 18.27). Keeping the original outline level will use the current view to decide
whether each summary task is collapsed or expanded. In this example, we didn’t prepare the
view before starting the wizard, so we decide to only show the first outline level.

Figure 18.27
The Copy Picture to
Office Wizard lets you
select the outline
level.
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Placing Project Objects into Other Applications 725

Next, the wizard lets you specify the rows and timescale limits of your image (see Figure
18.28). You can base your image on what you see on the screen, on a selection, or take all
the rows. As with the Copy Picture command (described earlier in this chapter), the image
size is limited to a printed height of 22 inches and a width of 22 inches.

Figure 18.28
The Copy Picture to
Office Wizard lets you
select some dimen-
sional parameters.

On the third step of the Copy Picture to Office Wizard, you are finally asked to select the
target Office application, whether it’s PowerPoint, Word, or Visio (see Figure 18.29). Office 18
2000 applications or later are required to interact with the wizard. When sending the pic-
ture to Word or Visio, you can also select the picture orientation as portrait or landscape. A
preview button lets you view the results in Internet Explorer as a GIF image. You can save
the picture at this point by right-clicking it and selecting Save Picture As.

Figure 18.29
The Copy Picture to
Office Wizard lets you
select the destination
of your picture.

On the last step, the wizard gives you an opportunity to export project-level data into a
table that will be automatically embedded into the same document, making it easier to build
your presentation (see Figure 18.30). Some fields are already selected from the general
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726 Chapter 18 Copying, Pasting, and Inserting Data with Other Applications

project info accessible through either the Project Information dialog box or the File
Properties dialog box.
The wizard will use the current view to select which task-level fields will be included in the
picture. Only full columns will be kept, as with a printout or with the Copy Picture com-
mand.

Figure 18.30
The Copy Picture to
Office Wizard lets you
select the project-level
fields to include in the
new document.

18 Figure 18.31 shows the results of using the Copy Picture to Office Wizard to import a pic-
ture into PowerPoint. Notice the project-level information in the table. The table is made
up of individual data cells and you can modify the contents. The project picture is a graphic
and you can apply any treatment to it the same way you would for any other graphic,
including resizing, cropping, rotating, and modifying brightness and contrast.

Figure 18.31
The Copy Picture to
Office Wizard results
in PowerPoint.
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Placing Project Objects into Other Applications 727

Using the Copy Command to Copy a View

When you copy a view to the Clipboard by using the Edit, Copy command, there is no dia-
log box with options for selecting what to copy. You must set up the screen exactly as you
want the object to look when it is pasted into another application. The choices that you have
all lie in the application where you paste the object by using the Edit, Paste Special com-
mand. Consider the following when making your choices:
■ If you want the object to be linked, you can paste it as a linked picture or as a linked
Microsoft Project object. Because the display is the same, you should choose the
Microsoft Project object because it adds slightly less to the file size in the other applica-
tion.
■ If the object can be unlinked, you can use only the unlinked Microsoft Project object
because the Copy Picture command produces better unlinked picture objects. The
unlinked Microsoft Project object increases the file size in the other application by a
considerable amount (by approximately the size of the Project document), but it gives
you complete control over what is displayed in the other application.

To copy a view that will be pasted as a linked object, set up the view in Project to look the
way you want it to look in the other application. Keep in mind that the Copy command
generally copies only one screen (the exception is noted in the following list). Use the fol-
lowing guidelines to set up the view: 18
■ If the view contains a table, only the columns that are visible on the screen are included,
but all rows that you select are included. However, the rows must be adjacent, or you
are only able to paste text instead of an object.
■ If the view contains a timescale, the timescale in the object starts with the earliest start
date of any of the selected tasks and includes one screen-width of the timescale.
Therefore, you should scroll that earliest start date into view on your screen and com-
press the timescale to display exactly the date range you want covered in the object.
■ When you copy the Network Diagram view or the Resource Graph view, the object
includes only the current screen; therefore, you should make sure that the screen is
exactly what you want in the object.
■ The Calendar view can’t be pasted as a linked object. You need to use the Copy Picture
command to paste a Calendar object.
■ If you copy the Task Usage view or Resource Usage view, the object includes only the
table; the timephased data does not display or print. You must use the Copy Picture
command if you want to display the Resource Usage view with its timephased data.

N OTE
If you are copying a view that will be pasted as an unlinked Microsoft Project object, the
setup of the screen is not too important because you can open the object and manage
the display by using the Project menu and toolbars.
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728 Chapter 18 Copying, Pasting, and Inserting Data with Other Applications

When the view is prepared, you can copy the view by using the Edit, Copy command.
Then, activate the other application to paste the object. To paste a linked Microsoft Project
object, choose Edit, Paste Special to display the Paste Special dialog box (see Figure 18.32).
Choose Paste Link to keep the link to the Project document, and then choose Microsoft
Project Document Object from the list of format types in the As box. Leave the Display as
Icon check box unchecked. Then click OK to finish.

Figure 18.32
You can use the Paste
Special dialog box to
paste Microsoft
Project objects into
another application.

When you paste a linked Microsoft Project object, you can resize the object, but you can’t
18
change what is displayed inside it. If the object contains part of a Gantt Chart view, the
timescale changes to reflect new dates when you update the link. You can resize the object
by dragging the sizing handle at the lower-right corner so that the proportions remain
unchanged. Otherwise, you might distort the fonts and graphic objects.
To paste the object as an unlinked Microsoft Project object, use the same commands listed
previously, but select the Paste button in the Paste Special dialog box. The pasted object
appears rather small (see Figure 18.33), and you can resize it if needed.

Double-click the Excel object to resize it

Figure 18.33
Immediately after
being pasted into an
Excel worksheet, an
unlinked Microsoft
Project object appears
as a smaller size
than most people
want it to be.
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Troubleshooting 729

To resize the unlinked object, follow these steps:

1. Double-click the object. Microsoft Project becomes the active application, and you see a
portion of the view you copied.
2. Reactivate the destination application. You now see a thick gray border around the
unlinked object.
3. Drag the resizing handles until you see the data in the view that you want shown in the
object.
4. Click anywhere outside the object in the destination application. The thick gray handles
disappear, and you see the object with the desired data displayed.
5. If the object contains a large area of whitespace below the data (as shown in Figure
18.34), click once on the object to select it, and then drag one of the resizing handles on
the lower edge of the object to remove the whitespace.

Figure 18.34
You can remove extra
whitespace by drag-
ging one of the
bottom resizing
handles.

Drag one of the lower resize handles to remove this whitespace

Troubleshooting
Making Column Headers Appear When Pasting
I’ve copied and pasted both a table and timephased data from the Task Usage view into an Excel
spreadsheet, but I can’t get the column headers to appear automatically. What’s wrong?
When you copy data from a Project view and then you do a standard Paste operation, the
column headers from the table or timephased grid do not appear automatically. If you want
to see the column headers after the paste operation, you must type them. If you want the
column headers to appear automatically, you should consider doing a Paste Special and then
pasting either a linked or an unlinked Microsoft Project object.
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730 Chapter 18 Copying, Pasting, and Inserting Data with Other Applications

Efficiently Customizing a Table

Before I paste data into Project from another application, I want to modify the columns in a standard
table, but I don’t want to permanently change the layout of the table. How can I do this?
The best way to make changes in a standard table is to make a copy of the table and cus-
tomize the copy. The quickest way to do that is as follows:
1. Right-click over the gray-colored blank space above the row numbers (the Select All
button) to display the Tables shortcut menu. Select More Tables to display the More
Tables dialog box. The table you are viewing is selected.
2. Click the Copy button, and Project opens the Table Definition dialog box, with a copy
of the table you were viewing.
3. Before modifying the table, give it a unique new name to distinguish it from the stan-
dard tables.
4. Make changes in the columns to be included in the table, and then click OK to save the
table definition.
5. If you want to use this new table with other projects, click the Organizer button, copy
the new table to your GLOBAL.MPT file, and then click Close.
6. In the More Tables dialog box, click Apply to view the new table design.

Restoring Standard Tables That Have Been Customized

I accidentally customized a standard table without making a copy of it first. How can I restore the
standard table and keep the customized version as a new table?
You need to do three things: Rename the customized version of the table, apply the renamed
table to the view you designed it for, and copy the standard version of the table from the
Global template into the project. The quickest way to rename the table and apply it to its
intended view is to follow these steps:
1. Display the view that contains the customized table.
2. Right-click the gray blank space above the row numbers (the Select All button) to dis-
play the Table shortcut menu.
3. Select More Tables to display the More Tables dialog box. The table name is high-
lighted.
4. Click the Copy button to have Project create a copy of the customized table in the
Table Definition dialog box.
5. Rename the table with a unique new name to distinguish it from the standard tables.
6. Select the Show In Menu check box if you want the table to appear on the Table menu.
Don’t forget to delete the ampersand symbol (&) from the table name so that this copy
does not have the same hotkey on the menu as the original table.
➔ For more details about defining tables, see “Using and Creating Tables,” p. 840.
7. Click the OK button to save the copy and return to the More Tables dialog box.
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Troubleshooting 731

8. If you want to use this new table with other projects, click the Organizer button, copy
the new table to your GLOBAL.MPT file, and then click Close.
9. Click the Apply button to display the new table in the active view.

To restore the original version of the standard table, follow these steps:
1. Be sure that there is no view open that contains the table name you plan to copy from
the Global template.
2. Display the Organizer by choosing Tools, Organizer.
3. Select the Tables tab.
4. Select the name of the standard table that you want to restore from the list on the left
(the list of tables in GLOBAL.MPT).
5. Click the Copy button to copy the table to the list of tables on the right (the list for the
active project).
6. When Project tells you that the table already exists in the active project, click Yes to
replace the table with the standard version from the template.
7. Click Close to close the Organizer.
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26 0789730723_pt07.qxd 1/12/04 2:15 PM Page 733

PART
VII
Using and Customizing
the Display
19 Using the Standard Views, Tables, Filters, and Groups 735

20 Formatting Views 775

21 Customizing Views, Tables, Fields, Filters, and Groups 833

22 Using and Customizing the Standard Reports 877

23 Customizing Toolbars, Menus, and Forms 921

26 0789730723_pt07.qxd 1/12/04 2:15 PM Page 734
27 0789730723_ch19.qxd 1/12/04 2:16 PM Page 735

CHAPTER
19
Using the Standard Views, Tables,
Filters, and Groups

In this chapter
Exploring the Standard Views 736
Exploring the Standard Tables 757
Exploring the Standard Filters 761
Exploring the Standard Groups 770
Troubleshooting 773
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736 Chapter 19 Using the Standard Views, Tables, Filters, and Groups

Exploring the Standard Views

Views can be categorized in two different ways. The first logical breakdown of views is
whether they display tasks or resources. All views focus on one or the other but not both.
The next method of categorizing views is by their format. There are basically three different
formats for views: sheets, forms, and graphs. Table 19.1 summarizes the predefined views,
using these category breakdowns. The views marked with an asterisk must be accessed by
choosing View, More Views (see Table 19.1).

Table 19.1 Supplied Views by Format and Focus

View Type Task Views Resource Views
Graphical views Calendar Resource Graph
Gantt Chart (Bar Rollup*,
Detail Gantt*, Leveling
Gantt*, Milestone Date
Rollup*, Milestone
Rollup*, Multiple Baselines
Gantt*, PA_Expected
Gantt*, PA_Optimistic
Gantt*, PA_Pessimistic
Gantt*, Tracking Gantt)
Network Diagram
Descriptive Network Diagram*
Relationship Diagram*
Sheet views Task Sheet* Resource Sheet
Task Usage Resource Usage
19 PA_PERT Entry Sheet
Form views Task Form* Resource Form*
Task Details Form* Resource Name Form*
Task Name Form*

Combination views Task Entry* Resource Allocation*

The views listed with the Gantt Chart view are all based on a standard Gantt Chart view,
except that they have different tables applied and the bars are formatted differently. See the
section “Exploring the Standard Tables,” later in this chapter, for a discussion of these dif-
ferent tables.
The combination views are two standard views that are displayed on the same screen. They
provide a unique combination of information, and they are described at the end of this
chapter.
The following sections describe each of the views, with all the task views first and then the
resource views.
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Exploring the Standard Views 737

The Calendar View

In the popular Calendar view (see Figure 19.1), tasks are displayed in a familiar calendar for-
mat. Each task is displayed as a bar that spans the days and weeks during which the task is
scheduled to occur. Many people can more easily visualize a project when they can see it dis-
played in this familiar format. This view can be very useful for reviewing a project plan, for
editing a project after the initial design has taken place, and for printing.

Figure 19.1
The Calendar view
displays tasks in a
familiar format as you
view, edit, or print a
project.

19
CAUTION
Although it’s possible to create a project by using the Calendar view, it is not generally
advisable to do so. Creating tasks in the Calendar view causes date constraints to be
applied to the tasks.

➔ To add tasks by using the Calendar view, see “Inserting Tasks in Calendar View,” p. 263.
➔ To learn more about constraints, see “Working with Task Constraints,” p. 201.
Quite often, the calendar displays too many tasks at once, and it becomes difficult to see
what you want. You can apply filters to hone in on particular categories of tasks—for exam-
ple, tasks that are in progress, top-level tasks, or tasks that use a particular resource. This
last type of filter is very helpful when you want to give each resource a list of his or her
respective tasks. Filters are discussed at the end of this chapter.

The Gantt Chart View

The Gantt Chart view, one of the most popular project management views, is actually a task
sheet on the left side and a bar chart on the right (see Figure 19.2). The chart is a list of
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738 Chapter 19 Using the Standard Views, Tables, Filters, and Groups

tasks displayed as bars that overlay a timescale. The length of the bars is determined by the
duration of the tasks. The placement of the bars on the timescale is determined by the start
and finish dates of the tasks. Dependency lines are drawn to show the predecessor and suc-
cessor relationships between tasks.

Figure 19.2
The Gantt Chart view
draws bars on a
timescale to show
when tasks occur.

The Gantt Chart view is useful during many stages of a project. During the initial planning
stages of a project, you can use this view to enter tasks, make determinations about dependency
19 relationships, and even assign resources. After the initial planning phase, you will probably need
to evaluate and adjust the schedule. The Gantt Chart view is useful in immediately displaying
the effect of your efforts. After the project is underway, the Gantt Chart view offers a practical
display of tasks that are in progress as well as those tasks that are behind or ahead of schedule.
The options for formatting the Gantt Chart view are so numerous that there is even a spe-
cial automated tool, the Gantt Chart Wizard, which walks you through the process.
➔ To learn more about how to format the Gantt Chart view by using the Gantt Chart Wizard, see “Using
the Gantt Chart Wizard,” p. 801.

The Rollup Views

Several of the views based on the Gantt Chart view are grouped together because they are
all rollup views—information from detail tasks has been rolled up onto collapsed summary
tasks. This is useful when the outline level for a detail task is collapsed but you would still
like to see where that task falls along the summary task. The technique of using rollups is
discussed in greater detail in Chapter 12, “Reviewing the Project Plan.” This section
describes the various predefined rollup views that are available, what information they pro-
vide, and how they are different from one another.
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Exploring the Standard Views 739

When choosing which rollup view to display, ask yourself what you would like to see along
with collapsed summary tasks. These are your options:
■ Bar Rollup—Colored boxes are drawn on the summary taskbar for each rolled-up task.
■ Milestone Rollup—Diamonds appear on the summary task to show the milestones in
time.
■ Milestone Date Rollup—Milestones are represented by diamonds and dates on the
summary tasks.

The rollup views use a field called Text Above. This field, which is visible on the Rollup
table, offers a drop-down list with Yes and No as the options. When Yes is selected, the task
name appears above the summary taskbar, rather than below it, which is the default. The
rollup feature can also be enabled on an individual task by selecting that task, opening the
Task Information dialog box, and checking the General tab option Roll Up Gantt Bar to
Summary. You can also set Project to roll up all tasks and either show the rollups at all times
or only when the summary tasks are collapsed. Select Format, Layout to set these features
(see Figure 19.3).

Set rollup behavior for all tasks

Figure 19.3
All tasks can be set
to roll up to their
summary tasks.

19

Check box to turn off rollups when detail tasks are visible

CAUTION
Because rolled-up task names appear above the summary taskbar, there is an increased
likelihood that the task names will overlap. You might need to increase the span of the
timescale, shorten the task names, or be more selective about which tasks are rolled up.
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740 Chapter 19 Using the Standard Views, Tables, Filters, and Groups

The Bar Rollup View

If you roll up a task other than a milestone, the summary taskbar looks more like a task than
a summary. This is useful when you want to highlight certain tasks when task details are not
displayed. Figure 19.4 shows the rollup of the Prototype design task.

Figure 19.4
The Bar Rollup view
allows you to empha-
size specific task
details in a collapsed
outline.

The Milestone Rollup View

19 The Milestone Rollup view is similar to the Bar rollup view. As shown in Figure 19.5, when
tasks are marked as Rolled Up, only the milestone task names are rolled up—not the dates.
This view is useful for creating a summary display of only the specific project events—the
milestones. If tasks (rather than just milestones) are rolled up, only a diamond shows for
them on the summary taskbar, rather than a bar, as in the Bar Rollup view.

The Milestone Date Rollup View

The Milestone Date Rollup view includes dates rolled up to summary tasks, along with
names. Displaying dates on the chart eliminates the need to print columns of dates, which
can reduce the number of pages to be printed. As shown in Figure 19.6, the names of the
milestones appear above the summary taskbar and the date appears below it. A diamond
appears on the end of the summary taskbar only if you roll up a milestone to it.

Senior management often uses milestone reports to review important dates in a project. Although they are
helpful, such reports often encourage “management by exception,” because only the significant planned and
actual dates are reviewed. Although it is sometimes necessary, management by exception is not a preferred
practice of project management because it affords little time to take corrective action. Often, troubled projects
are identified only after a significant date slips, and there is no opportunity to get the project back on track.
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Exploring the Standard Views 741

Figure 19.5
The Milestone Rollup
view allows you to
selectively place some
rolled-up task names
above the summary
taskbar and some
below it.

Figure 19.6
The Milestone Date
Rollup view automati-
cally puts names
above the summary
taskbar and dates
below it.

19

The Specialized Gantt Chart Views

Following the same general format of the Gantt Chart view, the specialized Gantt Chart
views have been specifically formatted to highlight certain project scheduling issues. One of
the most useful views in Project is the Tracking Gantt view, in which you can see at a glance
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742 Chapter 19 Using the Standard Views, Tables, Filters, and Groups

if your tasks are on their baseline schedules or how far they have slipped. The Leveling
Gantt view is useful for examining and resolving resource overallocation problems. The
Detail Gantt view shows task movement from leveling delays and remaining task slack.

The Tracking Gantt View

The Tracking Gantt view is available on the View bar as well as the View menu. It is based
on the standard Gantt Chart view but includes an additional gray bar, below the regular
taskbar, with the baseline information (see Figure 19.7). Task progress is shown two ways: A
solid color is shown on the scheduled taskbar—instead of the Gantt Chart view’s black
progress line—and the percentage complete value is shown on the right side of the bars.

The Tracking Gantt view is one of the most powerful views available to a project manager because it not only
shows scheduled dates of tasks, but it shows actual and baseline dates, as well. With this formatting available, a
project manager can easily review the past, present, and expected future status of project-related activities.

Resource names are replaced by percentage complete values

Progress bars are solid

Figure 19.7
The Tracking Gantt
view gives a snapshot
of how the project is
progressing.

19

Original (baseline) plan

Current schedule

CAUTION
The baseline bars are not displayed if the baseline has not been saved or has been
cleared.
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Exploring the Standard Views 743

The Leveling Gantt View

The left side of the Leveling Gantt view uses the Delay table, which includes the leveling
delay field. This is where Project notes delays it calculates during automatic leveling, and
where you can enter a delay in a task if a resource is too busy with other tasks. Several bars
are included in this view for each task (see Figure 19.8). Extending to the left of each task is
a very narrow bar that is drawn from the earliest date a task can start and shows any leveling
delays on the task. Extending to the right of each taskbar is another very narrow bar that
depicts free slack (that is, the amount of time a task can be delayed without delaying any
other tasks). Using this bar, you can see how much a task can be delayed without causing a
delay in another task. Colored bars show the task as currently scheduled. A dotted line
shows where the task has been split as a result of leveling.

Task has been moved

Leveling delay field due to resource leveling

Figure 19.8
The Leveling Gantt
view allows for the
input of, and shows
the effect of, delaying
tasks.

19

Time the task can slip without affecting other tasks

➔ To learn more about leveling a project, see “Resolving Overallocations by Delaying Assignments,”
p. 440.

The Detail Gantt View

The Detail Gantt view is very similar to the Leveling Gantt view in that it shows where
delays have been created as a result of leveling, whether performed by Project through
automatic leveling or by you through manual leveling. The Detail Gantt view (see Figure
19.9) does not show how the task was scheduled before it was delayed, as the Leveling
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744 Chapter 19 Using the Standard Views, Tables, Filters, and Groups

Gantt view does, but it includes text that shows the slack amount at the right side of the
slack bars.

Figure 19.9
The Detail Gantt view
is another tool for
keeping track of tasks
that have been
delayed or that could
be delayed, to resolve
resource overalloca-
tions.

The Multiple Baselines Gantt View

Project 2003 can store 10 sets of baseline values for a single plan. The rescheduling of tasks
over time is charted on the new Multiple Baselines Gantt view. The taskbars on this view
are formatted to show the original baseline schedule, as well as the revised schedules stored
19 in the Baseline1 and Baseline2 fields.

PERT Analysis Views

The PERT Analysis toolbar displays several special views that are associated with PERT
analysis (which is the calculation of duration, using a weighted average of best-case, worst-
case, and most-likely-case duration estimates). The easiest way to access these views is
through the PERT Analysis toolbar. These views are not initially listed with the other views
when you select View, More Views. You must first access them through the PERT Analysis
toolbar, after which they display in the list of views.
➔ To learn more about estimating durations, see “Project Extras: Letting Project Calculate Duration,”
p. 171.
The PA_PERT Entry Sheet is the view where the user enters an optimistic estimation of
duration, a pessimistic estimation of duration, and an estimate of the expected duration.
The view is a sheet view that displays the PA_PERT Entry table. Project calculates the
weighted average of the estimates and places the result in the Duration field.
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Exploring the Standard Views 745

You can display three special Gantt Chart views by using the tools on the PERT
Analysis toolbar. However, it is not a good idea to use these views because they
roll up the best-case and worst-case estimates for tasks into estimates for the project in a sta-
tistically unsound fashion. As a result, they significantly exaggerate the best- and worst-case
estimate of the duration of the project.

The Task Relationship Diagram Views

Three views let you focus specifically on the linking relationships between tasks. The
Network Diagram view and Descriptive Network Diagram view each display the entire pro-
ject in a box-and-line format. The Relationship Diagram view focuses on a specific task and
its immediate predecessors and successors. These views are described in the following sec-
tions.

The Network Diagram View

The network diagram, also referred to as a PERT chart or a logic diagram, is another graphi-
cal view of a project; it focuses on the dependency relationships between tasks. As shown in
Figure 19.10, the Network Diagram view resembles a flowchart that has boxes (nodes) for the
tasks. Lines are drawn to illustrate predecessors and successors. The display in Figure 19.10
was created using the Zoom Out tool in the Standard toolbar. By using the Network
Diagram view, particularly during the design phase of a project, you can ensure that the pro-
ject plan is flowing logically. This view is also useful when printed on a plotter and displayed
on a wall; team members can easily view the plan and contribute project information.

Figure 19.10
The Network Diagram
view helps define the
logic of predecessors 19
and successors for the
project plan.
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746 Chapter 19 Using the Standard Views, Tables, Filters, and Groups

If you move the mouse pointer close to a task node, Project zooms in to show a detailed
view of that node. When you double-click a task node, the Task Information dialog box for
that task is displayed. Outline symbols can be used to hide or display subtasks of summary
tasks to see different levels of detail. The Network Diagram view can also be filtered to
reflect only tasks that meet certain criteria. There is no timescale in the Network Diagram
view, but you can reorder tasks according to time periods by selecting Format, Layout, and
then choosing one of the options in the Arrangement box from among Top Down by Day,
Week, or Month.
➔ For additional information about the Network Diagram view, see “Working with the Network Diagram
View,” p. 265.
➔ For detailed information on changing the Network Diagram view formatting, see “Formatting the
Network Diagram View,” p. 807.

The Descriptive Network Diagram View

The Descriptive Network Diagram view is almost identical to the Network Diagram view.
This view also focuses on the dependency relationships between tasks. However, the boxes
that make up the Descriptive Network Diagram view provide more detailed information
regarding the tasks they represent. As shown in Figure 19.11, the Descriptive Network
Diagram view illustrates the dependency relationships between tasks, and it provides addi-
tional information about those tasks. As with the Network Diagram view, if you move the
mouse pointer close to the task node, Project zooms in to show a detailed view of that node.
Outline symbols can be used to hide or display subtasks of summary tasks, and task filters
can be applied.

Figure 19.11
The Descriptive
Network Diagram
19 view provides addi-
tional task informa-
tion for analyzing task
dependencies.
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Exploring the Standard Views 747

The Relationship Diagram View

The Relationship Diagram view is a special kind of Network Diagram view. As shown in
Figure 19.12, the Relationship Diagram view is typically displayed at the bottom of a task
view. It shows only the immediate predecessors and successors for the task that is selected in
the top pane. This is a very useful view when examining the task dependencies of the pro-
ject, particularly when you’re making sure that every task is linked and that the links all
make sense. For example, in Figure 19.12, the dependencies for Task 18 are much clearer in
the Relationship Diagram view shown in the bottom pane than in the Gantt Chart view in
the top pane. The type of the relationship is also displayed in the Relationship Diagram
view. Figure 19.12 clearly shows that each of the predecessors has a Finish-to-Start relation-
ship with Task 18.

Gantt Chart view

Figure 19.12
You can use the
Relationship Diagram
view to make sure
that every task has at
least one predecessor
and successor and
that all relationship
links make sense.

19

Relationship Diagram view Finish-to-Start relationships

➔ To learn more about working with task dependencies, see “Understanding Dependency Links,” p. 177.

Sheet Views for Tasks Lists

Project classifies any view that focuses on task or resource information but does not include
a graph as a sheet view. The task-oriented sheet views—Task Sheet view and Task Usage
view—are described in the following sections.
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748 Chapter 19 Using the Standard Views, Tables, Filters, and Groups

The Task Sheet View

The Task Sheet view has a spreadsheet format. Tasks are displayed in rows, and fields of
information about those tasks are displayed in columns. The fields (columns) that are dis-
played are determined by the table that has been applied. (See the section “Exploring the
Standard Tables,” later in this chapter, for more details about tables.) This view is preferred
by people who like working in a row-and-column format rather than with a form or with a
graphical view. Figure 19.13 displays the Task Sheet view with the Entry table applied.

Figure 19.13
The Task Sheet view
with the Entry table
applied shows the
same fields as a Gantt
Chart view with the
taskbars hidden.

19
The Task Usage View
The Task Usage view displays hours of work that are to be performed by each resource on
each task, laid out on a timescale. This view is particularly helpful when you’re checking
resource assignments on each task. Additional rows of details, such as resource availability,
can be added to the right side. As shown in Figure 19.14, Task 11 is a one-week task
assigned to John Melville.
➔ The Task Usage view is primarily intended to be used for resource contouring. See “Contouring
Resource Usage,” p. 348.

Form Views for Tasks

Forms are another type of nongraphical view in Project. They focus on a single task or
resource at a time and provide detail or drill-down information for each one. Forms are typ-
ically placed at the bottom of a split screen view, although they can be used as full-screen
displays. The basic Task Form view and its variations—the Task Details Form view and the
Task Name Form view—are described in the following sections.
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Exploring the Standard Views 749

Figure 19.14
The Task Usage view
displays exactly when
work is scheduled
to occur.

The Task Form View

The Task Form view presents basic information about only one task in a form format (see
Figure 19.15). It is possible to see more information about one task in a form view than in a
standard sheet view. The Task Form view is often used in the bottom pane to display more
detailed information about the task selected in the top pane. To display the Task Form view
in the bottom pane, be sure a task view is onscreen, then choose Window, Split. Project
places the Task Form view in the bottom pane by default.
19
The bottom portion of the form itself can be set to display a variety of project details, such
as predecessors and successors, resource schedule information, work hours, and cost. In a
split view, you must make the form active before you enter or edit information or choose
which details to display. You can click anywhere in the form or press the F6 key to move the
Active View indicator onto the form. With the form active, you can choose Format, Details
or right-click anywhere on the form itself to see the available detail options. It is also possi-
ble to create custom forms if the predefined forms do not meet your needs.
To display a form in a single-pane view, choose View, More Views, Task Form. Even though
the task list is not visible, you can still move from one task to another by using the Previous
and Next buttons.
➔ To learn how to enhance the Task Form view, see “Formatting the Task and Resource Form Views,”
p. 817.
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750 Chapter 19 Using the Standard Views, Tables, Filters, and Groups

Selected task

Figure 19.15
The Task Form view
allows you to focus
on one task at a time.

Details about the selected task Move through the task list with Previous and Next

The Task Details Form View

The Task Details Form view, shown in Figure 19.16, is similar in format to the Task Form
view, but it shows more detail at the top of the form; in particular, the fields for Current,
Baseline, and Actual Dates are shown. You could use this form for tracking the progress of
19 tasks that are already underway. Constraints are also displayed on this form, making them
more obvious. As with the Task Form view, the bottom portion of the Task Details Form
view can display a variety of fields and can be opened as a full-screen view.
If the window has already been split, it probably displays the default Task Form view. You
can replace the bottom view with the Task Details Form view. Make sure the form is
active—click anywhere on the form, if necessary—before you choose View, More Views and
then select the Task Details form.

The Task Name Form View

The Task Name Form view is, as its name implies, a simple form that displays only the task
name in the top portion of the form. The bottom portion of the form has the same format-
ting options as the Task Form view and the Task Details Form view. You access this view by
choosing View, More Views, Task Name Form, and you can make it either a full-screen dis-
play or the bottom portion of a split window. The Task Name Form view is useful when it is
used in the bottom pane of a combination view and you don’t want to waste screen space on
redundant information.
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Exploring the Standard Views 751

Figure 19.16
The Task Details Form
view includes fields
that are useful during
scheduling and
tracking.

Sheet Views for Resources

Two sheet views present resource information—the Resource Usage view and the Resource
Sheet view. They are similar to their task sheet counterparts. The Resource Usage view dis-
plays a list of resources and their task assignments, which is like a restructured Task Usage
view. The Resource Sheet view has a row-and-column format that is particularly convenient
for entering and reviewing resource field values from the database. These two views are dis-
cussed in the following sections.
19
The Resource Usage View
The Resource Usage view, which you access through the main View menu or the View bar,
is a sheet view that lists resources on the left and their allocation to tasks on a timescale on
the right (see Figure 19.17). The allocation information on the right side can be set to dis-
play hours of work, hours of overallocated work, cost, available time, and other details.
Resources are listed on the left, with the tasks assigned to them indented underneath. A
symbol similar to the outline symbol in the task list allows you to hide or show the tasks that
are assigned to the various resources. For example, in Figure 19.17 tasks for Scott Adams
have been hidden; the plus symbol to the left of his name indicates that some information is
not currently displayed.
A diamond-shaped icon with an exclamation point displays in the Indicators column for the
resources that need to be leveled. When you point to this icon, a message displays, identify-
ing the type of leveling setting that is required: day by day, week by week, and so on. This
view is primarily used when resolving overallocation problems. It is particularly useful when
displayed in a combination view, with the Gantt Chart view in the bottom pane to display
the tasks assigned to each resource.
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752 Chapter 19 Using the Standard Views, Tables, Filters, and Groups

Resources Assigned tasks Timescale

Figure 19.17
The Resource Usage
view is helpful when
resolving overalloca-
tion problems.

Details hidden
Collapse to hide assignment details

➔ To learn more about resolving resource conflicts, see “Strategies for Eliminating Resource
Overallocations,” p. 417.
➔ To learn about additional features of the Resource Usage view, see “Working with the Resource Usage
View,” p. 410.
19
The Resource Sheet View
The Resource Sheet view, shown in Figure 19.18, is a list of resource information that is dis-
played in familiar spreadsheet format. You access this view by choosing View, Resource
Sheet, or by using the View bar, and you can use it to enter and edit data about both work
resources and material resources. Each resource is in a row with fields of resource data in
columns. The Indicators column displays an icon for overallocated resources. The fields that
are displayed depend on the table that has been applied. (See the section “Exploring the
Standard Tables,” later in this chapter, for more details.) This view is most often used for
creating an initial resource pool.
➔ To learn more about setting up resources, see “Defining the Resource Pool,” p. 286.
➔ For additional information about how the Resource Sheet view can help you discover resource conflicts,
see “Identifying Resource Overallocations,” p. 405.
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Exploring the Standard Views 753

Figure 19.18
The Resource Sheet
view provides a
spreadsheet format
for entering and edit-
ing basic resource
data.

Form Views for Resources

Two form views focus on resources and their assignment details—the Resource Form view
and the Resource Name Form view. The only difference between these two is the amount of
detail at the top of the form. There is no Resource Details form that is similar to a Task
Details form. As with task forms, resource forms are typically displayed at the bottom of a
combination view. To create this combination, display a resource view first, such as the
Resource Sheet view, and then choose Window, Split. The Resource Form view will open
19
automatically in the bottom pane.

The Resource Form View

Displaying much the same information as the Resource Sheet view, the Resource Form view
allows you to focus on one resource at a time (see Figure 19.19). This is the form that opens
by default when a resource view is displayed and after the window is split. The information
in the top portion of the Resource Form view is the same as in the Resource Sheet view. If a
resource is selected in the Resource Sheet, then the details appropriate for that resource will
be shown in the Resource Form View. The bottom portion of the form can be set to display
a schedule of tasks to which the resource is assigned—the hours of work that are currently
assigned, including overtime, costs associated with this resource, notes, and so on. You can
find these choices by choosing Format, Details or by right-clicking the displayed form.

The Resource Name Form View

Similar to the Task Name Form view, the Resource Name Form view is a simple form that
displays only the resource name in the top portion. You can format the bottom portion of
this form to display a variety of fields about resources by choosing Format, Details.
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754 Chapter 19 Using the Standard Views, Tables, Filters, and Groups

Figure 19.19
The Resource Form
view displays both
basic and detailed
information about
any resource. In this
figure, the Resource
Sheet is shown in the
upper half of the
screen and the
Resource Form is
displayed in the lower
half of the screen.

The Resource Graph View

The Resource Graph is a graphical view that displays resource allocation over time. It pre-
sents essentially the same information as the Resource Usage view, but in a graphical format.
Found on the main View menu and on the View bar, it can be a single-pane view by itself,
or it can be used as part of a combination view, in either the top pane or the bottom pane.
Used in conjunction with the Go to Next Overallocation button on the Resource
Management toolbar, it can be very useful in determining when resources are overallocated
19 and by how much. For example, you can see in Figure 19.20 that, beginning the week of
October 6, the marketing manager has way too much to do.

In traditional project management, the Resource Graph view is often referred to as a resource histogram. This
view is frequently used to review the work allocation assigned to an individual resource.

➔ For more information on viewing resource conflicts, see “Viewing Resource Overallocations,” p. 409.

Combination Views
Some views in Project set up a split window when they are applied. These are known as com-
bination views because they combine predetermined views in the top and bottom of the
screen. Two combination views are supplied—the Task Entry view and the Resource
Allocation view.
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Exploring the Standard Views 755

Figure 19.20
The Resource Graph
view illustrates
resource overalloca-
tions graphically on a
timescale.

The Task Entry View

The Task Entry view is a combination of two views—the Gantt Chart view in the top pane
and the Task Form view in the bottom pane (see Figure 19.21). This is a useful view because
you can see several different types of information at one time: tasks on a timescale at the top
and detailed information about the selected task at the bottom. You can access this view in
three ways: by choosing View, More Views; by clicking the Task Entry View button on the
Resource Management toolbar; or by merely splitting the window by choosing Window,
Split when a Gantt Chart view is active. The Task Form view is the view that opens by 19
default when the window is split.

CAUTION
The Task Entry View button runs the ResMgmt_TaskEntry macro, which displays the Task
Entry view and applies the resource schedule details for the Task Form view in the bot-
tom pane. The details selection remains in place every time the window is split, until a
different details selection is applied.

The Resource Allocation View

The Resource Allocation view is another predefined combination view that uses views that
have already been described: the Resource Usage view at the top and the Leveling Gantt
view at the bottom (see Figure 19.22). As its name implies, the Resource Allocation view
was designed for resolving resource overallocations. In the Resource Usage view in the top
pane, you determine which resources are overallocated, during what period of time, and to
what degree. In the Leveling Gantt view at the bottom, you can determine which tasks are
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756 Chapter 19 Using the Standard Views, Tables, Filters, and Groups

assigned to that resource. With this information, you can make decisions about how to han-
dle the overallocation. For example, in Figure 19.22, the top pane identifies the week of
October 6 as a problem for the marketing manager. The bottom pane identifies the tasks
that are assigned this manager. Each of these tasks requires the marketing manager’s full
attention, causing the overallocation. Having this information can help you make a wise
decision about how to handle the problem.
➔ To learn more about resolving resource conflicts, see “Identifying Resource Overallocations,” p. 405.

Gantt Chart view on top

Task Entry View button Resource Management toolbar

Figure 19.21
The Task Entry view
offers several differ-
ent perspectives on a
project.

19

Task Form view on bottom

You can access the Resource Allocation view in two ways: either by choosing View, More
Views or by clicking the Resource Allocation View button on the Resource Management
toolbar.
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Exploring the Standard Tables 757

Figure 19.22
The Resource
Allocation view shows
when and by how
much resources are
overallocated, as well
as what tasks the
resources are
assigned to during
that time period.

Exploring the Standard Tables

In the sheet views, the fields (columns) that are displayed are controlled by tables. You can
choose different tables by choosing View, Table, More Tables. If you are in a task view, the
list of task tables is displayed. If you are in a resource view, a list of resource tables is dis-
played. When you access the More Tables dialog box, you can view either the task or
resource list of tables by choosing the appropriate option button in the top-left corner of the
dialog box. The most commonly used tables are listed on a cascading menu on the Table 19
option of the View menu, as shown in Figure 19.23, but all tables are listed in the More
Tables dialog box (see Figure 19.24). You can only apply tables, however, for the appropriate
view format; that is, you can only apply a task table when you are in a task view.
You can customize and even create your own tables. The following sections describe each of
the predefined tables that are included with Microsoft Project.

The Task Tables

To access the task tables, display a task view, such as a Gantt Chart view, and choose View,
Table. Then, you can access a table from the cascading list or by opening the More Tables
dialog box. You can also edit, copy, and even create new tables in the More Tables
dialog box.
Table 19.2 briefly describes all the predefined task tables. Table names that are marked with
an asterisk (*) must be accessed by choosing View, Table, More Tables.
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758 Chapter 19 Using the Standard Views, Tables, Filters, and Groups

Figure 19.23
The commonly used
tables are available
under the View menu.
You can choose More
Tables to see the
complete list of
tables.

Figure 19.24
All tables are listed
in the More Tables
dialog box.

19

Table 19.2 The Predefined Task Tables in Project

Table Name Recommended Use
Cost This table shows how costs are varying from what you had
originally planned.
Entry This table is particularly helpful during the data entry stage,
when you’re creating a project. This is the Gantt Chart view
default table.
Hyperlink This table creates a hyperlink to another file, not necessarily a
Project file.
Schedule This table provides the calculated values of free slack and total
slack so that you can tell how much a task can be delayed with-
out it affecting related tasks or the project end date.
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Exploring the Standard Tables 759

Table Name Recommended Use

Summary This table provides a summary of basic schedule and progress
information.
Tracking This table enables you to view or enter actual information on
tasks as the project progresses.
Usage This table provides information about the hours of work
incurred for each task. It is the default table for the Task Usage
view.
Variance This table includes the calculated variance fields that summa-
rize the difference between what was planned and what has
actually happened in the project.
Work This table is useful for identifying tasks that are requiring more
effort than originally expected.
Baseline* This table displays information about what you planned during
the design phase of the project.
Constraint Dates* This table is an invaluable tool for locating tasks that have had
constraints applied, intentionally or accidentally.
Delay* This table includes the leveling delay field, which you can use
to see where delays have been imposed on a task, by you or by
Project. This is the default table for the Detail and Leveling
Gantt views.
Earned Value* You use this table to compare actual progress against expected
progress, based on work completed by resources, to predict
whether a task will come in under budget, based on costs
incurred thus far.
19
Earned Value Cost Indicators* This table is based on the Earned Value table, but it includes
more fields that are related to cost tracking.
Earned Value Schedule Indictors* This table focuses on Earned Value schedule fields.
Export* This table is designed for exporting to another application. It
includes many standard and custom task fields.
PA_Expected Case* In this table you can enter anticipated duration and schedule
values for PERT analysis.
PA_Optimistic Case* In this table you can enter best-case values for PERT analysis.
PA_PERT Entry* This table combines best, worst, and expected duration values
on one table.
PA_Pessimistic Case* In this table you can enter worst-case durations for PERT
analysis.
Rollup Table* In this table you can control placement of the task name text
for the rollup bar. It is the default table for the Rollup views.
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760 Chapter 19 Using the Standard Views, Tables, Filters, and Groups

N OTE
Comprehensive lists of fields included with supplied Project tables are documented in
Project’s online Help. From the Project screen, choose Help, Microsoft Project Help, and
select the Contents tab. In the Reference area, choose Microsoft Project Reference.
Follow the hyperlink in the right pane of Help to Views, Table, Filters, and Groups.

The Resource Tables

When a Resource Sheet view is displayed, the columns are also controlled by tables. Only
the resource tables are available when you are in a resource view. The most commonly used
tables are available directly by choosing View, Table (see Figure 19.25); all resource tables
are available when you choose View, Table, More Tables.

Figure 19.25
The resource tables
are listed under the
View menu when a
resource view is
displayed.

19

Table 19.3 briefly describes all the predefined resource tables. Table names that are marked
with an asterisk (*) must be accessed by choosing View, Table, More Tables.

Table 19.3 The Predefined Resource Tables in Project

Table Name Recommended Use
Cost This table is helpful in determining which resources are the most
and least expensive and which ones are overbudget and under-
budget.
Entry This table displays information about material resources as well as
work resources that are usually gathered when the resource pool is
being created. It is the default table for the Resource Sheet view.
Hyperlink This table stores hyperlink references to a file on a computer, a
network, an intranet, or the Internet.
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Exploring the Standard Filters 761

Table Name Recommended Use

Summary This table provides a synopsis of information about each resource in
a pool.
Usage This table provides information about the quantity of resources that
are being used, and it pinpoints which resources are being over- or
underutilized.
Work This table shows the progress of resources on their assigned tasks
and compares it to planned work.
Earned Value* This table shows calculated values that compare work and costs that
were budgeted to what the work is actually costing. This table is for
analysis only, not for entering or editing.
Export* This table provides a vehicle for exporting a comprehensive set of
resource information to other applications.
Entry—Material Resource* This table focuses on material or consumable resources, such as
lumber or concrete, and omits fields that apply only to work
resources.

Entry—Work Resource* This table focuses on work resources, such as individuals or facili-
ties.

➔ To create your own custom table, see “Using and Creating Tables,” p. 840.

Exploring the Standard Filters

As discussed previously in the chapter, tables are a central building block of Microsoft
Project. They determine which columns of fields are displayed for tasks or resources. Filters
are another major building block; they determine which tasks or resources are displayed, 19
depending on criteria that you provide.
All the views except the Relationship Diagram view can have filters applied. Any view that
can accept a filter can have one defined as part of the view: When the view is selected, the
filter is automatically applied. All the standard views initially have the All Tasks or All
Resources filters designated as part of the view definitions.

N OTE
Any view in the bottom pane of a combination view cannot have any filters applied. The
bottom pane is already being filtered by virtue of being the bottom pane, which is always
controlled by what is selected in the top pane.

A filter helps you identify and display only the tasks or resources (depending on the view)
that match one or more criteria. All other tasks or resources are temporarily hidden. If a fil-
ter is applied as a highlight filter, all tasks or resources are displayed, but those that are
selected by the filter are displayed with highlight formatting features such as a different
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762 Chapter 19 Using the Standard Views, Tables, Filters, and Groups

color, bold, italic, and underline, which you can define by choosing Format, Text Styles. Any
filter can be applied as a highlight filter or a display-only filter. You define the criteria for a
filter by specifying one or more field values that must be matched for a task or resource to
be selected by the filter.
Filters have the following key characteristics:
■ A calculated filter compares two or more values in the Project database, or it compares a
database field to a value you enter manually in the filter definition. For example, a filter
can compare the baseline cost to the total cost for a task, or it can compare the total
cost to some value (such as $5,000) that you specify.
■ Interactive filters prompt the user for a comparison value (or values) when the filter is
applied. For example, the Using Resource filter asks the user to choose a resource name
from a drop-down list.
■ All filters can be applied to highlight tasks that meet the criteria, instead of hide those
that don’t match.

➔ To learn more about highlighting specific groups of tasks or resources, see “Formatting Text Displays for
Categories of Tasks and Resources,” p. 778.

N OTE
Each filter on the Project, Filtered For menu that contains an ellipsis (…) is an interactive
filter.

TIP
You can apply an existing filter by using the Filter list box on the Formatting toolbar.

19
A filter can do much more powerful work than perform one simple test. Compound filters
incorporate multiple tests against the tasks to perform more complex filtering. The follow-
ing tests can be included in filters:
■ Inclusive filters use the And condition to require that all test conditions are met.
■ Exclusive filters use an Or test to choose tasks that meet at least one test condition.
■ You can evaluate groups of And/Or tests independently and combine the results with
other groups of tests by using an And or Or condition between groups of tests. For
example, the Using Resource in Date Range filter first finds all tasks that have a certain
resource assigned, and then it tests both the start and finish dates for those tasks to find
tasks that finish within a range of dates.

Applying a Filter to the Current View

To apply a filter to a view, you can choose Project, Filtered For or use the Filter tool on the
Formatting toolbar. If the filter you want is on the Project, Filtered For menu (shown in
Figure 19.26), you can select the filter name, and it will be applied immediately. If the filter
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Exploring the Standard Filters 763

is not on the Project, Filtered For cascading menu, you can choose More Filters and then
select the filter name from the complete list of filters in the More Filters dialog box list (see
Figure 19.27). You click the Apply button to apply the filter so that only tasks or resources
that satisfy the filter appear. If you want to apply the filter as a highlight filter (so that fil-
tered items are highlighted and all other items remain displayed), click the Highlight button
instead of Apply.

Figure 19.26
You can choose a fil-
ter from the cascad-
ing list on the Project,
Filtered For menu.

Figure 19.27
The More Filters dia-
log box lists all filters
that are available for
both tasks and
resources.

19

N OTE
You can apply filters as highlight filters by holding down the Shift key as you choose
Project, Filtered For and select the filter name.

Another way to apply a filter to the current view is by selecting the filter
name from the Filter tool on the Formatting toolbar (see Figure 19.28).
When you select the filter name from the list, the filter is applied immediately. You cannot
apply the filter as a highlight filter when you use the Filter tool.
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764 Chapter 19 Using the Standard Views, Tables, Filters, and Groups

Figure 19.28
The Filter list box on
the Formatting tool-
bar also provides
access to filters.

When you apply an interactive filter, a dialog box appears, in which you must supply the
values to be used for testing the tasks or resources. For example, Figure 19.29 shows the
Using Resource filter dialog box. This filter selects all tasks that are assigned to the resource
that you choose from the entry list.

Figure 19.29
The Using Resource
filter dialog box
allows you to choose
from a list of available
resources.

When you apply a filter, all tasks or resources that satisfy the filter criteria at that moment
are selected. If you change a value in a field, you might change how this value satisfies the
filter criteria. The task or resource continues to be displayed or highlighted, though,
because the filter criteria are evaluated only at the moment the filter is applied. You need to
apply the filter again to see the effects of changes in the project.

19 N OTE
You can reapply the filter by pressing Ctrl+F3. You can set a filter back to the default All
Tasks or All Resources by pressing F3.

It is important to note that a filter is applied to the view that is currently being displayed
and does not affect the list of tasks or resources on other views. For example, if you filter in
the Gantt Chart view to see only critical tasks (by applying the Critical filter), and then you
switch to the Tracking Gantt view, all tasks are displayed on the Tracking Gantt view, not
just the critical tasks. An applied filter stays in effect on the view you applied it to until you
remove it. After you have finished using a filtered view, you can remove the filter by select-
ing the All Tasks filter or the All Resources filter.

Using the Standard Filters

Not every view can be filtered, and there are other limitations to using filters. The follow-
ing points summarize these limitations:
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Exploring the Standard Filters 765

■ You can apply only task filters to task views and only resource filters to resource views.
■ You cannot apply a filter to a bottom pane view. The reason is that the bottom pane
view is already filtered: It displays only the tasks or resources that are associated with
the item or items selected in the top pane.
■ The Relationship Diagram view cannot be filtered, but the standard filters are available
for all other views.
■ You cannot apply a highlight filter to a form. Using a filter as a highlight makes sense
only for the views that display lists, because the purpose of a highlight is to make
selected items stand out from the rest. Thus, only the views that contain tables can
accept highlight filters.
■ Each filter considers the entire set of tasks or resources for selection. You cannot use
successive filters to progressively narrow the set of selected tasks or resources. For
example, if you filter the task list to show milestones, and then you apply the Critical
filter, you will see all critical tasks displayed, not just critical milestones. You must either
create a filter, edit an existing one, or use the AutoFilter option to use more than one
criterion at a time.

➔ To learn how to create your own filters, see “Creating Custom Filters,” p. 859.

Describing the Standard Filters

The filters that are supplied with Microsoft Project provide standard selection criteria that
are useful in many situations that you will encounter. You might never need to create your
own filters. Tables 19.3 and 19.4 describe the standard task filters and resource filters,
respectively.
Table 19.4 lists the filters that can be applied to task views. An asterisk (*)
indicates that the filter is not found on the standard Project, Filtered For 19
menu but is found instead on the More Filters menu. All filters are listed in the Filter tool
on the Formatting toolbar as well. A filter name that is followed by an ellipsis (…) is an
interactive filter.

Table 19.4 The Predefined Task Filters in Project

Filter Name Purpose
All Tasks Displays all tasks.
Completed Tasks Displays tasks that are marked as 100% complete.
Confirmed* Displays tasks for which the requested resources have agreed to take on
the assignment.
Cost Greater Than…* Displays a prompt that asks for the cost to be used in a test for tasks
that are greater than that cost.
Cost Overbudget* Displays all tasks that have a scheduled cost greater than the baseline
cost if the baseline cost is greater than 0.

continues
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766 Chapter 19 Using the Standard Views, Tables, Filters, and Groups

Table 19.4 Continued

Filter Name Purpose
Created After…* Displays a prompt that asks for a date to be used in a test for tasks that
were created after that date.
Critical Displays all critical tasks.
Date Range… Displays a prompt that asks for a range of dates to be used in a test for
tasks that either start or finish within that range of dates.
In Progress Tasks* Displays all tasks that have started but have not finished.
Incomplete Tasks Displays all tasks that have a percentage complete that is not equal to
100%.
Late/Overbudget Tasks Displays a prompt that asks for a resource name to be used in a test for
Assigned To…* tasks that are assigned to that resource, where the task’s finish date is
later than the baseline finish or the cost is greater than the baseline
cost.
Linked Fields* Displays all tasks that are linked to other applications.
Milestones Displays all milestones.
Resource Group…* Displays all tasks that are assigned to the specified resource group.
Should Start By…* Displays all tasks that should have started but have not started by a date
that the user supplies.
Should Start/Finish By…* Prompts for a range of dates that are used to display tasks that should
have started by the beginning date or should have finished by the end
date.
Slipped/Late Progress* Displays tasks where the finish date is later than the baseline or where
19 the budgeted cost of work scheduled is greater than the budgeted cost
of work performed.
Slipping Tasks* Displays all tasks that are not finished and whose scheduled finish dates
are later than the planned finish dates.
Summary Tasks Displays all tasks that have subordinate tasks defined below them.
Task Range… Displays all tasks that have ID numbers within a range that is specified
by the user.
Tasks with a Task Displays all tasks that have been assigned task-specific calendars.
Calendar Assigned*
Tasks with Attachments* Shows tasks that have objects attached, such as a graph or a note in the
Notes field.
Tasks with Deadlines* Displays all tasks that are assigned deadline dates that work in conjunc-
tion with a task’s constraint.
Tasks with Estimated Displays all tasks where the duration has been marked as estimated,
Durations denoted by a ? after the duration.
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Exploring the Standard Filters 767

Filter Name Purpose

Tasks with Fixed Dates* Displays all tasks that have constraints other than As Soon As Possible
or that have already started.
Tasks/Assignments Displays all tasks where overtime work has been assigned.
with Overtime*
Top Level Tasks* Displays all highest-level summary tasks.
Unconfirmed* Displays all tasks for which the requested resources have not yet com-
mitted to the task.
Unstarted Tasks* Displays all tasks that have not yet started. For example, the Actual
Start field is still set to NA.
Update Needed* Displays all tasks that have incurred changes, such as revised start and
finish dates or resource reassignments, and that need to be sent for
update or confirmation.
Using Resource in Displays all tasks that use the resource that is named by the user, during
Date Range…* the range of dates that is also supplied by the user.
Using Resource… Displays all tasks that use the resource that is named by the user.
Work Overbudget* Displays all tasks where the actual hours of work performed are greater
than what was planned (the baseline work).

Table 19.5 lists the filters that are available for resource views. Again, an asterisk (*) marks
filters that are not found on the standard Project, Filtered For menu but that are found
instead on the More Filters menu.

Table 19.5 The Predefined Resource Filters in Project

19
Filter Name Purpose
All Resources Displays all resources. This is the default filter.
Confirmed Assignments* Displays resources who have confirmed their task assignments.
Cost Greater Than…* Displays resources where the cost is greater than the amount
specified by the user.
Cost Overbudget Displays all resources that have a cost that is greater than the base-
line cost.
Date Range…* Displays resources who have tasks that are occurring during a
range of dates that is specified by the user.
Group… Displays all resources that belong to the group specified by the
user (which have the same entry in the Group field).
In Progress Assignments* Displays resources who have tasks that are being worked on. For
example, the tasks have an actual start date but no actual finish.

continues
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768 Chapter 19 Using the Standard Views, Tables, Filters, and Groups

Table 19.5 Continued

Filter Name Purpose
Linked Fields* Displays all resources with fields that are linked to other applica-
tions.
Overallocated Resources Displays all resources that are overallocated—for example,
resources that have too many hours of work assigned to them
during some time period of the project.
Resource Range… Displays all resources that have ID numbers within the range spec-
ified by the user.
Resources—Material Displays consumable resources that are listed as Material in the
Type field.
Resources—Work Displays resources such as individuals or assets that are listed as
Work in the Type field.
Resources with Attachments* Displays resources that have objects attached or a note in the
Notes field.
Resources/Assignments Displays resources for whom some of the work assigned to is
with Overtime* incurred as overtime.
Should Start By…* Displays resources assigned to tasks that have not started, where
the calculated start falls after a date specified by the user.
Should Start/Finish By…* Displays resources assigned to tasks that have not started, where
the start or finish of the task falls between a date range specified
by the user.
Slipped/Late Progress* Displays resources with tasks assigned, where the finish date is
later than the baseline or the budgeted cost of work scheduled is
19
greater than the budgeted cost of work performed.
Slipping Assignments* Displays resources with tasks assigned that are not finished and
whose scheduled finish date is later than the planned finish date.
Unconfirmed Assignments* Displays resources with tasks assigned for which a commitment
has not yet been made.
Unstarted Assignments* Displays all resources assigned to tasks that have not yet started
but that have been confirmed. For example, the Actual Start field
is still set to NA.
Work Complete* Displays resources assigned to tasks that are 100% complete.
Work Incomplete* Displays resources assigned to tasks that have started but are not
100% complete.
Work Overbudget Displays all resources with scheduled work that is greater than the
baseline work.
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Exploring the Standard Filters 769

Using the AutoFilter Feature

The AutoFilter feature in Microsoft Project is very similar to the AutoFilter feature in
Microsoft Excel. To turn on the AutoFilter feature, you can click the AutoFilter tool on the
Formatting toolbar or choose Project, Filtered For, AutoFilter.
When it is enabled, the AutoFilter places a drop-down arrow at the top of each table col-
umn and creates a list of unique values in each column (see Figure 19.30). To filter that col-
umn, you choose an option from the drop-down menu. The column heading turns blue, to
indicate that the column is filtered. You can apply a filter in this way to more than one col-
umn in order to perform successive filters. For example, in Figure 19.30 filters have been
used to display only the tasks which are assigned to John Melville that are scheduled to last
longer than one week.

List restricted to tasks with duration greater than 1 week

AutoFilter toolbar button
One resource’s tasks Drop-down menu

Figure 19.30
The AutoFilter tool
lets you easily narrow
down a list of tasks
or resources.

19

Project includes special options in some lists, depending on the field type. For example, the
Duration field has AutoFilter options for values one week or less, more than one week, and
so on. Date fields have options for ranges as well—such as this week, this month, and next
month (see Figure 19.31).
Each of the drop-down menus also has a custom option that allows you to create and save
a filter with more than one condition, using either an And or an Or condition (see
Figure 19.31).
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770 Chapter 19 Using the Standard Views, Tables, Filters, and Groups

Figure 19.31
Multiple-condition
tests can be saved
with the Custom
AutoFilter option.

➔ For additional information on creating your own specialized filters, see “Creating Custom Filters,”
p. 859.

N OTE
The keystrokes that reapply the filter (Ctrl+F3) and set a filter back to the default All
Tasks or All Resources (F3) also work with AutoFilter.

Exploring the Standard Groups

Another way to organize project information is to apply a group definition.
Grouping allows you to, for example, create subtotals for numeric data or
create a multiple-level, hierarchical structure of data based on some code such as the outline
numbering. Applying a group definition rearranges the task or row information onscreen
into a temporary outline structure, according to the values in specified Group By fields. In
this way, grouping is similar to performing a multilevel sort. You can use the Show Subtasks,
Hide Subtasks, and Show Outline Level drop-down list buttons on the Formatting toolbar
to show or hide group details.
19
Group definitions also include value intervals for the Group By fields so you can control
subgroup structure. Rolled-up values within subgroups are calculated and displayed on the
group total lines. In Figure 19.32, the Cost table is displayed on the Resource Sheet view
and the standard Resource grouping has been applied. A project manager could use this
view to determine the cost contributions to the project by each level of resource pay rates.

Applying the Standard Groups

Groups, like tables and filters, are designed for task views or resource views, so there are
two lists of group definitions. Most, but not all, views can have group definitions applied.
The Calendar view and the Resource Graph view are two notable exceptions.
You can apply group definitions either by choosing the group name from the Group By tool
on the Standard toolbar or by opening the Project menu and choosing Group By (see
Figure 19.33). A cascading list of defined groups appears for you to choose from, or you can
choose More Groups to create custom groups. To remove grouping from the view, you
choose No Group from the definition list.
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Exploring the Standard Groups 771

Standard Resource group definition applied

Cost contribution of the group

Figure 19.32
Applying a Group def-
inition creates a new
outline structure and
displays rolled-up
values.

Cost contribution of a single resource Expanded group

Figure 19.33
The list of group defi-
nitions is available
under the Project
menu. 19
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772 Chapter 19 Using the Standard Views, Tables, Filters, and Groups

➔ For information on techniques for creating custom group definitions, see “Creating Custom Groups,”
p. 868.

Describing the Standard Groups

Table 19.6 lists the group definitions that are available for task views. All groups are available
either through the Group By button on the Standard toolbar or by choosing Project, Group By.

Table 19.6 The Predefined Task Group Definitions in Project

Group Name Description
No Group Removes the applied grouping.
Complete and Incomplete Tasks Lists tasks not finished in the first group.
Constraint Type Groups tasks in alphabetical order of constraint type.
Critical Lists noncritical tasks first.
Duration Based groups on each unique value in the Duration field.
Duration then Priority Within the Duration groups, lists tasks lowest priority value
first.
Milestones Lists normal, non-milestone tasks first.
Priority Groups tasks in Priority value intervals of 100.
Priority Keeping Outline Structure Maintains outline structure when grouping by Priority values.

Status Request Pending Lists tasks that do not currently require a status response
from a resource first.

If a resource view is displayed, the group definition list changes to show only definitions that
19 are applicable to resource data. Table 19.7 lists the group definitions that are available for
resource views. One supplied group, Assignments Keeping Outline Structure, can be applied
only to the Resource Usage view because it involves both resource and assignment fields.
Another supplied definition, Resource Group, uses the group designations entered on the
Resource sheet Entry table; do not confuse that group field with the Resource Group defini-
tion. All groups are available either through the Group By button on the Standard toolbar or
by choosing Project, Group By.

Table 19.7 The Predefined Resource Group Definitions in Project

Group Name Description
No Group Removes the applied grouping.
Assignments Keeping Outline Structure Groups resource assignments within the task outline
structure.
Complete and Incomplete Resources Lists resources who have not started their assigned work
first.
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Troubleshooting 773

Group Name Description

Resource Group Subtotals values based on the Group field entries on the
Resource Sheet view.
Response Pending Lists resources who need to respond to assignment
requests last.
Standard Rate Gives a breakdown of contributions by resource pay
scales.
Work vs. Material Resources Separates and summarizes the two types of project
resources.

Troubleshooting
A Filter Is Not Limiting the Task List
I’m trying to create a filter to show tasks that start between two dates I specify. The filter criteria are
set to find tasks with a start date greater than (date 1) and tasks with a start date less than (date 2).
Why am I still seeing all my tasks?
Choosing And or Or is a common source of confusion. What you want to do is first select
tasks that begin after date 1. Then, using the tasks that passed the first test, narrow the list
further by restricting it with an And test. Change the And/Or test in the first column of the
filter definition to And.

Filters Are View Specific, but Tables Are Not

In the Gantt Chart view, I filtered for slipping tasks and hid the Indicators column so that it
wouldn’t print. When I switch to the Tracking Gantt view, the Indicators column is hidden and I
don’t want it to be, but the filter is not applied and I want that. How are these views related to each
other?
The views are independent of one another when you apply filters, but they both use the
Entry table to display columns onscreen. An applied filter changes the display only for the
view that is onscreen. If you change to another view and want to see it filtered as well, you
must apply a filter to it, too. But when you modify a displayed table, you are actually chang-
ing the underlying definition of the table. The altered table then shows all views that use
that table. To have different tables for different uses—for example, one for printing, one for
edit and review—you can create and apply a custom table when needed. See Chapter 21,
“Customizing Views, Tables, Fields, Filters, and Groups,” for more information.
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CHAPTER
20
Formatting Views

In this chapter
Using the Common Format Options in the Standard Views 776
Formatting the Gantt Chart View 790
Formatting the Calendar View 802
Formatting the Network Diagram View 807
Formatting the Task and Resource Form Views 817
Formatting the Resource Graph View 819
Formatting the Resource Usage View 826
Formatting the Task Usage View 829
Formatting the Sheet Views 830
Troubleshooting 830
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776 Chapter 20 Formatting Views

Using the Common Format Options in the

Standard Views
Views are basically broken down into three category types: sheets, forms, and graphical
views. Views of the same type share similar customizing options. Sheet and graphical views
all contain gridlines; therefore, you can use the Format, Gridlines command to change the
appearance of the gridlines in all those views. Many graphical views also contain timescales,
and you can also use the Format, Timescale command in those views. Use the Format, Text
Styles command to change the font, size, and color of text in views.
Options on the Format menu change the look of the current view. Suppose you change the
timescale on the Gantt Chart view to show months instead of days. Until you change the
timescale again, you see this format for the timescale each time you display the Gantt Chart
view. However, if you switch to another view that also has a timescale (for example, the
Resource Usage view), you find that the timescale in that view does not show the changes
that were made in the Gantt Chart view but instead reflects the way the Resource Usage
view was last displayed.

Sorting the Tasks or Resources in a View

Sorting is especially relevant for views that display tasks or resources in a table or list layout.
But you also can sort the order in which tasks or resources appear in the form views as you
scroll with the Next and Previous buttons. You cannot sort the displayed items in the
Relationship Diagram view, however.
Sorting enables you to arrange lists by a number of predefined fields, as well as a combina-
tion of up to three columns or fields that you specify. The predefined fields for sorting vary
from one view to another. For example, in a resource view, predefined sort fields include By
Cost, By Name, and By ID. The predefined fields in a task view include By Start Date, By
Finish Date, By Priority, By Cost, and By ID. To sort the entries in a view, choose Project,
Sort. A cascading menu appears, and it contains the predefined sort fields (see Figure 20.1).
If you choose from one of these, the tasks or resources are sorted immediately, based on that
one field and in ascending order. If you select the Sort By option, the Sort dialog box
appears, offering more choices (see Figure 20.2).
20
Figure 20.1
The cascading sort list
offers easy access for
sorting tasks or
resources.
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Using the Common Format Options in the Standard Views 777

Figure 20.2
The Sort dialog box
offers extensive
options for sorting.

Selecting the Sort Keys

In the Sort dialog box, you use the drop-down list in the Sort By area to select the major
sort field, and then you can select the Ascending or Descending button to specify the sort
order. If you want to further sort the list within the groups that are placed together by the
first sort field, you can specify the two Then By fields, and indicate the sort order for each
of these fields.
In addition to sorting on the predefined fields supplied with Project, you can also sort tasks
or resources by custom fields, including outline and Work Breakdown Structure (WBS)
codes you create. If a custom field has been renamed, both the generic field name and its
alias appear in the sort key lists.
➔ For more information on creating and using custom fields, see “Customizing Fields,” p. 847.

Selecting the Sort Operation

Although you can undo a sort, it is a good idea to save a project file before sorting, just in
case. After you define the fields to sort by, you need to indicate whether you want the sorted
tasks or resources to be permanently renumbered; they will be given new ID numbers. For
task views, you can also choose to keep all tasks under their summary tasks but sort subordi-
nate tasks within their summary task, by marking the Keep Outline Structure check box. To
sort all tasks without regard for their position within an outline, clear this box. 20
For resource views, there is also a check box for sorting the resources by the projects to
which they are assigned. This option is useful when you are using a pool of resources for
more than one project.
➔ For more information on sharing a pool of resources, see “Sharing Resources Among Projects,” p. 621.
To sort the list immediately, click the Sort button. To return the sort keys to the standard
sort—by ID numbers only—click the Reset button. Note that clicking Reset does not dis-
play the original order of the list if Permanently Renumber Tasks was selected.
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778 Chapter 20 Formatting Views

CAUTION
Be careful with the Permanently Renumber option. If Project objects such as filters or
macros address list items by their ID numbers, permanently renumbering them can have
unexpected results.

Formatting Text Displays for Categories of Tasks and Resources

Most of the views in Microsoft Project enable you to choose special formatting options for
displaying text. You can differentiate categories of tasks or resources by the font, type size,
style, or color of text used to display the data. For example, you can format names of critical
tasks to be displayed in red or milestone task names to appear in italics. Text formatting also
defines the appearance that highlight filters apply to items displayed selected by the filter.
➔ For more information on highlight filters, see “Exploring the Standard Filters,” p. 761.
To change the display of text for categories of tasks or resources in a view, choose Format,
Text Styles. The Text Styles dialog box appears (see Figure 20.3).

N OTE
If the Text Styles command doesn’t appear in the Format menu, you can’t change the text
display in the current view. To change the text display for selected tasks or resources that
don’t fall into any particular category, see the section “Formatting Selected Text,” later in
this chapter.

Figure 20.3
You can use the Text
Styles dialog box to
change text attributes
for categories of tasks
or resources.

20

CAUTION
You cannot reverse text formatting changes by using Undo, and there is no Reset button.
Regardless of how the changes were made—whether a style was changed, or formatting
was manually applied—you must restore the original formatting manually.
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Using the Common Format Options in the Standard Views 779

Selecting an Item to Change

From the Item to Change drop-down list, choose the category you want to format. When a
task or resource falls into two or more categories, some items in the list take precedence
over others. The following are the task items, listed in descending order of precedence:
■ Highlighted tasks
■ Marked tasks
■ Summary tasks
■ Milestone tasks
■ Critical tasks

If a Milestone task is also a Critical task, for example, the display is governed by the text for-
mat for milestones. If the same task is selected by a highlight filter, the task shows the
Highlight task format rather than either the Milestone task or Critical task formatting. A
highlighted task is a task that is selected when a filter is applied as a highlighting filter.
Choose the Highlight option under Project, Filtered For to display all tasks or resources but
apply special formatting to the ones that match the filter criteria.

TIP
You can choose to highlight tasks selected by a filter rather than hide tasks that weren’t
selected. To do so, press the Shift key while choosing a filter under Project, Filtered For.
Alternatively, you can select Project, Filtered For, More Filters and use the Highlight but-
ton to apply a filter.

Marked tasks have the logical value Yes in the Marked field of the Project database. You can
use the Marked field to manually select tasks of interest without defining a filter or defining
a custom field (or when there is no logical test that can be expressed for the filter).
Milestone tasks have the logical value Yes in the Milestone field. The Milestone field is set
to Yes when you enter a duration of zero for a task, but you can designate any task as a
Milestone task by checking the Mark Task as Milestone check box on the Advanced tab of
the Task Information dialog box. You can also place the Milestone and Marked fields in a
table for editing purposes. 20
➔ For more information on adding fields to a table, see “Using and Creating Tables,” p. 840.
The All item in the Item to Change drop-down list on the Text Styles dialog box enables
you to easily make a change in all text categories at one time. For example, you might use
the All item initially to set an overall font type or size. You can then override the font and
size on individual categories. If you later choose the All category again, however, and make
a change in the font or point size, any of your earlier manual changes are lost.
The items listed after All are specific to tasks or resources, depending on which type of view
is currently displayed. After all, those type-specific text categories are items that are specific
features of the active view. When the Gantt Chart view is the active view, for example, the
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780 Chapter 20 Formatting Views

first text items listed deal with tasks. After that, the item list includes general formatting
options for the view. The following text style items are available for the Gantt Chart view:
■ All
■ Noncritical Tasks
■ Critical Tasks
■ Milestone Tasks
■ Summary Tasks
■ Project Summary Tasks
■ Marked Tasks
■ Highlighted Tasks
■ Row & Column Titles
■ Top, Middle, and Bottom (timescale tiers)
■ Bar Text - Left
■ Bar Text - Right
■ Bar Text - Top
■ Bar Text - Bottom
■ Bar Text - Inside
■ External Tasks

The following text style items are available for the Resource Usage view:
■ All
■ Allocated Resources
■ Overallocated Resources
■ Highlighted Resources
■ Row and Column Titles
■ Assignment Row

20 ■ Top, Middle, and Bottom (timescale tiers)

Changing the Font, Style, and Color of Text Displays

The Text Styles dialog box is similar in use and appearance to text formatting dialog boxes
in other applications, such as Microsoft Word. You can use the Text Styles dialog box to
change the assigned font, font formatting (that is, regular, bold, italic, and bold italic), point
size, and color. A single style of underlining is also available in this dialog box. Click Reset
to clear any previous formatting choices and return to the default settings for the style.
You use the Color drop-down list in the Text Styles dialog box to choose the color for the
selected item’s text. If you don’t use a color printer, all the colors print as black with
grayscale shading. The clear color option causes an item’s text to be transparent in the
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Using the Common Format Options in the Standard Views 781

display, although the row for the item still appears onscreen and on paper. Onscreen color
provides useful visual clues even if you don’t print in color.

Formatting Selected Text

You can make formatting changes to selected text items instead of to categories of styles. To
do so, you use the Format, Font command and the Formatting toolbar to apply manual for-
matting. The choices that are available via the Format, Font command are the same as the
choices in the Text Styles dialog box, except that you don’t have a choice about what item to
change. Changes that you make in this dialog box are made to any tasks that are selected, not
to categories of tasks or resources.
The Formatting toolbar offers drop-down lists of common formatting options: font and
point size; bold, italic, and underlined text; and left, center, and right alignments.
You can copy formatting by using the Format Painter button on the Standard toolbar. To
use this button, select the task or resource that has the format you want to copy. Click the
Format Painter button. The mouse pointer changes to a cross with a paintbrush attached.
Select the tasks or resources to which you want to apply the format, and the formatting is
automatically applied when you release the mouse button. Keep in mind that Undo is not
available when you are using the Format Painter. If you change your mind about the format,
you have to use the Formatting toolbar options or the Format, Font command to reset the
changes you made.

N OTE
The difference between using Format, Text Styles and applying manual formatting is sig-
nificant. With manual formatting, you are making changes to selected text only—not to
categories of tasks or resources. When additional tasks or resources belonging to a cer-
tain category are added, formatting applied by using the Format, Font command, the
Formatting toolbar, or the Format Painter are not taken into account.

Formatting Gridlines
Gridlines add visual guides on tables and timescales. Many gridlines are drawn by default.
Gridlines are drawn between the rows and columns of a table, between column titles, and 20
between units on the timescale. You can add gridlines to views; for example, you can add
gridlines between the bars in the Gantt Chart view. A very useful single gridline is the cur-
rent date that appears by default on several views, including Gantt Chart views.
To format gridlines for the current view, choose Format, Gridlines, and the Gridlines dialog
box appears (see Figure 20.4). (You can also access the Gridlines dialog box by pointing to
any blank area of the Gantt Chart view and right-clicking. The Gridlines option appears on
the shortcut menu.) The options in this dialog box vary, depending on the applied view;
Figure 20.4 shows the Gridlines dialog box for the Gantt Chart view. Common gridlines are
shown in Figure 20.5; in the figure, gridlines that are not displayed by default on the Gantt
Chart view are marked with an asterisk (*).
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782 Chapter 20 Formatting Views

Figure 20.4
You can change the
way gridlines look by
using the Gridlines
dialog box.

Title Horizontal Middle Tier Column gridline

Title Vertical Gantt Rows*

Figure 20.5
Gridlines can add
clarity to a view.

Sheet Row

Sheet Column Project Start* Project Finish*

20
From the Line to Change list in the Gridlines dialog box, choose the kind of gridline you
want to change. The settings in the Normal section are applied to every line of the type
that you choose, unless a selection in the At Interval section is also active (in which case, a
different line and color appear at regular intervals). Only a few line categories can be given
a distinguishing interval line type and color. Sheet Row and Sheet Column gridlines in table
views, for example, can have intervals, and in the Gantt Chart and the Resource Usage
views, rows and columns can have interval colors and line types.
You can use the Type drop-down list in the Normal section of the Gridlines dialog box to
choose one of the five options (no line, solid, dotted, small dashes, and large dashes). Use
the Color drop-down list section to choose a color. You can select the At Interval line type
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Using the Common Format Options in the Standard Views 783

and color if you want a distinguishing line (if available). You can activate the At Interval
Type and Color fields by choosing an interval: Choose 2 for every other row or column, or
3 or 4 for every third or fourth row or column. Or, you can choose Other and type the
desired interval number.

Using the Outline Options

Views that list tasks (such as the Gantt Chart and Task Sheet views) can display tasks in ways
that show information about their places in the outline structure. You can hide or display
summary tasks, indent subordinate tasks to show their level in the outline, display outline
numbers next to each task, and display summary tasks either with or without a special sym-
bol to show that they have subordinate tasks.
➔ For more information on controlling the task outline, see “Outlining the Task List,” p. 154.
To change the display of outlined tasks, choose Tools, Options. The Options dialog box
appears. Click the View tab. The outline display default options are shown in Figure 20.6.
Figure 20.7 shows the effects of each of these choices when they are marked.

Figure 20.6
Options for displaying
outline formatting
appear on the View
tab of the Options
dialog box.

20
N OTE
Make sure you’re in a view that can display outlines (for example, the Gantt Chart view
or the Task Sheet view) before you access the Options dialog box. Otherwise, the Outline
Options section won’t be available.

In the View options dialog box, the Show Summary Tasks option is selected by default, so
you see the summary tasks included in the list of tasks. If the Show Summary Tasks check
box is not marked, the summary tasks do not appear in the list. If subtasks are hidden when
you turn off the summary task display, those subtasks stay hidden. The outlining commands
on the Formatting toolbar are not available when summary tasks are not shown. Hiding
summary tasks is useful when you’re applying filters or sorting a task list.
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784 Chapter 20 Formatting Views

Formatting toolbar outlining options

Project summary task
First-level summary task Three-tiered timescale

Figure 20.7
An overall project
summary task is cal-
culated automatically
by Project.

Outline symbol

Outline number

Second-level tasks indented

If the Indent Name box is turned off, the indentations are removed and all tasks are aligned
at the left margin.
A project summary task is a special task that summarizes and rolls up the entire project. You
can choose the Project Summary Task option to display a project summary task at the
beginning of the task list (with task ID number 0). This feature is particularly useful when
you’re consolidating projects.
➔ For information on techniques for consolidating projects, see Chapter 16, “Working with Multiple
Projects,” p. 603.
20
If the Show Outline Number check box is selected, each task name is preceded by an outline
number that identifies each task’s place in the outline. The outline numbering is in the so-
called legal style, with each task number including the related summary task numbers. This
is the same number you see for WBS codes in the Task Information dialog box on the
Advanced tab, unless a custom WBS has been created. If the Show Outline Number check
box is not selected, outline numbers are not displayed as part of the task list.
➔ For more information on WBS codes, see “Using Custom WBS Codes,” p. 163.
If the Show Outline Symbol check box is selected, each summary task is preceded by a plus
(+) or a minus (–) sign. A plus sign indicates that the summary task has subtasks that are not
currently being displayed, and the minus sign indicates that all tasks under the summary task
are showing.
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Using the Common Format Options in the Standard Views 785

TIP
When you are printing reports that include outlined tasks, you can save space by turning
off the Indent Name option. If you do this, you should turn on the Show Outline Number
option so that you can see your outline structure.

If you experience problems displaying the Outline Symbols then refer to the section “Missing
Outline Symbols” in the “Troubleshooting” section at the end of this chapter.

Formatting Timescales
Views that display timescales offer you the option of choosing the time units and the date
formats for each level of the timescale display. Project 2003 provides three levels, or tiers, to
the timescale.
To change the timescale, choose Format, Timescale. The Timescale dialog box appears (see
Figure 20.8), with options for defining all three timescale tiers. A sample display area
instantly previews what the timescale looks like as you select different options.

TIP
You can also access the Timescale dialog box by double-clicking anywhere timescale
units are displayed or by right-clicking the timescale headings and choosing Timescale
from the shortcut menu.

Figure 20.8
You can be very spe-
cific about how the
timescale is displayed
by using the numer-
ous options in the
Timescale dialog box.

20

TIP
You can also use the View, Zoom command to zoom in on a variety of predefined time
periods, including the entire project.
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786 Chapter 20 Formatting Views

Changing Timescale Tiers

There are three tiers that can be displayed on the timescale—the top, middle, and bottom
tiers. In the Timescale dialog box, there is an option to show one or more of these three
tiers. If you choose to display a single line on the timescale, it will be defined by the bottom
tier settings. Choosing to display two tiers will add the middle tier to the bottom tier dis-
play. You can also turn on all three tiers.
You can define the three tiers of the timescale separately, but they are defined within the
same dialog box. The only requirements are as follows:
■ The units selected for a tier must be at least as large as the units selected for the
tier beneath it. Specifically, the time span of the lower scale unit, including the periods
specified in the Count field, can’t be longer than the timescale of the higher tier unit.
■ At least one tier must be displayed. Project issues a Timescale Error message if you
try to close the Timescale dialog box with all tiers hidden.

You can use the Units drop-down list in the Timescale dialog box to choose one of the time
period options provided: Years, Half Years, Quarters, Months, Thirds of Months, Weeks,
Days, Hours, or Minutes. To include more than one time period within each major unit,
choose the Count text box and enter a number other than 1. To have a scale show fortnights
(that is, two-week time periods), for example, you would select Weeks as the Units and 2 as
the Count. To get the same effect, you could also select Days as the Unit and 14 as the
Count. Keep in mind that the Label options are different for weeks and days, and this might
influence which format you use.

N OTE
If the tick lines that separate the units of the scales don’t change in the sample area
immediately after you change the count, you might need to select the Tick Lines check
box twice to refresh the tick line display.

To choose the label to display in each major scale time unit, you use the Label drop-down
list in the Timescale dialog box. The list of options is extensive and depends on the units
20 selected for the display. You can use three basic types of labels for any of the time units:
■ The specific time period named, such as the year, quarter number, month name
or number, and day number—Many choices are available, including abbreviations,
full or partial specifications, numbers, and words. Figure 20.9 shows a partial list of the
options available for the Weeks unit.
■ The number of the time periods in the life of the project, starting from the
beginning of the project or counting down from the end of the project—These
units are designated with either (From Start) or (From End) as part of the label defini-
tion. If the unit is Week 1 (From Start), for example, the time periods are labeled Week
1, Week 2, and so on, if you are counting from the beginning of the project. If you are
counting backward from the end of the project, the time periods are labeled Week 40,
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Using the Common Format Options in the Standard Views 787

Week 39, and so on. This labeling scheme is useful in the early planning stages of a
lengthy project, before specific start and finish dates are established, and when a project
file is used as a template.
➔ For more information on using a file as a project template, see “Creating and Using Templates,” p. 103.
■ No label—If for some reason you choose to have no label, Project allows you to display
the timescale with tick marks only—no labels showing.

Figure 20.9
Labeling options vary
depending on the
time unit chosen.

You can center, left-align, or right-align the time unit labels by choosing from the Align
drop-down list. Also, you must select the Tick Lines check box in order to display vertical
separator tick lines between the larger time unit labels.
Additional settings are available for displaying and labeling periods in a fiscal year format.
Each tier can reflect either calendar years (the default) or fiscal years. You must change the
Fiscal Year Starts In option on the Calendar tab of the Options dialog box in order to
change the month that begins the fiscal year (so that Quarter 1 covers the months used by
your organization in its reports). Using the drop-down list, you can change from the
default, January, to the month you want to use. If you choose a month other than January,
you can select the Use Fiscal Year check box to indicate that you want to use the starting
month for fiscal year numbering. Similarly, if you want the week—and the timescale
labels—to begin on a day other than Sunday (the default), you must change the Week Starts
On item. 20

Completing the Timescale Definition

The two options for Size and Scale Separator in the Timescale dialog adjust the overall look
of the timescale. To change the width of the timescale units displayed, you choose the Size
box and enter an adjustment percentage. For example, if the values in the Resource Usage
view are too large to fit within the cells of the lowest displayed timescale units, type 120 or
150 to enlarge the unit space. Likewise, if you are happy with your timescale settings but
you want to shrink the whole view so that more fits on the screen or on paper, you can
choose a number smaller than 100%.
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788 Chapter 20 Formatting Views

You can remove the horizontal line that separates the labels on the tiers. To do so, simply
clear the Scale Separator check box.
After you enter all the changes, click OK to put the new timescale format in place. As with
other formatting options, the timescale changes affect only the display of the view that was
active when you changed the timescale. Each timescale view has its own timescale format.

CAUTION
If you have customized your timescale settings, specifically the labels, when you use the
Zoom In and Zoom Out buttons in the Standard toolbar or apply a Zoom setting from
the View menu, you lose your customized settings.

Changing the Display of Nonworking Time

Base calendars in Project consist of working days, with default or nondefault work times,
and nonworking days. You can use settings on the Nonworking Time tab in the Timescale
dialog box to change the way nonworking calendar time is displayed on the Gantt chart.
The choices on this tab are shown in Figure 20.10.

CAUTION
Don’t confuse the shortcut menu available in the body of the Gantt Chart view with the
shortcut menu for the timescale. The shortcut menu for the timescale provides a Change
Working Time option that accesses the calendar and enables you to redefine what
should be considered nonworking time. The shortcut menu for the body of the Gantt
Chart view, on the other hand, provides a Nonworking Time option that simply changes
the way nonworking time is displayed.

Figure 20.10
You can change or
turn off the display of
nonworking time on
the Gantt Chart view
in the Timescale
dialog box.
20

You can choose the calendar for which you want the nonworking time displayed. The
Standard calendar is used by default because it is the project’s underlying calendar unless a
different one has been designated via the Project, Project Information command. You can
use the Calendar drop-down list if you want to select and display an individual’s resource
calendar or an alternative base calendar. The options in the Draw section of the Timescale
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Using the Common Format Options in the Standard Views 789

dialog box determine the way the bars that span nonworking time (evenings and weekends,
for example) are drawn. Nonworking time is shaded with a color and pattern of your choice.
Whether this time is displayed depends on the timescale format. For example, you can’t see
nonworking days unless a tier in the timescale displays days or smaller units. But you will
see, in zoomed-out settings, any complete weeks marked as nonworking time.
The options for where the shading is drawn include Behind Taskbars (the default), In Front
of Taskbars (leaving a gap in the bars), and Do Not Draw. The Do Not Draw option effec-
tively eliminates the shaded display of nonworking time altogether. Nonworking time is still
displayed, but the display is no different from that for working time. Taskbars that span
nonworking time simply look longer than you might expect from their duration values.

N OTE
Choosing the Do Not Draw nonworking time option does not change the Gantt Chart
view to a five-day working week. Weekends are still shown—just not in a pattern or color.

Choosing the display of nonworking time in front of the taskbars helps indicate that the
tasks are not being worked on (over weekends, for example). The bars are longer not
because the tasks’ durations are longer but because they span nonworking time.
If you need to know how to change the Timescale spacing then refer to the section “Configuring
Timescale Spacing” in the “Troubleshooting” section at the end of this chapter.

Using Page Breaks

A page break forces the start of a new page when you print the view but has no effect on the
screen display, other than displaying an optional dashed line to indicate where the page
break falls within the list. You can format the appearance of the page break line by using the
Format, Gridlines command.
To force a page break in the views that permit it, select any cell in the row below the
intended page break. This row will become the first row on the new page. Then choose
Insert, Page Break. To remove a page break, select the row below the page break and
choose Insert, Remove Page Break. To remove all page breaks from the view, select all tasks
by clicking the Task or Resource Name column heading or by clicking the Select All square 20
above the ID column, before choosing Insert, Remove All Page Breaks.
➔ For more information on setting page breaks in views, see “Printing Views,” p. 493.
The page breaks that you enter manually are honored by the Print command only if the
Manual Page Breaks check box in the Print dialog box is marked. To print the report with-
out using the manually inserted page breaks, clear the check box.
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790 Chapter 20 Formatting Views

Formatting the Gantt Chart View

The Gantt Chart view is one of the most important presentations in project management
reporting. Therefore, many format choices are available for this presentation. You can either
format this view yourself or use the Gantt Chart Wizard.

Formatting the Gantt Chart View Manually

The Format menu for Gantt Chart views includes the following options: Font, Bar,
Timescale, Gridlines, Gantt Chart Wizard, Text Styles, Bar Styles, and Layout. The options
Font, Timescale, Gridlines, and Text Styles are described in previous sections of this chap-
ter. Refer to the appropriate sections for instructions on using these features. The following
sections show several ways to change the look of the bar chart in the timescale section of the
Gantt Chart view.

Using the Bar Styles Options

One way to change the display of the bar chart section of the Gantt Chart view is to choose
Format, Bar Styles. The Bar Styles dialog box appears (see Figure 20.11).

Figure 20.11
You can use the Bar
Styles dialog box to
change the display of
categories of taskbars
in the Gantt Chart
view.

20 TIP
You can also open the Bar Styles dialog box by right-clicking a blank spot on the
timescale portion of the Gantt Chart view and choosing Bar Styles from the shortcut
menu, or by double-clicking in the Gantt Chart view background.

The top half of the Bar Styles dialog box contains a definition table with rows for each of
the bars and symbols that appear in the Gantt Chart view. The bottom half of the dialog
box contains two tabs:
■ The Bars tab has drop-down lists for specifying the formatted look of the bars and
symbols. You can specify the way a bar looks at the start, the end, and in between. The
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Formatting the Gantt Chart View 791

second column in the table at the top of the dialog box displays a sample of the format-
ted look that you composed.
■ The Text tab has options for adding text in various locations around the bars.

To insert a new bar definition within a table, select the row where you want to define the
bar and then click the Insert Row button at the top of the dialog box. To delete a bar from
the definition, select the row that defines the bar and then click the Cut Row button. You
can paste this Cut definition into a new location by selecting the new location and clicking
the Paste Row button.

TIP
There is no Copy Row button; to copy a row, you need to use cut and paste. For exam-
ple, to create a bar that closely resembles a bar already defined, cut the row to be
copied and immediately paste it back to the same location. Then move to the location for
the copy and paste the row again. A blank row is inserted, and a copy of the row that
you cut is placed in the new position.

Supplying the Bar Name

The first column of the definition table in the Bar Styles dialog box is used to enter a name
for each bar type. The bar name can be anything you choose. This name is used only in the
legend next to the bar symbol when the Gantt Chart view is printed. Type an asterisk (*) in
front of the name if you don’t want it to print in the legend.

Defining the Bar Appearance

The Appearance column in the Bar Styles dialog box shows what the bar or symbol looks
like when the Bars palette definition is applied. You can change the look of the sample by
using the Start, Middle, and End sections on the Bars tab at the bottom of the dialog box.
You can define the shape, type, and color of the start shape at the left edge of the bar, and
you can define the end shape at the right edge of the bar. Use the Shape drop-down list to
scroll the list for the shape you want. Choose the first option, which is blank, if you don’t
want a symbol to mark the start of the bar. Use the Type drop-down list to choose Dashed,
20
Framed, or Solid. Select a color for the bar from the Color drop-down list.
In the Middle section, use the Shape drop-down list to view the options for the size and
height of the bar itself. The list includes no bar at all, a full bar, the top half of a bar, a small
bar in the center of the bar space, the bottom half of a bar, and heavy lines at the top, mid-
dle, and bottom of the bar space. You can apply a color and fill pattern or shading. The bar
can show as an outline only, it can be solid, or it can have any one of nine fill patterns.
These bar shapes can overlap. (See the section “Selecting the Row for the Bar,” later in this
chapter, for an explanation of how Project actually draws bars on the Gantt Chart view.)
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792 Chapter 20 Formatting Views

TIP
Bar colors can get lost when you’re printing in black and white or when you’re faxing a
color printout. You should give at least one bar a patterned appearance to help distin-
guish critical from noncritical tasks.

You must select all the options described here for each bar or symbol that you place on the
Gantt Chart view. Before choosing any options at the bottom of the Bar Style dialog box,
make sure that the intended task type is selected at the top.

Selecting the Tasks That Display the Bar

In the third column (Show For…Tasks) in the definition table, define the categories of tasks
for which the bar should be displayed. When you click in this column, a drop-down list
appears. You can choose a bar category from the drop-down list or type the category. If you
want to use two or more task categories, separate the task categories’ names with commas
(or the list separator character specified under Control Panel, Regional Settings).
The Show For drop-down list contains a large number of task types:
■ Normal—Normal tasks are tasks that are neither Milestone tasks nor Summary tasks.
Thus, most tasks display this style.
■ Milestone—Milestone tasks are identified in Project by the Milestone field, which is
automatically set to Yes if a task has zero duration. You can also select the Mark Task as
Milestone check box on the Advanced tab of the Task Information dialog box to treat a
task as a milestone, and you can clear the box if you don’t want a zero-duration task to
be treated as a milestone.
■ Summary—A summary task has one or more subtasks indented under it and is identi-
fied by the Yes entry in the Summary task field.
■ Critical—Critical tasks are tasks on the critical path. Critical tasks are identified by Yes
in the Critical task field, and that entry is determined by the task’s slack. Normally, if
slack is zero or less, the task is marked as critical, but you can change the cutoff point
on the Calculation tab of the Options dialog box.
■ Noncritical—Noncritical tasks are tasks that are not on the critical path—tasks with
20
slack greater than that which defines a critical task.
■ Marked—The Marked field lets you arbitrarily tag individual tasks for special format-
ting. You can add the Marked field to any task sheet and enter Yes for the tasks you
want to tag.
■ Finished—Finished tasks are tasks that have an actual finish date (that is, do not have
NA in the Actual Finish field).
■ In Progress—In Progress tasks are tasks that have an actual start date but no actual fin-
ish date.
■ Not Finished—Not Finished tasks are tasks for which the Actual Finish date field con-
tains NA. They include both Not Started and In Progress tasks.
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Formatting the Gantt Chart View 793

■ Not Started—Not Started tasks are tasks for which the Actual Start date field contains NA.
■ Started Late—A Started Late task is a task whose scheduled start (they don’t have to
have actually started) is later than its baseline start.
■ Finished Late—A Finished Late task is a task whose scheduled finish is later than its
baseline finish.
■ Started Early—A Started Early task is a task whose scheduled start date is earlier than
its baseline start.
■ Finished Early—A Finished Early task is a task whose scheduled finish is earlier than
its baseline finish.
■ Started On Time—A Started On Time task is a task whose scheduled start is the same
as its baseline start.
■ Finished On Time—A Finished On Time task is a task whose scheduled finish is the
same as its baseline finish.
■ Rolled Up—Rolled Up tasks are tasks that have the Rollup field set to Yes. You can set
the Rollup field on the General tab of the Task Information dialog box by selecting the
Roll Up Gantt Bar to Summary check box. Note that a summary task does not display
rolled-up subtask dates unless the Show Rolled Up Gantt Bars check box on the
Summary Task Information dialog is filled for the summary task.
■ Project Summary—A Project Summary task has task ID number 0, which is displayed
only if you select the Project Summary Task option on the View tab of the Options dia-
log box.
■ Group By Summary—Group By Summary tasks are temporary tasks created by the
Group By command that contain rolled-up values for a selected set of tasks.
■ Split—Split tasks are tasks that have been split into two or more sections.
■ External Tasks—External Tasks are “phantom” tasks that represent tasks in other pro-
jects that are linked as predecessors or successors to tasks in the current project.
■ Flag1…Flag20—Flag tasks are tasks that have a custom Flag field set to Yes. You can
add a Flag field to any task sheet for data entry.

Every task falls into one of the first three categories: Normal, Milestone, or Summary. You
20
could use these three kinds of tasks in combination with the other types in the list to more
narrowly define specific types of tasks—for example, you could call tasks Normal, Critical
and Normal, Noncritical instead of just Normal (which includes both Critical and
Noncritical tasks).
If a task falls into more than one category, it shows the formatting features of both cate-
gories (for example, Normal and Critical). If one formatting feature would overwrite
another, the feature that is lowest in the definition table is applied last and remains visible in
the display.
To select all tasks except the type that is named, you can place the word Not before the type
name (for example, Not Summary, Not Milestone, or Not Rolled Up).
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794 Chapter 20 Formatting Views

Selecting the Row for the Bar

Each task can have up to four distinct (that is, non-overlapping) bars drawn for it. Normally,
you use only Row 1. That means there is only one row of bars for each task. If you define
multiple bar styles that apply to a task, those styles are all drawn on that same row. The
styles at the top of the table are drawn first, and any styles lower in the table that apply to
the same task are drawn to overwrite them. If the overwriting bar is as large as the one it
overwrites, it completely hides the overwritten bar. If it is smaller, you see them both. That’s
why the standard progress bar appears to be in the middle of the standard taskbar. The
Progress style is on a lower row in the style table than the Task style, but two styles are both
drawn to Row 1. Therefore, the progress bar appears to be on top of the taskbar.
If you want to show multiple styles for the same task side-by-side, you define them to
occupy different rows. For example, if you wanted to see a bar for the task’s early start and
early finish dates, another bar for its late start and late finish dates, and a third bar for the
scheduled dates, you could define a style for Row 1 that shows bars for the early start and
finish dates, a style for Row 2 that shows bars for the late start and finish dates, and a style
for Row 3 that shows the scheduled dates. You can define up to four rows for different styles
for each task definition if you don’t want the styles to overwrite each other.

Defining the Length of the Bar

The length and placement of every bar or symbol on the Gantt Chart are determined by
entries in the From and To columns of the definition table at the top of the Bar Styles dia-
log box. You can use date fields or one of several measures of time (for example, Percent
Complete, Total Slack, Actual Start). Choose an entry from the drop-down lists. The
choices in the drop-down lists for these columns appear in the following list, with an expla-
nation of how they are calculated:
■ Start and Finish—The dates and times when a task is currently scheduled to start or
finish.
■ Baseline Start and Baseline Finish—The planned start and finish dates for a task that
you save as part of the baseline. These fields contain NA if you have not saved the base-
line (or if you have edited the field directly in a table).
20 ■ Actual Start and Actual Finish—The dates and times recorded for the start and finish
of actual work on a task.(See more on these fields in the “Selecting a Progress Bar
Style” section later in this chapter.)
■ Start1–Start10 and Finish1–Finish10—There are 10 custom start and finish date
fields that you can use to store additional task date information. When you save interim
schedules, Project stores them in these fields. So, a style to show Interim Plan 1 would
include a bar drawn from Start1 to Finish1.
■ BaselineStart1–10 and BaselineFinish1–10—Project 2003 can store multiple base-
lines, which include Start, Finish, Duration, Work, and Cost fields for a task with each
supplemental baseline. These date fields are similar in concept to the Start1–Finish1
fields described previously.
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Formatting the Gantt Chart View 795

■ Deadline—The date you entered as a deadline for a task (as opposed to defining a date
constraint for the task), indicating when you want the task to be completed. It uses the
same field as the From and To entries since the deadline date is a single point in time.
■ Preleveled Start and Preleveled Finish—The scheduled start and finish dates for a
task, just before the last resource leveling was performed.
■ Early Start and Early Finish—Early Start is the earliest possible start date for a task,
given the start of the project, the schedule for its predecessors, the calendar, and any
constraints that may be imposed on the task. Early Finish is the earliest possible finish
date for the task, given the task’s Early Start date, its Duration, and its linking relation-
ships.
■ Late Start and Late Finish—Late Start is the latest start date for the task that would
not delay the finish of the project. Late Finish is the latest finish date for the task that
would not delay the finish of the project. If you define a Deadline date for the task, that
date becomes the Late Finish date.
■ Free Slack—Free Slack is a duration value and is the amount of time that a task can be
delayed without affecting the schedule of any other task. In the Leveling Gantt view,
the Slack style is drawn from the Finish to Free Slack—meaning that the bar starts at
the task’s finish date and is as long as the duration in the Free Slack field.
■ Negative Slack—This is an amount of time that needs to be saved in order to avoid
delaying any successor task. Negative Slack indicates that there is not enough time
scheduled for the task. It is usually the From column value and is paired with the Start
date in the To column.
■ Physical % Complete—A field called Physical % Complete measures work progress
against a stated goal, but does not affect duration or percentage-complete calculations.
It is usually selected as the To value and paired with Actual Start as the From value.
■ Total Slack—For fixed start date projects, Total Slack is the amount of time that a
task’s finish can be delayed (that is, scheduled for later) without delaying the finish of
the project or causing a successor task’s constraint to be violated. It is usually the To
value and paired with the scheduled Finish date as the From value.

Selecting a Progress Bar Style 20

Progress bar styles are designed to show how much of a task has been completed. They
should always be drawn from the Actual Start date. When a task is first created, the Actual
Start and Actual Finish fields contain NA. As soon as you record that a task has started or
finished, the NAs are replaced by the appropriate dates.
Many of the To field options for progress bars are the same as for other types of bars. A few
fields warrant special discussion:
■ % Complete—This field draws a progress bar whose length is proportional (as mea-
sured by % Complete) to the taskbar that is drawn from the task start to finish. In other
words, if the task % Complete value is 40%, the progress bar is exactly 40% as long as
the taskbar that’s drawn from the task start to the task finish.
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796 Chapter 20 Formatting Views

■ % Work Complete—This field draws a progress bar whose length is proportional (as
measured by % Work Complete) to the taskbar that is drawn from the task start to fin-
ish. This field is fairly straightforward. Normally, the task % Work Complete is the task
actual work divided by the task total work.
■ Complete Through—This field is the standard for normal tasks. Project adds the
actual duration for the task to the actual start date to determine the end of the bar.
Although Project maintains the Complete Through field internally, it is only available
to you as a selection in the From and To columns of bar styles. You can’t display it as
text in any view.
■ Stop and Resume—When you record actual work for a resource assignment, Project
places the date and time when the actual work finished in the task Stop field and it
places that same date and time in the task Resume field. You can select Resume in the
To column to draw a progress bar that shows the earliest date when work needs to
resume on any assignment. The Resume bar gives very little information about the
overall progress of the task. You might find occasion to draw a bar from the Resume
date to the scheduled finish of the task to show the span of time during which some
work still needs to be done.
■ Summary Progress—This field applies to summary tasks. Just as with normal tasks,
the Complete Through progress bar adds the actual duration to the actual start date.
Also like normal tasks, the % Complete bar is drawn to the exact proportion of the
summary task duration that the % Complete field indicates. The % Work Complete
bar compares the amount of completed and uncompleted work. The Resume bar uses
the earliest Resume date of any subtask.

TIP
Choosing from the drop-down list for From and To requires a strong knowledge of what
each of these dates represents. A complete description of Project database fields is avail-
able in the Reference section of online Help, under Help, Contents and Index.

Placing Text in a Bar Chart

The Text tab of the Bar Styles dialog box lets you specify field data to be displayed at the
20 left, right, top, and bottom of the bar, as well as inside the bar. You can’t type text in these
areas yourself; you can only designate fields that contain text (including dates, durations,
percentages, and other numeric values) to be displayed. Any custom fields you have defined
and entered data into can also be displayed around the bars.
➔ For more information on defining and using custom fields, see “Customizing Fields,” p. 847.
One common modification made to Gantt Charts is to display resource initials, rather than
full resource names, next to the tasks to which they are assigned. As shown in Figure 20.12,
this change can produce a less-cluttered chart in the Gantt Chart view.
If you want to add text to taskbars then refer to the section “Adding Text to Taskbars” in the
“Troubleshooting” section at the end of this chapter.
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Formatting the Gantt Chart View 797

Figure 20.12
You can use the Text
tab of the Bar Styles
dialog box to place
text from fields
around the bars of
the Gantt Chart view.

To select a field to be displayed beside a bar, select the bar row in the top of the Bar Styles
dialog box, choose the Text tab, select one of the five rows for the desired text position on
the bar, and select the name from the drop-down list. Click OK to accept the changes or
click Cancel to close the dialog box without implementing the changes.

Applying Manual Formatting to Selected Bars

You can choose to change the appearance of bars for only selected tasks instead of redefining
a bar style. Choose Format, Bar to open the Format Bar dialog box, shown in Figure 20.13.
Notice that this dialog box is essentially the same as the lower portion of the Bar Styles dia-
log box. The task definition portion is omitted because changes here are applied not to task
types but only to tasks that you select before you open this dialog box.
For more information on changing the appearance of a taskbar refer to the section “Formatting
the Taskbar” in the “Troubleshooting” section at the end of this chapter.

Figure 20.13
You can make
selected taskbars
stand out with for-
matting of their own. 20

Return selected tasks to their default Bar Styles formatting

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798 Chapter 20 Formatting Views

Changes made in the Format Bar dialog box are considered to be manual formatting. There
is no Undo operation available for these changes. To return a taskbar to its original format-
ting, you must select the modified tasks again and return to this dialog to reapply the stan-
dard settings. Project includes a Reset button in the Format Bar dialog box to make this step
easy.

Changing the Layout of the Gantt Chart View

You can change the way bars are displayed in the Gantt Chart view by selecting Format,
Layout. The Layout dialog box appears (see Figure 20.14). (You can also open this dialog
box by right-clicking an open area on the timescale side of the Gantt Chart—not on a bar or
timescale label—and choosing Layout from the shortcut menu.)

Figure 20.14
You can use the
Layout dialog box
to further define the
appearance of
taskbars in the Gantt
Chart view.

The task linking lines can sometimes be distracting, particularly when the task list is sorted
in non-ID order (for example, by Start date). You can turn off linking lines in the Links sec-
tion of the Layout dialog box. You can also choose between two styles of lines: straight (the
default setting)and rectilinear.
When dates are displayed as text around the bars, the Date Format option controls how the
20 dates are displayed. You can choose an available format from the drop-down list. This
doesn’t change the default format for dates displayed elsewhere in the project, such as the
Start or Finish fields. The first option on this list is Default, which returns you to the same
format as specified on the View tab of the Options dialog box.
Use the Bar Height drop-down list to choose a vertical size for the bars. Sizes vary from 6
to 24 points, with a default of 12.
Project provides an easy method for designating that all tasks should be rolled up and repre-
sented on summary tasks. In the Layout dialog box, the Always Roll Up Gantt Bars option
forces all tasks to behave as if the Roll Up Gantt Bar to Summary option in the Task Infor-
mation dialog box has been turned on. When you select this option, milestone indicators and
bars connecting subtask start and finish dates are drawn on the respective summary tasks.
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Formatting the Gantt Chart View 799

The option Hide Rollup Bars When Summary Expanded eliminates the display of the sum-
mary bar itself when summary tasks are collapsed. The familiar black bar with down-
pointing end shapes is not displayed under the rolled-up bars and markers. In addition,
when summary tasks are expanded and the subtasks are visible, there are no rollup indicators
drawn on the summary taskbars.
In Figure 20.15, the Layout options have been set to Always Roll Up Gantt Bars and to
Hide Rollup Bars When Summary Expanded. Note the difference in the appearances of the
bars for Summary Tasks 1 and 6.

Rollup bars hidden when summary task is expanded

Gantt bars rolled up to collapsed summary task

Figure 20.15
Summary tasks can
show rolled-up mark-
ers for their subtasks.

The Round Bars to Whole Days option determines how tasks with a duration less than the
time period in the lowest displayed timescale tier are displayed. For example, if a task with a 20
duration of five hours is displayed in a Gantt Chart view with the bottom tier set to days
and this box is not selected, then the bar displays a length of exactly five hours. If the
Round Bars to Whole Days check box is selected, the bar extends to a full day. Only the
display of the task is modified; the actual duration and calculated start and finish dates
remain the same.
The Show Bar Splits check box instructs Project to change the display of tasks that have
been split. If this box is not checked, the taskbar simply extends the duration of the task
from start to finish, including the split. If this box is turned on, Project creates a gap in the
bar for a split task and the split-off pieces are connected visually with a dotted line. The
Show Drawings check box enables you to place graphics on the Gantt Chart.
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800 Chapter 20 Formatting Views

➔ For more information on including drawn objects on a Gantt chart, see “Adding Graphics and Text to
Gantt Charts,” p. 247.

A Bar Styles Definition Example

For summary tasks, you might find it useful to define styles that give a clear indication of
the overall progress for the group of summarized subtasks. This would be helpful, for exam-
ple, if you hid all subtasks to look at the big picture and just focused on the major phases of
the project. Because summary tasks normally all look the same, no matter how many of their
subtasks are completed, this customization would provide more information than the stan-
dard display. You could see at a glance which phases are completed, which are started but
not finished, and which have not started yet.
If you want different summary task styles for different conditions, you must define a differ-
ent style row for each condition that might occur. If all these custom styles are to be used
for a single type of task (in this example, they will be applied to all summary tasks), the con-
ditions would have to always occur in the same order over the lifecycle of the task. This is
necessary so that the final condition for a task is placed lowest in the rows of styles, and will
overwrite the earlier conditions. There are three conditions in the summary task lifecycle:
■ No subtasks have started—Neither the Actual Start nor Actual Finish fields for the
summary task have dates in them.
■ At least one subtask has started (and might even be finished), but not all subtasks
are finished—There is an actual start date but no actual finish date yet for the sum-
mary task.
■ All subtasks are finished—Both actual dates are defined for the summary task.

Table 20.1 shows the style definitions required to draw summary bars representing changing
conditions. The results are shown in Figure 20.16.

Table 20.1 Summary Task Progress Bar Styles

Bar Appearance
Task Name Start Middle End Show For Row From To
Summary: Framed, Gray bar, Framed, Summary 1 Start Finish
20
Not Started dark gray solid dark gray
Summary: Solid, black Gray bar, Framed, Summary 1 Actual Finish
Started solid dark gray Start
Summary: Solid, black Black bar, Solid, Summary 1 Actual Actual
Finished solid black Start Finish

Summary: None Black bar, None Summary 1 Actual Complete

Progress solid Start Through
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Formatting the Gantt Chart View 801

Figure 20.16
You can create multi-
ple styles for a single
Gantt Chart bar to
apply formatting
based on changing
conditions.

Using the Gantt Chart Wizard

A wizard in Project makes formatting the bars in a Gantt chart extremely easy. The Gantt
Chart Wizard walks you through the various formatting options, asking questions about
how you would like to have the bars displayed. The options are basically the same as those
covered in the previous section “Formatting the Gantt Chart View Manually,” but the wiz-
ard takes you through the process step by step. To access the Gantt Chart Wizard, you can
choose Format, Gantt Chart Wizard; use the Gantt Chart Wizard button on the Formatting
toolbar; or choose Gantt Chart Wizard from the Gantt Chart shortcut menu (accessed by
right-clicking any blank area of the Gantt chart).

CAUTION
Changes made via the Gantt Chart Wizard are applied to the Gantt Chart that is currently
displayed onscreen. If you run the wizard on the supplied Gantt Chart view, the default
formatting will be lost. Instead, it is recommended that you make a copy of the standard
Gantt Chart and modify the copy. Choose View, More Views, Gantt Chart, and Copy.
Then apply the copy and run the wizard.

When you start the wizard, you are presented with a welcome screen. Click the Next button
to see the first set of choices (see Figure 20.17). As you make each choice, you are taken to
the next appropriate step, depending on your choice. Simply choose the desired option, and
then click the Next button to move to the next step. You can click Back, Cancel, or Finish at
any time. If you are unsure as to the meaning of a particular option, click the Help button
in the dialog box title bar and then click the option about which you have a question.
20
Figure 20.17
The Gantt Chart
Wizard walks you
through formatting
options for the Gantt
Chart view.
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802 Chapter 20 Formatting Views

The first decision requires selecting the basic way that tasks are displayed. Your choice here
acts as a starting point for setting up the format of the bars on the Gantt chart. The possible
starting format options are as follows:
■ Standard—This is the same as the default Gantt Chart. At any time you can run the
wizard again and choose Standard to undo any changes you’ve made to a Gantt chart.
■ Critical Path—When you select this option, critical tasks—that is, tasks that must be
completed on time in order to meet the project deadline—are displayed in red. This is a
helpful view to use when you’re trying to reduce the total duration of a project (referred
to as “crashing the schedule”).
■ Baseline—When this option is selected, two bars per task show the original and cur-
rent schedules (similar to the supplied Tracking Gantt Chart view). This is an appropri-
ate choice when you’re tracking a project that is already underway.
■ Other—This option offers a list of 13 predefined formats you can use as is or modify as
desired.
■ Custom Gantt Chart—This option offers the most extensive choices and walks
through all choices for formatting, one step at a time. These options include choices for
the colors, patterns, and shapes of Critical, Normal, Summary, and Milestone tasks. You
also have options for adding bars for baseline information or slack and for placing text
next to bars.

Regardless of your starting format, the wizard prompts you for the kind of text to display in
and around the bars. Not all database fields are available via the drop-down lists in the wiz-
ard. There are custom choices that allow for distinct definitions of the text formats for
Normal, Summary, and Milestone tasks.
The final wizard question asks whether the linking lines should be drawn to display depen-
dency relationships between the taskbars. After you have made all your choices, click Finish,
then Format It, and then the Exit Wizard buttons.

TIP
If you are in doubt about the formatting you want on a Gantt Chart, or if you are unfa-
miliar with the extensive formatting options available, use the wizard as your starting
20 point. After you exit the wizard, you can use the Bar Styles and Text Styles dialog boxes
to tweak your design.

Formatting the Calendar View

You can modify the display of the Calendar view in many ways to meet your specific
needs. As with other views, you can use the Zoom command on the View menu, or
you can use the Zoom In and Zoom Out buttons on the Standard toolbar to cycle through
preset options for zooming. This is especially convenient if you have many tasks occurring
at the same time.
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Formatting the Calendar View 803

You can change the height and width of the squares where the dates are displayed in a num-
ber of ways by using your mouse. If you use your mouse to point to any vertical line in the
calendar, the mouse pointer changes to a double-headed arrow. Drag left or right to narrow
or widen the column. Likewise, if you point to a horizontal line, the mouse pointer again
changes to a double-headed arrow, indicating that you can drag up or down to make the
date box taller or shorter (see Figure 20.18). This is particularly useful when you have more
tasks on a given day than can be displayed at once.

Previous month
calendar Monthly title Top row of a day

Figure 20.18
Date boxes on the
Calendar view can be
expanded to show
more tasks per day.

Adjust height of date boxes Overflow indicator Base calendar nonworking

Widen boxes by dragging the vertical lines day (shaded)

The options that are available on the Format menu for the Calendar view include 20
Timescale, Gridlines, Text Styles, Bar Styles, Layout, and Layout Now. The Text Styles and
Gridlines options are the same as those discussed in previous sections of this chapter. The
options Timescale, Bar Styles, and Layout are unique to the Calendar view and are dis-
cussed in detail in the following sections.

Formatting the Timescale for the Calendar

You can display the Timescale dialog box by choosing Format, Timescale, or you can use
the shortcut menu by right-clicking any spot other than a specific bar in the calendar por-
tion of the view (not the headings). The Timescale dialog box, shown in Figure 20.19, has
three tabs that offer choices for headings and titles, for additional data elements that can
appear in the date boxes, and for applying shading on certain days.
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804 Chapter 20 Formatting Views

Figure 20.19
Options in the
Timescale dialog box
for the Calendar view
are very different
from those for the
Gantt Chart views.

The Week Headings tab provides choices of labels for the month, for the days of the week,
and for each week. In addition, you can choose to display a five- or seven-day week, and you
can include small calendars for the previous and next months.
The Date Boxes tab enables you to place additional data elements in the top or bottom row
of each individual date box. You can also apply patterns and colors for emphasis. The default
setting omits a display for the bottom row and includes in the top row an overflow indicator
and the date. The overflow indicator appears when all tasks that are scheduled to occur on a
given day can’t be displayed within the date box. When you print the calendar, overflow
tasks appear on a separate page.
On the Date Shading tab (refer to Figure 20.19) you can shade a variety of categories of
working or nonworking dates. In the Show Working Time For drop-down list, you can
select a base or resource calendar as the starting point. Then choose an exception type, such
as nonworking days or a resource’s calendar, and apply a pattern and a color to make a visual
distinction. A sample is displayed on the right as you make your choices.
To create Figure 20.20, the resource calendar for Mary Logan is used as the starting point.
Mary’s nonworking days have been formatted in horizontal stripes by defining the resource
calendar nonworking time. The Using Resource… filter has been applied so that only
Mary’s tasks are displayed.

Selecting Calendar Bar Styles Options

20
As with the Gantt Chart view, with the Calendar view you have control over how the bars in
the calendar appear, including text that can be displayed as part of the bars. You can access
the Bar Styles dialog box by choosing Format, Bar Styles, or you can use the shortcut menu
by right-clicking any spot other than a specific bar in the calendar portion of the view (not
the headings). Then select the Bar Styles option. The Bar Styles dialog box appears (see
Figure 20.21).
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Formatting the Calendar View 805

Applied filter The resource’s assigned tasks

Figure 20.20
You can indicate
working and non-
working days on the
Calendar view with
options in the Date
Shading tab of the
Timescale dialog box.

The resource’s nonworking days

Base calendar nonworking days

Figure 20.21
The Bar Styles dialog
box offers choices for
changing the display
of taskbars in the
Calendar view.

20
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806 Chapter 20 Formatting Views

First, select the type of bar you want to modify in the Task Type list box. Then use the
drop-down lists in the Bar Shape area to modify the bar type, pattern, color, and split pat-
tern for the bar. You can choose a bar or a simple line to represent a task’s duration. If you
choose a bar for the bar type, you can also apply a shadow for emphasis. You have a variety
of choices for pattern and color. There are also choices of different displays for tasks that
have been split.
The Bar Rounding check box deals with tasks whose durations are not a whole day (for
example, durations of a half day or a day and a half). If the check box is left selected, the bar
on the calendar is rounded to a full day.
In the Text area, you can choose the fields to be displayed in the bar either by typing in
their names (separated by commas) or by choosing them from the Field(s) drop-down list. If
you want to have more than one field listed on the bar and you are choosing from the drop-
down list, make sure to deselect the field name and type a comma before selecting another
field from the list. Otherwise, if you choose another field while the first field is still selected,
the first field is replaced rather than added to. Field values can be centered, left-aligned, or
right-aligned in the bars. When the text in a bar is long, it might be useful to check the
Wrap Text in Bars check box. For all categories of tasks except All, a sample is displayed at
the bottom of the dialog box, to show the effect of your choices.

CAUTION
Depending on your choices in the Bar Styles dialog box, you might see a warning mes-
sage from Project’s Planning Wizard, indicating that some of the calendar bars have dif-
ferent heights. The messages include instructions for how to reposition those bars.

Setting the Layout Options for the Calendar View

The display order of tasks in date boxes is determined by settings in the Layout dialog box
(see Figure 20.22). You can access the Layout dialog box either by choosing Format, Layout
or by using the calendar shortcut menu. The default is Use Current Sort Order. The alter-
native to this is Attempt to Fit as Many Tasks as Possible (that is, without regard for sort-
ing). The check box Show Bar Splits determines whether a task that has been split displays
20 any differently than a regular task. By default, a split task shows a dotted outline during the
portion of the task when work is not underway. The check box Automatic Layout specifies
that the settings in the Layout dialog box are initiated automatically as tasks are edited,
added, or deleted. When Automatic Layout is not selected, you must choose Layout Now
from either the Format menu or from the calendar shortcut menu to apply the changes.
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Formatting the Network Diagram View 807

Figure 20.22
The Layout dialog box
enables you to deter-
mine how and when
tasks are sorted
within each date box.

Formatting the Network Diagram View

The Network Diagram view, which is particularly useful in the planning phases, provides a
look at a project’s logic and flow. You can customize the Network Diagram view by changing
the shape, size, and borders of the nodes; by creating named data templates that specify
fields to display within each node; and by applying layout characteristics to task nodes. You
can also change your perspective by zooming in or out to see more or less of the entire pro-
ject and by applying a filter or grouping to the diagram. An overall description of the
Network Diagram view is included in the section “Working with the Network Diagram
View” in Chapter 7, “Viewing Your Schedule.” The following sections discuss the extensive
formatting and layout possibilities for the Network Diagram view.
The Format menu for the Network Diagram view contains the options Box, Box
Styles, and Layout. You can also use the Zoom option on the View menu or the Zoom
In and Zoom Out buttons on the Standard toolbar.

Notice that the Network Diagram view does not have a timescale displayed across the top of the view like the
Gantt Chart view does. The diagram can move left, right, up, or down and still proceed “forward in time.” For
this reason, the Network Diagram view is very helpful in assessing the logical flow of the project and to review
the sequencing of the tasks.

Using the Format menu to change the display of text is covered earlier in this chapter. The
Zoom, Layout, and Layout Now commands are covered in previous sections but are sum-
marized in the following sections for completeness. The Box Styles commands are covered
20
in detail in the following sections.

Using the Box Styles Options

You can customize the boxes that surround the nodes to display 10 node shapes, 4 border
widths, and a variety of border colors. There are also options for background colors and pat-
terns. Choose Format, Box Styles or double-click an open space in the Network Diagram
view. The Box Styles dialog box appears (see Figure 20.23) and shows the formatting
options for box styles, borders, and colors.
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808 Chapter 20 Formatting Views

Select a task type to format Preview the settings

Figure 20.23
You can set format-
ting options for cate-
gories of tasks in the
Box Styles dialog box.

Specify a task
ID number to
preview actual
task data

Set the border shape,

color, and line width

Select the box background Create or modify box templates

color and pattern

The default box styles are assigned according to types of tasks. Critical tasks of any type,
such as Milestone tasks or Summary tasks, are outlined in red and have white backgrounds.
Noncritical tasks are outlined in blue and have aqua backgrounds. The default shapes are
rectangles for normal tasks, four-sided parallelograms for summary tasks, and six-sided
boxes for milestones.
By default, Project sets the formatting for boxes displayed in an applied highlight filter to be
the same shape as nonhighlighted nodes but with the background color changed to yellow.
You can turn on the Set Highlight Filter Style option to review or modify the highlight set-
tings for node types.
20 Project provides 17 border colors that you can apply to shapes. If you have a color printer or
plotter, the use of color can be an effective tool. With a grayscale printer, you can’t distin-
guish one color from another; therefore, you need to change the border colors or box pat-
terns to distinguish types of tasks.
You can set the Show Horizontal Gridlines and Show Vertical Gridlines options to view or
suppress cell dividers in the node both onscreen and in printouts.

TIP
To see how the style settings look with actual task information instead of the provided
generic preview, enter a valid task ID number in the Show Data from Task ID entry box
below the Preview area of the Box Styles dialog box.
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Formatting the Network Diagram View 809

Using Data Templates for Network Diagram Nodes

You can control the contents and the row and column layouts within each node by defining
and applying data templates to the node types. Node definitions in a template include the
following elements:
■ Box cell layout of up to 16 cells in a 4-row×4-column grid
■ Cell width sizing for all cells in a box
■ Vertical and horizontal alignment settings for the contents of each cell
■ Up to a maximum of three lines of text to be displayed in cells
■ Descriptive labels inserted in front of data in each cell
■ Font size, style, and color options for each cell
■ Fields that appear in each of up to 16 cell positions
■ Date formats for Network Diagram view displays

Initially, the contents and layout of boxes are defined by supplied templates. The standard
template, which is used for normal critical and noncritical tasks, displays six fields of infor-
mation in a 4-row×2-column grid: Name, ID, Start, Finish, Duration, and Resource Names.
The Milestone template follows 3-row×1-column format and displays the task name, task
ID, and start date. Summary tasks are assigned a third template, with six fields of informa-
tion in a 4-row×2-column grid very similar to the Standard template: Name, ID, Start,
Finish, Duration, and % Complete.
To create additional Network Diagram data templates for box formatting, follow these steps:
1. Choose Format, Box Styles to display the Network Diagram Box Styles dialog box.
2. In the Box Styles dialog box, click the More Templates button. The Data Templates
dialog box appears, as shown in Figure 20.24.

Figure 20.24
In the Data Templates
dialog box, you can
preview a generic
sample of a data tem- 20
plate or specify a
valid task ID to view
actual task values.
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810 Chapter 20 Formatting Views

3. Click the Import button to bring up a box style template definition from within the
current file or one that has already been created in another file. Any second file that is
needed must already be open to allow this import to take place.
4. To create a new data template, click New. To use an existing template as a starting
point, click Copy or Edit.

N OTE
You cannot edit the supplied Standard data template. However, if the standard definition
is close to what you want, you can make a copy of the Standard template and edit the
copy.

5. Set the options for the new template in the Data Template Definition dialog box (see
Figure 20.25).

Type a name for the template

Figure 20.25
Preview a generic box
You can control cell
or data from a
layout and individual
specific task
cell settings in the
Data Template Merged cells on Row 1
Definition dialog box.

Choose cell contents

from drop-down lists

Formatting options are set for each cell

20
6. Give the new template a name by typing in the Template Name entry area.
7. Click the Cell Layout command button to display the Cell Layout dialog box (see
Figure 20.26).
8. In the Cell Layout dialog box, choose the number of rows and columns for the new
diagram box. You can also expand or contract the setting for cell widths.
9. Also in the Cell Layout dialog box, make a selection for handling cells that are left
blank. (In Figure 20.25, the standard data template contains a blank cell on Row 1, in
Column 2. The Merge Blank Cells with Cell to the Left option is selected in the tem-
plate definition, so the Name field appears to occupy two cells instead of one.)
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Formatting the Network Diagram View 811

Figure 20.26
You can adjust the
box grid and cell
width in the Cell
Layout dialog box.

10. Click OK when the cell layout is complete and you are ready to return to the Data
Template Definition dialog box.
11. In the Data Template Definition dialog box, make selections for font, alignments, and
number of text lines for each individual cell. Click each cell in the Choose Cell(s) area
and make selections. Add a prefix label to any or all cells, and then select a date format
for date cells if desired.

N OTE
To select and change settings for more than one cell at a time, click and drag, Shift+click,
or Ctrl+click to select multiple cells.

12. Click OK when you’re finished with the template definition. Then click Close in the
Data Templates dialog box.
13. In the Box Styles dialog box, apply data template settings to nodes by choosing a task
type in the Style Settings For list and choosing a data template from the drop-down
list.
14. Click OK when you’re finished. Your changes are immediately reflected in the Network
Diagram view onscreen.

Controlling the Network Diagram Layout

The layout in a network diagram is controlled by setting options in a Layout dialog box or 20
by using the Layout Now command to force Project to refresh the display. After the general
layout is defined and applied, you can apply task filters and group definitions to the diagram
and hide tasks by collapsing summary tasks in the outline.

Selecting Layout Options

The Layout command on the Network Diagram Format menu controls the overall look and
feel of the Network Diagram view, as opposed to the appearance and contents of individual
network nodes. You can choose options for box layout order and spacing, style of box con-
nection lines, color of linking lines, diagram background style and color, drawing of task
progress lines, and whether the diagram is laid out automatically or you have manual con-
trol of the box placements.
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812 Chapter 20 Formatting Views

To set layout options for the Network Diagram view, follow these steps:
1. Display the Layout dialog box shown in Figure 20.27 by displaying the Network
Diagram view and choosing Format, Layout.

Figure 20.27
The overall Network
Diagram view appear-
ance is controlled by
the Layout dialog box
settings.

2. In the Layout Mode area, choose Automatically Position All Boxes to have Project
maintain the onscreen layout or choose Allow Manual Box Positioning to allow click-
and-drag movement of the boxes.
3. In the Box Layout area, use the drop-down lists and spinners to set row alignment,
spacing, and height, as well as column alignment, spacing, and width. These settings
are relative to those for other like elements; for example, a row alignment of Center
places all boxes on a single horizontal row so that the box midlines form a straight line.
Similarly, a column alignment of Left positions all boxes in a vertical column to display
with left box edges aligned.

N OTE
Box sizes (height and width) might vary depending on the data template settings that are
applied to box types. For more information, see the section “Using Data Templates for
20 Network Diagram Nodes,” earlier in this chapter.

4. The Arrangement drop-down list in the Box Layout area determines in what order
Project draws the diagram. The standard, and default, arrangement is Top Down from
Left. Figure 20.28 shows the Network Diagram view for the beginning of the plan,
drawn in Top Down from Left order. Most network diagrams are drawn this way.

TIP
You can temporarily enlarge a box to more easily view its contents by moving the mouse
pointer over the box and pausing.
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Formatting the Network Diagram View 813

Figure 20.28
The standard diagram
arrangement is Top
Down from Left, with
rectilinear linking
lines and dotted page
breaks displayed.

By comparison, Figure 20.29 illustrates how the top-left section of the Network
Diagram view would look if the arrangement option of Top Down by Month was
applied. This figure is set to a zoom percentage of 75% (see the section “Using the
Zoom Command,” later in this chapter). Each column of nodes represents a month in
the project; within columns, boxes are in ID order.

Figure 20.29
A Top Down by
Month drawing of the
Network Diagram
view gives a good
representation of the
plan over time.

20
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814 Chapter 20 Formatting Views

5. In the Box Layout area of the Layout dialog box, make selections to show summary
tasks, to keep tasks with their summaries when changing the layout arrangement, and to
adjust for page breaks so that boxes can’t be split and printed partially on more than one
page.
6. Choose options to determine whether lines between diagram boxes are straight or recti-
linear (that is, squared). Choose Show Arrows to indicate successor direction between
nodes, and choose Show Link Labels to include a small dependency type label (FS, SS,
FF, SF) on each linking line.
7. Select color and pattern options for linking lines and for the diagram display back-
ground.
8. Two very helpful options are available at the bottom of the Layout dialog box. Show
Page Breaks enables you to see onscreen how the printing lays out without having to go
to Print Preview. Turn on the Mark In-progress and Completed option to draw a top
left-to-bottom right diagonal line across boxes for tasks with some progress and an
additional diagonal line through completed tasks.
9. You should use the Hide All Fields Except ID option if you’re viewing and printing the
overall structure of a plan and don’t want to display any task details (see Figure 20.30).
10. Click OK after you have made all the needed selections.

Figure 20.30
You can print a con-
densed schematic of
the plan by hiding all
fields except ID.

20

There is set logic behind each of the arrangement options in the Layout dialog box. When
Top Down from Left is selected, Project redraws the Network Diagram view according to
the following standard rules of node placement:
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Formatting the Network Diagram View 815

■ Successor tasks are placed to the right of or below their predecessor tasks.
■ Summary tasks are placed above and to the left of their subordinate tasks.
■ Linked task nodes are connected with straight lines (or diagonal lines, if necessary), and
an arrow is placed at the successor task’s end of the line to indicate the direction of the
relationship.

Other arrangement options apply similar rules.

Project includes a toolbar that is specific to Network Diagram view formatting. By using
this toolbar, you can quickly apply many of the options in the Layout dialog box. Choose
View, Toolbars, Network Diagram to turn the toolbar on (or off). Its buttons and their
actions are described below in Table 20.2.

Table 20.2 The Network Diagram Toolbar

Toolbar Icon Tool Name Action

Align If manual positioning has been turned on, you can

use this tool to line up task nodes by their edges,
centers, or midlines

Hide Summary Tasks Toggles on and off to hide summary tasks

Show Progress Marks Toggles to show (diagonal) progress marks on

nodes

Show Page Breaks Toggles to show page breaks onscreen

Show Link Labels Toggles to show link labels (FS, SS, FF, SF) on
lines connecting the nodes

Straight Links Displays task connecting links as Straight Links

(toggles with rectilinear linking lines)

Hide Fields Hides all fields except task ID. It toggles with full
node displays
20
Layout Now Instructs Project to redraw the screen and apply
the format or manual position changes

Layout Selection Now Limits the application of changes to selected tasks

only

Controlling Box Placement in the Network Diagram View

If the Allow Manual Box Positioning option is turned on in the Layout dialog box, you can
drag the boxes of the diagram around and reposition them to improve clarity. To reposition
a node manually, place the mouse pointer over the edge of a node, hold until the mouse
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816 Chapter 20 Formatting Views

pointer shape changes to a four-pointed arrow, and then click and drag the border edge. You
can also select the node and use Ctrl+arrow keys to move it. The manual positioning stays
in place until Layout Now is executed, even if the file is closed and reopened later.

TIP
Hiding all fields except ID, as shown in Figure 20.30, is such a useful feature that it is
accessible three ways: You can access it in the Layout dialog box, you can right-click on
the diagram background, and you can click the Hide Fields button on the Network
Diagram toolbar.

Any predefined or custom task filter can be applied to a Network Diagram view. After dis-
playing the diagram, choose Project, Filtered For to apply one of the commonly used filters.
Project 2003 provides the ability to apply group definitions to the diagram. Figure 20.31
shows the task nodes grouped into noncritical and critical task sections.

Choose outline Critical group Diagram reduced

levels to display definition applied to ID-only format

Figure 20.31
Project 2003 grouping
capabilities offer
some ways to display
task nodes.

Noncritical tasks
at the top

Critical tasks
at the bottom

20

Another way to control the Network Diagram view display is to set the outline detail
level to be displayed. The Show button on the Formatting toolbar enables you to
choose what levels of subtasks are displayed. You can also collapse and expand individual
summary tasks on the screen by clicking the + or – symbol above each summary task.
➔ For more information on creating a task outline, see “Outlining the Task List,” p. 154.
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Formatting the Task and Resource Form Views 817

Using the Zoom Command

When you are working in the Network Diagram view, it is often helpful to change the per-
spective—either pulling back to see the big picture or moving in closer for a more detailed
view. This feature is especially useful when you manually move the nodes around to
redesign a chart.
When you use the Zoom In and Zoom Out buttons, you are moved through the vari-
ous preset zoom levels. When you use either the shortcut menu or the View menu,
the Zoom dialog box appears. You can choose any of the preset zoom values or enter a value
between 25% and 400% in the Custom text box.

Formatting the Task and Resource Form Views

Like the other forms, the Task and Resource forms can’t be printed, and the formatting
choices for them are limited. If a form is displayed as a full-screen view, you can view all tasks
or resources with the form. You can use the Next and Previous buttons to move through the
task or resource list. To display a Task or Resource Form view as a full-screen view, choose
View, More Views, and select Task or Resource Form from the More Views dialog box.
You can create a split screen by choosing Window, Split; a form opens automatically as the
bottom pane of a split screen. A form in the bottom pane of a split screen displays detailed
information about the task or resource selected in the top pane.

Reviewing the Format Options for the Form Views

The Resource and Task forms have a limited number of format options. The Project menu
provides a Sort option for both the Resource and Task Form views, and the Format menu
provides a Details option that offers various entry field combinations that you can place at
the bottom of the form.
When a form view is displayed full screen or as the top portion of a split screen, the Sort
option changes the order in which resources or tasks appear when you use the Next and
Previous buttons. If the form is displayed as the bottom portion of a split screen, applying a
different sort order even when the form portion is active has no effect; in this case, the sort
order applied to the top portion of the screen controls the behavior of the Next and 20
Previous buttons on the form.

Using the Entry Field Options

The Resource Form and the Task Form views have similar entry field detail options. The
choices are available through Format, Details when a form is active on the screen. In the
Resource Form view, the various tasks assigned to that resource are listed. Changing the
details alters which fields about the tasks assigned are displayed. A Task Form focuses on
information about the task, including the resources assigned. Therefore, changing the
details in the Task Form view changes what resource information or what detailed task
information is displayed about the selected task.
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818 Chapter 20 Formatting Views

N OTE
You can see a list of alternative formats for forms by right-clicking anywhere in a blank
area of a form and choosing from the shortcut menu.

On the Task Form view, choose Format, Details, Resource Schedule to display fields for
when work is scheduled as well as entry fields for imposing a delay either on the task itself
or when the resource begins work on the task. Notice the columns named Leveling Delay
and Delay (see Figure 20.32). The Leveling Delay field is a delay for the task itself, usually
caused by applying resource leveling, and is the same field that appears on the Delay table
on the Detail and Leveling Gantt Charts. The Delay field is a delay for the resource only. It
shows delay if the resource does not start working at the beginning of the task.

Figure 20.32
With a Task Form
view active, you can
choose Format,
Details, Resource
Schedule to display
assigned resource
scheduling informa-
tion.

20 ➔ To learn more about scheduling resource delays, see “Strategies for Eliminating Resource
Overallocations,” p. 417.
Other form details display additional entry detail fields, as summarized in Table 20.3.

Table 20.3 Task and Resource Form Details

Resource Form
Task Form Detail Detail Description
Resources & Predecessors (Task form only) Shows the default fields
Resources & Successors (Task form only) Focuses on upcoming tasks
Predecessors & Successors (Task form only) Shows the immediate links into and out of
the task
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Formatting the Resource Graph View 819

Resource Form
Task Form Detail Detail Description
Resource Schedule Schedule Shows the start, the finish, and any delays
Resource Work Work Shows the work fields for resources,
including the Overtime field
Resource Cost Cost Includes Baseline, Actual and Remaining
resource costs
Notes Notes Shows any notes entered, usually through
the Task or Resource Information dialog box

Objects Objects Shows any OLE objects that are attached

to the task or resource

Formatting the Resource Graph View

The Resource Graph view shows values derived from the task assignments of one or more
resources; these values are graphed along a timescale. To display the Resource Graph view,
choose View, Resource Graph or click the Resource Graph icon on the View bar. Figure
20.33 shows a histogram, or bar chart (in the lower pane), for the allocated and overallo-
cated task assignments for Mary Logan during the weeks of September 22 through
November 10. The value displayed in this example is the peak units, or percentage of effort
assigned during each time period (in this case, each week).

Figure 20.33
The Resource Graph
view, showing peak
units, can be dis-
played below the
Resource Usage view.

20

➔ For more information about resources that are overallocated, see “Understanding How Resource
Overallocations Occur,” p. 402.
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820 Chapter 20 Formatting Views

You can use the graph to show the following measurements for a resource in a time period
on each task:
■ Peak Units—Highest assigned resource units in a time period
■ Work—Amount of work assigned
■ Cumulative Work—Running total of work assigned to date
■ Overallocation—Work overallocation of the resource
■ Percent Allocation—Percentage of effort currently allocated
■ Remaining Availability—Effort, in hours, still available for assignments
■ Cost—Cost of the assignments
■ Cumulative Cost—Running total of cost contribution to date
■ Work Availability—Total work availability (does not reflect assignments)
■ Unit Availability—Total percentage availability (does not reflect assignments)

The graph can show these measurements for one resource, for a group of resources, or for
the resource and the group together. The values can be shown for selected tasks or for all
tasks during each time period.
If the Resource Graph view is displayed in the bottom pane below a task view, the displayed
values are for one resource only. You can show values for this resource’s assignment to the
selected task or to all tasks during each period measured on the timescale. Figure 20.34
shows the assignment bars for Mary Logan, for all tasks during each month. This figure
provides a quick glimpse of Mary’s overassignment.

Figure 20.34
A Resource Graph
view below a task
view shows bars for
all task work in that
period for a single
resource.

20
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Formatting the Resource Graph View 821

When the Resource Graph view is in the top pane or in the bottom pane but below a
resource view, the values displayed are for all tasks and might be for one resource, for a
group of resources, or for that one resource compared to the group of resources. If group
data is displayed, the group is defined by the filter that is currently in use. For example, if
the All Resources filter (the default filter) is in use, the data summarizes all resources for all
tasks. Figure 20.35 shows the total costs associated with Mary Logan’s task assignments, rel-
ative to the total costs of all resource assignments in the period.

Figure 20.35
The Resource Graph
view displays costs
associated with a sin-
gle resource com-
pared to the costs of
all other resources.

Table 20.4 summarizes the values displayed for different placement locations for the
Resource Graph view.

Table 20.4 Values Shown in the Resource Graph View

Location of Graph Group Value One Resource Value 20
Top pane or bottom Value is for all tasks for all Value is for all tasks for
pane below a resource view filtered resources the selected resource

Bottom pane below Value is for one resource Value is for one resource
a task view but for all tasks but for only the tasks
selected in the top pane

Reviewing the Format Options for the Resource Graph View

As with other views, the Zoom command on the View menu is available for the Resource
Graph view and works as discussed previously in this chapter, to modify the timeframes that
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822 Chapter 20 Formatting Views

are displayed. Likewise, the Zoom In and Zoom Out tools on the Standard toolbar can be
used in this view.
The Format menu for the Resource Graph view contains dialog box options described pre-
viously in this chapter for formatting the timescale (if the graph is not in a bottom pane),
gridlines, and text styles.
The Bar Styles dialog box offers features that are unique to the Resource Graph. These fea-
tures are discussed in the following section.
The Format menu also provides a Details option. The choices on this list of calculated val-
ues control what information is displayed in the timescale portion of the Resource Graph
view. Because the Bar Styles dialog box options are based on these values, the Details
options are described first in the following section.

Selecting the Values to Display

Selecting Format, Details displays a list of choices of what values are calculated and graphed
in the Resource Graph view. The following sections describe these choices.

N OTE
When Work is chosen in the Details dialog box, the unit (hours, minutes, or days) is
determined by the Work Is Entered In option on the Schedule tab of the Options dialog
box. The display of costs is determined by the Currency Symbol, Currency Placement,
and Currency Decimal Digits choices on the View tab in the same dialog box.

Displaying Peak Units

The Peak Units option on the Format, Details menu measures the largest percentage of effort
of a resource assigned at any moment during each time period on the graph. If the effort units
exceed the available number as set in Maximum Units on the Resource Sheet view, the excess
is shown as an overallocation. An availability line shows the number of units available.
Note that peak units are measured in effort assigned, not in work assigned. Therefore, peak
units might mislead you when it shows an overallocation. Suppose a person is assigned full-
20 time to two tasks during the same day. The peak units is 2, and because only 1 unit of a per-
son is usually available per time period, the peak of 2 is displayed as an overallocation. If
each of the two tasks is a one-hour task, however, the person should have no problem com-
pleting both tasks during the day.
The Peak Units measurement is very useful with multiple-unit resources in which the num-
ber of maximum units available is more than one. In these cases, the overallocation warning
is more likely to be accurate.

Displaying Work
The Work choice on the Format, Details menu is measured in hours and is the number of
units of each resource assigned to each task, multiplied by the duration in hours of the tasks
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Formatting the Resource Graph View 823

per time period displayed. For example, say two programmers are assigned to work on a task
that is estimated to take one 8-hour day. Project calculates this task to have 16 hours of
work.
The amount of work to be done by the resource is determined by the number of units of the
resource, the resource calendar, and the resource availability contour during the time unit. If
the total work for the time period exceeds the available amount of resource hours, the excess
is shown as an overallocation.

Displaying Cumulative Work

Another choice on the Format, Details menu is Cumulative Work. This is a measurement of
the total work for the resource since the beginning of the project. This running total
includes the work during the time period shown.

Displaying Overallocation
The Overallocation value on the Format, Details menu shows the overallocation of work for
the resource for the time period. The Overallocation option shows just the amount of the
overallocation—not any work hours that occurred during the normal work day. See the sec-
tion “Displaying Work,” previously in this chapter, for an explanation of how work is mea-
sured.

Displaying Percent Allocation

The Percent Allocation value on the Format, Details menu is a measurement of the allo-
cated work versus the available work. The Percent Allocation shows the amount of work as a
percentage of the amount available. See the previous section, “Displaying Work,” for the
way in which Work is measured.

Displaying Availability
The Remaining Availability value on the Format, Details menu is a measurement of the
unallocated work for the resource during the time period. The Availability option shows the
unused or unallocated work time that is still available. This is a useful option when you want
to see who has some available time to work on tasks or to see if you are available when new
20
tasks are assigned to you.

Displaying Cost
The Cost value on the Format, Details menu is the scheduled cost of the resource work
during the time period. If the resource cost is to be prorated (as defined in the Cost Accrual
field on the Costs tab of the Resource Form view), the costs appear in the time period when
the work is done. If there is a per use cost associated with a prorated resource, that cost is
shown at the start of the task. If the resource cost is to accrue at the start or end of the task,
the entire cost appears in the graph at the start or end of the task.
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824 Chapter 20 Formatting Views

Displaying Cumulative Cost

The Cumulative Cost on the Format, Details menu display adds each period’s cost to the
preceding period’s cumulative cost, to show a running total of costs. You can use this mea-
surement to show total cost over the life of the project if you use only the group graph and
include all resources in the group (see the section “Using the Bar Styles Dialog Box,” later
in this chapter).

Displaying Work Availability

The Work Availability option on the Format, Details menu graphically presents the total
number of hours a resource is available in a timeframe. This display is based on resource
maximum units and the resource calendar. It does not reflect any work assignments that
might exist in the period.

Displaying Unit Availability

The Unit Availability option on the Format, Details menu reflects the same information as
the Work Availability detail option, but the resource availability is expressed as percentages.

Using the Bar Styles Dialog Box

The Bar Styles dialog box enables you to specify what type of graph you would like to dis-
play (that is, Bar, Area, Step, Line, and Step Line graphs), if any, as well as how it should
look. You can also use this dialog box to specify whether you want to see groups or just
selected resource information. When the Resource Graph view is displayed, choose Format,
Bar Styles to open the Bar Styles dialog box. A different Bar Styles dialog box appears for
each of the value measurements just described. However, all these dialog boxes have the
same layout and are used the same way. Figure 20.36 shows the Bar Styles dialog box for the
Work value. As with all the Resource Graph view Bar Styles dialog boxes, this box has four
main sections plus three options at the bottom of the box.

N OTE
The different areas of the Bar Styles dialog box that are available depend on the Details
option that is set by choosing Format, Details.
20

The two top sections of the Bar Styles dialog box specify the display of overallocated
amounts (if applicable), and the two bottom sections set the display of the allocated value up
to the maximum available. The sections on the left side of the dialog box are for specifying
the display of group data, and the sections on the right side are for specifying the display of
one selected resource. Be aware that some of the values on the Details menu can display
only two of the sections.
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Formatting the Resource Graph View 825

Formatting for overallocations

Figure 20.36
You can use the Bar
Styles dialog box to
set the options for
displaying work val-
ues on the Resource
Graph view. Settings for selected
resources

Group settings

After the dialog box is closed, you might see sets of double bars, and each bar might have an
upper and a lower segment. The upper segment is the overallocation measurement. The
lower segment is the allocation up to the overallocation level. Where you see pairs of bars,
the left bar is the group measurement, and the right bar is the selected resource measure-
ment (note the similarity of the positioning of the bars to the positioning of options in the
dialog box). Recall that the resource group is defined by the filter that is applied when the
Resource Graph view is in the top pane or is displayed as a single pane. In this case, the
group represents all resources because no filter has been applied.
In Figure 20.37, the bar on the right is the bar for the resource (Mary Logan), and the left
bar is the bar for the group (all resources, in this case). The striped upper portion of the
resource’s bars are her overallocations. At the bottom of the graph, the work values are dis-
played in the time periods where the resource is allocated.
20

All these features are defined by the dialog box. (The graph in Figure 20.37 is defined by
the settings in the dialog box in Figure 20.36.) The Show values box is selected so Project
will display numeric data along with the bars. The bars overlap by 20% to show that they
are paired.
The graph shading patterns are determined by the selections in the four sections of the dialog
box. For each section, you choose three features that determine how the value is represented.
Use the Show As drop-down list to choose the general format. Bar is the usual choice, but you
can also use lines and areas. The Don’t Show choice suppresses all representation of the value.
You can select the Color of the image as well as fill the bar or area with a Pattern.
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826 Chapter 20 Formatting Views

Total resource availability

in this period

Figure 20.37
The Resource Graph
view demonstrates
overallocation of a
single resource com-
pared to the entire
resource pool.

Group value Assigned work Overallocation amounts

Individual resource values

You manage what is graphed by choosing what to display or not to display in each of the
four sections of the Bar Styles dialog box. If you want to display only the values for the
selected resource, with no representation of the group values, you choose Don’t Show from
the Show As drop-down list for both sections on the left. If you want to show only the totals
for all resources, you choose Don’t Show for both sections on the right. When you choose
Overallocation on the Format, Details menu, the Bar Styles dialog box has both of the bot-
tom sections dimmed, to show that the sections are not needed. When you finish making
changes, click OK to implement them or click Cancel to ignore them.
20

Formatting the Resource Usage View

The Resource Usage view shows the same data that is displayed in the Resource Graph
view, except that the values appear as number entries in a grid under the timescale. Figure
20.38 shows the Resource Usage view above the Resource Graph view, to demonstrate the
similarity of the data presented in these two views. In both views, the value displayed is
scheduled Work.
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Formatting the Resource Usage View 827

Figure 20.38
You can show values
and their graphic rep-
resentations by com-
bining the Resource
Usage view and the
Resource Graph view.

The Format menu options for the Resource Usage view include text styles and formatting
for fonts, gridlines, and the timescale. As with the other views, sorting is also available on
the Project menu, and page breaks can be inserted by using the Insert menu. These topics
are all covered previously in this chapter.

Choosing the Details for the Resource Usage View

The choices available by choosing Format, Details are some of the same value choices that
are described in the “Formatting the Resource Graph View” section earlier in this chapter.
You can select the value to display in the timescale grid by selecting one of these options.
If the Resource Usage view is placed in the bottom pane under a task view, the only
resources that are displayed are resources assigned to the task that is selected in the top
pane. The work value displayed next to a resource name is the total scheduled Work for that
resource across all tasks during the entire project. A breakdown of other tasks assigned to 20
that resource is displayed under the resource name. Figure 20.39 shows the Resource Usage
view below the Gantt Chart view. The values in the usage table show work assigned to Mary
Logan for all tasks during each time period. Scott Adams’s work is also displayed because he
and Mary are both assigned to the Setup Assembly Line task that is selected in the top pane.
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828 Chapter 20 Formatting Views

Figure 20.39
By displaying the
Gantt Chart view over
the Resource Usage
view, you can view
detail work break-
downs by task and
time periods.

Work assigned
for the selected task

Resource’s total Resource’s work for

work on the project all tasks in the period

Formatting the Detail Styles in the Resource Usage View

When the Resource Usage view is active, select Format menu option Detail Styles, and the
Detail Styles dialog box appears (see Figure 20.40). In this dialog box, you can choose to
display a wide variety of fields for each resource assignment. Each field will appear on its
own row in the timescale table, and each might display a different font, background color,
and pattern. From the Available Fields list on the left, select a field to be displayed and click
the Show button. To prevent a field from being displayed, select it from the Show These
Fields list on the right and click the Hide button. To rearrange the order in which the fields
are displayed, click the Move Up and Move Down buttons on the right side of the dialog
box. The Usage Properties tab contains options for how the detail data should be aligned
20 and whether to display headings for the various columns and rows.
Figure 20.41 shows the addition of the Actual Work row for each task assigned to Mary
Logan. Additional rows are useful when you’re reviewing the Resource Usage view, and you
can enter data into the time periods for many of the detail rows. For example, adding the
Actual Work row would provide a handy place to enter actual hours when you are tracking
progress on a project.
➔ For more information on entering tracking data in a plan, see “Tracking a Project’s Performance and
Costs,” p. 528.
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Formatting the Task Usage View 829

Figure 20.40
The Detail Styles dia-
log box offers many
choices for how much
detail to display in the
timescale grid of the
Resource Usage view.

Figure 20.41
Adding extra rows to
the Resource Usage
view can make it a
useful tracking tool.

20

Formatting the Task Usage View

The options for formatting the Task Usage view are identical to those for the Resource
Usage view. The main difference between these two views is the focus. Whereas the
Resource Usage view looks at the information from the perspective of the resource, the Task
Usage view looks at each task, providing totals for various details and then a breakdown by
each resource that is assigned to work on the task. As shown in Figure 20.42, the Prototype
Design task has three resources assigned, and each resource has his own hours and costs.
Work and cost totals for the task, the related summary task, and the project are also shown.
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830 Chapter 20 Formatting Views

Summary task totals Work and cost values for assigned resources

Figure 20.42
Hours of work and
costs for those work
hours can provide
useful information
when you’re making
decisions about a
project.

Totals for this task

Formatting the Sheet Views

The Task and Resource Sheet views display tables of field values for the list of tasks or
resources. The columns that are displayed on sheet views depend on the table applied to the
sheet. The Format menu for both the sheet views includes only options for changing font,
gridlines, and text styles. The Project menu has options for sorting, filtering, and grouping,
and the Insert menu offers a choice for inserting page breaks. (These features are discussed
previously in this chapter.)
➔ For more information on displaying table columns, see “Using and Creating Tables,” p. 840.

Troubleshooting
Missing Outline Symbols
I’m working on a project that has an outline, but my outline symbols on the formatting toolbar are
grayed out. Why can’t I use them?
The Show Summary Tasks option has been turned off. The outlining tools will display again
if you select Show Summary Tasks from the View tab in the Options dialog box.
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Troubleshooting 831

Configuring Timescale Spacing

I have set up my timescale exactly the way I like it, but the labels look a little crowded. Is there any-
thing I can do to fix this, without changing the setup?
Yes, simply change the 100% in the Size text box on the Format, Timescale dialog box to a
larger number. You might have to play with the number until you get the size right.
Likewise, if your timescale is a little too big, change the Size number to 85% or 90% or
whatever number gets the look you’re after.

Adding Text to Taskbars

I want to add text to the taskbars, but there’s not enough room.
Add the text to a different row. You don’t have to have a bar on the row; you can use it for
text only.
To add the text to a different row, open the Bar Styles dialog box. Insert a row under the
task type where you’d like to display text, such as under Normal, Noncritical. For
Appearance, make the Start, Middle, and End shapes blank. In the Row column, choose or
type 2. Then, under the Text tab, set the text position as Inside and select the field to be
printed.

Formatting the Taskbar

I would rather have information around the taskbars than in columns on the left. Can I make that
work?
Yes. Add the text around the bars, as discussed in the section “Placing Text in a Bar Chart.”
Then create and apply a table that has only one column in it, or position the vertical divider
bar on the Gantt Chart view so that only the leftmost column is visible. You have to print at
least one column, but the information in the other columns can be placed around the
taskbars and covered by the divider bar.
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29 0789730723_ch21.qxd 1/12/04 2:21 PM Page 833

CHAPTER
21
Customizing Views, Tables,
Fields, Filters, and Groups

In this chapter
Creating New Views 834
Using and Creating Tables 840
Customizing Fields 847
Creating Custom Filters 859
Creating Custom Filters with AutoFilter 867
Creating Custom Groups 868
Organizing Views and Other Custom Elements in Project Files 873
Troubleshooting 875
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834 Chapter 21 Customizing Views, Tables, Fields, Filters, and Groups

Creating New Views

Project provides more than 20 standard single and combination views. You can edit or copy
standard views that are available on the View menu or in the More Views dialog box to cre-
ate new views. If none of the standard views are close to meeting your needs, you can create
a new view from scratch. To create a new view by editing an existing one, you use the same
techniques you use to create a view from scratch. When you are familiar with the basics,
copying and editing views is easy.
To create a new view, choose View, More Views. The More Views dialog box appears (see
Figure 21.1).

Figure 21.1
You can create new
views or edit existing
ones in the More
Views dialog box.

In earlier chapters, you used this dialog box to change from one view to another. This sec-
tion discusses three buttons on the right side of the dialog box: New, Edit, and Copy. You
use the New button when you want to create a new view from scratch. You use the Edit
button when you want to make changes to an existing view, overwriting the original. Finally,
you use the Copy button when you want to make changes to an existing view but don’t want
to overwrite the original. The steps are the same whether you choose New, Edit, or Copy.
For this example, choose New. The Define New View dialog box appears, as shown in
Figure 21.2.

TIP
If you want to preserve the standard views in their original form, use the Copy button
rather than the Edit button and edit the copy of the view. You will then have both the
original and the revised copies to use.

Figure 21.2
21 You can create a new
view in the Define
New View dialog box.
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Creating New Views 835

The new view can be a single-pane view or a combination view. As described in previous
chapters, a combination view is simply a display of two views: one in the top pane and one
in the bottom pane (see Figure 21.3). Two commonly used combination views are the Task
Entry view (the Gantt Chart view over the Task Form view) and the Resource Allocation
view (the Resource Usage view over the Leveling Gantt Chart view). When you often use
two views in combination to perform standard tasks, it is advantageous to save the view
combination for easy access. You can then make the new view be an option on the View
menu. (See the section “Creating a Combination View,” later in this chapter, for step-by-
step instructions on how to do this.) Before you can create a combination view, you must
create or determine which single-pane views you want to display.

Figure 21.3
One form of the View
Definition dialog box
allows you to create
combination views.

To create a new single-pane view, click the New button on the More Views dialog box.
When the Define New View dialog box appears, choose Single View. The View Definition
dialog box shown in Figure 21.4 appears.

Type a descriptive name for the view

Figure 21.4
You can create a new
single-pane view in
the View Definition Choose a starting format
dialog box.

Add the view to the View menu list

21
The View Definition dialog box has text boxes and check boxes for defining the following
options:
■ The name of the new view
■ The basic screen or general view format used
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836 Chapter 21 Customizing Views, Tables, Fields, Filters, and Groups

■ The table used (if the chosen screen uses a table)

■ The group display setting to be used
■ The filter that should be used, and whether it is a highlight filter or a limited-display
filter
■ Whether the new view name appears in the main View menu and on the View bar

N OTE
If you copy an existing view, you cannot change the Screen option.

Entering the Name of the View

In the Name field of the View Definition dialog box, you should enter a name that readily
identifies the features you are incorporating into the view. If the view is to appear on the
View menu, you must select the Show in Menu check box at the bottom of the dialog box.
You can designate a hotkey letter that can be used to select the view from the View menu.
To do so, type an ampersand (&) before the chosen letter when you type the view name.
When the view is displayed in the menu, this letter is underlined to indicate that this char-
acter is used to select the view. For example, if you enter &Dependencies in the Name text
box, the Checking Task Dependencies view appears on the menu as Checking Task
Dependencies; you can then type the letter D to select the view from the menu.

N OTE
Try to make sure that you designate a letter that is not already used by another view. If
you choose a letter that is already being used by another menu command, you will have
to press the letter twice and press the Enter key to select the view.

Selecting the Starting Format

Microsoft Project provides a number of basic screens, which can be used alone or in combi-
nation to produce the standard views listed on the View menu and in the More Views dialog
box. All views must use one of these basic, prefabricated screens.
You cannot change the screen assigned to one of the predefined views listed in the View
menu. You can, however, create custom forms that resemble the basic screen formats.
➔ For more information on creating custom forms, see “Using Custom Forms,” p. 950.
These are the basic screen formats:
Calendar Resource Sheet
21
Gantt Chart Resource Usage
Network Diagram Task Details Form
Relationship Diagram Task Form
Resource Form Task Name Form
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Creating New Views 837

Resource Graph Task Sheet

Resource Name Form Task Usage

You can modify some of these screens extensively to customize a view; some screens, how-
ever, can be changed only in limited ways. Format choices can be customized in varying
degrees for each of the views, and format settings can be saved as part of a view.
➔ For more information on formatting, see Chapter 20, “Formatting Views,” p. 775.
To specify the basic style for a new view, make the appropriate selection from the Screen
drop-down list in the View Definition dialog box.

Selecting the Table for the View

If the screen you choose displays a table of field columns, you must identify the table to use
in the view. To select a table, choose from the Table drop-down list in the View Definition
dialog box. This list contains all the tables included in the More Tables menu for the screen
type (that is, task or resource) that you have chosen. If you want to include a customized
table, it must exist before you can use it in a view. See the section “Using and Creating
Tables,” later in this chapter, for more information.

Selecting the Group for the View

The Network Diagram view and all the views that display tables can also be displayed in
groups based on selected fields. The group must have already been defined to be displayed
in the Group drop-down list. A selection of No Group displays the tasks or resources in the
view in sorted or ID order. See the section “Creating Custom Groups,” later in this chapter,
for more information.

Selecting the Filter for the View

Every view has a filter attached, and the filter must be specified in the view definition. You
need to select the Filter drop-down list in the View Definition dialog box to select one of
the defined filters. In Figure 21.5, the Tasks With Fixed Dates filter is defined as a highlight
filter for the view, which means that all tasks will be displayed, and tasks with fixed dates will
be highlighted.

Figure 21.5
Choose a filter to
complete the view
definition.

21
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838 Chapter 21 Customizing Views, Tables, Fields, Filters, and Groups

A highlight filter shows all tasks or resources, and the ones that are selected by the filter are
displayed with the highlight formatting (bold, italic, underline, and so on) that has been
defined via the Format, Text Styles command for highlighted items.
If you want to apply a custom filter, you must first define the filter before you can use it in a
view. See the section “Creating Custom Filters,” later in this chapter, for more information.

N OTE
The view definition cannot be “locked down.” That is, you simply specify the starting
points for the view. Then, when the view is displayed onscreen, you can make changes,
such as applying another filter, to change the underlying view definition.

Displaying the View Name in the Menu

To display the view name in the View menu and on the View bar, mark the Show in Menu
check box in the View Definition dialog box. All view names always appear in the More
Views dialog box.

Saving the View Definition

When you have finished making selections in the View Definition dialog box, click the OK
button to save your definition. You are returned to the More Views dialog box, where you
can take one of the following actions:
■ Click the Apply button to place the view onscreen immediately.
■ Click the Close button to leave the current view onscreen but save the view you have
just defined.
■ Click the New, Copy, or Edit button to continue working with the list of views.
■ Click the Organizer button to save the newly defined view to the global file. See the
section “Organizing Views and Other Custom Elements in Project Files,” later in this
chapter, for more details.

If you want to change the screen type associated with a view, please refer to the section
“Changing the Screen Type for a View” in the “Troubleshooting” section at the end of this chapter.

Creating a Combination View

If the new view is to be a combination view, the views for each pane must be defined before
you can define the combination view. To define a combination view, access the More Views
dialog box by choosing View, More Views. Click the New button to display the Define New
21 View dialog box (refer to Figure 21.2). Then, select the Combination View button. The
View Definition dialog box that appears is designed for defining a combination view (see
Figure 21.6).
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Creating New Views 839

Figure 21.6
A combination view
displays two single-
pane views.

In the Name field of the View Definition dialog box, enter a name for the view. Include an
ampersand (&) in front of a letter to designate a hotkey for the view when the name appears
on the menu. From the Top drop-down list, choose the view to place in the top pane. All
the single-pane views that have been defined are available here for selection. From the
Bottom drop-down list, choose the view to place in the bottom pane. All the single-pane
views can also appear in the bottom pane of a combination view. Select the Show in Menu
check box if you want the view to appear on the View menu and on the View bar. Deselect
this check box if you want the view to appear in the More Views dialog box only.
Figure 21.6 displays a definition for a new combination view that shows a customized Gantt
Chart over the supplied Relationship Diagram view.
If you define a combination view that uses other customized views, and if these views use
customized tables and filters you have defined, you must plan the order in which the cus-
tomized components are developed. In other words, you must work from the bottom up.
The following sequence shows the steps you’d take for a complex case:
1. Define all new tables that you plan to use. It doesn’t matter whether their names appear
on the View, Table menu.
2. Define any custom groups you might want to see. The group name does not have to
appear on the Project, Group By menu, as long as it is a named group under More
Groups.
3. Define any new filters you plan to use. These filters do not have to appear on the
Project, Filtered For menu; appearing on the More Filters menu is sufficient.
4. Define the single-pane views you want to include in the combination view, using the
appropriate basic screens. Assign to these individual views the tables, filters, and groups
that you want the views to use.
5. Format each of the views with any special formatting options you prefer.
6. Define the combination view by selecting the names of the new customized views to be
placed in the top and bottom panes. If you want to have this view directly available
21
from the View menu, select the Show in Menu check box. The definitions you have
created are then saved with the project file.
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840 Chapter 21 Customizing Views, Tables, Fields, Filters, and Groups

N OTE
If you later decide that you want to use this view in another project file, you can copy it
to a single project file or to GLOBAL.MPT—a template that makes views, tables, groups,
and filters available to all project files. See the section “Organizing Views and Other
Custom Elements in Project Files,” later in this chapter, for more information.

If you change or inadvertently modify an existing view, you can restore the original view—see the
section “Restoring Standard Views” in the “Troubleshooting” section at the end of this chapter.

Using and Creating Tables

Tables are the building blocks of Microsoft Project that control which fields are displayed in
sheet views. Through the manipulation of tables, you can determine the data displayed in
each column, the width of the column, the alignment of the data within the column, the
title that appears at the top of the column, and the alignment of the column title. A setting
in Project 2003 allows column headers to wrap onto multiple lines. With the Table
Definition dialog box, you can add new columns, delete columns, rearrange the order of
columns, and make other changes in the definition of the table.
To change the display of a table, select View, Table and choose More Tables. The More Tables
dialog box appears onscreen, with the currently displayed table highlighted (see Figure 21.7).

Figure 21.7
The More Tables
dialog box offers
choices for customiz-
ing tables.

You use this dialog box to perform the following procedures:

■ Display a table that is not included on the main Table cascading menu. (Several task
and resource tables are available only from this dialog box.)
■ Create new tables, which can be based on existing tables.
■ Change the features of any of the tables in the list box.
21
■ Delete existing tables (through the Organizer).

The names of either task tables or resource tables appear in the list box in the More Tables
dialog box, depending on the view that was active when you chose the More Tables com-
mand. To switch between task tables and resource tables, choose one of the options, Task or
Resource, at the top of the dialog box.
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Using and Creating Tables 841

To apply a table to the current view, choose the desired table from the list and click the
Apply button. Note, however, that if the current view is a task view, you cannot display a
resource table on this view.
To edit an existing table, choose the table from the list box and click the Edit button. If you
want to create a new table that is similar to an existing table, select the original table from
the list and click the Copy button. To create a new table from scratch, click the New button.
Whenever you click the New button, the Copy button, or the Edit button, the Table Definition
dialog box appears. If you click New, the fields in the Table Definition dialog box are empty. If
you click either Edit or Copy, the fields in the Table Definition dialog box contain the values
for the table you selected from the list box. Figure 21.8 illustrates a dialog box for a copy of the
Entry table. The explanations that follow also apply to editing and creating new tables.

Leave blank to label column with field name

Data alignment in column Title alignment in column header
Change row order Column width Headers may wrap if needed

Figure 21.8
A copied table makes
a good starting point
for the Table
Definition dialog box.

Allow header
area to grow

Field Name must come from Project database

Entering a Table Name

When you create a new table or edit a copy of another table, you should supply a new name
for the table. If the table name is to appear on the Table menu, use an ampersand (&) before
any character in the name to indicate that this character is the hotkey used to select the
table from the View, Table menu.

Adding and Changing the Columns in the Table

If you are creating a new table, click on a space in the Field Name column and access the 21
drop-down list at the right side of the column, as shown in Figure 21.9. Choose a field by
scrolling through the list and selecting the one you want.
If you want to add more fields, move the cursor down to the next blank row, using the
scrollbar on the right side of the dialog box if necessary. To insert a field between the
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842 Chapter 21 Customizing Views, Tables, Fields, Filters, and Groups

existing fields, select the row where you want to place the new field and click the Insert
Row button to insert a blank row.

Figure 21.9
You can choose from
the list of Project
database field names
to display columns in
a table.

To remove a field from the table, select any item (for example, Field Name, Width) in the row
that contains the field to be deleted and click the Delete Row button. To replace a field with a
new field, select the Field Name entry for the old field and select the new field from the drop-
down list. This removes the old field completely and replaces it with the new choice.
To rearrange the columns in the table, select the one you want to move and click the Cut
Row button. Select the row where you want the cut row to be moved and then click the
Paste Row button. You don’t need to insert a blank row first. The pasted row will be
inserted, with the existing row and all the rows beneath it moved down.
When you choose a name from the Field Name list, the default data Alignment (Right),
field Width (10 characters), and Title Alignment (Center) for the field are supplied automat-
ically. However, you can change the alignment to Left, Center, or Right by typing this spec-
ification or by selecting the alignment from the drop-down list. You can type a different
value in the Width field if you want a width other than the default. Use the Title column to
supply a column name if you want one that is different from the field name. Leave the Title
column blank if you want to use the field name as the displayed column title. You can align
the title of a column differently from the data displayed in the column; for example, you
might want to center the title of a field over numeric data that is right aligned.
In Project 2003, you can use long column titles, also known as column headers; if you do,
Project wraps long text within the title area. When a new field row is added, the default
value for Header Wrapping is No (that is, off). Simply click in the Wrapping column for the
field, and Project changes the setting to Yes. To turn wrapping off again, type No as the
21 wrapping value. The drop-down list in the wrapping setting offers the choices Yes and No,
but the definition table is too wide to see the drop-down arrow. You can use the arrow keys
to move to the field or simply type Yes or No to cause Project to scroll the table to the left.
Another setting in Project 2003 affects how header rows wrap. The Auto-adjust Header
Row Heights setting is on by default. This feature expands the header onto as many rows as
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Using and Creating Tables 843

needed when the column width is decreased. With this option turned off, header text may
still wrap in a narrow column, but the header area won’t automatically get deeper to accom-
modate all the text.
If you want to lock a column in a table so that it doesn’t move when scrolling, see the section
“Freezing the First Table Column” in the “Troubleshooting” section at the end of this chapter.

Completing the Definition of the Table

At the top of the Table Definition dialog box, the Show in Menu check box must be selected
if you want the table to appear on the View, Table cascading menu (rather than just on the
More Tables dialog box). If more table names are to be listed than can be shown on the cas-
cading menu, the menu adds a scrolling feature at the bottom of the cascading list.
You should select the check box labeled Lock First Column if you want the first column of
the table to remain onscreen at all times. As you scroll to the right in the table, the first col-
umn does not scroll out of view if this box is checked. However, the column cannot be edited
when it is locked. In the standard sheet views, the first column is the task or resource ID. If
the first column is locked, it displays on a gray background, as is typical with the ID column.
You can use the Date Format area of the Table Definition dialog box to specify the format
for date fields in the table. If you leave the default entry in place, the date format selected
through the Tools, Options command is used. You can select the drop-down list to display
the other date format options you can elect to use. A change in the date format on a table
does not change your default or the date format used in other views.
The normal row height in a sheet view is 1, which means that one row of text is displayed
for each task or resource row in the table. If the row height is greater than 1, long text
entries in any column of the table automatically wrap if the width of the column is insuffi-
cient to display them on one line. To change the number of text lines to be displayed for
each task, choose Row Height and enter the appropriate number. This row height is an ini-
tial setting only and can be changed graphically onscreen.
Note that all rows start out the same height and that additional lines in cells take up space,
even if they are blank. You can set individual rows to varying heights onscreen by dragging the
row dividers up and down. To reset all rows to a consistent height, click the Select All button
on the top left of the sheet before dragging a single row ID divider to the desired height.
Figure 21.10 shows the definition for a new table named Development, which displays tasks
with ID, Indicators, Request Tracking Number (a custom text field), Name, Duration, and
Start fields, as well as a custom text field with the title Comments. Note that the titles for
several of the fields have been changed from the default field names.
21
TIP
If you intend to use descriptive text in the title of one of the custom fields (for example,
Text1-30, Number1-20), you can assign that title to the field permanently so that anywhere
you display the custom field, the assigned title, instead of the field name, is displayed. See
the section “Naming Custom Fields,” later in this chapter, for more information.
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844 Chapter 21 Customizing Views, Tables, Fields, Filters, and Groups

Figure 21.10
The table definition
for parameters for the
custom Development
table.

Figure 21.11 shows the Development table (as defined in Figure 21.10) applied to the Task
Sheet view.

Figure 21.11
The Development
table can be applied
to the Task Sheet
view.

TIP
A useful yet simple table is a table with only one field: the task ID. You can use this table
in conjunction with a Gantt Chart that has the task names placed next to the taskbars for
a completely graphical view.
21
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Using and Creating Tables 845

Changing Table Features from the View Screen

You can change most of the features you define in the Table Definition dialog box on the
screen, without having to go through the View, Table command. You can access the Column
Definition dialog box to insert, delete, or edit the definitions of columns directly in the
table.
To change the definition of a column from the view screen, double-click the title of the col-
umn. The Column Definition dialog box appears, as shown in Figure 21.12, with the cur-
rent column settings displayed in the selection fields.

Figure 21.12
You can double-click
on a column title to
display the Column
Definition dialog box.

To redefine a column, you can change the selections in any of the following entry fields:
■ Choose Field Name to view the list of field names. Selecting a field from the list
replaces the current column with the new field.
■ Type a title if you want a text title, instead of the field name, to appear at the head of
the column.
■ Choose Align Title to change the alignment for the column title and Align Data to
change the alignment for the data in the column.
■ Allow long column titles to word wrap by selecting the Header Text Wrapping option.
■ Choose Width if you want to set the width of the column manually. Enter the width in
a number of characters. You also can click the Best Fit button to set the width to the
widest entry in the column.

Complete the new definition of the column by clicking either OK or Best Fit. Click OK if
you want to apply the new column definition, including the Width setting. Click Best Fit if
you want Microsoft Project to calculate the width needed to fully display both the title and
the longest data value that initially goes into the column. Clicking the Best Fit button closes
the dialog box and applies the new definition, but with the calculated column width.
21
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846 Chapter 21 Customizing Views, Tables, Fields, Filters, and Groups

CAUTION
Even if column header wrapping is on and the text is currently displayed on multiple
lines, applying the best fit to the column causes the tile to be displayed on one long line.
You then need to make the column more narrow to force the wrapping once again.

To insert a new column in the table, follow these steps:

1. Select the entire column that is currently located where the new column should be
placed. (You Select a column by clicking on the column title.)
2. Either choose Insert, Column from the menu bar, right-click on the column title and
choose Insert Column from the shortcut menu, or press the Insert key. Then select the
values for the new column in the Column Definition dialog box.

The new column is inserted in front of the column that was selected. The selected column
and all columns to its right are moved right one position in the table.
There are several methods for hiding columns:
■ Right-click a column title and choose Hide Column from the shortcut menu.
■ Select the entire column by clicking the title, and then choose Edit, Hide Column, or
simply press the Delete key.
■ Click the right divider line in the column heading and drag it to the left until it meets
the left divider line.
■ Open the table definition (that is, View, Table, More Tables) and delete the row that
defines the column you want to remove.

All methods actually modify the underlying table definition. Hiding or deleting a column
removes it from the table completely; dragging the column closed sets the column’s width to
zero.
How you retrieve a hidden column depends on the method used to remove it:
■ If the Hide Column shortcut or Edit, Hide Column were used, you must reinsert the
column into the table.
■ Columns hidden by dragging with the mouse can also be opened by dragging. Move the
mouse slowly from right to left, toward the title divider where the column is hidden. As
soon as the mouse pointer changes to a vertical line with horizontal arrows, click and
drag back to the right.

21 N OTE
Project gives no indication that a column is hidden. You must remember which column,
with what field data, is hidden and where.
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Customizing Fields 847

■ Open the table definition dialog box and reinsert a row for the removed column, or
increase its width if it was hidden by dragging.

N OTE
You cannot mix some hide and insert methods. That is, a column removed by using Hide
Column can’t be opened by dragging—because that column was removed from the table
definition. You need to use Hide with Insert.

You can also change row heights onscreen by using the mouse. To change the row height,
point to the bottom gridline in the first column (usually the ID column). When the mouse
pointer changes to a double-headed arrow, drag up or down. This action adjusts the height
for a single row or for multiple rows that are selected. To adjust all row heights at the same
time, click the Select All area above the first column before adjusting the row height.

N OTE
Be aware that changing row heights on a displayed table also changes the row heights in
all other tables. Unlike column widths, unique row height settings aren’t saved with the
table definition.

The modified table is displayed whenever you select the same view, until you apply another
table.

Customizing Fields
Every project has its own characteristics and requirements for data storage. The custom
fields in Project provide reserved spaces that enable you to use a project file as a central data
repository for your plan.
Perhaps you have an internal code for identifying every task on a project. This might be a
cost code, a work product code, or a code provided by a customer to facilitate information
exchange. These codes might actually be alphanumeric descriptive text that doesn’t fit a pat-
tern. Costs might also be associated with the project that are not easily included in the
resource or fixed-cost fields. It is also common to need to identify the status of a task as
other than percentage complete, such as approved/not approved. Project provides a variety
of custom fields and field types to accommodate storing these and other types of specialized
data.
Project provides a set of custom fields for storing task information and another set for stor-
21
ing resource information. The names and lists of these fields are identical; the context of the
use of a custom field (in a text-oriented view or a resource-oriented view) determines with
which set you are working. Table 21.1 describes the custom fields that are available.
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848 Chapter 21 Customizing Views, Tables, Fields, Filters, and Groups

Table 21.1 Custom Fields

Field Name Field Data Description
Text1–Text30 Alphanumeric, up to 255 characters
Number1–Number20 Any positive or negative number
*Baseline1–Baseline 10 For capturing entire plans at intervals over time (including
(multiple fields) Cost, Duration, Start, Finish, and Work fields for each Baseline
number)
Cost1–Cost10 Formatted number values
Date1–Date10 Any valid date value
Duration1–Duration10 Any valid duration value (for example, 5d)
Start1–Start10* Any valid date value
Finish1–Finish10* Any valid date value
Flag1–Flag20 Yes/No values

Outline Code1–Outline Code10 User-defined alphanumeric outline structures

* Task Start/Finish fields

Project uses task Start/Finish fields when you are saving interim schedule information for
tasks. Similarly, the numbered Baseline fields allow you to capture complete plan snapshots
(not just Start and Finish dates). You can use these fields for your own purposes only if you
do not need them for baseline storage. Similar data can be stored in other custom fields.

N OTE
The complete list of custom Project fields is available through online help. On the Help
menu, select Contents and Index. In the Reference section, select Microsoft Project refer-
ence, and then select Fields Reference in the side pane.

Project enables you to create name aliases for the fields so that they consistently appear with
descriptive field names anywhere you use them. Also, custom fields can calculate and store
values according to formulas you create or import.

Accessing the Custom Fields

Custom field names appear in any drop-down list in which the predefined fields are accessible.
21 For example, when you are inserting a new column on a table, the field choices for the column
include all the custom field names, even if the fields have not yet been used for data storage.
Changes to a custom field, including changes to the field’s name and rollup behaviors, are
made in the Customize Fields dialog box. Choose Tools, Customize, Fields to display the
dialog box shown in Figure 21.13.
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Customizing Fields 849

Select a field type Choose a field category

Figure 21.13
Renaming a custom
field in the Customize
Fields dialog box per-
manently pairs the
field with its alias.

Select a specific
custom field

Pair the field Copy field definition

with an alias from another source

Restrict entries
or compute
values for the field Assign rollup behavior

Show raw data or range indicators

In the Customize Fields dialog box, custom field names are listed by type. To work with a
particular field, select the general type (Task or Resource) first. Then use the Type drop-
down list to select a particular category of custom field (for example, Text, or Number).
When the list of available fields of that category appears on the left side of the dialog box,
you can click on one field of interest to begin changing custom settings.

Naming Custom Fields

Typically, field names are shown as column headings. You can temporarily rename a field
with a more descriptive label by editing the column definition. You might want the data in
Text1 to be displayed under the heading Dept Code, for example. However, edits made on a
single table stay with that table definition. If you later display Text1 in another table, it is
again labeled Text1.
To avoid having to change the name labels for every display of a custom field, you can give
the custom field an alias. To do so, click the Rename button in the Customize Fields dialog
box and supply a more descriptive name for the field. In Figure 21.13, the Cost1 custom
field has been renamed Overhead, and both labels (Cost 1 and Overhead) appear in the list 21
of fields.
After an alias is established, any place the custom field is used—before or after the field is
renamed—the new name label appears instead of the generic custom field name. The cus-
tom field name/alias pair appear together in drop-down field lists, as well. In Project 2003,
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850 Chapter 21 Customizing Views, Tables, Fields, Filters, and Groups

custom fields with aliases are available for data entry on the new Custom Fields tab in the
Task Information dialog box.

Creating Calculated Fields

It is possible to create and apply calculations or formulas to fields in previous versions of
Project without developing macro code. Data in custom fields can be derived from values in
other fields in the project.
The Custom Attributes area of the Customize Fields dialog box enables you to specify value
behaviors in custom fields. By default, all custom fields contain no entries and no formulas
and can accept any valid entry for the field type. You can use the Value List option to
restrict entries in a field to a specified list of values, as shown in Figure 21.14.

Figure 21.14
Users can be
restricted to entering
values from a prede-
fined list, or the list
can be allowed to
grow.

In the Value List dialog box, you can enter acceptable values on as many rows as necessary,
and you can add optional descriptions of the values to assist users in selection. Below the list
you build is the option Use a Value from the List as the Default Entry for the Field. You
can set the Data Entry Options section of the dialog box to Restrict Field to Items in the
Value List to prohibit unacceptable field entries, or you can choose Allow Additional Items
to Be Entered into the Field. You can also control the display order of the value list: by row
number (the order in which the rows were entered), or in ascending or descending value
order.
21
You can also use the Value List dialog box to import a list of values that exist in another
project file. The supplying file must be open and the incoming data must be located in a
corresponding field type (for example, cost into cost, text into text).
A powerful use of custom fields is the ability to define formulas for them that compute and
populate values. Choosing the Formula option in the Custom Attributes area of the
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Customizing Fields 851

Customize Fields dialog box brings up the Formula dialog box for the field, as shown in
Figure 21.15. This dialog box might look familiar to users of other Microsoft applications
such as Access.

Build formula here Retrieve a formula from another file

Figure 21.15
Formulas for custom
fields can compute
new values that are
not provided in the
Project database.

Select Project database fields

Apply a predefined function

The formula in Figure 21.15 computes an overhead value for Cost1 that equals 25% of the
task cost. A formula is built by typing directly into the Edit Formula area, by selecting fields
and functions from the provided drop-down lists and operator buttons, or by choosing to
import a formula that was previously created in another project file. The Insert Field drop-
down list gives access to all the allowable Project fields. The fields are displayed in cascad-
ing menus of logical groups, such as date fields, number fields, and so on. The Function
drop-down list displays all the possible predefined functions that can be used in custom field
calculations. These functions are also displayed in cascading menus by groups, such as
date/time functions and conversion functions.

N OTE
Do not include the equal sign (=) in the Edit Formula area. Project automatically adds it
to any formula.

N OTE
You can access a detailed discussion of custom field formulas and available functions
through online help. Click the Help button in the lower left of the Formula dialog box,
or open the Help menu, and select Contents and Index. On the Index tab, search for
formula, and choose Formula Dialog Box from the results. 21
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852 Chapter 21 Customizing Views, Tables, Fields, Filters, and Groups

To produce Figure 21.16, a customized cost table was created and applied to a Gantt Chart.
The Project Cost column shows the normal total cost figure for each task, as calculated by
Project. The Overhead column contains values generated by a formula for the Cost1 field
and was renamed to the field alias, Overhead (refer to Figure 21.13). An additional cost field
has been created: Cost2 has been renamed Cost with Overhead and assigned the simple for-
mula [Cost] + [Overhead].

Custom Cost2 field

Custom Cost1 field

Figure 21.16
You can add a calcu-
lated custom field to
any task table.

Summary tasks set to compute, rather than roll up, sums for custom fields

Controlling Field Behaviors

For custom fields with values of any kind (text entries are not considered values), you need to
take into account one more consideration when defining a field. The area in the Customize
Fields dialog box labeled Calculation for Task and Group Summary Rows enables you to
control custom field calculations for summary rows and for use in custom groups. By default,
no value is entered on summary or group rows for custom fields. However, you can set the
summary and group-level fields to use the formula set for the field, or you can set them to
perform simple mathematical operations at the rollup level. The choices for math operations
21
are Average, Maximum, Minimum, Sum, and Average First Sublevel. The Average First
Sublevel option, which is applicable to grouping, prevents a field value from being carried up
in the calculations from very detailed groups into less detailed groups. In Figure 21.17, the
summary and rollup behavior for both custom fields is set to Use Formula, forcing Project to
calculate every value instead of summing individual task values.
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Customizing Fields 853

Creating Indicator Fields

For issues of confidentiality, or to avoid raw data overload, you might choose to display
graphic symbols in a custom field rather than display the actual data values. The bottom of
the Customize Fields dialog box offers options for values to display for each customized
field. By default, the actual keyed-in or computed values are displayed. You can substitute a
variety of symbols for ranges of the actual values.
In the Customize Fields dialog box, click the Graphical Indicators button to display the
Graphical Indicators dialog box. Figure 21.17 shows the Graphical Indicators dialog box set
to display images instead of values for a third customized field, Cost3. This field has been
renamed Overhead Indicators and contains the formula =[Cost1] to simply copy all values
from Overhead into this Cost3 field. The test section of the Graphical Indicators dialog box
lists the logical tests and test values for ranges of Cost3 (Overhead Indicators) data. As you
can see in Figure 21.17, a low overhead value displays a flag; a medium overhead value dis-
plays a box; and a high overhead value displays a frowning face. Figure 21.18 illustrates the
results of these settings.

Select a test Enter a test value

Figure 21.17
You can choose
images from a prede-
fined list and substi-
tute them for actual
values in custom
fields.

Copy criteria from another file

Choose indicator from drop-down list of supplied images

TIP
If you have already created a set of tests, values, and corresponding images in another
project file—or even in another custom field within the same file—you can import those
settings rather than re-create them. To do so, click Import Indicator Criteria on the
Graphical Indicators dialog box. 21
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854 Chapter 21 Customizing Views, Tables, Fields, Filters, and Groups

Figure 21.18
A customized table
can display both val-
ues and indicators for
custom fields.

Creating and Using WBS Code Formats

Many companies label and identify tasks by using some structure other than the task num-
bering system in a project file. A code field in Project automatically creates a numbered
structure for your use. This code field is called WBS, which stands for Work Breakdown
Structure.
By default, the WBS code is an exact duplicate of the project’s outline numbers, but you can
key in to the WBS field any number or letter combination that is suitable for your company.
By creating a custom WBS structure, you can ensure that any user entries conform to the
correct pattern.
➔ To learn about customizing WBS codes, see “Using Custom WBS Codes,” p. 163.

Creating and Using Custom Outline Fields

You can create other coded numbering systems besides the automatic outline structure and
custom WBS codes. Project provides 10 custom Outline Code fields. Different people in
your organization might have different coding and reporting requirements. (For example,
you might need to create a custom outline code field that is based on your organization’s
cost codes and sort the task list by that code when needed.) Multiple structures have typi-
cally been created in custom text fields. The limitation with using text fields for this purpose
21 is the inability to control input so that it conforms to the outline code structure.
To create custom outline codes, you create a mask for the outline code field you plan to use.
Unlike with calculated custom fields, Project doesn’t populate the outline field with default
codes—you must enter them manually.
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Customizing Fields 855

Users can select a code for each task from a lookup table that you provide or they can type
in outline codes—they can even create their own codes (which you can optionally require to
conform to the mask). The lookup table guarantees that the code conforms to the mask, and
it enables users to choose the correct codes by looking at descriptions for the codes in the
lookup table.
The steps to creating custom outline structures are a combination of the steps used for cus-
tomizing fields and those used for creating custom WBS codes. The actual definition of the
outline takes place through the Customize Fields dialog box. Specifications for an outline
code include sequence, values, and separators, just as in defining a custom WBS code.

Creating an Outline Mask

To create a custom outline code mask, follow these steps:
1. Choose Tools, Customize, Fields to display the Customize Fields dialog box.
2. Select the Custom Outline Codes tab (see Figure 21.19).

Figure 21.19
Begin creating an
outline code mask
by opening the
Customize Fields
dialog box and select
the Custom Outline
Codes tab.

3. Select one of the custom codes that appears in the list box.
4. Click the Rename button to assign the field an alias that will appear as the column
heading. In the Rename Field dialog box that appears, type in the alias you want to use 21
and click OK. In Figure 21.19, Outline Code1 has been renamed Internal Billing.
5. Click the Define Code Mask button to display the Outline Code Definition dialog box,
in which you can create the mask (see Figure 21.20).
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856 Chapter 21 Customizing Views, Tables, Fields, Filters, and Groups

Preview your choices

Figure 21.20
Defining an outline
mask is similar to
Copy a code mask from
defining a custom
another file or field
WBS mask.

Define the mask

Restrict data entry

Require data entries to include all levels of the mask

6. To create your own mask, click on the first blank row under the Sequence column in
the Code Mask area of the Outline Code Definition dialog box. Use the pull-down
arrow to choose Numbers, Uppercase Letters, Lowercase Letters, or Characters.
7. In the Length column, use the pull-down list to display the options for how many char-
acters will be used for this part of the format. Choose Any if you want to be able to edit
this part of the code and use a varying number of characters. Choose 1 through 10 to
set a fixed number of characters for this section of the format.
8. In the Separator column, use the pull-down list to display the separator to use if
another code follows this portion of the format. You can choose the period, hyphen,
plus sign, or forward slash, or you can type in a symbol of your choosing.
9. Select the check box Only Allow Codes Listed in the Lookup Table if you want to dis-
allow any codes except those you list in a lookup table.
10. Check the option Only Allow New Codes with Values in All Levels of Mask to force
users to fill out codes completely if manual entries are being allowed.
11. Click OK to close the dialog box.

You might have previously created an outline code in another file or in another custom field
in this file. Instead of creating an outline code from scratch, you can import an existing defi-
nition. To import an outline code definition, follow these steps:
1. On the Custom Outline Codes tab of the Customize Fields dialog box, click the Import
21 Custom Field button to display the Import Outline Code dialog box (see Figure 21.21).
2. Select the Project name in the drop-down list of open projects. You are allowed to
import a code within a project file from one custom field to another of the same type.
3. In the Field Type section, select Task, Resource, or Project to display the appropriate
field names in the Field box.
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Customizing Fields 857

Figure 21.21
You can import an
existing outline code
mask from another
file or from another
field in the same file.

4. Select the field name in the Field drop-down list of custom fields.
5. Click OK.

Click OK in the Custom Outline Codes tab of the Customize Fields dialog box to complete
the definition of the mask. If you already have the field displayed in the task view, you will
see the new alias appear as the column heading.

Creating an Outline Code Lookup Table

You can define a value lookup table for users so that they can accurately enter the custom
outline code. Basically, you type in an outline structure that fits your company’s require-
ments. The steps for editing a lookup table are as follows:
1. Create an outline code mask.
2. In the Outline Code Definition dialog box, click Edit Lookup Table. The Edit Lookup
Table dialog box appears, as shown in Figure 21.22.

Figure 21.22
Your company’s code
structure can be
reproduced in the
outline code lookup
table.

21

3. Type a list of valid entry codes in the Outline Code area. These entries are easiest to
read and edit if the Display Indenting in Lookup Table option at the bottom of the dia-
log box is selected.
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858 Chapter 21 Customizing Views, Tables, Fields, Filters, and Groups

4. Use the right arrow and left arrow outlining buttons on the toolbar at the top of the
dialog box to indent tasks to a higher-numbered level or outdent them to a lower-
numbered level.
5. Use the standard Cut, Copy, and Paste buttons to assist in editing the outline code.
6. Type an optional description of the codes to assist users if desired.
7. Click Close when you’re finished. If any typed entries do not conform to the outline
structure created before you enter the Lookup Table area, a message warning is dis-
played, indicating that an entry does not match the mask.

Using Custom Outline Codes

Standard tables in Project do not include custom fields. You must modify a table to view the
custom outline codes as well as other custom fields. See the section “Using and Creating
Tables,” earlier in this chapter, for more information.
In Figure 21.23, a copy of the Entry table has been modified to include the new custom out-
line code column that was renamed Internal Billing. Notice the drop-down list in the col-
umn; the outline code settings demand that the user choose values from the lookup table.

N OTE
Outline codes you have defined are available for data entry on the Custom Fields tab of
the Task or Resource Information dialog box.

Figure 21.23
For this custom field,
data entry is
restricted to values
from the outline code
drop-down list.

21
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Creating Custom Filters 859

Figure 21.23 shows the final results of several steps in the example described in this chapter:
■ Rename Outline Code1 to Internal Billing (refer to Figure 21.19).
■ Define the outline code (refer to Figure 21.20).
■ Create the lookup table (refer to Figure 21.22).
■ Display the Internal Billing code on the custom table (refer to Figure 21.23).

Managing Custom Fields

After you have defined any custom field—text, numeric, cost, WBS, and so on—you should
copy the field definition to the Global template to make it readily available for all your pro-
ject documents that are based on the Global template.

Creating Custom Filters

Before you read this section, be sure to read the section “Exploring the Standard Filters” in
Chapter 19, “Using the Standard Views, Tables, Filters, and Groups.” This section builds on
the information in that section by discussing how to create your own customized filters.
A good way to begin creating your own filters is to examine the definitions of the standard
filters. To look at a filter definition, choose Project, Filtered For and select More Filters
from the list that appears. Select a filter from the list (except the All Tasks filter or the All
Resources filter) and click the Edit button. The Filter Definition dialog box appears. Figure
21.24 shows the Filter Definition box for the In Progress Tasks filter.

Figure 21.24
The In Progress filter
definition sets criteria
to display tasks that
are already under-
way.

The In Progress Tasks filter applies two tests. The first test examines the Actual Start field
to ensure that the value is not equal to NA (that is, a date has been entered, which indicates
that the task has been started), and the second test examines the Actual Finish field to see 21
whether the value is equal to NA (that is, the task has not finished). The logical operator
And has been entered in the And/Or field, meaning that both the first and the second con-
ditions must be met in order for a task to be selected.
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860 Chapter 21 Customizing Views, Tables, Fields, Filters, and Groups

Filters compare database fields to values you enter in the filter to values supplied by user
input when the filter is applied or to values in other database fields. When multiple tests are
combined with an And condition, all tests must be true; if multiple tests are combined with
an Or condition, only one test must be true.
To define a filter, choose More Filters from the Project, Filtered For menu. If you want to
create a new filter that is unlike any filter already defined, click the New button. Otherwise,
select an existing filter name from the Filters entry list if you want to edit or copy an exist-
ing filter. If you edit an existing filter, the original definition is lost; start by creating a copy
with which to experiment. Whether you click New, Edit, or Copy, the Filter Definition
dialog box is displayed.
The following sections describe how to develop an overbudget filter that displays all tasks
that are overbudget by at least $1,000.

A useful custom filter to create is one that will display only the detail tasks of the project, which are ones that
are to be linked together and assigned to a resource. This filter actually removes from the view all the summary
tasks and milestone tasks within the project. The custom filter is set for Summary Tasks=No and
Milestones=No. This leaves only detail tasks.

When creating filters in Microsoft Project, in the Values field, you can choose values from a
pick list.

Naming a Filter
You provide a name for the filter by typing a name in the Name field of the Filter
Definition dialog box. If the filter name is to appear in the Filtered For menu, use an
ampersand (&) before the letter that will be the hotkey. The check box labeled Show in
Menu at the top of the dialog box must be selected in order for the filter name to appear in
the menu and in the filter drop-down list on the Formatting toolbar.
To create an overbudget filter, enter the name as Cost O&verbudget by 1000 (with v as the
hotkey), and mark the Show in Menu box so that the filter is placed on the Filtered For
menu (see Figure 21.25).

Figure 21.25
This is the completed
Cost Overbudget by
1000 custom filter
definition.

21
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Creating Custom Filters 861

Defining Filter Criteria

For each test to be imposed on the database, you must fill in a row of the Filter area in the
Filter Definition dialog box. Each row must identify a field name, the nature of the test to
be conducted in the field, and the value(s) to be looked for in the field. If multiple tests are
to be imposed as part of the filter, the And/Or column must indicate the relationship of the
criterion rows.

Selecting a Field Name

To select a field on which to filter, you need to type the field name or select a field name
from the drop-down list. In the example shown in Figure 21.25, the field name is Cost
Variance.

Selecting a Test
To select a test to use for the filter, you need to select the cell in the Test column and use
the drop-down list to view the tests you can select. Then select the appropriate test or type
the test phrase. In the example shown in Figure 21.25, the test is to be greater than.
Table 21.2 describes the items that can appear in the Test entry list.

Table 21.2 Filter Test Options

Test Meaning
Equals The field values must match the test value(s) exactly.
Does not equal The field value must differ from the Value(s) column entry.
Is greater than The field value must be greater than the Value(s) column entry.
Is greater than or equal to The field value must be equal to or greater than the Value(s) column
entry.
Is less than The field value must be less than the Value(s) column entry.
Is less than or equal to The field value must be equal to or less than the Value(s) column
entry.
Is within The field value must lie on or between the range of the Value(s)
column entries. Two values are required.
Is not within The field value must lie outside the range of the Value(s) column
entries. Two values are required.
Contains The field value must contain the string in the Value(s) column.
Does not contain The field value must not contain the string that is in the Value(s)
21
column.
Contains exactly The field value must contain the exact string that appears in the
Value(s) column.
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862 Chapter 21 Customizing Views, Tables, Fields, Filters, and Groups

Entering the Value(s) Column Entries

To enter the test value for a filter, you first select the cell in the Value(s) column. You have
three options for specifying test values: Type a value for the test, include a prompt for inter-
active filters, or specify another database field name for calculated filters. The drop-down
list for this column is used for calculated filters and contains the names of the fields, with
each field name automatically enclosed in square brackets, as required by this type of calcu-
lated filter. In Figure 21.25, the value 1000 was typed in (numeric formatting is allowed but
not required).

Completing the Filter Definition

To edit a filter definition, you use the Insert Row button on the Filter Definition dialog box
to insert a blank row before the criterion row you have selected. You use the Delete Row
button to remove a criterion row from the definition.
If the filter is to appear in the Filtered For menu, be sure that the Show in Menu check box
is selected. Select the Show Related Summary Rows check box if you want the selected task’s
associated summary task(s)to also be displayed.
Click the OK button to complete the definition and return to the More Filters dialog box.
Click the Apply button or the Highlight button to apply the filter immediately, or click
Close to save the filter definition but not apply the filter at this time.

Using More Filter Criterion Tests

Defining tests requires some knowledge of the database fields, field types, and acceptable
data values. This section illustrates various types of filter criteria. These samples should help
you design almost any kind of filter.

Testing for Logical Values

Many of the fields in the Project database contain only the logical values Yes and No.
For example, the Milestone field contains Yes for Milestone tasks and No for all other tasks.
The standard filter for Milestone tasks looks for the value Yes in the appropriate field (see
Figure 21.26).

Figure 21.26
The Milestone task fil-
ter searches for the
value Yes in the
Project database
Milestone field.
21
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Creating Custom Filters 863

Using the Within and Not Within Tests

You use the Is Within test to look for values that lie within and include the upper and lower
values in the Value(s) column. The Is Not Within test identifies values that fall outside a
range of values. You enter the range of values being used in the test into the Value(s) col-
umn, with a comma separating the lower and upper values.

Using the Contains Test

Some text fields (most notably Resource Names, Predecessors, and Successors) can contain
lists of entries separated by commas. The Resource Names field contains the list of all the
resources assigned to a task, and the Predecessors field contains a list of all the predecessors
to the task. The Resource Names and Predecessors fields are really text fields. The Contains
test examines the text to see whether a string of characters that is entered in the Value(s)
column is contained within the field contents. The Contains test is useful when you want to
locate all the tasks whose names include a specified string of characters. Figure 21.27 shows
a filter that looks for the tasks whose names not only include the word design but other
words as well, either before or after sales. Note that the match is not case sensitive.

Figure 21.27
The Contains test is
useful for character
searches in filters.

The Contains Exactly test varies slightly, but significantly, from the Contains test. Contains
Exactly is for use in fields with comma-separated lists and treats each item in the list as a
separate entity. Thus, a Group… filter that uses Contains to search for the value “writer”
would select all four resources listed in Table 21.3. But one that uses the Contains Exactly
test and searches for “writer” would select all but writer extraordinaire.

Table 21.3 Contains Test Groups and Resources

Resource Group
Robbie writer
21
Robbie Smith writer, instructor
Robbie Jane Smith writer extraordinaire

Roberta Smith writer, instructor

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864 Chapter 21 Customizing Views, Tables, Fields, Filters, and Groups

Using Wildcards in a Value(s) String

You can search text field entries by using wildcard characters in the search string. You must
use only the Equals or Not Equals test for strings that include wildcards. The wildcard char-
acters in Microsoft Project are similar to wildcard characters used in DOS—the asterisk (*)
and the question mark (?).
A wildcard can match any character that falls in the same place as the wildcard in the search
comparisons. Therefore, the test string ab?d is matched by any single character in the third
position, as long as the a, b, and d are in the right places. The asterisk represents any num-
ber of missing characters or no characters, whereas the question mark represents just one
character. Here are some examples:

Test String with Wildcard Possible Matches

f?d fad, fbd, fcd, fdd, fed, f2d
f??d find, ford, food, f22d
f*d fd, fad, feed, formatted
f* f, f1, f122, find this text
12-?06 12-A06, 12-106, 12-X06
12-*06 12-A06, 12-06, 12-abc006

If you want to search for a wildcard character (* or ?), you have to use the caret (^) symbol
before it. For example, searching for *^?* would find all the records that contain a question
mark somewhere in the text field. And searching for *^^* would find entries containing a
caret symbol. Unlike in Excel, in Project, searching with wildcards for a field value that con-
tains a string somewhere in the field requires a leading and ending asterisk. If you left off
the leading and ending asterisks in the previous example, and searched for ^?, Project would
only display records that had a single character in them (a question mark).

Using Interactive Filters

An interactive filter is a versatile filter that searches for different values in a field from one
time to the next. When an interactive filter is applied, Project prompts the user for input,
and uses that input as the test value(s). This type of filter can be included on the Filtered for
cascading menu and is automatically included on the filter drop-down list in the Formatting
toolbar.

N OTE
Each supplied interactive filter has an ellipsis (…) after its name in the Filter drop-down
list on the Formatting toolbar.
21

You create an interactive filter by typing a message, enclosed in double-quotes and followed
by a question mark, in the Value(s) column of the Filter Definition dialog box. When the
filter is applied, the message is displayed in a dialog box as a prompt for the user, and the
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Creating Custom Filters 865

question mark causes Project to wait for the user to fill a blank that follows the message. For
example, the message “What words are you looking for in task names?” is a suitable
prompt. The entry in the Value(s) column of the filter definition would look like the entry
in Figure 21.28.

Figure 21.28
An interactive filter
prompts the user for
input each time it is
applied.

When an interactive filter is run, one or more dialog boxes are presented for user input. In
Figure 21.29, the Is Within test is being used, so two test values are required. The input
area for both the beginning and ending filter dates are contained in a single dialog box.
Figure 21.30 shows the dialog box that appears when the filter is applied.

Figure 21.29
An interactive filter
can prompt for more
than one input value.

Figure 21.30
Two separate data
entry areas can be
included in a single
dialog box.

21
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866 Chapter 21 Customizing Views, Tables, Fields, Filters, and Groups

Creating Calculated Filters

A calculated filter compares the value in one field of a task or resource with the value in
another field for the same task or resource. For example, in our Overbudget filter, a task
that is overbudget has a Baseline Cost field value that is less than the value in the Cost field.
To filter overbudget tasks, the criterion needs to compare the Cost field with the Baseline
Cost field (see Figure 21.31).

Database field …tested against… another database field

Figure 21.31
Calculated filters com-
pare values in the
Project database
fields.

Multiple test criteria

And requires that both tests be passed

Creating Multiple Criteria Filters

If more than one test must be used to create a filter, each test is placed on its own row of
the filter definition table. The first column (And/Or) is used to designate how each row is
to be used with the results of tests above it. If it is necessary that the tests on both rows be
satisfied in order to satisfy the filter, the operator And is placed in the And/Or column.
The Cost Overbudget filter shown in Figure 21.31 includes two tests. To be included in the
filter results, a task’s current cost must be more than the baseline cost for the task. But the
21
filter also requires that the baseline cost must be greater than 0; this task must have a bud-
get amount to be used for comparison.
If, however, passing either of the tests is sufficient to satisfy the filter, the operator Or is placed
in the And/Or column. If the Or operator is placed in this column in Figure 21.31, all tasks
with either a cost exceeding the planned amount or a positive baseline cost would be included.
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Creating Custom Filters with AutoFilter 867

If more than two rows are used to define a filter, the tests are evaluated from the top down.
Therefore, the first two rows are evaluated by using the operator on the second first row,
and then the third row test is added by using the operator on the third row, and so on—
until all rows have been considered. For example, if And were replaced with Or in Figure
21.31, the filter would locate all tasks costing more than planned and then add to the results
any tasks with a planned cost of zero.
You can group multiple criteria together to create more complex filters. For example, the
Late/Overbudget Tasks Assigned To filter (shown in Figure 21.32) looks for tasks that are
assigned to a resource (whose name is prompted for) and whose baseline has been set, as
well as a finish that is later than planned or a cost that is greater than planned. The first two
rows must both be met, and then either of the last two rows must be met.
To create a grouped series of criteria, you select an And or Or on a blank row between the
two groups. Then you move to the next row, without entering any other criteria on the
And/Or row. Notice the shaded row in Figure 21.32.

Figure 21.32
Entering a condition
on a blank row cre-
ates separate groups
of criteria.

Creating Custom Filters with AutoFilter

A very easy way to create a custom filter is by using the Custom option on the AutoFilter
list. (Microsoft Excel users should recognize this feature.) First, turn on the AutoFilter fea-
ture by either choosing Project, Filtered For, AutoFilter or by clicking the AutoFilter but-
ton on the Formatting toolbar. This displays an AutoFilter drop-down list on each column
heading. When you choose any of these lists, a menu appears, with a number of choices,
including Custom. When you choose the Custom option, in this case from the Task Name
field drop-down list, the dialog box in Figure 21.33 is displayed.
The first field is set to whatever column drop-down list you chose, and the test then
depends on that field. For example, with a duration, or a start or finish date, the test is
21
Equals, but the task name field’s test is Contains. The drop-down list to the right of the
field has a list of values from which you can choose, or you can type criteria as described in
earlier sections. To add a second test against values in the same column, complete the sec-
ond row, using either the And or the Or option. When you click OK, the filter is applied. If
you want to modify the criteria the next time you access the Custom option from the
AutoFilter drop-down list, the previous criteria will still be there.
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868 Chapter 21 Customizing Views, Tables, Fields, Filters, and Groups

Figure 21.33
The Custom AutoFilter
dialog box helps you
create a custom filter.

If the filter you create proves useful for future sessions, you can save it by using the Save
button in the Custom AutoFilter dialog box. Clicking this button takes you to the Filter
Definition dialog box described in earlier sections.

Creating Custom Groups

Grouping tasks or resources is yet another way to display project data to meet your needs. A
key advantage to organizing lists in groups is the ability to display subtotals for numeric data
in the groups. Timephased values in the usage views, such as Work Over Time, are auto-
matically subtotaled by time period.
Project includes a number of predefined group definitions. The following sections focus on
creating custom groups to meet your specific needs. The method for creating a custom
group is very similar to creating a custom filter; the logic behind grouping is very similar to
that behind sorting.
➔ For a description of groups and their application, see “Grouping the Task and Resource Lists,” p. 467.

Accessing Custom Groups

To define and format a custom group, you must first open the Group Definition dialog box.
You need to choose Project, Group By, and then select More Groups from the cascading
menu. First you need to choose between group types: Select either Task or Resource. Then
you need to select an existing group name and click Edit or Copy to modify an existing
group or to use a group as a starting point for the new group definition. To create a custom
group from scratch, select New. The Group Definition dialog box is displayed, as shown in
Figure 21.34.
Next, you can replace the generic Name, such as Group 1, with a descriptive name of your
choosing. To have the group name appear in the Group By cascading menu, select the Show
in Menu option. Finally, complete the group definition as described in the following section
21 “Selecting Grouping Fields.”
The Group Definition dialog box is also available directly from the Project, Group By cas-
cading menu. This method is a shortcut to opening the dialog box and enables you to exper-
iment with group settings without saving a named group. However, any group you create in
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Creating Custom Groups 869

this way is temporary in that Microsoft Project holds the definition under the name Custom
Group. Custom Group is then displayed in the More Groups list, but you can’t open it for
editing while you’re in the More Groups list. You must access this temporary definition via
Customize Group By to name it and to save it. When the data is displayed and summarized
as required, you choose Project, Group By, Customize Group By and select Save to name
and permanently store the group definition.

Figure 21.34
You can create and
modify groups in the
Group Definition
dialog box.

Selecting Grouping Fields

The task or resource list can be grouped by up to 10 levels. You create groups by selecting
one or more fields from the database to create an outlined group structure. Groups are
defined from the top down; that is, the first field in the definition represents the broadest
group. Additional grouping fields refine the categorized lists into increasingly more detailed
groupings.
To create the group structure, access the Group Definition dialog box shown in Figure
21.35. Select one field name for the Group By line and a sort order for the field (that is,
Ascending or Descending). For group refinements, move down one position and choose a
Then By field (and its sort order). No preview area exists in this dialog box. Select OK
when you are ready to return to the screen and view the results of your choices.

N OTE
Unfortunately, the word group has two different meanings in Project. Each resource can,
and should, be designated as a member of a group; this is usually entered on the
Resource Sheet view. But group also refers to the grouping feature. The supplied
Resource Group grouping definition is one of the most useful starting points for other
groupings. Usually it is clear by the context which use of group is intended. 21
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870 Chapter 21 Customizing Views, Tables, Fields, Filters, and Groups

Figure 21.35
Choose levels of
grouping and the
group order in the
Group Definition
dialog box.

Defining Group Intervals

For some fields, the group interval is automatic. For example, if you’re grouping on the
Critical field, the only two possible values for Critical are Yes and No. In other fields, par-
ticularly date fields, the group intervals are created logically, but they might not match your
requirements. In still other fields, such as costing data, a series of discrete or unique values
exists, creating many groups with few entries in each.
The Group Definition dialog box includes an option to control how data is grouped. In the
Group Definition dialog box, select a field name that is already specified on the Group By
or Then By rows, and then click Define Group Intervals. The Define Group Interval dialog
box appears, as shown in Figure 21.36. By default, every data type is set to be grouped on
Each Value, from the earliest (or smallest) to the latest (or largest). The Group On drop-
down list offers a choice of logical groupings for the data type. Date values can be grouped
by intervals of minutes up to years; numeric data can be grouped in any intervals and can
start the grouping in negative numbers; text values can be grouped only by each value or by
the first few characters.

Figure 21.36
By default, unique
values start new
groups.

21
When you use the grouping feature, any numeric field displayed onscreen shows the group
subtotals on the line with the group label. In Project 2003, any timephased numeric values,
such as scheduled cost per time period, are also subtotaled in the appropriate time period.
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Creating Custom Groups 871

Figure 21.37 shows the results of applying the Resource Group definition to the Resource
Usage view. The timescale portion is formatted to show scheduled and cumulative costs
within each month. Also, the new option Group Assignments, Not Resources is turned off
by default in this grouping definition, so each task assignment for each resource can be dis-
played onscreen.

First group level—Resource group

Second outline level—Resource names
Cost details

Figure 21.37
Grouping includes
subtotals for numeric
data.

Work for group

Assignment details

Resource cost for the period

Subtotaled group cost for the period

TIP
You can’t change the value rollup behavior of standard fields for group displays. To see,
for example, the average value of a standard field for a group, you must create a calcu-
lated custom field (as described earlier in this chapter, in the section “Creating
Calculated Fields”) and use a simple formula to set the custom field equal to a standard
numeric field. In the Customize Fields dialog box, you can set the Calculation for Task
and Group Summary Rows Rollup option to Average.

21
Formatting Group Displays
In addition to specifying field group intervals, you can format the group displays. Each
group displays the task or resource detail information, plus a summary bar for the group.
Each group level has its own settings for font size, background color, and pattern.
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872 Chapter 21 Customizing Views, Tables, Fields, Filters, and Groups

TIP
To avoid having the grouped display cluttered with multiple types of summary bars, be
sure to turn off the Show Summary Tasks option.

Groups look, and in some ways act, like outlines. In Project 2003 the Show Outline
Levels toolbar button makes it easy to collapse and expand the detail levels on a
grouped view. In Figure 21.37, the groups are collapsed to Outline Level 2. The assign-
ments for Bill Kirk can be displayed by clicking the plus sign next to his name. Figure 21.38
shows the same resource grouping, but Group Assignments, Not Resources is turned on in
the grouping definition. Note that the resource names are not shown, so in Figure 21.38
only two outline levels are shown.

Resource names not included

Choose outline level to display

Figure 21.38
You use the Show
Outline Levels button
to hide group details.

Assignment details by resource group only

Saving Custom Groups

Named custom group definitions are saved with a Project file. To make a group definition
21 available to other files, you use the Groups tab in the Organizer, as described in the follow-
ing section.
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Organizing Views and Other Custom Elements in Project Files 873

Organizing Views and Other Custom Elements

in Project Files
All the customized changes you make in a Project file—whether by defining views, tables,
filters, groups, or format specifications—are saved as part of the current file. However, you
can choose to make these customized elements available to other project files or to all pro-
jects by storing them in an underlying template. In Microsoft Project, the global template
file is GLOBAL.MPT.
When you start Microsoft Project, GLOBAL.MPT loads with the project file. When you exit
Project, all changes made to elements such as views are saved only with the project file.
Customized views created for one project file are not directly available to other project files.
If you save the view definition to the global file, however, these customized views can be
made available across all project files that rely on that global file. This is also true for other
customized objects, such as custom tables, filters, and field definitions.
To save view changes to the GLOBAL.MPT file, follow these steps:

N OTE
Views are the objects saved during this discussion, but the steps shown here are the
same for all custom elements.

1. Choose View, More Views and click the Organizer button.

2. The Organizer dialog box has tabs for each set of custom objects that can be copied
between project files. The left side of the Views tab shows views that are available in
the GLOBAL.MPT file, and the right side shows a list of the customized and modified
views that are available in the current project file, along with any views that were used
during this session of Project (see Figure 21.39). The other tabs follow the same for-
mat. Choose the tab that contains the customized objects (views, tables, filters, groups,
and so on) that you want to copy.

Figure 21.39
The Organizer helps
you manage the stor-
age of custom views,
tables, fields, filters,
groups, and more.

21
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874 Chapter 21 Customizing Views, Tables, Fields, Filters, and Groups

3. Select the view or views in the project file list that should also be in the GLOBAL.MPT file
and click the Copy button. This copies these view definitions from the project file to
the GLOBAL.MPT file.
4. The Cancel button changes to Close after the copy is performed. Click the Close but-
ton to close the Organizer when you are finished copying the view definitions.

N OTE
In the Organizer, when you display a list of elements from the open file, it does not
mean all items in the list have been customized and need to be stored in the Global tem-
plate. For example, any view that has been used during the current session of Project will
appear in the Organizer list. There is no indication that the view has actually been modi-
fied. This is yet another reason to make and name copies of objects so that you know
which ones are your creations.

If you save the customized views in the GLOBAL.MPT file, any time you create a new project
based on that file (which is the default), those views will be available.

CAUTION
When you copy custom views to the GLOBAL.MPT file or to other Project files, be sure
you copy any custom filters, groups, or tables that are part of the custom view.

You can also use the Organizer to rename and delete views from the GLOBAL.MPT file or from
current project files. To delete a view, first select the view in the list from which it should be
deleted. Choose Delete and answer Yes to confirm the deletion or No to cancel the dele-
tion. The view is not available in either the GLOBAL.MPT file or in the current project file
only—depending on which list was selected when the deletion was made.
Sometimes elements are saved with generic names (for example, View 1, or Group 1). To
rename such an element, in the Organizer, select the object you want to rename, click the
Rename button, and type in an appropriate new name.

N OTE
You cannot rename custom fields in the Organizer. Use Tools, Customize, Fields if you
need to rename a custom field.

If you don’t want to copy an element to the GLOBAL.MPT file but you want to use it in
another project file, you can copy it from one file to another. First, be sure to open both
21 files. Then, using the Organizer, choose both files from the drop-down lists at the bottom
of the box—one on the left and one on the right. Choose the appropriate tab for the object
you want and copy it.
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Troubleshooting 875

TIP
If you run a shared copy of Microsoft Project on a network, you might not be able to
save custom elements in the GLOBAL.MPT file that is used by everyone. In that case,
storing your modifications is a matter of computing practices. You might choose to set
aside one project file to be used as a holding vessel for storing and retrieving your per-
sonalized elements. In that case, copy objects between two open files, not between an
open file and the GLOBAL.MPT template.

You can access the Organizer in several ways. The most direct way is by selecting Tools,
Organizer. However, most dialog boxes in which you can customize named elements have a
button you can click to display the Organizer. For example, you can find such a button on
the dialog boxes that appear when you select the following menu options:
■ View, More Views
■ View, Table, More Tables
■ Project, Filtered For, More Filters
■ Project, Group By, More Groups
■ View, Reports, Custom

If you upgrade to Microsoft Project 2003 over an earlier version, the customized items in
the old GLOBAL.MPT file are automatically incorporated into the new template, and you gain
any of the new features of the new version of Microsoft Project. The new template does not
completely overwrite the old; the two are merged.

Troubleshooting
Restoring Standard Views
I’ve modified a standard view by editing it and now I want to get back the original. What do I do?
Use the Organizer to copy the view definition you modified back into your project from the
GLOBAL.MPT file. Be sure to rename the modified view first so that you don’t overwrite your
work.

Changing the Screen Type for a View

I want to change the basic screen type used for a view that I created. How can I make this happen?
Instead of copying an existing view, you must create a brand new view. Select View, More
Views to create a new view definition. You might first want to choose Edit, to open the view
you were copying so you can see the settings that were used. Then, you can create a new
view and enter those settings in the new definition.
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876 Chapter 21 Customizing Views, Tables, Fields, Filters, and Groups

Freezing the First Table Column

I’m working in a table with many columns, and when I scroll to the right side of the table, the task
names disappear. Is there any way to lock them in place?
Yes. You can edit the table and move the task name field to the very first column. Make sure
the Lock First Column check box is selected. The only problem with this arrangement is
that you can’t move the cursor into the column for editing. You might want to edit your
table in this way after your task names have been finalized.

21
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CHAPTER
22
Using and Customizing
the Standard Reports

In this chapter
Understanding the Standard Reports 878
Customizing Reports 891
Creating Reports 894
Using the Common Customization Controls 896
Customizing Specific Report Types 899
Saving and Sharing Custom Reports 918
Troubleshooting 918
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878 Chapter 22 Using and Customizing the Standard Reports

Understanding the Standard Reports

There will probably be circumstances when printing views from Microsoft Office Project
22 doesn’t give you the information you need or the format you’d prefer. The Gantt Chart
view might not provide enough detail, or perhaps you’d like to see your project data in a
text format instead of graphically. The reports in Project can provide the solution.

Accessing the Standard Reports

The Reports command on the View menu provides access to the Reports dialog box, which
lists six groups of report formats: Overview, Current Activities, Costs, Assignments,
Workload, and Custom (see Figure 22.1). Together, the first five groups contain 22 prede-
fined Project Summary, Calendar, Task, Resource, and Crosstab reports that are set up and
ready to print. The last report category, Custom, allows you to access reports that are not
available in the other five groups and create your own reports. Methods for creating and
customizing reports are discussed later in this chapter.

Figure 22.1
You can use the pre-
defined reports to
keep management
and your project team
informed of the status
of all aspects of a
project.

You can also display reports by using the Project Guide toolbar. With the Project
Guide toolbar displayed, click the Report button. In the Report bar, choose Select a
View or Report. In the next pane, choose Print a Project Report. Finally, choose Display
Reports.
To select one of the report categories, either double-click the category button or click the
button once and then click Select.
After you select one of the category buttons in the Reports dialog box, another dialog box
appears, showing the reports that belong to that category. For example, when the Overview
Reports category is selected, the reports available in that category are shown (see Figure
22.2). To display one of these reports, you can either double-click the desired report icon or
click it once and then click the Select button.
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Understanding the Standard Reports 879

Figure 22.2
The Overview Reports
category provides five
different kinds of 22
reports.

Most of the predefined reports available in Microsoft Office Project are variations of the
four basic report types:
■ Task—A report that lists all the tasks (or, optionally, only those selected by a filter) and
might include various details about each task. You can add any of the task fields to this
report by basing the report on a task table that includes the desired field.
■ Resource—A report that lists all the resources (or, optionally, only those selected by a
filter) and might include various details about each resource. You can add any of the
resource fields to this report by basing the report on a resource table that includes the
desired field.
■ Crosstab—A report in table format that shows cost or work summaries by time period
for the project’s tasks or for its resources. You choose whether tasks or resources will be
listed in the rows; whether columns will cover days, weeks, months, or other time peri-
ods; and which cost or work value you want summed up for each time period.
■ Monthly Calendar—A monthly calendar that is similar to the Calendar view. This type
of report is not included in the five predefined categories, but it can be used to create a
new report.

The Task, Resource, and Crosstab reports are the primary types used for reports in the
Overview, Current Activities, Costs, Assignments, and Workload categories displayed in the
Reports dialog box.
The fourth report type, the Monthly Calendar report, can be used to create new reports,
but there are no predefined examples of this type. There are also two unique predefined
reports, the Project Summary report and the Base Calendar report, which are not based on
any of the four report types previously mentioned.
When you select a report to display, you see the report, based on your active project, in
Print Preview mode. To read the text of the report, you need to zoom in on the preview
page by clicking the magnifying glass button on the toolbar to zoom in or positioning your
mouse anywhere on the report. The mouse changes to a magnifying glass, and you can click
to zoom in to that part of the report.
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880 Chapter 22 Using and Customizing the Standard Reports

Common Report Elements

Most of the reports in Project have headers at the top. The information displayed in the
22 header is based on the properties entered for the project. You choose File, Properties to add
or modify this information. Headers most commonly contain the Title and Manager fields
from the Properties information, as well as the current date, as set in the Project
Information dialog box. The default setting for footers in most reports is the page number.
Sometimes other fields are included in the header or footer as well.

TIP
To change the header for a report, simply change the information stored in the
Properties dialog box. For example, if you want the name of the project manager to
appear in the header, choose File, Properties and then type the manager’s name in the
Manager field of the Properties dialog box.

In addition to standard headers and footers, there are common structural elements in most
report definitions:
■ Period—Select the time groupings for the information presented. Options include
monthly, weekly, and quarterly.
■ Tables—For Task and Resource reports, columns of information are printed, according
to which named table has been specified in the report. If you create your own custom
tables, they can also be used in reports.
■ Filters—All tasks or resources will be included in the report, or the report can include
only those that match select criteria.
■ Sort order—Reports print tasks and resources in their ID order, or you can specify the
sort order within the report definition.

As you explore and preview the predefined reports, look for the settings of these common
elements. Later in this chapter, we’ll discuss how to change these settings and customize the
reports.

N OTE
If you have modified the field list or column settings in the supplied Project tables, your
changes are included in your reports. The examples given in this chapter are based on
the default tables provided with Project.

➔ For detailed information on the standard Project tables, see “Exploring the Standard Tables,” p. 757.
➔ To learn more about modifying standard tables, see “Using and Creating Tables,” p. 840.

The Overview Reports Category

There are five supplied overview reports: Project Summary, Top-Level Tasks, Critical Tasks,
Milestones, and Working Days (refer to Figure 22.2). These five reports are described in
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Understanding the Standard Reports 881

Table 22.1. Together, these reports display summary data over the life of the project. They
are useful as documentation for presentations to management after the initial design period
has been completed, as well as status reports while the project is underway.
22

Table 22.1 Reports in the Overview Category

Report Name Report Type Best Use
Project Summary (Not a standard report type) Provides a snapshot of the project
schedule and resource list details
Top-Level Tasks Task Focuses on major phases of the project
instead of on individual tasks
Critical Tasks Task Shows the tasks that control the end date
of the project
Milestones Task Focuses on the project turning points
and deliverables
Working Days (Not a standard report type) Helps verify the base calendar working
days and times

Three of the reports in the Overview category are based on the standard Task report type.
Each provides a list of tasks, columnar information about those tasks as defined by the
report’s underlying table, and supporting details for the tasks, such as predecessor and suc-
cessor information and resource assignments. If notes have been included in the project,
they are printed along with the task list. An example of a task report in this category is the
Critical Tasks report shown in Figure 22.3.
Two reports in this category warrant special discussion. The Project Summary report is not
based on one of the four standard report types. It provides a printout of the highest-level
project information—baseline, schedule, and actual values. The Working Days report prints
the settings for the calendar you choose. In this type of report, standard working days and
all exceptions—that is, nonworking days and days with altered work hours—are given in a
summarized, noncalendar format.

The Project Summary Report

The Project Summary report displays on one page the most significant project information.
This report is useful for status meetings with a project team or senior management. Because the
Variance and Remaining fields are calculated, this report is a good summary to have at the com-
pletion of the preliminary planning for a project, before work on the project actually begins.

The Project Summary report is a printed report of the Project Statistics dialog box. Although the format of the
report is slightly different from the format of the dialog box, all the project elements displayed within the dialog
box are included in the Project Summary report. If a project manager continually monitors project performance
by utilizing project statistics, this report format provides a quick way of generating written verification of the
current status of a project.
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882 Chapter 22 Using and Customizing the Standard Reports

Columns from the Entry table Project title from the Properties dialog box
Report name

22 Figure 22.3
The Critical Tasks
report is a typical
Task report in the
Overview category.

Task details

Number of pages and print grid size

The Project Summary report has six sections: Dates, Duration, Work, Costs, Status (for
both Tasks and Resources), and Notes (see Figure 22.4). The headings at the top of the
report display the Title, Company, and Manager information if they were entered into the
Properties dialog box for the project. The date displayed comes from the Current Date
option in the Project Information dialog box. You can choose Project, Project Information
to display the Project Information dialog box and adjust this date.
With the Project Summary report, you can make comparisons between what is currently
scheduled, what the baseline indicates, and what actually happened.
The Task Status section displays the number of tasks not yet started, the number of tasks in
progress, and the number of tasks completed in the project (see Figure 22.5). The number
of overallocated resources is also shown. If Comments were entered on the Summary tab
under the Properties dialog box, they appear in the Notes section.

The Working Days Report

The Working Days report provides a list of the working and nonworking times for each
base calendar used in a project. Using this report is an excellent way to verify that the
appropriate working hours have been established and that holidays and other nonworking
times are incorporated into a project. The information for each base calendar is printed on a
separate page. Figure 22.6 shows information for a modified standard base calendar being
used in this project.
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Understanding the Standard Reports 883

Figure 22.4
The top half of the
Project Summary
report displays the 22
report headings, a
comparison of dates,
and durations.

Figure 22.5
The bottom half of
the Project Summary
report compares
work, costs, and the
status of the tasks
and resources.
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884 Chapter 22 Using and Customizing the Standard Reports

Figure 22.6
The Working Days
report helps you ver-
22 ify the base calendars
created for a project.

The Current Activities Reports Category

The Current Activities category of reports focuses on tasks and provides a comprehensive sta-
tus of the tasks as the project is under way. There are six reports in this category: Unstarted
Tasks, Tasks Starting Soon, Tasks In Progress, Completed Tasks, Should Have Started Tasks,
and Slipping Tasks (see Figure 22.7). Each of these reports is described in Table 22.2.

Figure 22.7
The Current Activity
reports are useful pri-
marily after a project
has started; each
focuses on specific
groups of tasks.

Table 22.2 Reports in the Current Activity Category

Report Name Report Type Best Use
Unstarted Tasks Task Focuses on tasks that have yet to start, making
sure that materials are in place, resources are
ready and available, and so on
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Understanding the Standard Reports 885

Report Name Report Type Best Use

Tasks Starting Soon Task Shows tasks that occur within the range of dates
entered by the user when the report is created
22
Tasks In Progress Task Shows which tasks are currently underway so
progress can be checked
Completed Tasks Task Gives you a sense of accomplishment from see-
ing a list of tasks that have been finished
Should Have Started Tasks Task Provides a good reminder to update the status of
tasks that have begun

Slipping Tasks Task Shows which tasks have started but are not
scheduled to complete on time or within the
duration that was originally planned

The Current Activity category of reports provides quick snapshots of project progress. You
can use this type of report to get information on which tasks have yet to start (Unstarted
Tasks), which tasks have finished (Completed Tasks), and which tasks have recorded some
progress but are not yet finished (Tasks In Progress). The Tasks Starting Soon, Should Have
Started Tasks, and Slipping Tasks reports provide tasks’ status against their anticipated start
and finish dates. They are good indicators of whether the project is generally on or off
track. The Slipping Tasks report shown in Figure 22.8 is representative of this category.

Table columns Report name Current date

Figure 22.8
The Slipping Tasks
report in the Current
Activities category
lists tasks that are not
finishing as planned.

Filtered task list (not all tasks included)

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886 Chapter 22 Using and Customizing the Standard Reports

CAUTION
Several of the supplied reports rely on project Baseline fields for comparisons. If you
have added tasks after saving the baseline, make sure to update the baseline again for
22 the tasks you added and any tasks that might be affected by adding the new tasks, to
make sure that all relevant tasks are displayed in reports.

➔ For more information on updating the baseline, see “Working with Project Baselines,” p. 522.

The Cost Reports Category

Keeping accurate track of the project budget is a significant concern for most project man-
agers. The five reports in the Cost Reports category—Cash Flow, Budget, Overbudget
Tasks, Overbudget Resources, and Earned Value—provide a broad range of cost data that is
essential when you’re trying to stay within a budget for a project (see Figure 22.9). The
reports are described in Table 22.3.

Figure 22.9
The reports in the
Cost Reports category
provide quick access
to budget informa-
tion.

Table 22.3 Reports in the Costs Category

Report Name Report Type Best Use
Cash Flow Crosstab Shows the total amount of money required each week to
(Task) finance the project, as well as the total cost for each task
Budget Task Shows tasks, sorted by total cost for each task, that are going
overbudget based on actual information that has been entered
Overbudget Task Finds and sorts by cost variance the tasks whose actual, or
Tasks scheduled, cost is higher than the baseline cost
Overbudget Resource Pinpoints resources whose costs are higher than their
Resources baseline costs, typically because resources are working longer
on tasks than was originally planned
Earned Value Task Uses data from the Earned Value table to compare the cost
of what is actually happening on each task in the project to
what you expected to happen
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Understanding the Standard Reports 887

You can report on the anticipated expense over time by using the Cash Flow report, or you
can see the current total budgeted amounts by task in the Budget report. The Overbudget
Task report lists tasks that are currently running over their budgeted amounts, and the
Overbudget Resources report shows resources that are currently reporting greater per-task
22
expenses than originally planned. The Earned Value report derives its information from the
fields in the Earned Value task table. The Earned Value report and the crosstab formatting
of the Cash Flow report are discussed in this section.
Most of the reports in this category are based on the Cost table in Project. You can modify
the table to hide the Fixed Cost Accrual field because it is not as crucial as the other fields in
the table, especially when you’re presenting status reports to senior management or a pro-
ject team. To hide a field in a table, simply resize the field so that it doesn’t show in the
Gantt Chart view. When you are finished printing the report, you can resize the column so
that it once again fits the text.

CAUTION
Selecting a column and choosing Edit, Hide Column is the same as deleting the column
in the table. You then have to edit the table definition or choose Insert, Column to add
the column back.

Variance calculations usually compare baseline values to scheduled values. Therefore, most
of the Cost reports require that a project baseline be set before you create the report. Also,
unless you are costing a project purely on a fixed-cost-per-task basis, appropriate resource
costing rates need to be entered.
➔ For more information on setting the baseline, see “Working with Project Baselines,” p. 522.
➔ To learn about resource costing, see “Defining Costs,” p. 281.
➔ For a discussion of fixed costs for tasks, see “Assigning Fixed Costs and Fixed Contract Fees,” p. 396.

The Cash Flow Report

The Cash Flow report shown in Figure 22.10 is an example of a Crosstab report type. The
focus of this report is on task details taken from the Task Cost table. The report shows tasks
in the first column and weekly periods of time in the remaining columns. The subsequent
grid or spreadsheet that is created contains cost information. The cost information in this
report is derived from resource usage costs and fixed costs associated with tasks. Tasks are
displayed underneath their summary tasks. Each column (week) and row (task) is totaled at
the bottom and right edges of the report.

The Earned Value Report

The Earned Value report is a cost-comparison tool that utilizes data from the Earned Value
table. It allows you to compare the cost of what is actually happening on each task in the
project to what you expected to happen. The Current Date field is used to calculate what
costs have been incurred and what costs you expected to incur when you originally planned
the project. The Actual Resource Costs and Fixed Costs fields are used to calculate the
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888 Chapter 22 Using and Customizing the Standard Reports

percentage complete of each task, as compared to what is entered in the % Complete data-
base field. You can compare whether the estimated percentage completed matches the per-
centage completed of actual work done. For example, if a task is marked as 25% complete
22 and the actual cost so far is $300, you can calculate whether $300 is equal to 25% of the
originally planned cost—the cost expected to be incurred by today for this task.

Weekly time periods

Summary task Scheduled cost

Figure 22.10
The weekly costs
depicted in the Cash
Flow report are pre-
sented in the Crosstab
report format.

N OTE
Earned value analysis (EVA) was first developed by the U.S. Department of Defense in
1967 in response to contractors who often exaggerated their progress on cost reim-
bursable contract projects. EVA allows the consideration of various project elements—
including scope, cost, and schedule measurements—in order to determine what value has
been earned to date within the project life cycle.

➔ For detailed information on EVA, see “Analyzing Performance with Earned Value Analysis,” p. 575.
All normal tasks are displayed in an Earned Value report, sorted by their IDs. Summary
tasks are not displayed in this report. Because the preview of this report is zoomed in, not
all the columns of information are displayed in Figure 22.11.
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Understanding the Standard Reports 889

Summary tasks not included Fields from the Earned Value table

Figure 22.11
The Earned Value 22
report allows you to
precisely track
progress of resource
costs compared to
percentage of work
completed.

The Assignment Reports Category

The Assignment category of reports displays information about the assignment of resources
to tasks. There are four reports in this category: Who Does What, Who Does What When,
To-do List, and Overallocated Resources. Figure 22.12 shows the reports in this group, and
Table 22.4 describes them.

Figure 22.12
The Assignment
reports category
includes reports that
focus on resources
and what they are
scheduled to do.
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890 Chapter 22 Using and Customizing the Standard Reports

Table 22.4 Reports in the Assignment Category

Report Name Report Type Best Use
22 Who Does What Resource Shows a comprehensive list of which tasks the
resources working on the project are assigned to
Who Does Crosstab Breaks down each resource’s work assignments
What When (Resource) by day
To-do List Task Gives a chronological listing, by weeks, of tasks
assigned to the resource specified when the report is
generated

Overallocated Resource Lists all resources that are assigned to more hours of
Resources work than the Max Units field specifies

The reports in the Assignment category focus on resources and their assignments. They
offer different presentations of what work resources are assigned to perform and in what
time periods. All work type resources are included in the Who Does What and Who Does
What When reports. The To-do List report runs an interactive filter in which you choose
which resource to focus on. A filter is automatically applied to the Overallocated Resources
report; fully allocated and underallocated resources are not displayed in this report.
➔ For more information on how Microsoft Office Project finds allocation problems, see “Identifying
Resource Overallocations,” p. 405.
➔ For help in dealing with allocation problems, see “Strategies for Eliminating Resource Overallocations,”
p. 417.

TIP
Using the by-day setting in the Who Does What When report can result in a long printed
document. You should preview the report before printing it and consider restricting the
printout to a time period that is shorter than the total project. After you decide on appro-
priate dates, enter them in the Timescale, From, and To boxes on Print dialog box.

The Workload Reports Category

The Workload category of reports contains two Crosstab reports that display information
about how resources are being used (see Figure 22.13). The reports focus on when and
where resources are assigned, broken down by task or by resource, as summarized in
Table 22.5.

Figure 22.13
The Workload reports
show how many
hours each week
a task will be
worked on.
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Customizing Reports 891

Table 22.5 Reports in the Workload Category

Report Name Report Type Best Use
Task Usage Crosstab (Tasks) Displays the hours of work (or units of material) 22
to which each resource is assigned, broken down
by summary task and then detail tasks

Resource Usage Crosstab (Resources) Focuses on resources rather than tasks and shows
the hours of work (or units of material) that
resources are committed to during each week

When a project manager is juggling resources to accommodate overallocations or to speed

up the project, Workload reports can be very useful in identifying resources that are not
assigned to their full capacity. The Workload reports include numeric totals. Each week’s
hours are totaled at the bottom of the report; task and resource hours are totaled in the last
column, at the far right of the report.
The Workload reports include both work and material resources in the display. Four addi-
tional resource reports are available in the Custom report category that allow you to focus
on either work resources or material resources:
■ Resource (work)—A list of all work-type resources
■ Resource Usage (work)—Work-type resources and their weekly task assignments
■ Resource (material)—A list of material-type resources
■ Resource Usage (material)—Material-type resources and their weekly allocations

These reports are available by selecting the Custom icon in the dialog box that appears
when you select View, Reports. The Custom category of reports is discussed extensively
later in this chapter, in the section “Customizing Specific Report Types.”

Customizing Reports
Varying degrees of report customization are available in Microsoft Office Project, depending
on the type of report. You can customize reports to change the way they look or the details
of the information presented. You can start with an existing report and change the text for-
matting, the layout orientation, or the header and footer that appear when the report is
printed. You can alter the details of the report by applying a different table or filter or by
choosing a different sort order for the report.
For more information about modifying column widths in a report, refer to the “Troubleshooting”
section titled “Changing Column Widths in a Report” at the end of this chapter.

The Custom category in the Reports dialog box allows you to customize any of the existing
predefined reports or create your own reports. This section explores the range of options
available to those who want to develop customized reports adapted to their project commu-
nication needs.
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892 Chapter 22 Using and Customizing the Standard Reports

Customizing an Existing Report

In Microsoft Office Project you can customize an existing report or create a custom report
22 by making a copy of an existing report and make changes to the copy.
You can customize an existing report in two places: from within the specific category in
which the report is listed and from within the Custom category. (Earlier sections of this
chapter describe the standard predefined reports.)
To change a report from within a specific category, double-click the category or click once
on the category and then click Select. In Figure 22.14, the Assignment category has been
selected and the Overallocated Resources report has been chosen. The Edit button in the
Assignment Reports dialog box allows you to edit the contents of the report.

Figure 22.14
You can edit the con-
tent and level of
detail while working
in a category of
reports.

Clicking the Edit button shown in Figure 22.14 displays a dialog box with the editing
changes you are allowed to make. The choices in this dialog box depend on the type of
report you are modifying. Figure 22.15 shows an example of this report definition dialog
box for a Resource report.

Figure 22.15
The choices displayed
in the report defini-
tion dialog box vary
depending on the
type of report you are
editing.
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Customizing Reports 893

The editing choices listed in this dialog box are the same choices that would be available if
you were editing the report through the Custom category (see the section “Customizing
Specific Report Types,” later in this chapter).
22
TIP
It is recommended that you not customize the predefined reports, but instead make a
copy of a report, using it as a basis for a new report. This way, the original report is left
intact for you to use at a later time. If you have already made changes to a predefined
report, see the section “Undoing Changes to a Predefined Report,” in the
“Troubleshooting” section at the end of this chapter.

Using the Custom Category of Reports

The Custom category can be used to make content and level-of-detail changes to reports.
All reports available within Project can be accessed through this category, as shown in
Figure 22.16.

Figure 22.16
Open the Custom
Reports dialog box
to select a report to
customize or to create
a new report.

From the Custom category, you can do the following:

■ Preview a report before printing—With the Print Preview screen activated, you have
the opportunity to change the page setup before sending the report to the printer.
■ Set up the selected report before printing—This is the same as the Page Setup
function, which allows you to set up margins, headers, footers, and so forth.
■ Print one of the reports—The selected report will print as it is currently defined.
■ Create a new report—The design must follow one of the four report types: Task,
Resource, Monthly Calendar, or Crosstab.
■ Edit a report that is either supplied by Project or that you create—You can
change such features as the table and filter used, the details that are shown (for Task
and Resource reports), the column and row information (for Crosstab reports), the sort
order for presenting the details (for reports other than Calendar reports), the text for-
matting used for parts of the report, and the use of border lines in the report. These
changes become features of the named report.
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894 Chapter 22 Using and Customizing the Standard Reports

■ Copy an existing report and make modifications in the new report—When you do
this, you can use both the original and the new copy when needed.
■ Access the Organizer to copy customized reports to or from the Global
22
template—The Organizer dialog box also allows you to delete reports from your
Custom Reports list so you can keep your list current and uncluttered.

The New and Copy buttons in the Custom Reports dialog box function almost identically
to the Edit button. However, the end result of using both New and Copy is a new report
name that is added to the Custom Reports list. You use New to design a report from the
ground up. You use Copy to use an existing report as a starting point for a new report. In
both cases, editing begins at the Custom Reports dialog box.
After you’ve modified or created a report, you can print or preview the custom report
directly from the Custom Reports dialog box by clicking either Print or Preview.

N OTE
The Copy button is dimmed for the Base Calendar and Project Summary reports because
these reports can be edited only for simple text-formatting changes.

Creating Reports
You can create a new report either by copying an existing report and making changes to the
copy or by designing an entirely new report from scratch. Regardless of the method you
choose to create a new report, after it is created, you use the same methods for customizing
the new report. The following sections describe the steps you take to create a new report.
Other sections in this chapter discuss customizing a report after it is created.

TIP
Reports bring together many elements of Microsoft Office Project, particularly tables and
filters. You should create and format your tables and create and test your filters before
creating new reports that will incorporate these elements.

Creating a New Report Based on an Existing Report

One of the best and fastest ways to create a report is to start with one of the predefined
Project reports that is similar to a report you need. By making a copy of the existing report,
you take advantage of the features of that report, while leaving the original report unchanged
for use in the future. Modifying a copy of an existing report is quick and convenient.

TIP
It is recommended that you use one of the predefined reports as a basis for your new
report, because most of the work in creating the report has already been done. If none
of the predefined reports are similar to what you are looking for, you need to design a
new report.
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Creating Reports 895

To copy an existing report, follow these steps:

1. Choose View, Reports.
2. Double-click the Custom category, or click it once and then click Select. 22
3. From the list in the Custom Report dialog box, choose the report you want to copy and
then click the Copy button. The report definition dialog box for that report appears.
The defined features in this report are identical to those of the original report. The
only difference is that the report name is preceded by Copy of. For example, the Critical
Tasks report would be renamed Copy of Critical Tasks.
4. In the Name box, enter a descriptive name for the report.
5. Complete the dialog box for the report type you have chosen to copy. Explicit instruc-
tions for making changes to the various types of Project reports are given later in this
chapter.

Designing a New Report

Another method for creating a report is to design one from scratch. You should use this
method if none of the existing predefined reports are similar to the report you need. You
must use this method if you want to create a Monthly calendar report, because there are no
predefined examples available for editing.
When you create a new report, you must select one of four report templates discussed ear-
lier in this chapter: Task, Resource, Monthly Calendar, or Crosstab.
To create a new report, follow these steps:
1. Choose View, Reports.
2. Double-click the Custom category, or click it once and then click Select.
3. Click the New button. You should see the Define New Report dialog box (shown in
Figure 22.17), with the four basic types of reports listed. Each new report must be mod-
eled after one of these types.

Figure 22.17
When designing a
new report, choose
one of these four
report types.

4. Choose a type and click OK. The report definition dialog box for the report type you
selected is displayed, with the default settings (see Figure 22.18). A default report name,
such as Report 1, appears in the Name box.
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896 Chapter 22 Using and Customizing the Standard Reports

Figure 22.18
The Crosstab report
options in the defini-
22 tion dialog box are
not the same as the
Task or Resource
report options.

5. In the Name box, enter a descriptive name for the report.

6. Complete the dialog box for the report type you have chosen.

Using the Common Customization Controls

With some custom options, the steps to make the changes are the same, regardless of
whether you are changing an existing predefined report, a copy of a report, or a newly cre-
ated report. You can change the way reports look by changing the text format, the page
setup options, or the order in which the information is sorted. The following sections
describe some of the common custom options.

Controlling Page Breaks in a Report

You cannot put page breaks directly into a report. However, when a report is printed,
Project normally maintains the manual page breaks you have inserted in a task or resource
list. (Manual page breaks are added by using the Insert, Page Break command.) You can tell
Project to ignore page breaks by clearing the Manual Page Breaks box in the Print dialog
box (see Figure 22.19).

Choosing the Page Setup Options for a Report

While you’re modifying a report, you might decide you’d prefer it to have different margins
or to display a different header. These changes are controlled by the page setup. To access
the page setup options from the Custom Reports dialog box, click the Setup button. If you
are previewing the report, click the Page Setup button at the top of the preview screen. No
matter how you access the Page Setup dialog box, the options you have are the same.
➔ For additional information on how to change setup options, see “Changing the Page Setup,” p. 490.
30 0789730723_ch22.qxd 1/12/04 2:22 PM Page 897

Using the Common Customization Controls 897

Remove check to ignore manual page breaks while printing

Figure 22.19
You can override 22
manual page breaks
through the Print
dialog box.

Change dates to shorten the printout

Formatting Text in a Report

Although some of the editing options differ from report type to report type, you can always
format the way the text appears in the report. To do so, click the Text button in the report
definition dialog box. If the dialog box has multiple tabs, the Text button appears on each
tab. Note that the text styles are automatically displayed when you edit the Project
Summary report, because this is the only option you can customize on that report. In Figure
22.20, the Overallocated Resources report is being edited.
The Text Styles dialog box allows you to select special formatting for categories of tasks or
resources and for the detail information included on the particular report. The box resem-
bles the dialog box that appears when you choose Format, Text Styles from the main menu.
Use the Text Styles dialog box to make certain types of information stand out in a report by
changing the size, font, or formatting of categories of text. Specific information choices
depend on the type of report you are modifying. The default format of each category is 8-
point type with no distinguishing characteristics, unless specified in parentheses. By default,
all text in the report will be affected by your choices, unless you select a specific type of
information in the Item to Change drop-down list.
There is no connection between the text format in a view and the text format in the corre-
sponding report. When you’re formatting text in a report, you need to format the text sepa-
rately for each individual report and separately from the text format shown in the current
view. For example, even if summary tasks are formatted as blue in the current Gantt Chart
view, they will not appear in blue in a task report unless you select Summary Tasks in the
Text Styles dialog box and apply the blue color.
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898 Chapter 22 Using and Customizing the Standard Reports

Start here to change text formatting

Figure 22.20
22 You can click the Text
button on any tab of
a report definition
dialog box to begin
customizing the font
styles used in a
report.

Choose type of text to edit

List varies by report type

Changing the Sort Order for a Report

You can sort the order of the rows in all Task, Resource, and Crosstab reports. From the
definition dialog box for any report, select the Sort tab to access the sorting options for the
report. The Sort tab in the Crosstab Report dialog box (shown in Figure 22.21) looks simi-
lar to the Sort By dialog box that you open by using the Project, Sort, Sort By command.
The options on the Sort tab allow you to sort by as many as three fields in the report. Each
Sort By field can be sorted in ascending or descending order. The field used for sorting does
not have to be included in the report itself.
When you’re sorting the information in a report, there is no connection between the sort
displayed in a view and the sort selected in a report. Therefore, you can print a report
sorted by a specific field, such as Priority (for tasks) or Name (for resources) without affect-
ing the task order in the current working view.

Figure 22.21
To change the sort
order of the rows dis-
played in a report,
use the controls on
the Sort tab.
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Customizing Specific Report Types 899

Collapsing Task Detail in a Report

Two settings affect the level or type of tasks that appear in Task, Crosstab, or Monthly
Calendar reports: the outline level of the tasks and filters. If the outline is collapsed in the 22
view when you print a report, the subordinate tasks that are hidden are not printed in the
report. You must expand the outline before you print the report if you want all tasks to be
displayed. However, the reports ignore any filter that might have been applied to the cur-
rent view onscreen. You can select filters within the report definitions to be automatically
applied, regardless of the filter that might or might not be applied to the active view. Note,
however, that subordinate tasks hidden by a collapsed outline at the time the report is
printed are not included in the report, even though the defined filter usually selects these
tasks. Collapsing an outline overrides the filter.
➔ To learn more about hiding or showing subtasks, see “Collapsing and Expanding the Outline,” p. 157.
➔ To learn more about filtering for specific tasks, see “Filtering the Task or Resource List,” p. 472.

Customizing Specific Report Types

Of the five types of reports available in Microsoft Office Project (Task, Resource, Monthly
Calendar, Crosstab, and Project Summary), the Task and Resource reports have the most
options for customization. In each case, you can select the columns of information to be dis-
played, the filter to be applied, and the amount of supporting detail about the tasks or
resources listed. The Crosstab reports allow you to select which task or resource detail you
want to examine by given time period. Most of the Task, Resource, and Crosstab reports
allow the addition of gridlines and gray bands.
The Monthly Calendar and Project Summary reports are very specific types of reports.
Each is addressed separately in sections later in this chapter.
All reports allow you to use text formatting to modify the report for easier reading. You can
edit reports to change the table and filter used and to change the details that are shown (for
Task and Resource reports), the column and row information (for Crosstab reports), the sort
order for presenting the details (for reports other than Calendar reports), and the use of
border lines in the report.

Customizing the Project Summary Report

The Project Summary report is a specific predefined report listed under the Overview cate-
gory, and it’s the only one of its kind. You cannot copy this report. The only change you can
make to the Project Summary report is to change the appearance of the text.
To change the formatting of the text for the Project Summary report, choose the report
name from the Reports list in the Custom Reports dialog box. Then click the Edit button.
The Report Text dialog box is displayed (see Figure 22.22). Use the Item to Change drop-
down list to choose the text you would like to format. Change the formats for the project
name, company name, manager name, and details. Click the OK button to return to the
Custom Reports dialog box.
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900 Chapter 22 Using and Customizing the Standard Reports

Figure 22.22
Use the Report Text
dialog box to format
22 text styles in Project
Summary report.

The report in Figure 22.23 uses 14-point Times New Roman text for the project name,
12-point text for the company name, and 10-point text for the project manager name and
details.

Project name
Company name Manager

Figure 22.23
The Project Summary
report cannot be cus-
tomized beyond
changing text fonts,
such as this title row
formatting.

Details section
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Customizing Specific Report Types 901

Customizing the Calendar Reports

There are two Calendar reports: Working Days in the Overview category and Base
Calendar in the Custom category. They are in fact the same report. Normally a report that 22
is listed in one of the special categories is also listed in the Custom category. However, the
Working Days report does not appear in the Custom category. Instead, the Base Calendar
report is listed there. These reports show the working days, nonworking days, and work
hours for each base calendar defined for the current file. Each base calendar is printed on a
separate page.
The Base Calendar report cannot be copied, nor can you use its format when creating a new
report. The only option in the Base Calendar report that can be changed is the text format-
ting for the calendar name and details of the report. To edit the Base Calendar report,
choose Base Calendar from the Reports list in the Custom Reports dialog box. Then click
the Edit button and make the desired changes to the text formatting. After making changes,
close the Edit box to return to the Custom Reports list.
To print the Base Calendar report, choose Print or Preview.

Customizing Task and Resource Reports

The majority of the provided reports in Project create lists of tasks or resources, with sup-
porting information included in the lists. List-type reports include all reports that are not
the Project Summary report, any Calendar report, or a Crosstab report. As discussed earlier
in this chapter, a Task or Resource report is based on a table of fields from the Project data-
base. A filter can be applied to narrow the focus of the report. Another option lets you
group the listed tasks or resources by the time period in which they will have activity.
You can add an array of supporting details to list reports. For example, in a Task list report,
it might be important to show where each task fits into the flow of the project. You can turn
on the options in the report definition dialog box to show predecessor and successor details
for each task. Task reports can also include resource assignment schedules and work sum-
maries for each task. Starting with a Resource report, you can print details about each
resource’s cost rates and any notes associated with the resource.
The two list-type Task and Resource reports are very similar, so the following sections dis-
cuss them together. Differences are described in the text.
Table 22.6 lists all the supplied Task reports, along with the underlying table of information
used in the report, the applied filter, if any, and which supporting details are included in the
report by default.
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902 Chapter 22 Using and Customizing the Standard Reports

Table 22.6 Predefined Task Report Settings

Default Details
22 Report Name Table Name Filter (If Any)
Budget Report Cost All Tasks Show totals
Completed Tasks Summary Completed Tasks None
Critical Tasks Entry Critical None
Earned Value Earned Value All Tasks Show totals
Milestones Entry Milestones Task notes
Overbudget Tasks Cost Cost Overbudget Show totals
Should Have Started Tasks Variance Should Start By… Task notes; successors
Slipping Tasks Variance Slipping Tasks Notes; successors
Task Entry All Tasks None
Tasks in Progress Entry In Progress Tasks Assignment schedule
Tasks Starting Soon Entry Date Range… Assignment schedule
To Do List Entry Using Resource… None
Top-Level Tasks Summary Top Level Tasks Task notes

Unstarted Tasks Entry Unstarted Tasks Task notes; assign-

ment schedule

Table 22.7 summarizes the supplied Resource reports. The same key report definitions—
underlying table of fields, applied filter, and supporting details included—are used in both
Resource and Task list-type reports.

Table 22.7 Predefined Resource Report Settings

Report Name Table Name Filter Default Details, If Any
Resource Entry All Resources None
Resource (material) Entry-Material Resources— None
Resources Material
Resource (work) Entry-Work Resources— None
Resources Work
Overallocated Usage Overallocated Show totals;
Resources Resources assignment schedule
Overbudget Resources Cost Cost Overbudget Show totals

Who Does What Usage Resources—Work Assignment schedule

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Customizing Specific Report Types 903

There are other similarities between Task and Resource list-type reports. Tips and tech-
niques discussed in the section “Using the Common Customization Controls” apply to both
types of reports. Essentially, the differences in the reports lie in the choices of supporting
details available: Task reports can include both task and resource details in the list; Resource
22
reports focus on resource- and assignment-level details for the particular resource.
You can directly modify Project’s existing list reports. The steps to customizing the prede-
fined reports are described earlier in this chapter, in the section “Customizing an Existing
Report.” You can also copy and then modify reports, as discussed in the section “Creating a
New Report Based on an Existing Report.” You can choose to create a new Task or
Resource report and provide your own report definition. See the section “Designing a New
Report,” earlier in this chapter, for detailed instructions on creating a new report.
In each of these three methods, you will open a dialog box to be used for editing the report.
Figure 22.24 shows the dialog box used for editing a Task report. For both task and resource
reports, this dialog box includes three tabs:
■ Definition—This tab is for setting the overall report definition, such as table, filter,
and time period grouping.
■ Details—Beyond the basic report definition, a wide assortment of drill-down informa-
tion can be printed. The Details tab provides different options for task and resource
reports.
■ Sort—You can use this tab to rearrange the list in an order that you prefer. (See
“Changing the Sort Order for a Report,” earlier in this chapter, for specific informa-
tion.)

Set up basic report design

Add supporting details to the report

Figure 22.24
Choose which fields
The report definition
control the report
dialog box is named
list order
for the type of report
being edited; this dia-
log box is called Task
Report.
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904 Chapter 22 Using and Customizing the Standard Reports

Changing the Definitions for a Custom Task List Report

You can select the Definition tab of the report editing dialog box to see the current settings
22 for the basic content of the report (that is, the table, filter, and time periods). You have the
option of grouping tasks or resources by time interval, but the default is to show the entire
project with no intervals listed. To change the time period in the report, choose the Period
box and choose Years, Half Years, Quarters, Months, Thirds of Months, Weeks, or Days.
You also can indicate how frequent the interval should be. You use the Count box to indicate
whether each list item (that is, task or resource) should be displayed every other interval,
every third interval, and so on. For example, the time grouping might be useful if resources
are paid every two weeks. In that case, you might want a list of the related task assignments
grouped by pay periods. Specifically, you need to set Period to Weeks and also set the
Count box to 2. Figure 22.25 shows an example of the settings for a biweekly grouping.
To change the columns of data to be displayed to the right of a line item in a report, select
the Table box and choose one of the tables from the drop-down list. The Table drop-down
list displays all the standard task tables, as well as any tables you have created by using the
View, Tables command.
➔ For a list of the standard task tables and the fields these tables display, see “The Task Tables,” p. 757.
➔ For help in creating your own custom tables, see “Using and Creating Tables,” p. 840.
Any filter that has been applied to the view onscreen has no impact on the filter that is used
with the report. To filter the report list, choose the Filter drop-down list and make a selec-
tion. Remember that if you want to use a custom filter, you must create it first by using the
Project, Filtered For command. If you choose an interactive filter, the interactive prompt
appears each time you print or preview the report. As shown in Figure 22.25, the interactive
Using Resource… filter is run when this task report is created.

Figure 22.25
This Task report
definition creates a
biweekly listing of a
single resource’s
tasks.

To use the filter as a highlight filter only, select the Highlight check box. List items that
meet the filter criteria are shaded. To display only the filtered list of tasks or resources, clear
this check box.
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Customizing Specific Report Types 905

For more information about the use of filters in reports, please refer to the “Troubleshooting” sec-
tion titled “Applying Filters to Reports” at the end of this chapter.

For Task reports, you can select the Show Summary Tasks check box if you want to have
22
each detail task shown with its summary tasks. This is useful if the detail task names are gen-
eral, similar, or duplicated within the same schedule. Having detail tasks associated with a
descriptive summary task explains them more fully for the reader of the report. Resource list
reports do not include this option.
You can select the Gray Bands check box if you want gray horizontal lines to separate the
time periods.
Figure 22.25 shows the Task Report dialog box with customized Definition options. Figure
22.26 displays the resulting Task report.

Figure 22.26
This preview of the
customized task
report for Mary
Logan’s tasks uses the
settings selected in
Figure 22.25.

Changing the Details for a Custom List Report

Because the Project database tracks distinctly different task and resource fields, it’s logical
that there are differences in the types of supporting information available through Task and
Resource reports. The Details tabs of the task and resource edit dialog boxes are where you
decide what and how much specific information to include in your reports.
You can use some simple keystrokes to add details about tasks to a report. The Details tab
of the Task Report definition dialog box (see Figure 22.27) includes several categories of
details that you can select via check boxes. (Depending on the period indicated on the
Definition tab, some of the detail options might not be available.) These categories are as
follows:
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906 Chapter 22 Using and Customizing the Standard Reports

Figure 22.27
You can include addi-
tional information in
22 a report by using the
options on the Details
tab of the Task Report
dialog box.

■ Under the Task heading, you can select any of four boxes:
• Select Notes to include text you have entered in the Notes field for any of the tasks.
• Select Objects if you want to include objects you have created using another
Windows application, such as Microsoft Word or Excel.
➔ For additional information on inserting objects, see “Placing Objects into
Microsoft Project,” p. 706.
• Select Predecessors if you want to include a list of the predecessor task informa-
tion under each task.
• Select Successors if you want to include a list of the successor task information
under each task.
■ Under the Assignment heading, you can display many kinds of details about assigned
resources by selecting any of the check boxes. Three fields always appear with the subcharts
for the Schedule, Cost, and Work detail subcharts: Resource ID, Resource Name, and Units
(of Resource Assigned). The following list shows the rest of the fields for each subchart:
Subchart Fields
Notes Assignment Notes
Schedule Work (Scheduled Work)
Delay
Start (Scheduled)
Finish (Scheduled)
Cost Cost (Scheduled Cost)
Baseline Cost
Actual Cost
Remaining (Scheduled Cost)
Work Work (Scheduled Work)
Overtime Work
Baseline Work
Actual Work
Remaining Work (Scheduled)
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Customizing Specific Report Types 907

If you choose two or three details for the subchart, Project combines the fields into one
table if the report has landscape as the orientation in the Setup options. The Work field
is not repeated if the Schedule and Work tables are combined.
22
■ You can add notes to an assignment to keep track of information that is specific to that
assignment, such as the rate of work or scheduling assumptions. Notes must be added
in Task Usage or Resource Usage views. These notes are separate from and not related
to the notes that are added to tasks or resources.
■ If you want the detail subchart to be enclosed in border lines, select the Border Around
Details check box.
■ If you want to see gridlines between tasks, select the Gridlines Between Details check box.
■ Select the Show Totals check box if you want to show totals at the bottom of the report
for all columns in the table that contain numeric information.

TIP
When a report is displaying the details, it is easiest to read if a border surrounds the
details; select the Border Around Details option to display the border.

Figure 22.28 shows the Cost details surrounded by a border for all the tasks in the project.

Figure 22.28
Task reports can be
customized to show a
subchart such as
these cost details.

Changing the details included in a custom Resource report is much like changing details in
a custom Task report. The Details tab of the Resource Report definition dialog box gives
you many options. Figure 22.29 shows the Resource Report dialog box, with the Details tab
selected and all the options at their default settings.
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908 Chapter 22 Using and Customizing the Standard Reports

Figure 22.29
You use the Details
tab of the Resource
22 Report dialog box to
select additional infor-
mation that you want
to appear in the
report.

N OTE
Unless you selected the time period Entire Project on the Definition tab, the following
check boxes on the Details tab are dimmed: Resource Notes and Objects; Assignment
Notes, Cost, and Work; and Show Totals.

Under the Resource heading, you can select one of four boxes:
■ Select Notes to include notes that you have entered in the Notes area for any of your
resources.
■ Select Objects if you want to represent data you have created using another Windows
application, such as Microsoft Word or Excel. An example of an object might be a
Microsoft Excel graph of work hours assigned for a group of resources assigned to a
group of tasks.
■ Select Calendar if you want to include resource calendars in the report.
■ Select Cost Rates if you want to see the cost rate tables for each resource. Refer to
Chapter 8, “Defining Resources and Costs,” for more information on how cost rate
tables are used.

The Assignment section in the Resource report includes the same four options as in the
Task report details. Mark the Notes, Schedule, Cost, and Work check boxes to show details
of the task assignments for the resource. The fields for each task assigned are the same as
those listed under the resource details on the Task reports.
Remember that the assignment notes keep track of information that is specific to an assign-
ment, such as the rate of work or scheduling assumptions. These must be added in Task
Usage or Resource Usage views. They are a separate set of notes, not related to notes added
to tasks or resources.
As with task list reports, you can add borders around resource details, use gridlines for easier
viewing, and include totals for numeric columns in the report.
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Customizing Specific Report Types 909

Changing the Text Formatting in a Task or Resource Report

You can access the Text button from any of the tabs in the edit report dialog boxes. The
Text Styles dialog box allows you to select special formatting for a category of tasks and 22
resembles the Text Styles dialog box that you access by selecting Format, Text Styles from
the main menu. You can use this dialog box to make certain types of information stand out
in a report by changing the size, font, or formatting of categories of text.
To find out how to undo the changes in a predefined report, see the “Troubleshooting” section
titled “Undoing Changes to a Predefined Report” at the end of this chapter.

The categories of text types available for special formatting in task reports are as follows:
■ All (the default category)
■ Noncritical Tasks
■ Critical Tasks
■ Milestone Tasks
■ Summary Tasks (the default is bold)
■ Marked Tasks
■ Highlighted Tasks (shaded)
■ Column Titles (the default is bold 9-point type)
■ External Tasks
■ Task Details (the default is italic 7-point type)
■ Totals

The categories of text types available for special formatting in resource reports are as follows:
■ All (the default category)
■ Allocated Resources
■ Overallocated Resources
■ Highlighted Resources (shaded)
■ Column Titles (the default is bold 9-point type)
■ Resource Details (the default is italic 7-point type)
■ Totals

The default format of each category is 8-point type with no distinguishing characteristics,
unless another default is specified in parentheses.
You can find more specific information about formatting text in a report in the section
“Formatting Text in a Report,” earlier in this chapter.
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910 Chapter 22 Using and Customizing the Standard Reports

Sorting Tasks in a Resource Report

The Sort tab on the Resource Report dialog box is identical for all custom reports. See the
22 section “Changing the Sort Order for a Report,” earlier in this chapter, for more informa-
tion.
After you have made the custom changes you want, click OK on any of the dialog box’s
three tabs to return to the Custom Reports dialog box. From there, you can preview or
print the report.

Customizing Crosstab Reports

Crosstab reports show cost amounts or work hours by task or resource in a grid format by
selected time period. Table 22.8 lists the predesigned crosstab reports that are available for
customizing and the data they include.

Table 22.8 Predefined Crosstab Report Settings

Report Name Row Setting Data Values
Crosstab (Tasks or Resources) None
Who Does What When Resources Resources—Work
Cash Flow Tasks Cost
Resource Usage Resources Work
Resource Usage (material) Resources—Material Work
Resource Usage (work) Resources—Work Work
Task Usage Tasks Work

You can customize a report either from the specific category the report belongs to or under
the Custom category. From the Custom category list, select the Crosstab report you would
like to customize and choose Edit, or make a copy. The Crosstab Report dialog box appears.
There are three tabs in this dialog box: Definition, Details, and Sort. Not all options in the
dialog box are available for all reports.

Changing the Definitions for a Custom Crosstab Report

You select the type of information to be displayed in a Crosstab report through the
Definition tab of the Crosstab Report dialog box (see Figure 22.30). The Definition tab
allows you to indicate whether you want to list tasks or resources down rows by selecting
one of the two in the Row box.
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Customizing Specific Report Types 911

Row choice Set time periods

Figure 22.30
The Definition tab on 22
the Crosstab Report
dialog box provides a
unique way to display
project information.

Includes assignment details Numeric options

The information that is available for inclusion in the grid for the row information varies
depending on whether you are working with tasks or resources. You can use the following
options for tasks:
■ Actual Cost
■ Actual Overtime Work
■ Actual Work
■ ACWP (Actual Cost of Work Performed)
■ Baseline Cost
■ Baseline Work
■ BCWP (Budgeted Cost of Work Performed)
■ BCWS (Budgeted Cost of Work Scheduled)
■ Cost (Scheduled)
■ Cumulative Cost (Scheduled, Time-phased)
■ Cumulative Work (Scheduled, Time-phased)
■ CV (Cost Variance)
■ Fixed Cost
■ Overtime Work (Scheduled)
■ Regular Work (Scheduled)
■ SV (Schedule Variance)
■ Work (Scheduled)
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912 Chapter 22 Using and Customizing the Standard Reports

You can use the following options for resources:

■ Actual Cost
22 ■ Actual Overtime Work
■ Actual Work
■ ACWP (Actual Cost of Work Performed)
■ Baseline Cost
■ Baseline Work
■ BCWP (Budgeted Cost of Work Performed)
■ BCWS (Budgeted Cost of Work Scheduled)
■ Cost (Scheduled)
■ Cumulative Cost (Scheduled, Time-phased)
■ Cumulative Work (Scheduled, Time-phased)
■ CV (Cost Variance)
■ Overallocation
■ Overtime Work (Scheduled)
■ Peak Units
■ Percent Allocation
■ Regular Work (Scheduled)
■ Remaining Availability
■ SV (Schedule Variance)
■ Unit Availability
■ Work (Scheduled)
■ Work Availability

After you select the information to appear in the Row and Column fields, you can also set
the time period represented by each column in the grid with the Column section. Figure
22.31 shows a Crosstab report that lists monthly cumulative work by resources.
As with Resource and Task reports, you can select a filter for a Crosstab report. If you
choose to list tasks as the row information, you are presented with a list of task filters in the
Filter box. If you choose to list resources as the row information, you see a list of resource
filters in the Filter box. Remember that if you want to use a custom filter, you must create it
first, by using the Project, Filtered For command.
➔ For additional information on creating your own filters, see “Creating Custom Filters,” p. 859.
If you are listing resources in rows and want to include details on assigned tasks for each
resource, select the And Task Assignments check box in the Crosstab Report dialog box.
The box label changes to And Resource Assignments if you choose Tasks as the row infor-
mation, and it lists all assigned resources for the tasks listed in the report. Figure 22.31
shows monthly cumulative work by resources, with task assignments included.
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Customizing Specific Report Types 913

Figure 22.31
This Crosstab report
shows monthly values
for cumulative work 22
by resource and their
task assignments.

Changing the Details for a Custom Crosstab Report

You add details to a custom Crosstab report by using the Details tab in the custom report
dialog box, just as you do for Task and Resource reports. However, the details you add to a
Crosstab report differ somewhat from those for Task and Resource reports because the type
of information shown in a Crosstab report is primarily numeric rather than descriptive.
Figure 22.32 shows the Details tab for a Crosstab report.

Figure 22.32
The Details tab of the
Crosstab Report dia-
log box is notably dif-
ferent from the Task
Report and the
Resource Report
dialog boxes.
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914 Chapter 22 Using and Customizing the Standard Reports

The Details tab options are as follows:

■ The Show section allows you to print row totals and column totals by checking the
22 appropriate boxes. If both boxes are checked, an overall total is printed at the lower-
right corner intersection of the row and column totals. If you chose to list tasks as the
Row information, you have the option of showing summary tasks. If you select
resources for the row information, the Summary Tasks option is unavailable. Summary
task information includes information from all detail tasks, even if they are not dis-
played on the report (see Figure 22.33).

Figure 22.33
A Crosstab report can
show scheduled
weekly work.

■ You can show horizontal gridlines between tasks or resources by clicking the appropri-
ate box in the Gridlines section.
■ The Show Zero Values box allows you to show, or, for a cleaner look, suppress 0s for
the grid box representing a time period when the time period’s value is 0.
■ You should select the Repeat First Column on Every Page option when the Crosstab
report extends to more than one page horizontally and you want the row titles in the
first column to repeat on every page.
■ The Date Format box allows you to specify the date as it will appear along the top of
the grid, representing the time period.

Changing the Text Formatting and Sorting in a Crosstab Report

You can access the Text button on any of the tabs in the Crosstab Report dialog box. The
Text Styles dialog box allows you to select special formatting and resembles the Format,
Text Styles dialog box from the main menu. Use formatting to make certain types of
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Customizing Specific Report Types 915

information stand out in a report by changing the size, font, or formatting certain categories
of text. The default format of each category is 8-point type with no distinguishing charac-
teristics, unless specified in parentheses. You choose Item to Change to select the text you
want to format. (The “Formatting Text in a Report” section, earlier in this chapter, covers
22
specific steps to format the text.)
Remember that the text formatting you have altered in the view is not related to the text
formatting in the report. You need to format the text separately for each individual Crosstab
report and separately from the text format showing in the current view.
The Sort tab for the Crosstab Report dialog box is identical for all custom reports. See the
section “Changing the Sort Order for a Report,” earlier in this chapter, for more informa-
tion.
After you have made the custom changes you want, click OK on any of the dialog box’s
three tabs to return to the Custom Reports dialog box. From there you can preview or print
the report.

Customizing the Monthly Calendar Type Report

Microsoft Project offers the option of a Monthly Calendar report for those who want to
report task information in a calendar format. This report is not available in any category
except Custom, and it must be designed from scratch.
The Monthly Calendar report offers fewer formatting options than the Calendar view, but it
can be customized to print any individual’s resource calendar (which the Calendar view can-
not do). You can customize the resource calendar for each individual resource through the
Tools, Change Working Time command from the menu.
➔ For help with changing a resource’s available time, see “Working Time,” p. 301.
You access the Monthly Calendar report by clicking the New button from the Custom
Reports dialog box. After that, select Monthly Calendar from the Define New Report dialog
box and then click OK (see Figure 22.34).

Figure 22.34
The Define New
Report dialog box is
the only place you
can find the Monthly
Calendar report.

The Monthly Calendar Report Definition dialog box offers choices for filtering, for choos-
ing which base or resource calendar to display, and for displaying and labeling tasks (see
Figure 22.35).
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916 Chapter 22 Using and Customizing the Standard Reports

Figure 22.35
The Monthly Calendar
Report definition dia-
22 log box differs from
other report type
dialog boxes.

You can choose any base or resource calendars to use for displaying the working and non-
working days on the report. The advantage of the Monthly Calendar report over the
Calendar view is that it prints any individual’s resource calendar, reflecting his or her work-
ing and nonworking days. To select the calendar to use for the report, choose the Calendar
box and then choose one of the base or resource calendars from the drop-down list.
You can apply one of the filters from the Filter drop-down list to limit the tasks displayed. You
might apply the Using Resource filter, for example, to print a calendar to distribute to a certain
resource, showing the tasks and dates when the resource is scheduled to work on the project.
To make the filter a highlight filter only, select the Highlight check box. When you do this,
all tasks are displayed, and the filtered tasks are displayed with the format chosen for high-
lighted tasks. If you select an interactive filter, the interactive prompt appears each time you
preview or print the report.
The remaining options on the Monthly Calendar Report Definition dialog box allow you to
regulate the display of the data, as follows:
■ To distinguish working and nonworking days on the calendar, select the Gray
Nonworking Days check box.
■ If you decide to display bars for the tasks, you can choose to display breaks in the bars (from
one week or month to the next) with dotted or solid lines at the bar ends. Select the Solid Bar
Breaks check box if you want solid lines. For dotted lines, leave the check box unselected.
■ Select the Print Gray Bands check box if you want a gray band to separate the dates in
the list that is printed at the end for any tasks that couldn’t fit onto the calendar display.
■ To show tasks as bars or lines that stretch across the calendar for the duration of the
task, select the Bars or Lines option. To show the scheduled start and stop dates for
tasks on the calendar, select the Start/Finish Dates option.
■ Mark the check boxes for ID number, Name, and Duration if you want to include these
field values in the label for the task. You can use any combination of these three values.
■ If more tasks are assigned on a day than will fit on the calendar, an asterisk is displayed
beside the day number, and the unprinted tasks appear in a list at the end of the report.
The list is sorted by date.
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Customizing Specific Report Types 917

■ Click the Text button to designate different text formats for parts of the report. You can
select unique formats for different kinds of tasks (noncritical, critical, milestone, sum-
mary, marked, and highlighted) and for the labels in the calendar.
22
After you finish defining the Monthly Calendar report, click the OK button to return to the
Custom Reports dialog box. You can then print or preview the report immediately or click
the Close button to save the list of reports and print later.
Figure 22.36 shows an example of the settings in the Monthly Calendar Report Definition
dialog box for a Monthly Calendar report filtered to show only the tasks assigned to Mary
Logan. The report also is defined to use the resource calendar for Mary Logan. Figure
22.37 shows the resulting report, previewing the month of October 2002.

Figure 22.36
The Monthly Calendar
report definition can
be customized to filter
for a particular
resource and show
her calendar.

Figure 22.37
An individual
resource is the focus
of this Monthly
Calendar report.
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918 Chapter 22 Using and Customizing the Standard Reports

Saving and Sharing Custom Reports

All the report definitions are saved with the project file, so remember to save your file if you
have customized reports—even if you have not changed the task or resource information.
There is no option in Project to save the actual results of reports. They can only be printed
or their definitions shared with other users. Special steps are required to be able to save or
email report results. One method is to create a print-to-file driver for the printer selection.
The steps to create this driver are beyond the scope of this book. A second method is to
purchase and install a print-capture software program, such as Adobe Acrobat; see the appli-
cation’s manual for details.
For more information about sharing custom reports, please refer to the “Troubleshooting” section
titled “Distributing Reports Based on Custom Tables” at the end of this chapter.

It is possible—and recommended—to make custom report definitions available to all your

project files or to other people sharing the same copy of Microsoft Office Project. You must
copy these reports into the global template file, GLOBAL.MPT, by using the Organizer. To do
this, access the Organizer from the Custom Reports dialog box. All reports in the
GLOBAL.MPT file are available to all users of Microsoft Office Project who share that
GLOBAL.MPT file.

➔ For additional information on the Organizer, see “Working with the Organizer and the Global File,”
p. 107.

Troubleshooting
Changing Column Widths in a Report
When I preview a report, several of the columns are too wide for the data being displayed. How can I
reduce the width of the columns?
Identify which table supplies the data for the report by selecting the icon for the report in
the Reports dialog box. Click the Edit button. The Edit dialog box that appears shows the
name of the table used by the report. Close the dialog boxes. Choose View, Table (any possi-
bly More Tables) to select and display the table on which the report is based. Then change
the width of the columns on screen as needed. The new column widths will be used the next
time you run the report.

Applying Filters to Reports

When I apply a task filter before running a report, Project ignores the filter and shows all the tasks
anyway. What’s the trouble?
Any filter that has been applied to the view has no impact on the filter that is used with the
report. Instead of filtering the view, you should customize the report design to include the
filter.
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Troubleshooting 919

Distributing Reports Based on Custom Tables

I created a report based on a custom table and copied it into another user’s file by using the
Organizer. Now whenever she runs the report, she gets an error that says table...on which it is
based has been deleted. Did I do something wrong?

When you use the Organizer to copy the custom report to another file, you must also copy
the custom table used by that report to the other file as well. Without the custom table, the
custom report has no data source.
If your report also requires a custom filter that you have created, be sure to copy that filter
to the other file, too.

Undoing Changes to a Predefined Report

I’ve modified one of the existing Project reports. I want to keep my modified report, but I also want
the original report to be available to use later. What should I do?
Access the Custom category of reports, by selecting View, Reports. Click the Copy button
in the Custom Reports dialog box to make a copy of the report you modified, and then
rename the copy. Then, by clicking the Organizer button in the Custom Reports dialog box,
access the Global template. Copy the report from the Global template to your project file.
You have now modified your report and have also reset the original report. For more infor-
mation on using the Organizer and the Global template, see Chapter 4, “Managing Project
Files.”
30 0789730723_ch22.qxd 1/12/04 2:23 PM Page 920
31 0789730723_ch23.qxd 1/12/04 2:24 PM Page 921

CHAPTER
23
Customizing Toolbars, Menus,
and Forms

In this chapter
Altering the Behavior of Personalized Menus and Toolbars 922
Customizing Toolbars 925
Customizing Menu Bars 941
Customizing Forms 949
Troubleshooting 960
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922 Chapter 23 Customizing Toolbars, Menus, and Forms

Altering the Behavior of Personalized Menus

and Toolbars
The toolbars and menus in Microsoft Project provide an efficient means for you to interact
with the projects you design. Commands on both the toolbars and menus are organized to
group together the tasks you perform most often. However, you may have discovered that
although most of the toolbars and menus provide you with the commands you need, other
commands might be unavailable or buried so deeply on a menu that they aren’t convenient
23 to use. Project provides a number of features that enable you to customize the user interface
to make your work easier and more efficient.
Because people use a handful of commands frequently, other commands occasionally, and
some commands not at all, Project, by default, personalizes menus and toolbars to display
the most frequently used commands for easy access.

N OTE
Microsoft uses a rather complex formula for determining when to promote and demote
items from prominence in the personalized menus. The computation involves the num-
ber of times the application is launched and how many successive launches a given fea-
ture goes unused. As you use commands, the ones you use most frequently appear on
the menu, and ones you don’t use at all are suppressed. The end result is that what you
use most frequently ends up on the abbreviated menus.

The personalized menus and toolbars are designed to increase your productivity. If you pre-
fer to see the full set of toolbar icons and menu commands, you can double-click a menu
title to see a full list of commands or you can permanently turn off the personalized menus
and toolbars feature.

Adjusting the Behavior of Menus

If you want to see the full list of commands every time you click a menu, you can adjust the
menu behavior in the Customize dialog box. To do so, right-click a menu or toolbar and
choose Customize from the shortcut menu. In the Customize dialog box, click the Options
tab (shown in Figure 23.1).

N OTE
You can also gain access to the Customize dialog box by selecting Tools, Customize,
Toolbars or View, Toolbars, Customize.
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Altering the Behavior of Personalized Menus and Toolbars 923

Figure 23.1
Personalized menus
are turned on by
default in Project.

23

Select the Always Show Full Menus option and click Close to turn off personalized menus.
Making this change will affect the menu behavior in other Microsoft Office applications.
You can also customize the items that appear on the Project menus (discussed later in this
chapter, in the section “Customizing Menu Bars”).

Adjusting the Behavior of Toolbars

When you first open Project, the Standard and Formatting toolbars are displayed at the top
of the window (see Figure 23.2). You can use the move handle in front of each toolbar to
move or adjust each toolbar. The mouse pointer changes to a four-headed arrow when the
cursor is positioned on the move handle.

Standard toolbar move handle Toolbar Options drop-down list

Figure 23.2
The Standard,
Formatting, and
Project Guide toolbars
are displayed by
default.
Formatting toolbar move handle Places Standard and Formatting
toolbars on one row

The Standard and Formatting toolbars are the most frequently used toolbars in Project. You
can save some screen space by displaying these two bars on a single row. To do so, choose
the Toolbar Options drop-down list at the right end of either toolbar and select Show
Buttons on One Row. You can also find this setting in the Customize toolbar dialog box:
Choose Tools, Customize, Toolbars and select the Options tab. Deselect the Show Standard
and Formatting Toolbars on Two Rows check box.
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924 Chapter 23 Customizing Toolbars, Menus, and Forms

N OTE
The Show Standard and Formatting Toolbars on Two Rows setting is application specific.
That is, having it set in Project does not change the appearance of the toolbars in the
other Office programs.

Each toolbar displays a default set of buttons. The buttons you use most frequently are dis-
played on the toolbar; the buttons you use least frequently are hidden—hence the name per-
sonalized toolbars. Project also hides buttons if two or more toolbars are displayed on a single
23 row and there isn’t enough room to show all buttons for all bars.

N OTE
If multiple toolbars are being displayed on a single row, you cannot drag one toolbar so
far to the left that it completely covers the other toolbar on the same row.

You access the hidden buttons through the Toolbar Options drop-down list at the end of
the toolbar (refer to Figure 23.2). If buttons have been hidden, when you select the Toolbar
Options list, they are displayed at the top of the list. When you select a hidden button, that
button is added to the toolbar and its associated action will be performed immediately. To
make room for the button, however, one of the buttons that has not been used recently is
placed on the More Buttons list.

Quickly Customizing Personalized Toolbars

In addition to listing the active—but hidden—buttons, the Toolbar Options drop-down list
also has an Add or Remove Buttons option that you can use to quickly customize a toolbar.
When you pause over the Add or Remove Buttons option on a toolbar, a list of all toolbars
sharing that row appears. When you click the name of a toolbar you want to customize, the
default buttons for that toolbar appear. There might be an arrow button at the top or bot-
tom of the list; if you click this, you can see additional toolbar buttons. Figure 23.3 shows
the list of buttons for the Formatting toolbar in Project.
Buttons with check marks are from the default set of buttons associated with the toolbar. A
button that is grayed out on the list is not part of the default set of buttons associated with
the toolbar; it is a button that has been manually added to the toolbar through the
Customize dialog box (the procedures to do this are discussed later in this chapter, in the
section “Adding and Removing Command Buttons”).
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Customizing Toolbars 925

Button included in the toolbar’s default set Toolbar Options drop-down list

Figure 23.3
You can click the
Reset Toolbar option
to display the original
set of default buttons
on the toolbar.

23

Reset button
Custom button added to toolbar

Customizing Toolbars
Buttons that are displayed on the toolbars provide shortcuts for executing menu commands.
The menu commands that are used most frequently are attached to specific buttons and posi-
tioned on toolbars according to the types of tasks they perform. Microsoft has standardized
its toolbars across applications so that tasks that are common to all applications remain con-
stant in their presentation on toolbars. As a result, when you become accustomed to using
toolbar buttons in one application, you recognize them in other applications. The Open but-
ton, for example, is available on the Standard toolbar of most Microsoft applications.
As you continue to work with Microsoft Project, you will find that some of the buttons on
the toolbars are vital to the way you work, but you rarely use others. This is often deter-
mined by the type of work you do. In addition, you might find that there are tasks you per-
form frequently for which there are no toolbar buttons available. You can customize toolbars
to remove the buttons you rarely use and replace them with buttons that help perform those
tasks you do more frequently.
When you create simple macros to perform tasks you use most frequently, you can assign
them to toolbar buttons. For example, if you were to create a simple macro designed to turn
on the Project Summary task, you could assign a toolbar button to run the macro and
include the button on a toolbar. After the macro is assigned to a toolbar, all you have to do
is click the toolbar button to perform the function.
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926 Chapter 23 Customizing Toolbars, Menus, and Forms

N OTE
In previous chapters, you may have created special views, tables, forms, or filters and
found that they were stored as part of the project in which you created them. When you
need to use them in another project, you have to copy them into the new project file or
to the GLOBAL.MPT file. Customizing toolbars and menus is different because toolbars
and menus are part of the application file rather than part of a project file. As a result,
when you change the toolbars and menus, the changes are available to all projects you
create or edit on your computer. They are automatically stored as part of the
GLOBAL.MPT file. You can still copy them from the GLOBAL.MPT file to a project file
when you want to include them in a file you are sending to someone else or when you
23 want to copy them to a different computer. Otherwise, copying them is not necessary.

Reviewing the Built-in Toolbars

Microsoft Project 2003 includes 17 built-in toolbars, plus the menu bar, that group activities
by type. Three of these toolbars—the Standard, Formatting, and Task Pane toolbars—
appear by default when you start Microsoft Project. You can display any of the remaining
toolbars as you need them. The new toolbars in Project 2003 include Compare Project
Versions, Database Upgrade Utility, and Euro Currency Converter.
There are three default toolbars in Project:
■ The Standard toolbar—This toolbar provides access to some of the main Microsoft
Project features. Buttons on the left end of this toolbar are found on the Standard tool-
bars of other Microsoft applications. Buttons on the right end of the toolbar are specific
to Microsoft Project.
■ The Formatting toolbar—Buttons on this toolbar give you access to outlining fea-
tures, filters, and text formatting features. Many of the buttons in the center of this
toolbar are found on the Formatting toolbars of other Microsoft applications. Buttons
on the left of this toolbar are frequently found on Outlining toolbars of other Microsoft
applications. Project-specific buttons appear on the right end.
■ The Project Guide toolbar—Buttons on this toolbar give you access to the features
and functionality of the Project Guide. Commands on this toolbar help you define your
project, work with tasks and resources, track progress, and report project information.
The first button on this toolbar allows you to show/hide the task pane.

Fourteen additional toolbars are included with Microsoft Project:

■ The Collaborate toolbar—This toolbar provides workgroup communication and
enterprise project management information views (available with Microsoft Office
Project 2003 Professional only).
■ The Custom Forms toolbar—This toolbar contains many of the buttons needed to
customize tasks or resource information entry screens.
■ The Drawing toolbar—This toolbar provides access to graphic drawing tools for
drawing figures and text boxes in the Gantt Chart view.
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Customizing Toolbars 927

■ The Task Pane toolbar—This toolbar displays a pane on the screen that contains
shortcuts to common operations, such as opening and saving files and is consistent with
other Microsoft applications.
■ The Resource Management toolbar—This toolbar provides access to tools for
resolving resource overallocations.
■ The Tracking toolbar—This toolbar provides access to the commands that are neces-
sary to track progress and reschedule work on uncompleted tasks.
■ The Visual Basic toolbar—This toolbar displays buttons for recording, running, and
editing macros. 23
■ The Web toolbar—This toolbar displays buttons that activate your Web browser, keep
a list of your favorite Web sites, and assist you in moving through Web pages.
■ The Analysis toolbar—This toolbar provides button access to installed add-in pro-
grams.
■ The Compare Project Versions toolbar—This toolbar helps you create a report
comparing two Project files and then drill down to the specific information in the com-
parison report.
■ The Database Upgrade Utility—This toolbar provides a tool that upgrades old ver-
sion database projects into Microsoft Project 2003 format.
■ The Euro Currency Converter—This toolbar provides tools to display project cost in
multiple currencies.
■ The Network Diagram toolbar—This toolbar displays analysis, viewing, and layout
tools for use with the Network Diagram view.
■ The PERT Analysis toolbar—This toolbar provides button access to the PERT esti-
mating tools available in Project.

Many toolbar buttons are easy to identify, and their use is self-explanatory. The purpose of
some buttons, however, is difficult to determine. To identify a button’s function, you can
point to it and pause briefly. The name of the button appears in the form of a ScreenTip.

Displaying Toolbars
Project enables you to show and hide toolbars by using two different procedures. Perhaps
the more efficient means is by selecting a toolbar from the Toolbar shortcut menu. Another
way to select a toolbar is by using the View, Toolbars command. The procedures for display-
ing toolbars using both approaches are explained in the following sections.
The Toolbar shortcut menu contains a listing of all toolbars, as well as a command that lets
you customize toolbars. To activate the shortcut menu, shown in Figure 23.4, position the
mouse pointer over one of the visible toolbars and click the right mouse button. Notice in
Figure 23.4 that the Standard, Formatting, and Project Guide toolbars have check marks
next to them. These check marks indicate that the toolbars are currently displayed, or active.
Other toolbars do not contain check marks, indicating that they are currently inactive.
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928 Chapter 23 Customizing Toolbars, Menus, and Forms

Figure 23.4
The Toolbar shortcut
menu lists all toolbars
and identifies dis-
played toolbars with
a check mark.

Toolbars currently displayed

23 Toolbars not
showing onscreen

Opens the Customize dialog box

Click on a toolbar name that isn’t checked and Project will display the toolbar. If you click
on a toolbar name that is already active, the check mark disappears, and the toolbar is then
hidden.
As an alternative, you can show and hide toolbars by selecting View, Toolbars. The toolbar
choices via this method are identical to those available through the previous Toolbar short-
cut menu method.

Positioning Toolbars on the Screen

Most toolbars are set to position themselves at a docking location at the top of the screen.
When a toolbar is displayed, you can move it from the top of the screen to a new position.
Toolbars can be docked at the sides or bottom of the screen or floated in a small window of
their own in the middle of the screen. Some toolbars have combination boxes (that is, buttons
with a text box and an entry-list arrow). The Group drop-down box on the Standard toolbar
and the Font drop-down box on the Formatting toolbar are examples of combination (or
combo) boxes. When toolbars are docked on the sides of the screen, the combo boxes are
not displayed.
To reposition a toolbar, click the move handle that appears on the left edge of the toolbar.
As you drag the toolbar, it changes shape to fit the active position. When you have the tool-
bar placed where you want it, release the mouse button. Figure 23.5 shows a docked toolbar
and a floating toolbar.
Notice that the floating toolbar has a title bar and a Close button. You can click the Close
button to hide a floating toolbar or drag the title bar to dock it.
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Customizing Toolbars 929

Formatting toolbar docked on edge

Floating Resource Management toolbar Move handle

Figure 23.5
You can position tool-
bars onscreen to suit
your taste.

23

Font and Filters combo boxes aren’t displayed

TIP
You can double-click the title of a floating toolbar to return it to its docked position.

Floating toolbars can be resized in the same way you resize other windows. When you posi-
tion the mouse pointer on a border of the toolbar window, the mouse pointer changes to a
double-headed arrow. Simply drag to resize the toolbar.

Using the Customize Dialog Box

Before you can create a new toolbar or customize an existing toolbar, you must display the
Customize dialog box (see Figure 23.6). From the Customize dialog box, you can create new
toolbars, add or remove buttons from any active toolbar, resize combo boxes, rearrange the
order of the buttons on a toolbar, and establish toolbar options, such as activating the set-
ting in which the Standard and Formatting toolbars share one row. The toolbar you want to
customize must be active before you can customize it.
There are three ways to display the Customize dialog box:
■ Right-click any toolbar and choose Customize from the Toolbar shortcut menu.
■ Choose View, Toolbars, Customize.
■ Choose Tools, Customize, and select Toolbars from the cascading menu.
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930 Chapter 23 Customizing Toolbars, Menus, and Forms

Figure 23.6
Open the Customize
dialog box to create
new toolbars or to
change the buttons
that appear on the
existing toolbars.

23

The Customize dialog box has three tabs:

■ Toolbars—You can choose to display or hide a toolbar by marking or unmarking the
toolbar name. New toolbars can be created, renamed, or deleted, and toolbars you have
customized can be reset to display their original buttons.
■ Commands—You can use this tab to add a tool to a toolbar.
■ Options—From this tab you can change the size of the toolbar buttons, control what is
displayed in the toolbar button ToolTips, and control how the menus are animated.

TIP
When the Customize dialog box appears in front of toolbars you want to customize,
you can drag the colored title bar of the Customize dialog box to move it to a different
location.

Organizing Toolbar Buttons

The Customize dialog box is the place to change your Project environment. With the
Customize dialog box open, you can add, remove, and rearrange buttons on toolbars. You
can also change the underlying button function, modify the button image, and place buttons
into logical groups on the toolbars.
Before you can customize a toolbar, the toolbar you want to modify must be activated. You
then need to access the Customize dialog box. From the Customize dialog box, choose the
Commands tab (see Figure 23.7) to access the available commands.
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Customizing Toolbars 931

Figure 23.7
Choose the
Commands tab in the
Customize dialog box
to see a categorized
list of available
commands.

23

The Commands tab displays a list of categories of commands on the left. Whenever you
select a category, the corresponding commands appear in the list box on the right. In
Figure 23.7, the File category is selected.
You use the Modify Selection button to change the actions performed by command buttons
on the active toolbars. It is active when you select a command on a toolbar—not when the
command is selected in the Commands list box. You can also activate Modify Selection by
right-clicking a button on a toolbar, when the Customize dialog box is open.
Commands you add to the toolbars might or might not have corresponding icon buttons.
Those that do not have icon buttons are displayed as text buttons.

Adding and Removing Command Buttons

When you want to add a command button to a toolbar or menu bar, you can simply drag
the button from the Commands list onto the desired toolbar (see Figure 23.8). If you posi-
tion the button between two existing buttons, the button drops into place, and existing but-
tons move to accommodate it. If there are too many buttons on the toolbar, those at the far
right end begin to wrap to a new line for the toolbar while the Customize dialog box
remains open. When you close the dialog box, Project hides the least-used buttons on the
toolbar, to make room for the added buttons. It places the hidden buttons on the Toolbar
Options drop-down list for that toolbar, as described in the section “Adjusting the Behavior
of Toolbars,” earlier in this chapter.

TIP
Microsoft Project makes it easy to insert a button on a toolbar that executes a macro you
have created. The category All Macros on the Commands tab of the Customize dialog
box lists the macros in Project, including the ones you create. Simply drag the macro
name to the desired toolbar. The name of the macro appears as a button on the toolbar.
You can create an image for that button instead of having the macro name appear on
the toolbar.
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932 Chapter 23 Customizing Toolbars, Menus, and Forms

Format Text Styles command without a button image

Standard toolbar

Figure 23.8
You can add com-
mands to any active
toolbar; some appear
as icons, and others
display as text.

23

File Close command

added to the
Standard toolbar

➔ For more information on creating your own customized command buttons, see “Customizing Command
Buttons,” p. 936.

To learn more about removing a command button, see “Removing Toolbar Buttons” in the
“Troubleshooting” section at the end of this chapter.

➔ To learn how to take advantage of macros in Project, see the chapter “Using Visual Basic with Project
2003” on the CD accompanying this book.
If you find that there are certain command buttons you never use, you can remove them
from the toolbar to make room for other buttons. To remove a button from a toolbar, open
the Customize dialog box, drag the button off its toolbar, and release it in the center of the
screen, away from other toolbars.

Rearranging Command Buttons

The new Rearrange Commands dialog box allows you to quickly add, remove, and/or
rearrange commands on toolbars and menu bars. To access the Rearrange Commands dialog
box, click the Rearrange Commands button on the Commands tab of the Customize dialog
box. Select the menu bar or toolbar you wish to alter, make your changes, and then click
Close. Figure 23.9 shows the Rearrange commands dialog box with the File menu Controls
listed.
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Customizing Toolbars 933

Customize box must be open Menu being modified

Figure 23.9
You can change the
arrangement of
commands on tool-
bars and menu bars.

23

Reset button List of controls

You can also rearrange the buttons on a toolbar by dragging them to different locations. To
move buttons, the Customize dialog box must be open. When you select a button to move
it, a heavy border indicates that the button is selected. As you move the button, the mouse
pointer changes to a thick capital I.
When you want to move a button from one toolbar to another, you can use the procedures
described in the previous section for removing and adding buttons. Or, you can simply drag
the button from one toolbar to the other. When you move buttons from one toolbar to
another, both toolbars must be displayed and the Customize dialog box must be open.

Grouping Command Buttons

Command buttons on toolbars are organized by groups. Vertical separator bars distinguish
one group from another. To add a separator bar in front of the active command button,
right-click the button that should begin the new group. A list of command-button display
options appears.
To add a separator bar, click Begin a Group. A separator bar appears in front of the selected
button. You can remove a separator bar from a button by right-clicking it on the toolbar and
selecting Begin a Group again. A check mark in front of a modification option indicates that
the option is active.
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934 Chapter 23 Customizing Toolbars, Menus, and Forms

Resizing Combo Boxes

A combo box is a two-part box that combines a text box with a drop-down list arrow that
can be used to select valid options. Combo boxes appear frequently in dialog boxes and on
toolbars. For example, on the Formatting toolbar there are combo boxes for Font, Font
Size, and Filter. You can change the width of the text box portion of a combo box while the
Customize dialog box is open.
To increase or decrease the width of combo boxes, follow these steps:

23 1. Display the toolbar that contains the combo box and display the Customize dialog box.
You can have any tab in the Customize dialog box active to resize a combo box.
2. Select the combo box in the toolbar. A heavy black border appears around the combo
box, indicating that it is selected.
3. Position the mouse pointer over one side of the combo box. The mouse pointer
changes to a dark two-headed arrow.
4. Drag the edge of the combo box to the desired size.
5. Repeat steps 2–4 for each combo box you want to resize.
6. Close the Customize dialog box.

Creating New Toolbars

Sometimes the buttons you use most frequently are on several different toolbars. Instead of
having four or five toolbars displayed, which reduces the space available on the screen to
display your project document, you might want to have one or two toolbars that contain
most (if not all) of the command buttons you use. At other times, you might want to cus-
tomize an existing toolbar without affecting the original toolbar. Microsoft Project enables
you to create new toolbars on which you can store the buttons you use most frequently,
without affecting the buttons currently available on other toolbars.
When the toolbar you want to create contains many of the same buttons that are available
on an existing toolbar, you can make a copy of the existing toolbar, give it a unique name,
add the buttons you use most frequently, and delete any buttons you don’t want on it.
Alternatively, you can start with a blank toolbar and create a completely new collection of
buttons.

Creating a Toolbar by Copying an Existing Toolbar

When an existing toolbar contains many of the buttons you want to include on your new
toolbar, making a copy of the existing toolbar is a good starting point. Copying the existing
toolbar reduces the number of buttons you’ll need to place on the new toolbar.
You cannot create a copy of a toolbar from within the Customize dialog box. To copy a tool-
bar, you have to access the Organizer.
➔ To learn how to copy and rename a toolbar, see “Managing Toolbars with the Organizer,” p. 947.
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Customizing Toolbars 935

After you create a copy of a toolbar, access the Customize dialog box and use the techniques
outlined in the previous sections to modify the copied toolbar for your needs.

Building a New Toolbar

Creating a new toolbar from scratch creates an empty floating toolbar window that you can
fill with the command buttons.
To build a new toolbar, follow these steps:
1. Right-click any toolbar and choose Customize from the Toolbar shortcut menu, or 23
choose View, Toolbars, Customize. The Customize dialog box appears.
2. From the Toolbars tab, choose New to open the New Toolbar dialog box. Project
assigns a sequential number to each new toolbar and identifies the toolbar with a
generic name, such as Custom 1.
3. Type the new toolbar name. Toolbar names must be unique and are limited to any com-
bination of 51 characters and spaces.
4. Click OK.

The new toolbar name appears in the list on the Toolbars tab, and the new empty toolbar
appears in the Project window (see Figure 23.10). Select the Commands tab and drag the
desired buttons onto the toolbar to create the collection you desire. The toolbar enlarges as
you add command buttons. As is true with all toolbars, you can dock the toolbar or leave it
floating.

New custom toolbar New toolbar name added to list

Figure 23.10
User-defined toolbars
are initially displayed
floating in the Project
window.
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936 Chapter 23 Customizing Toolbars, Menus, and Forms

Deleting a User-Defined Toolbar

Toolbars installed with the Microsoft Project software remain a part of the application even
after you customize them. As a result, you can reset them but you cannot delete them.
However, you can delete new toolbars you create, which are referred to as user-defined. To
delete a user-defined toolbar, open the Customize dialog box, move to the Toolbars tab,
select the toolbar to be removed, and click Delete.

N OTE
If the Delete button is not active, you have selected a toolbar that was installed with the
23
Microsoft Project software. Most of these toolbars can be reset but not deleted.

Restoring the Built-in Toolbars

Changes you make to the built-in toolbars as you customize might become out-of-date and
might not fit every project you create. As a result, you might want to restore the default
buttons to a toolbar. Microsoft Project includes a feature that makes restoring toolbars
quick and easy.

CAUTION
Resetting a toolbar removes all customized changes you have made to that toolbar—not
just the most recent changes. If you reset a toolbar on which you have placed custom
buttons, you lose the custom buttons. To avoid this, drag the custom buttons to another
toolbar to preserve them.

To learn more about custom toolbar behavior, see “Disappearing Custom Toolbars” in the
“Troubleshooting” section at the end of this chapter.

To restore the default set of command buttons to the built-in toolbars, open the Customize
dialog box, move to the Toolbars tab, select the toolbar to be restored, and click Reset.
Project will issue a warning that all customization is about to be lost; click OK to complete
the procedure.

Customizing Command Buttons

Some of the commands that are available in the Customize dialog box have no button image
associated with them. When such a command is added to a toolbar, only the name of the
command is displayed. In addition, sometimes no command is available for a task you per-
form frequently, and it might be necessary for you to create a macro to record the steps of
such a task. After you have created the macro, the name of the macro is listed on the
Commands tab of the Customize dialog box. No button image is associated with the macro
command. When the command is added to a toolbar, the name of the macro is displayed.
You can copy one of the available images to a command button that doesn’t have an image,
or you can design your own image for the command button by using the button display
options.
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Customizing Toolbars 937

Accessing the Button Display Options

To modify toolbar button images, you need to access the list of button display options. To
see these options, you must first display the toolbar that contains the command button you
want to change and then display the Customize dialog box. (The quickest way to display the
Customize dialog box is to right-click any toolbar and choose Customize.) When you have
the toolbar and dialog box displayed, choose one of the following methods to see the button
display options list:
■ Right-click the button you want to modify.
23
■ Select the button you want to modify, and then select the Commands tab in the
Customize dialog box and click the Modify Selection button.

Customizing a Button Face

The Customize dialog box enables you to copy an existing button or access the Editor dia-
log box, where you can customize a button design. If another button carries a design that
resembles the one you want to use on the new button, you can copy the design from the
button to the Clipboard and then paste it on the blank button. Copying the design does not
copy the functionality of the original button to the new button. After you paste the design
on the blank button, you can modify the design to customize it for the new button. You can
also create a design from scratch.
To change a button image, follow these steps:
1. If necessary, go to the Toolbars tab and display the toolbar that contains the button to
be changed.
2. Right-click any toolbar and choose Customize from the Toolbar shortcut menu, or
choose View, Toolbars, Customize. The Customize dialog box appears.
3. Right-click the button on the toolbar button you want to change. A heavy black border
indicates that the button is selected, and the list of button display options appears. The
following is a list of available options:

N OTE
You can also click the Commands tab in the Customize dialog box and click the Modify
Selection button to see the list of button display options.

• Select Copy Button Image to put a copy of the selected button face on the clip-
board.
• Select Reset Button Image to immediately remove any previous editing applied to
the selected button and return it to its original button face.
• Select Edit Button Image to open the Button Editor and modify the selected but-
ton face.
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938 Chapter 23 Customizing Toolbars, Menus, and Forms

• Select Change Button Image to choose a design from the Project image library
and apply it to the selected button.

4. Close the Customize dialog box when you are finished changing the button face.

The option Paste Button Image becomes active on the Modify Selection list after an image has
been copied; be sure to select another button and paste the new image onto it. The receiving
button does not have to be blank; the existing face is replaced with the copied image.

23 Project contains a library of images you can apply to a button face instead of copying the
face of a displayed button. Figure 23.11 shows the image library that is available in
Microsoft Project.

Figure 23.11
Select the Change
Button Image option
to display the list of
images from the
Project image library.

A third approach for changing a button face is to design your own image. When a com-
mand button has a blank button image, you can design your own image for it. You can also
edit a button face after you choose a button image from the library or copy an image from
another button; you might want to edit the picture. If the image was copied, changing the
picture so that it differs from the design of a button used to perform a different task helps
you identify both buttons. To edit the picture, you must use the Button Editor dialog box.
The button design appears enlarged so that individual pixels can be identified in the Picture
box. You can then change the location of each pixel in the image by using the mouse to
achieve the desired design.
In Figure 23.12, the design assigned to the Paste button (on the Standard toolbar) is
selected as the design for a new command button (Text Styles) on the Formatting toolbar,
and you need to edit it so that it isn’t confused with the Paste button.
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Customizing Toolbars 939

Figure 23.12
You use the Button
Editor dialog box to
create or modify a
button image.

23

The Colors box in the Button Editor dialog box is a palette for selecting colored pixels for
the design. The Move arrows help you position the picture on the button by moving it one
row or column at a time. The Preview area shows how the current picture appears.
To change the picture, use any of the following techniques:
■ To change the color of a pixel, click a color in the Colors box and then click the pixel,
or drag the color across a group of pixels.
■ To erase or clear pixels, select the Erase box and then click all pixels you want to clear,
drag the pointer across pixels you want to clear, or click a pixel a second time to clear
the existing color.
■ To reposition the picture on the button, clear an area along the edge toward which you
want to move the design and then click the desired move arrow button.
■ To clear the picture canvas and start a new image from scratch, click Clear.
■ To cancel changes and start over, click Cancel or press Esc.

When you are finished modifying the button, click OK, and the new design appears on the
new button. Figure 23.13 shows the finished picture that will be assigned to the Text Styles
button.

Changing the Actions of a Button

After you have added a command button to a toolbar or modified a button’s image, you
might decide to change the command associated with that button. The command that is
executed when a button is clicked is identified in the Command drop-down list on the
Customize Tool dialog box. Figure 23.14 shows the command for the Text Styles button on
the Formatting toolbar.
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940 Chapter 23 Customizing Toolbars, Menus, and Forms

Figure 23.13
The finished picture
for the Text Styles but-
ton is slightly different
from the picture
copied from the Paste
button.

23

Figure 23.14
You can use Ctrl+click
on a button to cus-
tomize its behavior.

When you click the Command drop-down list, you see all the Microsoft Project commands
(including forms and macros) that you can assign to a button. For example, to assign a
Project add-in macro to a button, select the Macro command that displays the desired
macro in double quotes from the Command drop-down list. Similarly, to designate the but-
ton to activate a custom form, you can choose the Form command that includes the desired
form name in double quotes. Commands with names in double-quotes designate custom
elements added to the Project environment.
To learn more about toolbar button behavior, see “Strange Toolbar Button Behavior” in the
“Troubleshooting” section at the end of this chapter.

➔ To learn more about macros and Microsoft Project, see the chapter “Using Visual Basic with Project
2003” on the CD accompanying this book.
You can access the Customize Tool dialog box directly from the Project window, without
having to go through the Customize dialog box, by following these steps:
1. If you need to create a button (including a button for a macro), see the section “Adding
and Removing Command Buttons,” earlier in this chapter.
2. Press the Ctrl key and click the button you want to change. The Customize Tool dialog
box appears.
3. Choose the Command drop-down list arrow and scroll through the commands to find
the one you need. In Figure 23.15, a supplied macro name is selected. Commands are
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Customizing Menu Bars 941

listed in alphabetical order and are grouped by type on the list. As a result, you might
have to scroll through the list to find the command you need.
4. Click OK.

Figure 23.15
Macros automatically
appear in the list of
commands that can
be assigned to a
button. 23

Customizing Menu Bars

A menu is a collection of commands that pertains to a particular topic or action. So the File
menu is a collection of commands that perform actions with documents—opening, closing,
saving, printing, and so forth. Likewise, underneath a menu on the menu bar, there may be
submenus. Any command that has a pointing triangle is considered a menu. In Figure
23.16, the complete Edit menu is active. Within the Edit menu are three other built-in
menus—Fill, Clear, and Object.

Figure 23.16
The Edit menu con-
tains three built-in
submenus: Fill, Clear,
and Object.

Built-in submenus
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942 Chapter 23 Customizing Toolbars, Menus, and Forms

A command is a specific action within an application; for example, Save As is a command.

When describing a command, most people and reference books (such as the one you are
now reading) typically identify a command by stating the menu followed by the command.
So, although technically it is the Save As command, you will often see it referred to as the
File, Save As command. Identifying the menu as well as the command simply provides addi-
tional clarity when referring to a command.
Project, like Office, treats the menu bar as just another toolbar. You customize a menu bar
in much the same way you customize a toolbar—by dragging commands on and off the
23 menu bar. You can create new menus, add commands to the menus, rearrange commands,
and remove commands from the menus just as you do with the toolbars. By default, a menu
bar is docked at the top of the screen, but like a toolbar, it can be moved and docked at the
side or bottom of the screen, or it can be left floating in the middle of the screen.
The introduction of the personalized toolbars and menus feature in Project diminished the
need to relocate commands to the tops of menus. By design, Project displays the commands
you use frequently on the menu and hides the commands you rarely or never use. You can
see the full list of commands by double-clicking the menu or by pausing on the menu to dis-
play the full list after a slight delay.
➔ To prevent menus and toolbars from being personalized, see “Altering the Behavior of Personalized
Menus and Toolbars,” p. 922.
There are two main reasons for customizing a menu bar: to make commands buried too
deep in the menu system more accessible and to create new menus. Customizing menus
offers a wide range of possibilities. You might simply want to attach commands to existing
menus. You can attach items such as frequently used views, tables, filters, and macros to
existing menus quite easily. Specific procedures for adding elements such as views and tables
to menus are included in the chapter in which they were created. Usually, such elements can
be added to a menu by turning on a Show in Menu option in the item’s definition.

N OTE
Customized menus, like other toolbars, are different from elements such as views, tables,
and filters because menus are part of the application file rather than a project file. As a
result, changing them makes them available to all projects you create or edit on your
computer. They are stored as part of the GLOBAL.MPT file that is used as a basis for all
projects you create or open on your machine.

When you want to change the name of a menu bar item or create a new menu bar item, you
are, in effect, creating a custom menu bar. The next few sections focus on editing items on
existing menu bars and creating new menu bars.
To add commands to a menu, follow the steps outlined in the sections earlier in this chapter
for adding commands to toolbars. The next few sections focus on customizing options that
are unique to menus.
➔ To learn more about the steps for altering the appearance of the toolbars and menus, or to add new
commands to toolbars and menus, see “Customizing Toolbars,” p. 925.
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Customizing Menu Bars 943

Adding New Menus to a Menu Bar

You can add a new menu either directly on a menu bar or as a submenu underneath a menu.
To accomplish this, you must have the Customize dialog box displayed.
To add a new menu, follow these steps:
1. Right-click any toolbar and choose Customize from the Toolbar shortcut menu, or
choose View, Toolbars, Customize. The Customize dialog box appears.
2. Select the Commands tab.
3. Scroll down the list of categories and select New Menu. The only option that appears 23
in the Commands list is New Menu.
4. Drag the New Menu command to the place on a menu bar, or on an existing menu,
where you want to insert the new menu (see Figure 23.17).

New submenu added to Format menu

New menu on menu bar

Figure 23.17
You can add new
menus to the menu
bar or inside existing
menus.

Drag New Menu from Commands list

to create a new menu or submenu

• Inserting a new menu directly on the menu bar—When you drag the New
Menu command to the menu bar, a thick capital I symbol appears on the menu
bar. Release the mouse when this symbol is in the location on the menu bar
where you want the new menu to appear.
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944 Chapter 23 Customizing Toolbars, Menus, and Forms

• Inserting a new menu within an existing menu—Drag the New Menu com-
mand to the menu bar, next to the menu you want to place it under. When the
list of commands on that menu appears, drag the mouse down to the exact posi-
tion between the existing commands where you want the new submenu to appear.
Release the mouse.

Renaming Menus and Commands

After you have added a new menu to a menu bar, you should name the menu and add com-
23 mands to it. The Customize dialog box must be open to do this. To rename a menu, right-
click the menu name to see the list of display options. In the Name text box, replace the
default name with the name you want to use for the menu. Press Enter to accept the name
change. To rename a submenu, click the main menu. Then right-click the newly inserted
menu to change the name.
Most menus and commands have a keyboard hotkey that can be used to activate the menu
or command via the keyboard instead of the mouse. These hotkeys are represented by the
underscored letter in the menu. For example, the hotkey for the File menu is F. You desig-
nate a hotkey in the Name text box by using an ampersand (&) in front of the letter that is to
be used as the hotkey. For the File menu, this appears in the Name text box as &File.
Likewise, the Format menu name appears as F&ormat in the Name text box.
You should make certain that the letter you are using for a hotkey is not already being used
by another menu or command. For a menu bar, you only need to look at the other menu
names, not the commands underneath those menus. So if you are adding a new menu to the
menu bar, the letters F, E, V, I, O, T, P, C, W, H are already used by the File, Edit, View,
Insert, Format, Tools, Project, Collaborate, Window, and Help menus.
If you are adding a menu or command to an existing menu, you only need to look at the
words on that specific menu to make sure you are not using duplicate letters. So if you are
adding a new command to the Format menu, you only need to look at the words on the
expanded Format menu to avoid duplicating hotkeys.

N OTE
If you happen to set duplicate hotkeys within a menu, selecting the commands requires
extra steps. For instance, if you have two commands on a menu that both have the letter
H as the hotkey. Once you open the menu and press H, the first command from the top
of the list with that hotkey is highlighted but does not execute a command, as it normally
would. To perform that command, you must then press Enter. If you press H again, the
second menu command with the hotkey H is selected. You have to then press Enter to
execute the second command.
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Customizing Menu Bars 945

Adding Items to a Menu

You add items to menus by using the same basic techniques that you use to add buttons to
toolbars. With the Customize dialog box open, simply select the category and item you want
to add and drag it onto the menu bar. When you position the command between two exist-
ing commands, the new item drops into place. When you drag the item to a menu, a capital
I indicates the position of the command. Figure 23.18 shows the Project Statistics command
being added to a new menu. If you are adding items to an empty menu, there are no com-
mands to use for positioning. If you pause over the menu name, a box appears, in which you
can place the item. 23

Figure 23.18
Add items to a new
menu by dragging
commands from the
Customize dialog box.

The following are several different types of items you can add to a new menu bar:
■ Commands—Any command can be added to a new or standard menu. You simply
choose the command from either the category in which the command is listed or from
the All Commands category listed toward the bottom of the list. All Commands is an
alphabetical listing of every command in Project.
■ Built-in menus—You can add other built-in menus to the new menu. If you choose
the Built-in Menus category, a complete listing of menus that are installed with
Microsoft Project appears.
■ Special items—Many other items appear in menus besides commands and menus.
These are often grouped in lists. For example, on the View menu you see lists of differ-
ent types of views, and on the Window menu, you see a list of open project files.
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946 Chapter 23 Customizing Toolbars, Menus, and Forms

Removing and Restoring Menus and Commands

If you no longer use a menu or a particular command, you can remove it from a menu bar
or from within a menu. To remove menus or commands, perform the same steps you use to
remove buttons from a toolbar—that is, simply drag them off the menu bar. The Customize
dialog box must be open before you can remove menus and commands.
If you have customized a menu and removed some of the default commands from menus,
you can restore the standard Project menus and commands to their original settings by
restoring the menu bar.
23
CAUTION
Restoring the menu bar removes any custom menus you have created.

To restore the menu bar, follow these steps:

1. Display the Customize dialog box.
2. Select the Toolbars tab.
3. Choose Menu Bar from the list of toolbars.
4. Click Reset. A warning message appears, to confirm resetting the menu bar.
5. Click OK.
6. Close the Customize dialog box.

Moving Menus and Commands

The new Rearrange Commands dialog box allows you to quickly add, remove, and/or
arrange commands on toolbars and menu bars.
➔ For more information on utilizing the Rearrange Commands dialog box, see “Rearranging Command
Buttons,” p. 932.
You can rearrange the order of the menu commands on the menu bar by dragging the menu
name to a different location. You can also reorder the commands within a particular menu
in the same way that you rearrange toolbar buttons. The Customize dialog box must be
active for you to rearrange the order of the menus or commands.
When you select a menu or command name to move, a heavy border indicates that the
name is selected. Hold and drag the name to its new location. As you move the name, the
mouse pointer changes to a thick capital I. When the name is in the new location, release
the mouse button.

Changing the Attributes of a Menu or Command

Each menu item has a set of attributes, or display options, that you can change. One of
these options is the name that appears on the menu, discussed in the section “Renaming
Menus and Commands,” earlier in this chapter.
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Customizing Menu Bars 947

Another attribute is whether these items are separated into groups. Horizontal bars in the
menus distinguish one group from another. The way you designate a group is by right-
clicking the command that will be the first command in the group while the Customize box
is open. The list of display options then appears on a shortcut menu. To add a horizontal
separator bar, click Begin a Group. A check mark appears in front of the option to indicate
that a separator bar has been added. You remove a separator bar from a menu item by
selecting the item and removing the check mark.
To learn more about group box behavior, see “Working with Group Boxes” in the
“Troubleshooting” section at the end of this chapter. 23

Managing Toolbars with the Organizer

Toolbars are global objects in Microsoft Project and are attached to the application in gen-
eral rather than to a specific project. As a result, toolbars are stored as part of the
GLOBAL.MPT file and are available for all projects you create, review, or edit. Changes you
make to the various toolbars are also stored in the GLOBAL.MPT file.
➔ To learn more about how useful the Global template is, see “The Global Template: GLOBAL.MPT,”
p. 104.
There might be times when you create a custom toolbar or edit an existing toolbar and want
to copy it to another computer system, such as a laptop or a home computer. At other times
you might want to include a special toolbar as part of a file you are sending to a coworker.
Toolbars that are attached to project files can’t be displayed directly from the project. When
you want to make a toolbar available on a different computer, you can copy it to a project
and then, on the other system, copy it from the project into the GLOBAL.MPT file. The
Organizer also provides options for renaming and deleting toolbars.
➔ To learn all about how to work with the Organizer, see “Working with the Organizer and the Global
File,” p. 107.
To copy and rename a toolbar, follow these steps:
1. From the menu bar, choose Tools, Organizer. The Organizer dialog box appears.
2. Select the Toolbars tab in the Organizer. On the left side of the dialog box is the
GLOBAL.MPT file; on the right side of the dialog box is the active Project file. Typically
there are no toolbars listed in the active file.
3. Select the name of the toolbar you want to rename from the GLOBAL.MPT file, and then
click Copy.
4. The toolbar name appears in the active file, listed on the right, as shown in Figure
23.19.
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948 Chapter 23 Customizing Toolbars, Menus, and Forms

Toolbars tab in GLOBAL.MPT

Local copy of the toolbar

Figure 23.19
The Toolbars tab of
the Organizer shows
the named toolbars
that are stored in the
GLOBAL.MPT file.

23

Click to copy the toolbar to the local file

TIP
If the project file you want to use doesn’t already appear above the box on the right side
of the Toolbars tab on the Organizer dialog box, select it from the Toolbars Available In
drop-down list.

5. Select the toolbar name you just made a copy of on the right (in your active file) and
click Rename. The Rename dialog box appears.
6. In the Rename dialog box, type the new name for the copied toolbar and click OK (see
Figure 23.20).

Figure 23.20
You should rename
the local copy of the
toolbar before cus-
tomizing it to avoid
confusion.

Make sure the name you type is not a name that is used by another toolbar. For exam-
ple, if you copied the Tracking toolbar, you could rename the copy My Tracking or
Custom Tracking to differentiate it from the original Tracking toolbar.
7. Close the Organizer.

Figure 23.21 shows that a copy of the Tracking toolbar has been renamed Custom Tracking
and placed in the NEWPROD.mpp project file. You can move this file to another computer. On
the second computer, you would reverse the process to use the toolbar: Copy Custom
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Customizing Forms 949

Tracking into the GLOBAL.MPT file on the second system. The toolbar will then be available
to all users of Project who share this version of the GLOBAL.MPT file.

Figure 23.21
A toolbar copied into
a project file must be
copied into the
GLOBAL.MPT tem-
plate before it can be
accessed.
23

Customizing Forms
Custom forms are pop-up data entry forms that resemble dialog boxes. These forms give
you quick access to fields that might not be displayed on the current view. Using a custom
form enables you to access a field that contains the information you need without changing
views. This section identifies some of the features that are available for using custom forms
and reviews the procedures for accomplishing these tasks.
Project provides a number of different forms that you can use to perform some of the most
common tasks. You can, for example, use the Update Task form when you need to track the
progress of a Project task. You can edit built-in forms by moving information around, but
you can’t add additional fields or delete fields. As a result, you might want to design your
own custom forms. The Custom Form Editor, which is one of the server applications in
Windows, is used to create custom forms.
Custom forms can be attached to toolbar buttons, to a menu, or to a hotkey. You cannot
place a custom form in a pane and then use the form to scroll through the task list or
resource list. The task(s) or resource(s) selected when you activate the form is affected by
any entries you make. When you click the OK or Cancel button on the form, the form is
removed from display.
Because you have to display a custom form for a selected task or resource, these forms are
inappropriate as a primary vehicle for original data entry. To provide continued access to
fields that are not included in a standard view, it would be most efficient to create a view
that incorporates a custom table. You can then design and display the custom view in the
Task Sheet view or the Resource Sheet view.
To learn more about using custom forms, see “Making Your Custom Forms Work” in the
“Troubleshooting” section at the end of this chapter.
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950 Chapter 23 Customizing Toolbars, Menus, and Forms

➔ For guidelines on creating custom views, see Chapter 21, “Customizing Views, Tables, Fields, Filters, and
Groups,” p. 833.

Reviewing the Forms Supplied with Microsoft Project

Microsoft Project includes custom forms for both task and resource data. Each of these pre-
defined forms is designed to accomplish a specific task, as described in Table 23.1.

Table 23.1 Custom Forms Supplied with Project

23 Form Description

Task Data Forms

Cost Tracking Tracks the cost information for tasks and provides some progress information.
Earned Value Examines project performance, utilizing planned, scheduled, and actual cost of
work data.
Entry Submits basic task information.
PERT Entry Submits duration estimates—Optimistic, Expected, and Pessimistic.
Schedule Tracking Tracks the duration and percentage completed and displays scheduled task
dates and variances.
Task Relationships Displays the list of predecessors and successors for the selected task(s).
Tracking Tracks task duration progress.
Work Tracking Displays duration and tracks actual work progress.

Resource Data Forms

Cost Tracking Displays cost information.
Entry Submits basic resource information.
Summary Displays the overall cost and work-tracking variances.

Work Tracking Displays work-tracking information.

Like other elements in Project, forms are either task or resource oriented. For example, if a
task-oriented view, such as a Gantt Chart view, is active onscreen when the Work Tracking
form is opened, the form displays and accepts entries for the task work values. But if a
resource view, such as the Resource Sheet view, is onscreen, the Work Tracking form dis-
plays resource work values that cannot be changed in the form. Some forms do not even
open if the active view is the wrong type. Edits to the Summary form are allowed only if a
resource view is active onscreen.

Using Custom Forms

The Custom Form dialog box in Project is attached to the Tools menu. To make a form
more accessible, you might want to attach it to a toolbar button or a hotkey. Procedures for
using the menus to access a form and for attaching forms to toolbar buttons and hotkeys are
described in the following sections.
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Customizing Forms 951

Using the Menu to Display a Form

When you want to display or edit information for one task or resource, you select the task
or resource before displaying the form. When you want to display or edit information for
multiple tasks or resources, you select all tasks and resources before displaying the form.
Remember that entries made to the form when multiple tasks or resources are selected
affect all selected tasks or resources.
To display a custom form by using the menu, follow these steps:
1. Select the task(s) or resource(s) you want to edit. 23
2. Choose Tools, Customize, Forms. The Customize Forms dialog box appears (see
Figure 23.22). If a task is selected, the task forms are listed. If a resource is selected, the
resource forms are listed.

Figure 23.22
Task and Resource
forms are available
through the
Customize Forms
dialog box.

3. Select the desired form from the Forms list.

4. Click Apply.
5. Edit or view field values for the selected task(s) or resource(s).
6. Click OK.

Assigning a Hotkey to Display a Form

To make a form you use frequently more accessible, you might want to assign a hotkey to it.
To assign a hotkey to a custom form, follow these steps:
1. Choose Tools, Customize, Forms to open the Customize Forms dialog box.
2. Select the form to which you want to assign to a hotkey from the Forms list.
3. Click Rename. The Define Custom Form dialog box appears (see Figure 23.23).
You can use this dialog box to change the name of the form or to change the hotkey
assignment.
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952 Chapter 23 Customizing Toolbars, Menus, and Forms

Figure 23.23
Use the Define
Custom Form dialog Change form name
box to rename a form
or assign it a new
hotkey.

Enter single letter for hotkey

23 4. Select the Key box and type the letter that you want to use to activate the custom form.
This must be a single letter; numbers, the Alt key, and function keys cannot be used.
When the user presses the Ctrl key with the letter designated here, the form will be dis-
played.

TIP
The letters in a hotkey are not case sensitive, so it doesn’t matter whether you type an
upper- or lowercase letter in the Key box on the Define Custom Form dialog box.

CAUTION
Be careful to avoid creating hotkeys that are already assigned to other tasks. The only
keys available for assigning to forms are A, E, J, L, M, Q, T, and Y. When you try to use
another reserved character in the Key box of the Define Custom Form dialog box, you
are warned that it’s reserved for use with Project and you are instructed to select a
different character.

5. Click OK to save the key assignment.

To use the hotkey you have assigned to a form, first select a task or resource for which you
want to display the form, and then press the hotkey combination.

Assigning a Toolbar Button to Display a Form

To assign a form to a toolbar button, you need to access the Customize Tool dialog box.
You can access this dialog box directly from the Project window, without first displaying the
Customize dialog box. To open the Customize Tool dialog box and assign a form to a tool-
bar button, follow these steps:
1. If you need to create a button to use to access a form, see the section “Adding and
Removing Command Buttons,” earlier in this chapter.
2. Press the Ctrl key and click the button you want to use to display the form. The
Customize Tool dialog box appears (see Figure 23.24).
3. Select the Command drop-down list box and scroll the Form commands to find the
form name you want to access through the toolbar button.
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Customizing Forms 953

TIP
To indicate the name of the form you want to access through the toolbar button, you can
also type Form “form name” in the Command drop-down list box, where form name
is the name that appears in the list of custom forms.

4. Choose the Description text box and type the description you want to display in the
tooltip when you hover your cursor over the button
5. Click OK to save the button definition.
23
Figure 23.24
Open the Customize
Tool dialog box to
assign a form to a
toolbar button.

After you assign a toolbar button to a form, select the task or resource and click the new
button.

Creating a New Custom Form

When the custom forms that come with Microsoft Project do not contain the fields of data
and information you need, you can create your own custom form or modify an existing
form so that it includes the fields you need. As with creating custom toolbars, you can cre-
ate a new custom form by copying an existing form and modifying it to meet your needs, or
you can create a new custom form from scratch.
The Custom Form Editor enables you to add fields to a custom form and modify the
appearance of existing fields by sizing them or repositioning them on the form. You can also
use the Custom Form Editor to set the placement of the form on the screen when you acti-
vate it.
When you create a form from scratch, the Custom Form Editor displays a small outline of
a dialog box in the center of the screen (see Figure 23.25). A form is comprised of this dia-
log box area and a title bar for the form. Each custom form, by default, includes an OK but-
ton and a Cancel button. These buttons are positioned on the right side of the dialog box.
You can select and add the other information that you need to the form.
When you create a new form by customizing a copy of an existing form, the existing form is
positioned in the Custom Form Editor screen. Figure 23.26 displays a Copy of Entry form
in the Custom Form Editor screen.
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954 Chapter 23 Customizing Toolbars, Menus, and Forms

Figure 23.25
Initially, a custom
form contains only
the OK and Cancel
buttons.

23
Figure 23.26
A copy of an existing
form can be used to
create a new form;
the copy displays the
existing form layout,
which you can edit.

Opening a Form in the Custom Form Editor

Regardless of the approach you want to use to create a new custom form, you need to open
the Custom Form Editor. To display the Custom Form Editor and modify a form, follow
these steps:
1. Choose Tools, Customize, Forms. The Customize Forms dialog box appears.
2. Click New to create a new form, or select a form from the list and click Copy to base
the new form on an existing form.
3. Type a name for the custom form in the Name field of the Define Custom Form
dialog box.
4. Assign a hotkey letter in the Key field, if desired.
5. Click OK.
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Customizing Forms 955

Sizing and Positioning a Customized Form

You can use the mouse to resize the form being edited by using the same procedures you use
to size windows or other dialog boxes: drag the borders or corners of the box to any desired
dimension within the Custom Form Editor window. To reposition the form in the window,
drag the title bar until the form is properly positioned. To change the position or size set-
tings for the form’s dialog box, follow these steps:
1. Display the form in the Custom Form Editor window.
2. Select the dialog box outline by clicking once anywhere on the box, or choose Edit,
23
Select Dialog.
3. Double-click the Form dialog box or choose Edit, Info to display the Form Information
dialog box, as shown in Figure 23.27.

Copied form Use this dialog box to set positioning

Figure 23.27
You use the Form
Information dialog
box to position or
resize a form.

X value is the horizontal position from the left Use to center the form onscreen
Y value is the vertical position from the top

4. Enter values in the X and Y text boxes if you want to manually set the horizontal and
vertical positions of the form.
The values in the X and Y boxes refer to the resolution values used in the screen dis-
play. A value of 1 in the X text box places the box at the left edge of the screen. A value
of 100 places the left edge of the box 100 pixels from the left of the screen. If your
screen resolution is 800 pixels wide, then a value of 400 would place the left edge of the
box at the center of the screen. Similarly, the values in the Y box locate the top edge of
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956 Chapter 23 Customizing Toolbars, Menus, and Forms

the form relative to the top of the screen. Select the Auto check boxes to center the
form on the Microsoft Project screen. The X and Y values can be set larger than the
current display resolution (effectively having the box not shown on the screen when it is
displayed).
5. Enter values in the Width and Height check boxes to set the dimensions of the form.

Placing Items on a Form

Examples of items that you might place on a form include fields with values from the data-
23
base, text, borders, groups, buttons, and check boxes. Most forms automatically include OK
and Cancel buttons. You can place additional items on forms by using commands from the
Item menu. As you add each item, you should position it on the form, and you might need
to adjust the size of the form to accommodate all form items. In the following activities, you
will add items to the blank form pictured in Figure 23.25.

N OTE
You might be accustomed to selecting multiple objects in drawing and graphics
programs—for example, Microsoft PowerPoint—and choosing options to align them left,
right, middle, and so on. There are no alignment features for items placed on a form in
the Project Custom Form Editor. Furthermore, you cannot select more than one item at a
time. You need to place each item individually and keep an eye on each item’s X,Y coor-
dinates to make sure it lines up with other items on the form.

Placing Text on a Form

Text items are labels; they identify the information contained on a form. For example, to
identify a resource name on a custom form, you would include the word Resource as a text
item and place it beside the field resource Name.
When you add a text item to a form, a text box containing the word Text is outlined as a
placeholder on the form. To replace the default word Text with the information you want to
display on the form, select the word Text and type the desired label. The text placeholder is
sized according to the width of the form. As a result, if the text you want to add to the form
does not fit into the text placeholder, you need to adjust the size of the form, reposition
items on the form, and drag the text placeholder to accommodate the message. After you
complete the text entry, you can reposition, size, or even delete the text item. When the text
item is positioned and complete, click a neutral area of the form to deselect the text item.
The position of a selected text item appears in the status bar. You can use these position
indicators to position the text item, or you can double-click the text item to display the Item
Information dialog box and specify an exact location for the item. You can also select the
text item and then choose Info from the Edit menu.
Figure 23.28 shows the first text item that was added to the blank form. You can use the
mouse to drag the item to another location.
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Customizing Forms 957

Item menu lists four types of objects allowed on forms

Figure 23.28
A new text item con-
tains generic text that
you can replace with
more meaningful text.

23

Move or resize added item

Placing Field Values on a Form

You can create custom forms to report information about a selected task or resource in an
active project. To do this, you need to add a Field item to the form. Field items access pro-
ject information and display it in the Customize Forms dialog box.
You can allow users to edit project file information directly by using the custom form.
When you want to restrict editing, you can designate that the field be displayed as read-
only. Reposition the field item or resize the display of a field item by using the same tech-
niques used to reposition and size text items.
To add a field value item to a custom form, follow these steps:
1. Display the form in the Custom Form Editor window.
2. Choose Item, Fields. The Item Information dialog box appears.
3. Select a field from the Field drop-down list.
Because the list includes fields of information contained in the project, placing a field in
the form pulls the information from the project and reports the information for the
selected task or resource each time you activate the custom form.
4. Choose Show as Static Text to make the data read-only, preventing users from editing
that field in the form, if desired.
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958 Chapter 23 Customizing Toolbars, Menus, and Forms

5. Click OK. The field item appears on the form as displayed in Figure 23.29. The field
item that appears in the example is designed to display the duration of the selected task.
6. Reposition or size the field item as needed.

New field added

Figure 23.29
Field items access
information from the
23 project.

Modify the position

of the field

Set field as read-only

Placing a Group Box on a Form

Group boxes allow you to create sections on a custom form so that you can group related
information. A group box is merely a formatting tool that provides a boundary line around
fields on a form. You can then add fields to a form and place them inside the group box.
The same basic procedures are used to add a group box to a form that you use to add a text
item to a form.
You can then name the group box to summarize the relationship of the fields it contains.
Enter the text that you want displayed at the top of the group box while the new group item
is still selected, and then use the mouse to position the group box at the desired location.
You might need to adjust the size of the form to accommodate a group box. Positioning a
group box on top of existing items hides other items from view.
To add a group box to a custom form, choose Item, Group box in the Custom Form Editor.
A new group box placeholder appears on the custom form and displays the default name
Group, as shown in Figure 23.30. Add the desired items to the form and move them into
the group box, positioning them as desired. Adjust the size of the group box as required.
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Customizing Forms 959

Figure 23.30
Group boxes provide
visual orientation for
form items.

23

Placing Buttons on a Form

You can add two control buttons to a custom form: the OK button and the Cancel button.
Each form can contain only one of each button, and they are added by default when you
create a custom form. You can delete the buttons if desired, or you can move them to a new
location on the form. If you add a new OK or Cancel button to a form that already contains
these buttons, the editor simply replaces the original button with the added one. You use the
same procedures to place a button on a form that you use to place other items on a custom
form; that is, open the form in the Custom Form Editor window and choose Item, Button.

Saving a Form
To save the form and continue working on it, choose File, Save in the Custom Form Editor.
When the form is complete, choose File, Exit to return to the Project screen. If unsaved
changes exist when you try to exit the form, you are prompted to save the form again.

Renaming, Editing, and Copying Custom Forms

Forms you create are attached to the project in which they were created. Therefore, to use a
form in another project, you need to copy the form to the other project or to your
GLOBAL.MPT file. The Customize Forms dialog box provides access to the Organizer. Use the
same techniques to copy custom forms to another project or the GLOBAL.MPT file that you use
to copy views, tables, and other project-level elements. You can also use the Organizer to
delete custom forms or rename them. The Customize Forms dialog box can be used to edit
an existing form, to make a copy of a custom form, or to rename a form.
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960 Chapter 23 Customizing Toolbars, Menus, and Forms

Renaming Custom Forms

You can rename a custom form by using either the Customize Forms dialog box or the
Organizer. To change the name of a form by using the Customize Forms dialog box, start by
choosing Tools, Customize, Forms to display the Customize Forms dialog box. Then select
from the Custom Forms list the form you want to rename and click Rename.

Editing or Copying Custom Forms

You can edit an existing custom form when you need to add or remove items but don’t want
to create a completely new form. Editing an existing form places it in the Custom Form
Editor window, and you can use techniques described earlier in this chapter to add and
remove items. It might be better to make a copy of an existing form and experiment with
your changes on the copy rather than jump straight to editing the only copy of a form.
To edit or copy a form, start by choosing Tools, Customize, Forms to display the Customize
Forms dialog box. Click Copy or Edit, supplying a form name if needed, and the Custom
Form Editor opens and displays the form for you to edit.

Managing Forms with the Organizer

You create and save custom forms in the project file that is active when you create the form.
You can use the Organizer to copy a custom form to another project file or to the
GLOBAL.MPT file so that it’s available for every project. You can also use the Organizer to
delete or rename forms.
The Organizer is available through the Tools menu. You can also choose Tools, Customize,
Forms to display the Custom Forms dialog box and then click on the Organizer button.
➔ To learn more about the techniques and procedures you can use to rename, delete, and copy forms,
see “Working with the Organizer and the Global File,” p. 107.

Troubleshooting
Removing Toolbar Buttons
I can’t remove a button from the toolbar. What am I doing wrong?
Be sure the Customize dialog box is open when you are adding or removing toolbar buttons.
Otherwise, clicking the button automatically performs the commands of the macro that is
attached to the button. When the Customize dialog box is open, Project knows you’re
working with the toolbars rather than issuing commands by using the toolbar buttons.

Strange Toolbar Button Behavior

Sometimes when I click a toolbar button, the command doesn’t execute—the Customize Tool dialog
box opens instead. What’s going on?
This happens when you have the Ctrl key held down while selecting a toolbar button. You
might have been using the Ctrl key to select tasks or resources that are not next to each
other. Be sure to let go of the Ctrl key before pressing a toolbar button.
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Troubleshooting 961

Disappearing Custom Toolbars

I customized my toolbars at the office, but when I open a project on my system at home, the default
toolbars appear. Where are my customized toolbars?
The toolbars you customized are attached to the application on the system you were using
when you customized them. Actually, they are attached to the GLOBAL.MPT file on the system
you used to do the customizing. To install them on your machine at home, you can copy
your customized toolbars into an active project, copy that project to your home system, and
then copy the toolbars into your home system’s GLOBAL.MPT file.
To make all the items in the GLOBAL.MPT on your machine at work available on your machine
at home, you need to copy the GLOBAL.MPT file on your machine at work to a disk and
replace the GLOBAL.MPT file on your home system with the one you copied from the office
computer.

Working with Group Boxes

When I move an item into a group box, the text box doesn’t move with it. Is that really how it’s sup-
posed to work?
Yes it is. You have to move each piece of data and each item separately into a group box.

Making Your Custom Forms Work

I created a custom form, but now I can’t figure out how to use it. How can I make it work?
You can display the form from the Customize Forms dialog box by selecting the form and
then clicking Apply. This, however, takes away the advantage of creating the form in the
first place. Therefore, you will probably want to assign the custom form to a menu, to a
hotkey, or to a toolbar button, to make accessing it more efficient.
31 0789730723_ch23.qxd 1/12/04 2:24 PM Page 962
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PART
VIII
Using Project Server and Project
Professional
24 Introduction to Microsoft Office Project Server 2003 965

25 Enterprise Project Administration 985

26 Enterprise Project Management 1029

27 Enterprise Resource Management 1069

28 Enterprise Collaboration 1119

32 0789730723_pt08.qxd 1/12/04 2:25 PM Page 964
33 0789730723_ch24.qxd 1/12/04 2:25 PM Page 965

CHAPTER
24
Introduction to Microsoft Office
Project Server 2003

In this chapter
Enterprise Project Management Using Project Server 2003 966
System Architecture and Requirements 968
Planning for Enterprise Information Sharing 970
Planning for Global Settings 975
Using Enterprise Global Settings 978
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966 Chapter 24 Introduction to Microsoft Office Project Server 2003

Enterprise Project Management Using Microsoft

Office Project Server 2003
The concept of enterprise project management is a very popular trend in project manage-
ment. Microsoft Project Server 2003, as did Project Server 2002, answers the needs for
managing and reporting on projects and resources for an entire enterprise. Microsoft
Project Server 2003 uses the underlying technology platform of the desktop project man-
agement software to create a way to view and manage resources and projects for full enter-
prise visibility. It includes supporting functions such as viewing and managing timesheets,
status reports, issues, risks, and documents. All of these functions together help the portfolio
management office (PMO) establish a full array of enterprise standards, processes, and
reports.

N OTE
24 The terms program management office, project management office, or portfolio manage-
ment office are interchangeable. For the purposes of this book, we use PMO to mean
portfolio management office.

Key components of Microsoft Office Project Server 2003 include the following:
■ Enterprise-level resource management that provides a single repository for all resources
already assigned to projects or available for project assignment
■ Enterprise-level portfolio management that enables project and resource modeling and
analysis across groups of projects
■ A broad security model for controlling access to, viewing of, updating of, and publish-
ing of enterprise and detailed project information
■ Advanced reporting capabilities
■ Collaboration and global template capabilities that help standardize communication
and enterprise processes for more accurate and consistent data

What Is Enterprise Thinking?

Enterprise-level project management is the management of projects, project resources, and the
interrelationships between projects and resources, aggregated at the department, organiza-
tion, or enterprise level.
This takes your organization from individual projects on the desktop with conflicting or
duplicated information to full project enterprise visibility. Team members, executives, and
managers will be able to see all or a subset of similar projects to better understand the scope
of the work of their organization, and the way resources are being used. Because of this, the
project manager and all members of the organization will need to start thinking more
globally—how their project schedule and their management processes relate and contribute
to the whole enterprise business picture.
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Enterprise Project Management Using Microsoft Office Project Server 2003 967

Microsoft Office Project Server 2003 provides the base repository, user interface, and
reporting tools required to enable enterprise-level project management. The project man-
agers of an organization can put the full array of projects, grouped in various ways such as
department or business solution, into a Project Server that allows all people to see the pro-
jects for portfolio analysis. Resource managers or functional managers can review how the
resources assigned to those projects are used, and determine the organization’s resource uti-
lization on a global or project-by-project scale. The project manager and project team can
use collaboration tools such as email, status reports, and a timesheet function, and can easily
communicate status, issues, risks, and progress on a project. And finally, the entire project
team can find project-related documents in one place, instead of searching around to find
critical information to project success.
The organization, via the PMO or some other organization like PMO, will need to create
or enhance current processes and procedures to fully implement the enterprise solution suc-
cessfully. As with any repository, to use the data from Microsoft Project Server 2003 effec-
tively requires planning roles, rules, and processes. 24

Reading Part VIII

Each of the chapters in Part VIII, “Using Project Server and Project Professional,” about
enterprise project management is targeted at the functions that you might perform in spe-
cific roles using Project Server 2003 as follows:
■ This chapter focuses on enterprise thinking and an overall view of Project Server 2003.
This will help you see how all the pieces of Project Server 2003 fit together from a
portfolio manager’s perspective.
■ Chapter 25 describes functional system administration of Project Server 2003 for the
PMO system administrator and others who need to know what settings are required to
create the enterprise views your organization needs.
■ Chapter 26 describes Project Web Access and Project Professional from a PMO and
project manager’s perspective.
■ Chapter 27 describes how executives, resource managers, and project managers view
and use the resource information that is available via Project Web Access and Project
Professional.
■ Chapter 28 describes how team members will use the document management and col-
laboration features of Project Web Access, including time tracking, status reporting,
managing to-do lists, issues, risks, and document management.
■ Under “Customizing and Administering Project Server Access” at www.quehelp.com, you
can find information on how user administration and security are performed by the
Project Server administrator.

This part of the book will also use the example of the Elkhart Software Company to illus-
trate many of the concepts of using the enterprise environment.
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968 Chapter 24 Introduction to Microsoft Office Project Server 2003

System Architecture and Requirements

This section provides the technical information you need to know before planning, deploy-
ing, and using Project Server 2003, including the following:
■ Products associated with Microsoft Office Project Server 2003
■ Software required in order to successfully install the Professional edition
■ How the software works together to create the full functionality

System Architecture
The products that comprise Microsoft Office Project Server 2003 are shown in Figure 24.1.

Figure 24.1
Users

• Project managers
• Some resource managers • All Project 2003 users • Other Users
To be fully functional,
• Administrator (PMO)
24 Project Server 2003
requires companion
products, as shown
Client

in this figure.
Project Professional Project Web Access Office XP

IIS 6.0 or later

Project Server business objects

Server

Windows SharePoint Services

SQL Server Project Server (tables)

SQL Server Windows SharePoint Services (tables)

Windows 2003 Server or later

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System Architecture and Requirements 969

Resources and projects are stored in SQL Server through Microsoft Project Server. Other
project collaboration data such as documentation, risks, and issues can be stored in the same
SQL Server using Microsoft’s Window SharePoint Services.
Together, Microsoft Project Server, Microsoft Windows SharePoint Services, and the SQL
Server database are known as the Microsoft Project repository or database. The information
stored in a Project Server 2003 repository can be accessed via Microsoft Project Professional
or via Internet Explorer with a Microsoft Project Web Access license.

N OTE
The workgroup functions of Microsoft Project Standard 2003 will no longer be available
in versions after Project Server 2003 and are hidden in Project Server 2003. With that in
mind, this section will focus on the enterprise coupling only and Standard will not be
discussed.

24
Microsoft Office Project Server 2003 Software Product and Version
Requirements
To plan the deployment of Microsoft Office Project Server 2003, you need to know in
detail the release levels of all associated software. The following sections specify these soft-
ware version requirements for each product that is required to run Project Server 2003.

N OTE
The Microsoft Project Professional 2003 client and server components can both be
installed on the same PC.

Client-Side Requirements
The following products must be installed on a user’s system in order for the full
Professional edition capabilities to be available to that user:
■ Microsoft Windows 98, NT, 2000, Me, or XP
■ Microsoft Project Professional 2003 (for project managers and administrators only)
■ Internet Explorer 5.01 and above

N OTE
Each user must have a Microsoft Project Web Access license to access the Microsoft
Project Server 2003 repository.

■ Microsoft Office XP (only for users who need to create Portfolio Analyzer views)
■ Office Web Components (OWC)
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970 Chapter 24 Introduction to Microsoft Office Project Server 2003

N OTE
A version of OWC that allows users to read predefined views, but not create new views,
ships on the Microsoft Project CD. If a user accesses Project Web Access to view certain
views and doesn’t have Office Web Controls installed, the OWCs are installed from the
Project Server. Users who want to create views must have a licensed copy of Office XP
installed on their system.

Server-Side Requirements
The following products must be installed on a system that contains Project Server in order
for the full Project Server 2003 edition capabilities to be available to that user:
■ Microsoft Windows 2000 Server, Service Pack 1 (SP1) or above
■ Microsoft SQL Server 2000, SP3 or later or MDSE with SP3
■ Microsoft SQL Server 2000 Analysis Services, SP3 for OLAP reporting (Portfolio
24 Analyzer functions)
■ Microsoft Internet Information Server (IIS) 5.0 or above (IIS 6.0 is recommended for
extended functions)
■ Microsoft Project Server 2003

N OTE
You must use Microsoft Windows Server 2003 or later on the machine on which you
have installed Windows SharePoint Services for using document management, issues,
or risk features. Otherwise, Project Server 2003 does not require Windows 2003.

Previous Version Compatibility

For project publishing functions, Microsoft Project Server 2003 is compatible with
Microsoft Project 2002. Furthermore, Microsoft Project Server 2003 is compatible with
Microsoft Project Professional 2002. Microsoft Project Professional 2002 can publish pro-
jects to Project Server 2003 and Microsoft Project Professional 2003 can publish projects to
Project Server 2002. Microsoft Project Server 2003 is not compatible with Project 2000.

Planning for Enterprise Information Sharing

PMOs are responsible for planning the data, processes, and roles necessary to capture,
report on, and analyze project and resource information in the enterprise. The goal of plan-
ning is to enable the gathering and reporting of the information the organization wants to
use and report on.
A good place to start your planning is with business questions. When you know the ques-
tions that the business needs answered, you can determine which data is required from
Microsoft Project Server 2003 to help answer those questions. Key business questions
might be
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Planning for Enterprise Information Sharing 971

■ What is my organization’s capacity for work?

■ What skill bottlenecks exist in my organization?
■ What would be the impact to other projects if we added this new project to our portfo-
lio of projects?
■ What is the cash flow for my projects?
■ What is my portfolio of projects, and how do they meet our business imperatives?
■ What would happen if I shifted the way projects are prioritized?
■ What would happen if I added or removed resources that have specific skills?

Answering these questions requires that accurate, timely, and consistent information be
available to the business leaders in an organization.
A business typically charters a PMO to establish and manage the planning, roles, rules, and
processes associated with enterprise-level project management and the business questions
your organization needs to have answered.
24

Planning Enterprise Roles and Group Responsibilities

The capabilities and functions of Microsoft Project Server 2003 are associated with a default
set of user groups and roles. The variety of capabilities and roles can be overwhelming at
first. Microsoft Project Server 2003 is most easily understood if thought of in terms of capa-
bility and group roles, as described later in this section. The list illustrates the correlation
between the various capabilities or functions and the major user roles.

TIP
The roles shown later in this section may or may not fit your current organizational lan-
guage or operating structure. After reading through this chapter, you might want to con-
sider your organizational structure in order to refine or improve the roles defined.

Keep the roles in mind as you are reading Part VIII. They will help you understand how
the various capabilities are used and when and by whom they are used.
Microsoft Project 2003 predefines seven distinct Project users, known as groups:

Group Roles
Administrators Installing, configuring, and maintaining the Microsoft Project
Server repository and suite of associated tools, supporting the
user community, and managing Project Server 2003 databases
Making changes to the enterprise global template
Importing resources and schedules
Creating portfolio analysis models
Creating and managing views
Checking in enterprise projects and resources if necessary
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972 Chapter 24 Introduction to Microsoft Office Project Server 2003

Group Roles
Executives Viewing and analyzing the enterprise project and resource
information in the repository from a business perspective by
using the Project Center and the Resource Center
Portfolio managers Defining and deploying project management processes, stan-
dards, conventions, and tools
Planning, defining, and entering enterprise project, resource,
and task outline codes and custom codes
Creating enterprise generic resources in the enterprise
resource pool and assigning enterprise resource outline codes
to them
Creating enterprise project schedule templates
Plan OLAP cube generation
24 Viewing and analyzing the enterprise resource and project
information from an organization perspective: uses Project and
Resource Centers for analysis
Project managers Using enterprise templates to quickly generate initial sched-
ules
Viewing and analyzing the enterprise resource information in
the repository from a project perspective using the Resource
Center
Viewing and analyzing their project information in the reposi-
tory using the Project Center
Saving schedule versions in the Microsoft Project Server
repository
Using the enterprise resource pool via Enterprise Team
Builder to assign project generic resource tasks to actual
resources
Resource managers Making sure information about each resource is kept up-to-
date in the repository
Reviewing resource assignments
Performing resource analysis, modeling, and forecasting using
the Resource Center and Portfolio Modeler
Team leads Assisting resource managers and project managers with
resource and project management
Team members Entering data about their tasks’ progress, status, issues, and
risks into the repository via Project Web Access.
Managing to-do lists
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Planning for Enterprise Information Sharing 973

Each of the seven groups has unique responsibilities associated with setting up and using
Microsoft Project Server 2003. The roles listed in the preceding list are the Microsoft
Project Server 2003 defaults. In this book, all examples use the default roles and groups.

N OTE
It’s important that you assign people to their proper groups. Keep in mind that people
can hold multiple roles. For example, if someone holds both team member and team
lead responsibilities, you should assign him/her to both groups.

Planning Enterprise Project Management Processes

In addition to planning the roles that your organization needs, you need to define and
implement the key project management processes and deliverables needed to support port-
folio management. For example, many organizations are creating a front-door process for
projects. The purpose of the front-door process is to make sure that a project does the fol- 24
lowing:
■ Meets business objectives
■ Has a viable business case
■ Has viable schedules and plans
■ Has a sponsor and customer
■ Has an assigned priority
■ Is not performing redundant work
■ Has an architecture that conforms to corporate standards

Another key process that many organizations struggle with is the project progress tracking.
Creating viable plans and schedules through a front-door process is a good start, but a
month after a project begins, you need to think about some other issues: How much
progress has been made? Is the project ahead of or behind schedule? Is it above or below
budget? How is the project doing in terms of resources required and resources actually
working?
Reporting accurate project progress information in a timely manner is a prerequisite for
providing business leaders with the data required to manage the business. Microsoft Project
Server 2003 provides the repository, user interface, reporting, and analysis mechanisms
required to support all of these processes and more. However, Microsoft Project Server
2003 cannot improve an organization’s project and portfolio management environment by
itself. Each organization needs to establish or adjust the infrastructure mechanisms around
Microsoft Project Server 2003 in order for the tool to truly benefit the organization.

Planning for Enterprise Projects

The project managers of an organization will create project schedules based on the stan-
dards and processes set up by the PMO. It is important that these projects are set up in
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974 Chapter 24 Introduction to Microsoft Office Project Server 2003

some consistent fashion so that the data is accurate and reflects similarly across all projects.
The best way to do this is to set up enterprise project schedule templates for the various
kinds of projects in your organization. Resources should be consistently applied from the
resource pool. The project managers need to consistently baseline, publish, and update their
schedules as necessary. However, to make sure these schedules reflect the reporting needs of
the organization, Microsoft Project Server 2003 uses project attributes, known as enterprise
project outline codes, and the project manager will assign these project outline codes to each
of their projects. When the enterprise project outline codes are assigned to projects, project
data can be viewed and analyzed in a variety of ways, using the Project Center, Resource
Center, and Portfolio Analyzer.

Planning for Enterprise Resources

The resource manager and/or the portfolio manager will establish the resources available as
team members for projects. They will assign the attributes to each resource (such as rates,
24 employee type, or skill set). Attributes are defined via enterprise resource outline codes.
These resources are added to the resource pool, a repository of resources, available in the
enterprise global area of Project Professional. The resource manager and/or portfolio man-
ager will also help the organization decide if they want to use only actual resources or estab-
lish generic resources (such as a “programmer” or “tech writer” that can be assigned to a
task prior to knowing who will actually work on it). Also, they would want to define whether
local resources (resources added to a project schedule, but not from the resource pool) are
acceptable to indicate contractors or temporary workers in the enterprise environment.
They will need to define the processes around proposed (a resource that may possibly be
used on the project) versus committed (the resource is definitely assigned to the project)
resources on a project. They will also need to decide whether the enterprise should use
resource calendars or some other way to account for a resource’s non-project related time.

Reporting
The last item you want to consider is the kinds of reports you want to see. Although much
of this will be discovered in your analysis meetings as you discuss enterprise project and
resource outline codes, you will want to discuss the kinds of problems you want to be able to
analyze so that you can decide what kinds of data and reports you need to create. Besides
creating project or resource outline codes, you may also need to create custom codes to cap-
ture other data important to your organization. Some examples of how you might use enter-
prise outline codes or custom fields for reporting are
■ If your organization wants to report on resource bottlenecks by skill (for example, pro-
grammer [Web, Visual Basic, and C++]) and location (for example, Seattle and Denver),
you’ll need to define an enterprise resource outline code for each resource skill and
location, and then associate the enterprise resource outline codes with each enterprise
resource. After project managers assign those resources to their schedules and begin to
report actual work accomplished, you can use the enterprise resource outline codes to
report on which types of programmer are most in demand, which are least in demand,
what the demand peaks and valleys are, and so on, by location.
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Planning for Global Settings 975

■ If your organization wants to report on project schedule or budget performance by cus-

tomer or sponsor, you need to define enterprise project outline codes that identify all
possible customers and sponsors. Portfolio managers then assign each project a cus-
tomer and sponsor from the list defined by the customer and sponsor enterprise project
outline codes. When these projects are under way, you can group projects using those
enterprise project outline codes.
■ If your organization wants to report on project costs associated with capital and
expense, and if you can assume that all labor costs within a certain project phase are
either capital or expense, you can create enterprise resource custom fields that tag non-
labor resources as either capital or expense. When projects are underway, you can gen-
erate custom reports by using the enterprise custom field information that provides all
labor and non-labor capital and expense costs for the project. (Make sure that your cus-
tom reports meet the capital and expense business rules for your business rather than
simply follow the pattern outlined in this example.)
24

Planning for Global Settings

As described previously, you will need to plan for how you will view and manage the roles,
processes, projects, resources, and reporting that will be used in your enterprise project
management environment. One of the most important aspects of this is to plan your project
and resource attributes, called enterprise outline codes in Project Server 2003. To do this,
you may need a series of planning meetings with key people in your organization.

Planning Project Attributes

First, you will decide the attributes you want to assign to projects. Do you want to be able
to report on projects by which department they belong to, which customer they belong to,
or what project lifecycle they are currently in? Do you want particular data for each task in a
project, such as status or associated cost center?
To establish a set of project and task attributes for your organization, you need to first deter-
mine all information that needs to be reported about projects and tasks.
For instance, Elkhart Software has offices in Denver and Seattle. Some projects are located
in Seattle, and some in Denver. Elkhart Software also has multiple customers and several
internal project sponsors to oversee the projects. Elkhart Software would therefore need to
create three enterprise project outline codes: location (Denver and Seattle), customer (the
customers), and sponsor (the sponsors). Elkhart Software additionally wants to be able to
report on each project by priority and state. For each task, Elkhart Software has decided
that they want to be able to report on each project’s task billing code.

Planning Resource Attributes

To establish the set of resource skills and attributes for your organization, you need to first
determine all information that needs to be reported about resources.
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976 Chapter 24 Introduction to Microsoft Office Project Server 2003

The most important resource attribute you will need to establish is the resource breakdown
structure (RBS). This attribute establishes how managers can view their resources. For
example, the RBS might be the organization or department a resource works in, such as IT,
Operations, or Finance. The manager of the IT department may have views that allow them
to view all IT personnel, but not those resources in Operations and Finance.
Another attribute might be the location of the resource. Let’s consider an example in which
Elkhart Software has offices in Denver and Seattle. Some resources are located in Seattle,
and some in Denver. It would be useful to be able to attribute either Denver or Seattle to
each enterprise resource so that managers can look at resource usage by role and location.
Resource skills might include project manager, technical writer, system administrator, tester,
trainer, and developer.
You can begin planning your enterprise resource definitions by determining what roles peo-
ple have played on your project teams. You can refer to past and current projects, and create
a list of skills that have been required on those projects.
24
When you have determined the skills needed by the organization, you might want to break
down the definitions further. For example, instead of simply listing the skill programmer, you
might want to have information on different types of programmers, such as Web, Visual
Basic, and C++ programmers. Or, you could associate skill levels, such as junior and senior,
with each skill. You might also want to consider skills that you might need in the future, not
just the current ones.
➔ You can also assign multiple skills to each resource. To learn more about this, see “Enabling Multiple
Skills per Resource,” p. 1087.
➔ The way to enable the gathering and reporting of customized information for an organization is through
outline codes and custom fields. For more information, see “Creating and Using Custom Outline Fields,”
p. 854.

Other Planning Considerations

Besides enterprise outline codes to help with analysis and reporting of project and resource
data, you will want to consider the following other planning activities.

Plan for Consistent Project Schedules

Make sure all project managers in your organization use consistent methods and data input
techniques to produce the project schedules. Using enterprise project schedule templates
helps ensure that this happens. You will want to make sure they all use the enterprise calen-
dar, which accounts for your company’s holidays, and you will want to ensure that all sched-
ules have the same custom fields if you are trying to collect special data for each task in a
project (such as billing code or status for each task). You will additionally want to consider if
you would like to use Versions. Versions are snapshots of projects and associated schedule
data. By saving a project plan as different versions, a project manager can create several
copies of the plan for internal project team use, while keeping at least one version,
Published, available for external use.
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Planning for Global Settings 977

Plan for Consistent Views in Project Professional

Also, you might want to make all input consistent by setting enterprise views, Gantt Charts,
timescale settings, and other preferred enterprise styles for viewing project schedules in
Project Professional.

Plan for Managing Time Reporting

You will need to decide how you would like to report time to capture actuals in your project
schedule, and to capture timesheet data from your team members. You may want to
■ Input actuals data directly into the project schedule and not use the timesheet applica-
tion
■ Use the timesheet application and allow project managers to decide whether they want
to collect actuals based on % complete, total actual hours, or hours day-by-day
■ Use the timesheet application, but ensure enterprise consistency by allowing project
managers to capture data in only one of three ways: collect actuals based on % com- 24
plete, total actual hours, or hours day-by-day
■ Use the timesheet application and capture actuals on a day-by-day basis for the entire
enterprise, and lockdown time reporting periods so that team members cannot enter
time except during actual periods. This is a new feature of 2003, and provides excellent
auditing capabilities for your organization.
■ Add review and functional manager approval processes and functions to your timesheet
processes. This is a new feature that allows someone other than the project manager to
also review and approve timesheets.
■ Create a process for adjusting actuals and using the feature in Project Server 2003 for
the adjustments. This would be used only with the new lockdown feature of 2003.

Plan for Collaboration and Document Management

You will want to decide on how your project managers and their teams will want to use the
collaboration and document features in Project Server 2003.
■ Your organization will need to decide whether it wants to use status reports regularly to
keep the project manager aware of task or project status apart from the task status
updates recorded via time reporting.
■ Your organization will want to decide whether it wants to use issues to help manage
problems that occur in the course of a project.
■ You will want to decide whether you would like to use risk management for your pro-
jects to document and analyze possible jeopardy items or opportunities for your project.
This is a new feature for Project Server 2003.
■ You might want to store and track all your project’s documents using a document man-
agement method and the tool within Project Server 2003. New to this feature in
Project Server 2003 is the capability to manage versions, and have check-in/check-out
capabilities to ensure more document management integrity.
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978 Chapter 24 Introduction to Microsoft Office Project Server 2003

Plan for Roles, Security, and Views

Your organization will also need to plan for
■ The roles you will use (project manager, portfolio manager, and so on)
■ System access rules to Project Server 2003 based on those roles
■ Access rules to the data stored and viewable in Project Server 2003 based on those roles
(for instance, a team member should not be able to view resource rate information)

Using Enterprise Global Settings

When you are ready to use the Project Server 2003 environment, there are two places you
will set up your data: Microsoft Office Project Web Access and Microsoft Office Project
Professional. Project Web Access contains many of the global settings under the Admin tab,
and the settings you choose are reflected mostly in Project Web Access views and functional
24
pages. Some settings, however, will be reflected in Project Professional. Figure 24.2 illus-
trates the Home Page of Project Web Access.

Admin tab

Figure 24.2
Project Web Access
contains the Admin
tab where you will set
up global configura-
tions.

You will also set up and use many enterprise features in Project Professional itself, especially
Enterprise Global. You will enter the resource pool information in the Enterprise Global
feature, and you will configure enterprise settings for Project Professional itself to help
standardize your project schedule processes. Figure 24.3 illustrates the Project Professional
interface.
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Using Enterprise Global Settings 979

Figure 24.3
Project Professional
contains the enter-
prise global template
where you set up the
resource pool and
enterprise outline
codes and custom
fields.

24

Using Enterprise Project Outline Codes to Create Project Attributes

After you create a list of project attributes and their values, you will configure them in
Project Professional using Enterprise Project Outline Codes. The Elkhart Software
Company has decided to use the project attributes shown in Table 24.1.

Table 24.1 Project Attributes Example

Project or Task
Attribute Value
Client Internal
IT
Operations
Finance
Marketing
Product Business Unit
External
Government
Local
State
Federal
Large Business
Small Business
Location Denver
Seattle
Los Angeles
Atlanta
Houston
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980 Chapter 24 Introduction to Microsoft Office Project Server 2003

Project Cycle Active

Postponed
Closed
Proposal

Status Ahead of schedule

On time
Behind schedule 1 week
Behind schedule 2 weeks or more

To enter the outline codes and their values, you will select Tools, Enterprise Options, Open
Enterprise Global in Project Professional. You will use Custom Outline Codes tab and
select the Project radio button.
To add project outline codes to projects themselves, so that you can start reporting on the
project attributes, the project manager will enter the codes upon saving the project schedule
24 the first time.

Using Enterprise Resource Outline Codes to Create Resource Attributes

After you create a list of resource attributes and their values, you will configure them in
Project Professional using Enterprise Resource Outline Codes. The Elkhart Software
Company so far has decided to use the project attributes shown in Table 24.2.

Table 24.2 Resource Attribute Example

Resource Attribute Value
RBS IT
Operations
Finance
Marketing
Product Business Unit
Location Denver
Seattle
Los Angeles
Atlanta
Houston
Skillset IT
Programmer
C++
Visual Basic
Web
Database Analyst
Technical Writer
Manager
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Using Enterprise Global Settings 981

To enter the outline codes and their values, you will select Tools, Enterprise Options, Open
Enterprise Global in Project Professional. You will use Custom Outline Codes tab and
select the Resource radio button.
Two special resource outline codes require that you enter them as particular enterprise
resource outline code numbers: the Resource Breakdown Structure (RBS) requires code 30,
and enterprise resource multi–value (ERMV) codes require codes 20 through 29.
To add resource outline codes to resources themselves, so that you can start reporting on
the resource attributes and easily view all resources by a particular skill set, the portfolio
manager will enter the codes when adding resources to the resource pool.
To report on project or resource attributes, you will need to move the enterprise outline
codes into Project Center and Resource Center views in Project Web Access.

Creating Consistent Project Schedules

The best way to create consistent project schedules is for project managers to follow similar 24
processes and use standard data entry requirements when building project schedules. One of
the best ways to facilitate this standardization is to use enterprise project schedule templates.

Using a Project Schedule Template

Project templates can greatly simplify the planning steps that project managers are faced
with when starting a new project. With a project template, task names, task durations, link-
ages, work, and/or resource assignments can be predefined. Project managers can change
them, but they give each project manager a quick and easy way to begin building a project
schedule from a known starting point. Often these templates contain best practices learned
from previous projects.
To open an enterprise template, select File, New. Under the Templates heading, select On
My Computer. Select the Enterprise Templates tab in the Templates dialog box.

Using Project Versions, Including the Published Version

You may create versions if your organization would like to create different copies of your
project schedule.
By default, Microsoft Project Professional establishes a system version called Published.
Because the Published version is associated with features such as timesheet reporting
(timesheets only show assignments from the Published system version), the Published ver-
sion cannot be deleted from the system.
➔ For information on creating new and deleting old versions of a project plan, see “Managing Project
Versions,” p. 999.
As a part of planning, the portfolio manager and others from a planning team need to
decide what versions the organization may use. The Project Server administrator predefines
the versions that are available to Microsoft Project Professional users. When versions are set
up, all project information can be saved to any of the predefined versions.
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982 Chapter 24 Introduction to Microsoft Office Project Server 2003

The first time you save a project to the Project Server, you are prompted for a schedule
name and version. If you save the project to a file, the project name and version are stored as
part of the filename, separated by a period (for example, Denver A.Published). This provides
backward compatibility (files can be saved with a filename such as Denver A.Published.mpp
and opened with Microsoft Project 2000 or 2002), as well as a unique naming scheme.
Saving a project without changing the version overwrites any information that has already
been saved in that version of the project. To save a different version type, click Save As and
select a new type.
Versions other than the Published version are useful for a number of tasks, including the fol-
lowing:
■ Performing full comparisons between versions of schedules, including added/deleted
tasks and assignments, constraints, and other changes that are not saved in baselines
■ Performing trend analysis between versions saved at regular intervals
24
■ Performing what-if analysis on scenarios that the user might not want to make public or
to affect the current or published version
■ Following company approval cycles or project life cycles

Resources are included in a version, but they are not associated with versions. If enterprise
resource pool information (for example, availability, calendars, outline codes) changes, the
information is not retroactively applied to existing versions. Resource assignments, however,
do reflect the version of the project to which they belong at the time the version was cre-
ated.
In order to be active, cross-project links must occur between projects saved with the same
version. For example, if you saved Project A as Version 1 and it is cross-linked to Project B,
Project B must also be saved as Version 1. If it is not, the cross-project links become static
or orphaned and do not update properly.

Creating Consistent Views in Project Professional

To help create standard processes and data entry in Project Professional, the portfolio man-
ager may want to set up common views and formats. To do this, the administrator will open
the enterprise global and change any global settings using the following general instructions:
■ Select Tools, Enterprise Options, Open Enterprise Global in Project Professional.
■ Select Tools, Options and review the default fields in the tabs being displayed. You
might want to change items such as the Hours per day field on the Calendar tab.
■ Select Format, Text Styles and change the color or format of how tasks items such as
milestones, summary tasks, or critical path tasks display in projects. You would do that
by selecting the item you would like to format in the Item to Change field drop down
list in the Text Styles dialog box, then selecting your formatting changes to it.
■ Create new views that are appropriate for the project managers in your enterprise. You
might also add columns such as Work Actual Work or custom fields to the Enterprise
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Using Enterprise Global Settings 983

Gantt Chart while the Enterprise Global is open. Your project managers might be
instructed to always use the Enterprise Gantt Chart to enter their schedule data, to
ensure they enter the kind of data your organization requires.

Configuring Time Reporting

Select the method of time reporting your organization wants to use and configure it for
your organization.
If you choose not to use timesheets, in Project Web Access, select Server configuration, and
under the Select heading select the features that you want to make available to users in the
Project Web Access section. Select Deny for all task-related permissions. The timesheet will
not display at all for your organization. You will decide how your organization will want to
reflect task completion directly in your schedules.
If you choose to use timesheets but not lockdown the time periods, in Project Web Access,
select Customize Project Web Access. Specify the default method of time tracking, and 24
under the Lock Down Defaults, select either Allow Project Managers to Change the Default
Method for Reporting Progress if a Different Method Is Appropriate for a Specific Project,
or Force Project Managers to Use the Progress Reporting Method Specified Above for All
Projects. The latter selection will set a standard time reporting method for all timesheets.
However, to make sure resources can enter time without having locked down time periods,
Select Non Managed Periods - Allow Project and Project Web Access Users to Update
Actuals.
If you choose to use timesheets and lock down time periods, which will create an auditable
time reporting method, in Project Web Access, select Customize Project Web Access.
Under the Specify the Default Method for Reporting Progress on Tasks, select Hours of
Work Done per Day or per Week: Resources Report the Hours Worked on Each Task
During Each Time Period.
Also, under the Lock Down Defaults section, select Force Project Managers to Use the
Progress Reporting Method Specified Above for All Projects. In the Time Period settings,
select Managed Periods - Allow Only Project Web Access Users to Update Actuals During
Open Periods. Set up the time periods in the displayed grid. You will continue to open and
close time periods using this grid.

N OTE
You must use the preceding method to configure Managed Timesheet Periods. Also, if
you use this method, you cannot use any other method for time reporting other than
Hours of Work Done per Day. You will not be able to use % Complete or Actual Work.

Using Collaboration and Document Management

To use the collaboration functions of status reports, issues, and risks, allow the permissions
for groups to see the Status Reports page, Issues page, and Risks page in Project Web
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984 Chapter 24 Introduction to Microsoft Office Project Server 2003

Access. You will ensure that the permissions are set by selecting Project Web Access,
Manage Users and Groups, and selecting the group to set its permissions. If you allow the
permissions for groups to View Risks, View Issues, and View Status Report List, then
resources will see the risks and issues for the projects to which they are assigned and will be
able to respond to the status reports that project managers create. If you choose to use doc-
ument management by allowing the View Documents permission, then the resources within
the group you select can use the Documents page to access file folders with project docu-
ments.

Managing Roles, Security, and Views

To manage roles select Project Web Access, Manage Users and Groups. To manage security
and create security templates, select Manage Security in Project Web Access. To create and
modify views, such as the Timesheet view (the Tasks page), the Resource Center, the Project
Center, or Portfolio Analyzer, select Manage Views in Project Web Access. Under
24 “Customizing and Administering Project Server Access” at www.quehelp.com, you can find
information on how user administration and security are performed by the Project Server
administrator in Project Web Access.
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CHAPTER
25
Enterprise Project Administration

In this chapter
System Administration 986
Project Web Access Administration 986
Managing Views 987
Building OLAP Cubes and Updating Resource Tables 994
Managing Project Versions 999
Database Administration and Management 1001
Project Professional Administration 1004
Managing the Enterprise Global Template 1007
Using Enterprise Outline Codes and Custom Fields 1010
Managing Enterprise Project and Resource Calendars 1018
Performing Enterprise Global Backup and Restore 1019
Importing Resources 1021
Importing Projects 1024
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986 Chapter 25 Enterprise Project Administration

System Administration
Once you have planned how you want to configure your enterprise environment, you will
need to implement the decisions your team made. This chapter introduces how to use
Project 2003’s administrative functions to configure and manage Project 2003.
The system administrator has to take an active role in Project 2003 for a couple reasons. The
administrator must establish a Project server’s users, groups, and security levels. Also, all the
views in Project Web Access have to be created by the administrator, and the administrator
must give specific groups of users rights to display those views. Unless otherwise specified, all
functions described in this chapter require administrative rights to the Project server.
The role of system administrator has several functions, and may be performed by one per-
son or several people depending on how your organization wants to set up and manage your
enterprise environment. An administrator may exist in the PMO and establish the settings
according to PMO standards and processes. You may also have an administrator that sets up
and manages the users, groups, security and other overall system features. This chapter will
discuss all administrative functions, but will focus on the major administrative functions
from a portfolio management aspect, as well as all items related to Project Professional
setup.
➔ For detailed information about establishing users, groups, features, and security, see “Customizing and
Administering Microsoft Project Server” on the CD accompanying this book.
25
This chapter discusses the administration from two perspectives: what you need to do for
and within Project Web Access and what you need to do for and within Project Professional.

Project Web Access Administration

All administration functions to set up Project Web Access are under the Admin tab of
Project Web Access. This tab will only display for those who have been given administration
authority. Under this function you will set up
■ Users of Project Web Access and their access rights.
■ Overall organization data rights (called permissions) allowed for your enterprise.
■ Groups for all of Project 2003, and their rights to data.
■ Categories, which further define what kind of data the groups may access.
■ Views, which define the format of the data for the groups and categories you define.
■ How you want your Project Web Access pages to be formatted, such as for Gantt Bar
format and group intervals. You will also be able to change the default menu and home
page appearance.
■ How you want to track actuals (time reporting) for your project schedules.
■ How you want to set up email and Windows SharePoint Services.
■ The OLAP cube, which sets update timeframes and range of data needed for the
Portfolio Analyzer reporting view.
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Managing Views 987

You will also perform some data management functions, such as checking in projects and
resources, and deleting project tasks, status reports, resources, and projects from the data-
base if needed.

Users, Groups, and Permissions

Users are set up in Project Web Access to establish their authorization into Project Web
Access. Their usernames and other access information are established to help in the autho-
rization. This is different than establishing them as resources for projects. That is done via
the resource pool in Project Professional. Each user is then assigned to a group, such as pro-
ject manager or administrator (although each user is assigned to the default group of team
member).
You can now integrate more easily with Microsoft Active Directory. Active Directory is a
feature in Windows Server 2000 or Server 2003 that establishes security objects, such as
users and groups for system networks. If your organization uses the Active Directory in
Windows Server, Project 2003 now allows your organization to sync up the users and
groups established in Active Directory to the users and groups in Project Server. This way,
you only need to create security in one location: Active Directory. You can also use the
Active Directory to sync up resources that you want to add to the resource pool.
Each of the groups established for the organization has permissions assigned to them. For
instance, the project manager group permissions may be set so that project managers may 25
view only their own projects in Project Center, but not others. At the same time, they may
not be allowed to see Portfolio Analysis reporting or use the function called “delegate tasks.”
Each group, also, may be associated with a category which defines what set of data they may
be able to view. For instance, the My Projects category may be set to allow project managers
to view only the projects they own or are assigned to, or may be set to allow them to see all
projects in the organization.
➔ For detailed information about users, groups, categories, and security via permissions, see “Customizing
and Administering Microsoft Project Server” on the CD accompanying this book.

Managing Views
As the Project Server administrator, you are responsible for creating and modifying the
Project Center, Resource Center, Timesheet, and Portfolio Analyzer views, as well as setting
permissions for users to see these views.
The following sections provide information on creating and modifying Project Center,
Resource Center, and Timesheet views.
➔ For details on creating or modifying Portfolio Analyzer views, see “Creating a Portfolio Analyzer View,”
on the CD accompanying this book.

Creating and Modifying a Project Center View

To create a Project Center view, you need to select Admin, Manage Views, Add View and
then select the Project Center radio button.
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988 Chapter 25 Enterprise Project Administration

To modify a Project Center view, you need to select Admin, Manage Views and then select
the Project Center view that you want to modify and click Modify View.
In Project 2003, you now have the ability to copy an existing view to modify a view.
The functionality and options associated with creating and modifying a Project Center view
are identical, except that the view’s current configuration information is displayed when
modifying a view.
For example, if you want to add the Location enterprise project outline code to the Project
Work view, you need to perform the following steps:
1. In Project Web Access select Admin, Manage Views.
2. Select the Work view underneath Project Center and then click Modify View. The
screen to add or modify a Project Center view is divided into sections, as shown in
Figure 25.1:

Figure 25.1
You need to enter the
information required
to create a new
Project Center view.

25

• View Type—The view type is already set to the Project Center view when you
are modifying a Project Center view. However, you need to select it if you are
creating a new Project Center view.
• View Name and Description—The view name must be unique. Pick a name
that describes either the type of view or the view’s user(s), so that users can easily
recognize the view in the Project Center screen. The Description field is accessi-
ble only to the administrator, and it can be used to define the view in more detail.
• Fields—This section consists of two panes. The pane on the right side defines
the Microsoft Project fields that are currently defined for the View. The left pane
contains the list of Microsoft Project fields that are available for use in the view
but have not yet been included. You can move fields between panes by selecting
fields and clicking the Add, Remove, or Remove All buttons.
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Managing Views 989

• In the Field Width field just beneath the right pane, you can define the width you
would like to display for the field to display in the view. The default is to allow
Microsoft Project to automatically adjust the column width for the field.

N OTE
Three fields—Project Name, Start, and Finish—are predefined for Project Center views and
cannot be removed.

• After the desired fields have been added to the Project Center view, you can
change the sequence in which the fields are displayed in the view by using the Up
and Down buttons.
• The top field in the right pane when you are defining the view will appear on the
far left in the Project Center view, the second field from the top in the right pane
will appear second from the left, and so on, when the view is displayed.
• Splitter Bar—The Splitter Bar feature allows you to choose where you would
like the splitter bar to appear in the view. You can change the default number pix-
els displaying in the field.
• Gantt Chart Format—The Gantt Chart Format section allows you to choose
the type of Gantt Chart or custom Gantt Chart you want to use to display infor-
mation. The default Gantt chart value is Gantt Chart (Project Center). You can 25
change this value by selecting the drop-down list box and selecting an alternative
Gantt Chart value.
• Grouping Format—The Grouping Format section allows you to associate a
unique grouping format with different views. You might want to do this to pro-
vide visual cues for users about the view that is being used. The default grouping
value is timesheet. You can change this value by selecting the drop-down list box
and choosing an alternative grouping value.
• Default Group, Sort—You can select the default groups and/or sorting order
you would like to appear on the view. The user may change the group or sort
when they use the particular Project Center view, and press the Revert button on
the Filter, Group, Search section of the screen to return to the default settings.
• Outline Levels—You can select the default outline levels for this view. This fea-
ture allows the administrator to set a view from summary level views to full level
detail views.
• Filter—You can optionally specify filters to be applied to a view when you define
the view. If you specify a filter, it is applied to the raw data before the view is dis-
played. For example, you could filter the view to display only projects in Denver.
There are four components to each filter:
Field—You can click the cell under the Field column header to see a drop-
down list box of all fields that can be used as part of a filter.
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990 Chapter 25 Enterprise Project Administration

Operator—You can click the cell under the Operator column header to see a
drop-down list box of all the operators that can be used to test against the con-
tents of the corresponding Field cell.
Value—This field specifies the value that is being tested by the operator.
And/Or—Up to three separate fields can be tested, if necessary, using logical
And and Or operations. If you select And, the data must pass all tests for it to
be excluded from the view. If you select Or, the data is excluded if any of the
tests are passed. For example, if you specify Generic equals Yes And RBS
equals USA.Denver, all resources that are both generic and have the location
code USA.Denver are excluded. If you specify Generic equals Yes Or RBS
equals USA.Denver, all resources that are either generic or have the location
code USA.Denver are excluded.
• Categories (Optional)—You can control which users will be able to see and use
the view by selecting and adding the desired categories. Users associated with cat-
egories that are defined as belonging to this view will then be able to see the view
in the Project Center.
The Categories section consists of two panes. The pane on the right side defines
the categories that the view currently belongs to. The left pane contains the list of
available categories. You can move categories between panes by selecting cate-
gories and clicking the Add, Add All, Remove, or Remove All buttons.
25
3. Select Enterprise Project Outline Code1 from the list of available fields. Click Add.
4. Select Enterprise Project Outline Code1 at the bottom of the list of displayed fields,
and click the Up button as many times as necessary to move the code where you want it
to display in the project view.
5. Click Save Changes.
6. In Project Web Access navigate to Project Center and make sure the Work view is
selected.
7. Select the Filter, Group, Search tab, and from the Group By pull-down list, select
Location. Your projects should now be grouped by location, as shown in Figure 25.2.
Remember that your enterprise project outline codes may be named differently than the
codes shown in the figure.

N OTE
You can use the horizontal scrollbar at the bottom of the project list to find newly added
enterprise project outline code. Remember that you can change the column placement
by using the Up and Down buttons in the Modify Views page (where you add or modify
fields within a view).
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Managing Views 991

Figure 25.2
Data (Work, for
example) will roll up
in the way it is
grouped.

Creating or Modifying a Resource Center View

Microsoft Project Web Access has one Resource Center view, called Resources Summary,
installed and created by default in a standard implementation of the product set. You can
create another Resource Center view by selecting Admin, Manage Views, Add View and
then selecting the Resource Center radio button. As with the Project Center, you can copy
an existing view to make modifications as well. 25

To modify a Resource Center view, you need to select Admin, Manage Views, and then
select the Resource Center view that you want to modify and click Modify View.
The functionality and options associated with creating and modifying a Resource Center
view are identical, except that the view’s current configuration information is displayed when
you are modifying a view.
To create or modify a Resource Center view, follow these steps:
1. Using Project Web Access, log on as the administrator and select the Admin tab.
2. Select Manage Views from either the main screen or the sidepane.
3. To add a new Resource Center view, select Add View, and then select the Resource
Center radio button. To modify an existing Resource view, locate the view in the list,
select the view, and click Modify. The screen to add or modify a Resource Center View
is divided into the sections, as shown partially in Figure 25.3:
• View Type—The view type is already set to the Resource Center view when you
are modifying a Resource Center view. However, you need to select it if you are
creating a new Resource Center view.
• View Name and Description—The view name must be unique. Pick a name
that describes either the type of view or the view’s user(s), so that users can easily
recognize the view in the Resource Center screen. The Description field is acces-
sible only to the administrator, and it can be used to define the view in more
detail.
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992 Chapter 25 Enterprise Project Administration

Figure 25.3
You need to provide
the information
required to create a
Resource Center view.

• Fields: Select the Fields You Want Displayed in the View—This section con-
sists of two panes. The pane on the right side defines the Microsoft Project fields
that are currently defined for the View. The left pane contains the list of
Microsoft Project fields that are available for use in the view but have not yet
been included. You can move fields between panes by selecting fields and clicking
the Add, Remove, or Remove All buttons.

25 • In the Field Width field just beneath the right pane, you can define the width you
would like to display for the field to display in the view. The default is to allow
Microsoft Project to automatically adjust the column width for the field.

N OTE
Two fields—Unique ID and Resource Name—are predefined for the view and cannot be
removed from a Resource Center view.

After the desired fields have been added to the Resource Center view, you can
change the sequence in which the fields are displayed in the view by using the Up
and Down buttons.
The top field in the right pane when you are defining the view will appear on the
far left in the Resource Center view, the second field from the top in the right
pane will appear second from the left, and so on, when the view is displayed.
• Grouping Format—You use the Grouping Format section to provide visual cues
for users about the view that is being used. The default grouping value is Views.
You can change this value by selecting the drop-down list box and choosing an
alternative grouping value.
• Default Group, Sort—You can select the default groups and/or sorting order you
would like to appear on the view. The user may change the group or sort when
they use the particular Resource Center view, and click the Revert button on the
Filter, Group, Search section of the screen to return to the default settings.
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Managing Views 993

• Outline Levels—You can select the default outline levels for this view. This fea-
ture allows the administrator to set a view from summary level views to full level
detail views.
• Filter (Optional)—You can optionally specify filters to be applied to a view when
you define the view. If you specify a filter, it is applied to the raw data before the
view is displayed. See the four components for applying a filter in the Filter sub-
section of “Creating and Modifying a Project Center View,” previously in this
chapter.
• Categories—Individual users, like views, are linked to categories. If a user
belongs to the same category as a view, that user has access to the view.
The Categories section consists of two panes. The right pane defines the cate-
gories that the view currently belongs to. The left pane contains the list of avail-
able categories. You can move categories between panes by selecting categories
and clicking the Add, Add All, Remove, or Remove All buttons.
• RBS Filter—When the administrator checks the box to implement this filter, the
resources listed in a view will be limited to the resources below the RBS level of
the user who is viewing the resource list.

4. Click OK to save the new or modified Resource Center view. Click Cancel to return to
the Specify Views screen without making any changes.
25

Modifying a Timesheet View

In Project 2003, the Timesheet view allows you to enter other fields into the default
columns already existing for the timesheet as displayed on the Project Web Access Tasks
page. You can only modify the Timesheet view.
To modify the Timesheet view, you need to select Admin, Manage Views and then select the
Timesheet view.
1. In Web Access select Admin, Manage Views.
2. Select the Timesheet view as shown in Figure 25.4, which is the last selection in the
view list, and then click Modify View. The screen is divided into the sections described
below:
• Fields—This section consists of two panes. The pane on the right side defines
the Microsoft Project fields that are currently defined for the View. The left pane
contains the list of Microsoft Project fields that are available for use in the view
but have not yet been included. You can move fields between panes by selecting
fields and clicking the Add, Remove, or Remove All buttons.
In the Field Width field just beneath the right pane, you can define the width you
would like to display for the field to display in the view. The default is to allow
Microsoft Project to automatically adjust the column width for the field.
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994 Chapter 25 Enterprise Project Administration

Figure 25.4
The Timesheet view
allows you to add or
remove fields on the
Tasks page.

After the desired fields have been added to the Timesheet view, you can change
the sequence in which the fields are displayed in the view by using the Up and
Down buttons.
The top field in the right pane when you are defining the view will appear on the
far left in the Timesheet view, the second field from the top in the right pane will
25 appear second from the left, and so on, when the view is displayed.
• Splitter Bar—The Splitter Bar feature allows you to choose where you would
like the splitter bar to appear in the view. You can change the default number pix-
els displaying in the field.

N OTE
In order for the columns to appear in the timesheet on the Tasks page, project managers
must add the new fields to their projects. This is accomplished by using Tools, Customize,
Publish Fields in Project Professional. In the Customized Publish Fields dialog box, the
project manager will move the fields needed into the tasks view, and publish their pro-
ject schedule to the Project Server.

Building OLAP Cubes and Updating Resource

Tables
Project Server uses Online Analytical Process (OLAP) technology to generate OLAP cubes
and then stores the information in Extensible Markup Language (XML) for presentation and
loading into the Project Center pages for the Portfolio Analyzer views. Also, Project Server
updates the resource tables for viewing and reporting based on parameters you specify.
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Building OLAP Cubes and Updating Resource Tables 995

N OTE
OLAP databases are called cubes because they combine the analysis of data from several
dimensions, such as project, resource, and time, with summarized data, such as work
and availability.

OLAP is designed for ad hoc data reporting. It is a way to organize large business databases.
OLAP cubes are organized to fit the way you retrieve and analyze data so that you can easily
create the reports you need.

TIP
OLAP cubes generated by Microsoft Project can be used by other reporting tools. You
can use the tutorial and online documentation (available on Microsoft’s SQL Server
installation CD) to familiarize yourself with OLAP cubes and XML blobs.

N OTE
All new projects saved to a Project server must be saved with the version Published first.
That is, if you want to save a Draft version of a project schedule to the server, you must
first save a Published version.
In addition, there is no way to exclude a project that has a Published version when gen-
erating an OLAP cube. Therefore, Draft schedules published to a Project server are
included when OLAP cubes are generated. You can define an enterprise project outline 25
code called Draft, with the attributes Yes and No, which you can use to filter out all draft
versions when using the Portfolio Analyzer. Or you can use the Project dimension in the
OLAP cube data to manually include or remove the specific projects that you’re inter-
ested in analyzing.

When you create a Portfolio Analyzer view, you have the option to target the view to a
Project Server OLAP cube on the current or a different server. You can also bind the Portfolio
Analyzer view to one of several possible Project Server OLAP cubes. This flexibility allows
you to create several Portfolio Analyzer views that point to a variety of OLAP cubes.
Each Portfolio Analyzer view data is as current as the OLAP cube it is bound to. The Project
Server Administrator must schedule Project Server OLAP server cube updates. Although you
can create multiple, different OLAP cubes, there are no utilities in Project Server to help you
manage them or the Portfolio Analyzer views that bind to them. If you want to create multi-
ple Project Server data cubes within a single Project Server instance, then the Project Web
Access Administrator must manage cube regeneration using manual techniques.

TIP
You can use the Portfolio Analyzer view PivotTable Commands and Options dialog box
(Data Source tab) to change the OLAP cube that the view is currently bound to.
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996 Chapter 25 Enterprise Project Administration

Before Building an OLAP Cube or Updating Resource Tables

Before creating an OLAP cube or updating resource tables, all the following must be true:
■ The Microsoft Project Server must have Analysis Services installed as part of the SQL
Server 2000 product installation.
■ Enterprise-level project or resource outline codes must have been created and stored in
the Enterprise Global file.
■ Resources must have been added to the enterprise resource pool and assigned enterprise
resource code values. For example, to be able to perform skill-based analysis using an
OLAP cube, you must have defined a Skill enterprise resource outline code and
assigned Skill values to the resources in the enterprise resource pool.
■ All projects to be included in the update must have been created using enterprise
resources, and the projects themselves must have been published to a Project server.

Building an OLAP Cube and Updating Resource Tables

If you open Project Web Access and select Admin, Manage Enterprise Features, Specify
Resource and OLAP Cube Updates, you will notice that similar input screens are used for
two different purposes:
■ To generate an OLAP cube that provides the data used by the Portfolio Analyzer.
25
■ To update resource data. Resource data, including resource availability data, is stored in
tables in the Microsoft Project Server database. These tables, which need to be updated
to get new data, are used by tools such as the Build Team from Enterprise tool in
Project Professional. Note that building an OLAP cube automatically updates the
resource table data.

To generate an OLAP cube, you need to perform the following steps:

1. Log on to Microsoft Project Web Access as the administrator and select Admin,
Manage Enterprise Features, Specify Resource and OLAP Cube Updates.
2. Modify the parameters on the Updates to Resources and OLAP Cube screen, as shown
in Figure 25.5.
3. Select the Yes radio button if you want an OLAP cube to be built when either the
Update Now button is clicked or the scheduled time has expired. Select the No button
if you just want to update the resource tables.
4. Enter the OLAP analysis server name. This is the name of the machine that hosts the
analysis server. This option appears only if you are building an OLAP cube.
5. Enter a name for the OLAP cube, as well as a brief description. This option appears
only if you are building an OLAP cube.
6. Enter the date range to be used when creating the OLAP cube. The Date Range sec-
tion controls the scope of the project data that is included in graphs and OLAP cubes.
This option appears only if you are building an OLAP cube.
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Building OLAP Cubes and Updating Resource Tables 997

Figure 25.5
Creating an OLAP
cube automatically
updates the resource
tables in a Project
Server database.

The OLAP cube building process requires a starting date and an ending date from any
of the three available Date Range options. You can select an option by marking the
radio button next to one of the following options:
• Use the earliest project start date and the latest project finish date—This
option provides a date range that spans the entire time period for all projects
within a Project Server database. It selects the first date that any project starts and
the last date that any project finishes. 25
• Use the following date range at the time the cube is built—This option pro-
vides a moving window across the project portfolio. The Values, The Next, and
The Past define the width of the window as it moves across the data in time.
If you choose this option, enter the number of time periods that will define the
beginning and ending dates of the moving window. The time periods can be spec-
ified in days, weeks, or months. When the update process is executed, the start
date is calculated from the date and time of the run and the value from the past.
For example, if the update process runs on 6/1/2004 and the Past value is one
month, the start date is 5/1/2004. Similarly, the ending date is calculated from the
current date and time, with the Next value added to it.
• Use the fixed date range specified below—This option provides a fixed win-
dow across the project portfolio. The From and the To values define the width of
the window. This date window does not move with time.
With this option, both dates are selected from a calendar drop-down list box. You
select the required date from the calendar or by typing it directly into the box.

CAUTION
Use the Fixed Date Range option with care. It is very easy for this date to be changed,
then not changed back, and for data to be reduced without it becoming apparent. This
can in turn affect business decisions that are based on the data.
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998 Chapter 25 Enterprise Project Administration

7. Enter the date range to be used when updating the Resource Availability tables. The
Date Range for Resource Availability section controls the scope of the resource data
that is included in resource tables. This option appears if you are building an OLAP
cube and if you are updating the resource tables.
To update the resource availability tables, you need two dates: the starting date for
update and the ending date. You can select from two options by marking the radio but-
ton next to the desired option:
• Use the Following Date Range for Retrieving Resource Availability Information
• Use the Fixed Date Range Specified Below

8. Enter the update frequency to be used for creating or updating an OLAP cube. The
Update Frequency option appears if you are building an OLAP cube and if you are
updating the resource tables.
There are two ways of maintaining the update frequency of OLAP cube data:
• Scheduled—If the Update Every radio button is selected, the frequency of the
update is defined by the associated number of time periods, type of time period,
and start date. First you need to select the elapsed time period between executions
of the update process. The drop-down list box defines the number of time periods
and whether the time period is days, weeks, or months. Next, you need to select
25 the date and time for the first run in the Start Update On drop-down list boxes.
The first run of the update process occurs on the date and time selected; the sec-
ond and subsequent runs occur after the defined interval has elapsed.
• Update Now—To update the OLAP cube immediately, select the Update Only
When Specified radio button. In this case, the data is updated only when you nav-
igate to this page and click Update Now.
After you click the Update Now button, you need to wait for the OLAP cube to
finish building before you attempt to access the data. This might take several
minutes, depending on the number and size of projects and resources included in
the OLAP cube. After you click the Update Now button, you can determine
when the update process has completed by clicking the Refresh button on your
browser. When the update process has completed, you receive the message “The
cube was successfully built on mm/dd/yy at hh:mm” (or an error message) in the
Current Cube Status section, as shown in Figure 25.5.

9. Click the Save Changes button to save the options selected and initiate any changes to
the update frequency.

Although it might seem reasonable to assume that a higher frequency of data update is pre-
ferred, that is not often the case. Resource management tends to follow a cycle, as does
updating of project plans. The update process should follow that process.
In many organizations this cycle is managed on a weekly basis. Timesheets are updated on a
weekly basis, and project plans are updated to reflect the impact reported in the timesheets,
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Managing Project Versions 999

together with any other changes on the same frequency. These updated plans are saved as
the Published version of a project. Reporting and analysis need to be constant during this
update cycle. A weekly update cycle should provide the timeliness necessary to analyze the
data and to make informed business decisions.

Managing Project Versions

Microsoft Project 2003 gives users the ability to store multiple versions of a project plan.
Each version is a complete copy of the plan at the time it was saved as a new version, and all
the versions are stored on the Project server.
The Published version name is automatically created when Microsoft Project is installed,
and cannot be renamed or deleted. Every project schedule saved to the Project server must
have a Published version, and may have other versions.
The Project server administrator defines the versions other than Published that are available
to the organization. Users can store copies of their plans in any of the available versions
To add a new version name for project managers to use, follow these steps:
1. Log in to the Microsoft Project server as an administrator.
2. Select Admin, Manage Enterprise Features, Manage Enterprise Project Versions. A list
of all currently available versions is displayed, as shown in Figure 25.6. 25

Figure 25.6
You can add, modify,
or delete a project
version.

3. To add a new version, click Add Version and fill in the following fields:
• In the Version field, enter a unique, valid name for the new version. A valid ver-
sion name cannot contain the characters / “ : < > | , . ‘ ? * #.
• In the Version Archived field, select either Yes or No. Archived project versions
will not be updated with active Enterprise Global template or enterprise resource
global data when they are opened; rather, they contain snapshot data from the
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1000 Chapter 25 Enterprise Project Administration

time the project version was saved. This might be useful to show cost information
that utilizes the resource rate at the time of saving the plan rather than the
resource rate currently available in the enterprise resource pool.
• In the Gantt Bar Name field, select a summary Gantt bar type for the new version.

N OTE
You should consider formatting versions so that they can be easily identified by users. To
do this, you can assign one of the six summary version bars available in Project Web
Access to a version.
A version named Draft, for example, can be assigned to Project Summary Version 3. If
you do this, the Draft version’s project summary bar will appear the same in all Gantt
Chart views because the formatting for Project Summary 3 will be the same in all Gantt
Chart views.
Alternatively, depending on your corporate reporting requirements and the number of
versions required to support them, you might choose to have different formats in differ-
ent Gantt Chart views.

4. To keep the changes, click the Save Changes button. If you click Cancel, the changes
are not made.

25 To modify a version, select the version to be changed and then select Modify Version, as
shown in Figure 25.6. The parameters associated with modifying a version are identical to
adding a new version, as described earlier in this section.
To delete a version, select the version to be deleted and then click Delete Version, as shown
in Figure 25.6. For a version to be successfully deleted, there must be no project schedules
currently saved with that version. If project schedules are currently saved with the version
you are trying to delete, you are prompted with an alert that lists the associated projects.
➔ For information on how versions work with cross-project links, see “Using Project Versions, Including
the Published Version,” p. 981.

Adding the Version Field to Views

Since Project 2002, which allows multiple versions, it is possible to have multiple lines in a
view for a single project. Otherwise, you will see the same project listed twice, without
knowing which project version you are viewing. To address this issue, the Version field has
been added to the list of fields available when creating or modifying views.

TIP
Add the Version field to all views that contain the Project Name field, to avoid confusion
and misunderstanding.
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Database Administration and Management 1001

Database Administration and Management

There are several administration functions you will perform in Project Web Access to clean
up and keep the Project 2003 environment up-to-date.

Checking in Enterprise Projects

Microsoft Project prevents users from overwriting each other’s schedules by automatically
checking out projects for the user if read/write access is requested.
While a project is checked out, other users can only read it—they can’t modify it. A user can
save a read-only file with a different filename or version, but he or she cannot overwrite the
original file.
If a user does not correctly check a project back in, the administrator can force the project
to be checked in. To force a check-in of a project, follow these steps:
1. Log in to a Project server as an administrator.
2. Select Admin, Manage Enterprise Features, Check-in Enterprise Projects. A list of all
checked-out projects and who has them checked out appears. Two options, as shown in
Figure 25.7, can be selected from this screen:
• Check-In—The Check-In option resets the flag in the database so that the pro-
ject is stored with checked-in status and is available for other users. 25
• Refresh—The Refresh option refreshes the screen so that it is possible to con-
firm that requested actions have resulted in the expected responses.

Figure 25.7
The administrator can
force the check-in of
an enterprise project.

3. Select the project you want to check in and select the appropriate action (Check-In or
Refresh).
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1002 Chapter 25 Enterprise Project Administration

CAUTION
Before Project checks in the project, a warning dialog box appears, asking for confirma-
tion that the action is correct. If you check in a project that has been checked out, the
user who has the project checked out will only be able to save changes to the database if
he or she saves their checked-out project as a new project.
You must exercise caution when forcing the check-in of an enterprise project. The admin-
istrator is strongly urged to investigate who has it checked out and have that person
check it in whenever possible; otherwise, any data entered by the person who has the
project checked out might be lost.

N OTE
Project Managers can also check in projects they have checked out using Check in my
projects in the side pane of Project Center.

Checking in Enterprise Resources

Microsoft Project prevents users from overwriting changes to the enterprise resource pool
by automatically marking enterprise resources as checked out when the enterprise resource
is opened for read/write access from the enterprise resource pool.
While an enterprise resource is checked out, other users can still add the checked-out enter-
25 prise resource to their projects and assign it to tasks; however, the other users can only read
the enterprise resource’s attributes (such as Max Units or Rates)—they can’t modify them.
If a user does not correctly check a resource back in, the administrator can force the
resource to be checked in. To force a check-in of a resource, follow these steps:
1. Log in to a Project Web Access as an administrator.
2. Select Admin, Manage Enterprise Features, Check-in Enterprise Resources. A list of all
checked-out resources and who has them checked out appears. The two options avail-
able to the user are the same as for checking in enterprise projects, as described in the
section “Checking in Enterprise Projects,” earlier in this chapter.
3. Select the resource you want to check in and select the appropriate action (Check-In or
Refresh).

CAUTION
Before Project checks in the enterprise resource, a warning dialog box appears, asking
for confirmation that the action is correct.
You must exercise caution when forcing the check-in of an enterprise resource. The
administrator is strongly urged to investigate who has it checked out and have that per-
son check it in whenever possible; otherwise, any data entered by the person who has
the project checked out might be lost.
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Database Administration and Management 1003

Cleaning Up the Project Server Database

You can remove tasks, status reports, projects, and resources from the database if needed. To
clean up the database:
1. Log in to a Project Web Access as an administrator.
2. Select Admin, Clean Up the Project Server database. Select the radio button for the
kind of cleanup you would like to perform, as shown in Figure 25.8.

Figure 25.8
You can delete tasks,
resource task
changes, status
reports, to-do lists,
projects, and
resources.

25

3. For Tasks, Resource task changes, and Status Reports, select the time ranges for the
tasks or status reports you would like to delete. For projects and to-do lists:
• Highlight the project or to-do list in the grid. You can only delete one project or
to-do list at a time.

For resources:
• Select the resource from the drop-down box. You can use the default comment,
or enter a new comment about the resource deletion.

N OTE
When you delete a resource, Microsoft Project changes the resource to a local resource
in project schedules to which the resource has been assigned.

4. Press Delete. You will receive a warning message to ensure you want to continue with
the deletion. Press Yes to continue.
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1004 Chapter 25 Enterprise Project Administration

Project Professional Administration

In Project Professional, you will have many administrative tasks to perform to set up the
enterprise environment. The following sections discuss functions important for Project
Professional administration, including logging in to Project Server, Managing the enterprise
global (including creating enterprise custom codes and managing calendars), and importing
projects and resources to the enterprise environment.

Logging in to Project Server from Project Professional

To set up the enterprise global and other enterprise configurations, you will need to make
sure you are logged onto the Project Server. The following section describes how you log
on to a Project Server from Project Professional.
➔ This section describes logging in to a Project Server from Project Professional 2003 only. For information
on using Project Web Access to log in to the Project Server, see Chapter 28, “Enterprise Collaboration,”
p. 1119.
What you see when you bring up Microsoft Project Professional 2003 depends on how your
user account is currently configured in Microsoft Project Professional:
■ If your account is configured for manual connection (which is described later in this
section), then you will be prompted to choose a Project Server account to log in to, as
shown in Figure 25.9. Select your Project Server account and click Connect. Enter the
25 password for your account and click Go to log in.

Figure 25.9
The Eva Corets
account for the
Project Server named
projectserver on the
default server is
selected; this screen
does not appear if
you are using a
Windows user
account to log in to
the Project Server.

■ If your account is configured for automatic connection (which is discussed later in this
section), then you will be prompted for a matching user ID and password. Enter the
password for your account and click Go to log in.
■ If no Project Server account has been established for you in the copy of Project
Professional that you’re using, you can only work offline. This section gives details on
how to connect to a Project Server, using information provided to you by the adminis-
trator.
If you work offline, enterprise features are not available to you, as shown in Figure 25.10.
34 0789730723_ch25.qxd 1/12/04 2:26 PM Page 1005

Project Professional Administration 1005

Figure 25.10
Notice that the enter-
prise features are
grayed out, indicating
that they are not
available to you from
Project Professional if
you aren’t logged in Enterprise features
to a Project Server
(that is, you are work-
ing offline).

You can use Project Professional without being logged in to a Project Server, but this is the
same as using a copy of the Standard edition, with access to none of the enterprise features
and none of the projects stored on the Project Server. Working offline is different from sav- 25
ing projects offline, which is useful when you won’t have access to a Project Server (for
example, when you are traveling).
To establish a new connection from your copy of Project Professional 2003 to a Project
Server, you need the following information from your administrator:
■ A valid user ID and password on the Project Server to which you are attempting to log
in.
■ Information about whether you should log in using a Windows user account or a
Microsoft Project Server account.
■ The Project Server’s URL.

Follow these instructions to establish a connection between your copy of Project

Professional and a Project Server, using the information provided to you by your adminis-
trator:
1. Bring up Project Professional and when you are prompted to choose an account, click
Work Offline.

N OTE
You don’t have to be working offline to add a new Project Server account, but these
instructions assume that you are working offline.
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1006 Chapter 25 Enterprise Project Administration

2. Select Tools, Enterprise Options, Microsoft Project Server Accounts. To add a new
account, click Add and enter the information provided to you by the administrator, as
shown in Figure 25.11. When you finish entering the required fields, including testing
the connection to the Project Server, click OK.
The following are the fields in the Account Properties dialog box:

Figure 25.11
You need to enter the
information shown to
add a new Project
Server account.

25

Result of the Test Connection button

Account Name—This field is used for description purposes only. It is where

defined account names are listed when you first log in to a Project Server (refer to
Figure 25.9).
Microsoft Project Server URL—This is where you enter the Project Server URL
provided by your administrator. After you enter the Project Server URL, you can
verify the connection with the server by clicking the Test Connection button.
Account Type—This is where you specify whether the account you’re adding is a
Windows user account or a Microsoft Project Server account.
User Name—This is where you specify the login username provided by the admin-
istrator.
Default Account—This is where you indicate whether this is the default account
for this copy of Project Professional. If this box is checked, then this account will
already be selected each time you bring up Project Professional and are presented
with the Choose Accounts screen (refer to Figure 25.9).
3. The final step in adding a new Project Server account is to establish whether you want
to automatically or manually log in to the Project Server, as shown in Figure 25.12.
The following are the fields in the Microsoft Project Server Accounts dialog box:
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Managing the Enterprise Global Template 1007

Figure 25.12
You can choose
Automatically Detect
Connection State to
automatically log on
to the project server
using your default
connection each time
you bring up
Microsoft Project
Professional.

Add—You can click Add if you want to add another Project Server account.
Remove—To remove a project server account, select the account to be removed and
click Remove. Note that the Remove button is grayed out (disabled) if you are cur-
rently logged in with that account.
Properties—You can click Properties to display the Project Server account’s config-
uration information. 25
Set as Default—You can click Set as Default to set the currently selected Project
Server account as the default account.
Connection State—If Manually is selected, you will be able to choose which Project
Server account to log in to when you first load Project Professional. If you select
Automatically, you will automatically log in to the default Project Server account
when you first load Project Professional.

N OTE
After you add a new project server account, you need to exit and restart Microsoft
Project Professional before you can log in using the new account.

Managing the Enterprise Global Template

Previous versions of Microsoft Project, as well as the Standard edition of Microsoft Project
2002 and 2003, use a file called GLOBAL.MPT to store, manage, and share data items such as
custom fields, views, filters, groups, reports, and calendars on a single computer. This sec-
tion describes how Project 2003 extends the notion of a Global template for the enterprise
and how to manage this new Enterprise Global template.
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1008 Chapter 25 Enterprise Project Administration

Understanding GLOBAL.MPT, the Enterprise Global Template, and the

Enterprise Cache
When you start the Standard edition, GLOBAL.MPT loads into memory, along with any project
file(s) that you are loading. When you exit the Standard edition, all changes made to
GLOBAL.MPT data are saved with the project file only. This means that any changes made to a
view, for example, are available to you only within that project file; they are not directly
available to other project files. If you use the Organizer to save that view to GLOBAL.MPT, the
changes are available across all projects that are tied to that GLOBAL.MPT file.
➔ For details on the Organizer, see “Working with the Organizer and Global File,” p. 107.
Project 2003 extends the availability of standardized project data to the enterprise by using
three different global files:
■ The traditional GLOBAL.MPT that is located in the user’s profile folder. For example,
a Windows 2000 user will find the GLOBAL.MPT file in the folder c:\documents and
settings\username\application data\microsoft\ms project\1033 (1033 is the folder
that is used if the user’s language is set to American English).
■ The Enterprise Global template is stored on the Project Server. The Enterprise Global
template contains all the standardized data defined for the enterprise. This standardized
data includes all the data items contained in the traditional GLOBAL.MPT file, plus new
enterprise data items such as enterprise outline codes and custom fields.
25
■ A cached global file that also resides in the user’s profile folder.

When a user starts Project Professional but doesn’t connect to a Project Server, Project uses
the GLOBAL.MPT from the user’s profile folder.
Each time a user starts Project Professional and there is an active connection to the Project
Server, a fresh copy of the Enterprise Global template is transmitted to the user’s computer,
merged with the settings in the user’s GLOBAL.MPT file, and stored in the global cache. Project
Professional then uses this global cache file, which is also stored in the user’s profile folder.
The automatic migration of data items stored in the Enterprise Global template to each
user’s local GLOBAL.MPT file each time a user loads Project Professional enables and facilitates
the management of consistent enterprisewide data. For example, if an administrator wants to
make a new macro, view, calendar, or report available to users, he or she simply puts the
new data item into the Enterprise Global template, where it becomes available the next time
each user loads Project Professional.
If the administrator later decides that the macro, view, or report needs to be updated or
deleted, he or she can update the Enterprise Global template, and the enterprise data item is
updated or removed the next time each user loads Project Professional.
The following examples illustrate how the Enterprise Global template affects a user’s active
session with Project Professional:
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Managing the Enterprise Global Template 1009

■ Example 1—If a user starts Project Professional by selecting My Computer and Work
Offline from the Microsoft Project Server Accounts dialog box, the GLOBAL.MPT file on
the user’s local computer is loaded, and Enterprise Global template data (for example,
enterprise outline codes, custom fields) is not available to the user for that session.
■ Example 2—If a user starts Project Professional by selecting a Project Server connec-
tion and Work Offline from the Microsoft Project Server Accounts dialog box (so there
is no active connection to a Project server), the GLOBAL.MPT file on the user’s computer is
merged with the current global cache, if a global cache exists. This gives the user access
to previously active Enterprise Global template data stored in the user’s global cache,
but that data might be outdated if changes have been made to the Enterprise Global
template since the user last connected to the Project Server.
In the Organizer, this mode is referred to as + Cached Enterprise.
■ Example 3—If a user starts Project Professional by selecting a Project Server connec-
tion and clicking the Connect button from the Microsoft Project Server Accounts dia-
log box, or if the user opens a project plan from within Project Web Access, the global
cache settings are compared to the Enterprise Global template content and updated as
needed from the Project Server repository, and the updated global cache is merged with
the local GLOBAL.MPT file to create a new global cache. This gives the user a refreshed
version of the Enterprise Global template settings in his or her global cache.
In the Organizer, this mode is referred to as + Non-cached Enterprise.
25
Each data item in the Enterprise Global template is prefixed with the word Enterprise, to
distinguish it from data items stored in a user’s GLOBAL.MPT file.
So what happens if data items from the Enterprise Global template and GLOBAL.MPT have the
same name? If duplicates are found, the user is prompted to replace the local item, replace
all items, rename the local item, or not open Project Professional.

TIP
You should let users know not to start the names of the data items in their GLOBAL.MPT
files with the word Enterprise if they want to avoid these conflicts.

Modifying the Enterprise Global Template

There are two ways to change data in the Enterprise Global template:
■ Edit the Enterprise Global template directly—If you have administrator privileges
when you start Microsoft Project Professional and you’re connected to an active
Project Server repository, you can select Tools, Enterprise Options, Open Enterprise
Global to open the Enterprise Global template and edit the data items as needed.
➔ For details on editing enterprise outline codes in the Enterprise Global template, see “Using Enterprise
Outline Codes and Custom Fields,” p. 1010 in this chapter.
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N OTE
A user will not see changes made to the Enterprise Global template data items until the
Enterprise Global template is closed, and Project Professional is restarted on the user’s
computer.

■ Use the Organizer—Depending on your user privileges, you may be able to make cer-
tain edits to your cached enterprise file. For example, you can use the Copy button to
transfer data items between the active project plan and the cached or noncached enter-
prise file.
Be aware that some actions, such as delete, are not permitted on Enterprise Global tem-
plate data items. If you attempt to delete an Enterprise Global template data item from
the cached enterprise file, Microsoft Project gives you an error message and prevents
you from taking the delete action.

Working Offline with Enterprise Global Template Data

Enterprise Global template data items are loaded into your schedule only on demand (that
is, when you actually use them). However, if there is a need to work offline with the
Enterprise Global template data items available, there are three ways you can copy
Enterprise Global template items into the local GLOBAL.MPT file:
25
■ You can use the Organizer to move the desired data items from the Enterprise Global
template to the local GLOBAL.MPT file.
■ You can use Project Professional’s File, Save As command to save a schedule loaded
from an active Project Server session to an .MPT file.
■ You can use Project Professional’s File, Save Offline command to save a schedule loaded
from an active Project Server session.

Using Enterprise Outline Codes and Custom

Fields
When you want to apply a code to a task or resource, you use outline codes.
When you want to apply a code to a project, task, or resource and you want to apply the
code consistently across all projects in the enterprise, you use enterprise outline codes.
Project provides 30 enterprise outline codes for use with projects, tasks, and resources.
These are named Enterprise Project Outline Code 1, 2, 3, and so on; Enterprise Task
Outline Code 1, 2, 3, and so on; and Enterprise Resource Outline Code 1, 2, 3,…29.
In addition, enterprise resources have a predefined outline code called the Resource
Breakdown Structure (RBS) code. The RBS code can be any code that differentiates
resources, but it should be reserved for the code value that is the most important, or most
often used, throughout an organization. This is because the RBS code is built in to the
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Using Enterprise Outline Codes and Custom Fields 1011

Team Builder, the Resource Substitution Wizard, and the Assign Resources dialog tools
when filtering and selecting resources. For example, the RBS code could contain a resource’s
department or the organization structure and level that the resource works in.
➔ The custom fields in Microsoft Project Standard 2003 enable you to store customized data in your
schedule. For more information, see Chapter 21, “Customizing Views, Tables, Fields, Filters, and
Groups,” p. 833.
When you want to apply a custom field consistently across all projects, resources, or tasks in
the enterprise, you use enterprise custom fields. The only difference between custom fields
and enterprise custom fields is that enterprise custom fields are established for the entire
enterprise, whereas custom fields are established for the local project only.
Portfolio managers define and create enterprise outline codes and custom fields, thus keep-
ing their use consistent across the enterprise.

Creating Enterprise Outline Codes

You create and change enterprise outline code fields in the Customize Enterprise Fields dia-
log box in the Enterprise Global template. Remember that only the administrator can open
and edit the Enterprise Global template.
To configure enterprise outline codes, you need to log in to the Project Server from
Microsoft Project Professional with administrator privileges.
➔ For information on setting up a Microsoft Project Server Account see “Logging in to Project Server from 25
Project Professional,” p. 1004.
➔ For information on how to add a user to the Administrator group, see “Defining Users and Groups” in
the chapter “Customizing and Administering Project Server Access” on the CD accompanying this book.

N OTE
You must be working in the Enterprise Global in order for your enterprise outline codes
to be permanently added to the Microsoft Project Server 2003 repository. If you aren’t
able to add enterprise outline codes because the data entry fields are disabled, then you
don’t have the Enterprise Global open.

To create a custom enterprise outline code, follow these steps:

1. Select Tools, Enterprise Options, Open Enterprise Global.
2. Choose Tools, Customize, Enterprise Fields to display the dialog box shown in
Figure 25.13.
3. Select the Custom Outline Codes tab.
4. Select the category of Outline Code you want to create (task, resource, or project).
5. Select the outline code field that you want to use (1 through 30, or in the case of enter-
prise resource outline codes, 1 through 29 plus RBS).
6. Click the Rename button to establish a new name for the code, and the dialog box
shown in Figure 25.14 appears. Click OK after you enter the desired outline code name.
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1012 Chapter 25 Enterprise Project Administration

Figure 25.13
In this example, all
resource skills are
defined in one enter-
prise resource outline
code field.

Figure 25.14
You can rename your
25 enterprise resource
outline codes.

7. Click the Define Code Mask button to display the Outline Code Definition dialog box
shown in Figure 25.15. Remember to define a code mask for each level of outline code
you define.
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Using Enterprise Outline Codes and Custom Fields 1013

Figure 25.15
If you are defining the
outline code to
describe location with
Level 1 as country
and Level 2 as city,
there must be two
levels of code mask
defined, as shown.

8. Click the Edit Lookup Table button to display the Edit Lookup Table dialog box shown
in Figure 25.16, and enter your outline codes. For example, if you are defining a loca- 25
tion outline code for state and city, your Level 1 code might be Colorado, and your
Level 2 codes underneath Colorado might be Denver, Colorado Springs, and Boulder.
Use the Indent and Outdent buttons to make codes subordinate to one another. Click
Close to save the lookup table entries you have defined.

Figure 25.16
You use the icons at
the top of the dialog
box to manipulate the
lookup table items
that you’ve entered;
hover over each icon
to find out what it
does.
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1014 Chapter 25 Enterprise Project Administration

9. Select the Share Another Code’s Lookup Table check box and click the Choose Outline
Code button if you want to have two outline codes share the same lookup table, as
shown in Figure 25.17. You are then prompted to select the other outline code’s field
type and field name from pull-down lists. When outline codes are shared, changing the
shared code’s lookup table automatically changes the lookup table of the outline code
that is referring to the shared code. You can click OK after you choose the outline code
lookup table to share.

Figure 25.17
The Skills (Enterprise
Resource Outline
Code20) code is
being shared with the
location project out-
line code.

25

10. Select the Only Allow Selection of Codes with No Subordinate Values check box, as
shown in Figure 25.18, if you want to force users to select the lowest level of detail in
the outline code that you have defined. For example, if you have entered location codes
with Denver and Seattle within the United States, then selecting this check box
requires users to always select one of the cities (since the lowest level, the city, has no
subordinate values).
11. Select the Make This a Required Code check box if you want to have Microsoft Project
2003 require a valid value before allowing the schedule to be saved or published to the
Microsoft Project Server.
12. Select the Use This Code for Matching Generic Resources check box if you want to
use this outline code as matching criteria for the Resource Substitution Wizard or
matching criteria using the Team Builder from Enterprise function.

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You see the Use This Code for Matching Generic Resources check box only if you are
working with enterprise resource outline codes.
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Using Enterprise Outline Codes and Custom Fields 1015

Figure 25.18
You can force users to
select the lowest level
of detail in the outline
code.

13. When you are done building custom outline codes, click Close. You are returned to the
Custom Enterprise Fields dialog. Click OK. 25
14. Save and exit the plan. Select the option Save and Check In Your Plan. Your outline
code is now stored in the Enterprise Global and can be used for all projects that have
access to the Microsoft Project Server to which you saved your plan.

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You will need to exit and restart Microsoft Project to see any modifications to custom
outline codes.

Enabling Proficiency Levels per Skill

Microsoft Project Professional supports using skill codes to designate skill proficiency lev-
els. You might want to use this feature to distinguish between proficiency levels when per-
forming resource substitution. For example, there might be times when any Visual Basic
developer would suffice for an assignment, and there might be times when you want to
specify that only a junior or senior Visual Basic developer should be assigned to a task.
To enable proficiency levels per skill, you need to set up your skill codes with the profi-
ciency level as the lowest level of definition, as shown in Figure 25.19.
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1016 Chapter 25 Enterprise Project Administration

Figure 25.19
You can define your
skill codes to have
proficiency levels.

Microsoft Project Professional treats a resource that is assigned a skill code as having all lev-
els of skill above and including the skill level assigned to. For example, if a generic resource
is assigned the skill Developer.VB, the Resource Substitution Wizard will find any resource
that matches either Developer.VB, Developer.VB.Senior, or Developer.VB.Junior. Likewise,
if the generic resource is assigned the skill Developer, the wizard will find any resource that
matches either Developer, Developer.VB, Developer.VB Senior, or Developer.VB.Junior.
25
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Make sure that the Only Allow Selection of Codes with No Subordinate Values check box
in the Customize Enterprise Fields dialog box is not selected if you want to assign skill
codes other than at their lowest level.

Enabling Multiple Skills per Resource

Microsoft Project Professional supports assigning multiple skill codes to resources with a
new feature called Enterprise Resource Multi-Value (ERMV) codes. Many resources have
multiple skills. For example, a Visual Basic developer might also be a Web developer, and a
technical writer might also be a tester. Enterprise Resource Multi-Value codes must use
enterprise resource outline codes 20 through 29.
➔ For more information see the “Enabling Multiple Skills per Resource” section in Chapter 27, “Enterprise
Resource Management.”

Creating Enterprise Custom Fields

Enterprise custom fields are user-definable fields that can contain information that is unique
to your organization’s reporting needs. For example, to report on project status within the
enterprise, you can set up an enterprise custom number field (perhaps ranking the value at 1
to 3), and have the status be automatically generated based on a formula, such as current
end date – planned end date, earned value, and so on.
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Using Enterprise Outline Codes and Custom Fields 1017

You create and change enterprise custom fields in the Customize Enterprise Fields dialog box
in the Enterprise Global template. To create an enterprise custom field, follow these steps:
1. Select Tools, Enterprise Options, Open Enterprise Global.
2. Choose Tools, Customize, Enterprise Fields to display the Customize Enterprise Fields
dialog box shown in Figure 25.20.

Figure 25.20
You need to be
logged in as the
administrator to see
this screen.

25

3. Select the Custom Fields tab.

4. Select the category of custom field you want to create (task, resource, or project), and
select the type (such as Text).
5. Select the custom field that you want to use.
6. Click the Rename button to establish a new name for the code, enter the new name for
the custom field, and then click OK.
7. Select the custom attributes you want to associate with the field. You can select None,
Value List, or Formula.
8. To create a formula for the field, click Formula to display the Formula dialog box,
which is shown in Figure 25.21. Type the value name in the Value column, and type
identifying text for that value in the Description column. You can add as many values as
necessary. Select other options that are available in the dialog box as necessary to define
the code. Click OK when you are done.
9. Build an enterprise custom field the same way you would a standard custom field. The only
differences between enterprise custom fields and standard custom fields are the Required
field and the fact that enterprise custom fields are available to all Enterprise Project users.
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1018 Chapter 25 Enterprise Project Administration

Figure 25.21
All users can see the
results of this formula
by displaying the
Enterprise Project
Text1 field column in
their schedules.

➔ For more detailed instructions about creating custom fields and using the various custom field options,
see “Customizing Fields,” p. 847.
10. When you are done building custom fields, click Close. You are returned to the Custom
Enterprise Fields dialog. Click OK.
11. Save and exit the plan. Select the option Save and Check In your plan. Your custom
field is now stored in the Enterprise Global template and can be used for all projects
that have access to the Microsoft Project Server to which you saved your plan.

25
Managing Enterprise Project and Resource
Calendars
Enterprise project calendars are managed through the Enterprise Global template, and
enterprise resource calendars are managed through the enterprise resource pool.
Enterprise project and resource calendars can be created only by users who have read/write
access to the Enterprise Global template and the enterprise resource pool, but project man-
agers have a variety of ways (described in the following sections) to modify existing project and
resource calendars for their local projects without the changes finding their way back to the
calendars stored in the Enterprise Global template. For this reason, we recommend that each
organization define and document processes for ensuring that project and resource calendar
information is updated in the Enterprise Global template and the enterprise resource pool.
As with other data stored in the Enterprise Global template, enterprise project calendars can
be created by the administrator for use throughout an organization.

Managing Enterprise Project Calendars

When the Project server is first installed, it has one enterprise project calendar named the
Standard calendar.
➔ You can create a new enterprise project calendar by opening the Enterprise Global template and select-
ing Tools, Change Working Time. See “Defining a Calendar of Working Time,” p. 76, for details on how
to add and configure a project calendar.
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Performing Enterprise Global Backup and Restore 1019

Every project saved to the Project Server must specify which enterprise project calendar it is
using. All new enterprise calendars that you create in the Enterprise Global template are
available to become the enterprise calendars for projects stored on the Project Server.
You can delete or rename project calendars by opening the Enterprise Global template, select-
ing Tools, Organizer, selecting the Calendar tab (make sure you are selecting the calendars in
the Enterprise Global template), selecting the calendar to be deleted, and clicking the Delete
or Rename button. You cannot delete or rename the Standard enterprise project calendar.
By default, project managers cannot create a new project, enterprise, or local calendars for
their schedules. To allow project managers to create new local project calendars in Project
Web Access, select Admin, Manage Enterprise Features, and place a check in the Allow
Projects to Use Local Base Calendars check box, and then click Save Changes.
Even if project managers cannot create new project calendars, they can change the calendar
options for their local schedules, allowing each project to define different calendar options
than the selected enterprise project calendar.

Managing Resource Calendars

Enterprise resources are associated with two enterprise calendars: the enterprise project cal-
endar and the resource’s enterprise resource calendar.
When a new enterprise resource is created in the enterprise resource pool, it is automati- 25
cally assigned to the Standard calendar, and an enterprise resource calendar is created from
the Standard calendar for the resource. To assign an enterprise resource to a different calen-
dar, you must manually select an enterprise calendar for the resource.
Tasks’ durations and dates are calculated for an enterprise resource by combining the infor-
mation from the resource’s enterprise project calendar and the resource’s enterprise resource
calendar. If either calendar changes, the enterprise resource’s assignments might change.
If a project manager alters an enterprise resource’s resource calendar from within a project
schedule, the project manager will receive a warning that all changes to enterprise resources
will be lost. This means that as long as the project manager has the resource’s schedule
open, the changes he or she makes in the resource calendar will apply. Upon closing and
reopening the project, the resource’s calendar will revert back to the resource’s enterprise
resource calendar, and the project-specific calendar changes will be lost.

Performing Enterprise Global Backup and

Restore
Like any other data, the Enterprise Global template can become corrupted, or it can be
changed in error and then fail to recover. For these reasons, you need to back up your
Enterprise Global template(s) on a regular basis. The next two sections describe how to
back up and restore the Enterprise Global template.
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Backing Up Enterprise Global Template Data

To back up an Enterprise Global template, you need to be logged in to Project Professional
with sufficient privileges to perform the backups.
From within Project Professional, you select Tools, Enterprise Options, Backup Enterprise
Global. A browse window prompts you to save the Enterprise Global template data to an
external file. You also have the option to save this backup through an ODBC connection to
a database. This method allows you to store several Enterprise Global templates in a central
repository.
The default name for the backup file is EntGlobalBackup, but you will likely want to change
this.

TIP
Consider using a file-naming strategy that helps you easily identify the server name and
last-used date of a particular Enterprise Global template. That way, you can use those
files as starting points for changes to future global settings.

Restoring Enterprise Global Template Data

To restore an Enterprise Global template, select Tools, Enterprise Options, Restore
25 Enterprise Global in Project Professional.
A dialog box asks you to select a server account user profile to use when performing the
restore (the user profile must have the correct privileges). You can use the Browse button to
locate the file to restore (see Figure 25.22).

Figure 25.22
The Server Account
list comes from the
available server
accounts defined for
the PC you’re using.

CAUTION
Restoring the Enterprise Global template to a Microsoft Project Server cannot be
reversed. Before clicking the Restore button, make a backup copy of the active Enterprise
Global template so that you can recover the previous conditions if necessary.
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Importing Resources 1021

Importing Resources
When Project Server is installed, there is only one resource stored within the database: the
administrator.
The goal associated with importing resources is to quickly and easily have the enterprise
resource pool populated with resources from existing schedules that have the appropriate
codes (for example, skill codes) assigned to them. Here are some approaches that can be
taken to accomplish this:
■ Cut and paste resources from individual project plans into the checked-out enterprise
resource pool, and edit each resource’s enterprise codes manually. If you want to import
many enterprise resources, this approach might be impractical.
■ Use the Import Resources Wizard to edit the required enterprise resource codes manu-
ally as part of the import process. This is similar to the first option, in which you need
to edit each resource’s enterprise codes manually, except that in this case you edit them
in the Import Resources Wizard instead of in the enterprise resource pool. If you want
to import many enterprise resources, this approach might be impractical, too.
The Import Resources Wizard cannot complete until all required enterprise resource
codes for all resources being imported are resolved.
■ Define all required enterprise resource outline codes and their values before you use the
Import Resources Wizard. This is the best way to import large groups of resources 25
because you are able to automate the resources and their required enterprise resource
outline codes by using the Import Resources Wizard.

Before loading resources into the enterprise resource pool, you should consider the follow-
ing (or you’ll find yourself updating the Enterprise Global template and resource pool mul-
tiple times):
■ What naming conventions has your organization adopted for the different resource
types (for example, people might be last name, first name; material resource names
might always start with the letters mat; external vendor names might always start with
the letters xvend)? This is important because project managers must be able to find,
identify, and select resources from the enterprise resource pool quickly and easily.
■ What are the enterprise resource outline codes, and how are they associated with enter-
prise resources? For example, how many skill codes are there and how many are
required? Or, what does the Resource Breakdown Structure (RBS) look like, and at
what level are enterprise resources to be assigned to the RBS?
■ How will you define and use generic resources?

CAUTION
Do not underestimate the importance of planning before you import resources into the
enterprise resource pool. After you import resources into the enterprise resource pool
and assign them to tasks within projects, you cannot easily remove them.
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1022 Chapter 25 Enterprise Project Administration

Using the Import Resources Wizard

Although Microsoft Project can import resources from any .MPP file, you might want to cre-
ate a single Microsoft Project plan that contains all the currently known resources. This
project file, which does not need to contain any tasks, can then be imported by using the
Import Resources Wizard.
In addition to importing resources, you might want to import each resource’s enterprise
outline codes. To accomplish this, you define outline codes and custom fields in the .MPP file
that contains the resources to be imported, and you map those codes and fields to the enter-
prise resource codes and fields during the import process.
To use the Import Resources Wizard, follow these steps:
1. Prepare the input .MPP file with the list of resources that you want to import and their
associated information (such as skills, location, cost, and maximum units) mapped to
appropriate fields. For example, you might want to use Outline Code 1 in the .MPP file
to map to Enterprise Resource Outline Code 1.
2. Start the Import Resources Wizard by selecting Tools, Enterprise Options, Import
Resources to Enterprise.
3. Open the file containing the resources to be imported by clicking the Open from File
button.
25 4. Navigate to the .MPP file, ODBC data source (that is, the schedule containing the
resources might be stored in an existing Microsoft Project 2000 database), or Microsoft
Project server file that you want to import. When you locate the file to import, select it
and click Import.
5. Map local fields to enterprise fields, as desired. As shown in Figure 25.23, the field-
mapping screen is divided into two columns. You use the column on the left to specify
the outline codes you want to import, and you use the column on the right to specify
the enterprise outline codes you want to import to.
Note that any enterprise resource field defined as Required in the Enterprise Global
template automatically appears in the Enterprise Resource Field column, marked
Required.
You can choose any field (whether it contains appropriate data or not) from the
Imported Resource Field pull-down list, and then click Next. Then you can move for-
ward with the wizard and resolve the code mapping later on.
The Map column is automatically checked as each row of fields to map is added. If you
decide you don’t want to import a set of fields after defining them, you can prevent
those specific fields from importing as mapped by removing the check mark from the
Map field before continuing with the Import Resources Wizard.
6. The wizard examines the incoming resource names and outline codes, to determine
whether there are duplicates of any errors (such as duplicate resource names or mis-
matched outline codes), as shown in Figure 25.24.
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Importing Resources 1023

Figure 25.23
The Outline Code1
and Outline Code2
fields are mapped
from an .MPP file to
the Department and
Skills Enterprise
Resource Outline
Code fields, respec-
tively.

Figure 25.24
The second para-
graph on the screen
tells you how many
resources are in the
schedule being
imported and how
many are currently
ready to be imported. 25

You can select a resource and click the Resource Information button to display and
modify the enterprise data fields associated with the selected resource. Selecting a
resource and clicking the Resource Information button displays the same Resource
Information screen as in Project Professional, with the exception of the Working Time
tab. Fields that are changed here and saved update the enterprise resource pool.
You use the Select/Deselect All button to choose the resources you want to import, or
choose them individually by using the X column.
7. Resolve the errors and click Next to have the defined resources imported. Some errors
are easier to resolve than others. For example, for duplicate names, you should leave
the box in the X column unchecked. If you get an error such as Invalid Custom Field
Value, make sure that the outline codes in the file you are importing from match the
enterprise resource outline codes exactly.
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1024 Chapter 25 Enterprise Project Administration

TIP
After you have completed the resource import, you might want to validate the results by
opening the enterprise resource pool and visually inspecting that the new resources and
their enterprise outline codes have been added correctly.

Importing Projects
One of the requirements for taking full advantage of the Project Server environment is that
all project schedules be stored in the Project Server database.
During the initial deployment of Microsoft Project 2003, however, a significant number of
project schedules exist as .MPP files that need to migrate to a Project server. In addition, you
might need to import project schedules from external vendors or other departments within
your company, or you might want to import what-if schedules that users have built while
not connected to the Project Server.
To help bring these schedules into a Project Server database, and to assist in ensuring that
they conform to your Enterprise Global template requirements, Project Professional pro-
vides an Import Project Wizard.
Before you import project schedules into the Project Server, you need to do some planning
and investigation to determine how and if the imported schedules adhere to your internal
25
standards.
Your planning and investigation activities should answer questions like the following:
■ Do the project plans adhere to your company standards for things such as Work
Breakdown Structure (WBS), use of milestones, task linkages to produce a critical path,
and assignment of resources to all tasks? If schedule standards are not adhered to, your
organization’s ability to use the various Portfolio Analysis views might be negatively
affected.
■ Do the incoming project plans contain actual work hours applied to tasks? If there are
actual hours without resources or costs, various reports might not properly reflect total
actual costs.
■ Do the incoming project plans contain customizations such as Visual Basic for
Applications programs, customized toolbars and menus, custom views or filters, and
customized data fields? Such customizations can cause conflicts or require special han-
dling when you consider the content of a Project Server’s Enterprise Global template
settings.
■ Have you established versions within the Project Server environment? If you are
importing experimental or what-if versions, you should save them with those designa-
tions.
■ Do the incoming project plans have special project or resource calendars? If the
imported project plan calendars conflict with the Project Server Enterprise Global tem-
plate settings, you should decide how to treat this situation.
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Importing Projects 1025

■ Who will be the assigned project manager for the imported project plans? The person
who does the actual import becomes the default project manager role for that project in
the Project Server environment.

Using the Import Projects Wizard

Key functions performed by the Import Projects Wizard include the following:
■ Enforcing valid values for all required fields
■ Creating a copy of the project in the Project Server
■ Publishing a project so that its data is available for modeling and analysis

These functions can all be performed outside the wizard, with the same results. The wizard
simply makes the process easier to use and ensures that all steps are taken.

TIP
You should import resources before importing the projects that use them so that you can
use the resource-matching capabilities of the Import Projects Wizard.

To import a project by using the Import Projects Wizard, follow these steps:
25
1. Within Project Professional, select Tools, Enterprise Options, Import Project to
Enterprise. A Welcome screen appears. Click Next.
2. Select the file to be imported. You can do this either by navigating to the appropriate
directory, using the browser (for .MPP schedules) or by clicking the ODBC button,
selecting a data source from the list presented, and selecting a schedule from the list of
schedules associated with the selected data source. After you select a file to import,
click Import.
3. Enter information about the project that you are importing (see Figure 25.25).

Figure 25.25
You need to complete
the information about
the project being
imported.
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1026 Chapter 25 Enterprise Project Administration

You need to enter a unique name for the project. This should be a meaningful name so
that it is easy to understand what the project is about.
Select the project’s version. The drop-down list box shows all the versions available in
the particular Project Server. Every project must be saved initially as a Published ver-
sion. It is not possible to save a project plan to any other version if there is not already a
Published version in the database.
You need to select one of two Type options: Project (the default) and Template. You
choose Project to create a project schedule. You choose Template to create an enterprise
template. Whichever you choose will be stored in the Project Server database.
You cannot click Next until all fields contain valid entries. If invalid data is entered (for
example, if there is a check mark on a custom field, if the custom outline code can only
contain values from the bottom of the structure, or if you have selected a version other
than Published and the Published version doesn’t exist yet), an appropriate error mes-
sage appears, and you must reenter the data.

N OTE
The #ERROR shown in the figure is due to fields that are calculated and do not affect the
import process.

25 N OTE
A required field has an * appended to its name in the Custom Field Name display.

4. If you are importing a schedule from a previous release of Microsoft Project, then you
are prompted to map the base calendars in the project to enterprise calendars, or
rename the base calendars.
Mapping calendars can cause silent changes to calculated dates. This condition can
occur if the calculated dates from the imported project plan depend on local calendar
conditions that are not the same as in Enterprise Global template settings. A common
example of this condition is when the imported project calendar does not contain a full
list of holidays or other nonworking days, but the Project Server environment does
consider these days. In that case, the imported project dates would be adjusted to not
schedule work as per the enterprise calendar’s nonworking days, therefore possibly
lengthening previous task durations.
Choosing an enterprise calendar will cause the schedule to use that base calendar as the
project’s base calendar.
Renaming the imported projects calendar allows you to create a new enterprise calen-
dar that is kept in your local enterprise global file, and is used by your projects exclu-
sively.
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Importing Projects 1027

CAUTION
Your organization needs to determine the conditions, if any, under which a project can
define and use its own local calendars. For example, is it acceptable in your organization
for each project to establish standards such as working hours per day and holidays? If
not, you’ll want to publish and enforce (through process and review) how calendars are
used in the enterprise environment.

5. The wizard detects the resources within the imported project plan and presents a deci-
sion screen, as shown in Figure 25.26.

Figure 25.26
You can map
resources from the
imported project to
enterprise resources.

25

You need to determine what action to perform for each resource in the schedule being
imported. For each resource you need to decide what name to use. You can individually
select and edit these names, which means you can change them before importing.
When each name is correct, you use the Action on Import column to control how each
individual resource should be handled during import. Three possible actions can be
taken:
• You can select Map to Enterprise Resource to specify that the resource is already
in the enterprise resource pool. When this option is selected, you can choose
which enterprise resource to map to from the pull-down list in the Calendar or
Enterprise Resource column. When the project is loaded into a Project Server,
each local resource will be replaced by the selected enterprise resource.
• You can select Keep Local with Base Calendar to keep the local resource (in the
Resource Name column) as a local resource to the project. If this option is
selected, you can choose which local calendar to apply to this resource from the
pull-down list in the Calendar or Enterprise Resource column.
• You can select Import Resource to Enterprise to generate a new name in the
enterprise resource pool. If a new resource is being imported and there are
required values, you are prompted to enter the required values after the import
process has started.
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1028 Chapter 25 Enterprise Project Administration

6. Click Next, and the wizard gives you the chance to remap incoming local data fields to
enterprise fields, as shown in Figure 25.27.

Figure 25.27
You can automatically
move localized data
into appropriate
enterprise fields.

7. Click Next, and the wizard gives you the opportunity to make changes to the imported
tasks, as shown in Figure 25.28. Changes may be required if the wizard detects that
there are errors in the enterprise custom field values for tasks.

Figure 25.28
You can resolve
enterprise custom
field values for tasks.

25

View or modify task information by selecting a task and then clicking the Task
Information button. You can also use this wizard screen to modify the base calendar for
each task. You must correct any errors reported in the Error column before you can
complete the import process.

CAUTION
It is not possible to type in data at this point. Therefore, if the Enterprise Global template
contains required custom fields, the source data for these fields must have been entered
into a local custom field in the project plan before it can be entered into the Import
Project Wizard.

8. Click Import, and the wizard reads the project plan into the Project Server repository
and automatically saves it.
9. Click Import More Projects if you want to import another project plan.
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CHAPTER
26
Enterprise Project Management

In this chapter
Using the Project Center Views 1031
Using Project Center Build Team 1036
Opening and Using Multiple Projects 1040
Check-in Projects from Project Center 1046
Using Administrative Projects 1047
Analyzing Enterprise Projects 1048
Using Enterprise Templates 1065
Working with Enterprise Versions 1066
Working with Enterprise Project Codes 1067
35 0789730723_ch26.qxd 1/12/04 2:27 PM Page 1030

1030 Chapter 26 Enterprise Project Management

Chapter 24, “An Overview of Microsoft Office Project Server 2003,” identifies several roles
for users of Microsoft Project Professional, including project managers, portfolio managers
and executives, and server administrators.

N OTE
No matter what your role is, we recommend that you read all of Part VIII, “Using Project
Server and Project Professional,” to get a comprehensive understanding of the available
features and capabilities.

Chapter 24 also reviews the general architecture of Project Server, Project Web Access, and
Microsoft Project 2003 Professional. You should become familiar with those concepts
before reading this chapter.
This chapter describes how project managers use the features and capabilities of Project
Web Access and Project Professional 2003.

TIP
In this chapter, we will generally refer to projects and resources from the sample data-
base provided with the Microsoft Office Project 2003 installation media. Refer to the
Project Server installation wizard for more details on installing and using the sample
database.

Each new feature of Microsoft Office Project 2003 is listed in Table 26.1, along with the
project management functions that the feature supports. These and other features are
described within this chapter.

26
Table 26.1 New Microsoft Office Project 2003 Features for Project Managers
New Project Web
Access and Project
Professional Features Project Management Functions
Revert Restores the original Group and Filter conditions of Project
Center views
Open multiple projects Project Center allows you to open multiple projects within a sin-
gle Microsoft Project session
Build team Resources can be added to projects from the Project Web Access
Project Center
Administrative projects Manage non-project time with special Administrative projects
Self Check-in projects Allows project managers to release database locks in case of
problems
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Using the Project Center Views 1031

Using the Project Center Views

To use the Project Center, you must first log in to a Project Server using Project Web
Access. When you are logged in to the Project Server, you find the Project Center by select-
ing the Projects main menu tab.
The Project Center provides access to project information, as defined by your administrator.
For the purposes of this discussion, it is assumed that the Project Web Access administrator
has granted you permissions to view project data for the entire organization.
You can access the Project Center from either Microsoft Project Web Access (by selecting
Projects from the main menu) or from within Microsoft Project Professional (by selecting
the menu sequence Collaborate, Project Center).
Six primary functions are associated with the Project Center:
■ View projects in Project Center—The project views provide a high-level summary
perspective of each project stored in the Project Server, so you can see and compare
project progress, cost, variance, or other user-defined information at a glance. From the
project views you can select and open individual projects to examine details, change the
way projects are filtered and grouped, and change the type of data displayed in the view.
■ Analyzing projects in the Portfolio Analyzer—The Portfolio Analyzer enables you
to display and manipulate project and resource information from data stored in an
OLAP cube. The OLAP cube contains a snapshot of all information associated with
published projects (that is, projects of the version called Published), and is created and
updated on a regular basis or an ad hoc basis by the administrator. The Portfolio
Analyzer is useful for looking at and analyzing an organization’s project and resource
plan-of-record data.
■ Model projects with Portfolio Modeler—The Portfolio Modeler allows you to simu- 26
late proposed changes to projects or resource assignments and view the impact of the
changes, without affecting the actual project schedules. The Portfolio Modeler is useful
for performing what-if analysis on projects and project teams.
■ Managing personal to-do lists—You can manage personal to-do lists in the Project
Center. To-do lists are useful for tracking personal tasks that don’t require formal
scheduling.
■ Check in my projects—If you are given permission by the Project Web Access admin-
istrator, you can now release database locks on projects that are left open due to net-
work or other technology problems.
■ Managing administrative projects—Special projects can be created to track and man-
age activities not usually associated with projects that deliver goods or services. These
administrative projects have special properties involving scheduling, resource usage, and
actual work report through timesheets.

These topics are described in more detail in the following sections.

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1032 Chapter 26 Enterprise Project Management

Viewing Project Summary Information

You can use the project summary views when you want to get an overview of all projects
stored in the Project Server, as shown in Figure 26.1.

Figure 26.1
Select the Choose a
View drop-down list
to change summary
views.

Using the Project Center’s View Tab Options

You use the Project Center’s View Options tab to refine the contents of the display. You can
click on the View Options tab to see the list of View Options that are available, or you can
click on the + and - icons on the left side of the tab to expand or collapse the View Options
display.
26
There are three Project Center view options:
■ Show Time with Dates—If the Show Time with Dates option is checked, time stamps
are added to displayed dates.
■ Show To-Do Lists—If the Show To-Do Lists check box is checked, to-do list items
are included in the display.
■ Show Outline Levels—This drop-down list allows you to quickly show project sched-
ule work breakdown structure outline levels. This function is most appropriate when
reviewing project details.

Using the Project Center’s Filter, Group, Search Tab

Select the Filter, Group, Search tab to display or hide the Project Center’s filtering, group-
ing, and searching options. The following sections describe how Filter, Group, and Search
work for Project Center views. Resource Center views behave in the same manner.
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Using the Project Center Views 1033

Using Project Center Filters

You can use Project Center’s Filter option to filter the project list. There are three options
for filtering the project list:
■ Filter—The Filter drop-down list box contains two options: All Projects and Custom
Filter. If the Custom Filter option is selected (or the Custom Filter button is selected),
the More Filters pull-down appears at the top of each column of schedule data.
■ Custom Filter—The Custom Filter button provides the opportunity to use up to three
criteria statements to filter the list of projects, as shown in Figure 26.2.

Figure 26.2
You can use custom
filters to limit which
projects are
displayed.

■ Autofilter—You check the Autofilter check box to have the standard Autofilter arrows
appear at the top of each column in the Project Center view, and then click the
Autofilter arrows to define and apply the Autofilters.

Using Project Center Groups

You use the Group By function to sort the Projects in the Project Center into groups. The 26
Group By function provides three drop-down list boxes, each of which defines a data field
to group on. The Group By execution order is from left to right for each Group By field
that is defined, with the results of each operation nested within the previous group’s results
for the listed projects.
Grouping projects by an Enterprise Global Project outline code can provide useful informa-
tion. Suppose, for example, that you want to see projects grouped by project version and
location. If the Location enterprise outline code has been added to one of your project
views, you can group the projects by version then location by performing the following
steps:
1. In Project Web Access, navigate to Projects tab and select the view that has the
Location code added (in this example, the Location Enterprise Global code has been
added to the A.Datum Executive Summary view).
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1034 Chapter 26 Enterprise Project Management

N OTE
To group by a field, that field must be visible in the current view. If you want to group (or
filter) a view with fields that aren’t currently defined for the view, you need to have the
Project Web Access administrator modify the view or create a new view for you.

➔ For details on how to add Enterprise Global Project outline codes to views, see “Creating and Modifying
a Project Center View,” p. 987.
2. Select Filter, Group, Search tab. Select Versions from the Group By pull-down list.
Select Location from the Then By list. Your projects should be grouped as shown in
Figure 26.3.

Figure 26.3
You can group the
project view informa-
tion by Enterprise
Project outline codes
(for example, Version
and Location).

26
TIP
Revert—Click this button to restore the original Group and Filter conditions that were
predefined for the active view by the Project Web Access administrator.

Using Project Center Searches

You use the Search For option to quickly locate projects by entering a text string to search
for, and the fields in which you want to search for the text. After the search criteria are
specified, you click Find Next to display each project that matches the search criteria.
As with the Group By function, the only fields available for searching are those that are
defined as part of the current active view.

Editing Enterprise Project Information

If you examine Figure 26.3, you can see a button icon called Edit. If the Project Web Access
administrator has given you permission, then you can click this button to see a screen that
allows you to modify the Enterprise Global code values of the selected project.
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Using the Project Center Views 1035

For example, your organization may have defined an Enterprise Global project code called
Project Status that has the values Red, Yellow, and Green. The Edit function allows a pro-
ject or portfolio manager to change the Project Status attribute to reflect the current status
of the project.
➔ For more information, see the section “Working with Enterprise Project Codes,” later in this chapter.

Viewing Project Detailed Information

If you select a project name link from the Project Center summary views, you can see the
details within the selected project as shown in Figure 26.4.

Figure 26.4
You can review
project details with
various views.

TIP
Use the Save Link function to set special navigation links so you can quickly return to fre-
quently needed detail views.
26

Expanding and Contracting Details

Click the small + and – indicators to the left of project summary row text to expand or con-
tract the selected section of the schedule. Then use the vertical and horizontal sliders at the
right side and bottom edge of the detail window to see more schedule details.

Manipulating Columns and Rows

You can reposition displayed columns by using your mouse to drag and drop a column
header to the left or right. Then you can resize the column width by using the mouse to
drag and drop the right edge of a column boundary. If you double-click on the right edge of
a column header boundary, the column width will expand or contract to fit the maximum
width of data within that column.
You can also change the row height by using the mouse to drag and drop the lower bound-
ary of a row. Every row within the schedule will expand or contract within this change.
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1036 Chapter 26 Enterprise Project Management

Linking Risks, Issues, and Documents to Tasks

As you examine project details, you can also relate individual project tasks to risks, issues,
and other artifact documents. Use the Link Risks, Link Issues, and Link Documents func-
tions to relate a task to this type of collaboration information. If a task has a linked
Document, Issue, or Risk, then a graphic icon will appear within the information column
that is marked with an “i” in the column header.

Using the Gantt Chart

Use the Zoom-In, Zoom-Out, and Go-to-Task icons, positioned along the top of the view,
to control the Gantt Chart display on the right half of the detail view. Then if you hover
your mouse pointer over a particular Gantt Chart bar, an information pop-up will appear
containing more data about the item.
You can reposition the vertical split boundary between the task details and the Gantt Chart
parts of the display. Use your mouse to drag-and-drop the boundary, or double-click the
vertical boundary to resize it to a column edge.

Using the Print Grid Option

You can find the Print Grid option at the lower-left corner of the data-display window. If
you click on this link, you are presented with a dialog allowing you to control the data and
formats for information to be printed. You can select which columns to be output and the
formats for each column to be printed.

Using the Export Grid to Excel Option

Project Web Access 2003 also allows you to export the detailed data to a Microsoft Excel
worksheet. You can find the Export Grid to Excel option at the lower-right corner of the
26 data-display window. When you select this link, Microsoft Excel is started and the data
details are automatically exported to Excel. The data is formatted into convenient outline
groups, allowing you to interactively expand and contract the details as desired.

Using Project Center Build Team

Project Web Access 2003 now has a new feature that allows you to attach resources to spe-
cific project schedules. You can use this convenient Project Center Build Team feature to
add or remove resources from a project. This function works in a similar way to the
Microsoft Project 2003 Professional menu Tools, Build Team from Enterprise.
➔ The Project Center Build Team function attaches resources to a project but does not generally assign
those resources to individual working tasks. See “Enterprise Resource Management,” p. 1069 for more
details on using the Microsoft Project 2003 Professional functions to assign resources to tasks.
The following subjects are discussed within this section:
■ Build Team from list—This set of functions allows you to manipulate the resources
for the selected project.
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Using Project Center Build Team 1037

■ Filter Enterprise Resources—This is a special filtering mechanism that allows you

search for those resources that match your filter criteria.
■ Change Booking Type—You can establish whether a resource is attached to the pro-
ject as either Committed or Proposed.
■ Availability—You can examine resource availability to see if the resources you need
actually have time to work on the project.

Build Team from List

When you open the Project Center Build Team function, you are presented with a screen
with the following two list columns, as shown in Figure 26.5:
■ Filtered Enterprise Resources—This shows the resources from the Enterprise Global
Resource Pool. You can select one or more resources from this list.
■ Resource in the Project—This shows those resources that are attached to the selected
project. These resources become available for task-level assignments.

Figure 26.5
Use the Project
Center Build Team
function to see
resources from the
Enterprise Global
Resource Pool and
the selected project.

26

Add, Remove, Replace, Match Resources

You can manipulate which resources are attached to the project by using the following func-
tion buttons:
■ Add—When you select one or more resources from the Filtered Enterprise Resources
list, you can use the Add button to attach the Resources to the Project. The selected
resources are then available for individual task assignments.
■ Remove—If you select one or more resources from the Resources in the Project list,
then you can use the Remove button to extract those resources from the project sched-
ule. If those resources were assigned to project tasks, then they are completely removed
from those working tasks.
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1038 Chapter 26 Enterprise Project Management

■ Replace—This function allows you to substitute an individual item selected in the

Resources in the Project list with the resource selected from the Filtered Enterprise
Resources list. The substitute resource is automatically assigned to any working tasks
for the resource being replaced.
■ Match—When you select an item from the Resources in the Project list, then click the
Match button, the system automatically creates a filter and applies that filter to search
the Enterprise Global Resource Pool. The resources matching the filter criteria are dis-
played within the Filtered Enterprise Resources list.

TIP
Use the Replace function to substitute actual resources from the Enterprise Global
Resource Pool for Generic resources that were assigned to working tasks within the
schedule.

CAUTION
If you attempt to remove or replace a resource that has previously reported Actual Work,
the system will warn you that the resource cannot be removed from the project tasks.
You must use Microsoft Project 2003 Professional manual resource manipulation tech-
niques to substitute resources with reported Actual Work.

➔ For details on how to change resource assignments, see “Assigning Resources to Tasks,” p. 365.

Filtering Enterprise Resources

When you select the Project Center Build Team function, you are presented with a screen
allowing you to manipulate the resources for a given project. You can use the Filter
26 Enterprise Resources function to search for resource matching your criteria.
For example, let’s say you are a project manager who needs to find a resource who resides in
the Central Iowa district of your company. You can use the Filter Enterprise Resources
function, indicated by a small + sign, to enter search criteria to find a resource within the
Enterprise Global Resource Pool. Refer to Figure 26.6.
The following steps illustrate the use of this feature:
1. You first click the + sign to open the Filter Enterprise Resources control table.
2. Select the Enterprise Outline code field and pick the RBS (Resource Breakdown
Structure) item from the list.
3. Then select the USA.Central.Iowa from the Value drop-down list.
4. When you click the Apply Filter button the system automatically searches the
Enterprise Global Resource Pool for resources that match your criteria. The results of
that search are displayed within the Filtered Enterprise Resources list on the left side of
the window.
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Using Project Center Build Team 1039

Figure 26.6
You can filter
resources within the
Project Center Build
Team function.

TIP
You can create complex filter criteria by adding more rows to the filter. You can also use
the Match button to see different types of filter criteria the system automatically gener-
ates. You should experiment with this feature to understand how you can quickly search
the entire Enterprise Global Resource Pool for resources you need.

Change Booking Type

Microsoft Project 2003 Professional introduces a new feature that allows you to change the
general booking condition of project resources. The following descriptions summarize this
new feature:
■ Committed—This default resource condition indicates that the individual resource is
confirmed as a working resource for the selected project. Committed resources receive 26
Task timesheet notices and can submit timesheet updates to the project manager.
■ Proposed—This resource condition indicates that the selected resource is tentatively
scheduled to work on project tasks. Proposed resources do not receive Task timesheet
notices so they cannot submit actual work to the project manager.

The primary benefit of this Proposed “soft booking” type is to allow project managers to
simulate the resource loading and cost impacts of selecting specific resources as part of the
project team.
For example, say you are a project manager who is negotiating with resource managers to
use certain resources for your project. You can use the Proposed condition for the resources
to simulate the effects on your project and the workload on those resources. You then use
the simulated “soft booking” analysis as a basis during your negotiations with appropriate
staff managers. Once the resources are confirmed to work on the project, you can change
the resource booking condition to Committed. This action enables Task timesheet assign-
ments and updates.
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1040 Chapter 26 Enterprise Project Management

CAUTION
The booking condition for each resource is established for the entire project, not just for
selected tasks. You cannot have a mix of Committed and Proposed conditions for a
resource on different tasks within a specific project.

Viewing Resource Availability

The Project Center Build Team function also provides a quick link to view resource avail-
ability. You can select one or more resources from the Filtered Enterprise Resources and
Resource in the Project. You can then click the Availability button to see a projection of
time the resources can work.
For example, let’s say you are a project manager who is trying to find appropriate resources
to work on tasks within a project. You can use the Availability button within the Project
Center Build Team function to get an overview of each resource workload. When you click
the Availability button, a new window is displayed, allowing you to analyze each selected
resource. You can examine overall availability and workload, in addition to viewing the daily
details for each resource.

Opening and Using Multiple Enterprise Projects

The Project Center now allows you to open and manipulate multiple projects within a sin-
gle Microsoft Project 2003 Professional window. When you open multiple projects in this
way, Microsoft Project creates a temporary composite project with all selected projects
opened within the same window. This provides you several advantages for managing a group
of projects:

26 ■ You can expand or contract the view of each open project, allowing you to inspect the
details as needed.
■ Tasks can be easily linked from one project to another, providing a logical association
among project task activities.
■ You can analyze the effects of changes across a group of projects to determine optimum
scheduling conditions.

Open Multiple Projects from Project Center

If you want to open and edit multiple projects from a list shown in the Project Center, you
simply select the projects and use the Open function as shown in Figure 26.7.

TIP
If you want to pick multiple projects, hold down the Ctrl key on the keyboard while
selecting the project row with the mouse. Each mouse click will select or clear an item
from the project list.
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Opening and Using Multiple Enterprise Projects 1041

Figure 26.7
Use the Project
Center to Open multi-
ple projects for edit
and review within
Microsoft Project
2003 Professional.

You can also select multiple projects by using the Project Web Access Group and Filter
functions to cluster projects within a header group. If you select the header group, all pro-
jects within that group will be selected.
After selecting multiple projects from the list, use the Open function to start Microsoft
Project 2003 Professional with each project automatically opened.

CAUTION
Each project schedule will be opened with edit privileges unless another person has
already opened a specific project. If a project has been previously opened, then that pro-
ject will be opened as read-only within your Microsoft Project 2003 Professional session.
Read-only projects are marked with an exclamation point within the graphical icon for
26
the affected project. If a project is opened as read-only, then you cannot save changes,
such as task links, made to that project.

If you select more than 10 projects to open then a caution window is displayed, as shown in
Figure 26.8.

Figure 26.8
Caution message if
opening more than
10 projects.
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1042 Chapter 26 Enterprise Project Management

This caution message allows you to control how the projects are opened for Read/Write
editing or just Read-Only review. If you open a large number of projects for Read/Write,
then processing may take several minutes to check-out each project from the Project Server
repository and deliver it to your Microsoft Project 2003 Professional session. Use the Read-
Only mode if you are reviewing multiple projects and you do not want to save changes. If
you select Cancel, then the projects are not opened and you are returned to the Project Web
Access Project Center.

N OTE
When you open multiple projects from Project Web Access Project Center, each project
will be inserted into a temporary “master” project as if you had used the Microsoft
Project 2003 Professional menu sequence Insert, Project. The system does not create a
Master or Subproject relationship. When you exit Microsoft Project 2003 Professional,
each opened project is saved as individual projects within the Project Server repository
and the temporary “master” project is discarded. Task links across projects are retained if
you chose to save changes for each affected project.

➔ For detailed information on manually inserting projects, see “Creating Subprojects and Master Projects,”
p. 612.

Open or Delete Projects from Microsoft Project 2003 Professional

You can also use Microsoft Project 2003 Professional to open projects from the Project
Server repository. Start Microsoft Project 2003 Professional and connect to Project Server,
then use the menu sequence File, Open to see a list of projects stored within the Project
Server repository. See Figure 26.9.

26 Figure 26.9
Use Microsoft Project
2003 Professional
File, Open to see a list
of projects stored
within Project Server.

Use the Group By pull-down menu to organize projects based on the Enterprise Global
Custom Project Codes associated with each project. See Figure 26.9. This display also
shows who has checked-out projects and the last time each project was modified.
35 0789730723_ch26.qxd 1/12/04 2:27 PM Page 1043

Opening and Using Multiple Enterprise Projects 1043

If you select a project from the list and use the mouse to click on the Permanently Delete
Project button, shown as an X, then you are presented with a warning window. If you select
Yes, then the project is permanently removed from the Project Server repository.

CAUTION
You should develop business processes to control when projects are permanently
deleted from the Project Server database. A delete action will remove historical records
of a deleted project and any associated resource assignments. The Project Web Access
administrator can set permissions to control who has delete privileges.

➔ For detailed information on deleting projects and resources, see “System Administration,” p. 986.

Link Tasks Across Multiple Projects

If you have opened multiple projects, you can create dependency links between tasks from
one project to another. There are two methods for creating task links between projects:
■ Use the typical Link Task function.
■ Manually Key-in the task identifier as a predecessor or successor.

After tasks are linked from one project to another, you can see the results of those connec-
tions within the Project Web Access Project Center project detail views. See Figure 26.10.

Figure 26.10
Project Center detail
views show external
project links in the
Gantt Chart.
26

If you hover your mouse pointer over an externally linked task in the Gantt Chart, a pop-up
information tip appears containing the task details.

Using the Link Task Function for Multiple Projects

If you have used Project Web Access Project Center to open multiple projects, then you can
easily link tasks between projects. Use the normal process whereby you select two tasks, one
from each project, then apply the Task Link function.
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1044 Chapter 26 Enterprise Project Management

You can inspect the cross-project task links by displaying the Predecessor and/or Successor
columns within your project schedule. Cross-project task links use a special format to
describe the links. See Figure 26.11.

Figure 26.11
Cross-project task
links within Microsoft
Project 2003
Professional.

Although the format of this type of task link is unusual, the logical relationship remains the
same, as if internal task links were created. Table 26.2 describes the format and meaning of
this type of cross-project linked task as shown in the following example:
Example: <>\Windows Server Upgrade.Published\43

26
Table 26.2 Cross-project Task Link Formats
Characters Interpretation
<> The project is located on the Project Server
Windows Server Upgrade.Published The name of the project within the Project Server
repository
\43 The task ID number of the linked task

This example can be interpreted to mean: Link to task number 43 within the project named
Windows Server Upgrade.Published that is stored within the active Project Server database
repository.

TIP
You can manually key in this type of predecessor or successor if you know the exact task
identifier and project name for the task to be linked. Use the menu sequence Tools, Links
Between Projects to examine any external project task links.
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Opening and Using Multiple Enterprise Projects 1045

N OTE
Each time you open a project schedule that contains externally linked tasks, Microsoft
Project temporarily opens the external project and uses the linked data to recomputed
Start and Finish dates in addition to other information like Duration, Resource Units, and
so forth.

Manually Key in Task Identifiers for Multiple Projects

You can also create cross-project task links by manually entering the appropriate phrase that
points to a task within an external project.
Let’s say there are two projects within your Project Server repository where you want to
create special cross-project predecessor or successor relationships. You can use the Microsoft
Project 2003 Professional menu File, Open for each project schedule. If you use the menu
sequence Window, Arrange All you will see each project within a separate window.
After the project schedules are opened, then you can create cross-project task links by man-
ually entering the project name and task number within the task ID column, as shown in the
example within Figure 26.12.

Figure 26.12
Manually entered
cross-project task
links within Microsoft
Project 2003
Professional.

26

When you enter the character string in the format as shown in Figure 26.12, Microsoft
Project automatically creates the cross-project task link and displays the connection within
the Gantt Chart and other views.
If you later open a project schedule containing cross-project task links, you will notice that
each externally linked task is displayed in a special color and/or font as defined within the
menu sequence Format, Text Styles, and External Tasks. The default is a grayed-out task
row that contains the appropriate text of the externally linked tasks.

CAUTION
If you open a project with external task links and you delete such a link, the change is
only reflected within the opened project. The deleted link does not take effect for the
external project until that project is opened and saved.
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1046 Chapter 26 Enterprise Project Management

➔ For more information on creating and using task links, see “Understanding Dependency Links,” p. 177.

Check-in Projects from Project Center

The Project Center now allows project managers with permissions to “check-in” project
schedules that may have become locked due to network or other failures. This new feature
has the advantage of allowing project managers to correct problems that have occurred for
projects they own, without disturbing the Project Web Access system
administrators.
If the Project Web Access administrators have granted a project manager the appropriate
permissions, then the project manager can use the Project Center menu Check in My
Projects function. When this menu function is used, the project manager is presented with a
screen to select a locked project they own and check-in to free the lock.
When you choose to check-in a project, the system issues a warning like the one shown in
Figure 26.13.

Figure 26.13
Check-in My Projects
warning message.

If you proceed with the check-in action, then the database lock is released so the project
schedule can be opened for edits.

26 CAUTION
If you check-in a project schedule that is being actively edited by another person, the sys-
tem prevents that person from saving changes. See Figure 26.14.

Figure 26.14
Error message after
an attempt to save a
project schedule that
has been checked-in
during an active edit
session.
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Using Administrative Projects 1047

Using Administrative Projects

The Project Center allows you to create and manage Administrative projects that are used
to assign and track “non-project” activities outside the normal bounds of particular projects.
The concept of non-working time, which was used within Microsoft Project Server 2002, is
no longer used within Microsoft Office Project 2003. Administrative projects are now used
to track this type of activity.
There are several advantages to using Administrative projects:
■ All team members can use a common approach to report non-project time.
■ Individual working projects can eliminate the need to include these types of activities
within the Work Breakdown Structure (WBS).
■ Administrative project resource assignment information is used during the calculation
of OLAP cube data displayed within the Project Center and Resource Center Portfolio
Analyzer views.

Administrative projects can be created using any of three strategies:

■ Use the Project Web Access Project Center Manage Administrative Projects menu.
■ Use the Microsoft Project 2003 Professional menu sequence File, Save As,
Administrative Project check box.
■ Load a predefined Administrative project template.

Each of these techniques creates a special type of project schedule that is designed to use
particular administrative project scheduling and time-tracking methods. These special fea-
tures can be summarized as follows:
■ Tasks are defined as Fixed Duration, not Effort Driven, for scheduling. 26
■ Project Web Access Tasks timesheet data always uses direct time entry, Hours of Work
Done per Time Period, rather than %Complete or remaining work methods.
■ Administrative projects appear at the bottom of the team member timesheet view.
■ Administrative project tasks appear as categories selectable within the Notify Your
Manager of Time You Will Not Be Available for Project Work.

Except for these special conditions, Administrative projects are developed and maintained
like any other project schedule.

TIP
Consider creating a standard business process whereby you name Administrative pro-
jects so they appear in certain locations within the Project Center summary views. For
example, if you prefix all Administrative project names with “ZZ” they will automatically
appear at the bottom of Project Center summary views. Also consider creating Enterprise
Global Custom Project Codes that reflect the nature of Administrative projects, so people
easily group and filter Administrative projects within various lists.
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1048 Chapter 26 Enterprise Project Management

Analyzing Enterprise Projects

Chapter 24 identifies several roles for users of Microsoft Project Professional 2003, includ-
ing portfolio managers, project managers, resource managers, and executives.
This section describes how executives, portfolio managers, project managers, and others use
Project Web Access Portfolio Analyzer and Portfolio Modeler functions to analyze project
data and provide answers to business questions such as the following:
■ Which resources are working on projects?
■ Which resources are overloaded or have excess capacity?
■ What happens to project delivery if we change resource assignments?
■ How much actual work has occurred across a portfolio of projects?
■ What are the predicted future costs of multiple projects within corporate initiatives?

Through Project Web Access, a user can see the project and resource information for which
he or she has the appropriate permissions.
When reading about the Project Center analysis functions, keep in mind the following:
■ Each view or report provides part of the information you need, so don’t try to obtain all
the information you need from a single view.
■ You should look at the same data from a variety of perspectives to make sure that what
you think the data is telling you is correct and/or reasonable. You should look for data
that disproves any conclusion that you’ve come to. If you can’t find any, then your con-
clusions might be right.
■ Your job might be to have enough data to ask the right questions, rather than to answer
26 those questions. For example, as an executive, you might use the portfolio modeler to
determine that resource bottlenecks exist. It might fall to a portfolio manager, resource
managers, and/or project managers to resolve the issue. Depending on your role, then,
you might require access to the tools and data available in Microsoft Project
Professional 2003 as well as the views in Project Web Access.
■ Microsoft Project 2003 Professional and Project Web Access provide a great deal of
power and flexibility in terms of data generation, capture, and analysis. You should use
the information in this section as a place to begin your exploration.

The primary difference between the Portfolio Modeler and the Portfolio Analyzer is that
the Portfolio Modeler provides a broad view of the portfolio data, whereas the Portfolio
Analyzer provides the detailed data required to “slice and dice” the portfolio data to the
level of detail required. Table 26.3 lists additional differences between the Portfolio Modeler
and Portfolio Analyzer.
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Analyzing Enterprise Projects 1049

Table 26.3 Portfolio Analyzer and Portfolio Modeler Comparison

Comparison Area Portfolio Analyzer Portfolio Modeler
Data source Portfolio Analyzer uses data Portfolio Modeler gets data directly
from the selected SQL Server from the Project Server database.
OLAP cube.
Data currency The data in a Portfolio Analyzer The data in a Portfolio Modeler
view is current as of the date view is current as of the date and
and time the OLAP cube was time the model was generated
generated. or refreshed.
Data specification The data in a Portfolio Analyzer You can specify which projects (and
view always includes the their versions) to include in a
Published version of all projects portfolio model.
in the Project Server, as well
as all resources in the You can specify which resources to
enterprise resource pool, include in a portfolio model.
when the OLAP cube is
generated.

You can specify date ranges You can specify different resource
for the data included in the modeling options for each project
Portfolio Analyzer. included in the model (for example,
you might choose to have all
projects in the model be as-is, except
for a new project to examine the
impact of the new project on the
current project portfolio).
26
Modeling tools The SQL Server 2000 Analysis The Analyze option in the Modeler
tools are available through is available through Project Web
Project Web Access. Access.

➔ See “Building OLAP Cubes and Updating Resource Tables,” p. 994, for the parameters that are available
when creating OLAP cubes, and see “Creating New Portfolio Models” p. 1056, for the parameters avail-
able when specifying portfolio models.

Analyzing Projects in the Portfolio Analyzer

The Portfolio Analyzer gives executives and managers easy access to summary information
about the Published versions of projects and resources. The data can be grouped in a variety
of ways, and the user can choose which data and which grouping to display in the view, by
using PivotTable controls like those in Microsoft Excel.
Before you can look at a Portfolio Analyzer view, the administrator must first create the
view.
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1050 Chapter 26 Enterprise Project Management

N OTE
The data and functionality available in each Portfolio Analyzer view depends on the data
and options that the administrator has allowed when creating the view. Your ability to
alter Portfolio Analyzer view also depends on having an Office 2003 family application
installed on your system. The examples within this section assume you have sufficient
privileges to modify view formats within the Portfolio Analyzer and that you have an
Office 2003 family application installed on your computer.

To demonstrate the power and value of the Portfolio Analyzer, this section continues using
the Microsoft-supplied sample database that can be easily installed by using installation wiz-
ard on the Project Server software media.
Let’s assume you are an executive and you want to evaluate how projects are performing to
projections within the Information Technology organization. You are particularly interested
in workload projects versus budgeted work for projects during a certain fiscal quarter.
You can begin understanding how the projects are performing by using the project Web
Access Project Center, Analyze Projects in Portfolio Analyzer function. When you select the
view called IT Workload Comparison to Plan, you see a graphic chart similar to the one
that appears in Figure 26.15.

Figure 26.15
You can use the
Portfolio Analyzer to
examine portfolio
data.

26

Using Portfolio Analyzer Views

Before we begin understanding what the data in Figure 26.15 tells us, let’s discuss various
features available on this screen.
■ View Options—If you have been given permission, you can use the Show Field List
option, also shown in the toolbar, to manipulate the various data fields. The Show
Toolbars option allows you additional controls to manipulate the display and export
data to Microsoft Excel.
■ Save a Link—Allows you to create a personal link so you can quickly return to the
Portfolio Analyzer view.
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Analyzing Enterprise Projects 1051

■ PivotTable—This button enables you to analyze information by sorting, grouping, fil-

tering, and pivoting on data in a spreadsheet format, similar to Microsoft Excel.
■ Chart—Charts graphically display information from the PivotTable.
■ Combination PivotTable and chart—Data is presented in both a PivotTable and
chart format. The data is the same for each view, so actions you take in one view imme-
diately affect the other view content.
■ Save as GIF—Allows you to save the graphical representation of the chart or pivot
table into a graphic GIF file that can be inserted into another application like Microsoft
Word or PowerPoint.
■ Drop-down lists—You can control what data is shown by using the data field drop-
down lists such as Versions, Resource Department, and Years, as shown within Figure
26.15. When you select a drop-down list, you can then click on the data options you
want to view. When you click OK, the chart and/or pivot table views are immediately
updated to include the data you chose.

Changing Portfolio Analyzer View Content

When you use the Portfolio Analyzer to view project information, you can manipulate cer-
tain viewing formats if the Project Web Access administrator has given you permission.
For example, if you start with a Portfolio Analyzer view like the one shown in Figure 26.15,
then you can add or remove data fields. Follow these steps to show additional information
within the IT Workload Comparison to Plan view:
1. Change the view so you see the PivotTable only.
2. Use the View Options tab to click the Show Toolbars button.
3. From the Toolbars buttons, click on the Field List item to display all of the defined data 26
fields available for this OLAP cube. See Figure 26.16.
4. Now use the mouse to drag and drop the data item called Project Location to the area
of the pivot table header called Drop Column Fields Here. This action adds the Project
Location data to the pivot table and chart.
5. Close the Field List window so you can clearly see the new data display.
6. Next use the drop-down arrow on the Project Location group to set only the USA
West item.

TIP
Uncheck the All item at the top of the list to clear all settings, then use the + sign to
expand the list so you can click the specific item(s) you want.
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1052 Chapter 26 Enterprise Project Management

Figure 26.16
Use the Field List to
add or remove data
fields from a Portfolio
Analyzer view.

7. Now manipulate the data fields to display only a single fiscal quarter. Your view should
look something like Figure 26.17.

Figure 26.17
Manipulate the
Portfolio Analyzer
fields to show the
information you need.

26

The pivot table data shown in Figure 26.17 allows you to better understand the workload
characteristics of the projects within the Corporate Information Technologies group in the
USA West sector. If you select the PivotTable and Chart viewing option, then you can see
the graphic chart and numerical data within the same window as shown in Figure 26.18.
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Analyzing Enterprise Projects 1053

Figure 26.18
Use Portfolio Analyzer
views to analyze com-
plex project perfor-
mance information.

TIP
Changes you make to the Portfolio Analyzer view information are not permanent. By
default, the columns and viewing content are reset to the original format when you re-
enter the Portfolio Analyzer functions. Use the Save Link function to create a shortcut
that recovers the viewing format you modified.

Using Portfolio Analyzer to Assess Projects

Managers who have permission to view Portfolio Analyzer data can use the available views
to assess how projects are progressing compared to projections. Access to this type of data is
26
a powerful management tool that enables organization management to better predict prob-
lems in the future.
Let’s return to the scenario we started at the beginning of this section: You are an organiza-
tion executive who needs to determine conditions about Information Technology projects.
We can use Figure 26.18 as a reference for our analysis.
So what are some of the conclusions or questions we can derive from reviewing data in
Figure 26.18?
■ The total Baseline Work of project in the IT USA West sector for fiscal quarter 4 in
2003 shows 1,439 hours. The total Work for the same period is 1,189 hours so pro-
jected work is lower than baseline for this quarter.
■ The Work column shows a decreasing load from October, through November and
December. This tends to indicate the organization will need more work to do as the
year comes to a close. As the executive in charge, you should begin planning for more
project activity or a staffing redistribution.
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1054 Chapter 26 Enterprise Project Management

■ The cumulative work in the Work to Date column is greater than the cumulated base-
line work shown in the Planned Work to Date column. This tends to validate a general
cost overrun from the expected baseline levels for the entire year.

TIP
You can learn more about the calculations of each pivot table column if you click on the
column header, for instance Planned Work to Date in Figure 26.18, then right-click with
the mouse and select the Commands and Options menu item. Then you can examine the
Calculations tab to see the column formula. Be careful not to accidentally corrupt these
formulas.

■ One key question from this analysis is, “Which projects are causing the overall work-
load overrun?” This clearly needs more investigation by using other Portfolio Analyzer
views and various other Project Center views. Once you identify projects with prob-
lems, you probably need to discuss the issues with the project managers.
■ Another key question is, “What projects will we assign people to work on near the end
of the year?” If there are no other projects that need attention, then you probably need
to redistribute staff to avoid real staff reductions.

Clearly, the Portfolio Analyzer views provide managers a great deal of information and abil-
ity to predict future problems. When problems are spotted early in the project or budget
lifecycle, solutions can be determined before the problems turn into disasters.

Modeling Projects with the Portfolio Modeler

With portfolio modeling you can interactively simulate changes to projects or resource
staffing and immediately view the impact of those changes on a group of projects without
26
altering the actual schedules involved. This is known as modeling changes to schedules. See
the section, “Transferring Portfolio Models to Actual Schedules,” later in this chapter, for
information on how to alter actual schedules to match results of modeling simulations.

N OTE
For the purposes of this chapter, portfolio modeling is defined as creating information
about a project schedule or group of schedules from data about those schedules.
Applying user-controlled parameters to test the effect of the changes on the models can
simulate changes to overall duration and resource usage.
For example, one model might show the results (in terms of schedule duration and
resource utilization) if Project ABC is the highest priority in the portfolio and the other
projects are of lesser priority. A different model might show the results if Project XYZ is
the same priority as the other projects in the portfolio.

Modeling different project and resource scenarios provides a fast and powerful way to find
overallocated resources, determine the schedule feasibility of new projects, and identify the
best staffing strategies to support projects across an organization.
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Analyzing Enterprise Projects 1055

You can use the Portfolio Modeler to answer questions such as

■ What is the organization’s work capacity within a specific calendar period?
■ What resource bottlenecks are associated with multiple projects using the same
resources?
■ What is the effect on project schedules if resource skills are overused or underutilized?
■ What is the impact to your project portfolio if you add a new project to the portfolio?

To answer these questions, you can use the following general approach to analyzing portfo-
lios of projects:
1. Use the Project Center Tracking views and Grouping tools to review key metrics about
each project within a portfolio list.
2. Create an “as-is” portfolio model that shows the current combined state of the projects
within the portfolio list. With Portfolio Modeler models, you see each project as one
line on a Gantt Chart; however, the Gantt bars are color-coded based on resource allo-
cation over the calendar period. Use this model to determine if the projects within the
portfolio model are likely to have schedule delivery or overallocated resources.
3. Create an “optimized” portfolio model to determine what happens to each project in
the portfolio is changed restructure workloads on resources. Optimized means that the
portfolio-modeling tool will substitute an available resource with matching resource
attributes, from the model’s resource pool, for an overallocated resource in the
schedule.

N OTE
Optimizing the resources may cause each project’s scheduled end date to be significantly
delayed, because there may be resource bottlenecks across the portfolio of projects.
26

4. Create variations of the project portfolio models, altering characteristics such as project
priority, using resources within a set of projects, and so on.
5. Compare the results of the portfolio models to determine which projects need further
detailed attention.
6. Discuss the modeling results with appropriate project managers to determine how the
individual project details can be changed to better optimize project schedules and
resource utilization.

You can access the portfolio modeling features by logging in to Microsoft Project Web
Access, clicking Projects, and then selecting the Model Projects with Portfolio Modeler
link.
Any existing portfolio models are listed on the initial Portfolio Modeler page, as in the
Figure 26.19 examples.
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1056 Chapter 26 Enterprise Project Management

Figure 26.19
List of defined models
within the Portfolio
Modeler page.

From this screen you can add, open, modify, analyze, delete, or unlock portfolio models.
Each of these functions is described in the following sections.

Creating New Portfolio Models

When you look at the list of projects by using a typical Project Center Gantt Chart views,
you can see the current schedules for the each project. How viable are these schedules?
To find out how viable these schedules are from a resource allocation perspective, you can
create a new portfolio model containing a set of projects you want to analyze.
To create the new portfolio model you need to follow these general steps:
1. Select the New tab on the Model Projects with Portfolio Modeler page, as shown in
Figure 26.19.
2. Give your new model a name that implies the general purpose of the model and provide
a description.
3. Select the projects to be included in the model, as shown in the Figure 26.20 example.
26
Figure 26.20
New portfolio model
as “What-if?”
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Analyzing Enterprise Projects 1057

4. Then select how the model should consider resources.

For some types of modeling, you need to choose from one of these three mutually
exclusive ways to define the resources available to the modeler when creating the
model:
• Include Resources in the Model’s Projects—This option limits the modeler’s
resource substitution to the list of resources already attached to the projects
selected for the model.
• Include Resources at or below RBS Level—This option limits the modeler’s
resource substitution to the list of resources associated with the specified RBS
level, where RBS is the Resource Breakdown Structure.
• Include Resources Specified Below—This option limits the modeler’s resource
substitution to the specific list of resources selected from the Enterprise Global
Resource Pool.

5. After you have specified the projects and resources for the model, click the Next button
at the bottom of the page.
6. As shown in Figure 26.21, the second step in creating a new portfolio model is to
decide which, if any, additional related projects to include in the model.

Figure 26.21
If you select addi-
tional projects, then
the resource and
schedule data from
those projects will
affect the projects
within the model.
26

The Relationship column specifies whether the related project shares an external
dependency (that is, projects with task links across projects) or shares resources with the
projects in the Related To column. Click Next to continue defining the model.
7. Define the three scheduling options—Priority, Scheduling Options, and Start No
Earlier Than Date—as shown in Figure 26.22. These options are described as follows:
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1058 Chapter 26 Enterprise Project Management

Figure 26.22
Choose the schedul-
ing options for the
model.

• Priority—Overallocated resources in higher-priority projects are substituted for

first, where 1000 is the highest priority.
• Scheduling Options—The Scheduling Options define how the modeler is to use
the resources available to the modeler. The four scheduling options and their def-
initions are as follows:
Keep Dates and Assignments—Specifies that task start and end dates for
resource assignments do not change when you create a model. This setting
prevents the modeler from changing a project’s resource assignments.
Use Current Assignments—Specifies that resource assignments do not
change; however, task start and end dates may change as the assigned work-
26 load is redistributed.
Reassign Resources in Project—Specifies that the modeler can reassign
resources within each project only. No resources from outside the project
are used.
Reassign Resource in Model’s Pool—Allows the modeler to reassign
resources, using any of the resources that you have included in the model’s
resource pool. The modeler uses RBS and other Enterprise Global resource
codes for matching purposes.

You can specify different scheduling options for each project in a model.
• Start No Earlier Than Date—Specifies the earliest date on which a project can
begin for the model.

8. After you have selected the scheduling options for your model, click Next to create the
model and return to the initial Portfolio Modeler screen.
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Analyzing Enterprise Projects 1059

You can now use the new model to analyze project performance and compare against other
models you may create.

Opening Portfolio Models

To open an existing portfolio model, select the Project Center Projects tab, then Model
Projects with Portfolio Manager. Next, select a model and click Open.
As shown in Figure 26.23, the opened model screen displays projects using color-coded
Gantt Chart bars to identify the degree to which project resources are overallocated. The
Gantt Chart bars can display red, yellow, or green to show the time periods where the total
resource demand meets or exceeds the available capacity. For each time period
■ Green—If the workload demand is less than the resource capacity, the bar is set to
green.
■ Yellow—If the demand exceeds the capacity by less than 10%, the bar is set to yellow.
■ Red—If the demand exceeds the capacity by greater than 10%, the bar is set to red.

Figure 26.23
Example of
Manufacturing High
ROI Projects model
showing resource
overallocation
Gantt Chart.

26

You can analyze or modify a portfolio model from the initial Model Projects with Portfolio
Modeler screen, but you must open a model before you can use the Compare function or
use the Model Property toolbox.
The Portfolio Modeler toolbox allows you to modify some of the model’s parameters with-
out going through all the screens associated with modifying a model. See the section,
“Using the Portfolio Model Toolbox to Change Properties,” later in this chapter, for details.
When you open a portfolio model, you see a portfolio model Gantt Chart and you also see
a Resource Assignments chart, as shown in Figure 26.24.
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1060 Chapter 26 Enterprise Project Management

Figure 26.24
Analyze projects and
resource allocation.

CAUTION
The Resource Assignments for Selected Project chart displays resource availability for
one project only, the project selected in the Gantt Chart, and not for the portfolio of pro-
jects in the model.

Each graphic bar in the Resource Assignments chart represents one resource or more
resources, and the scale used on the chart’s vertical axis represents the total number of work
hours, based on the timescale.
The Timescale drop-down list box controls the units for each period on the graph. The
26 options are Day, Week, Month, Quarter, Year, and Auto. The option that is selected defines
the timescale at the bottom of the chart. The Auto option allows the Portfolio Modeler to
determine which of the timescale options provides the best view and granularity.
If you use the mouse pointer to hover over graph bars in the Resource Assignments chart, a
ScreenTip window displays detailed information about the resource represented by a graph
bar, as shown in Figure 26.24.
The block representing each resource for a time period can appear in red, yellow, or green,
to show the time periods where the demand for that resource meets or exceeds the
resource’s available capacity, usually the Max Units setting. The color coding is the same as
the color coding used with the Portfolio Modeler’s Gantt Chart.

Using the Portfolio Model Toolbox to Change Properties

The advantage of using the Portfolio Model Property toolbox is that you can bring up the
toolbox while you have a model open, make changes to a project in the model, and then
view the changes you have made immediately after you apply the changes. The disadvantage
is that you can’t modify all of a model’s parameters with the toolbox.
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Analyzing Enterprise Projects 1061

To use the toolbox, open a portfolio model, select a project, and then click the Toolbox icon.
Figure 26.25 shows the portfolio model parameters that can be changed via the toolbox.
Each of these parameters is described in detail in the section “Creating New Portfolio
Models,” earlier in this chapter.

Figure 26.25
When you click the
Toolbox icon, the
Model Property
Toolbox is displayed,
prepopulated with
the model’s current
parameter values.

Click Apply when you have finished making changes in the toolbox to see the changes
applied to the open model.

Comparing Portfolio Models

After you create portfolio models, you often want to compare models to see what effects
changes produce. 26
To compare models, you need to open a portfolio model and click the Compare icon.
Figure 26.26 shows an example of two models selected for comparison.

N OTE
The order in which the portfolio models are selected is the order in which they are dis-
played.

After you have selected the models to be compared and their order of display, click OK to
see the portfolio models compared.
When you select individual projects within the compared models, you can see the resource
workloads within the bar graph as shown in Figure 26.27. Select multiple resources from
the list and click Refresh to view a composite graph with each selected resource.
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1062 Chapter 26 Enterprise Project Management

Figure 26.26
Two portfolio models
are selected for
comparison.

Figure 26.27
Review workload for
multiple resources.

26

Figure 26.27 shows several resources that are overallocated for the indicated calendar times.
Figure 26.28 shows how the comparison model used substituting new resources for those
that were overloaded, so the workload has been redistributed. Notice how two new
resources, without highlights in the list, have been selected to work in place of overloaded
resources.

Modifying Portfolio Models

After you have created a portfolio model, you might want to change its parameters or create
a new model, using the parameters of an existing model.
There are two ways to modify an existing portfolio model: by going through the Model
Projects with Portfolio Modeler screens again or by using the Toolbox property (see the
section “Opening Portfolio Models”, earlier in this chapter).
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Analyzing Enterprise Projects 1063

Figure 26.28
Workload can be
redistributed to new
resources.

The model-modification process prompts you with the same configuration screens that are
used to create a model (see the section “Creating New Portfolio Models,” earlier in this
chapter), with the current parameters remembered.
You can modify the desired parameters as you move through the model definition screens to
generate a model with the same name or a different name.

Using Portfolio Model Analyze Feature

You can use the Portfolio Modeler’s Analyze feature to quickly and easily identify resource
availability and bottlenecks for projects in a portfolio model.
26
N OTE
Don’t confuse the Portfolio Modeler’s Analyze feature with the Portfolio Analyzer (see the
section “Analyzing Projects in the Portfolio Analyzer,” earlier in this chapter).

Selecting a portfolio model and clicking the Analyze icon displays the details of the selected
model. The model analysis screen provides useful information about the model you are
working with. It also provides a chart that plots resource demand, capacity, and utilization
for the entire model over time, and it tells you the scheduling options used per project to
create the model.
The model analysis screen consists of four parts:
■ Model Name and Description—This shows the name, description, owner, creation
date, and last update.
■ Summary Statistics—Summarizes statistics, with Shortest Schedule and Modeled
Schedule for comparison.
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1064 Chapter 26 Enterprise Project Management

■ The Demand/Capacity/Utilization Chart—The Demand/Capacity/Utilization chart

contains three separate line graphs, each line on the graph showing a cumulative value
from the start of the model.
■ Model Scheduling Options—This displays the scheduling parameters used to create
the model for each project that is included in the model.

Use this information as the basis for discussion with project managers regarding detailed
changes needed within affected project schedules.

Transferring Portfolio Models to Actual Schedules

Portfolio Modeler results are a starting point for making detailed changes to each project
schedule. The project managers can use the general portfolio model information to change
resources by using the Microsoft Project 2003 Professional Resource Substitution Wizard.
Table 26.4 compares the Portfolio Modeler and Resource Substitution Wizard tools.
➔ For information on the Resource Substitution Wizard’s scheduling options, see “Using the Resource
Substitution Wizard,” p. 1110.

Table 26.4 Comparison of Portfolio Modeler and Resource Substitution

Wizard Scheduling Options
Related Resource
Portfolio Modeler Substitution Wizard Differences Between
Scheduling Option Scheduling Option Scheduling Options
Reassign Resource Resources in Pool None. Both reassign resources
in Model’s Pool from the resource pool you’ve
established for the model or the
26 wizard.
Keep Start/End Dates Don’t include the None. Both cause resource
project when assignments and task start and
running the wizard end dates to not change.
Use Current Assignments The Demand feature None. Both cause resources
assigned to tasks to not change;
however, task start and end dates
may change.

Reassign Resources Use Resources in Project None. Both reassign in Project

resources within each project only.
No resource substitutions occur
from outside each project’s
resources.
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Using Enterprise Templates 1065

Refresh Portfolio Modeler Views

Project managers who have permissions to use the Portfolio Modeler functions can now use
a new feature called Refresh to update model information. When you select this option, a
caution window is displayed as shown in Figure 26.29.

Figure 26.29
Caution message dur-
ing Refresh action
request.

If you select Yes then modeling conditions for the selected model are saved, recomputed,
and updated to the Project Server database. This update involves opening the projects and
resources within the model and using that information to recompute the entire model view.

N OTE
The model refresh action is computer intensive and may take several minutes to com-
plete the update. General Project Web Access users may see a system slowdown during
the update timeframe.

Using Enterprise Templates

Microsoft Project has provided schedule templates as an easy way for project managers to
quickly create new schedules. With Microsoft Project Professional 2003, project managers
can acquire and use enterprise templates from a Project server as well as project templates
that are available on a user’s personal file systems. 26
Project templates and enterprise templates are identical in terms of capability; their only
difference lies in how they are stored and therefore how easy they are to maintain for all
users in an organization. Personal project templates are stored as .MPT files on a computer’s
file system. Enterprise templates are stored on a Project server, and changes made to enter-
prise templates are automatically given to Professional edition users when they open the
template.

CAUTION
You can create and save your own local project templates with enterprise resources,
generic resources, enterprise outline codes, and enterprise custom fields in them. If you
do, be warned that as codes, fields, views, and resources are changed in the Enterprise
Global template and the enterprise resource pool, those changes will most likely be
updated in the enterprise templates but not in your local project templates.
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1066 Chapter 26 Enterprise Project Management

Using enterprise templates along with the Resource Substitution Wizard, the Team Builder,
or the Assign Resources dialog box is the quickest and easiest way to create a new schedule
and add resources to tasks. All you have to do is open the enterprise template and you are
ready to add the enterprise resources to the schedule and automatically assign the resource
to the schedule’s tasks.
➔ If you need a new enterprise template, talk to your portfolio manager or administrator. If you are the
portfolio manager or administrator and need detailed information on how to create enterprise tem-
plates, see “Managing the Enterprise Global Template,” p. 1007.
To open an enterprise template, select File, New, select From My Computer, and then click
the Enterprise Templates tab (see Figure 26.30).

Figure 26.30
Select Enterprise
Templates. If you
don’t see an
Enterprise Templates
tab, enterprise tem-
plates have not yet
been saved to the
Microsoft Project
Server.

➔ For more information about creating and using templates, see “Creating and Using Templates,” p. 103.

26 Working with Enterprise Versions

By using Enterprise Project versions, you can create complete copies of a project schedule
and label each copy with a unique version name. These versions can be for your internal use,
or they can be made available to others in the organization for performing the following:
■ Full comparisons between versions, including added and deleted tasks and assignments,
constraints, and other changes not saved in baselines.
■ Trend analysis between schedule snapshots taken at regular intervals.
■ What-if analysis separate from the current (or published) version.

There is no limit to the number of versions that an organization can create; however, only
versions that have been predefined by the administrator are available to project managers.
The first time a new project schedule is saved to a Project server, it must be saved with the
system version called Published. This is because the Published version is associated with
system features such as timesheet reporting (timesheets only show assignments from the
Published version).
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Working with Enterprise Project Codes 1067

N OTE
Because of its importance and the necessity for it to exist, the version Published is pro-
tected and cannot be deleted.

After the Published version of a project is saved, other versions of the project can also be
saved. For example, if you have predefined a Test version and a What If version, then only
those versions are available for use through Microsoft Project and Project Web Access. If
the organization decides that a copy of each schedule in the organization should be saved at
the end of each quarter, you can create Q1 2003, Q2 2003, Q3 2003, Q4 2003, and other
versions, as necessary.

TIP
Your organization might want to define several types of version definitions that reflect
business processes. The Published version is the default production version when you
save a project plan into the enterprise repository. You can also create versions such as
Suspended, Preliminary, Pending Approval, and so on, as defined by the project approval
and tracking processes established by your business.

You can view project versions in the Professional edition’s Open File dialog box or at
Project Web Access Project. When viewing projects at Project Web Access, you can sort,
group, and filter by version.

Working with Enterprise Project Codes

Microsoft Project Professional uses enterprise project outline codes to enable the manage-
ment of projects across an enterprise. When the enterprise project outline codes are 26
assigned to projects, project data can be viewed and analyzed in a variety of ways, using the
Project Center and the Resource Center.

Applying Outline Codes and Custom Fields to Projects

After the enterprise project outline codes and custom fields have been defined and entered
into the Enterprise Global, project managers can assign those codes to individual projects.
To apply enterprise project outline codes to enterprise projects, follow these steps:
1. Select Project, Project Information to display the defined enterprise project custom
fields, as shown in Figure 26.31.
2. Select the value for each Custom Field from the drop-down lists in the Value column,
and then click OK.
3. When you are done, save the project to the Project server.

➔ For more information about creating and using Enterprise Global project codes, see “Using Enterprise
Outline Codes and Custom Fields” p. 1010.
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1068 Chapter 26 Enterprise Project Management

Figure 26.31
The * at the end of an
enterprise custom
field indicates that it
is a required field.

26
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CHAPTER
27
Enterprise Resource Management

In this chapter
An Overview of Enterprise Resource Management 1070
Managing Enterprise Resources in Resource Center 1072
Creating Custom Enterprise Resource Outline Code 1081
Working with Enterprise Resources 1090
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1070 Chapter 27 Enterprise Resource Management

An Overview of Enterprise Resource

Management
This chapter describes how project and resource managers use the new features and capabili-
ties of Project Professional 2003 to successfully manage resources available in an organization.
One of the biggest challenges of today’s organizations is to ensure that the right resources
are assigned to each project, and that all projects in the pipeline are properly staffed, taking
into consideration project requirements, resources’ skills, proficiency level, and availability.
With the release of Microsoft Project 2003, project and resource managers will notice a few
significant changes in areas of resource management, such as
■ Definition and management of a broad variety of types of resources, including designa-
tion of resources as Committed or Proposed, allowing resource managers more flexibil-
ity in establishing project teams.
■ Substitution of generic resources is more accurate due to new Enterprise Global
Outline Resource Codes that permit multiple selections to be assigned to a single
code.
■ Actual work numbers can be protected to prevent subsequent alteration of electronic
records.
■ Time spent by resource on administrative tasks can now be reflected in Administrative
projects, allowing organizations to gain visibility into tasks that are non-project related,
but essential for good management of the organization.
■ Improved functionality for timesheets allows for better collaboration. New with Project
2003 is the introduction of multiple approvals for timesheets. Functional/resource man-
agers now can review timesheets before the project manager will update the project
schedules. Also, timesheets can now be locked so changes cannot be made to previously
posted time data unless approved by a manager that has the authority to do so.

One of the most important aspects of Microsoft Project is that it provides enterprisewide
visibility of projects and resources.

27 The Resource Center provides detailed information about resources stored in the enterprise
resource pool. Managers can quickly view and analyze resource attributes, assignments, uti-
lization, and availability.

N OTE
Security rights and privileges apply to viewing and managing resources in Resource
Center. If you can’t see the Resource Center, please contact your manager and your
System Administrator to determine if your security rights have been set properly.
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An overview of Enterprise Resource Management 1071

The Resource Center can be accessed from either Microsoft Project Web Access (by select-
ing Resources tab) or from Microsoft Project Professional (by selecting Collaborate,
Resource Center).

N OTE
When accessing the Resource Center from Project Professional, you can only see the
View Enterprise resource in the Resource Center displayed (as described in “Managing
Enterprise Resources in the Resource Center,” later in this chapter). To take advantage of
all Resource Center’s features and functionality, you must access the Resource Center
from Project Web Access.

➔ Remember that you must be successfully logged in to a Project server in order to access the enterprise
features described in this section. For information on how to log in to a Project Server, see “Logging in
to Project Server from Project Professional,” p. 1004.
The System Administrator sets the permissions to see resource assignments in order for
resource information to display.

N OTE
By default, project managers can only see the View Resource Assignments, Adjust
Actuals, and View Timesheet Summary options. When the project manager chooses
these options, only resources that have been assigned to his/her project(s) will display.

To view the resources in Resource Center from Project Web Access, select Resource, and
then View enterprise resources in Resource Center.
To view resources in Resource Center from Microsoft Project Professional, select
Collaborate, then Resource Center.
Resource Center has only one predefined view named Resource Summary.
The views available to users in Resource Center depend on the user’s specific authorization
with Microsoft Project Server (granted by the System Administrator). The System
Administrator has the ability to modify or create additional views by selecting Admin, and
then Manage Views. 27
Depending on specific authorization with the Project Server and the role you perform in
the organization, Resource Center enables you to perform up to six actions:
■ View enterprise resources in Resource Center
■ Analyze resource in Portfolio Analyzer
■ View resource assignments
■ Adjust actuals
■ View timesheet summary
■ Approve timesheets
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1072 Chapter 27 Enterprise Resource Management

Figure 27.1
Resource Center will
only display enter-
prise resources.
Resources that are
local to any of the
project plans in the
Project Server data-
base will not be dis-
played in the
Resource Center.

By default, the first action (View enterprise resources) is common and can be performed by
both project and resource managers, while the rest can only be performed by resource
managers.

N OTE
The System Administrator has the ability to change the default views for specific users or
groups in order to align these views with the roles and responsibilities of users within the
organization.

Managing Enterprise Resources in Resource

Center
In this view, users can perform the following functions:
■ Save Link—This will create a link and add this view as a link in the sidepane, as shown
in Figure 27.2.
27
Once the link has been created, it will show up in the left sidepane, under a new head-
ing: Saved Links. Once a link is created, a new option will also appear at the bottom of
the left sidepane—Organize Your Saved Links. Selecting this option will open up a new
window where users have the option of renaming the links (select Organize Your Saved
Links, then Rename) or deleting links. Note that the deletion of a link is irreversible.
■ View Availability—This will display the availability for a specific selected resource.
Note that you can view the availability for a maximum of 30 resources at a time.
■ Edit Resource—This displays resource details and enables users to change the attrib-
utes associated with this resource.
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Managing Enterprise Resources in Resource Center 1073

View availability for a specific resource Open the Enterprise

Save Link Edit resource details Resource Pool

Figure 27.2
Functions that can be
performed when
viewing the Resource
Center.

N OTE
Only users with specific authorization with the Project Server can edit the details of
resources. This is to prevent accidental alteration of resources details.

■ Open—This opens the Enterprise Resource pool, enabling users to edit the resource
attributes in the Global Enterprise Resource pool view.

CAUTION
You have the option of selecting a single or multiple resources to be opened in Project
Professional 2003 for editing. If you go back to Project Web Access and select additional
resources to be opened, then the second group of resources will open with a new ses-
sion of Microsoft Project Professional 2003. Make sure you treat each instance where
you have Enterprise Global Resource Pool opened as a separate session. This means that
you must save changes in both sessions for changes to occur.
27

Changes to the Enterprise Resource Global Pool will not be reflected immediately. You
need to select Refresh in Project Web Access to view the updated information.

Using the Resource Center’s View Options

You can use the Resource Center’s View Options tab to refine the content of the data being
displayed. By clicking in the View Options tab, you will see the list of View options avail-
able, or you can click the plus and minus sign icons at the left side of the tab to expand or
collapse the View Options display. All of the Resource Center View Options are listed
below, organized by View.
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1074 Chapter 27 Enterprise Resource Management

View Enterprise Resources

Under the View Enterprise Resources there are three options from which you can select to
display the desired view:
■ Show Multi-valued Fields At—From a drop-down box, you can select the outline
level you want for the resource attributes to be displayed. To select all the outline levels
select the value Bottom Outline Level.
■ Show—You can select a second view from the value list of a drop-down menu. To select
all outline levels, select the corresponding value from the drop-down list box. For
example, if Level 2 is selected, any attribute that has three or more levels of detail will
be excluded.
■ Show Time with Date—This option adds the time, in the HH:MM:SS format, to the
date in each of the appropriate date values when this box is checked. If the box is left
unchecked, only the date is displayed.

View Availability
Under the View Availability there are three options from which you can select to display the
availability of resources:
■ Include Proposed Bookings—When this box is checked, the view will display all
resources, committed and proposed. This will enable resource managers to fully under-
stand the demand and be prepared to take appropriate actions.
■ Date Range—You can specify the date range by either typing the date into the box or
by selecting the date from the calendar that is displayed if the drop-down list box is
selected.
■ Units—You can select units of either days or weeks by using the drop-down list box
and choosing the desired option.

After all the desired options have been selected, click on the Set Dates button to generate
the graphic representing resource availability.

27 View Resource Assignments

Under the View Resource Assignments you will find:
■ Show Time with Date—This option adds the time, in the HH:MM:SS format, to the
date in each of the appropriate date values when the box is checked. If the box is left
unchecked, only the date is displayed.
■ Show Summary Tasks—This option will either show or hide (depending if the box is
checked or not) all summary tasks, where summary tasks are defined as tasks that are
marked with Yes in the summary field in Microsoft Project Professional.
■ Summary Rollup—This option will either show or hide (depending if the box is
checked or not) rolled up summary tasks. See definition of the summary tasks above.
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Managing Enterprise Resources in Resource Center 1075

■ Show To-do Lists—By checking this box, you can see the contents of each resource’s
to-do lists added to the list of displayed tasks.
■ Administrative Tasks—You can check the Administrative tasks check box if you want
the Administrative projects time added to the list of displayed tasks for each resource.
■ Show (Outline Levels)—This option is a drop-down list box. The user can select to
restrict task displays that are at or above the specified outline level. For example, if
Level 2 is specified, any task that is at level 3 or below in the Work Breakdown
Structure will be excluded.

Using the Resource Center’s Filter, Group, Search Tab

You select the Filter, Group, Search tab to display or hide the Resource Center’s filtering,
grouping, and searching options.
The options associated with the Resource Center’s Filter, Group, Search tab are identical to
that of the Project Center, the only difference being that you are operating on resource data
instead of project data.
➔ See “Using the Project Center’s Filter, Group, Search Tab,” Chapter 26, p. 1032, for details on filtering,
grouping and searching related to resources.

Edit Resource Details View

By selecting a resource from the initial Resource Center view and selecting Edit Resource
Details, you can see and edit (if you have the appropriate permissions) the resource’s enter-
prise resource outline codes, as shown in Figure 27.3.

Figure 27.3
Use the Edit Resource
Details screen to view
and edit Enterprise
resource outline
codes.

27

You can have only one resource selected when you navigate to the Edit Resource Details
screen. If you have more than one resource selected, you are prompted with an error message.
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1076 Chapter 27 Enterprise Resource Management

Resource Availability Views

Four predefined Resource Availability views are available from the Choose a View pull-
down list:
■ Assignment Work by Resource—The Assignment Work by Resource view, shown in
Figure 27.4, displays assignment work by the resources that have been selected for this
view, where assignment work is the total work currently defined for the resource(s) from
all Published projects.

Figure 27.4
The Assignment Work
by Resource view dis-
plays all the work cur-
rently defined for the
selected resource(s)
from all Published
projects, by resource.

Resource capacity is shown on the graph, making it easy to determine whether and
when the selected resources are under allocated or over allocated. Resource capacity is
the total amount of effort that can be assigned to the resource without over allocation,
and it is based on the resource’s availability and resource calendar.
■ Assignment Work by Project—The Assignment Work by Project view, shown in
Figure 27.5, displays assignment work by the resources that have been selected for this
27 view, but instead of the assignments displayed by resource (regardless of project), this
chart shows the data by project. It could be more useful to look into the details of the
assignments in order to understand the resource loading and timeline.
Figure 27.5 shows the assignment work for Florian Voss, but this is difficult to know
because the resource’s name is not visible on the top of the display. You have to scroll
down into the details section and expand the name field in the left pane.
■ Remaining Availability—The Remaining Availability view, shown in Figure 27.6, dis-
plays the amount of time that the selected resource (Florian Voss) has available for work.
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Managing Enterprise Resources in Resource Center 1077

Figure 27.5
The Assignment Work
by Project view dis-
plays all the work cur-
rently defined for the
selected resource(s)
from all Published
projects, by project.

Figure 27.6
The Remaining
Availability view dis-
plays the amount of
time that the selected
resource has available
for work, over time.

■ Work—The Work view, shown in Figure 27.7, displays the amount of work that the
selected resource is assigned to do and over time, if applicable. 27

The Resource Center views provide ways for you to look at resource utilization across the
enterprise. If you select the resource Florian Voss and click the View Availability button, for
example, you can immediately see Florian’s allocation displayed graphically, as shown in
Figure 27.7.

Analyzing Resources in Portfolio Analyzer

If you navigate to Projects, Analyze Projects in Portfolio Analyzer, you get exactly the same
view, and tools, as if you were in Web Access and selected Resources, Analyze Resources in
Portfolio Analyzer.
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1078 Chapter 27 Enterprise Resource Management

Figure 27.7
The Work view dis-
plays the amount of
work that the selected
resource (Florian
Voss) is assigned
to do.

➔ For descriptions of the Analyze Projects in Portfolio Analyzer view, see “Analyzing Projects in the
Portfolio Analyzer,” Chapter 26,” p. 1049.

Viewing Resource Assignments

The Viewing Resource Assignments screen is similar to Project’s Task Usage view in that it
displays details for each assignment (for example, task name, percentage of work complete)
per resource, as shown in Figure 27.8. This view is useful for those who need access to this
type of information but don’t have access to Microsoft Project.
To view the resource assignments, you have the option of selecting all resources or only spe-
cific ones. This can be accomplished through Add/Remove Resources tab in the View
Resource Assignment view. The screen will display two panes. The left pane is a scroll-down
list from which you select the resources you wish to view the assignments for, and the right
pane tells you what resources have been selected for display. You have the option of adding
all resources, or removing all resources. Click the Apply button to set the parameters once
your selection is complete.

27 After selecting a task, you can click the Link to Issues icon to navigate to the Issues page for
the selected task. From the Issues screen you can create a new issue or create a link to an
existing issue. After changes have been saved via the Save Changes tab, you can return to the
Resource Assignments screen by selecting the Go Back to Assignments option.
After selecting a task, you can click the Link Documents icon to navigate to the Documents page
for the selected task. From the Documents screen you can upload a new document, or you can
link the task to an existing one. After changes have been saved via the Save Changes tab, you can
return to the Resource Assignments screen by selecting the Go Back to Assignments option.
Resource assignments can be shown in either a Gantt chart format or a timesheet format.
The Show Assignments Using section assumes a Gantt chart format, with items that are
unique to a timesheet format.
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Managing Enterprise Resources in Resource Center 1079

Figure 27.8
Assignments for the
selected resource
(Florian Voss) are
grouped by resource,
by project.

You have the option of displaying all assignments or restricting the view to current assign-
ments, where current assignments are defined as those already in progress or that start
within a specified number of days from the current date. The specified number of days is set
by the administrator.
The assignments are displayed in a grouped structure of tasks by resource, by projects. Both
generic and specific named resources are displayed.
For each resource within each project, the tasks are sorted in the same sequence in which
they would be found in the project plan (by task ID). If you click on the Task Name column
heading cell, the fields are sorted into alphabetically ascending sequence within project. If
you click the cell again, the sort sequence is changed to alphabetically descending.

Viewing Resource Assignments in Timesheet Format

Resource assignment data can also be displayed in timesheet format, which shows the actual
effort recorded against each assignment.
There are two differences between the Timesheet format view and the Gantt chart view: 27
■ The standard Office Zoom buttons and the Go To option are replaced with start and
end dates for the window in which timesheet data will be displayed (the date range and
arrows that will move this window forward and backward in time). If these arrows are
used, the date range is automatically set to two weeks and the dates in the View Options
tab are updated.
■ The Gantt Chart is replaced with a tabular report showing actual effort for each assign-
ment. The data is displayed in the units specified in the View Options tab, and there are
as many columns as there are units in the specified data range.
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1080 Chapter 27 Enterprise Resource Management

Adjusting Actuals
Project Web Access provides for a new feature that allows project managers to adjust actual
work previously submitted. There are two main benefits of this new feature:
■ Erroneous data can be adjusted and be prevented from propagating throughout the sys-
tem.
■ The Gantt Chart is replaced with a tabular report allowing the project manager to enter
timesheet data for a person that cannot enter their own timesheet information.

Project managers use the Resource Center Adjust Actuals function to modify time data. By
clicking on Add/Remove Resources tab, the project manager will select the individual re-
sources for timesheet data adjustment. When you click on the Apply button, the timesheet
data for the selected resource(s) is displayed for editing. Once the desired timesheet view is
displayed, the project manager can then enter the corrected actual work for the appropriate
dates. To complete this operation, you must click on the Update Actuals button to apply the
changes to the project schedule; otherwise all changes will be lost. The changes are sent to the
project manager for action as a normal project time update request, as shown in Figure 27.9.

Figure 27.9
Corrected actual work
for the date range is
also being sent to the
project manager for
final approval

N OTE
The Update Actuals function also alters the Actual Work Protected data in the date range
for the affected task(s). This allows you to alter timesheets data even if the date range is
closed for edits. The team member whose timesheet has been altered will see the new
time entries in their personal timesheet view. You should create a business process to
ensure timesheet data integrity is maintained.

View Timesheet Summary

27
When all projects are published, the team members will see their assigned tasks within their
personal timesheet. Team members fill in the amount of time they spend on each project
(including the Administrative projects tasks), and submit their time for regular timesheet
updates.

Approved Timesheets
Project Web Access 2003 now provides the ability for multiple people to approve timesheet
information before the time data is updated to a project schedule. The benefit of this func-
tion is to distribute responsibility for timesheet approval to people other than the project
manager(s).
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Creating Custom Enterprise Resource Outline Code 1081

After Project Web Access administration settings are complete, the home page of approvers
(who may be project or resource managers, portfolio managers, or any other individual
nominated to approve timesheets) will display messages indicating that there are timesheets
awaiting approval. You can then accept or reject individual task timesheet rows submitted by
the team members.

N OTE
It is up to the organization’s senior and/or executive management to decide who has the
authority to approve timesheets, and business processes should provide clear instruc-
tions in this regard.

The timesheet approver marks the tasks as Accept or Reject, as appropriate. As a timesheet
approver, click the Save button to forward the accepted tasks to the project manager for
update to the project schedule; rejected tasks will be returned to the timesheet submitter for
revision.
Project Web Access 2003 also has a new feature to allow timesheet approvers to track the
status of timesheets of team members within their direct supervision. A timesheet approver
will see messages on their Home page indicating what timesheets have not yet been
submitted.
This feature provides an improved method to determine which resources within an organi-
zation have not yet submitted their timesheets.

Creating Custom Enterprise Resource Outline

Code
One of the goals of resource management is to synchronize resources and skill-set supply
and demand with the project portfolio pipeline.
In Microsoft Project Professional 2003, enterprise resources are the people, equipment, and
materials that a project manager can assign to tasks in project schedules.
Microsoft Project Professional provides a wide variety of capabilities that facilitate alloca- 27
tion and management of resources across the enterprise. This is done through allocation of
certain attributes to enterprise resources. These attributes will enable managers to sort and
filter data according to an organization’s specific needs. They are set by applying outline
codes to tasks or resources.
When you want to apply a code to a project, task, or resource, and you want to apply the
code consistently across all projects in the enterprise, you use enterprise outline codes.
Project provides 30 customizable enterprise outline codes for use with projects and tasks,
and 29 customizable enterprise outline codes for resources. These are named Enterprise
Project Outline Code 1, 2, 3…30; Enterprise Task Outline Code 1, 2, 3…30; and
Enterprise Resource Outline Code 1, 2, 3…29.
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1082 Chapter 27 Enterprise Resource Management

In addition, enterprise resources have a predefined outline code called the Resource Break-
down Structure (RBS) code. The RBS code can be any code that differentiates resources, but
it should be reserved for the code value that is the most important, or most often used,
throughout an organization. This is because the RBS code is built into the Team Builder,
the Resource Substitution Wizard, and the Assign Resources dialog tools when filtering and
selecting resources.
When you want to apply a custom field consistently across all projects, resources, or tasks in
the enterprise, you use enterprise custom fields. The only difference between custom fields
and enterprise custom fields is that enterprise custom fields are established for the entire
enterprise, whereas custom fields are established for the local project only.
Portfolio managers define and create enterprise outline codes and custom fields, thus keep-
ing their use consistent across the enterprise.
➔ For information on setting up a Microsoft Project Server Account see Chapter 25, “Logging in to the
Project Server from Project Professional,” p. 1004.
➔ For information on setting up the Enterprise Outline Codes, see Chapter 25, “Using Enterprise Outline
Codes and Custom Fields.”

N OTE
You must be working in the Enterprise Global in order for your enterprise outline codes
to be permanently added to the Microsoft Project Server 2003 repository. If you aren’t
able to add enterprise outline codes because the data entry fields are disabled, then you
don’t have the Enterprise Global open.

To create a custom resource enterprise outline code, follow these steps:

1. Select Tools, Enterprise Options, Open Enterprise Global.
2. Choose Tools, Customize, Enterprise Fields to display the dialog box shown in
Figure 27.10.
3. Select the Custom Outline Codes tab.
4. Select the category of Outline Code you want to create (task, resource, or project).
5. Select the outline code field that you want to use (1 through 30, or in the case of enter-
27
prise resource outline codes, 1 through 29 plus RBS).
6. Click the Rename button to establish a new name for the code, and the dialog box
shown in Figure 27.11 appears. Click OK after you enter the desired outline code
name.
7. Click the Define Code Mask button to display the Outline Code Definition dialog box
shown in Figure 27.12. Remember to define a code mask for each level of outline code
you create.
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Creating Custom Enterprise Resource Outline Code 1083

Figure 27.10
In this example, all
resource skills are
defined in one enter-
prise resource outline
code field, which has
been named Skills 1.
You can also rename
your enterprise out-
line codes.

Figure 27.11
If you are defining the
RBS outline code to
describe location with
Level 1 as state and
Level 2 as city, there
must be two levels of
code masks defined,
as shown.

27

8. Click the Edit Lookup Table button to display the Edit Lookup Table dialog box
shown in Figure 27.12, and enter your outline codes. For example, if you are defining a
location outline code for state or province, and city, your Level 1 code might be British
Columbia, and your Level 2 codes underneath British Columbia might be Vancouver,
Victoria, and Whistler. Use the Indent and Outdent buttons to make codes subordinate
to one another. Click Close to save the lookup table entries you have defined.
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1084 Chapter 27 Enterprise Resource Management

Figure 27.12
You use the icons at
the top of the dialog
box to manipulate the
lookup table items
that you’ve entered;
hover over each icon
to find out what it
does.

9. Select the Share Another Code’s Lookup Table check box and click the Choose Outline
Code button if you want to have two outline codes share the same lookup table, as
shown in Figure 27.13. You are then prompted to select the other outline code’s field
type and field name from pull-down lists. When outline codes are shared, changing the
shared code’s lookup table automatically changes the lookup table of the outline code
that is referring to the shared code. You can click OK after you choose the outline code
lookup table to share.

Figure 27.13
The Skills 1 code is
being shared with the
Skills outline code
(Enterprise Resource
Outline Code20).

27
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Creating Custom Enterprise Resource Outline Code 1085

10. Select the Only Allow Selection of Codes with No Subordinate Values check box, as
shown in Figure 27.14, if you want to force users to select the lowest level of detail in
the outline code that you have defined. For example, if you have entered codes with
Denver and Seattle within the United States, then selecting this check box requires
users to always select one of the cities (since the lowest level, the city, has no subordi-
nate values).

Figure 27.14
You can force users to
select the lowest level
of detail in the outline
code.

11. Select the Make This a Required Code check box if you want to have Microsoft Project
2003 require a valid value before allowing the schedule to be saved or published to the
Microsoft Project Server.
12. Select the Use This Code for Matching Generic Resources check box if you want to
use this outline code as matching criteria for the Resource Substitution Wizard.

N OTE 27
You see the Use This Code for Matching Generic Resources check box only if you are
working with enterprise resource outline codes.

13. When you are done building custom outline codes, click Close. You are returned to the
Custom Enterprise Fields dialog. Click OK.
14. Save and exit the plan. Select the option Save and Check In your plan. Your outline
code is now stored in the Enterprise Global and can be used for all projects that have
access to the Microsoft Project Server to which you saved your plan.
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1086 Chapter 27 Enterprise Resource Management

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You will need to exit and restart Microsoft Project to see any modifications to custom
outline codes.

Enabling Proficiency Levels per Skill

Microsoft Project Professional supports using skill codes to designate skill proficiency levels
(languages). You might want to use this feature to distinguish between proficiency levels
when performing resource substitution. For example, there might be times when any
German speaker would suffice for an assignment, and there might be times when you want
to specify that only a junior or senior German speaker should be assigned to a task.
To enable proficiency levels per skill, you need to set up your skill codes with the profi-
ciency level as the lowest level of definition, as shown in Figure 27.15.

Figure 27.15
You can define your
skill codes to have
proficiency levels.

Microsoft Project Professional treats a resource that is assigned a skill code as having all lev-
els of skill above and including the skill level assigned to. For example, if a generic resource
is assigned the skill Developer.VB, the Resource Substitution Wizard will find any resource
27 that matches Developer.VB, Developer.VB.Senior, or Developer.VB.Junior. Likewise, if the
generic resource is assigned the skill Developer, the wizard will find any resource that
matches either Developer, Developer.VB, Developer.VB Senior, or Developer.VB.Junior.

N OTE
Make sure that the Only Allow Selection of Codes with No Subordinate Values check box
in the Customize Enterprise Fields dialog box is not checked if you want to assign skill
codes other than at their lowest level.
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Creating Custom Enterprise Resource Outline Code 1087

Enabling Multiple Skills per Resource

Microsoft Project Professional supports assigning multiple skill codes to resources. For
example, a Visual Basic developer might also be a Web developer, and a technical writer
might also be a tester. If a resource is associated with only one of his or her skills, the
Resource Substitution Wizard will substitute that resource only for the one defined skill,
possibly overlooking other valid resource assignment substitutions.
To enable multiple skills per resource, follow these steps:
1. Set up an initial skill code in one of the enterprise resource outline codes. Figure 27.16
provides an example of what the skill codes might look like.
Notice in this skill code lookup table that multiple skills are defined in enterprise
resource outline code 1 (Skill 1) and that skill proficiencies have also been defined.
2. After you have your initial skill code defined, create one or more additional skill codes
and link each of them to the first skill code (refer to Figure 27.16).
3. Make sure you have each defined skill code’s enterprise attributes set correctly. Figure
27.16 shows the attributes associated with the initial skill code, as well as with those
associated with subsequent skill codes.

Figure 27.16
The initial and subse-
quent skill code’s set-
tings are required to
get the Resource
Substitution Wizard,
the Team Builder,
and the Team Assign
dialog box to work
correctly.

27

4. Assign skill codes to your resources, as appropriate.

➔ For more information see “Applying Outline Codes and Custom Fields to Resources,” p. 1096.
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N OTE
Multiple skills and skill proficiencies are not mutually exclusive. That is, you can define
skill codes with both features at the same time.

Enterprise Resource Multi-Value Fields

In many cases, project and resource managers know what kind of skill-set and qualifications
it takes to do the job, but it is also difficult to manually match the skill-set with a particular
resource.
Because resources have more than one skill and also different levels of proficiency, Microsoft
Project Professional introduced the multi-value fields that help project and resource man-
agers to match skill-sets with resources.

Matching Skill-sets
From the home page, open up the Project Center view.
Move the cursor over the dark bar on the left side, highlight the project which you are
interested in matching replacing resources, and select Open.
This project has resources already assigned to tasks. In this example, a resource manager will
need to substitute a specific resource that is already assigned to a task with another resource
that has a similar skill-set.
To do this, point the cursor over on the top menu bar and select the Tools function. From
the drop down menu, select Build Team. A new dialog screen will open. The dialog screen
shown in Figure 27.17 has three subsections: Filter Enterprise Resources, Build Team, and
Project Detail.

Figure 27.17
Resource managers
don’t need to have
installed Microsoft
Project Professional in
order to access the
27 Resource Pool and
build team from
Enterprise Global.
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Creating Custom Enterprise Resource Outline Code 1089

In the left pane there is a list of all enterprise resources. In the right pane there is a list of
resources that may have been already assigned to the project team.
If you scroll down in the left pane, you will notice that resources that have already been
assigned to the project team (and are now listed in the right pane) are grayed out.
In the previous example, let’s assume that for a specific task, the project manager decides to
add another person to work with the individual already assigned.
To do this, click on Tools, and then on Build Team. In the right pane, Project Team
Resources, highlight the name of the person you want the skill-set to match and then click
on Match. This action will trigger a filter to be activated. The filter that is being activated in
the background by the Match button can be viewed in the expanded mode of the second
section—Customize Filters.

N OTE
Please note that Microsoft Project has automatically filled in boxes of this section. Values
for these boxes are determined by values associated with those of selected resource.

Please note the values for these boxes:

1. Under the Field Name, the value is Skills (multivalue). That indicates that a search was
performed, using the skill-set, for other resources with similar attributes to the initial
individual assigned to the task.
2. Under the Test column, the value is set to contains.
3. Under the column Value(s), the value is set to match the skill set of the initially
assigned resource.

Once you click on the Match button, in the left pane of the Build Team third section, the
system will return only those resources that match the filter. The project manager now has
the ability to add a new resource to the project team and assign that resource to the task
together with the initially assigned resource.
There is also the case where a project or a resource manager will want to assign a resource
based on different criteria, such as RBS. In this case, the Match criterion used will be RBS. 27

You can also use a combination of multiple filters. To do this, open the Build Team dialog
box from the Tools menu and expand the second section, Customize Filters.
Select the value RBS in the first box underneath Field Name, as shown in Figure 27.18. In
the next box under the Test column, select Contains, and in the last box, under the Value(s)
column, select USA.West. In the second row, under the And/Or column, select And; then in
the next box, under the Field Name, select Skills (multivalue). In the next box, under the
Test column, select Contains, and in the last box, select Technical, IT, Systems Architecture.
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1090 Chapter 27 Enterprise Resource Management

Figure 27.18
You can sort by a
combination of
multiple filters.

Click Apply Filter. Now, in the left pane of the Build Team section, you’ll see a list of
resources that satisfy both criteria: resources that are in the Western region and are also
listed with skills under the System Architecture value.

N OTE
Please note that selecting a value at a top level of the branch structure of a multi-value
field and setting the Test value to Contains will return all resources that satisfy any of the
criteria of the values under the branch. For example, selecting USA will return all
resources in USA, no matter where they are located.

Working with Enterprise Resources

In Microsoft Project Professional 2003, enterprise resources are the people, equipment, and
materials that a project manager can assign to schedules in order to get work done.
➔ For more detailed information about the different types of resources available in Microsoft Project, see
27 “Defining Resources and Costs” p. 277.
Microsoft Project Professional provides a variety of capabilities that enable the management
of resources across an enterprise. The following is an overview of the key resource manage-
ment elements in Microsoft Project Professional, each of which is described in more detail
later in this chapter:
■ The enterprise resource pool—All enterprise resources are stored in a repository on
a Microsoft Project server called the enterprise resource pool. Portfolio or resource
managers enter enterprise resources into the enterprise resource pool, and project man-
agers can take them from the resource pool to add them to schedules. Each resource
has skills, attributes, and availability that determine his or her appropriateness for spe-
cific project assignments.
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Working with Enterprise Resources 1091

■ Generic and actual resources—Generic resources are useful for doing preliminary
planning and for skill-based resource substitution. Actual resources represent each indi-
vidual in an organization who can be assigned to work.
■ Local and enterprise resources—Enterprise resources are available for assignment to
any project in the enterprise by any project manager. In addition, project managers have
the option of defining local resources, which are visible only to their own projects.
■ The Enterprise Resource Pool Wizard—This wizard allows the user to add new
resources to the enterprise resource pool from external sources quickly and easily.
■ Enterprise resource outline codes and custom fields—Resources can be tagged with
enterprise (project) outline codes that describe key attributes of the particular resource.
These enterprise outline codes can be used later to provide a variety of reports on
resource availability and utilization, or to assign resources to projects based on skills and
availability. Enterprise custom fields are an extension of the custom fields’ capabilities
provided in earlier releases of Microsoft Project; they provide for standardized category
definitions for grouping and reporting purposes.
■ The Enterprise Team Builder—The Enterprise Team Builder allows a project man-
ager to add resources to his or her project schedule quickly and easily. The project man-
ager then has the option of assigning those resources to tasks manually or using the
Resource Substitution Wizard to assign them to tasks automatically. Only resources
assigned to a project are listed on the project’s Resource Sheet view. You can run the
Enterprise Team Builder as many times as you need to, in order to add resources to or
remove them from a project schedule.
➔ For information on the Enterprise Team Builder, see “Using the Project Center Build Team,” p. 1036.
■ The Resource Substitution Wizard—Resources can be automatically assigned to sched-
ule templates based on matching enterprise outline codes between each generic resource’s
(in a schedule template) and actual resource’s (in the enterprise resource pool) skills.

➔ For details about the Resource Substitution Wizard, see “Using the Resource Substitution Wizard,”
p. 1110.

Working with the Enterprise Resource Pool

Enterprise resources are stored in the enterprise resource pool, which provides a single
27
repository for all enterprise resources and eliminates the scalability issues associated with
resource pools from earlier versions of Project.
Whereas enterprise resource information is stored in the enterprise resource pool, enter-
prise, company, and department wide standard project information, such as the enterprise
outline codes, is stored in the Enterprise Global.

N OTE
The Enterprise Global template contains enterprise-level project and resource custom
fields and view settings. The enterprise resource pool contains all other resource data.
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1092 Chapter 27 Enterprise Resource Management

After the enterprise outline codes and custom fields have been stored in the Enterprise
Global template, you can associate them with enterprise resources by opening the enterprise
resource pool and editing each resource’s information sheet.
➔ For more information on outline codes, see “Applying Outline Codes and Custom Fields to Resources”
p. 1096.

Using Generic and Actual Resources

Generic resources are a type of resource that have been added to Microsoft Project
Professional 2002 and have been kept in Microsoft Project 2003. A generic resource is a place-
holder for a skill-set or role on a project, but it isn’t associated with an actual person.
An actual resource in Microsoft Project Professional is a person in the company who can
actually be put into a role on a project and complete assigned tasks.

Using Enterprise Generic Resources

Generic resources, like actual resources, can be stored in the enterprise resource pool
(where they are available for assignment in other projects) or in a local project (where they
are available to that project only). Storing generic resources in the enterprise resource pool
ensures that the generic resources assigned to projects always have the same attributes and
skills when assigned across multiple projects.
The Generic check box has been added to the General tab of the Resource Information dia-
log box for each resource defined in the enterprise resource pool. If the Generic check box
is checked, the resource is generic, as shown in Figure 27.19.

Figure 27.19
You can select the
Generic check box to
define a generic
resource.

27

As shown in Figure 27.20, icons in the Indicators field in the Resources view specify
whether a resource is local and/or generic.
➔ Generic resources need to be assigned enterprise resource outline codes to support skills-based
resource replacement via the Resource Substitution Wizard, and to support the viewing of enterprise
resource data by resource and skill. For more information about replacing generic resources with actual
resources based on skill codes, see “Using the Resource Substitution Wizard,” p. 1110.
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Working with Enterprise Resources 1093

Local generic resource

Figure 27.20
Note the different
combinations of icons
for local, local
generic, enterprise,
and enterprise
generic resources.

Enterprise generic
resource

Enterprise actual
resource

Local actual resource

Using Local Generic Resources

Local generic resources are similar to generic resources, but they are available only to the
project plan in which they are defined.

N OTE
A local resource has a head icon with a page behind it in the Indicators column. Don’t
confuse this icon with the two-heads icon in the Indicator column that indicates a generic
resource.

Using Enterprise Actual Resources

Enterprise actual resources should be defined and created during an initial resource plan- 27
ning phase, after which the resources are available for assignment to projects across the
enterprise. As with generic resource planning, creating a set of criteria for all enterprise
resources ensures consistency and integrity with all enterprise resource allocation.

Using Local Actual Resources

Local actual resources are resources that represent actual human beings and that are defined
in a single Microsoft Project schedule only. These resources are available to the project
schedule in which they are defined, but to no others.
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1094 Chapter 27 Enterprise Resource Management

In an enterprise setting, it isn’t recommended that a project manager use local actual
resources because they defeat the purpose of being able to gather and analyze resource uti-
lization and availability information at the enterprise level.

N OTE
For most organizations, it is recommended that there be a process defined whereby pro-
ject managers can request that new actual and generic enterprise resources be added to
the enterprise resource pool or changed as necessary.

Creating a New Enterprise Resource

You enter resources into Project so you can assign them to tasks in a project plan. You use
the same procedure to create both generic and actual resources; the only difference is the
selection of the Generic box in the Resource Details dialog box.
You can create resources from scratch or import them from a variety of sources, such as old
projects or a Microsoft Outlook Contacts file. The following steps are necessary for adding
a new resource to the enterprise resource pool:
1. Launch Microsoft Project.
2. Make sure you have the appropriate permissions. With Microsoft Project Professional’s
default group permissions, only the administrator, portfolio manager, and resource
manager can add new resources.
3. Choose Tools, Enterprise Options, Open Enterprise Resource Pool. The Open
Enterprise Resources dialog box, shown in Figure 27.21, appears. It lists all the enter-
prise resources that are currently in the Server database. Select the resources that you
want to edit and click the Open/Add button. Click the Open/Add button without
selecting any resources to enter just new resources.

Figure 27.21
You can select the
enterprise resources
that you want to edit
and then click the
27 Open/Add button.
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Working with Enterprise Resources 1095

4. To modify a resource, right-click a resource’s cell and select Resource Information from
the pull-down menu. Use the dialog box shown in Figure 27.22 to modify the resource’s
details.

Figure 27.22
You enter new or
changed resource
information in the
Resource Information
dialog box.

5. On the General tab, fill in the appropriate information, and if the resource is to be a
generic resource, select the Generic check box.
6. Select a collaboration method from the Workgroup drop-down list. The Default selec-
tion allows you to collaborate with this resource via the default method that has been
set up by the system administrator. The Project Server selection allows collaboration to
happen via the Project Server only. The E-mail Only selection permits collaboration
information to only be sent in email messages. The None selection means that you do
not want to collaborate with this resource.
7. Select the Custom Fields tab and assign the appropriate selections for each defined
enterprise outline code and custom field, as shown in Figure 27.23. If there is an aster-
isk (*) at the end of an Enterprise Resource Outline Code, that asterisk indicates that it
is a required field.

Figure 27.23
You can edit the cus-
27
tom Enterprise
Resource Outline
Codes in the Resource
Information dialog
box.
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1096 Chapter 27 Enterprise Resource Management

8. Save and close the enterprise resource pool.

TIP
To make multiple resources generic, select more than one resource in the table, click the
Task Information icon, select the Generic check box, and click OK.

Applying Outline Codes and Custom Fields to Resources

After enterprise outline codes and custom fields have been entered into the Enterprise
Global template and resources have been entered into the enterprise resource pool, the
resources in the enterprise resource pool need to have the enterprise outline codes and cus-
tom fields assigned to them.
To apply enterprise outline codes to enterprise resources, follow these steps:
1. Select Tools, Enterprise Options, Open Enterprise Resource Pool.
2. Click the Select/Deselect All button to choose all the resources in the resource pool,
then click the Open/Add button, as shown in Figure 27.21, to open the selected enter-
prise resources in a Resource Sheet view.
3. Assign the enterprise resource outline codes to the enterprise resources.

TIP
One quick and easy way to assign outline codes to resources is to create a new Outline
Codes view and table in the Enterprise Global template, where the columns in your new
view include the enterprise resource outline codes. This way you can easily assign and
maintain outline code information for every resource.

4. When you are done, save your work and exit the enterprise resource pool.

N OTE
If you find that you cannot select enterprise resources to open in the enterprise resource
pool, those enterprise resources might already be checked out. You can make sure that
all enterprise resources are checked in by selecting Admin, Enterprise Options, and
27 checking the enterprise resources in Web Access.

N OTE
After enterprise resource outline codes and custom fields contents are established, you
can edit them by selecting a resource and clicking Edit Resource Details in the Resource
Center of Web Access.
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Working with Enterprise Resources 1097

Working with the Resource Pool in Microsoft Project Web Access

Microsoft Project 2002 introduced powerful resource management functions that allow
resources to be selected and used from the Enterprise Global Resource Pool. Microsoft
Project 2003 Professional extends the flexibility to attach resources to projects.
Project Web Access with Microsoft Office Project 2003 now contains a function that allows
the project or resource manager to use the Project Web Access and Project Center to select
team members from the Enterprise Resource Pool and attach those resources to a specific
project.
Resource managers can now use Project Web Access search and replace features to find
Enterprise Resources and substitute Actual resources for Generic resources within a project.

Build Team from Enterprise Global Resource Pool

This new feature allows project or resource managers to add or remove resources related to
a specific project schedules. To access this feature from the Project Web Access, select
Projects, then Build Team.
The Build Team dialog has several options as discussed in the next section.

Add Enterprise Global Resources to a Project

You can use the Project Web Access Project Center Build Team function to add team mem-
bers to a project.

Figure 27.24
You can add
resources to a project
from Enterprise
Global Resource Pool
in Project Web Access
Build Team.

27

Resources are added to a project team by selecting the name from the left side and using the
Add button to attach them to the project. This action alone does not assign resources to
specific tasks; as a result of this action, team members are simply added to the resources
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1098 Chapter 27 Enterprise Resource Management

within the project. Specific task work assignments are made within Microsoft Project 2003
Professional by selecting the resources that have been added to the project team.

N OTE
The Add Team Member function relies on the Category settings that use the Resource
Breakdown Structure (RBS) to determine which resources a project manager can add to
a project team. The relative position of the project or resource manager to the team
resources determines whether the project manager can add a resource to the project
team. If the resource being added is not within the same RBS “branch” as the project or
resource manager, an error message will be displayed informing you that you are not
allowed to assign resources to the project.

Remove Enterprise Global Resources from the Project

There are three major conditions you should consider before removing resources from a
project:
■ Resources can be added to the project team, but are not assigned working tasks. When
resources are simply a member of the project team but are not assigned to working
tasks, then there is no overall effect caused by removing a resource from the project.
■ Resources can be assigned to working tasks but no actual work has been recorded.
There are several conditions that may be true for every resource assigned to a working
task. You need to consider resource conditions such as resource units, resource work
contour, planned versus baseline delivery dates, project costs, and so on.
■ Resources may be assigned to working tasks and those resources may have already
reported actual work for those tasks. Actual work may have be submitted for update but
not yet posted to the project.

The Remove action extracts the indicated resource(s) from the project. If those resources
are assigned to a working task, then the selected resources disappear from the project. If
resources have reported actual work for the tasks, the actual work remains but the resource
disappears from the task.

27 Replace a Resource with Another

The Project Web Access Built Team function also allows you to select resources from the
left side of the selection dialog to replace resources within the project.
This feature allows you to do a general substitution of a resource within the project for one
found in the Enterprise Resource Pool.
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Working with Enterprise Resources 1099

Figure 27.25
You can replace
resources within the
Build Team screen.

N OTE
When you substitute a resource that has actual values posted with another one, there
are two things that will happen: First, Microsoft Project will add the new resource to the
task, and second, it will protect the actual values posted by the substituted resource from
being deleted. By doing that, you have a true picture of the assignments for a particular
task: who has been working in the past and for how long, and who will be working the
future.

Match Enterprise Resources

This function allows you to easily find resources within the Enterprise Global Resource
Pool that match the characteristics of the resource you select from the right side of the dia-
log window. When you use the Match button, the system automatically uses the resource
characteristics from the item on the right to search the Enterprise Global Resource Pool for
resources that match those criteria.

N OTE 27
The Match function uses a combination of Enterprise Global Outline Resource Codes that
you have established for your implementation. The Match function compares the codes
marked with the Use This Code for Matching Generic Resources condition to find
resources that equal all of the characteristics of each resource. Refer to information
relating to Enterprise Global setup and configuration for more information.
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1100 Chapter 27 Enterprise Resource Management

Figure 27.26
You can match
resources within the
Build Team screen
and replace them as
needed.

Filter Enterprise Resources

This function is similar in concept to the Match function, but the filter allows you much
more flexibility to easily find resources that contain certain characteristics within the
Enterprise Global Resource Pool.

Change Booking Type

The Change Booking Type option allows you to toggle between the default Committed
condition and Proposed, as shown in Figure 27.27.

Figure 27.27
You can filter enter-
prise resources within
the Build Team screen
to easily find
resources with certain
characteristics and
change the booking
27 type for a resource
within the Build Team
screen.
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Working with Enterprise Resources 1101

The Booking Type allows resource managers to have an accurate representation of the
demand for a particular skill-set or resource. This is particularly important when an organi-
zation is trying to synchronize the available resource with the project’s pipeline and balance
the supply with the demand.

Proposed Versus Committed Booking

Microsoft Project 2003 has a new mechanism to designate status of resources as Committed
(default option) or Proposed (optional). Key benefits to this feature include
■ Proposed resources can be assigned to tasks without timesheet entries appearing on the
resource Tasks list, and allow project and resource managers to simulate workloads
while a project is still in the proposal lifecycle phase.
■ Project and resource managers can use combinations of Committed and Proposed
resource status to do what-if analysis when various projects are competing to use the
same resources.
■ Specific resources can be designated Proposed for one project and Committed for
another. When a Proposed resource is switched to Committed within a project sched-
ule, the resource will automatically receive task assignment messages the next time the
project schedule is published.

The Proposed and Committed booking types can be used for Actual or Generic resources
attached to project teams.

N OTE
Booking Type can only be applied for resources for an entire project schedule. It does
not apply to individual tasks only.

Project Web Access 2003 and Microsoft Project 2003 Professional each have functions that
allow project and resource managers to set the Proposed or Committed status for resources
within a specific project schedule. This booking status can be easily toggled between
Proposed and Committed with Project Web Access Project Center’s Build Team function or
Microsoft Project 2003 Professional. 27

Changing Resource Booking Type in Microsoft Project 2003 Professional

The booking type can also be changed within Microsoft Project 2003 Professional func-
tions. The project manager can simply toggle the booking type for each resource as needed.

Viewing Resource Booking Status Within a Project

The Booking Type column within the Build Team for Enterprise dialog can be used to
inspect the booking status of resources. Figure 27.29 shows which team members are
Committed and Proposed.
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1102 Chapter 27 Enterprise Resource Management

Figure 27.28
You can use the
Resource Information
dialog window to
change the resource
booking type.

Figure 27.29
You can include pro-
posed bookings when
determining availabil-
ity and total assigned
work.

27 You can also use the Include Proposed Bookings When Determining Availability and Total
Assigned Work check box to filter resources that are available to work on this project.

Working with the Resource Pool in Microsoft Project Professional

You can use the Team Builder to add resources from the enterprise resource pool to a sched-
ule. When a resource is added to a schedule, you can assign the resources to tasks by using
the Assign Resource dialog box.
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Working with Enterprise Resources 1103

Adding Resources to a Project Schedule

To use the Team Builder effectively, all enterprise resources must already be stored in the
enterprise resource pool, and each resource must be assigned one or more enterprise outline
codes or custom fields from the Enterprise Global template.
➔ If you don’t know what the enterprise resource and project outline codes, custom fields, and generic
resource names are for your organization, talk to your portfolio manager or administrator. If you are the
portfolio manager or administrator and you need detailed information on how to plan, create, and use
enterprise outline codes, see “Using Enterprise Outline Codes and Custom Fields,” p. 1010.
For example, assume that you are a project manager and you are responsible for developing
a preliminary schedule for a new software deployment project. The organization’s portfolio
manager has provided you with the following information:
■ The enterprise generic resources that you need are already defined in the Enterprise
Global template.
■ The RBS Enterprise Outline Code indicates the location of the resources.
■ Enterprise Project Outline Code 1 specifies the location of the project.
■ Enterprise Project Outline Code 2 specifies the project’s phase.
■ The start date for your new project is January 2.
■ You should save your schedule with the organization calendar.

Also, for the purposes of this example, assume that you built your project schedule using a
project template called Software Development and you have made the following modifica-
tions to the project template as the basis for your preliminary schedule:
■ You have added several system administration tasks.
■ You have modified the effort or duration of each task in the schedule, based on your
organization’s estimation methods.
■ You have modified each task’s predecessors and successors, as appropriate.

The following steps show how you can use the Team Builder to add enterprise generic
resources to your new preliminary schedule. Note that these same steps can also be used to
add enterprise actual resources to a schedule.
27
1. With your schedule open, select Tools, Build Team from Enterprise. If more than 1,000
Resources are available for display, a prefilter dialog box automatically appears. You can
use an existing filter or a custom filter to reduce the list of resources displayed.
➔ Because the schedule’s resources aren’t assigned to an enterprise calendar yet, you receive the warning
“Enterprise Standard Calendars Are Needed,” which you can ignore for now. See “Managing Enterprise
Calendars,” in Chapter 28 for information on using enterprise calendars.
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1104 Chapter 27 Enterprise Resource Management

N OTE
If the Build Team for Enterprise option is unavailable, you are either not connected to
Microsoft Project Server, you have opened your schedule in read-only mode, or you do
not have a schedule open.

2. To replace the local resources in your project file with generic resources from the enter-
prise resource pool, first you should list just the generic enterprise resources in the
Enterprise Resource list. To do this, expand the Customize filters, enter generic in the
Field Name, enter equals as the Test, enter Yes as the Value, and click the Apply Filter
button. You should see just the generic resources in the Enterprise Resource list, as
shown in Figure 27.30.

Figure 27.30
You can use the filter
mechanisms to
reduce or identify the
attributes of the
resources in the
enterprise resource
pool.

3. To perform the replace function, select the team resource named Project Manager,
select the enterprise resource named Project Manager, and click the Replace button.
Repeat this process to replace each team resource with its corresponding enterprise
27
resource, as follows:
Team Resource: Enterprise Resource
Manager: Project Manager
Analyst: Business Analyst
Developer: Web Programmer
Testers: Tester
Trainers: Trainer
Technical Communicators: Tech Writers
Deployment Team: Operations
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Working with Enterprise Resources 1105

Your Software Development schedule is now populated with enterprise generic

resources. Notice that you can’t assign a resource to a task by using the Team Builder
except by using the Replace function.
4. You can now save your schedule.

So far you’ve used the Filter, Add, and Replace features of the Team Builder. The following
list describes all the features of the Team Builder, as shown in Figure 27.30:
■ Existing Filters—This is a pull-down list of all filters currently available to you. You
can create new filters by using the Save Filter button on the Customize Filter dialog
box.
■ Customize Filters—You can use Customize Filters to create and save new filters. This
optional field is collapsed when you first enter the Team Builder. You can click the +
button to expand this selection and display a grid with tools for building a filter. You
can use the Apply Filter command to apply a filter to the list of enterprise resources,
and then you can save your new filters by clicking the Save Filter button.
■ Available to Work—You can use the Available to Work check box when you want to
reduce the list of available resources to only those that have an amount of available time
greater than or equal to the amount you enter, between the dates you specify. For exam-
ple, if you need everyone on a project to be 100% available over a 6-month period, you
enter 6mo in the Available to Work field and then select the start and end dates that are
assumed to be the start and end dates of the project.
■ Group By—You can use Group By to organize the resources in the enterprise resource
pool differently than the default alphabetical order. Because Contoso company has
established the enterprise Resource Breakdown Structure (RBS) code to represent
resource location, if you want to know who in the enterprise resource pool list is from
Sacramento, you can enter RBS in the Group By field to group the enterprise resources
by location.
■ Enterprise Resource—The resources in this column on the left side of the dialog box
are defined in the enterprise resource pool. You can select any of these resources to
build a project team. The Avail column, next to the Enterprise Resource, shows how
many hours each resource is available to work within the date and filter range criteria.
Remember that other projects in Contoso company are using people from the same 27
resource pool, so you might need to coordinate the selection of the resource for your
project with the resource’s manager. Notice that each generic resource has a small icon
to the left of its name.

N OTE
With all the Team Builder resource lists, you can click and use Shift+click and Ctrl+click to
select resources.
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1106 Chapter 27 Enterprise Resource Management

■ Team Resource—The resources in this list are already assigned to the project or will
be added to the project schedule when you click OK. The Work column shows how
many hours each resource is assigned to work within the project’s start and end dates.
■ Add—You use the Add button to move a resource from the Enterprise Resource list to
the Team Resource list. As you add resources to the project plan, the Work column
reflects the load on those resources across all projects. This gives you an idea of how
much work those resources are scheduled to perform for other projects in the enter-
prise.
■ Remove—You use the Remove button to remove the selected member(s) from the
Team Resources list. You are warned if the resource is assigned to tasks in the current
project, and you cannot remove the selected member(s) until the resource(s) is no
longer assigned to any tasks in the current project.
■ Replace—You use the Replace button to replace the selected team resource with the
selected enterprise resource. You can select only one team resource and one enterprise
resource in order for the function to work. If the resource you are attempting to replace
has actual hours reported within the project, a pop-up window appears, indicating that
you must do the resource substitution by alternate means.
■ Match—You use Match to find resources in the enterprise resource pool that meet the
enterprise resource outline code criteria specified by the resource being matched. For
example, if you have a resource named Tech Writer-French who has two enterprise
resource outline codes—Tech Writer (Code1) and French (Code2)—and if both enter-
prise resource outline codes are marked as Use This Code for Matching Generic
Resources in the Enterprise Global template, only resources in the enterprise resource
pool that exactly match those two criteria will be displayed.

TIP
If you have problems getting the Match function to work, look at the filter created in the
Team Builder when you click the Match button. If, for example, your actual resources
have skill levels per skill, you can either create a generic resource that matches each skill
per skill level or you can create your own custom filters that find actual resources based
on any combination of skill code and skill level.

27
■ Details—You use the Details button to view the information sheet for the selected
resource.
■ Graphs—You use the Graphs button to view the availability graphs of the currently
selected resources. This is a convenient way to visually determine the workload and
availability for the resources you’ve selected. When you use this feature, you can
inspect scheduled work or remaining availability for each person selected along a calen-
dar time line. You can zoom to desired timescale increments, including every 15 min-
utes, hourly, daily, weekly, monthly, quarterly, biannually, and yearly resolutions.
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Working with Enterprise Resources 1107

After you have created a preliminary schedule using generic resources, you might want to
ask the portfolio manager to turn your preliminary schedule into an enterprise template.

Using the Assign Resources Dialog Box

Using the Assign Resources dialog box is a very quick and easy way to both add resources to
a schedule and assign them to tasks. Because the Assign Resources dialog incorporates all
the Team Builder menus and functions, it is how most project managers add enterprise
resources to schedules and assign them to tasks.

TIP
You can add actual enterprise resources to a schedule at any time while you’re building
a schedule. However, it is a good idea to wait until you are ready to apply resources to
tasks. If you add actual resources to a schedule too early, those people might not be
available when your project needs them because they are deployed on other projects.
Therefore, you should use generic resources on tasks until you’re sure the people you
need will actually be available.

You need to transform the preliminary schedule to a detailed schedule by adding actual
resources to the project and assigning them to tasks. To discuss how to do this, let’s con-
tinue with the Software Development example. As the project manager, you are looking for
project team members from Colorado who have the appropriate skills and are available
hours for work for the duration of your project.
Follow these steps to complete the detailed schedule by using the Assign Resources dialog
box:
1. Open your Software Development schedule by using Project Professional.
2. Bring up the Assign Resources dialog box by selecting the Assign Resources icon from
the Standard toolbar, selecting Tools, Assign Resources, or pressing Alt+F10.
3. Click Add Resources, as shown in Figure 27.31. The pull-down menu provides three
options:

CAUTION 27
You should only use resources from the enterprise resource pool on a Project Server
unless your portfolio manager permits other options. If you use resources that are not
found within the enterprise resource pool, Project Server analysis reporting functions
might reflect inaccurate data.

From Active Directory—You use this option to select resources from the Windows
Active Directory that is maintained by your Windows domain system administrators.
From Address Book—You use this option when adding resources from a Microsoft
Outlook address book.
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1108 Chapter 27 Enterprise Resource Management

Figure 27.31
By using the Assign
Resources dialog box
you can add
resources to a sched-
ule from an active
directory, from an
Outlook address
book, or from a
Microsoft Project
server.

From Microsoft Project Server—You use this option to bring up the Team
Builder, prepopulated with both resources in the enterprise resource pool and enter-
prise resources assigned to the project.

For this example, select the From Project Server option, as shown in Figure 27.31.
That opens up the Team Builder screen, as shown in Figure 27.32.
4. Identify the enterprise resources that are from Colorado and that match skills with the
enterprise generic resources in your schedule by selecting RBS from the Group By pull-
down list, selecting one of the team resources, and clicking Match (see Figure 27.32).

Figure 27.32
The Team Builder’s
features are all avail-
able from the Build
Team dialog box.

27
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Working with Enterprise Resources 1109

5. As shown in Figure 27.32, in your enterprise resource pool, one Tester in Colorado has
enough available hours. Replace the generic resource Tester with the enterprise actual
resource Scott Gode by selecting Scott Gode from the Enterprise Resources column,
selecting Web Programmer from the Team Resources column, and clicking Replace.
Select and replace each of the remaining generic team resources.
6. You are done adding resources to your schedule, so return to the Assign Resources dia-
log box by clicking OK on the Team Builder screen.

Resources that are assigned to a task are automatically brought to the top of the list of the
resource names, making it easier to manage long resource lists, as shown in Figure 27.33. You
can also assign multiple resources to a task by using the same Assign Resources dialog box.

Figure 27.33
Assigning multiple
resources to a task.

CAUTION
Be very careful when adding new local resources to a schedule. If a new local resource
name exactly matches an enterprise resource name, you will have a hard time distin-
guishing between the two resources when you are using the Assign Resources dialog
box. Also, data on local resources is not included in the views provided in the Project 27
Center and the Resource Center.

TIP
To prevent accidental creation of local resources, open Microsoft Project Professional and
select Tools, Options. Then select the General tab and uncheck Automatically Add New
Resources and Tasks. Microsoft Project then prompts you when you attempt to add new
resources to the local resource pool.
Your portfolio manager should provide you with the rules associated with using local
resources for your organization.
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1110 Chapter 27 Enterprise Resource Management

So far you’ve used the Add Resources pull-down list and assigned resources by using the
Assign Resources dialog box. The following are two other features of the Professional
Edition’s Assign Resources dialog box that are shown in Figure 27.33:
■ Resource List Options—Expanding the resource list options by clicking on the + sign
allows you to use preexisting and available to work filters to reduce the list of displayed
resource names.
■ R/D—You can request or demand that a resource not be substituted when using the
Resource Substitution Wizard. See the section “Using the Resource Substitution
Wizard,” later in this chapter, for details.

Using the Resource Substitution Wizard

The Resource Substitution Wizard uses enterprise outline codes to match and replace
generic resources with actual enterprise resources. You can think of this as a resource
attribute matching function, where the attributes of generic resources (typically skills such as
Tech Writer and capabilities such as Speaks French) are compared to those of actual
resources in order to find a suitable substitution match.
In addition to assigning actual resources to tasks based on enterprise resource outline codes,
the Resource Substitution Wizard can also “optimize” the allocation of resources across pro-
ject schedules to minimize the duration of those schedules. If an actual resource is overallo-
cated, the wizard looks in its resource pool for available resources with the same attributes
to work the tasks.
There might be times, however, when you do not want an actual resource substituted. You
can use the Assign Resource dialog box’s Request/Demand field to control the Resource
Substitution Wizard (see Figure 27.34).

Figure 27.34
The Request/Demand
options are Blank,
Request, and
Demand.

27
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Working with Enterprise Resources 1111

The Request/Demand field can be set to one of the following values for each resource on a
task:
■ Blank—By default the field is blank. This tells the Resource Substitution Wizard that it
can freely substitute another resource for this one, as long as it meets the skill and avail-
ability criteria for the task.
■ Request—You should choose Request to tell the Resource Substitution Wizard to keep
this resource assigned to this task but allow the wizard to make a substitution if the
resource is found to be overallocated.
■ Demand—You should choose Demand to tell the Resource Substitution Wizard to
keep this resource assigned to this task, even if it leaves the resource overallocated. You
then have to level the resource yourself.

N OTE
Microsoft Project does not allow you to request or demand generic resources.

The primary advantage of using the Resource Substitution Wizard is that it is the fastest
way to assign enterprise resources to the tasks in a schedule. If you use templates or project
schedules that have generic resources assigned to all tasks, and those generic resources have
skill codes defined, the Resource Substitution Wizard can quickly substitute actual enter-
prise resources for the generic resources.
The following are some Resource Substitution Wizard behaviors that you need to consider
before using the wizard:
■ The wizard substitutes for two or more generic resources on the same task, but it does
not allow you to substitute two different actual resources for one generic resource that
is allocated at 200%. For example, if you want two different Visual Basic programmers
assigned to a task, you have to manually add the second Visual Basic programmer to the
task.
■ The wizard substitutes correctly for any resource unit value.
■ If there are multiple enterprise resources that match an enterprise generic resource, the
wizard substitutes using the first available actual resource that meets the criteria before 27
moving on to the next available actual resource that meets the criteria. This might be
fine for resources with skills such as tech writer or programmer, where resources are
reasonably interchangeable; however, for skills such as project manager, where you
most likely want the same project manager assigned to the entire project, it probably
isn’t appropriate.
■ The wizard replaces overloaded resources with alternates (from the pool that you have
specified) that have the right skills and are not overloaded. If you prefer to not replace
resources, you should use the Request/Demand feature in the Assign Resources
dialog box.
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1112 Chapter 27 Enterprise Resource Management

■ The wizard does not level resources within schedules, although by optimizing resource
allocation, it usually comes close. You should make it a practice to level resources within
schedules after the Resource Substitution Wizard has applied resources to tasks.
■ Although you might not mind the fact that the wizard assigned multiple different actual
resources to testing tasks in the same project, you probably don’t want to have multiple
project managers assigned to the project management tasks. To resolve this, you might
want to consider using the Team Builder’s Replace function for project manager type
tasks, locking those assignments in place. To do this, you use the Assign Resource dia-
log box’s Request/Demand feature and then use the Resource Substitution Wizard to
complete the substitutions.

Two things must be in place before you can use the Resource Substitution Wizard:
■ Enterprise resource outline codes must have been assigned to the actual resources
within the enterprise resource pool.
■ You must have opened a schedule that has the following characteristics:
All working tasks have generic or actual resources assigned to them.
Each generic resource that is assigned to a task has enterprise resource outline codes
attached.

Suppose that you have added some new tasks to Office XP Deployment schedule and have
assigned the generic resource called Project Management to them.
You need to follow these steps to substitute an actual resource (Judy Lew, in this example)
for the Project Management generic resource:
1. Open the Office XP Deployment. Make sure that the new tasks have been added to the
schedule (Define final resources, in this example) and that the enterprise generic
resource Project Management is assigned to these tasks.
2. Start the Resource Substitution Wizard by selecting Tools, Substitute Resources,
Resource Substitution Wizard. Click Next on the welcome screen. All open schedules
should be listed as part of the wizard’s Step 1, as shown in Figure 27.35. Select only the
projects needed for resource substitution, in this case Office XP Deployment, and then
27 click Next.

TIP
If you choose more than one project in which to substitute resources, you are actually
asking the wizard to optimize resource assignments across all those projects. To avoid
resource assignment confusion with the other projects, which might be underway, you
should consider using the wizard to assign resources to your new schedule first and then
optimizing resource assignments across projects as a later step.
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Working with Enterprise Resources 1113

Figure 27.35
You can select the
open project(s) in
which you want to
substitute resources
by selecting the check
box to the left of the
project’s name.

3. On Step 2 of the Resource Substitution Wizard, you need to identify the subset of
resources from the enterprise resource pool that is to be considered during the resource
substitution. As shown in Figure 27.36, for the Office XP Deployment project, you
need to include resources at the RBS level of USA, specify a resource freeze horizon of
the current date, and then click Next.

Figure 27.36
You can specify that
only resources from a
certain location are to
be considered by the
wizard for assignment
to tasks.

You can choose from the following three options to specify the subset of resources to
27
be used by the wizard:
In the Selected Projects—You can select this option to constrain the wizard to
only substitute resources that are already in the selected projects. This option works
well if your schedule(s) already contains all the enterprise actual resources you need.
At or Below the Following Level in the Resource Breakdown Structure—You
can select this option to constrain the wizard to only substitute resources that are at
or below the specified level in the RBS. This option allows you to limit the
resources being considered for addition to your schedule by RBS code.
Specified Below—You can select this option to constrain the wizard to only substi-
tute resources that you specifically select from the enterprise resource pool. If you
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1114 Chapter 27 Enterprise Resource Management

select the Specified Below check box, you can click Add to bring up the screen
shown in Figure 27.36. After you have added the desired resources to the schedule,
click Next and continue with these steps.

The Resource Substitution Wizard considers only assignments made after the Resource
Freeze Horizon date. If, for example, you established a Resource Freeze Horizon that is
two weeks out, all resources would have two weeks to complete or hand off their cur-
rent assignments before moving on to their new projects and/or assignments. If you are
substituting resources for a new schedule only, then you can let the Resource Freeze
Horizon default to the current date.
4. Step 3 of the wizard shows a list of related projects and their relationships, as shown in
Figure 27.37. Because we are substituting resources for the Office XP Deployment pro-
ject only, make sure that none of the related projects are selected, and then click Next.

Figure 27.37
You should select
none of the related
Office XP Deployment
projects because you
want the wizard to
substitute resources
only in the Office XP
Deployment.

Projects are considered related if the projects share any resources from the pool of
resources that you’ve established for the wizard or if the projects have cross-project
links active between them.
5. Step 4 of the Resource Substitution Wizard allows you to prioritize the projects you
have selected and to establish the resource substitution options for each project being
27 substituted for. You need to let the Office XP Deployment project’s priority default to
500 (the priority doesn’t matter because you are substituting for only one resource).
Then choose Use Resources in Pool as the scheduling option (because the actual
resource you want to substitute with, Judy Lew, is in the wizard’s pool), as shown in
Figure 27.38. When you are finished choosing scheduling options, click Next.
The priority field specifies which projects the wizard should substitute resources for
first. The priority scheme used by the Resource Substitution Wizard is the same prior-
ity scheme used to prioritize tasks within a schedule: Priority numbers range from a
low of 0 to a high of 1,000, with 500 as the default priority.
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Working with Enterprise Resources 1115

Figure 27.38
You can specify
scheduling options for
the selected projects.

The Options field specifies whether the wizard can substitute resources from the pro-
ject only or from the pool of resources specified earlier. For the Office XP Deployment
project example, the wizard’s resource pool consists of all enterprise resources with an
RBS of USA, as defined in Step 2 of the wizard.

N OTE
The priority and options settings that you assign in the Resource Substitution Wizard are
not recorded anywhere in the Project Server.

6. Step 5 of the Resource Substitution Wizard displays a summary of your configuration

options so far, as shown in Figure 27.39. If you want to change one or more of these
configuration items, click Back. In this example, these are the configuration items you
want, so click Run. When the wizard finishes running, the Next button becomes avail-
able, and you need to click it to move to Step 6 of the wizard.

Figure 27.39
You can click Run if
the summary of
instructions is correct.
27
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1116 Chapter 27 Enterprise Resource Management

7. The wizard computes a substitution solution, as shown in Figure 27.40. If you are
happy with these substitutions, you can click the Next button to accept the results. If
you are not happy with the results, you can click Cancel to start over or Back to return
to the previous step.

Figure 27.40
You can review the
detailed results of the
resource substitution
in this screen.

8. As the last step you are prompted for how you want to save the results of the Resource
Substitution Wizard, as shown in Figure 27.41. Here you have two options that are dis-
cussed further down.

Figure 27.41
You can both update
the projects with the
results and save a
report containing the
results of the wizard.

27

Select Update Projects with Result of the Wizard if you want to have the Resource
Substitution Wizard apply the recommended changes to all the projects that you
selected. If you select Update Projects with Result of the Wizard, the wizard applies
the resource assignment changes to each schedule but does not yet save the altered
project plans.
Select Save the Results of the Wizard if you want to save a report of the results of
the Resource Substitution Wizard to a file. Click the Browse button to specify the
folder where you’d like to save the report file.
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Working with Enterprise Resources 1117

After you have selected options, click Finish.

When you are applying the substitution results, you might receive the confirmation dia-
log. This confirmation simply lets you know that you have modified the resource
assignments for projects that have been published to the Project Server, and you will
need to level and analyze the results of these changes before republishing them to the
Project Server. If you get this message, click Yes to continue as shown in Figure 27.42.

Figure 27.42
You might see this
error when applying
the Resource
Substitution Wizard’s
results to the related
project schedules.

9. Your Office XP Deployment project has been updated with the resource substitutions,
but it has been neither saved nor published to the Project Server. You need to remem-
ber to save changed schedules after you inspect the results. For example, you might
want to save these modified project schedules to a different version so they can be ana-
lyzed and/or approved.

27
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37 0789730723_ch28.qxd 1/12/04 2:30 PM Page 1119

CHAPTER
28
Enterprise Collaboration

In this chapter
Introduction to Enterprise Collaboration 1120
Using Project Web Access Tasks for Timesheets 1122
Updating and Revising Timesheets 1128
Using Project Status Reports 1129
Storing Project Artifact Documents 1133
Managing Risks 1135
Managing Issues 1137
Using Microsoft Outlook with Project Server 2003 1139
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1120 Chapter 28 Enterprise Collaboration

Introduction to Enterprise Collaboration

Chapters 24 through 27 describe how people across the organization use project and
resource management functions within Project Web Access 2003. In this chapter, we discuss
several Project Web Access collaboration features, including
■ Task Assignments for timesheets—Project managers use techniques to inform team
members they have working tasks.
■ Submitting Timesheets—Team members submit timesheets for approval and update
to project tasks.
■ Adjust actual time—Using electronic timesheets to revise actual hours reported.
■ Reporting project status—Use predefined status forms to get project status from team
members.
■ Managing project documents—That support overall project objectives.
■ Recording and managing risks—Use electronic tracking methods to manage project
risks.
■ Issues management—That can be attached to individual project tasks.
■ Using Outlook to view tasks—In a convenient format.

Table 28.1 New Microsoft Office Project 2003 Features for Enterprise
Collaboration
New Professional
Edition Feature Project Management Functions
Multiple timesheet approvers Allows staff and resources manager to review and approve
timesheets before posting to projects
Timesheet lockdown periods Provides time-data security to prevent changes
Risk management Enables project managers to record and track progress to
address risks

Outlook integration Improves information exchange between Microsoft Outlook

and Microsoft Project 2003 Professional

Project Server 2003 provides a robust environment supporting data storage and exchange so
project teams can share information. Project data and associated documents are stored
within the Project Server database repository and are managed by people who have access
permissions to that data.
28
Project Web Access users can review, discuss, and exchange information about each project
stored in the Project Server database repository. Each team member uses Project Web
Access functions to review and update information like: timesheets, associated project docu-
ments, risks, issues, and status reports. All of this information is stored and managed
through the set of functions found within Project Web Access as illustrated in Figure 28.1.
37 0789730723_ch28.qxd 1/12/04 2:30 PM Page 1121

Introduction to Enterprise Collaboration 1121

Figure 28.1
Project Web Access
provides several col-
laboration functions
such as Tasks, Status,
Updates, Risks, Issues,
and Documents.

Project managers use Microsoft Project 2003 Professional to develop work breakdown
structures, assign team members to working tasks, and save project schedules into the
Project Server database repository. Each time the project manager updates a project sched-
ule, Project Server automatically manages information storage locations and transmits mes-
sages to team members and others who need to review updated project information.
Team members, project managers, and other Project Web Access users see the project infor-
mation and can interact with the data using Project Server electronic collaboration tech-
niques. As team members update project collaboration data, automatic messages are again
transmitted to the subscribers so they can review the changes and stay informed about key
project status and content.
The sections within this chapter give you more information about the key Project Server
collaboration features and how to use the functions to manage project information.
➔ For information on Project Server architecture, see “System Architecture and Requirements,” p. 968.

Understanding Enterprise Collaboration Flow

The Project Server architecture automatically creates and manages the internal data struc-
tures and information storage locations. When a project schedule is defined and stored
within the Project Server 2003 database repository, the architectural components of
Windows SharePoint Services are directed by Project Server to create the needed storage
locations for that project.
Once the Windows SharePoint Services information stores are created, Project Web Access 28
users are given access to that information based on their individual Project Server security
permissions to a project. If the Project Web Access administrator changes user permissions,
Project Server automatically directs Windows SharePoint Services to update permissions
accordingly.
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1122 Chapter 28 Enterprise Collaboration

The flow diagram in Figure 28.2 illustrates these general principles.

Figure 28.2
Project Server
manages Windows
SharePoint Services
information stores.

Once the project schedule collaboration infrastructure is established, then Project Web
Access users can view project data and use the collaboration features to share information.

Using Project Web Access Tasks for Timesheets

Project Server 2003 provides robust automated timesheet entry and update functions that
allow team members to report time they spend working on tasks. Project managers can then
use the reported time to automatically update individual tasks within a project schedule.
Figure 28.3 depicts the general flow.

Figure 28.3
Project Server
manages Timesheet
flow.

28
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Using Project Web Access Tasks for Timesheets 1123

If you trace the flow within Figure 28.3, you will see how Project Server sends task assign-
ment messages to team members. As each team member updates his or her individual task
assignments, Project Server records the reported time and sends a message to the project
manager. The project manager can then direct the system to automatically update the pro-
ject schedule tasks with the reported time.
The following sections describe more detail about time reporting and tracking functions
within Project Web Access and Microsoft Office Project Professional 2003.

Understanding Timesheets
Timesheets allow project managers and team members to communicate assignments and
progress on assigned tasks. This is communicated in the form of either a time entry for a
given time period or as a percent complete assessment for a given time period. In both
cases, an estimate of remaining effort is included to provide a complete picture of the
progress being made on the assignment.
Project Web Access Timesheets provide a common form for this collaboration and commu-
nication of assignments, progress, and remaining effort. The interface supports three differ-
ent generally accepted update methods:
■ %Complete and remaining effort—The team member enters the %Complete value,
from zero through 100%, and also enters any remaining work effort needed for specific
tasks.
■ Hours worked for the time reporting period and remaining effort—This allows
the team member to generally report actual work and any remaining work for the entire
report period. Time reporting periods can be for an entire week or longer periods, as
established by the system administrator.
■ Hours worked per day and remaining effort for the time reporting period—Team
members can enter time for specific daily periods so the actual work is reported at a
very detailed level.

N OTE
The first two time tracking techniques have special effects when the project manager
updates timesheet information into the project schedule. The reported actual work is
loaded into the front end of the task start and finish duration timeline, according to the
resource work contour settings for the task. The third time-tracking method provides the
best time-entry resolution because the team members can show actual work on a daily
basis.

28
Notifying Team Members of Task Assignments
A project manager communicates assigned tasks to the team members by assigning individ-
ual resources to tasks within a project schedule, as shown in Figure 28.4.
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1124 Chapter 28 Enterprise Collaboration

Figure 28.4
Project managers
assign team members
to tasks.

N OTE
Any time a task assignment is created or changed within a project schedule, a graphic
icon will appear in the Indicators column for each affected task. The purpose of the icon
is to alert the project manager that the marked tasks have resources assignments that
should be sent to the team members.

➔ For information on how to apply resources to tasks, see “Using the Assign Resources Dialog Box “
p. 1107.
After resources have been assigned to tasks, the project manager uses the Project menu,
chooses Collaborate, and then Publish to notify team members about their task assignments.
Figure 28.5 shows the available menu options.

Figure 28.5
Project managers use
Collaborate functions
to notify team mem-
bers of task assign-
ments.

28 Each of the menu options is briefly defined as follows:

■ All Information—Saves the tasks into the Project Server database repository and sends
resource assignment messages to team members.
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Using Project Web Access Tasks for Timesheets 1125

■ New and Changed Assignments—Sends resource assignment messages to team mem-

bers for those tasks that have been altered while the project schedule is open. This
option has three suboptions:
• Entire Project—Sends tasks assignment messages to the team for all changed
tasks.
• Selected Items—Sends tasks assignment messages to the team for only those
tasks that were specifically selected.
• Current View—Sends task assignment messages to the team for tasks that appear
within the current filtered view of tasks.
■ Project Plan—Saves the tasks into the Project Server database repository but does
NOT send task assignment messages to team members.
■ Republish Assignments—Re-sends all task assignments to all resources attached to the
tasks.

The project manager has one additional Collaborate menu function to notify team members
they should provide task progress. When you select the Request Progress Information
menu, also shown in Figure 28.5, a new window appears that provides you with three task
options as shown in Figure 28.6.

Figure 28.6
Project managers
request progress
information from
the assigned team
members using the
Request Progress
Information dialog.

■ Entire Project—Sends tasks assignment messages to the team for all tasks.
■ Current View—Sends tasks assignment messages to the team for only those tasks that
appear in the filtered view.
■ Selected Items—Sends tasks assignment messages to the team for specific tasks that
have been selected. 28

Several of the Collaborate menu functions allow the project manager to use the Edit
Message Text button to modify the assignment message before it is sent to the team mem-
bers. Figure 28.7 shows an example of the default text that can be easily modified.
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1126 Chapter 28 Enterprise Collaboration

Figure 28.7
Project managers
edit collaboration
message text.

If email messaging is enabled within Project Server, each affected team member receives an
email message when the project manager clicks the Send button. The task assignments are
also saved to the timesheet tasks for each affected team member. Team members can use
Project Web Access Tasks functions to review task assignments and submit time to the pro-
ject manager.

Submitting Timesheets for Approval and Update

When a team member is assigned to work on a working task, they receive a message notify-
ing them of their task assignments. Team members then use the Project Web Access Tasks
page to see their assigned tasks and enter work progress to be submitted to the project man-
ager for schedule updates. Figure 28.8 shows a typical example of a timesheet.

Figure 28.8
Team members see
assigned tasks in a
timesheet view.

Team members use the Tasks timesheet views to fill in the work effort spent on each task.
Timesheet data entry is set by the Project Web Access administrator, who establishes one of
the following timesheet modes:

28 ■ %Complete—Enter the percent complete on each task assignment worked and also
provide an estimated remaining work for each task. Any adjustment to remaining work
automatically recalculates the task %Complete based on the new total estimated effort.
■ Hours worked per time reporting period—Enter the hours worked for each task
assignment for the time reporting period and enter any remaining work estimate.
%Complete will be recalculated based on the updated information.
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Using Project Web Access Tasks for Timesheets 1127

■ Hours worked per day for the time period—Enter actual hours worked per day for
each assignment worked. If you enter a value for remaining work, the %Complete will
be calculated based on the updated information.

➔ See the section “Understanding Timesheets” on p. 1123 in this chapter for more information about
timesheet entry modes.
➔ The Project Web Access administrator establishes Timesheet data formats and data–entry status meth-
ods. See Chapter 25 for more information about timesheet control settings.
Each team member can also supply notes that become attached to the task when the project
manager updates the timesheet data into the project schedule. The added notes become part
of the task comments when the timesheet data is updated. Follow these steps to add a note
to a timesheet task:
1. Select the assignment row in the timesheet.
2. Click on Insert Note from the timesheet menu; refer to Figure 28.8.
3. Type in the comment text; see Figure 28.9.
4. Click OK to save the note text with the task.

Notes can be modified and added to as the assignment progresses, giving you a place to
record ongoing communication regarding the task updates.

Figure 28.9
Team members attach
notes to timesheet
tasks.

Once all timesheet work progress has been entered for the appropriate tasks, select Update
all Rows from the top right corner of the Tasks page. Alternatively, you can submit individ-
ual task updates by first choosing specific rows in the timesheet and then clicking the
Update Selected Rows button from the top right corner of the Tasks page.

TIP
You can select multiple rows by using the Ctrl key or Shift key while picking tasks with 28
the mouse.
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1128 Chapter 28 Enterprise Collaboration

Updating and Revising Timesheets

Project Web Access has several features that allow project managers to approve, update, and
modify timesheets submitted by team members. This section describes those features so you
can understand how timesheet data can be updated to tasks within project schedules.

Approving Timesheets Prior to Updating Schedules

Project Web Access 2003 now provides a new feature that enables staff managers to review
timesheets before the information is updated into the project schedules. This new feature
allows a manager to review submitted timesheets and either Accept or Reject each task
entry.
Timesheet entries that are accepted are sent to the project manager for final update into the
project schedule. Timesheet data that is rejected is returned to the team member for revi-
sions and resubmission.
➔ See “Approved Timesheets” on p. 1080 in Chapter 27 for more information about approving timesheets
before updating schedules.

Timesheet Lockdown Periods

Project Web Access 2003 now provides a new feature that allows the administrator to con-
trol time periods when timesheets can be updated. The purpose of this new feature is to
prevent modifications or updates to timesheet information without the specific permissions
to do so. The key benefit is to ensure that timesheet data is managed in a controlled way
that is consistent with strong project and cost management principles.
Timesheet lockdown periods are controlled within the Project Web Access Admin functions
under the Customize Project Web Access Tracking Settings menu. Figure 28.10 shows an
example of how specific time periods can be Open or Closed for timesheet entry.

Figure 28.10
Project Web Access
Admin settings to lock
down timesheet
periods.

28

Timesheet lockdown periods can only be enabled when the time-tracking setting is set to
Hours Worked per Day for the Time Period. If you have selected another tracking mode
and you also want to control locked out time periods, then you will see a warning message,
as shown in Figure 28.11, when you attempt to save the time-tracking settings.
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Using Project Status Reports 1129

Figure 28.11
Warning message for
setting locked time
periods.

After the Project Web Access time lockdown periods have been established, team members
are prevented from entering timesheet actual work for Time periods that are marked as
Closed. When a team member examines his or her individual timesheet, they will see the
Closed time periods grayed out for the locked date ranges. This prevents them from modi-
fying data for those periods.
You can use this timesheet lockdown feature to freeze past timesheet submissions or lock out
future timesheet periods. This allows you to create a moving window of time when
timesheet entry is allowed.

TIP
You should consider creating business processes to establish when timesheets can be
submitted. Those processes should also address any need to modify timesheet data that
falls within a Closed period.

Revising Timesheet Data

Project Web Access 2003 now provides a new feature that allows staff managers to modify
timesheet data after it has been submitted by team members. If you are a manager with
appropriate Project Web Access permissions, then you can use the Adjust Actuals menu
functions within the Resource Center.
There are two general approaches to revising timesheet data in Project Web Access. The
Adjust Actuals function is used when Managed Time Periods is active and the timesheet
period has been Closed. The second method permits team members to go back to the time
period in question, make any revisions to the timesheet then resubmit the revised task
updates. This method can only be used if the time period is still Open or Managed Time
Periods is not active.
➔ See the section “Adjusting Actuals” on p. 1080 in Chapter 27 for more information about adjusting
timesheet actual work values.

Using Project Status Reports

Status reports provide a convenient forum for a workgroup to communicate with each 28
other. These reports consist of the narrative dialog explaining what has occurred and the
results seen in the project plans after updates have been applied. They can relate directly to
a project or a workgroup effort across many projects.
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1130 Chapter 28 Enterprise Collaboration

Project Web Access provides a Web form that can be customized and formatted to fit the
workgroup’s requirements. These reports can be scheduled and assigned to team members
for regular communication of status on a given project or group. Team members can also
submit ad hoc reports independently. In addition, Project Web Access has the ability to
combine status reports submitted by multiple team members into a consolidated report.
Figure 28.12 shows the logical flow of using status reports.

Figure 28.12
Project Web Access
status report flow.

Requesting Status Reports

Project managers can request status reports from their team members by creating a
requested report in Project Web Access.
The Report request is divided into four steps as shown in Figure 28.13.

Figure 28.13
Create a new status
report.

28
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Using Project Status Reports 1131

You can use the following steps to create a new status report:
1. Select Request a Status Report from the list on the Status Report page in Project Web
Access.
2. Select the Set Up a New Status Report for Your Team to Respond To, and then select
OK.
3. Next, fill in the title of the report and indicate how often it reoccurs with an initial
beginning due date for the first report. Select Next to continue with the report cre-
ation.
4. Then select the resources who will submit a status report to you. The available
resources appear on the left. Select a resource and click on the Add button between the
lists. You can use the Ctrl Key to make multiple resource selections. When you add a
resource to the report list, you can select whether to automatically merge their report
into a combined Status Report. This selection is made by default. You have to clear the
selection if you want to manually combine status reports.
5. Use the dialog box to format the major subsections of the report. The section titles and
descriptions can be changed and new sections added by the requestor. After you format
the report, click the Next button to finalize the report.

You can now either send the request out to the team listed in the report, save the report for
further modification, or cancel the request. If you select Send then an alert message is trans-
mitted to the team members so they can visit their Project Web Access home page to update
the status reports.

Submitting Status Reports

There are two ways to submit a status report:
■ Respond to a scheduled status report request
■ Submit an unsolicited status report

Scheduled status reports will appear on the Project Web Access home page as Status Report
alert links. When you select an alert link, a Web form with editable sections will be dis-
played.
The report subsections are freeform text boxes that include some limited text formatting
tools. There is also a tool that allows you to select a project task assignment from your
timesheet.
Task titles and schedule information are selected by clicking the Insert Tasks from
Timesheet button on the toolbar above the section. Your timesheet will appear at the top of 28
the form that shows your task assignments, with selection boxes in the left column of the
timesheet. Select the tasks you want to insert, select the section in the status report you
want the tasks to go into, and then click on the Insert tool. Repeat this process for each sec-
tion and remember to unselect the tasks after each insert. When you are finished, click done
at the bottom of the page. You will then return to the report editor page.
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1132 Chapter 28 Enterprise Collaboration

After you enter text information, you can save the report for later submission or use the
Send button to immediately deliver the report to the requesting manager.
Figure 28.14 illustrates an example of a status report that a team member is editing.

Figure 28.14
Team members pro-
vide status reports to
project managers.

You can also submit an ad hoc status report by clicking the Submit an Unrequested Status
Report link on the left side of the Submit a Status Report page. A new screen appears allow-
ing you to name the report and declare the recipient for it. You can add various sections as
you need, then use the Send button to transmit the report. The recipient will receive an
email and also see a Status Report alert on their home page.

Compiling and Using Status Reports

Status report recipients receive an alert on their home page when a status report is submit-
ted to them. They can also see who has submitted a requested report from the Status
Reports page in Project Web Access.
To view and compile requested status reports, go to the Status Reports page. Select the
requested report from the list of reports. A table displaying the requested submittal dates
and the list of reporters will be displayed. Each date will indicate who has submitted a
report by displaying a report icon for that team member row in the date column. A Team
Report icon appears at the top of each column.
Select the icon for the individual team member to view that specific report. Select the team
icon to compile and merge all individual submittals into a consolidated report for that date.
28 The table allows you to look at past reports and keeps history going back to the original
request date when you created the request. Team members can also review past reports by
selecting the Archive from the options on the Status Reports page.
When team members submit status reports to the project managers, those reports can be
automatically compiled into composite reports for specific time periods.
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Storing Project Artifact Documents 1133

Figure 28.15 shows how the project manager can view a composite report from the team
members.

Figure 28.15
Project managers can
review composite
team status reports.

Storing Project Artifact Documents

A document management facility within Windows SharePoint Services is created for each
project when it is first created or imported into Microsoft Project Server. These libraries
provide a repository for Project artifact documents that can include requirements, charters,
specifications, illustrations, or any other material relevant to the project team’s efforts on
the project. The following sections describe the major features of Project Web Access docu-
ment storage functions. Figure 28.16 depicts how project documents, risks, and issues are
managed.

Figure 28.16
Project Web Access
artifact management
flow.

28
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1134 Chapter 28 Enterprise Collaboration

Understanding Document Libraries

Document libraries allow you to store related information to your projects in organized
groups. These groups or sublibraries are defined by you so that a “filing cabinet” concept
can be instituted to hold all your related Project Documents. Figure 28.2 illustrates what
happens when a project is published within the Project Server database repository.
➔ See “Understanding Enterprise Collaboration Flow,” p. 1121 for more information about general Project
Web Access collaboration.

Using Document Libraries

When you select Documents from the top menu bar in Project Web Access, you will see a
list of Project Document Libraries.
Document libraries are grouped by either My Projects—those projects that have task assign-
ments for you and other projects that you have permission to access—or the Public
Documents Library, which contains general documents for the entire Project Server instal-
lation.
You can open a project document library by selecting a project link. The project document
library page is displayed that shows subfolders for that library as shown in Figure 28.17.

Figure 28.17
Project Document
Libraries can have
subfolders.

Graphical “folder” icons are displayed with the name and description of each folder. By
default, each project library has a “Shared Documents” subfolder created for it. You can also
add new subfolders to contain various documents related to a project.
You can easily open a subfolder by selecting an existing folder to view a list of documents
stored within that library. The displayed list includes document names and other important
information about each document.
28
Hovering the mouse pointer over the document name displays a pull-down list of options.
You can view or edit the properties of the document, check out the document, edit the doc-
ument using Microsoft Office, view the document version history, set alerts, and start a dis-
cussion about the document.
Selecting the document name opens the document for viewing in a Web-based facility.
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Managing Risks 1135

Linking Documents to Tasks

The natural lifecycle of projects often requires that document be related directly to working
tasks within project schedules. Project Web Access 2003 allows you to link individual docu-
ments to specific tasks within a project schedule. These links are visible as a document icon
in the indicator column when you view the schedule details within the Project Center.
Follow these general steps to link a document in a subfolder to a project task:
1. Go to the document subfolder for a project and select the Edit icon next to the docu-
ment you want to link. You will see three hyperlink choices below the Status field in the
edit form.
2. Choose the Select Project Tasks That Are Related to This Document link. A dialog box
will appear with a list of tasks filtered for “My Tasks.”
3. Select the related tasks by clicking the check box on the left side of the list adjacent to
the task name. Click OK after you select the tasks.

The selected task names will then appear in the edit form below the Status field. Document
icons also appear to the left of the selected tasks in Project Center detail views.

Managing Risks
Project Web Access 2003 now provides a facility for defining and managing Risk manage-
ment plans. This facility includes the ability to describe the potential risk areas of the pro-
ject, the probability that risk will impact the project, any mitigation plan to minimize the
potential risk, and the definition and triggering of contingencies if the mitigation is not suc-
cessful. This feature provides all the basic elements of a risk management process, including
responsible team member, risk manager, critical dates, and descriptive elements.
Use the Project Web Access Risk tab functions to create and manage risks for projects
stored within the Project Server database repository. Selecting the Risks tab reveals a list of
projects you have permissions to view. When you select a project name link, a set of risk
management controls is presented as shown within Figure 28.18.

Figure 28.18
Project risks are man-
aged within Project
Web Access.

28
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1136 Chapter 28 Enterprise Collaboration

Creating and Assigning Risk Items

Navigate to the Risks Page from the top menu. The page will display a list of projects
grouped by your projects and other projects (if you have permissions to view them). Use the
following general steps to define a risk item:
1. Select the project that you want to create a Risk item for; the page will display a list of
current risk items.
2. Select New Risk from the toolbar above the list. An edit form will display where you
will fill in the relevant information about the risk. These elements are
• Title—The title of the risk item (this is a required element).
• Assigned To—The person who is responsible for managing this risk item.
• Status—The risk item can be either Active, Postponed, or Closed.
• Due Date and Time—Enter the expected or required resolution date for the risk
item.
• Owner—The person who has ownership of the risk item.
• Probability—The probability that this risk item will occur. (This is a required
element.)
• Impact—A value from 1 to 10 that represents the severity of the effect this risk
item will have on the project if it occurs. (This is a required element.)
• Cost—The cost to the project if this risk item should occur.
• Description—Outline that defines and describes the risk item.
• Mitigation Plan—Describes the plan to handle the risk item and prevent it from
occurring.
• Contingency Plan—Describes the fallback plan if the risk item does occur.
• Trigger Description—Describes the type of condition that would result in the
Contingency Plan being implemented. This can be a date, a cost value exceeded,
or other quantifiable measure within the Project data.
• Trigger—The value to indicate the condition that would trigger the contingency
plan.

3. Select Save and Close from the Toolbar at the top of the form after you enter all
required information.

When a risk item is defined for a project a graphical icon is displayed adjacent to the project
within the Project Center summary views. If a risk is attached to a specific working task then
28 a graphical icon appears within the Project Center detail views. If you select a risk graphic
icon then Project Web Access will open the appropriate project risk group for review and
updates.
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Managing Issues 1137

Linking Risks to Tasks

Risks can be linked to tasks from two different views in Project Web Access.
■ The first method is to select a Project View to see the detail schedule. Then you can
select the Link Risk item from the toolbar at the top of the view.
■ The second method is accomplished by navigating to the Risks page and either creating
a risk item or editing and existing one.

Task linking selections can be found at the bottom of the creation or edit pages. Selections
include affected tasks, triggers, mitigation tasks, contingency plan tasks, other risks, other
issues, and documents. Clicking on any of these selections brings up a task dialog box with
the project tasks.
Multiple tasks can be selected by checking the box to the left of the task name. Select OK to
complete the link. Risk icons will then appear in the Project Center views for each linked
task within a project. Clicking on the Risk icon navigates to the risk item linked to the task.

Updating and Closing Risks

Risk items’ updates and status are provided by the responsible resource assigned to the item,
the owner, or any team members who have access and the permissions to update the risk
item. Navigating to a specific risk item and selecting the Edit icon to the left of the Risk
Item Title allows you to provide updates. You can then edit the risk fields, change the status
or assigned names, and generally modify the risk conditions. Select Save and Close after any
updates or change in status to a particular risk item.

Managing Issues
Project Web Access 2003 provides a feature for defining and managing issues on each pro-
ject in the repository. This facility includes the ability to describe the issue, categorize the
impact of the issue, assign resolution to a resource, establish a due date, and set the status of
the issue. Figure 28.19 is an example of issues that have been attached to a specific project.

Figure 28.19
Project issues can be
managed within
Project Web Access.

28
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1138 Chapter 28 Enterprise Collaboration

Creating and Assigning Issues

Navigate to the Issues page from the top menu. The page will display a list of projects
grouped by your projects and other projects (if you have permissions to view them). Select
the project that you want to create an issue for. The page will display a list of current issues.
Select New Issue from the toolbar above the list. An edit form will display, where you will
fill in the relevant information about the issue. These elements are
■ Title—The title of the issue. (This is a required field.)
■ Assigned To—Who is responsible for managing this issue.
■ Status—The issue can be either Active, Postponed, or Closed.
■ Owner—The person who has ownership of the issue.
■ Priority—The importance of the issue. There are three possible levels: High, Medium,
and Low.
■ Due Date and Time—Enter the expected or required resolution date for the issue.
■ Discussion—Outlines, defines, and describes the issue item.
■ Resolution—Describes the end result of how the issue was resolved.

Select Save and Close from the Toolbar at the top of the form after you enter the required
information.

Updating and Closing Issues

Issues are updated by the responsible resource assigned to the issue, the owner, or any team
members who have access and the permissions to update issues. Updates are accomplished
by navigating to the issue from the Issues page and selecting the Edit icon to the left of the
issue title. Select Save and Close after any updates or changes in Status.

Linking Issues to Tasks

Issues can be linked to tasks from two different views in Project Web Access. The first
method is to select a Project View to see the detail schedule. Select the Link Issues item
from the toolbar at the top of the view.
The second method is accomplished by navigating to the Issues page and either creating an
issue or editing an existing one. Task linking selections can be found at the bottom of the
creation or edit pages. Selections include affected tasks, tasks that resolve the issue, other
risks, other issues, and documents. Clicking on any of these selections brings up a task dia-
log box with the project tasks. Multiple tasks can be selected by checking the box to the left
of the task name. Select OK to complete the link. Issues icons will appear in the Project
28
views for the tasks selected and in the Project Center for each project. Clicking on the
Issues icon will navigate to the issue linked to the task.
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Using Microsoft Outlook with Project Server 2003 1139

Using Microsoft Outlook with Project

Server 2003
Team members’ attention and focus on getting work done is the key to any project success.
They need to collaborate with others and manage their work. They know it is important to
keep the project manager up-to-date on their assignment progress (but it is not the main
focus of their job) and they wish to spend as little time as possible doing so. Team members
can use the Outlook integration feature of Microsoft Office Project 2003 to keep project
managers updated. Figure 28.20 shows an example of how project tasks can appear in your
Outlook Calendar.

Figure 28.20
Project tasks appear
within Outlook
Calendar views.

Setting Up Outlook to Work with Project Server

Before you can connect Project Web Access and Outlook, you must activate a COM Add-in
on the workstation with Outlook. Make sure you are logged on as a local administrator, or
that your Windows policies allow you to perform this installation. Follow these general
steps to activate Outlook for Project Server:
1. Log on to Project Web Access as you normally would and navigate to the Tasks view.
2. Select View and Report Your Tasks from Your Outlook Calendar then click the
Download Now button to download the Outlook add-in. If your security settings
prompt you to accept ActiveX controls, click Yes.
3. When the File download dialog appears on the screen, select Open to begin installing
the control.
4. Follow the instructions in the dialog to complete this process.
28
This installation only has to be performed once for each workstation using Outlook integra-
tion with Project Web Access.
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1140 Chapter 28 Enterprise Collaboration

Setting the URL for Outlook to Connect to Project Server

Outlook must have a valid connection to your Project Server installation before data can be
shared between these applications. Use the following steps to create a connection between
these software tools:
1. Open Outlook and select Tools from the menu.
2. Select Options from the list and click on the Project Web Access tab.
3. Within the option screen, select the Enter Login Information button toward the bot-
tom of the dialog.
4. Enter the URL for your Project Server installation, such as http://yoursevername/
projectserver. Be sure to click the Test Connection button to ensure Outlook can con-
nect to Project Server.
5. If you use Windows Authentication to connect, select that option; otherwise, select
Project Server Authentication and enter your Project Web Access username.
6. You can also schedule Outlook to automatically import your assignments to the Outlook
Calendar and to automatically submit saved updates to Project Web Access on this screen.
7. Click OK twice to complete the connection setup.

Outlook is now ready to use with Project Web Access.

Importing Reviewing Project Tasks in Calendar Views

Project task assignments are easily viewed and updated within Outlook by using the new
Project Server toolbar menu items.
■ Import New Assignments—Imports your assigned project tasks into your Outlook
calendar. A list will appear with all new assignments from Project Web Access. Select
OK to complete the task import.
■ Update Project Web Access—Sends task updates to the appropriate project managers
for timesheet updating.

If any of the new assignments are due in the current calendar period, reminders will appear.
You can review and dismiss them individually or select Dismiss All to remove all reminders.
To review your tasks in the Outlook Calendar, select the Calendar view and use the follow-
ing menu sequence to see Project assignments: View, Arrange by, Current View, Active
Project-Related Appointment. Double-click an event to see details about the assignment.

28 Submitting Time with Outlook

Assignments can be updated directly by using new Project Server menu controls within
Outlook. To do this, select the Calendar view and set it to an appropriate timeframe to view
the assignments. Double-click the assignment to view the assignment details. There are
three tabs in this dialog. Select Project Web Access and maximize the frame to see your task
timesheet, as shown in Figure 28.21.
37 0789730723_ch28.qxd 1/12/04 2:30 PM Page 1141

Using Microsoft Outlook with Project Server 2003 1141

Figure 28.21
Review task details
and submit time from
Outlook.

Enter status on the task and then click the Update Project Manager button directly from
this view to submit the work effort as a timesheet for the task. You can also use the Save
Changes button and process all your task updates together. Then, when you are ready to
update the project manager, select Update Project Web Access on the toolbar or from the
Tools, Project Web Access menu.

28
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INDEX

Note A actual finish dates

assignments, 537
Entries with the prefix CD: are <A> tag, CD:20–21 defined, 794
located on the accompanying tasks, 532–533
CD-ROM. For example, abbreviations, 134–135
Actual Finish field
CD:66–69 would be found on Access format. See .mdb file assignments, 537
pages 66–69 of the CD-ROM format tasks, 532–533
chapters. accessing Project Center, 1031 actual resources, 1091–1092
Account Name field (Account enterprise actual resources,
Properties dialog box), 1006 1093
Account Properties dialog local actual resources,
1093–1094
Symbols box, 1006
Account Type field (Account actual start dates
& (ampersand), 839, 860, 944, Properties dialog box), 1006 assignments, 537
CD:42 defined, 794
accounts, Project Server user
* (asterisk), 52, 781, 864 tasks, 532
accounts, CD:66–69
^ (caret), 52, 864 Actual Start field
accrual methods, 285–286, 578
assignments, 537
... (ellipsis), 864 accrued costs tasks, 532
- (minus sign), 233, 784 accrual methods, 285–286,
Actual Work field
+ (plus sign), 233, 784 578
assignments, 537
Cost Accrual field, 307
# (pound sign), CD:25 tasks, 535–536
defined, 285
? (question mark), 52, 864, actuals, adjusting, 1080
actions (command buttons),
CD:44 939–941 ACWP (actual cost of work
~ (tilde), 100 performed), 284, 578
activating. See enabling
% (percent sign) Add button (Team Builder),
active split bars, 46
% Complete field 1106
progress bars, 795 active toolbars, 927
Add field (Microsoft Project
tasks, 533 actual cost of work performed Server Accounts dialog box),
% Work Complete field (ACWP), 284, 578 1007
assignments, 538 Actual Costs Are Always Add Group button, CD:68
progress bars, 796 Calculated by Microsoft
tasks, 535 Add Progress Line button
Project calculation option,
(Tracking toolbar), 549
3D View tab (Commands and 541–543
Options dialog box), CD:83 Add Progress Line tool, 561
Actual Duration field, 534
24 Hour base calendars, 76 Add Resources button (Assign
Resources dialog box), 290
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1144 Add User button

Add User button, CD:66 Earned Value Schedule importing data. See also
Add User screen (Project Indicators table, Import maps
Server), CD:66–67 581–582 Excel format, 673–680
examining trends, 578 file formats, 632–635
Adjust Dates tool, 227–228 Import/Export Wizard,
example, 579–582
Admin menu commands Excel graphs, 590–595 637–639
Manage Enterprise Features, planned value, 577 MPX format, 636
996 troubleshooting, 599 ODBC (Open Database
Manage Views, 988, 991–993 viewing, 589–590 Connectivity) sources,
administrators, 971 Portfolio Analyzer 648
assessing projects with, Outlook task lists,
Administrative projects, 1047
1053–1054 684–687
Advanced Search pane, 32 changing view content, text files, 684
ALAP (As Late As Possible) 1051–1052 troubleshooting, 689
constraint, 202 charts, 1051 XML files, 681–682
alerts, 42–43 compared to Portfolio inserting objects into,
Modeler, 1048–1049 719–720
Align drop-down list drop-down lists, 1051 linked data
(Timescale dialog box), 787 example, 1050 creating, 697–699
Align Title option (Column PivotTables, 1051 defined, 697
Definition dialog box), 845 Save a Link option, 1050 deleting, 701–702
Align tool, 815 Save as GIF option, 1051 identifying, 702
view options, 1050 link indicators, 699
All command (Clear menu), pasting, 697–699, 702
portfolio models, 1063–1064
128 refreshing, 699–701
projects, 1048
All Information command resources, 1048 restoring, 702
(Collaborate menu), 1124 updating, 699–701
Appearance column (Bar
All Resources command Styles dialog box), 791–792 servers, 703
(Filtered For menu), 410 Apply Filter button (Team
application-level events,
All Resources filter, 317, 767 CD:63 Builder), 1104
All Tasks filter, 765 applications applying
clients, 703 filters, 318, 495, 762–764
Always Create Backup option
copying data between Calendar view, 261–262
(Save Options), 102
blocks of values, 692–694 resource list filters, 370
Always Roll Up Gantt Bars groups, 770
copying into other appli-
option (Layout dialog box), work contours, 352
cations, 695–696
161, 798
copying into Project, approving timesheets, 1128
ampersand (&), 839, 860, 944, 694–695 Arc button (Drawing toolbar),
CD:42 single values, 692 249
Analysis toolbar, 927 timephased data, 692, 696
architecture of Microsoft
Analyze Timescaled Data Windows Clipboard, 692
Project Professional 2003,
Wizard, 591–595 exporting data
968–969
Excel PivotTables, 668,
analyzing projects 670–673 Arrange All command
earned value analysis, file formats, 632–635 (Window menu), 605
575–577 Import/Export Wizard, Arrow button (Drawing
actual cost, 578 637–639 toolbar), 249
controlling earned value text files, 682–684
calculation, 587–588 Arrow keys (task tables), 234
to older version of
earned value, 577–578 Project, 636 As Late As Possible (ALAP)
Earned Value Cost troubleshooting, 689 constraint, 202
Indicators table, XML files, 681–682 ASAP (As Soon As Possible)
583–587 constraint, 202
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assignments 1145

Assign Resources command graphs, 371–373 hiding/displaying, 411

(Tools menu), 1107 modifying assignments, material resources
Assign Resources dialog box, 377–379 Material Resources field,
289–291, 365–367, removing assignments, 330
1107–1110 376–377 work formula, 333
displaying, 366 resource list filters, modifying, 377–379
drag-and-drop, 376 369–371 multiple resources, 333–334
features, 367–368 resource unit assignments, nondriver resources, 355
graphs, 372–373 374–375 notifying team members of,
modifying assignments, assignment delay 1123–1126
377–379 Assignment Delay field notes, 393
removing assignments, (Usage table), 446–447 overallocated resources
376–377 fixed-finish-date projects, defined, 402
resource list filters, 369–371 384–385 delayed assignments,
resource unit assignments, fixed-start-date projects, 440–447
374–375 382–384 extended working hours,
Assignment Information dia- 429–432
Assigned Calendar indicator, log box, 390–391 filtering, 409–410
353 Cost Rate Table field, formatting display, 405
assigning 392–393 Go to Next
calendars to tasks, 224–225 Notes field, 392–393 Overallocation tool, 412
issues, 1138 Work Contour field, highlighting, 405
resources, 26–27 391–392 identifying, 405–409
risks, 1136 Assignment reports, 889–890 increasing availability of,
Assignment Delay field (Usage assignment units, 325 410, 418–423
table), 446–447 field format, 326 overtime, 423–428
fixed consumption rates, reasons for, 403
Assignment Information dia-
328 reconciling, 406
log box, 344, 352, 390–391
fractions, 328 reducing workload for,
Cost Rate Table field,
material resource units, 419–421, 432
392–393
328–329 Resource Allocation view,
Notes field, 392–393
maximum number of, 326 432–434
Work Contour field, 391–392
variable consumption Resource Usage view,
Assignment reports, 889–890 rates, 329 410–411
Assignment Units field, work resource units, sensitivity setting,
325–329 326–327 407–408
availability of resources, split assignments, 451–453
Assignment view, CD:74
determining, 402–404 split tasks, 448–451
Assignment Work by Project components of, 322–324 substituting underused
view (Resource Center), consumption rates, 328–329 resources for, 434–440
1076 contouring, 440 timephased details,
Assignment Work by Cost Rate tables, 392–393 412–417
Resource view (Resource delaying, 342–345, 440 viewing, 409
Center), 1076 individual assignments, overtime, 346–348, 385–387,
Assignment Work field, 329 443–447 423–428
leveling delays, 324 removing, 376–377
Assignment Work graph, 372 tasks, 441–443 resource assignment fields
assignments, 360 drag-and-drop, 376 Assignment Units,
adjusting actuals, 1080 driver resources, 355–357 325–329
Assign Resources dialog box, extended working hours, Assignment Work, 329
365–367, 1107–1110 429–432 Material Resources, 330
displaying, 366 fixed contract fees, 396–399 Resource Name, 324–325
drag-and-drop, 376 fixed costs, 396–399 Work Resources, 329–330
features, 367–368 front-loaded contour, 324

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1146 assignments

resource availability graphs, effort-driven tasks, flat pattern, 348–350

372–373 338–341 front loaded, 348–350
resource filters fixed-duration tasks, 335 late peak, 350
applying, 370 fixed-unit tasks, 336 turtle, 351
Available to Work filter, fixed-work tasks, 335 work formula, 330–331
370–371 verifying, 361 applying to existing
Group filter, 369 Task Usage view, 365, assignments, 335
removing, 370 387–390 applying to new assign-
Resources – Material Team Builder, 1102–1103 ments, 331–334
filter, 369 Add button, 1106 work resources
Resources – Work filter, Apply Filter button, 1104 work formula, 332
369 Available to Work check Work Resources field,
resource leveling, 419–421, box, 1105 329–330
454–455 Customize Filters field, Assignments Keeping Outline
Automatic Leveling, 462 1105 Structure group, 772
Clear Leveling dialog box, Details button, 1106
462 asterisk (*), 52, 781, 864
Enterprise Resource list,
Level Now dialog box, 1105 Attach to Task button
459–463 Existing Filters list, 1105 (Drawing toolbar), 250
priorities, 458–459 Graphs button, 1106 attaching
Resource Allocation view, Group By field, 1105 hyperlinks
432–434 Match button, 1106 email hyperlinks, 150
Resource Leveling dialog Remove button, 1106 to files/Web pages,
box, 455–459 Replace button, 148–149
resource substitution, 1104–1106 to new documents, 149
434–440 Team Resource list, 1106 to resources, 150
resource names, 324–325 timephased assignments, 408 to tasks, 147–150
Resource Substitution tracking notes
Wizard, 1110–1117 % Work Complete, 538 to projects, 146–147
resource units, 374–375 Actual Finish, 537 to tasks, 142
slipping assignments, filtering Actual Start, 537 objects
for, 562 Actual Work, 537 to dates, 250–252
sorting, 463 Remaining Work, 538 to taskbars, 250–252, 274
for specific amounts of work, timephased Actual Work,
attributes
375–376 539
commands, 946
split assignments, 451–453 troubleshooting, 358, 399
menus, 946
split tasks, 345, 448–451 viewing, 1074–1075,
projects, 979–980
task calendars, 353–354 1078–1079
resources, 980–981
task duration for multiple approved timesheets,
resources, 357–358 1080–1081 auditing dependency links,
task effort-driven setting, 364 Outlook, 1140 199–201
Task Entry view timesheet format, 1079 authentication, CD:72–73
assignment delay, 382–385 timesheet summary, 1080 Auto Save feature, 98–99
overtime work, 385–387 work contours, 392
step-by-step instructions, applying, 352 AutoCorrect command (Tools
379–381 back loaded, 348–350 menu), 124
Task Form view, 365 bell, 350 AutoCorrect, 124
Task Information dialog box, contoured, 351 AutoFilter, 769–770, 867–868
365, 393–394 documenting changes to,
Task table, 365, 395–396 Autolink, 196–198
352
task types double peak, 350 Automatic Leveling, 462
changing, 361–363 early peak, 350 Automatic option (Resource
choosing, 335–338, 363 example, 348–349 Leveling dialog box), 456
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behaviors 1147

Automatically Add New bar styles definition example, Base Calendar field
Resources and Tasks option 800 (resources), 300–301
(Options dialog box), 279, bar styles options, 790–791 base calendars, 76–78
308–309 Gantt Chart Wizard, 24 Hour calendar, 76
automation, CD:28 801–802 canceling changes to, 84
layout, 798–799 copying between projects,
availability of resources, 176 manual formatting, 797–798
Assignment Work graph, 372 90–91
progress bar styles, 795–796 copying to Global template,
determining, 402–404 rows, 794
enterprise resources, 84, 89–90
task types, 792–793 creating, 82–83
1074–1077 text, 796–797
overallocated resources, customizing, 901
increasing, 410, 418–423 Bar command (Format menu), Define Working Times for
remaining availability, 823 797 Resources Wizard, 88
Remaining Availability graph, Bar Height option (Layout editing
372 dialog box), 798 time formats, 81
resource availability fields working and nonworking
Bar Rollup view, 739–740 days, 78–80
Base Calendar, 300–301
bar styles working hours, 80–81
Max Units, 297–298
Bar Styles dialog box, New Calendar Wizard, 86–87
Resource Availability,
804–806 Night Shift calendar, 76
298–300
Appearance column, printing, 91–92, 901
Working Time, 301–302
791–792 resetting, 81–82
unit availability, 824
bar names, 791 saving, 84
viewing, 373, 1040
Bars tab, 790 selecting, 78
work availability, 372, 824
displaying, 790 Standard calendar, 76
Available to Work check box From/To bar definition
(Team Builder), 1105 Baseline option (Gantt Chart
columns, 794–796 Wizard), 802
Available to Work filter, Resource Graph view,
370–371 824–826 Baseline table, 759
Show For...Tasks column, baselines
792–793 clearing, 526
B Text tab, 791, 796–797 copying, 528
formatting, 804–806 costs, 284
BAC (budget at completion), Resource Graph view, defined, 522
586 824–826 editing, 527
back loaded work, 348, 350 Bar Styles command (Format fields, 522–524
backing up files menu), 790, 804 finish dates, 794
Always Create Backup interim plans, 525
Bar Styles dialog box, 804–806 rebaselining, 524
option, 102 Appearance column, 791–792
Enterprise Global template, rolling up, 525
bar names, 791 saving, 522–526
1019–1020, CD:35 Bars tab, 790 start dates, 794
background color (Web displaying, 790 viewing, 527–528
pages), CD:14–15 From/To bar definition
columns, 794–796 Basic Search pane, 32
background images (Web
pages), CD:16–17 Resource Graph view, BCWP (budgeted cost of work
824–826 performed). See earned value
backward-scheduled projects, Show For...Tasks column, analysis
121 792–793 BCWS (budgeted cost of work
bar charts, formatting, 790 Text tab, 791, 796–797 scheduled), 577
bar appearance, 791–792 bar text (timescale), 242
bar length, 794–795 behaviors
bar names, 791 Bars tab (Bar Styles dialog custom fields, 852
box), 790 menus, 922–923
toolbars, 923–924
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1148 bell work contour

bell work contour, 350 custom forms, 959 display options, 937
Best Fit option (Column Customize dialog box, 937 grouping, 933
Definition dialog box), 845 Customize Fields dialog box moving, 932–933
Define Code Mask, 855 removing, 931–932, 960
blank lines in macros, CD:41 separator bars, 933
Graphical Indicators, 853
Blank Project option (Task Import Custom Field, 856 troubleshooting, 960
pane), 31 Rename, 849 Tracking toolbar, 549–550
blocks of data, copying Drawing toolbar Zoom In, 494
between applications, Arc, 249 Zoom Out, 494
692–694 Arrow, 249
Attach to Task, 250
<BODY> tag, CD:16
Cycle Color Fill, 249 C
booking types, 1039–1040, Draw, 248
1100–1102 Line, 249 calculated fields
books, A Guide to the Project Oval, 249 creating, 850–852
Management Body of Polygon, 249 formulas, 851
Knowledge, 17 Rectangle, 249 calculated filters, 762, 866
Border/Fill tab (Commands Text Box, 249 calculations
and Options dialog box), Filter Definition dialog box, calculated fields
CD:83 862 creating, 850–852
Format Text Font, 504 formulas, 851
borders, 499 Formatting toolbar, 156 calculated filters, 762, 866
bottom-up approach (task Insert Project dialog box, 613 calculation options
lists), 116 Inserted Project Information Actual Costs Are Always
box styles, 807–808 dialog box, 614 Calculated by Microsoft
Outline Code Definition Project, 541–543
Box Styles command (Format
dialog box, 857 Edits to Total Task %
menu), 807
Print, 490, 512 Complete Will Be
Box Styles dialog box, Print Preview, 490, 509–511 Spread to the Status
807–808 Project Guide, 40–41 Date, 543–544
breaking links, 626 Resource Information dialog Updating Task Status
box, 308 Updates Resource
breakpoints, CD:43–45
Share Resources dialog box Status, 539–541
budget at completion (BAC), Pool Takes Precedence, earned value, 587–588
586 622 resource costs, 282
Budget report, 886 Sharer Takes Precedence, schedules, 25
budgeted cost of work per- 622 variances, 563–564
formed (BCWP). See earned Use Own Resources, 625 work, 330–331
value analysis Use Resources, 622
Calculation for Task and
Standard toolbar, 613
budgeted cost of work sched- Group Summary Rows area
Team Builder
uled (BCWS), 577 (Customize Fields dialog
Add, 1106
Build Team feature, box), 852
Apply Filter, 1104
1036–1037 Details, 1106 Calendar command (View
Build Team from Enterprise Graphs, 1106 menu), 258
command (Tools menu), Match, 1106 Calendar list box (Project
1103 Remove, 1106 Information dialog box), 59
Replace, 1104–1106
built-in templates, 104–105 Calendar reports, 901
toolbar command buttons,
Button Editor dialog box, 930–931 Calendar view, 25, 258–259
938–939 actions, 939–941 adding tasks to, 263–265
buttons adding, 931–932 combination views, 263
Assign Resources dialog box, attaching macros to, 931 deleting tasks from, 265
290 button faces, 937–939 displaying, 258
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Clear Leveling dialog box 1149

filters, 261–262, 737 enterprise project calendars, fonts, 257, 780

finding tasks/dates in, 1018–1019 line attributes, 255–256
260–261 enterprise resource calendars, task type setting, 361–363
formatting, 802–803 1019 views, 47–48
bar styles, 804–806 environment options, 72–73 charts
layout options, 806 Days per Month, 68–69 bar charts, 790
timescales, 803–804 Default End Time, 69–70 bar appearance, 791–792
linking tasks in, 265 Default Start Time, 69–70 bar length, 794–795
print options, 507–508 Fiscal Year, 70–72 bar names, 791
restoring tasks in, 265 Hours per Day, 68–69 bar styles options,
scheduled tasks, 259 Hours per Week, 68–69 790–791
scrolling, 260 extended working hours, layout, 798–799
task details, 262–263 429–432 manual formatting,
zooming in/out, 261 options, 70–73 797–798
calendars, 59, 136 Organizer, 88 progress bar styles,
base calendars, 76–77 task calendars, 176 795–796
24 Hour calendar, 76 assigning to tasks, rows, 794
canceling changes to, 84 224–225, 354 task types, 792–793
copying between projects, creating, 223–226 text, 796–797
90–91 scheduling with, 353–354 Portfolio Analyzer, 1051
copying to Global tem- calling subroutines Check-in Enterprise Projects
plate, 84, 89–90 with arguments, CD:54 command (Manage
creating, 82–83 without parameters, Enterprise Features menu),
Define Working Times CD:52–53 1001
for Resources Wizard, Can Level field, 458 Check-in Enterprise
88
Cancel option (Copy Picture Resources command
editing, 78–81
dialog box), 723 (Manage Enterprise Features
New Calendar Wizard,
canceling base calendar menu), 1002
86–87
Night Shift calendar, 76 changes, 84 checking in
printing, 91–92 caret (^), 52, 864 projects, 1001, 1046
resetting, 81–82 resources, 1002
Case statement, CD:53–54
saving, 84 checking spelling, 486
scheduling with, 77–78 Cash Flow report, 886–887
checklist for project manage-
selecting, 78 categories, CD:70 ment
Standard calendar, 76 custom views, CD:77 management phase, 23–24
Calendar view, 25, 258–259 nonworking time categories, planning, 22–23
adding tasks to, 263–265 CD:93–94 preliminary tasks, 22
combination views, 263 Cell Layout dialog box, 810
deleting tasks from, 265 choosing
displaying, 258 Centered Mist Dark.html file, task type, 335–336, 338
filters, 261–262, 737 CD:14–16 task type setting, 363
finding tasks/dates in, Change Source dialog box, tracking methods, 546–549
260–261 701 cleaning up Project Server
formatting, 802–806 Change Working Time com- database, 1003
linking tasks in, 265 mand (Tools menu), 78, 429, Clear Baseline command
print options, 507–508 915 (Tracking menu), 526
restoring tasks in, 265
Change Working Time dialog Clear Baseline dialog box, 526
scheduled tasks, 259
box, 78–81, 429–430 Clear command (Edit menu),
scrolling, 260
task details, 262–263 changing. See also editing 128, 702
zooming in/out, 261 booking type, 1100–1101 Clear Leveling dialog box, 462
defined, 108 fill styles, 255–256

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1150 Clear Leveling Values Before Leveling option

Clear Leveling Values Before Microsoft Outlook inserting, 237–239, 846

Leveling option (Resource Project Server connec- locking, 876
Leveling dialog box), 456 tions, 1140 moving, 1035
Clear menu commands setting up to work with redefining, 845
All, 128 Project Server, 1139 retrieving hidden columns,
Contents, 128, 702 submitting time with, 846–847
Entire Task, 128 1140–1141 width, 236–237
Formats, 128 viewing task assignments combination boxes (toolbars),
Hyperlinks, 128 in, 1140 928
planning, 977
clearing combination views, 246–247,
risks, 1135
baselines, 526 263
assigning, 1136
task lists, 128 creating, 838–840
closing, 1137
client-side requirements defined, 835
creating, 1136
(Microsoft Project Resource Allocation view,
linking to tasks, 1137
Professional), 969 755–756
updating, 1137
Task Entry view, 755
clients, 703 status reports, 1129
compiling, 1132–1133 combining. See merging
Clipboard, 692
requesting, 1130–1131 combo boxes, 934
Close button (Task pane), 30 status report flow, 1130
comma-separated value (CSV)
closing submitting, 1131–1132
files, 682–684
Entry bar, 37 task assignments, 1123–1126
issues, 1138 timesheets command buttons (toolbars),
Project Statistics dialog box, approving, 1128 930–931
62 attaching notes to, 1127 actions, 939–941
risks, 1137 lockdown periods, adding, 931–932
1128–1129 attaching macros to, 931
Code field (resources), button faces, 937–939
307–308 revising, 1129
submitting for approval, display options, 937
codes 1126–1127 grouping, 933
outline codes, 471, 854 timesheet flow, 1122–1123 moving, 932–933
creating, 854–855 tracking methods, 1123 removing, 931–932, 960
outline code lookup separator bars, 933
tables, 857–858 collapsing
troubleshooting, 960
outline masks, 855–857 outlines, 157–158
task detail, 899 commands
WBS codes, 163, 471, 854 Admin menu
creating, 164–166 task list outline, 470–471
Manage Enterprise
deleting tasks, 167 collections, CD:32
Features, 996
editing, 167 color Manage Views, 988,
inserting tasks, 167 text, 780 991–993
moving tasks, 167 Web pages, CD:14–15 attributes, 946
renumbering, 168–169 Clear menu
Column command (Insert
saving, 170–171 All, 128
menu), 846
Collaborate menu commands, Contents, 128, 702
Column Definition dialog box,
1124–1125 Entire Task, 128
126, 237–238, 845–847
Collaborate toolbar, 926 Formats, 128
columns Hyperlinks, 128
collaboration, 983–984, creating, 841–843 Collaborate menu
1120–1121 definitions, 845 All Information, 1124
documents, 1133 deleting, 238 New and Changed
document libraries, 1134 displaying, 236 Assignments, 1125
linking to tasks, 1135 editing, 237–238, 841–843 Project Plan, 1125
flow diagram, 1121–1122 headers, 729, 842 Republish Assignments,
issues, 1137–1138 hiding, 238, 846 1125
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commands 1151

Customize menu Save Workspace, 102, Manage Enterprise Features

Enterprise Fields, 1011, 607, 625 menu
1082 Send To, 486 Check-in Enterprise
Fields, 848 Fill menu Projects, 1001–1002
Forms, 951 Down, 130 Manage Enterprise
Toolbars, 36 Up, 130 Project Versions, 999
Debug menu, Toggle Filter menu, Group, 1034 Specify Resource and
Breakpoint, CD:43 Filtered For menu OLAP Cube Updates,
defined, 942 All Resources, 410 996
Edit menu Overallocated Resources, moving, 946
Clear, 128, 702 409 Outline menu
Copy, 694, 727–729 Format menu Indent, 156
Copy Picture, 722 Bar, 797 Outdent, 156
Copy Task, 129, 615 Bar Styles, 790, 804 Programs menu, Microsoft
Cut Task, 129 Box Styles, 807 Project, 30
Delete Task, 128, 265, Detail Styles, 414, 828 Project menu
272 Details, 247, 413–414, Filtered For, 318, 495,
Fill, 130 817, 822 763, 859, 904
Find, 235–236 Font, 257, 781 Group By, 314–315, 478,
Go To, 260 Gridlines, 776, 781 770–772, 868
Hide Column, 846 Layout, 161, 252, 273, Sort, 310, 475, 610, 776
Info, 955 739, 798, 806 Task Information, 263
Link Tasks, 187, 618 Text Styles, 472, 776–778 WBS, 164, 471
Links, 699, 701 Timescale, 245, 494, 785, removing, 946
Paste, 129, 615, 694 803 renaming, 944
Paste As Hyperlink, Zoom, 245 Request Progress
148–149 Group By menu Information menu
Paste Special, 697, 706 Customize Group By, 478 Current View, 1125
Select Dialog, 955 More Groups, 478–479 Entire Project, 1125
Split Task, 221 No Group, 315 Selected Items, 1125
Undo, 127, 702 Work vs. Material Resources menu
Unlink Tasks, 188 Resources, 315 Refresh Resource Pool,
Enterprise Options menu Help menu, What’s This?, 36 624
Import Project to Insert menu Share Resources, 621–622
Enterprise, 1025 Column, 846 Update Resource Pool,
Import Resources to Drawing, 248 624
Enterprise, 1022 Hyperlink, 148 restoring, 946
Microsoft Project Server New Task, 128, 264 Run menu, Run
Accounts, 1006 Objects, 706–708 Sub/UserForm, CD:43
Open Enterprise Resource Page Break, 496, 789 Send To menu
Pool, 1094 Project, 607, 612, 615 Mail Recipient (As
File menu Recurring Task, 138 Attachment), 486
Exit, 959 Remove All Page Breaks, Routing Recipient, 486
Page Setup, 497 496, 789 Settings menu, Printers, 490
Print, 490, 512 Remove Page Break, 496, Sort menu
Print Preview, 490, 789 Sort By, 312, 610
509–513 Item menu Sort By command, 475
Save, 99, 959 Fields, 957 Start menu, Programs, 30
Save As, 100, 645 Group box, 958 Table menu, More Tables,
Save As Web Page, 102, Macro menu 757, 760, 840
CD:3 Record New Macro, Toolbars menu
Save As Workspace, 635 CD:29 Customize, 929
Stop Recording, CD:29 Drawing, 248

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1152 commands

Tools menu Commands and Options consistent project schedules,

Assign Resources, 1107 dialog box, CD:82 976
AutoCorrect, 124 Commands tab (Customize consistent project views, 977,
Build Team from dialog box), 930 982–983
Enterprise, 1103
Change Working Time, committed booking, 1101 consolidated resources, 280
78, 429, 915 Committed booking type, Constraint Date field (Task
Links Between Projects, 1039 Information dialog box),
620 common format options 202–203
Options, 65, 239, 783 (views) Constraint Dates table,
Organizer, 89, 109, 875, sort options, 776–777 228–229, 759
947 text, 778–780 Constraint Type field (Task
Resource Leveling, 443
Compare Project Versions Information dialog box),
Resources, 621
dialog box, 484 202–203
Substitute Resources,
1112 Compare Project Versions Constraint Type group, 477,
Tracking, 524 toolbar, 483, 927 772
Tracking menu Compare to Baseline map, constraints, 17
Clear Baseline, 526 652, 654 ALAP (As Late As Possible),
Progress Lines, 560 202
comparing
Save Baseline, 524 ASAP (As Soon As Possible),
portfolio models, 1061
View menu 202
project versions, 483–487
Calendar, 258 Constraint Dates table,
More Views, 47, 736, 834, compatibility of file types, 97 228–229, 759
838 compiling status reports, constraint indicators, 233
Network Diagram, 267 1132–1133 creating with Schedule Tasks
Reports, 91, 514, 878, 895 Complete and Incomplete Project Guide, 207–208
Resource Sheet, 287 Resources group, 772 creating with Task Details
Table, 236, 757, 760, 840 form, 209
Tables, 904 Complete and Incomplete
creating with Task
Task Usage, 574 Tasks group, 772
Information dialog box, 208
Toolbars, 36, 927 Complete status indicator, 558 creating with Task table,
View Bar, 37 Complete Through field 208–209
Zoom, 261, 785 (progress bars), 796 defined, 176, 201
WBS menu deleting, 216
Completed Tasks filter, 765
Define Code, 164, 471 examples, 201
Renumber, 169 Completed Tasks report, 885 finding, 214–216
Window menu compound filters, 762 flexible/inflexible, 203–206
Arrange All, 605 FNET (Finish No Earlier
compressing timescales,
Hide, 606 Than), 203
469–470
Insert Project dialog box, FNLT (Finish No Later
612–613 configuring Than), 203
More Windows, 604 current date, 406 hard constraints, 212–214
New Window, 607–608, macros, CD:28 honoring, 212–214
615 printers, 490 MFO (Must Finish On), 203
Remove Split, 153 time reporting, 983 MSO (Must Start On), 203
Split, 246, 263, 605 Confirmed Assignments filter, Planning Wizard warnings,
Unhide, 606 767 210–212
Worksheet Object menu, Confirmed filter, 765 recurring tasks, 141
Convert, 710 resolving conflicts, 216–217
Zoom menu conflicts, 216–217
reviewing, 214–216
Entire Project, CD:29 Connection State field SNET (Start No Earlier
Selected Tasks, CD:30 (Microsoft Project Server Than), 203
Accounts dialog box), 1007
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costs 1153

SNLT (Start No Later Copy Picture dialog box, Cost Rate tables, 305–306,
Than), 203 721–723, CD:22–25 392–393
soft constraints, 212–214 Copy Picture to Office Cost reports
consumption rates Wizard, 724–726 Budget, 886
fixed, 294, 328 Copy Task command (Edit Cash Flow, 886–887
variable, 295, 329 menu), 129, 615 Earned Value, 886–888
containers, 703 copying Cost table, 283, 758, 760
contains condition (Find base calendars Cost Tracking form, 950
operations), 53 between projects, 90–91 costs, 278, 281
contains exactly condition to Global template, 84, accrued costs
(Find operations), 53 89–90 accrual methods, 285–286,
baselines, 528 578
Contains Exactly test (filters), custom forms, 960
861–863 Cost Accrual field, 307
data between applications defined, 285
Contains test (filters), 861, blocks of values, 692–694 actual costs, 284
863 single values, 692 baseline costs, 284
Contents command (Clear timephased data, 692, 696 budgeted costs, 284
menu), 128, 702 Windows Clipboard, 692 calculation options, 541–543
formatting, 781 Cost reports
Contents tab (Properties
GLOBAL.MPT, 109 Budget, 886
dialog box), 64
objects, 109–111, 254–255 Cash Flow, 886–887
continuous tasks, 135 into other applications, Earned Value, 886–888
contours (work) 695–696 Cost table, 283, 758, 760
applying to assignments, 352 into Project, 694–695 Cost Tracking form, 950
back loaded, 348–350 reports, 894–895 current costs, 283
bell, 350 task names, 125 displaying, 482, 823
contoured, 351 tasks, 129–130 earned value analysis,
documenting changes to, 352 toolbars, 947–948 575–577
double peak, 350 views, 720–721 actual cost, 578
early peak, 350 Copy command, 727–729 earned value, 577–578
example, 348–349 Copy Picture dialog box, Earned Value Schedule
flat pattern, 348–350 721–723 Indicators table,
front loaded, 348–350 Copy Picture to Office 581–582
late peak, 350 Wizard, 724–726 examining trends, 578
selecting, 392 corrective action, 556 example, 579–582
task calendars, 353–354 Excel graphs, 590–595
Cost Accrual field (resources),
turtle, 351 planned value, 577
307
contract fees, 396–399 Earned Value Cost Indicators
Cost Data by Task map, 652, table, 583
contracting/expanding project 654 BAC (budget at comple-
details, 1035
Cost Greater Than... filter, tion), 586
Convert command 765, 767 CPI (cost performance
(Worksheet Object menu), index), 585
Cost option (Details menu),
710 CV (cost variance), 584
823
Convert dialog box, 710 CV% (cost variance per-
Cost Overbudget filter, 317,
converting objects, 710 centage), 585
572–574, 765–767
EAC (estimate at comple-
Copy command (Edit menu), Cost Per Use field (resources), tion), 586
694, 727–729 305 TCPI (to complete per-
Copy Picture command (Edit Cost Rate Table field formance index), 586
menu), 722 (Assignment Information VAC (variance at comple-
dialog box), 392–393 tion), 586

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1154 costs

fixed costs Crosstab Report dialog box, Customize dialog box, 35,
assigning, 396–399 910 922, 929–930, 937
defined, 281–282 crosstab reports Customize Fields dialog box,
documenting reasons for, customizing 848–849
282 definitions, 910–912 Calculation for Task and
fixed contract fees, details, 913–914 Group Summary Rows
396–399 sort order, 915 area, 852
reducing, 481–483, 596–597 text formatting, 914 Custom Attributes area, 850
resource costs definitions, 910–912 Custom Outline Codes tab,
accrued costs, 307 details, 913–914 855–856
calculating, 282 sort order, 915 Define Code Mask button,
cost per use, 305 text formatting, 914 855
Cost Rate tables, 305–306 Graphical Indicators button,
defined, 281 CSV (comma-separated value)
files, 635, 682–684 853
overtime rate, 304–305 Import Custom Field button,
standard rate, 303–304 cumulative costs, 824 856
scheduled costs, 283 cumulative work, 823 Rename button, 849
total costs, 281–283
Current Activities reports, Customize Filters field (Team
variance, 284, 571–572,
884–886 Builder), 1105
584–585
current costs, 283 Customize Forms dialog box,
CPI (cost performance index)
field, 585 Current Date text box 951
(Project Information dialog Customize Group By com-
crashing the schedule, 26,
box), 59, 61 mand (Group By menu), 478
480–481, 563
current dates, entering, 59–61, Customize Group By dialog
Create New Base Calendar
406 box, 478
dialog box, 82
Current View command Customize menu commands
Created After... filter, 766
(Request Progress Enterprise Fields, 1011, 1082
criteria (filters), 315 Information menu), 1125 Fields, 848
Contains, 863 Forms, 951
Custom Attributes area
Contains Exactly, 863 Toolbars, 36
(Customize Fields dialog
Is Within/Is Not Within, 863
box), 850 Customize Tool dialog box,
logical values, 862
table of, 861 Custom Enterprise Fields dia- 939–940, 952
test value column entries, 862 log box, 1011, 1017–1018, customizing
wildcards, 864 1082 command buttons
Critical filter, 473, 766 Custom Fields tab (Open actions, 939–941
Enterprise Resource Pool button faces, 937–939
Critical group, 477, 772 display options, 937
dialog box), 1095
critical milestones, 267 commands, 944–946
Custom Form Editor, 953–956
critical normal tasks, 267 Constraint Dates table,
Custom Forms toolbar, 926 228–229
critical options. See environ- fields, 847–848
Custom Gantt Chart option
ment options accessing, 848–849
(Gantt Chart Wizard), 802
critical paths, 25–26, 480, 802 behaviors, 852
Custom Outline Codes tab
critical tasks, 25, 408, 480, calculated fields, 850–852
(Customize Fields dialog
792, 881 enterprise custom fields,
box), 855–856
974–975, 1010–1011,
Critical Tasks report, 881 Custom Report dialog box, 1016–1018, 1067,
cross-linked predecessors, 620 893–895 1081–1082, 1096
cross-project task links, 982 Custom tab (Properties dialog hyperlinks, 150–151
creating manually, 1045 box), 64–65 indicator fields, 853
Link Task function, Customize command managing, 859
1043–1044 (Toolbars menu), 929
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data 1155

naming, 849–850 default home page appear- WBS codes, 163

outline codes, 854–859 ance, CD:94 creating, 164–166
WBS code formats, 854 Gantt Chart formats, deleting tasks, 167
filters CD:92–93 editing, 167
AutoFilter, 867–868 grouping formats, CD:93 inserting tasks, 167
calculated filters, 866 nonworking time cate- moving tasks, 167
creating, 859–860 gories, CD:93–94 renumbering, 168–169
definitions, 862 notifications/reminders, saving, 170–171
filter criteria tests, CD:94–95 cut and paste operations,
861–864 reports, 891 importing resources with,
interactive filters, 864–865 Calendar reports, 901 1021
multiple filters, 866–867 collapsing task detail, 899
column widths, 918 Cut Task command (Edit
naming, 860
crosstab reports, 910–915 menu), 129
forms, 949–950
assigning to toolbar but- Custom Reports dialog CV (cost variance), 284,
tons, 952–953 box, 893–894 571–572, 584–585
buttons, 959 definitions, 904–905 Cycle Color Fill button
copying, 960 details, 905–908 (Drawing toolbar), 249
Custom Form Editor, existing reports, 892–893
953–956 Monthly Calendar
display, 951 reports, 915–917 D
editing, 960 page breaks, 896
field values, 957–958 page setup options, 896 data
group boxes, 958, 961 Project Summary report, copying between applications
hotkeys, 951–952 899–900 blocks of values, 692–694
managing with Organizer, Resource reports, copying into other appli-
960 901–909 cations, 695–696
renaming, 960 sort order, 898, 910 copying into Project,
saving, 959 Task and Resource 694–695
size, 955–956 reports, 901–909 single values, 692
text, 956 text formatting, 897, 909 timephased data, 692, 696
troubleshooting, 961 tables, 730 Windows Clipboard, 692
groups, 477–479 toolbars, 925–926 data fields
accessing custom groups, behavior, 923–924 defined, 108
868–869 combo boxes, 934 scrolling, 48–49
display options, 871–872 command buttons, selecting, 50–51
group intervals, 870–871 930–933, 936–941 linked data
grouping fields, 869 Customize dialog box, creating, 697–699
saving custom groups, 872 929–930 defined, 697
menus, CD:84 move handles, 923 deleting, 701–702
adding items, 945 personalized toolbars, 924 identifying, 702
attributes, 946 toolbar position, 928–929 link indicators, 699
behavior, 922–923 views, 873–875, CD:74 pasting, 697–699, 702
custom sublevel menu categories, CD:77 refreshing, 699–701
choices, CD:85–86 default grouping, CD:76 restoring, 702
custom top-level menu fields, CD:75 updating, 699–701
choices, CD:85 filters, CD:76 pasting
menu bars, 941–944 Gantt Chart format, dates, 695
moving menus, 946 CD:75 errors, 694–695
names, 944 grouping formats, CD:76 linked data, 697–699, 702
removing menus, 946 Portfolio Analyzer view, into other applications,
outline numbers, 169 CD:77–84 695–696
project properties, 64–65 splitter bars, CD:75 into Project, 694–695
Project Web Access table selection, CD:75 timephased data, 692, 696

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38 0789730723_index.qxd 1/12/04 2:39 PM Page 1156

1156 data

sharing, 604, 632 date formats, 75 Deadline Date field (Task

combined resource lists, deadline dates Information dialog box),
627 defined, 795 217–219
files, 97, 632–635 entering, 217–219 deadline dates
reports, 918 filtering, 219 defined, 795
resource pools, 621–626 missed deadlines, 220, 229 entering, 217–219
shared workspaces, finding, 243 filtering, 219
628–629 Find command, 261 missed deadlines, 220, 229
Data Details tab (Commands Go To command,
Debug menu commands,
and Options dialog box), 260–261
Toggle Breakpoint, CD:43
CD:83 finish dates, 176
actual finish dates, 794 Debug.Print command (?),
data fields CD:44
baseline finish dates, 794
defined, 108
Actual Finish field, 537 debugging macros, CD:42–43
scrolling, 48–49
defined, 794 breakpoints, CD:43–45
selecting, 50–51
early finish dates, 795 Immediate window,
Data Format option (Table entering, 58–60 CD:43–45
Definition dialog box), 843 fixed-finish-date projects, syntax checking, CD:43
Data page (Import/Export 384–385 watches, CD:43–45
Wizard), 637 late finish dates, 795
Decimal Digits setting
preleveled finish dates,
Data Template Definition (Options dialog box), 75
795
dialog box, 811 decimal points, 75
fiscal year, defining start of,
Data Templates dialog box, 70–72 Default Account field
809–810 formatting, 798 (Account Properties dialog
data templates. See templates including in headers/footers, box), 1006
Database Upgrade Utility 501 Default End Time setting
toolbar, 927 OLAP (Online Analytical (Options dialog box), 69–70
Process) date ranges, 997
databases option settings, 68–69 default grouping (views),
ODBC (Open Database pasting, 695 CD:76
Connectivity), 647–648 start dates, 176 Default Start Time setting
OLAP (Online Analytical actual start dates, 794 (Options dialog box), 69–70
Process) cubes, 994–999 Actual Start field, 537
OLE DB providers, 687–688 Default Task Information
baseline start dates, 794 map, 652, 654
Project Server database, 1003 defined, 794
saving projects in, 640, Default View setting (Options
early start dates, 795
645–648 dialog box), 73–74
entering, 58–60
Date Boxes tab (Timescale fixed-start-date projects, defaults
dialog box), 804 382–384 date formats, 75
Date Format option late start dates, 795 duration time units, 134
Layout dialog box, 798 preleveled start dates, 795 printers, 490
Options dialog box, 75 troubleshooting, 93–94 save format, 75
status dates, 59, 61 views, 73–74
Date Range... filter, 766–767
task tables, 239 Define Code command (WBS
Date Shading tab (Timescale task-tracking fields, 532–533 menu), 164, 471
dialog box), 804 variances, 571
Define Code Mask button
dates Day by Day sensitivity level, (Customize Fields dialog
attaching objects to, 250–252 407 box), 855
constraint dates. See con-
Days per Month setting Define Custom Form dialog
straints
(Options dialog box), 68–69 box, 951–952
current dates, entering,
59–61, 406 deactivating. See disabling Define Group Interval dialog
box, 478
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dialog boxes 1157

Define New View dialog box, Network Diagram view, Detail Styles command
834–835 272 (Format menu), 414, 828
Define Working Times for toolbar buttons, 960 Detail Styles dialog box, 413,
Resources Wizard, 88 user-defined toolbars, 936 828
Delay table, 759 dependency links, 177–178 displaying, 414
auditing, 199–200 Usage Details tab, 415–416
delays, 440 Autolink, 196–198 Usage Properties tab, 417
Delay table, 759 cautions, 178
delayed starts, scheduling, details (reports), customizing,
creating 905–908
342–345 Entry table, 193–194
fixed-start-date projects, Link Tasks tool, 187 Details button
382–385 mouse, 194–196 Resource Information dialog
individual assignments, Task Form view, 190–192 box, 308
443–447 Task Information dialog Team Builder, 1106
lag time, 180–181, 189–190 box, 188–189 Details command (Format
lead time, 180–181, 189–190 defined, 176 menu), 247, 413–414, 817,
leveling delays, 324 deleting, 185, 188, 198–199 822
overlapping tasks, 180–181, dependent tasks, 179–180 dialog boxes
189–190, 441–443 editing, 187, 198 Account Properties, 1006
delegating tasks, CD:69 Finish-to-Finish relationship, Assign Resources, 289–291,
Delete Task command (Edit 183 365–367, 1107–1110
menu), 128, 265, 272 Finish-to-Start relationship, displaying, 366
182 drag-and-drop, 376
deleting
honoring, 212–214 features, 367–368
command buttons, 931–932
lag time, 180–181, 189–190 graphs, 371–373
commands, 946
lead time, 180–181, 189–190 modifying assignments,
custom properties, 65
outlined projects, 185 377–379
dependency links, 185, 188,
overlapping tasks, 180–181, removing assignments,
198–199
189–190 376–377
enterprise project calendars,
predecessor tasks resource list filters,
1019
choosing, 179–180 369–371
enterprise resources from
defined, 177 resource unit assignments,
projects, 1098
defining, 189 374–375
filters, 370, 410, 474
deleting, 189 Assignment Information, 344,
hyperlinks, 150
reversing, 227 352, 390–391
inserted projects, 617
Start-to-Finish relationship, Cost Rate Table field,
linked data, 701–702
183–184 392–393
menus, 946
Start-to-Start relationship, Notes field, 392–393
objects, 256
182 Work Contour field,
from Objects field, 717
successor tasks, 177–180 391–392
Organizer, 111–112
summary tasks, 184–185 Bar Styles, 804–806
page breaks, 496, 789
tasks from different projects, Appearance column,
predecessor tasks, 189
227 791–792
project versions, 1000
troubleshooting, 226–227 bar names, 791
projects, 1042–1043
unrelated tasks, 178 Bars tab, 790
resources, 339, 376–377,
views, 199–201 displaying, 790
1106
security templates, CD:71–72 dependent tasks, 179–180 From/To bar definition
split bars, 47 Descriptive Network Diagram columns, 794–796
task constraints, 216 view, 746 Resource Graph view,
task table columns, 238 824–826
designing reports, 895–896 Show For...Tasks column,
tasks, 128
Calendar view, 265 Detail Gantt view, 743 792–793
custom WBS codes, 167 detail headers, 463 Text tab, 791, 796–797

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38 0789730723_index.qxd 1/12/04 2:39 PM Page 1158

1158 dialog boxes

Box Styles, 807–808 Edit Hyperlink, 150 Options, 239

Button Editor, 938–939 Edit Lookup Table, 857–858, Automatically Add New
Cell Layout, 810 1013, 1083 Resources and Tasks
Change Source, 701 Export Wizard – End of Map option, 279
Change Working Time, Definition, CD:8 Calendar options, 72–73
78–81, 429–430 Export Wizard - Map, CD:10 Date Format, 75
Clear Baseline, 526 Export Wizard – Map Days per Month, 68–69
Clear Leveling, 462 Options, CD:3–4, Decimal Digits, 75
Column Definition, 126, CD:11–13 Default End Time, 69–70
237–238, 845–847 Export Wizard – Task Default Start Time, 69–70
Commands and Options, Mapping, CD:5–7 Default View, 73–74
CD:82 File Save, 607 displaying, 65
Compare Project Versions, Filter Definition, 859–862 Duration Is Entered In,
484 Find, 20, 35, 50–53, 235 73
Convert, 710 Font, 504 file-specific options,
Copy Picture, 721–723, Form Information, 955 66–67
CD:22–25 Format Bar, 797–798 Fiscal Year, 70–72
Create New Base Calendar, Format Drawing, 251, 255 global options, 66
82 Formula, 1017 Hours per Day, 68–69
Crosstab Report, 910 Graphical Indicators, 853 Hours per Week, 68–69
Custom Enterprise Fields, Gridlines, 781–783 Save Microsoft Project
1011, 1017–1018, 1082 Group Definition, 868–870 Files As, 75
Custom Reports, 893–895 Import Outline Code, User Name, 73
Customize, 35, 922, 929–930 856–857 View tab, 783–784
Customize Fields, 848–849 Insert Hyperlink, 148–149 Organizer, 947
Calculation for Task and Insert Object, 708 Outline Code Definition,
Group Summary Rows Insert Project, 612 855–857, 1012, 1082
area, 852 Inserted Project Information, Page Setup, 496–497
Custom Attributes area, 613 Footer tab, 500–502
850 Item Information, 957 Header tab, 500–502
Custom Outline Codes Layout, 161, 252, 273–274 Legend tab, 503–504
tab, 855–856 Calendar view, 806 Margin tab, 499
Define Code Mask Gantt Chart view, Page tab, 497–499
button, 855 798–799 View tab, 506–508
Graphical Indicators Network Diagram view, Paste Special, 697–698, 706,
button, 853 812–814 714
Import Custom Field Level Now, 459–463 Planning Wizard, 210–212
button, 856 Links, 699–701 Print, 490–491, 512
Rename button, 849 Links Between Projects, 620 Progress Lines, 560–561
Customize Forms, 951 Microsoft Project Server Project Information, 57–58,
Customize Group By, 478 Accounts, 1006–1007 614
Customize Tool, 939–940, Monthly Calendar Report Calendar list box, 59
952 Definition, 915 Current Date text box,
Data Template Definition, More Filters, 763 59–61
811 More Groups, 478 displaying, 58
Data Templates, 809–810 More Tables, 757, 840 Finish Date text box,
Define Custom Form, More Views, 47–48, 834, 838 58–60
951–952 Multiple Task Information, priorities, 459
Define Group Interval, 478 131–132, 216 Priority field, 59
Define New View, 834–835 New Toolbar, 935 Start Date text box, 58–60
Detail Styles, 413, 828 New Window, 608 Status Date text box,
displaying, 414 Open Enterprise Resource 59–61
Usage Details tab, Pool, 1094–1096 Project Statistics, 61–62,
415–416 Open Resource Pool 468–469, 565
Usage Properties tab, 417 Information, 622
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displaying 1159

Properties, 62–65 Split Task, 221 display values

Rearrange Commands, Table Definition, 730, Resource Graph view
932–933 841–844 cost, 823
Recurring Task Information, Task Information, 131, 233, cumulative cost, 824
138 246, 263, 336–337, 365, 613 cumulative work, 823
Rename, 948 assigning resources with, overallocation, 823
Replace Resource, 377–378, 393–394 peak units, 822
439 deadline dates, 217–219 percent allocation, 823
Reports, 91, 514, 878 General tab, 739 remaining availability, 823
Resource Assignment, Predecessors tab, 188–189 unit availability, 824
438–439 task calendar assignments, work, 822–823
Resource Information, 224–225 work availability, 824
288–289, 292–293, 698 task constraints, 208 Resource Usage view, 827
Base Calendar field, Tasks Occurring On, 259 displaying
300–301 Text Styles, 472, 778–780 alerts, 43
Code field, 307–308 Timescale, 245, 470, Assign Resources dialog box,
Cost Accrual field, 307 785–786, 803–804 366
Cost Per Use field, 305 Align drop-down list, 787 Bar Styles dialog box, 790
Cost Rate tables, 305–306 Date Boxes tab, 804 baselines, 527–528
Details button, 308 Date Shading tab, 804 booking status, 1101–1102
Group field, 295–297 Label drop-down list, 786 Calendar view, 258
Indicators field, 293 Nonworking Time tab, Cost table, 283
Initials field, 295 788–789 costs, 482, 823–824
Material Label field, 295 Scale Separator box, 788 cumulative work, 823
Max Units field, 297–298 Size box, 787 custom forms, 951
overallocated resources, Units drop-down list, 786 detail headers, 463
422–423 Week Headings tab, 804 Detail Styles dialog box, 414
Overtime Rate field, Updates to Resources and Drawing toolbar, 248
304–305 OLAP Cube, 996–998 earned value analysis,
Resource Availability field, Using Resource Filter, 764 589–590, 599
298–300 Value List, 850 enterprise projects, 1032
Resource Name field, 294 Versions, 629 file extensions, 633
Standard Rate field, View and Submit Issues, full menus, 35
303–304 CD:89 graphs, 373
Type field, 294–295 View Definition, 835–838 groups, 871–872
Windows Account button, WBS Code Definition, link indicators, 699
308 164–166 Network Diagram view, 267
Working Time field, WBS Renumber, 169 Options dialog box, 65
301–302 Zoom, 245, 261, 817 Organizer, 108
Resource Leveling, 443, Dim statement, CD:39 outlines, 160–161
455–459 overallocated resources, 409,
disabling. See also hiding
Resource List Options, 290 823
alerts, 43
Resource Sharing, 625 page breaks, 496
Auto Save, 99
Risks: New Item, CD:91 peak units, 822
Autolink feature, 197
Save As, 99–100, CD:3 percent allocation, 823
Automatically Add New
Save Baseline, 524–525 Project Guide, 41
Resources and Tasks option,
Save Map, 639, CD:8 project information, 58,
309
Save Options, 101 1035–1036
Project Server features,
Save Workspace As, 102, 607 project-level statistics,
CD:84
Share Resources, 622, 468–469, 565
resource sharing, 625–626,
625–626 Project Statistics dialog box,
629
Sort, 312–313, 475–476, 61
SmartTags, 42
776–777

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38 0789730723_index.qxd 1/12/04 2:39 PM Page 1160

1160 displaying

project summary tasks, 565, HTML documents general properties, 63

784 background colors, statistics, 63
remaining availability, 823 CD:14–15 summary information,
reports, 878–879 background images, 62–63
resource assignments, 411, CD:16–17 Properties dialog box
1078–1079 Gantt Chart images, Contents tab, 64
approved timesheets, CD:22–24 Custom tab, 64–65
1080–1081 hyperlinks, CD:19–25 General tab, 63
timesheet format, 1079 images, CD:17–18 Statistics tab, 63
timesheet summary, 1080 publishing, CD:24 Summary tab, 62–63
resource availability, 1040 saving projects as, CD:3–8 setting up, 56–57
scheduled tasks, 259 title bar text, CD:18–19 calendar, 59
tables, 757, 840 troubleshooting, current dates, 59–61
task assignments, 1140 CD:24–25 days per month, 68–69
task details, 262–263 viewing projects as, CD:9 finish dates, 58–60
task information, 629 libraries, 1134, CD:86 hours per day, 68–69
task names, 126 linking to tasks, 1036, 1135 hours per week, 68–69
task tables, 236–237 management, 977, 983–984 priorities, 59
toolbar buttons, 937 Options dialog box project statistics, 61–62
toolbars, 36, 923–924, Calendar options, 72–73 properties, 62–65
927–928 Date Format, 75 start dates, 58–60
unit availability, 824 Days per Month, 68–69 status dates, 59–61
variance, 599 Decimal Digits, 75 SPS, CD:87–88
versions, 1067 Default End Time, 69–70 does not contain condition
View bar, 37 Default Start Time, 69–70 (Find operations), 53
view names, 838 Default View, 73–74
windows, 606 does not equal condition (Find
displaying, 65
work, 822–824 operations), 53
Duration Is Entered In,
distributing 73 Does Not Equal test (filters),
project plans, 486 file-specific options, 861
reports, 919 66–67 double peak work contour,
Fiscal Year, 70–72 350
divider bars, 47
global options, 66
docking toolbars, 928 Down command (Fill menu),
Hours per Day, 68–69
130
documents, 56, 1133 Hours per Week, 68–69
containers, 703 Save Microsoft Project Draw button (Drawing
environment options Files As, 75 toolbar), 248
calendar options, 72–73 User Name, 73 Draw drop-down menu, 248
date format, 75 Project Information dialog Drawing command
days per month, 68–69 box, 57–58 Insert menu, 248
decimal digits, 75 Calendar list box, 59 Toolbars menu, 248
default end time, 69–70 Current Date text box,
59–61 Drawing toolbar, 247–250,
default save format, 75
displaying, 58 926
default start time, 69–70
default view, 73–74 Finish Date text box, driver resources, 355–357
displaying, 65 58–60 drop-down lists, 1051
duration time units, 73 Priority field, 59
duplicate resource names, 294
file-specific options, Start Date text box, 58–60
66–67 Status Date text box, Duration field (task tables),
fiscal year, 70–72 59–61 120
global options, 66 Project Statistics dialog box, Duration group, 477, 772
hours per day, 68–69 61–62
Duration Is Entered In setting
hours per week, 68–69 properties
(Options dialog box), 73
user name, 73 contents, 64
custom properties, 64–65
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editing 1161

duration of tasks VAC (variance at Edit Lookup Table button

calculating with Project, completion), 586 (Outline Code Definition
171–174 Earned Value form, 950 dialog box), 857
continuous tasks, 135 Earned Value Information Edit Lookup Table dialog box,
default duration time units, map, 652–654 857–858, 1013, 1083
134 Earned Value report,
886–888 Edit menu commands
defined, 132
Earned Value Schedule Clear, 128, 702
Duration field (task tables),
Indicators table, 589, 759 Copy, 694, 727–729
120
SPI (schedule perfor- Copy Picture, 722
Duration group, 477, 772
mance index), 582 Copy Task, 129, 615
duration inflation, 203
SV (schedule variance), Cut Task, 129
elapsed duration, 135–136
581 Delete Task, 128, 265, 272
estimating, 132–133, 176
SV% (schedule variance Fill, 130
fixed-duration tasks, 335
percentage), 582 Find, 235–236
multiple resources, 357–358
Earned Value table, 759, 761 Go To, 260
reducing, 597–598
examining trends, 578 Hide Column, 846
selecting time units for, 73
example, 579–582 Info, 955
summary tasks, 156
Excel graphs, 590–595 Link Tasks, 187, 618
task-tracking fields
planned value, 577 Links, 699, 701
Actual Duration field, 534
troubleshooting, 599 Paste, 129, 615, 694
Remaining Duration field,
viewing, 589–590 Paste as Hyperlink, 148–149
535
Paste Special, 697, 706
time unit abbreviations, Earned Value Cost Indicators Select Dialog, 955
134–135 table, 583–589, 759 Split Task, 221
Duration then Priority group, BAC (budget at completion), Undo, 127, 702
772 586 Unlink Tasks, 188
CPI (cost performance
index), 585 Edit Points tool, 254
E CV (cost variance), 584 Edit Resource Details view
CV% (cost variance (Resource Center), 1075
EAC (estimate at completion), percentage), 585 editing. See also changing
586 EAC (estimate at comple- assignment-tracking fields
early finish dates, 795 tion), 586 % Work Complete, 538
early peak work contour, 350 TCPI (to complete Actual Finish, 537
performance index), 586 Actual Start, 537
early start dates, 795 VAC (variance at Actual Work, 537
earned value analysis (EVA), completion), 586 Remaining Work, 538
575–578, 888 Earned Value form, 950 timephased Actual Work,
actual cost, 578 539
controlling earned value Earned Value Information
map, 652, 654 base calendars
calculation, 587–588 time formats, 81
Earned Value Cost Indicators Earned Value report, 886–888 working and nonworking
table, 583–589, 759 Earned Value Schedule days, 78–80
BAC (budget at Indicators table, 589, 759 working hours, 80–81
completion), 586 SPI (schedule performance baselines, 527
CPI (cost performance index), 582 custom forms, 960
index), 585 SV (schedule variance), 581 custom WBS codes, 167
CV (cost variance), 584 SV% (schedule variance dependency links, 187, 198
CV% (cost variance percentage), 582 Enterprise Global template,
percentage), 585 1009–1010
Earned Value table, 759, 761
EAC (estimate at enterprise resource details,
completion), 586 Edit Hyperlink dialog box, 150 1075
TCPI (to complete per- groups, 478
formance index), 586

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38 0789730723_index.qxd 1/12/04 2:39 PM Page 1162

1162 editing

hyperlinks, 150 VBE (Visual Basic Editor) Project Server features,

objects, 711–712 Immediate window, CD:84
outlines, 159, 187, 194, 201, CD:43–45 rollup views, 739
206 object browser, CD:36 end accrual method, 286
portfolio models, 1062–1063 opening, CD:35
Project Center views, End key (task tables), 234
Project Explorer, CD:35
987–990 Properties window, CD:36 End of Map Definition page
project information, 1034 (Import/Export Wizard), 639
Edits to Total Task %
project versions, 1000 Complete Will Be Spread to end times, 69–70
recurring tasks, 142 the Status Date calculation enterprise actual resources,
reports, 892–893 option, 543–544 1093
resource assignments,
377–379 effort-driven tasks, 27, enterprise collaboration,
Resource Center views, 338–341, 364 1120–1121
990–993 effort. See work documents, 1133
security templates, CD:70 document libraries, 1134
elapsed duration, 135–136
tables, 841–843 linking to tasks, 1135
elapsed time, 441 flow diagram, 1121–1122
task lists
clearing contents, 128 ellipsis, 864 issues, 1137–1138
copying tasks, 129–130 email Microsoft Outlook
deleting tasks, 128 distributing projects plans via, Project Server connec-
Fill command, 130 486 tions, 1140
inserting tasks, 128 hyperlinks, 150 setting up to work with
moving tasks, 129–130 Microsoft Outlook Project Server, 1139
undoing changes, 127 Project Server connec- submitting time with,
task tables tions, 1140 1140–1141
columns, 237–238 setting up to work with viewing task assignments
date format, 239 Project Server, 1139 in, 1140
task-tracking fields submitting time with, risks, 1135–1137
% Complete, 533 1140–1141 status reports, 1129
% Work Complete, 535 viewing task assignments compiling, 1132–1133
Actual Duration, 534 in, 1140 requesting, 1130–1131
Actual Finish, 532–533 status report flow, 1130
embedded objects. See also submitting, 1131–1132
Actual Start, 532
objects task assignments, notifying
Actual Work, 535
converting, 710 team members of,
Physical % Complete, 534
editing, 711–712 1123–1126
Remaining Duration, 535
headers/footers, 717–719 timesheets
Remaining Work,
legends, 717–719 approving, 1128
535–536
moving, 707 attaching notes to, 1127
timephased Actual Work,
opening, 711–712 lockdown periods,
536
resizing, 703, 707, 729 1128–1129
tasks
Multiple Task Information enabling revising, 1129
dialog box, 131–132 alerts, 43 submitting for approval,
Network Diagram view, Auto Save, 98 1126–1127
270 AutoFilter, 769 timesheet flow, 1122–1123
Task Information dialog Automatically Add New tracking methods, 1123
box, 131 Resources and Tasks option, enterprise custom fields,
templates, 107–109 309 1010–1011, 1081–1082
text, 257 multiple skills per resource, assigning to enterprise
work schedules, 388–390 1016, 1087 resources, 1096
proficiency levels per skill, assigning to projects, 1067
editors
1015–1016, 1086 creating, 1016–1018
Custom Form Editor,
953–956 planning, 974–975
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enterprise projects 1163

Enterprise Fields command creating, 1016–1018 cross-project links, 982

(Customize menu), 1011, planning, 974–975 defined, 976
1082 Enterprise Global settings, opening schedules with,
enterprise generic resources, 978 982
1092 project attributes, Published version, 981
979–980 resources, 982
Enterprise Global settings, resource attributes, reports, 974–975
978 980–981 role management, 984
project attributes, 979–980 enterprise outline codes, security, 984
resource attributes, 980–981 1010–1011, 1081–1082 time reporting, 983
Enterprise Global template, assigning to enterprise user roles and functions, 971
104, 873–874, 926, 947, resources, 1096 Enterprise Options menu
1007–1008 assigning to projects, 1067 commands
backing up, 1019–1020 creating, 1011–1015, Import Project to Enterprise,
copying, 109 1082–1085 1025
copying base calendars to, 84, matching skill-sets, Import Resources to
89–90 1088–1090 Enterprise, 1022
editing, 109, 1009–1010 multi-value fields, 1088 Microsoft Project Server
effect on user sessions, multiple skills per Accounts, 1006
1008–1009 resource, 1016, 1087 Open Enterprise Resource
enterprise project calendar planning, 974–975 Pool, 1094
management, 1018–1019 proficiency levels per skill,
enterprise resource calendar 1015–1016, 1086 enterprise outline codes,
management, 1019 RBS (Resource 1010–1011, 1081–1082
finding, 112 Breakdown Structure), assigning to enterprise
restoring, 1020 1010, 1082 resources, 1096
saving changes to, 873–875 enterprise templates, 981, assigning to projects, 1067
working offline, 1010 1065–1066 creating, 1011–1015,
planning, 970 1082–1085
enterprise-level project man- matching skill-sets,
agement, 966–967, 971. See collaboration and docu-
ment management, 977 1088–1090
also enterprise projects; multi-value fields, 1088
enterprise resources consistent project sched-
ules, 976 multiple skills per resource,
collaboration, 1120–1121 1016, 1087
documents, 1133–1135 consistent views, 977
enterprise custom fields, planning, 974–975
flow diagram, 1121–1122 proficiency levels per skill,
issues, 1137–1138 974–975
enterprise outline codes, 1015–1016, 1086
Microsoft Outlook, RBS (Resource Breakdown
1139–1141 974–975
enterprise projects, 973 Structure), 1010, 1082
risks, 1135–1137
status reports, 1129–1133 enterprise resources, 974 enterprise projects. See also
task assignments, notify- group responsibilities, enterprise-level project man-
ing team members of, 971–973 agement
1123–1126 processes, 973 analyzing, 1048
timesheets, 1122–1123, project and task defini- booking types, 1039–1040
1126–1129 tions, 975 Build Team feature,
consistent views, 982–983 reports, 974–975 1036–1037
document management, security, 978 calendars, 1018–1019
983–984 skill and attribute defini- checking in, 1001, 1046
enterprise custom fields, tions, 975–976 deleting, 1042–1043
1010–1011, 1081–1082 time reporting, 977 filtering, 1030, 1033–1034,
assigning to enterprise processes, 973 1037–1038
resources, 1096 project versions grouping, 1033–1034
assigning to projects, 1067 advantages of, 982
creating, 981

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38 0789730723_index.qxd 1/12/04 2:39 PM Page 1164

1164 enterprise projects

linking tasks across adding to projects, Entry bar, 37

Link Task function, 1097–1098 Entry form, 950
1043–1044 adjusting actuals, 1080
manually, 1045 Entry table, 193–194, 758–760
analyzing, 1048
opening multiple, 1040–1043 applying custom fields to, Entry—Material Resource
Portfolio Analyzer 1091, 1096 table, 761
assessing projects with, applying outline codes to, Entry—Work Resource table,
1053–1054 1091, 1096 761
changing view content, booking type
environment options
1051–1052 changing, 1100–1101
(projects)
charts, 1051 proposed versus commit-
calendar options, 72–73
compared to Portfolio ted booking, 1101
date format, 75
Modeler, 1048–1049 viewing booking status,
Days per Month, 68–69
drop-down lists, 1051 1101–1102
decimal digits, 75
example, 1050 building teams from, 1097
default end time, 69–70
PivotTables, 1051 checking in, 1002
default save format, 75
Save a Link option, 1050 creating, 1094–1096
default start time, 69–70
Save as GIF option, 1051 editing details, 1075
default view, 73–74
view options, 1050 enterprise resource pool,
displaying, 65
portfolio models, 1054–1055 1090–1092
duration time units, 73
analyzing, 1063–1064 Enterprise Resource Pool
file-specific options, 66–67
comparing, 1061 Wizard, 1091
fiscal year, 70–72
creating, 1056–1058 filtering, 1075, 1100
global options, 66
modifying, 1062–1063 generic resources
Hours per Day, 68–69
opening, 1059–1060 defined, 1091
Hours per Week, 68–69
properties, 1060–1061 enterprise generic
user name, 73
refreshing views, 1065 resources, 1092
transferring, 1064 local generic resources, equals condition (Find opera-
project information 1093 tions), 53
editing, 1034 importing, 1021–1023 Equals test (filters), 861
viewing, 1035–1036 matching, 1099 equipment as resources, 280
resource assignment, removing from projects, 1098
1037–1038 replacing, 1098–1099 erasing Notes objects, 712
resource availability, 1040 resource assignments, estimate at completion (EAC),
searching, 1034 1074–1075 586
viewing, 1032 resource availability, estimating task duration,
enterprise resource calendars, 1074–1077 132–133, 176
1019 Resource Substitution
Euro Currency Converter
Wizard, 1091
Enterprise Resource list toolbar, 927
viewing, 1074, 1078–1079
(Team Builder), 1105 EVA. See earned value analysis
approved timesheets,
enterprise resource pool, 1080–1081 events, CD:62–63
1090–1092 timesheet format, 1079
Excel
Enterprise Resource Pool timesheet summary, 1080
earned value graphs, 590–595
Wizard, 1091 enterprise templates, 981, exporting to, CD:58–61
enterprise resources, 1065–1066 PivotTables, 668–673
1090–1091. See also Entire Project command Task List Template, 118
enterprise-level project Request Progress worksheets
management Information menu, 1125 Import/Export maps, 665
actual resources, 1091–1092 Zoom menu, CD:29 importing project data
enterprise actual from, 673–680
Entire Task command (Clear
resources, 1093 saving projects as,
menu), 128
local actual resources, 665–668
1093–1094
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fields 1165

exchanging data. See sharing Export Wizard - Map dialog Welcome page, 637
data box, CD:10 to older version of Project,
exclusive filters, 762 Export Wizard – Map Options 636
dialog box, CD:3–4, text files, 682–684, CD:61
Existing Filters list (Team troubleshooting, 689
Builder), 1105 CD:11–13
XML files, 681–682
Exit command (File menu), Export Wizard – Task
Mapping dialog box, CD:5–7 extended working hours,
959 429–432
expanding outlines, 157–158 exporting data
to Excel, 668–673, CD:58–61 External Task field, 619
expanding/contracting project Export maps, 649 external tasks, 619, 793
details, 1035 cautions, 651
Export Grid to Excel option, Compare to Baseline,
1036 652–654 F
Export maps, 649 compatibility with Excel
formats, 665 fast-tracking projects, 183
cautions, 651
Compare to Baseline, Cost Data by Task, FF (Finish-to-Finish) relation-
652–654 652–654 ship, 183
compatibility with Excel creating, 656–660 Field Name field (Column
formats, 665 Default Task Information, Definition dialog box), 845
Cost Data by Task, 652–654 652–654
Earned Value fields
creating, 656–660, CD:5–8 Account Properties dialog
Default Task Information, Information, 652–654
Export to HTML Using box, 1006
652–654 adding to custom forms,
defined, CD:3 Standard Template, 654
file location, 651 957–958
Earned Value Information, assignment-tracking fields
652–654 Resource Export Table
Map, 652–654 % Work Complete, 538
Export to HTML Using Actual Finish, 537
Standard Template, 654 tables, 649–650
Task and Resource Actual Start, 537
file location, 651 Actual Work, 537
HTML options, CD:10–13 PivotTable, 652, 655
Task Export Table Map, Remaining Work, 538
Resource Export Table Map, timephased Actual Work,
652–654 652, 655
Task List with Embedded 539
saving, CD:8 baselines, 522–524
tables, 649–650 Assignment Rows, 652,
655 calculated fields, 850–852
Task and Resource custom fields, 847–848
PivotTable, 652, 655 Top Level Tasks List, 652,
656 accessing, 848–849
Task Export Table Map, 652, behaviors, 852
655 Who Does What Report,
652–654 calculated fields, 850–852
Task List with Embedded indicator fields, 853
Assignment Rows, 652, 655 Export Wizard, CD:3–13
to HTML, CD:3–8 managing, 859
Top Level Tasks List, 652, naming, 849–850
656 Import maps, 661–665
Import/Export Wizard, outline codes, 854–859
Who Does What Report, WBS code formats, 854
652–654 637–639
Data page, 637 custom views, CD:76
Export table, 759–761 defined, 108
End of Map Definition
Export to HTML Using page, 639 Earned Value Cost Indicators
Standard Template map, 654 Import Mode page, 639 table
Map Options page, 638 BAC (budget at comple-
Export Wizard, CD:3–13
Map page, 637 tion), 586
Export Wizard – End of Map CPI (cost performance
Map Selection page, 638
Definition dialog box, CD:8 index), 585
Save Map dialog box, 639
Task Mapping page, 638 CV (cost variance), 584

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38 0789730723_index.qxd 1/12/04 2:39 PM Page 1166

1166 fields

CV% (cost variance Indicators, 293 File menu commands

percentage), 585 Initials, 295 Exit, 959
EAC (estimate at Material Label, 295 Page Setup, 497
completion), 586 Max Units, 297–298 Print, 490, 512
TCPI (to complete per- Overtime Rate, 304–305 Print Preview, 490, 509–513
formance index), 586 Resource Availability, Save, 99, 959
VAC (variance at 298–300 Save As, 100, 645
completion), 586 Resource Name, 294 Save As Web Page, 102,
Earned Value Schedule Standard Rate, 303–304 CD:3
Indicators table Type, 294–295 Save As Workspace, 635
SPI (schedule perfor- Working Time, 301–302 Save Workspace, 102, 607,
mance index), 582 scrolling, 48–49 625
SV (schedule variance), selecting, 50–51 Send To, 486
581 Status, 557–558 File Save dialog box, 607
SV% (schedule variance Status Indicator, 557–558
percentage), 582 files. See also Enterprise
Task Information dialog box
enterprise custom fields, Global template
Constraint Date, 202–203
1010–1011, 1081–1082 backing up, 102
Constraint Type, 202–203
assigning to enterprise Centered Mist Dark.html,
Deadline Date, 217–219
resources, 1096 CD:14–16
task tables, 235
assigning to projects, 1067 exporting to, CD:61
Duration field, 120
creating, 1016–1018 filenames
Finish field, 120–123
planning, 974–975 including in headers/
ID field, 119
External Task, 619 footers, 501
Indicator field, 120
filters, 861 long filenames, 100
Predecessors field, 123
grouping fields, 869 special characters, 100
Resource Names field,
indicator fields, 853 formats, 96–97, 632–633
123
Microsoft Project Server .csv, 635
Start field, 120–123
Accounts dialog box, 1007 displaying, 633
Task Name field, 120
multi-value fields, 1088 .htm, 634
task-tracking fields, 529–531
Notes, 712–714 .mdb, 97, 634, 645–646
% Complete, 533
Objects, 715–717 .mdw, 102
% Work Complete, 535
outline fields .mpd, 97, 633, 640–645
Actual Duration, 534
creating, 854–855 .mpp, 97, 633
Actual Finish, 532–533
including in tables, .mpt, 97, 103, 633
Actual Start, 532
858–859 .mpw, 607, 635
Actual Work, 535
outline code lookup .mpx, 633, 636
Physical % Complete, 534
tables, 857–858 native formats, 632
Remaining Duration, 535
outline masks, 855–857 .txt, 635
Remaining Work,
resource assignment .xls, 634
535–536
Assignment Units, hyperlinks, inserting,
timephased Actual Work,
325–329 148–149
536
Assignment Work, 329 merging, 607
text fields, 150–151
Material Resources, 330 Insert Project dialog box,
timephased fields, 415–416
Resource Name, 324–325 612–613
Usage table
Work Resources, 329–330 New Window command,
Assignment Delay,
resource fields, 292–293 608
446–447
Base Calendar, 300–301 opening with macros,
Leveling Delay, 444–445
Code, 307–308 CD:61–62
Version field, 1000
Cost Accrual, 307 options, 66–67
Fields command saving
Cost Per Use, 305 Customize menu, 848
Cost Rate tables, 305–306 Auto Save feature, 98–99
Item menu, 957 backups, 102
Group, 295–297
ID, 293 default location, 96–97
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filters 1167

file type, 96–97 creating, 859–860 Resources with

in HTML format, 102 definitions, 862 Attachments, 768
password-protected files, field names, 861 Resources—Material,
101 filter criteria tests, 315–316, 369
Read-Only files, 101 861–864 Resources—Work, 369,
Read-Only Recommended interactive filters, 864–865 768
files, 102 multiple filters, 866–867 Resources/Assignments
Save As dialog box, naming, 860 with Overtime, 317, 768
99–100 Team Builder, 1105 Should Start By..., 574,
workspaces, 102–103 custom views, CD:76 768
searching for, 32 defined, 108 Should Start/Finish By...,
security, 100–102 exclusive filters, 762 574, 768
sharing, 97 filter criteria tests Slipped/Late Progress,
templates Contains, 863 768
built-in templates, Contains Exactly, 863 Slipping Assignments,
104–105 Is Within/Is Not Within, 317, 562, 574, 768
creating, 106–107 863 Unconfirmed
defined, 103 logical values, 862 Assignments, 768
editing, 107 table of, 861 Unstarted Assignments,
.mpt file extension, 103 test value column entries, 768
opening, 104 862 Work Complete, 317, 768
version compatibility, 97 wildcards, 864 Work Incomplete, 768
Fill command (Edit menu), highlight filters, 316, 472, Work Overbudget,
130 838 572–574, 768
inclusive filters, 762 task filters, 473
fill handles, 130 interactive filters, 762, All Tasks, 765
Fill menu commands 864–865 Completed Tasks, 765
Down, 130 limitations, 764–765 Confirmed, 765
Up, 130 macros, CD:56–57 Cost Greater Than..., 765
fill styles, 255–256 multiple filters, 866–867 Cost Overbudget, 765
Project Center, 1030, Created After..., 766
Filter Definition dialog box,
1033–1034, 1037–1038 Critical, 766
859–862
refreshing, 474 Date Range..., 766
Filter menu commands, removing, 410, 474 In Progress Tasks, 766,
Group, 1034 Resource Center, 1075 859
Filtered For command resource filters Incomplete Tasks, 766
(Project menu), 318, 495, All Resources, 317, 767 Late/Overbudget Tasks
763, 859, 904 applying, 370 Assigned To..., 766
Available to Work, Linked Fields, 766
Filtered For menu commands
370–371 Milestones, 473, 766
All Resources, 410
Confirmed Assignments, Resource Group..., 766
Overallocated Resources, 409
767 Should Start By..., 766
filters, 472–474, 761–762, 880 Cost Greater Than..., 767 Should Start/Finish By...,
applying, 318, 495, 762–764 Cost Overbudget, 317, 766
AutoFilter feature, 769–770, 572–574, 767 Slipped/Late Progress,
867–868 Date Range..., 767 766
calculated filters, 762, 866 Group..., 317, 369, 767 Slipping Tasks, 562, 766
Calendar view, 261–262, 737 In Progress Assignments, Summary Tasks, 473–474,
compound filters, 762 767 766
criteria, 315 Linked Fields, 702, 768 Task Range..., 766
Critical, 473 Overallocated Resources, Tasks/Assignments with
custom filters 317, 409, 768 Overtime, 767
AutoFilter, 867–868 removing, 370 Tasks with Attachments,
calculated filters, 866 Resource Range..., 768 766

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38 0789730723_index.qxd 1/12/04 2:39 PM Page 1168

1168 filters

Tasks with Deadlines, 219, Finish No Earlier Than Font dialog box, 504
473, 766 (FNET) constraint, 203 headers/footers, 500
Tasks with Fixed Dates, Finish No Later Than (FNLT) Footer tab (Page Setup dialog
215, 473–474, 767 constraint, 203 box), 500–502
Tasks with a Task
Calendar Assigned, 226 Finish-to-Finish relationship, footers
Top Level Tasks, 570, 767 183 creating, 501–502
Unconfirmed, 767 Finish-to-Start relationship, inserting objects into,
Unstarted Tasks, 767 182 717–719
Update Needed, 767 printing, 500–501
finished tasks reports, 880
Using Resource in Date defined, 792
Range..., 767 text alignment, 502–503
finished early tasks, 793 text formatting, 504, 506
Using Resource..., 767 finished late tasks, 793
Work Overbudget, 767 finished on time tasks, 793 For Each, Next statement,
troubleshooting, 773 CD:40
fiscal year, defining start of,
view filters, 837–838 Form Information dialog box,
70–72
viewing, 1105 955
Fiscal Year setting (Options
finalizing project plans, 486 form views
dialog box), 70–72
Find command (Edit menu), Resource Form view, 753
fixed consumption rates, 294, Resource Name Form view,
235–236
328 753
Find dialog box, 20, 35, 50–53,
fixed costs Task Details Form view, 750
235
assigning, 396–399 Task Form view, 749
Find What option (Find dialog defined, 281–282 Task Name Form view, 750
box), 52 documenting reasons for, 282 Format Bar dialog box,
finding fixed contract fees, 396–399 797–798
critical path, 480 fixed duration, 26, 335
dates, 243 Format Drawing dialog box,
fixed finish dates, 384–385, 251, 255
files, 32
403 Format menu commands
Find dialog box, 20, 35,
50–53 fixed start dates, 382–385 Bar, 797
GLOBAL.MPT, 112 fixed-unit tasks, 336 Bar Styles, 790, 804
resources, 20, 35, 50 Box Styles, 807
fixed-work tasks, 335
task constraints, 214–216 Detail Styles, 414, 828
taskbars, 243 flag tasks, 793 Details, 247, 413–414, 817,
tasks, 20, 35, 50 flat pattern (work), 348, 350 822
Calendar view, 260–261 Font, 257, 781
flex-time schedules, 77
Find command, 235–236 Gridlines, 776, 781
flexible constraints, 203–206 Layout, 161, 252, 273, 739,
Finish Date text box (Project
Information dialog box), floating toolbars, 928–929 798, 806
58–60 FNET (Finish No Earlier Text Styles, 472, 776–778
Than) constraint, 203 Timescale, 245, 494, 785, 803
finish dates, 176 Zoom, 245
Actual Finish field FNLT (Finish No Later Than)
assignments, 537 constraint, 203 Format Painter tool, 781
tasks, 532–533 Font command (Format Format Text Font button, 504
default finish dates, 121 menu), 257, 781 formats (files), 96–97, 632–633
defined, 794 .csv, 635
Font dialog box, 504
entering, 58–60 displaying, 633
fixed finish dates, 384–385, fonts .htm, 634
403 changing, 257, 780 .mdb, 97, 634, 645–646
variances, 571 Font command (Format .mdw, 102
menu), 257, 781 .mpd, 97, 633, 640–645
Finish field (task tables),
120–123
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Future status indicator 1169

.mpp, 97, 633 Resource Graph view, saving, 959

.mpt, 97, 103, 633 819–821 text, 956
.mpw, 607, 635 bar styles, 824–826 troubleshooting, 961
.mpx, 633, 636 display values, 822–824 defined, 108
native formats, 632 format options, 821–822 Earned Value, 950
.txt, 635 Resource Sheet view, 830 Entry, 950
.xls, 634 Resource Usage view, PERT Entry, 950
Formats command (Clear 826–828 Resource Form view,
menu), 128 sort options, 776–777 817–819
Task Form view, 817–819 Schedule Tracking, 950
formatting Task Sheet view, 830 Summary, 950
Calendar view, 802–803 Task Usage view, 829 Task Details, 209
bar styles, 804–806 taskbars, 831 Task Form view, 817–819
layout options, 806 text, 778–780 Task Relationships, 950
timescales, 803–804 color, 780 Tracking, 950
dates, 798 copying formatting, 781 Update Project, 552–554
fonts, 257 font, 780 Update Tasks, 551
footers, 504–506 global changes, 779 Word Tracking, 950
Gantt Chart bar charts manual formatting, 781
bar appearance, 791–792 Forms command (Customize
milestones, 779 menu), 951
bar length, 794–795 overallocated resources,
bar names, 791 405 Formula dialog box, 1017
bar styles definition reports, 897, 909, 914 formulas
example, 800 selected text, 781 calculated fields, 851
bar styles options, timescales, 245, 785, 803–804 work formula, 330–331
790–791 nonworking time display, applying to existing
date format, 798 788–789 assignments, 335
Gantt Chart Wizard, timescale definitions, applying to new assign-
801–802 787–788 ments, 331–334
layout, 798–799 timescale tiers, 786–787 forward-scheduled projects,
manual formatting, troubleshooting, 830–831 121, 403
797–798 versions, 1000
progress bar styles, free slack, 441, 743, 795
795–796 Formatting toolbar, 35, 156,
From Active Directory option
rows, 794 411, 781, 926
(Add Resources dialog box),
task types, 792–793 forms 1107
text, 796–797 Cost Tracking, 950
From Address Book option
gridlines, 781–783 custom forms, 949–950
(Add Resources dialog box),
group displays, 871–872 assigning to toolbar
1107
headers, 504–506 buttons, 952–953
legend text, 504, 506 buttons, 959 From Microsoft Project
merged projects, 611 copying, 960 Server option (Add
Network Diagram view creating, 953–954 Resources dialog box), 1108
box placement, 815–816 displaying, 951 front-door processes, 973
box styles, 807–808 editing, 960 front-loaded contour resource
data templates, 809–811 field values, 957–958 scheduling, 324
layout options, 811–815 group boxes, 958, 961
notes, 142–144 hotkeys, 951–952 front loaded work, 348, 350
outlines, 160–161, 783–784 managing with Organizer, FS (Finish-to-Start) relation-
page breaks, 789 960 ship, 182
Resource Form view, renaming, 960 full menus, displaying, 35
817–819 resizing, 955–956
functions, MsgBox, CD:42
Future status indicator, 558

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1170 Gantt Chart view

G task tables, 119, 232

columns, 236–239
generic resources, 281,
1092–1093
Gantt Chart view, 32, 43, 232, date format, 239 global options, 66
737–738, 1036. See also spe- displaying, 236
Global template, 104,
cialized Gantt Chart views Duration field, 120
873–874, 926, 947,
bar charts fields, 235
1007–1008
bar appearance, 791–792 finding tasks in, 235–236
backing up, 1019–1020,
bar length, 794–795 Finish field, 120–123
CD:35
bar names, 791 ID field, 119
copying, 109
bar styles definition Indicator field, 120
copying base calendars to, 84,
example, 800 moving around in,
89–90
bar styles options, 233–234
editing, 109, 1009–1010
790–791 outlined task lists, 233
effect on user sessions,
layout, 798–799 Predecessors field, 123
1008–1009
manual formatting, Resource Names field,
enterprise project calendar
797–798 123
management, 1018–1019
progress bar styles, row height, 237
enterprise resource calendar
795–796 scrolling, 234–235
management, 1019
rows, 794 Start field, 120–123
finding, 112
task types, 792–793 subtasks, 233
restoring, 1020
text, 796–797 summary tasks, 233
saving changes to, 873–875
combination views, 246–247 task indicators, 233
working offline, 1010
custom views, CD:75, Task Name field, 120
CD:92–93 taskbars, 274 Go To command (Edit menu),
date format, 798 text, 256–258 260
displaying, 246–247 timescales, 44–45 Go to Next Overallocation
Draw drop-down menu, 248 bar text, 242 tool, 412
Drawing toolbar, 247–250 finding dates in, 243
goals of projects, 16
Gantt Chart Wizard, finding taskbars in, 243
formatting, 245 gold-plating, 583
801–802
indicator symbols, 44 linking lines, 242 Graphical Indicators button
inserting objects into, moving around in, (Customize Fields dialog
708–712 242–243 box), 853
objects scrolling, 49, 243 Graphical Indicators dialog
attaching to dates, taskbars, 50, 240 box, 853
250–252 tiers, 244
zooming in/out, 245 graphical user interfaces. See
attaching to taskbars, GUIs
250–252, 274 Gantt Chart Wizard, 801–802
copying, 254–255 graphical views, 736
General drop-down list box, Calendar view, 737
deleting, 256 501
fill style, 255–256 Descriptive Network
hiding, 252 General tab Diagram view, 746
lines, 255–256 Commands and Options dia- Detail Gantt, 743
moving, 253 log box, CD:82 Gantt Chart. See Gantt Chart
resizing, 253–254 Open Enterprise Resource view
selecting, 250 Pool dialog box, 1095 Leveling Gantt, 743
pasting objects into, 706–708 Properties dialog box, 63 Multiple Baselines Gantt, 744
progress lines, 559–562 Task Information dialog box, Network Diagram, 745–746
project tracking, 550 739 PERT Analysis, 744–745
scrollbars, 45, 234–235 Generate WBS Code for New Relationship Diagram, 747
splitting, 45–46 Task check box (WBS Code Resource Graph, 754
tables, 44 Definition dialog box), 166 rollup views, 738–739
task information, 246 Bar Rollup, 740
enabling, 739
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GUIs 1171

Milestone Rollup, 740 Group... filter, 767 Status Request Pending,

Milestone Date Rollup, grouping 772
740–741 enterprise projects, views, 837
Text Above field, 739 1033–1034 Web Access, 987
Tracking Gantt, 742 fields, 869 A Guide to the Project
graphs resources, 295–297, 314–315, Management Body of
Assignment Work graph, 372 1105 Knowledge, 17
earned value, 590–595 tasks, 495 GUIs (graphical user inter-
Remaining Availability graph, toolbar buttons, 933 faces), 922
372 grouping formats (views), commands, 942, 946
Task Form view CD:76, CD:93 forms
bar styles, 824–826 Cost Tracking, 950
groups, 280, 297
display values, 822–824 custom forms, 949–961
applying, 770
format options, 821–822 Earned Value, 950
creating, 479
formatting, 819–826 Entry, 950
custom groups
viewing, 373 PERT Entry, 950
accessing, 868–869
Work graph, 372 Schedule Tracking, 950
display options, 871–872
Graphs button (Team group intervals, 870–871 Summary, 950
Builder), 1106 grouping fields, 869 Task Relationships, 950
Greater Than or Equal To saving, 872 Tracking, 950
test (filters), 861 customizing, 477, 479 Word Tracking, 950
defined, 108, 475 menu bars
Greater Than test (filters), adding menus to, 943–944
861 displaying/hiding, 770
editing, 478 customizing, 941–942
gridlines, 781–783 intervals, 478, 870–871 menus
Gridlines command (Format labels, filtering for, 320 adding items to, 945
menu), 776, 781 Project Center, 1033–1034 adding to menu bars,
Project Server, CD:68 943–944
Gridlines dialog box, 781–783
resource groups attributes, 946
Group box command (Item customizing, 922–923
Assignments Keeping
menu), 958 defined, 941
Outline Structure, 772
group boxes, 958, 961 Complete and Incomplete moving, 946
Resources, 772 removing, 946
Group By command (Project
No Group, 772 renaming, 944
menu), 314–315, 478,
Resource Group, 477, 773 toolbars
770–772, 868
Resource Pending, 773 active toolbars, 927
Group By field (Team Analysis toolbar, 927
Standard Rate, 773
Builder), 1105 assigning custom forms
Standard Rate group, 477
Group By menu commands Work vs. Material to, 952–953
Customize Group By, 478 Resources, 773 Collaborate toolbar, 926
More Groups, 478–479 task groups combination boxes, 928
No Group, 315 Complete and Incomplete combo boxes, 934
Work vs. Material Resources, Tasks, 772 command buttons,
315 Constraint Type, 477, 772 930–933, 937–941, 960
group by summary tasks, 793 Critical, 477, 772 Compare Project Versions
Duration, 477, 772 toolbar, 927
Group command (Filter copying, 934–935,
menu), 1034 Duration then Priority,
772 947–948
Group Definition dialog box, Milestones, 477, 772 creating, 934–935
868–870 No Group, 772 Custom Forms toolbar,
Group field (resources), Priority, 477, 772 926
295–297 Priority Keeping Outline customizing, 923–941
Group filter, 317, 369 Structure, 772

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38 0789730723_index.qxd 1/12/04 2:39 PM Page 1172

1172 GUIs

Database Upgrade Utility text alignment, 502–503 Hour by Hour sensitivity

toolbar, 927 text formatting, 504–506 level, 407
displaying in one row, height Hours per Day setting
923–924 rows, 237 (Options dialog box), 68–69
displaying/hiding, table rows, 847
927–928 Hours per Week setting
task name rows, 126 (Options dialog box), 68–69
docking, 928
Drawing toolbar, 926 help, 39–40 HREF attribute (<A> tag),
Euro Currency Converter Planning Wizard, 42–43 CD:20–21
toolbar, 927 Project Guide, 38–41
.htm file format, 634
floating, 928–929 ScreenTips, 35, 38–39
SmartTags, 41–42 HTML (Hypertext Markup
Formatting toolbar, 926
VBA (Visual Basic for Language),
managing with Organizer,
Applications), CD:64 <A> tag, CD:20–21
947–949
What’s This? feature, 36 <BODY> tag, CD:16
move handles, 923
documents
Network Diagram tool- Help menu commands, What’s
background colors,
bar, 927 This?, 36
CD:14–15
personalized toolbars, 924 HREF attribute (<A> tag), background images,
PERT Analysis toolbar, CD:20–21 CD:16–17
927
Hide Assignments tool, 411 Gantt Chart images,
positioning, 928–929
Hide Column command (Edit CD:22–24
Project Guide toolbar,
menu), 846 hyperlinks, CD:19–25
926–927
images, CD:17–18
renaming, 947–948 Hide command (Window publishing, CD:24
resizing, 929 menu), 606 saving projects as, CD:3–8
Resource Management
Hide Fields tool, 815 title bar text, CD:18–19
toolbar, 927
Hide Rollup Bars When troubleshooting,
restoring, 936
Summary Expanded option CD:24–25
Standard toolbar, 926
(Layout dialog box), 161, 799 viewing projects as, CD:9
Task Pane toolbar, 927
saving files in, 102
Tracking toolbar, 927 Hide Summary Tasks tool,
templates, CD:13
troubleshooting, 961 815
background colors,
user-defined toolbars, hiding CD:14–15
934–936 groups, 770 background images,
Visual Basic toolbar, 927 objects, 252 CD:16–17
Web toolbar, 927 Project Guide, 40–41 Gantt Chart images,
resource assignments, 411 CD:22–24
rollup bars, 161, 799
H table columns, 846
hyperlinks, CD:19–25
images, CD:17–18
hard constraints, 212–214 task table columns, 238 title bar text, CD:18–19
toolbars, 36, 927–928 <TITLE> tag, CD:18
Header tab (Page Setup dialog View bar, 37
box), 500–502 Hyperlink command (Insert
windows, 606
menu), 148
Header Text Wrapping option highlight filters, 316, 472, 838
(Column Definition dialog Hyperlink table, 758, 760
box), 845 highlighting tasks, 472
hyperlinks. See also links
headers histograms, 754 adding to HTML templates,
column headers, 729, 842 Home key, 234 CD:19–25
creating, 501–502 attaching to files/Web pages,
honoring
inserting objects into, 148–149
dependency links, 212–214
717–719 attaching to new documents,
task constraints, 212–214
printing, 500–501 149
hotkeys, 951–952 attaching to resources, 150
reports, 880
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increasing availability of overallocated resources 1173

attaching to tasks, 147–150 Resource Export Table Map, Default Task Information,
in custom text fields, 150–151 652–654 652–654
deleting, 150 saving, CD:8 Earned Value
editing, 150 tables, 649–650 Information, 652–654
email hyperlinks, 150 Task and Resource Export to HTML Using
Hyperlink table, 758–760 PivotTable, 652, 655 Standard Template, 654
notes, 144 Task Export Table Map, 652, file location, 651
Hyperlinks command (Clear 655 Resource Export Table
menu), 128 Task List with Embedded Map, 652–654
Assignment Rows, 652, 655 tables, 649–650
hyphen (-), 233 Top Level Tasks List, 652, 656 Task and Resource
variables, CD:13–14 PivotTable, 652, 655
Who Does What Report, Task Export Table Map,
I 652–654 652, 655
I-beam, 257 Import Mode page Task List with Embedded
(Import/Export Wizard), 639 Assignment Rows, 652,
icons 655
inserted projects, 608 Import Outline Code dialog Top Level Tasks List, 652,
recurring tasks, 140 box, 856–857 656
ID field, 119, 293 Import Project to Enterprise Who Does What Report,
ID Only leveling order, 457 command (Enterprise 652–654
Options menu), 1025 Import/Export Wizard
If, Then, Else statement,
Import Projects Wizard, Data page, 637
CD:41
1025–1028 End of Map Definition
images page, 639
icons Import Resources to
Import Mode page, 639
inserted projects, 608 Enterprise command
Map Options page, 638
recurring tasks, 140 (Enterprise Options menu),
Map page, 637
including in headers/footers, 1022
Map Selection page, 638
501 Import Resources Wizard, Save Map dialog box, 639
Web pages, CD:16–18 1021–1023 Task Mapping page, 638
Immediate window (VBE), Import/Export Wizard Welcome page, 637
CD:43–45 Data page, 637 MPX format, 636
End of Map Definition page, ODBC (Open Database
Import Custom Field button
639 Connectivity) sources, 648
(Customize Fields dialog
Import Mode page, 639 outline codes, 856–857
box), 856
Map Options page, 638 Outlook task lists, 684–687
Import maps, 649 Map page, 637 projects, 1024–1028
cautions, 651 Map Selection page, 638 resources, 1021–1023
Compare to Baseline, Save Map dialog box, 639 text files, 684
652–654 Task Mapping page, 638 troubleshooting, 689
compatibility with Excel Welcome page, 637 XML files, 681–682
formats, 665
important tasks, 480 In Progress Assignments
Cost Data by Task, 652–654
importing data filter, 767
creating, 661–665, CD:5–8
Default Task Information, Excel format, 673, 675–680 in progress tasks, 792
652–654 Import maps, 649 In Progress Tasks filter, 766,
defined, CD:3 cautions, 651 859
Earned Value Information, Compare to Baseline,
inclusive filters, 762
652–654 652–654
Export to HTML Using compatibility with Excel Incomplete Tasks filter, 766
Standard Template, 654 formats, 665 increasing availability of over-
HTML options, CD:10–13 Cost Data by Task, allocated resources, 410,
options, CD:10–13 652–654 418–423

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1174 Indent button

Indent button (Formatting initializing variables, page breaks, 496

toolbar), 156 CD:39–40 recurring tasks, 138–141
Indent command (Outline Initials field (resources), 295 table columns, 846
menu), 156 task table columns, 237–239
input boxes, CD:51–52 tasks, 128
Indent Name option (Options Insert Hyperlink dialog box, Calendar view, 263–265
dialog box), 160, 784 148–149 custom WBS codes, 167
indenting tasks, 156–157 Insert menu commands Network Diagram view,
independent text All Page Break, 789 270–271
editing, 257 Column, 846 interactive filters, 762,
fonts, 257 Drawing, 248 864–865
text boxes, 256–258 Hyperlink, 148 interim plans, 525
indicator fields, 12, 853 New Task, 128, 264
Objects, 706–708 Internet features. See Web
indicator symbols, 44 pages
Page Break, 496, 789
indicators Project, 607, 612, 615 interrelationships, CD:28
Assigned Calendar, 353 Recurring Task, 138 interruptions, 176, 220–223,
constraint indicators, 233 Remove All Page Breaks, 228
Earned Value Cost 496, 789
Indicators, 583–584 intervals, 478, 870–871
Remove Page Break, 496
BAC (budget at Is Greater Than or Equal To
Insert Object dialog box, 708
completion), 586 test, 861
CPI (cost performance Insert Project dialog box,
Is Greater Than test, 53, 861
index), 585 612–613
CV (cost variance), 584 Is Less Than or Equal To test,
Insert Row button (Filter
CV% (cost variance 861
Definition dialog box), 862
percentage), 585 Is Less Than test, 53, 861
Inserted Project Information
EAC (estimate at dialog box, 613–614 Is Not Within test, 53, 863
completion), 586
inserted projects Is Within test, 53, 861–863
TCPI (to complete per-
formance index), 586 creating, 615 issues, 1036–1138, CD:89–90
VAC (variance at deleting, 617
Item Information dialog box,
completion), 586 identifying, 617
957
Earned Value Schedule links, 613–614
maintaining, 616–617 Item menu commands
Indicators Fields, 957
SPI (schedule perfor- managing, 614–615
relative paths, 615 Group box, 958
mance index), 582
SV (schedule variance), replacing, 616 Item to Change drop-down
581 viewing information about, list (Text Styles dialog box),
SV% (schedule variance 613 779–780
percentage), 582 inserting iterative process model, 556
task indicators, 233 hyperlinks, 148–149
Indicators field (resources), objects, 706
293 into Gantt Chart view, J-K
708–712
individual assignments, into headers/footers, just-in-time scheduling, 179,
delaying, 443–447 717–719 184
individual resources, 280 into legends, 717–719
inflation, 203 into Notes field, 144–146, Keep Start/End Dates option
712–714 (Portfolio Modeler), 1058
inflexible constraints, 203–206
into Objects field,
Info command (Edit menu), 715–717 Keep the Selected Range
955 into other applications, option (Copy Picture dialog
719–720 box), 723
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links 1175

keyboard legends Resource Leveling dialog

selecting objects with, 250 creating, 503–504 box, 455–459
shortcuts, 49–51 inserting objects into, resource substitution,
sort keys, 777 717–719 434–440
keywords. See statements text formatting, 504–506 levels in outlines, 159
length of bars (Gantt Chart), libraries (document), 1134
794–795
L Less Than or Equal To test,
Line & Fill tab (Format
Drawing dialog box), 255
861
Label drop-down list line attributes, 255–256
(Timescale dialog box), 786 Less Than test, 861
Line button (Drawing tool-
labels Level Assignment field, 458 bar), 249
filtering for, 320 Level Entire Project option link indicators, 699
timescales, 786–787 (Resource Leveling dialog
box), 456 Link Tasks command (Edit
lag time, 180–181, 189–190
menu), 187, 618, 1043–1044
late/delayed starts, scheduling, Level From, To option
(Resource Leveling dialog Link Tasks tool, 187, 618
342–345, 795
box), 456 Linked Fields filter, 702, 766,
late finish dates, 795
Level Now dialog box, 768
Late/Overbudget Tasks
459–463 linking lines (timescale), 242
Assigned To... filter, 766
Level Only Within Available linking tasks. See dependency
late peak work contour, 350
Slack option (Resource links
Late status indicator, 558 Leveling dialog box), 456 links. See also hyperlinks
layout Leveling Can Adjust breaking, 626
Calendar view, 806 Individual Assignments on a creating, 618–621
Gantt Chart view, 798–799 Task option (Resource cross-project task links, 982,
Network Diagram view, Leveling dialog box), 457 1043–1045
273–274, 811–815 dependency links, 177–178
Leveling Can Create Splits in
page breaks auditing, 199–200
Remaining Work option
inserting, 496 Autolink, 196–198
(Resource Leveling dialog
manual page breaks, 516 cautions, 178
box), 457
printing, 495–496 creating with Entry table,
removing, 496 Leveling Can Split field, 458 193–194
viewing, 496 Leveling Delay field, 444–445, creating with Link Tasks
Layout command (Format 818 tool, 187
menu), 161, 273, 739, 798, leveling delays, 324, 444–445, creating with mouse,
806 818 194–196
creating with Task Form
Layout dialog box, 161, 252, Leveling Gantt view, 743 view, 190–192
273–274
Leveling Order option creating with Task
Calendar view, 806
(Resource Leveling dialog Information dialog box,
Gantt Chart view, 798–799
box), 456 188–189
Network Diagram view,
leveling resources, 419–421, defined, 176
812–814
454–455 deleting, 185, 188,
Layout Now tool, 815 198–199
Automatic Leveling, 462
Layout Selection Now tool, Clear Leveling dialog box, dependent tasks, 179–180
815 462 editing, 187, 198
lead time, 180–181, 189–190 Level Now dialog box, Finish-to-Finish relation-
459–463 ship, 183
Legend tab (Page Setup dialog Finish-to-Start relation-
priorities, 458–459
box), 503–504 ship, 182
Resource Allocation view,
432–434 honoring, 212–214

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1176 links

lag time, 180–181, pasting from another debugging, CD:42–43

189–190 application, 318–320 breakpoints, CD:43–45
lead time, 180–181, sorting, 475–477 Immediate window,
189–190 task lists CD:43–45
outlined projects, 185 bottom-up approach, 116 syntax checking, CD:43
overlapping tasks, Excel Task List Template, watches, CD:43–45
180–181, 189–190 118 events
predecessor tasks, Gantt Chart view, application-level events,
177–180, 189 118–119 CD:63
reversing, 227 importing, 684–687 help, CD:64
Start-to-Finish relation- level of detail, 27 list of, CD:63
ship, 183–184 milestones, 117 Project_Open, CD:62–63
Start-to-Start relationship, normal tasks, 117 exporting data to Excel,
182 summary tasks, 118 CD:58–61
successor tasks, 177–180 top-down approach, 116 exporting data to text files,
summary tasks, 184–185 WBS (Work Breakdown CD:61
tasks from different Structure), 116 filters, CD:56–57
projects, 227 local actual resources, input boxes, CD:51–52
troubleshooting, 226–227 1093–1094 message boxes, CD:52
unrelated tasks, 178 methods, CD:33
views, 199–201 local generic resources, 1093 modules, CD:37
inserted projects, 613–614 Lock First Column option object model, CD:32–33
linked data (Table Definition dialog opening files for writing,
creating, 697–699 box), 843 CD:61–62
defined, 697 lockdown periods properties, CD:32, CD:42
deleting, 701–702 (timesheets), 1128–1129 recording
identifying, 702 for entire project,
locking columns, 876
link indicators, 699 CD:29–30
Network Diagram view, locking down time periods, for selected tasks,
272–273 983 CD:30–32
pasting, 697–699, 702 logging in to Project Server, recursion, CD:55–56
refreshing, 699–701 1004–1007 ResMgmt_TaskEntry, 755
restoring, 702 subroutines, CD:31
logical values, testing for, 862
tasks 265 calling with arguments,
updating, 699–701 long filenames, 100 CD:54
linked lines, 274 long task names, 126 calling without parame-
notes, 144 Look for Overallocations on ters, CD:52–53
relative paths, 615 an x Basis option (Resource main subroutines, CD:51
resource pools, 626 Leveling dialog box), 456 TaskSummaryName,
troubleshooting, 616, 621 CD:36–37
Look in Field option (Find code listing, CD:37–38
Links Between Projects com- dialog box), 52
mand (Tools menu), 620 creating, CD:37–38
lookup tables, 857–858 For Each, Next statement,
Links Between Projects dialog CD:40
box, 620 If, Then, Else statement,
Links command (Edit menu), M CD:41
699–701 nested statements, CD:41
Macro menu commands object properties, CD:42
Links dialog box, 699–701
Record New Macro, CD:29 Sub/End Sub statements,
lists Stop Recording, CD:29 CD:38
organizing into groups. See
macros user feedback, CD:42
groups
advantages of, CD:28–29 variables, CD:38–40
resource lists
Case statement, CD:53–54 testing, CD:29
creating, 287–292
collections, CD:32 TraceDependencies, CD:46
merging, 627
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maps 1177

calling subroutines with Manage Enterprise Project Project Summary reports,

arguments, CD:54 Versions, 999 565
calling subroutines with- Specify Resource and OLAP project summary tasks,
out parameters, Cube Updates, 996 565–570
CD:52–53 Manage Enterprise Project resource-level status,
Case statement, Versions command (Manage 573–574
CD:53–54 Enterprise Features menu), slipping assignments, 562
code listing, CD:47–50 999 slipping tasks, 562
filters, CD:56–57 Status field, 557–558
Manage Views command Status Indicator field,
input box, CD:51–52
(Admin menu), 988, 991, 993 557–558
main subroutine, CD:51
message box, CD:52 management (projects), 16 task-level status, 570
recursion, CD:55–56 benefits of Project 2003, variances, 563–564,
variables, CD:50–51 18–19 571–573
views, CD:56–57 corrective action, 556 risks, 1135–1137
toolbar buttons, 931 custom fields, 859 schedule revisions, 595–596
troubleshooting, CD:33 custom forms, 960 costs, 596–597
user feedback, CD:33–34, earned value analysis, duration, 597–598
CD:42 575–577 scope, 596
variables actual cost, 578 scheduling techniques, 24
defining, CD:38–39 controlling earned value calendar, 25
initializing, CD:39–40 calculation, 587–588 crashing the schedule, 26
private variables, earned value, 577–578 critical paths, 25–26
CD:50–51 Earned Value Cost critical tasks, 25
public variables, Indicators table, data entry, 24–25
CD:50–51 583–587 resource assignments,
types, CD:38 Earned Value Schedule 26–27
VBA (Visual Basic for Indicators table, schedule calculations, 25
Applications), CD:31 581–582 temporary nature of projects,
VBE (Visual Basic Editor) examining trends, 578 16
Immediate window, example, 579–582 toolbars, 947–949
CD:43–45 Excel graphs, 590–595 troubleshooting, 27
object browser, CD:36 planned value, 577 manual formatting
opening, CD:35 troubleshooting, 599 bar charts, 797–798
Project Explorer, CD:35 viewing, 589–590 page breaks, 516
Properties window, CD:36 Guide to the Project text, 781
views, CD:56–57 Management Body of
Knowledge, A (italic), 17 Manual option (Resource
when to use, CD:28
guidelines, 19–21 Leveling dialog box), 456
ZoomAll, CD:29–30
ZoomSelected, CD:30–32 inserted projects, 614–615 Map Options page
iterative process model, 556 (Import/Export Wizard), 638
Mail Recipient (As
management phase, 23–24 Map page (Import/Export
Attachment) command (Send
multiple projects, 604 Wizard), 637
To menu), 486
planning phase, 22–23
mail. See email preliminary tasks, 22 Map Selection page
project constraints, 17 (Import/Export Wizard), 638
main subroutines, CD:51
project goals, 16 maps
Manage Enterprise Features
Project Management defined, 108
command (Admin menu),
Institute, 17 Export maps, 649
996
reviewing project status cautions, 651
Manage Enterprise Features assignment-level status, Compare to Baseline,
menu commands 574–575 652–654
Check-in Enterprise Projects, progress lines, 559–562 compatibility with Excel
1001–1002 project statistics, 565 formats, 665

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1178 maps

Cost Data by Task, Task and Resource menu bars

652–654 PivotTable, 652, 655 adding menus to, 943–944
creating, 656–660, Task Export Table Map, customizing, 941–942
CD:5–8 652, 655 menus. See also commands
Default Task Information, Task List with Embedded adding items to, 945
652–654 Assignment Rows, 652, adding to menu bars,
defined, CD:3 655 943–944
Earned Value Top Level Tasks List, 652, attributes, 946
Information, 652–654 656 customizing, 922–923,
Export to HTML Using Who Does What Report, CD:85–86
Standard Template, 654 652–654 defined, 941
file location, 651 Margin tab (Page Setup dialog full menus, displaying, 35
HTML options, box), 499 moving, 946
CD:10–13 removing, 946
Resource Export Table margins, 499
renaming, 944
Map, 652–654 marked tasks, 792
saving, CD:8 merged files, saving, 608
masks (outline), 855–857
tables, 649–650 merging
master projects, 612–613 multiple project files, 607
Task and Resource
PivotTable, 652, 655 Match button (Team Builder), Insert Project dialog box,
Task Export Table Map, 1106 612–613
652, 655 Match Case option (Find New Window command,
Task List with Embedded dialog box), 52 608
Assignment Rows, 652, resource lists, 627
matching
655 message boxes, CD:52
enterprise resources, 1099
Top Level Tasks List, 652,
resources, 1106 messages
656
skill-sets, 1088–1090 macro message boxes,
Who Does What Report,
Material filter, 315–316 CD:33–34, CD:42
652–654
notifications, CD:94–95
Import maps, 649 Material Label field
reminders, CD:94–95
cautions, 651 (resources), 295
workgroup messages, creating
Compare to Baseline, material resources user accounts from, CD:69
652–654 assigning, 328–329
compatibility with Excel methods, CD:33
Material Resources field,
formats, 665 330 MFO (Must Finish On)
Cost Data by Task, work formula, 333 constraint, 203
652–654 consumption rates Microsoft Access format. See
creating, 661–665, fixed, 294, 328 .mdb file format
CD:5–8 variable, 295, 329
Default Task Information, Microsoft Excel earned value
defined, 280 graphs, 590–595
652–654 Material Resources field, 330
defined, CD:3 Microsoft Outlook. See
Earned Value Max Units field (resources), Outlook
Information, 652–654 297–298
Microsoft Project command
Export to HTML Using maximizing windows, 606 (Programs menu), 30
Standard Template, 654 .mdb file format, 97, 634
file location, 651 Microsoft Project Database
opening in Project 2003, format. See .mpd file format
HTML options, 645–646
CD:10–13 saving projects as, 645 Microsoft Project Exchange
Resource Export Table format. See .mpx file format
.mdw file format, 102
Map, 652–654 Microsoft Project Professional
saving, CD:8 memory, overcoming memory 2003. See Project
tables, 649–650 limitations, 604 Professional 2003
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multiple projects 1179

Microsoft Project Server Monthly Calendar reports, MSO (Must Start On)
Accounts command 915–917 constraint, 203
(Enterprise Options menu), More Filters dialog box, 763 multi-value fields, 1088
1006
More Groups command Multiple Baselines Gantt view,
Microsoft Project Server (Group By menu), 478–479 744
Accounts dialog box,
More Groups dialog box, 478 multiple filters, 866–867
1006–1007
More Tables command (Table multiple projects. See also
Microsoft Project Server URL
menu), 757, 760, 840 Window menu commands
field (Account Properties
More Tables dialog box, 757, advantages, 604
dialog box), 1006
840 combined resource lists, 627
Microsoft Project window. See enterprise projects
Project window More Views command (Views deleting, 1042–1043
menu), 47, 736, 834, 838 linking tasks across,
Milestone Date Rollup view,
739–741 More Views dialog box, 47–48, 1043–10445
834, 838 opening, 1040–1043
Milestone Rollup view,
739–740 More Windows command filtering, 610–611
(Window menu), 604 formatting, 611
milestones, 20, 44, 117 inserted projects, 613–614
advantages, 136 mouse
creating, 615
creating, 137 copying objects with, 255
deleting, 617
critical, 267 creating dependency links
identifying, 617
defined, 792 with, 194–196
maintaining, 616–617
Milestone Date Rollup view, creating tasks with, 125
managing, 614–615
740–741 selecting objects with, 250
relative paths, 615
Milestones filter, 473, 766 Move End of Completed Parts replacing, 616
Milestones group, 477, 772 After Status Date Back to viewing information
Milestones report, 881 Status Date option, 545 about, 613
Milestone Rollup view, 740 linking, 618–621
Move Start of Remaining
noncritical, 267 managing, 604
Parts Before Status Date
Milestones filter, 473, 766 Forward to Status Date master projects, 612–613
Milestones group, 477, 772 option, 545–546 merging, 607
moving Insert Project dialog box,
Milestones report, 881
commands, 946 612–613
minus sign (-), 233, 784 New Window command,
menus, 946
Missed Constraint indicator, objects, 253, 707 608
216 split bars, 47 multiple windows
tasks, 129–130 creating, 604
missing outline symbols,
custom WBS codes, 167 hiding/displaying, 606
troubleshooting, 830
to new project files, 615 tiling, 605–606
missing toolbars, resource pools
troubleshooting, 52 summary tasks, 170
toolbar buttons, 932–933 creating, 621
mixed authentication, CD:72 disabling resource sharing,
.mpd file format, 97, 633 625–626
mode indicator, 38 opening in Project 2003, links, 626
models. See portfolio models 643–645 maintaining, 622
Modify Selection button saving projects as, 640–643 opening, 622–624
(Customize dialog box), 937 .mpp file format, 97, 633 refreshing, 624
modifying. See changing; .mpt file format, 97, 103, 633 resource sharing, 621–624
editing saving, 625
.mpw file format, 607, 635 updating, 623–624
modules, 108, CD:37 .mpx file format, 633, 636 sorting, 610–611
Monthly Calendar Report MsgBox function, CD:42 split windows, 605
Definition dialog box, 915

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1180 multiple projects

subprojects, 612–613 task tables, 233–234 New Project Wizard, 85–86

task dependencies, 611 Arrow keys, 234 New Task command (Insert
views, 609 End key, 234 menu), 128, 264
workspaces, 607 Find command, 235–236
New Toolbar dialog box, 935
multiple resources, assigning, Home key, 234
333–334, 357–358 Page Up/Page Down New Window command
keys, 234 (Window menu), 607–608,
multiple skills per resource, 615
scrollbars, 234–235
1016, 1087
timescale, 242–243 New Window dialog box, 608
Multiple Task Information
negative delay, 455 Next Step button (Project
dialog box, 131–132, 216
negative slack, 795 Guide), 41
Must Finish On (MFO)
constraint, 203 nested statements, CD:41 Night Shift calendar, 76
Must Start On (MSO) Network Diagram command No Group command (Group
constraint, 203 (View menu), 267 By menu), 315
Network Diagram toolbar, 927 No Group group, 772
Network Diagram view, 33, nodes (polygons), 254
N 265–267, 745–746 noncritical milestones, 267
Name field (resources), 294 adding tasks to, 270–271
noncritical tasks
box placement, 815–816
names defined, 792
box styles, 807–808
custom fields, 849–850 noncritical normal tasks, 267
data templates, 809–811
custom filters, 860 noncritical summary tasks,
deleting tasks in, 272
custom forms, 960 267
displaying, 267
filenames editing task data, 270 nondriver resources, 355
including in headers/ formatting nonworking time
footers, 501 box placement, 815–816 displaying in Gantt Chart
long filenames, 100 box styles, 807–808 view, 788–789
special characters, 100 data templates, 809–811 reporting, CD:93–94
Gantt Chart bar charts, 791 layout options, 811–815
menus, 944 Nonworking Time tab
layout options, 811–815 (Timescale dialog box),
objects, 111 linked lines, 274
resource names, 294, 324 788–789
linking tasks in, 272–273
tables, 841 outlining, 269 normal tasks, 44, 117, 267,
task names, 123 rearranging task nodes, 792
column width, 126 273–274 not finished tasks, 792
copying from other scrolling, 269–270
applications, 125 not started tasks, 793
selecting data in, 269–270
displaying long names, notes, 44
task types, 151–152, 267
126 attaching to projects,
toolbar, 815
entering, 124–125 146–147
zooming in/out, 267–268,
naming conventions, 124 attaching to tasks, 142
817
row height, 126 attaching to timesheets, 1127
text wrap, 126 network shares, 618 creating, 142–144
toolbars, 947–948 New and Changed formatting, 142–144
user names, 73 Assignments command hyperlinks, 144
views, 836 (Collaborate menu), 1125 inserting objects in, 144–146
native file formats, 632 New Calendar Wizard, 86–87 Notes field
disadvantages, 713
navigating New From Existing Project erasing objects from, 712
Calendar, 260 option (Task pane), 31 inserting objects into,
Network Diagram view, New From Template option 712–714
269–270 (Task pane), 31 resource assignments, 393
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Organizer 1181

notifications, CD:94–95 resizing, 253–254, 703, 707, options (projects)

numbers 729 calendar options, 72–73
custom outline numbers, 169 selecting, 250, 269–270 date format, 75
custom WBS codes, 163 Objects command (Insert Days per Month, 68–69
creating, 164–166 menu), 706, 708 decimal digits, 75
deleting tasks, 167 default end time, 69–70
Objects field, 715–717 default save format, 75
editing, 167
ODBC (Open Database default start time, 69–70
inserting tasks, 167
Connectivity) databases, default view, 73–74
moving tasks, 167
647–648 displaying, 65
renumbering, 168–169
saving, 170–171 ODBC button (Insert Project duration time units, 73
page numbers, printing, 499 dialog box), 613 file-specific options, 66–67
fiscal year, 70–72
OLAP (Online Analytical
global options, 66
Process) cubes, 994–999
O OLE DB providers, 687–688
Hours per Day, 68–69
Hours per Week, 68–69
object browser (VBE), CD:36 On Schedule status indicator, user name, 73
object model, CD:32–33 558 Options command (Tools
objects. See also names of Online Analytical Process menu), 65, 239, 783
specific objects cubes. See OLAP cubes, Options dialog box, 239
attaching to dates, 250–252 994–995 Automatically Add New
attaching to taskbars, online help. See help Resources and Tasks, 279
250–252, 274 Open a Project option (Task Calendar options, 72–73
converting, 710 pane), 30 Date Format, 75
copying, 109–111, 254–255 Days per Month, 68–69
defined, 703 Open command (Resource Decimal Digits, 75
deleting, 256 Center), 1073 Default End Time, 69–70
Objects field, 717 Open Enterprise Resource Default Start Time, 69–70
Organizer, 111–112 Pool command (Enterprise Default View, 73–74
editing, 711–712 Options menu), 1094 displaying, 65
embedded objects, 703 Open Enterprise Resource Duration Is Entered In, 73
erasing from Notes field, 712 Pool dialog box, 1094–1096 file-specific options, 66–67
fill style, 255–256 Fiscal Year, 70–72
Open Resource Pool global options, 66
hiding, 252
Information dialog box, 622 Hours per Day, 68–69
inserting, 706
into Gantt Chart view, Open statement, CD:61–62 Hours per Week, 68–69
708–712 opening Save Microsoft Project Files
into headers/footers, enterprise templates, 981, As, 75
717–719 1066 User Name, 73
into legends, 717–719 files with macros, CD:61–62 View tab, 783–784
into Notes field, 144–146, multiple projects, 1040–1043 Options tab (Customize dialog
712–714 objects, 711–712 box), 930
into Objects field, portfolio models, 1059–1060 Organizer, 88, 107, 947
715–717 projects accessing, 875
into other applications, .mdb format, 645–646 calendars
719–720 .mpd format, 643–645 copying between projects,
lines, 255–256 resource pools, 622–624 90–91
moving, 253, 707 templates, 104 copying to
opening, 711–712 VBE (Visual Basic Editor), GLOBAL.MPT, 89–90
polygons, 254 CD:35 custom form management,
renaming, 111
Option Explicit statement, 960
CD:39 deleting objects, 111–112

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1182 Organizer

displaying, 108 outlined projects, 185 overtime, 423–428

modifying GLOBAL.MPT, outlined task lists, 233 reasons for, 403
109 reconciling, 406
objects outlines, 117, 154 reducing workload for,
copying, 109–111 collapsing, 157–158 419–421, 432
types, 107–108 custom outlines, 169, 854 Resource Allocation view,
renaming objects, 111 display options, 160–161 432–434
toolbar management, editing, 159, 187, 194, 201, Resource Usage view,
947–949 206 410–411
expanding, 157–158 sensitivity setting, 407–408
Organizer command (Tools formatting, 160–161,
menu), 89, 109, 875, 947 split assignments, 451–453
783–784 split tasks, 448–451
orientation (pages), 498 indenting tasks, 156–157 substituting underused
Other option (Gantt Chart levels, 159 resources for, 434–440
Wizard), 802 outdenting tasks, 156–157 timephased details, 412–417
outline codes, 471 viewing, 409
Other Task Panes button
subtasks, 154–155
(Task pane), 32 Overallocated Resources com-
summary tasks, 154–156
Outdent button (Formatting symbols, 159 mand (Filtered For menu),
toolbar), 156 task duration, 156 409
Outdent command (Outline task list outlines, 470–471 Overallocated Resources filter,
menu), 156 Outlook 317, 409, 768
outdenting tasks, 156–157 Project Server connections, Overallocation option (Details
1140 menu), 823
Outline Code Definition dia-
setting up to work with overbudget filter, 860
log box, 855–857, 1012, 1082
Project Server, 1139
outline codes, 471, 854 overlapping tasks, 180–181,
submitting time with,
creating, 854–855 189–190
1140–1141
enterprise outline codes, task lists, importing, 684–687 overtime
1010–1011, 1081–1082 viewing task assignments in, assigning, 385–387
assigning to enterprise 1140 cautions, 346
resources, 1096 overtime rate, 304–305
Oval button (Drawing
assigning to projects, 1067 scheduling, 346–348,
toolbar), 249
creating, 1011–1015, 423–428
1082–1085 overallocated resources, 324.
Overtime Rate field
matching skill-sets, See also Resource Leveling
(resources), 304–305
1088–1090 dialog box
multi-value fields, 1088 defined, 402 Overview reports, 880
multiple skills per delayed assignments, 440 Critical Tasks, 881
resource, 1016, 1087 delayed tasks, 441–443 Milestones, 881
planning, 974–975 individual assignments, Project Summary, 881–882,
proficiency levels per skill, 443–447 899–900
1015–1016, 1086 displaying, 823 Top-Level Tasks, 881
RBS (Resource extended working hours, Working Days, 881–882
Breakdown Structure), 429–432
1010, 1082 filtering, 409–410
including in tables, 858–859 formatting display, 405 P
lookup tables, 857–858 Go to Next Overallocation
PA_Expected Case table, 759
outline code lookup tables, tool, 412
857–858 highlighting, 405 PA_Optimistic Case table, 759
outline masks, 855–857 identifying, 405–409 PA_PERT Case table, 759
increasing availability of, 410,
outline masks, 855–857 PA_PERT Entry Sheet, 744
418–423
Outline menu commands, 156 Overallocated Resources fil- PA_Pessimistic Case table,
ter, 317, 409, 768 759
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PMO 1183

Page Break command (Insert Page Setup dialog box, Peak Units option (Details
menu), 496, 789 496–497 menu), 822
page breaks Footer tab, 500–502 people as resources, 280
creating, 496 Header tab, 500–502
Legend tab, 503–504 Percent Allocation option
deleting, 789 (Details menu), 823
formatting, 789 Margin tab, 499
Page tab, 497–499 percentage format (assign-
manual page breaks, 516
View tab, 506–508 ment units), 326
printing, 495–496
removing, 496 Page Up key (task tables), 234 percentage lags, 190
reports, 896 panes percentage leads, 190
viewing, 496 Advanced Search, 32 Permanently Renumber Tasks
Page Down key (task tables), Basic Search, 32 option (Sort dialog box),
234 Project Guide, 38–41 777–778
page setup, 496–497 Task pane, 30–32
permissions, 987
borders, 499 paper size, 498
personalizing. See customizing
footers partially completed tasks,
creating, 501–502 PERT Analysis toolbar, 927
rescheduling, 544–546
dates, 501 PERT Analysis views, 744–745
password protection, 101
file names, 501 PERT Entry form, 950
fonts, 500 Paste As Hyperlink command
images, 501 (Edit menu), 148–149 phases (summary tasks),
page numbers, 500 569–570
Paste command (Edit menu),
text alignment, 502–503 129, 615, 694 Physical % Complete field,
text formatting, 504–506 534, 795
Paste Special command (Edit
times, 501 PivotTables
menu), 697, 706
total page count, 500 exporting to, 668–673
headers Paste Special dialog box,
Portfolio Analyzer, 1051
creating, 501–502 697–698, 706, 714
troubleshooting, 689
dates, 501 pasting data
placeholder resources, 281
file names, 501 column headers, 729
fonts, 500 dates, 695 planned value, 577
images, 501 errors, 694–695 Planning Wizard, 42–43,
page numbers, 500 linked data, 697–699, 702 210–212
text alignment, 502–503 objects, 703–705 plans. See project plans
text formatting, 504–506 into Gantt Chart view,
times, 501 706–708 plus sign (+), 233, 784
total page count, 500 into headers/footers, PMBOK Guide, 17
legends 717–719 PMI (Project Management
creating, 503–504 into legends, 717–719 Institute) Web site, 17
text formatting, 504–506 into Notes field, 712–714
margins, 499 into Objects field, PMO (portfolio management
page numbers, 499 715–717 office), 966. See also
page orientation, 498 into Project, 694–695 enterprise-level project man-
paper size, 498 into other applications, agement; Project
reports, 896 695–696, 719–720 Professional 2003
scale, 498 resource lists, 318–320 Administrative projects, 1047
selecting pages to print, timephased data, 692, 696 collaboration, 983–984
512–513 consistent views, 982–983
paths, relative, 615 document management,
view options, 506–508
PDM (precedence diagram- 983–984
Page Setup command (File ming method), 152
menu), 497
peak units, 822

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1184 PMO

enterprise custom fields, Build Team feature, resource availability,

1010–1011, 1081–1082 1036–1037 1074–1077
assigning to enterprise checking in, 1001, 1046 Resource Substitution
resources, 1096 deleting, 1042–1043 Wizard, 1091
assigning to projects, 1067 filtering, 1030, viewing, 1074, 1078–1081
creating, 1016–1018 1033–1034, 1037–1038 enterprise templates, 981
planning, 974–975 grouping, 1033–1034 OLAP (Online Analytical
Enterprise Global settings, linking tasks across, Process) cubes, 994–995
978 1043–1045 creating, 996–999
project attributes, opening multiple, requirements, 996
979–980 1040–1043 Portfolio Analyzer
resource attributes, planning, 973 assessing projects with,
980–981 project information, 1053–1054
Enterprise Global template, editing, 1034 changing view content,
104, 873–874, 926, 947, project information, 1051–1052
1007–1008 viewing, 1035–1036 charts, 1051
backing up, 1019–1020 resource assignment, compared to Portfolio
copying, 109 1037–1038 Modeler, 1048–1049
copying base calendars to, resource availability, 1040 drop-down lists, 1051
84, 89–90 searching, 1034 example, 1050
editing, 109, 1009–1010 viewing, 1032 PivotTables, 1051
effect on user sessions, enterprise resource calendars, Save a Link option, 1050
1008–1009 1019 Save as GIF option, 1051
enterprise project calendar enterprise resources, view options, 1050
management, 1018–1019 1090–1091 portfolio models, 1054–1055
enterprise resource calen- actual resources, analyzing, 1063–1064
dar management, 1019 1091–1094 comparing, 1061
finding, 112 adding to projects, creating, 1056–1058
restoring, 1020 1097–1098 modifying, 1062–1063
saving changes to, adjusting actuals, 1080 opening, 1059–1060
873–875 analyzing, 1048 properties, 1060–1061
working offline, 1010 applying custom fields to, refreshing views, 1065
enterprise outline codes, 1091, 1096 transferring, 1064
1010–1011, 1081–1082 applying outline codes to, processes, 973
assigning to enterprise 1091, 1096 Project Center views,
resources, 1096 booking type, 1100–1102 987–990
assigning to projects, 1067 building teams from, 1097 project management plan-
creating, 1013–1015, checking in, 1002 ning, 970
1082–1085 creating, 1094–1096 collaboration and docu-
matching skill-sets, editing details, 1075 ment management, 977
1088–1090 enterprise resource pool, consistent project sched-
multi-value fields, 1088 1090–1092 ules, 976
multiple skills per Enterprise Resource Pool consistent views, 977
resource, 1016, 1087 Wizard, 1091 enterprise custom fields,
planning, 974–975 filtering, 1075, 1100 974–975
proficiency levels per skill, generic resources, enterprise outline codes,
1015–1016, 1086 1091–1093 974–975
RBS (Resource importing, 1021–1023 enterprise projects, 973
Breakdown Structure), matching, 1099 enterprise resources, 974
1010, 1082 planning, 974 group responsibilities,
enterprise project calendars, removing from projects, 971–973
1018–1019 1098 processes, 973
enterprise projects replacing, 1098–1099 project and task defini-
analyzing, 1048 resource assignments, tions, 975
booking types, 1039–1040 1074–1075
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printing 1185

reports, 974–975 creating, CD:77–79 Predecessors tab (Task

security, 978 drop-down lists, 1051 Information dialog box),
skill and attribute defini- example, 1050 188–189
tions, 975–976 graph types, CD:82 predefined work contours, 392
time reporting, 977 PivotTables, 1051
Save a Link option, 1050 preleveled finish dates, 795
Project Server database,
cleaning up, 1003 Save as GIF option, 1051 preleveled start dates, 795
project versions view options, 1050 Preleveled taskbar, 464
adding, 999–1000 portfolio management office. previewing
advantages of, 982 See PMO print jobs, 490, 509– 513
creating, 981
portfolio managers, 972 reports, 893
cross-project links, 982
defined, 976 Portfolio Modeler, 1054–1055 Print button, 512
deleting, 1000 accessing, 1055 Print command (File menu),
formatting, 1000 analyzing portfolio models, 490, 512
modifying, 1000 1063–1064
Print dialog box, 490–491, 512
opening schedules with, compared to Portfolio
982 Analyzer, 1048–1049 Print Grid option, 1036
Published version, 981, comparing portfolio models, Print Preview button, 509–511
999 1061 Print Preview command (File
resources, 982 creating portfolio models, menu), 490, 509–513
Version field, 1000 1056–1058
modifying portfolio models, printer setup, 490–491
projects, importing,
1024–1028 1062–1063 Printers command (Settings
reports, planning, 974–975 opening portfolio models, menu), 490
Resource Center views, 1059–1060 printing, 490, 493
990–993 property toolbox, 1060–1061 base calendars, 91–92
role management, 984 refreshing views, 1065 borders, 499
security, 984 transferring portfolio models, display enhancements, 495
system administration, 1064 filters, 495
986–987 portfolio models, 1054–1055 footers
time reporting, 983 analyzing, 1063–1064 dates, 501
Timesheet views, 993–994 comparing, 1061 file names, 501
points (polygons), 254 creating, 1056–1058 fonts, 500
modifying, 1062–1063 General drop-down list
Polygon button (Drawing
opening, 1059–1060 box, 501
toolbar), 249
properties, 1060–1061 images, 501
polygons, 254 refreshing views, 1065 page numbers, 500
Pool Takes Precedence button transferring, 1064 Project Fields drop-down
(Share Resources dialog positive delay, 455 list box, 502
box), 622 text alignment, 502–503
pound sign (#), CD:25 text formatting, 504–506
Portfolio Analyzer
precedence diagramming times, 501
adding/modifying data,
method (PDM), 152 total page count, 500
CD:79–82
assessing projects with, predecessor tasks grouped displays, 495
1053–1054 choosing, 179–180 headers, 500–501
changing view content, cross-linked, 620 dates, 501
1051–1052 defined, 177 file names, 501
charts, 1051 defining, 189 fonts, 500
commands and options, deleting, 189 General drop-down list
CD:82–84 box, 501
Predecessors field (task
compared to Portfolio images, 501
tables), 123
Modeler, 1048–1049 page numbers, 500

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1186 printing

Project Fields drop-down progress lines, 559–562 project management, 16,

list box, 502 Progress Lines command 556–557. See also enterprise-
text alignment, 502–503 (Tracking menu), 560 level project management
text formatting, 504–506 benefits of Project 2003,
times, 501 Progress Lines dialog box, 18–19
total page count, 500 560–561 corrective action, 556
legends, 503–504 Project Center, 1031, CD:74. earned value analysis,
margins, 499 See also Portfolio Analyzer; 575–577
number of copies, 513 Portfolio Modeler actual cost, 578
page breaks, 495–496, 516 accessing, 1031 controlling earned value
page numbers, 499 Administrative projects, 1047 calculation, 587–588
page orientation, 498 booking types, 1039–1040 earned value, 577–578
paper size, 498 Build Team feature, Earned Value Cost
Print command, 490, 512 1036–1038 Indicators table,
Print Preview command, 490, filters, 1030, 1033–1034, 583–587
509–513 1037–1038 Earned Value Schedule
printer setup, 490–491 groups, 1033–1034 Indicators table,
project-level statistics, 487 multiple enterprise projects, 581–582
reports, 514–515, 893 opening, 1040–1042 examining trends, 578
scale, 498 project check-in, 1046 example, 579–582
specific pages, 512–513 project information Excel graphs, 590–595
specific panes, 494 editing, 1034 planned value, 577
task lists, 170 viewing, 1035–1036 troubleshooting, 599
timescales, 494, 513, 516 resource availability, 1040 viewing, 589–590
troubleshooting, 515–516 searches, 1034 A Guide to the Project
view options, 506–508 views, 987–990, 1032 Management Body of
priorities, 59, 458–459 Project command (Insert Knowledge, 17
menu), 607, 612, 615 guidelines, 19–21
Priority field (Project iterative process model, 556
Information dialog box), 59 Project Database format. See
management phase, 23–24
Priority group, 477, 772 mpd format, 640
planning phase, 22–23
Priority Keeping Outline project files. See files preliminary tasks, 22
Structure group, 772 Project Explorer, CD:35 project constraints, 17
project goals, 16
Priority option (Portfolio Project Guide, 38–41
Project Management
Modeler), 1058 Schedule Tasks Project
Institute, 17
Priority, Standard leveling Guide, 207–208
reviewing project status
order, 457 Project Guide toolbar, assignment-level status,
private variables, CD:50–51 492–493, 521, 926–927 574–575
processes, 973 Project Info button (Inserted progress lines, 559–562
Project Information dialog project statistics, 565
proficiency levels per skill, box), 614 Project Summary reports,
1015–1016, 1086 565
Project Information dialog
program integrity, 103 box, 57–58, 614 project summary tasks,
program management office. Calendar list box, 59 565–570
See PMO Current Date text box, 59–61 resource-level status,
displaying, 58 573–574
Programs command (Start slipping assignments, 562
menu), 30 Finish Date text box, 58–60
priorities, 459 slipping tasks, 562
Programs menu commands, Status field, 557–558
Priority field, 59
Microsoft Project, 30 Status Indicator field,
Start Date text box, 58–60
progress bars (Gantt Chart), Status Date text box, 59–61 557–558
795–796
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Project Professional 2003 1187

task-level status, 570 security, 978 backing up, 1019–1020

variances, 563–564, skill and attribute defini- copying, 109
571–573 tions, 975–976 copying base calendars to,
schedule revisions, 595–596 time reporting, 977 84, 89–90
costs, 596–597 outlining, 117 editing, 109, 1009–1010
duration, 597–598 realigning, 479 effect on user sessions,
scope, 596 cost reduction, 481–483 1008–1009
scheduling techniques, 24–27 crashing the schedule, enterprise project calendar
temporary nature of projects, 480–481 management, 1018–1019
16 critical path, 480 enterprise resource calen-
troubleshooting, 27 project versions, 483–487 dar management, 1019
A Project Management Body of reviewing finding, 112
Knowledge Guide, 471 compressed timescales, restoring, 1020
469–470 saving changes to,
Project Management Institute custom groups, 477–479 873–875
Web site, 17 outline codes, 471 working offline, 1010
project management office. project-level statistics, enterprise outline codes,
See PMO 468–469, 487 1010–1011, 1081–1082
project managers, 972 resource groups, 477 assigning to enterprise
sorting tasks, 475–477 resources, 1096
Project menu commands
spell check, 486 assigning to projects, 1067
Filtered For, 318, 495, 763,
task filters, 472–474 creating, 1011–1015,
859, 904
task groups, 477 1082–1085
Group By, 314–315, 478,
task list outline, 470–471 matching skill-sets,
770–772, 868
WBS (Work Breakdown 1088–1090
Sort, 310, 475, 610, 776
Structure) codes, 471 multi-value fields, 1088
Task Information, 263
spell checking, 486 multiple skills per
WBS, 164, 471
Project Professional 2003, resource, 1016, 1087
Project_Open event, planning, 974–975
966, 1030. See also
CD:62–63 proficiency levels per skill,
enterprise-level project man-
Project Plan command agement 1015–1016, 1086
(Collaborate menu), 1125 Administrative projects, 1047 RBS (Resource
Assign Resources dialog box, Breakdown Structure),
project plans, 22–23
1107–11010 1010, 1082
distributing, 486
collaboration, 983–984 enterprise project calendars,
enterprise-level project
consistent views, 982–983 1018–1019
management, 970
document management, enterprise projects
collaboration and docu-
983–984 analyzing, 1048
ment management, 977
enterprise custom fields, booking types, 1039–1040
consistent project sched-
1010–1011, 1081–1082 Build Team feature,
ules, 976
assigning to enterprise 1036–1037
consistent views, 977
resources, 1096 checking in, 1001, 1046
enterprise custom fields,
assigning to projects, 1067 deleting, 1042–1043
974–975
creating, 1016–1018 filtering, 1030,
enterprise outline codes,
planning, 974–975 1033–1034, 1037–1038
974–975
Enterprise Global settings, grouping, 1033–1034
enterprise projects, 973
978 linking tasks across,
enterprise resources, 974
project attributes, 1043–1045
group responsibilities,
979–980 opening multiple,
971–973
resource attributes, 1040–1043
processes, 973
980–981 project information, edit-
project and task defini-
Enterprise Global template, ing, 1034
tions, 975
104, 873–874, 926, 947, project information, view-
reports, 974–975
1007–1008 ing, 1035–1036

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1188 Project Professional 2003

resource assignment, compared to Portfolio project information, view-

1037–1038 Modeler, 1048–1049 ing, 1035–1036
resource availability, 1040 drop-down lists, 1051 resource availability, 1040
searching, 1034 example, 1050 searches, 1034
viewing, 1032 PivotTables, 1051 view options, 1032
enterprise resource calendars, Save a Link option, 1050 Project Center views,
1019 Save as GIF option, 1051 987–990
enterprise resources, view options, 1050 project management plan-
1090–1091 Portfolio Modeler, ning, 970
actual resources, 1054–1055 collaboration and docu-
1091–1094 accessing, 1055 ment management, 977
adding to projects, analyzing portfolio mod- consistent project sched-
1097–1098 els, 1063–1064 ules, 976
adjusting actuals, 1080 compared to Portfolio consistent views, 977
analyzing, 1048 Analyzer, 1048–1049 enterprise custom fields,
applying custom fields to, comparing portfolio 974–975
1091, 1096 models, 1061 enterprise outline codes,
applying outline codes to, creating portfolio models, 974–975
1091, 1096 1056–1058 enterprise projects, 973
booking type, 1100–1102 modifying portfolio enterprise resources, 974
building teams from, 1097 models, 1062–1063 group responsibilities,
checking in, 1002 opening portfolio models, 971–973
creating, 1094–1096 1059–1060 processes, 973
editing details, 1075 property toolbox, project and task defini-
enterprise resource pool, 1060–1061 tions, 975
1090–1092 refreshing views, 1065 reports, 974–975
Enterprise Resource Pool transferring portfolio security, 978
Wizard, 1091 models, 1064 skill and attribute defini-
filtering, 1075, 1100 portfolio models, 1054–1055 tions, 975–976
generic resources, analyzing, 1063–1064 time reporting, 977
1091–1093 comparing, 1061 Project Server database
importing, 1021–1023 creating, 1056–1058 cleaning up, 1003
matching, 1099 modifying, 1062–1063 logins, 1004–1007
removing from projects, opening, 1059–1060 project versions
1098 properties, 1060–1061 advantages of, 982
replacing, 1098–1099 refreshing views, 1065 creating, 981
resource assignments, transferring, 1064 cross-project links, 982
1074–1075 Project Center defined, 976
resource availability, accessing, 1031 deleting, 1000
1074–1077 Administrative projects, opening schedules with,
Resource Substitution 1047 982
Wizard, 1091 booking types, 1039–1040 formatting, 1000
viewing, 1074, 1078–1081 Build Team feature, modifying, 1000
enterprise templates, 981, 1036–1038 Published version, 981,
1065–1066 filters, 1030, 1033–1034, 999
OLAP (Online Analytical 1037–1038 resources, 982
Process) cubes, 994–999 groups, 1033–1034 Version field, 1000
Portfolio Analyzer multiple enterprise pro- projects, importing,
assessing projects with, jects, opening, 1024–1028
1053–1054 1040–1042 Resource Center, 1070–1072
changing view content, project check-in, 1046 accessing, 1070–1071
1051–1052 project information, edit- Edit Resource Details
charts, 1051 ing, 1034 view, 1075
filters, 1075
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project schedules 1189

Open command, 1073 delays, 176 resource availability, 176

Resource Availability dependency links, 177–178 reviewing project status
views, 1076–1077 auditing, 199–200 assignment-level status,
Save Link command, 1072 Autolink, 196–198 574–575
View Availability com- cautions, 178 progress lines, 559–562
mand, 1072 creating with Entry table, project statistics, 565
View Availability view, 193–194 Project Summary reports,
1074 creating with Link Tasks 565
View Enterprise tool, 187 project summary tasks,
Resources view, 1074 creating with mouse, 565–570
View Resource 194–196 resource-level status,
Assignments screen, creating with Task Form 573–574
1078–1081 view, 190–192 slipping assignments, 562
View Resource creating with Task slipping tasks, 562
Assignments view, Information dialog box, Status field, 557–558
1074–1075 188–189 Status Indicator field,
Resource Center views, defined, 176 557–558
990–993 deleting, 185, 188, task-level status, 570
Resource Substitution 198–199 variances, 563–564,
Wizard, 1110–1117 dependent tasks, 179–180 571–573
role management, 984 editing, 187, 198 schedule revisions, 595–598
summary of features, 1030 Finish-to-Finish relation- split tasks, 220–223, 228
system administration, ship, 183 start dates, 176
986–987 Finish-to-Start relation- task calendars, 176
system architecture, 968–969 ship, 182 assigning to tasks,
system requirements, honoring, 212–214 224–225
969–970 lag time, 180–181, creating, 223–226
Team Builder, 1091, 189–190 task constraints
1102–1103 lead time, 180–181, ALAP (As Late As
Add button, 1106 189–190 Possible), 202
Apply Filter button, 1104 outlined projects, 185 ASAP (As Soon As
Available to Work check overlapping tasks, Possible), 202
box, 1105 180–181, 189–190 creating with Schedule
Customize Filters field, predecessor tasks, Tasks Project Guide,
1105 177–180, 189 207–208
Details button, 1106 reversing, 227 creating with Task Details
Enterprise Resource list, Start-to-Finish relation- form, 209
1105 ship, 183–184 creating with Task
Existing Filters list, 1105 Start-to-Start relationship, Information dialog box,
Graphs button, 1106 182 208
Group By field, 1105 successor tasks, 177–180 creating with Task table,
Match button, 1106 summary tasks, 184–185 208–209
Remove button, 1106 tasks from different custom Constraint Dates
Replace button, projects, 227 table, 228–229
1104–1106 troubleshooting, 226–227 defined, 176, 201
Team Resource list, 1106 unrelated tasks, 178 deleting, 216
Timesheet views, 993–994 views, 199–201 examples, 201
time reporting, 983 duration estimates, 176 finding, 214–216
versions, 1066–1067 fast-tracking, 183 flexible/inflexible,
project schedules, 176–177 finish dates, 176 203–206
deadline dates interruptions, 176, 220–223, FNET (Finish No Earlier
entering, 217–219 228 Than), 203
filtering, 219 just-in-time scheduling, 179, FNLT (Finish No Later
missed deadlines, 220, 229 184 Than), 203

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1190 project schedules

hard constraints, 212–214 document management, defined, 522

honoring, 212–214 CD:87–88 editing, 527
MFO (Must Finish On), issues tracking, CD:89–90 fields, 522–524
203 risk tracking, CD:90–91 interim plans, 525
MSO (Must Start On), subwebs, CD:86 rebaselining, 524
203 user accounts rolling up, 525
Planning Wizard warn- creating from workgroup saving, 522–526
ings, 210–212 messages/status reports, viewing, 527–528
resolving conflicts, CD:69 Build Team feature,
216–217 creating from workgroup 1036–1037
reviewing, 214–216 updates/status reports, calendars, 108, 1018–1019
SNET (Start No Earlier CD:569 checking in, 1001
Than), 203 creating when delegating combined resource lists, 627
SNLT (Start No Later tasks, CD:69 constraints, 17
Than), 203 creating with Add User copying base calendars
soft constraints, 212–214 screen, CD:66–67 between, 90–91
troubleshooting Project Statistics dialog box, defining, 975
adjusted dates, 227–228 61–62, 468–469, 565 distributing, 486
mouse and task links, enterprise projects
226–227 Project Statistics tool, 565 booking types, 1039–1040
split tasks, 228 Project Summary report, 565, Build Team feature,
working times, 176 881–882, 899–900 1036–1037
Project Server, CD:66 Project Summary Task option checking in, 1046
Assignment view, CD:74 (Options dialog box), 784 deleting, 1042–1043
authentication, CD:72–73 filtering, 1030,
project summary tasks,
categories, CD:70 1033–1034, 1037–1038
565–570
cleaning up, 1003 grouping, 1033–1034
creating, 566
custom menus, CD:84–86 linking tasks across,
defined, 793
custom views, CD:74 1043–1045
displaying, 784
categories, CD:77 opening multiple,
phases, 569–570
default grouping, CD:76 1040–1043
viewing, 565
fields, CD:75 project information,
Project Web Access. See Web editing, 1034
filters, CD:76
Access project information,
Gantt Chart format,
CD:75 Project window, 32. See also viewing, 1035–1036
grouping formats, CD:76 views resource assignment,
Portfolio Analyzer view, Entry bar, 37 1037–1038
CD:77–84 menu bar, 35 resource availability, 1040
splitter bars, CD:75 Project Guide, 38–41 searching, 1034
table selection, CD:75 ScreenTips, 38–39 viewing, 1032
enabling/disabling features, status bar, 38 enterprise resources
CD:84 toolbars, 35–36 adding, 1097–1098
groups, CD:68 View bar, 37–38 booking type, 1100–1102
logging in to, 1004–1007 filtering, 1100
projects, 56. See also manage-
Project Center view, CD:74 matching, 1099
ment; project plans; project
Project view, CD:74 removing, 1098
schedules; tracking
Resource Center view, CD:74 replacing, 1098–1099
Administrative projects, 1047
security templates environment options
analyzing, 1048
creating, CD:71 calendar options, 72–73
attaching notes to, 146–147
deleting, CD:71–72 date format, 75
attributes, 979–980
modifying, CD:70 days per month, 68–69
backward-scheduled, 121
SPS (SharePoint Services) decimal digits, 75
baselines
document libraries, default end time, 69–70
clearing, 526
CD:86 default save format, 75
copying, 528
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projects 1191

default start time, 69–70 assessing projects with, statistics, 63

default view, 73–74 1053–1054 summary information,
displaying, 65 changing view content, 62–63
duration time units, 73 1051–1052 recording macros for,
file-specific options, charts, 1051 CD:29–30
66–67 compared to Portfolio resource pools
fiscal year, 70–72 Modeler, 1048–1049 creating, 621
global options, 66 drop-down lists, 1051 disabling resource sharing,
hours per day, 68–69 example, 1050 625–626
hours per week, 68–69 PivotTables, 1051 links, 626
user name, 73 Save a Link option, 1050 maintaining, 622
forward-scheduled projects, Save as GIF option, 1051 opening, 622–624
121, 403 view options, 1050 refreshing, 624
goals of, 16 portfolio models, 1054–1055 resource sharing, 621–624
groups, 108 analyzing, 1063–1064 saving, 625
importing, 648, 1024–1028. comparing, 1061 updating, 623–624
See also Import maps; creating, 1056–1058 reviewing status of
Export maps modifying, 1062–1063 assignment-level status,
inserted projects opening, 1059–1060 574–575
creating, 615 properties, 1060–1061 progress lines, 559–562
deleting, 617 refreshing views, 1065 project statistics, 565
icons, 608 transferring, 1064 Project Summary reports,
identifying, 617 Project Center 565
links, 613–614 accessing, 1031 project summary tasks,
maintaining, 616–617 Administrative projects, 565–570
managing, 614–615 1047 resource-level status,
relative paths, 615 booking types, 1039–1040 573–574
replacing, 616 Build Team feature, slipping assignments, 562
viewing information 1036–1038 slipping tasks, 562
about, 613 filters, 1030, 1033–1034, Status field, 557–558
linking, 604, 618–621 1037–1038 Status Indicator field,
master projects, 612–613 groups, 1033–1034 557–558
multiple instances of, 609 multiple enterprise pro- task-level status, 570
multiple projects jects, opening, variances, 563–564,
advantages, 604 1040–1042 571–573
filtering, 610–611 project check-in, 1046 saving
formatting, 611 project information, as Excel worksheets,
linking, 618–621 editing, 1034 665–668
managing, 604 project information, as HTML documents,
merging, 607–608, viewing, 1035–1036 CD:3–8
612–613 resource availability, 1040 .mdb format, 645
multiple windows, searches, 1034 .mpd format, 640–643
604–606 view options, 1032 ODBC databases,
sorting, 610–611 project information 647–648
split windows, 605 editing, 1034–1036 as XML files, 681
task dependencies, 611 Project Information spell checking, 486
views, 609 dialog box, 57–61 statistics
workspaces, 607 viewing, 1035 displaying, 468–469
New Project Wizard, 85–86 properties printing, 487
opening contents, 64 Project Statistics dialog
.mdb format, 645–646 custom properties, 64–65 box, 61–62, 468–469,
.mpd format, 643–645 general properties, 63 565
organizing, 604 linking property values to viewing, 565
Portfolio Analyzer project fields, 65 subprojects, 612–613

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38 0789730723_index.qxd 1/12/04 2:39 PM Page 1192

1192 projects

templates. See also Global providers (OLE DB), 687–688 Rectangle button (Drawing
template Public statement, CD:50 toolbar), 249
built-in templates, Recurring Task command
104–105 public variables, CD:50–51
(Insert menu), 138
creating, 106–107 Published version, 981, 999
defined, 103 Recurring Task Information
publishing Web pages, CD:24 dialog box, 138
editing, 107
.mpt file extension, 103 recurring tasks, 137
opening, 104 Q-R constraints, 141
temporary nature of, 16 creating, 138–141
versions Quartile Percentage button editing, 142
adding, 999–1000 (Tracking toolbar), 549 end dates, 139
comparing, 483–487 question mark (?), 52, 864, icons, 140
deleting, 1000 CD:44 linking, 141
formatting, 1000 start dates, 139
modifying, 1000 summary tasks, 139
Published version, 999 rate of consumption recursion, CD:55–56
Version field, 1000 fixed, 294, 328
variable, 295, 329 redefining table columns, 845
viewing as HTML docu-
ments, CD:9 RBS (Resource Breakdown reducing
workspaces, 607 Structure) code, 1010, 1082 costs, 481–483, 596–597
duration, 597–598
proofreading project plans, Read-Only files, 101 scope, 596
486
Read-Only Recommended workload for overallocated
properties files, 102 resources, 419–421, 432
portfolio models, 1060–1061
reading reports, 879 references, linked
projects
realigning project plans, 479 creating, 697–699
contents, 64
cost reduction, 481–483 defined, 697
custom properties, 64–65
crashing the schedule, deleting, 701–702
general properties, 63
480–481 identifying, 702
linking property values to
critical path, 480 link indicators, 699
project fields, 65
project versions, comparing, pasting, 697–699, 702
statistics, 63
483–487 refreshing, 699–701
summary information,
restoring, 702
62–63 reapplying filters, 474
updating, 699–701
text boxes, 258 Rearrange Commands dialog
VBA (Visual Basic for Refresh Resource Pool com-
box, 932–933
Applications), CD:32, mand (Resources menu), 624
CD:42 Reassign Resource in Model’s
refreshing
Pool option (Portfolio
Properties dialog box filters, 474
Modeler), 1058
Contents tab, 64 linked data, 699–701
Custom tab, 64–65 Reassign Resources in Project Portfolio Modeler views,
General tab, 63 option (Portfolio Modeler), 1065
Statistics tab, 63 1058 resource pools, 624
Summary tab, 62–63 rebaselining, 524 Relationship Diagram view,
Properties field (Microsoft reconciling overallocated 747
Project Server Accounts resources, 406 relationships
dialog box), 1007 Record New Macro command between tasks, 745–747
Properties window (VBE), (Macro menu), CD:29 tracing with
CD:36 TraceDependencies macro,
recording macros
CD:46
proposed booking, 1039, 1101 for entire project, CD:29–30
calling subroutines with
prorated accrual, 285 for selected tasks, CD:30–32
arguments, CD:54
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reports 1193

calling subroutines with- Renumber command (WBS page setup options, 896
out parameters, menu), 169 Project Summary report,
CD:52–53 renumbering custom WBS 899–900
Case statement, codes, 168–169 Resource reports,
CD:53–54 901–909
reordering tasks, 197, 273–274 saving, 918
code listing, CD:47–50
filters, CD:56–57 Replace button (Team sharing, 918
input box, CD:51–52 Builder), 1104–1106 sort order, 898, 910
main subroutine, CD:51 Replace Resource dialog box, Task and Resource
message box, CD:52 377–378, 439 reports, 901–909
recursion, CD:55–56 text formatting, 897, 909
replacing
variables, CD:50–51 defined, 108
enterprise resources,
views, CD:56–57 designing, 895–896
1098–1099
relative paths, 615 displaying, 878–879
inserted projects, 616
distributing, 919
remaining availability, display- resource assignments,
editing, 892–893
ing 377–378
filtering, 880, 918
Remaining Availability graph, resources, 1104
footers, 880
372 Report button (Project headers, 880
Remaining Availability option Guide), 41 Monthly Calendar reports,
(Details menu), 823 915–917
reports, 878
Remaining Availability view nonworking time categories,
Assignment Reports category,
(Resource Center), 1076 CD:93–94
889–890
Remaining Duration field, 535 copying, 894–895 Overview Reports category,
Remaining Work field Cost Reports category 880
assignments, 538 Budget report, 886 Critical Tasks, 881
tasks, 535–536 Cash Flow report, Milestones, 881
886–887 Project Summary,
reminders, CD:94–95
Earned Value report, 881–882, 899–900
Remove All Page Breaks com- 886–888 Top-Level Tasks, 881
mand (Insert menu), 496, creating Working Days, 881–882
789 from existing reports, period, 880
Remove button (Team 894–895 planning, 974–975
Builder), 1106 from scratch, 895–896 previewing, 893
crosstab reports, 910–915 printing, 490–491, 514–515,
Remove field (Microsoft
Current Activities Reports 893
Project Server Accounts
category, 884–886 Project Summary, 565
dialog box), 1007
custom reports, 891 reading, 879
Remove Page Break command Calendar reports, 901 selecting, 878
(Insert menu), 496, 789 collapsing task detail, 899 sort order, 880
Remove Split command column widths, 918 status reports, 1129
(Window menu), 153 creating from existing compiling, 1132–1133
removing. See deleting reports, 892–895 creating user accounts
creating from scratch, 895 from, CD:69
Rename button (Customize requesting, 1130–1131
creating with Custom
Fields dialog box), 849 status report flow, 1130
Reports dialog box,
Rename dialog box, 948 893–894 submitting, 1131–1132
renaming crosstab reports, 910–915 tables, 880
custom forms, 960 definitions, 904–905 Task and Resource reports
enterprise project calendars, designing, 895–896 customizing, 901–909
1019 details, 905–908 definitions, 904–905
menus, 944 Monthly Calendar details, 905–908
objects, 111 reports, 915–917 sort order, 910
toolbars, 947–948 page breaks, 896 text formatting, 909

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38 0789730723_index.qxd 1/12/04 2:39 PM Page 1194

1194 reports

types of, 879 graphs, 371–373 modifying, 377–379

undoing changes to, 919 modifying assignments, multiple resources, 333–334
Workload Reports category, 377–379 nondriver resources, 355
890–891 removing assignments, notes, 393
Reports command (View 376–377 overallocated resources
menu), 91, 514, 878, 895 resource list filters, defined, 402
369–371 delayed assignments,
Reports dialog box, 91, 514, 440–447
resource unit assignments,
878 extended working hours,
374–375
Republish Assignments com- Assignment Information 429–432
mand (Collaborate menu), dialog box, 390–391 filtering, 409–410
1125 Cost Rate Table field, formatting display, 405
Request Progress Information 392–393 Go to Next
menu commands, 1125 Notes field, 392–393 Overallocation tool, 412
Work Contour field, highlighting, 405
requesting
391–392 identifying, 405–409
status reports, 1130–1131
assignment units, 325 increasing availability of,
user input, CD:51–52
field format, 326 410, 418–423
Reschedule Uncompleted fixed consumption rates, overtime, 423–428
Work to Start option 328 reasons for, 403
(Update Project form), fractions, 328 reconciling, 406
553–554 material resource units, reducing workload for,
Reschedule Work button 328–329 419–421, 432
(Tracking toolbar), 549 maximum number of, 326 Resource Allocation view,
rescheduling options, 544–546 variable consumption 432–434
rates, 329 Resource Usage view,
resetting base calendars, work resource units, 410–411
81–82 326–327 sensitivity setting,
reshaping polygons, 254 availability of resources, 407–408
resizing determining, 402–404 split assignments, 451–453
combo boxes, 934 components of, 322–324 split tasks, 448–451
custom forms, 955–956 consumption rates substituting underused
floating toolbars, 929 fixed, 294, 328 resources for, 434–440
objects, 253–254, 703, 707, variable, 295, 329 timephased assignments,
729 contouring, 440 408
polygons, 254 Cost Rate tables, 392–393 timephased details,
delaying, 342–345, 440 412–417
ResMgmt_TaskEntry macro, viewing, 409
individual assignments,
755 overtime, 346–348, 385–387,
443–447
resolving conflicts, 216–217 fixed-finish-date projects, 423–428
Resource Allocation view, 384–385 removing, 376–377
432–434, 444, 755–756 fixed-start-date projects, resource assignment fields
382–384 Assignment Units,
Resource Assignment dialog
leveling delays, 324 325–329
box, 438–439
tasks, 441–443 Assignment Work, 329
resource assignments, 360, drag-and-drop, 376 Material Resources, 330
365. See also resource driver resources, 355–357 Resource Name, 324–325
scheduling extended working hours, Work Resources, 329–330
adjusting actuals, 1080 429–432 resource availability graphs,
Assign Resources dialog box, fixed contract fees, 396–399 372–373
365–367, 1107–1110 fixed costs, 396–399 resource filters
displaying, 366 front-loaded contour, 324 applying, 370
drag-and-drop, 376 hiding/displaying, 411 Available to Work filter,
features, 367–368 material resources, 330, 333 370–371
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resource fields 1195

Group filter, 369 Apply Filter button, 1104 Resource Breakdown

removing, 370 Available to Work check Structure (RBS) code, 1010,
Resources – Material box, 1105 1082
filter, 369 Customize Filters field, Resource Center, 1070–1072,
Resources – Work filter, 1105 CD:74
369 Details button, 1106 accessing, 1070–1071
resource leveling, 419–421, Enterprise Resource list, filters, 1075
454–455 1105 Open command, 1073
Automatic Leveling, 462 Existing Filters list, 1105 Save Link command, 1072
Clear Leveling dialog box, Graphs button, 1106 views
462 Group By field, 1105 creating, 990–993
Level Now dialog box, Match button, 1106 Edit Resource Details
459–463 Remove button, 1106 view, 1075
priorities, 458–459 Replace button, modifying, 990–993
Resource Allocation view, 1104–1106 Resource Availability
432–434 Team Resource list, 1106 views, 1076–1077
Resource Leveling dialog troubleshooting, 358, 399 View Availability view,
box, 455–459 viewing, 1074–1075, 1072–1074
resource substitution, 1078–1079 View Enterprise
434–440 approved timesheets, Resources view, 1074
resource names, 324–325 1080–1081 View Resource
resource units, 374–375 timesheet format, 1079 Assignments view,
sorting, 463 timesheet summary, 1080 1074–1075, 1078–1081
for specific amounts of work, work contours, 392
applying, 352 resource costs
375–376
back loaded, 348–350 calculating, 282
split assignments, 451–453
bell, 350 Cost Accrual, 307
split tasks, 345, 448–451
contoured, 351 Cost Per Use, 305
task calendars, 353–354
documenting changes to, Cost Rate tables, 305–306
task duration for multiple
352 defined, 281
resources, 357–358
double peak, 350 Overtime Rate, 304–305
task effort-driven setting, 364
early peak, 350 Standard Rate, 303–304
Task Entry view
assignment delay, 382–385 example, 348–349 resource-driven tasks, 27
overtime work, 385–387 flat pattern, 348–350 Resource Export Table map,
step-by-step instructions, front loaded, 348–350 652, 654
379–381 late peak, 350
resource fields, 292–293
Task Form view, 365, turtle, 351
Base Calendar, 300–301
387–390 work formula, 330–335
Code, 307–308
Task Information dialog box, work resources, 329–332
Cost Accrual, 307
365, 393–394 Resource Availability field Cost Per Use, 305
Task table, 365, 395–396 (resources), 298–300 Cost Rate tables, 305–306
task types
resource availability fields Group, 295–297
changing, 361–363
Base Calendar, 300–301 ID, 293
choosing, 335–336, 338,
Max Units, 297–298 Indicators, 293
363
Resource Availability, Initials, 295
effort-driven tasks,
298–300 Material Label, 295
338–341
Working Time, 301–302 Max Units, 297–298
fixed-duration tasks, 335
Resource Availability table, Overtime Rate, 304–305
fixed-unit tasks, 336
418 Resource Availability,
fixed-work tasks, 335
298–300
verifying, 361 Resource Availability views Resource Name, 294
Task Usage view, 365 (Resource Center), Standard Rate, 303–304
Team Builder, 1102–1103 1076–1077 Type, 294–295
Add button, 1106

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38 0789730723_index.qxd 1/12/04 2:39 PM Page 1196

1196 resource fields

Workgroup, 308 Resource Information dialog Resource Name Form view,

Working Time, 301–302 box, 288–289, 292–293, 698 753
resource filters Base Calendar field, 300–301 Resource Names field, 123
All Resources, 317, 767 Code field, 307–308
Resource Pending group, 773
applying, 370 Cost Accrual field, 307
Available to Work, 370–371 Cost Per Use field, 305 Resource Range... filter, 768
Confirmed Assignments, 767 Cost Rate tables, 305–306 Resource reports
Cost Greater Than..., 767 Details button, 308 customizing, 901–903
Cost Overbudget, 317, Group field, 295–297 definitions, 904–905
572–574, 767 Indicators field, 293 details, 905–908
Date Range..., 767 Initials field, 295 text formatting, 909
Group..., 317, 369, 767 Material Label field, 295 definitions, 904–905
In Progress Assignments, 767 Max Units field, 297–298 details, 905–908
Linked Fields, 702, 768 overallocated resources, sort order, 910
Overallocated Resources, 422–423 text formatting, 909
317, 409, 768 Overtime Rate field, 304–305
resource scheduling, 322. See
removing, 370 Resource Availability field,
also resource assignments
Resource Range..., 768 298–300
availability of resources,
Resources with Attachments, Resource Name field, 294
determining, 402–404
768 Standard Rate field, 303–304
delays, 342–345, 440
Resources—Material, Type field, 294–295
individual assignments,
315–316, 369 Windows Account button,
443–447
Resources—Work, 369, 768 308
fixed-finish-date projects,
Resources/Assignments with Working Time field, 301–302
384–385
Overtime, 317, 768 Resource Leveling command fixed-start-date projects,
Should Start By..., 574, 768 (Tools menu), 443 382–384
Should Start/Finish By..., Resource Leveling dialog box, leveling delays, 324
574, 768 443, 455–459 tasks, 441–443
Slipped/Late Progress, 768 driver resources, 355–357
Slipping Assignments, 317, Resource List Options button
extended working hours,
562, 574, 768 (Assign Resources dialog
429–432
Unconfirmed Assignments, box), 290
forward-scheduled projects,
768 Resource List Options dialog 403
Unstarted Assignments, 768 box, 290 nondriver resources, 355
Work Complete, 317, 768 resource lists overallocated resources
Work Incomplete, 768 creating defined, 402
Work Overbudget, 572–574, Assign Resources dialog delayed assignments,
768 box, 289–291 440–447
Resource Form view, 753 Resource Information extended working hours,
formatting, 817–819 dialog box, 288–289 429–432
scheduling overtime, 425–426 Resource Sheet view, filtering, 409–410
Resource Graph view, 754 287–288 formatting display, 405
bar styles, 824–826 Task Form view, 291–292 Go to Next
display values, 822–824 filtering, 472–474 Overallocation tool, 412
format options, 821–822 grouping, 477 highlighting, 405
formatting, 819–821 pasting from another applica- identifying, 405–409
bar styles, 824–826 tion, 318–320 increasing availability of,
display values, 822–824 sorting, 475–477 410, 418–423
format options, 821–822 Resource Management overtime, 423–428
toolbar, 412, 927 reasons for, 403
Resource Group... filter, 766 reconciling, 406
resource groups, 477, 772–773 resource managers, 972 reducing workload for,
resource histograms, 754 Resource Name field, 294, 419–421, 432
324–325
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resources 1197

Resource Allocation view, front loaded, 348–350 analyzing, 1048

432–434 late peak, 350 attaching hyperlinks to, 150
Resource Usage view, turtle, 351 attributes, 980–981
410–411 work formula, 330–331 availability of, 176
sensitivity setting, applying to existing Assignment Work graph,
407–408 assignments, 335 372
split assignments, 451–453 applying to new assign- determining, 402–404
split tasks, 448–451 ments, 331–334 overallocated resources,
substituting underused work schedules, 388–390 410, 418–423
resources for, 434–440 resource sharing, disabling, 629 Remaining Availability
timephased details, graph, 372
Resource Sheet command viewing, 373
412–417
(View menu), 287 Work graph, 372
viewing, 409
overtime, 346–348, 423–428 Resource Sheet view, 33, booking types, 1039–1040
rescheduling options, 287–288, 292–293, 752 checking in, 1002
544–546 Base Calendar field, 300–301 consolidated resources, 280
resource leveling, 419–421, Code field, 307–308 costs
454–455 Cost Accrual field, 307 accrued costs, 307
Automatic Leveling, 462 Cost Per Use field, 305 calculating, 282
Clear Leveling dialog box, Cost Rate tables, 305–306 cost per use, 305
462 formatting, 830 Cost Rate tables, 305–306
Level Now dialog box, Group field, 295–297 defined, 281
459–463 ID field, 293 fixed costs, 281
priorities, 458–459 Indicators field, 293 overtime rate, 304–305
Resource Allocation view, Initials field, 295 standard rate, 303–304
432–434 Material Label field, 295 total costs, 281
Resource Leveling dialog Max Units field, 297–298 defined, 279
box, 455–459 Overtime Rate field, 304–305 defining, 975–976
resource substitution, Resource Availability field, deleting, 1106
434–440 298–300 driver resources, 355–357
split tasks, 345 Resource Name field, 294 enterprise resource calendars,
task calendars, 353–354 Standard Rate field, 303–304 1019
task duration for multiple Type field, 294–295 enterprise resources,
resources, 357–358 Working Time field, 301–302 1090–1091
task types Resource Substitution Wizard, actual resources,
choosing, 335–338 1091, 1110–1117 1091–1094
effort-driven tasks, adding to projects,
resource tables, 760–761
338–341 1097–1098
fixed-duration tasks, 335 Resource Usage report, 891 adjusting actuals, 1080
fixed-unit tasks, 336 Resource Usage view, 751 applying custom fields to,
fixed-work tasks, 335 formatting, 826–828 1091, 1096
troubleshooting, 358 overallocated resources, applying outline codes to,
work contours 410–411 1091, 1096
applying to assignments, print options, 507 booking type, 1100–1102
352 project tracking, 550–551 building teams from, 1097
back loaded, 348–350 Resource/Assignments with creating, 1094–1096
bell, 350 Overtime filter, 317 editing details, 1075
contoured, 351 enterprise resource pool,
documenting changes to, resources, 278. See also 1090–1092
352 resource assignments; Enterprise Resource Pool
double peak, 350 resource scheduling Wizard, 1091
early peak, 350 adding to projects, 308–309, filtering, 1075, 1100
example, 348–349 339, 1037–1038 generic resources,
flat pattern, 348–350 advantages, 278 1091–1093

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38 0789730723_index.qxd 1/12/04 2:39 PM Page 1198

1198 resources

matching, 1099 Unstarted Assignments, reconciling, 406

removing from projects, 768 reducing workload for,
1098 Work Complete, 317, 768 419–421, 432
replacing, 1098–1099 Work Incomplete, 768 Resource Allocation view,
resource assignments, Work Overbudget, 432–434
1074–1075 572–574, 768 Resource Usage view,
resource availability, generic resources, 281 410–411
1074–1077 groups, 314–315, 1105 sensitivity setting,
Resource Substitution Assignments Keeping 407–408
Wizard, 1091 Outline Structure, 772 split assignments, 451–453
viewing, 1074 Complete and Incomplete split tasks, 448–451
viewing assignments, Resources, 772 substituting underused
1078–1081 defined, 280, 297 resources for, 434–440
equipment, 280 Group field, 295–297 timephased details,
extended working hours, Resource Group, 477, 773 412–417
429–432 Resource Pending, 773 viewing, 409
filters Standard Rate, 477, 773 overtime, 423–428
All Resources, 317, 767 Work vs. Material people, 280
applying, 370 Resources, 773 placeholder resources, 281
Available to Work, importing, 1021–1023 removing, 339, 1037–1038
370–371 individual resources, 280 replacing, 1104
Confirmed Assignments, leveling, 419–421, 454–455 resource fields, 292–293
767 Automatic Leveling, 462 Base Calendar, 300–301
Cost Greater Than..., 767 Clear Leveling dialog box, Code, 307–308
Cost Overbudget, 317, 462 Cost Accrual, 307
572–574, 767 Level Now dialog box, Cost Per Use, 305
Date Range..., 767 459–463 Cost Rate tables, 305–306
Group..., 317, 369, 767 priorities, 458–459 Group, 295–297
In Progress Assignments, Resource Allocation view, ID, 293
767 432–434 Indicators, 293
Linked Fields, 702, 768 Resource Leveling dialog Initials, 295
Overallocated Resources, box, 455–459 Material Label, 295
317, 409, 768 resource substitution, Max Units, 297–298
removing, 370 434–440 Overtime Rate, 304–305
Resource Range..., 768 matching, 1106 Resource Availability,
Resources with material resources, 280 298–300
Attachments, 768 naming, 294 Resource Name, 294
Resources—Material, nondriver resources, 355 Standard Rate, 303–304
315–316, 369 overallocations, 324 Type, 294–295
Resources—Work, 369, defined, 402 Working Time, 301–302
768 delayed assignments, resource lists
Resources/Assignments 440–447 creating, 287–292
with Overtime, 317, 768 extended working hours, filtering, 472–474
Should Start By..., 574, 429–432 grouping, 477
768 filtering, 409–410 pasting from another
Should Start/Finish By..., formatting display, 405 application, 318–320
574, 768 Go to Next sorting, 475–477
Slipped/Late Progress, Overallocation tool, 412 resource pools
768 highlighting, 405 creating, 286–292, 621
Slipping Assignments, identifying, 405–409 defined, 279
317, 562, 574, 768 increasing availability of, disabling resource sharing,
Unconfirmed 410, 418–423 625–626
Assignments, 768 overtime, 423–428 links, 626
reasons for, 403 maintaining, 622
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Save Link command 1199

opening, 622–624 links, 702 risks, 1036, 1135–1137,

refreshing, 624 menus, 946 CD:90–91
resource sharing, 621–624 tables, 730 Risks: New Item dialog box,
saving, 625 tasks, 265 CD:91
updating, 623–624 toolbars, 936
views, 875 roles, 971, 984
Resource reports
customizing, 901–909 Resume field (progress bars), rolled up tasks, 793
definitions, 904–905 796 rolling up baselines, 525
details, 905–908
reversing dependency links, Rollup table, 739, 759
sort order, 910
227 rollup taskbars, 161–163
text formatting, 909
searching for, 20, 35, 50 reviewing rollup views, 738–741
sharing, 604 project plans
Round Bars to Whole Days
sorting, 310–314, 776 compressed timescales,
option (Layout dialog box),
by ID number, 310 469–470
799
by name, 312–313 custom groups, 477–479
predefined fields, 776 outline codes, 471 Routing Recipient command
Sort dialog box, 312–313 project-level statistics, (Send To menu), 486
sort keys, 777 468–469, 487 rows
sort operation, 777 resource groups, 477 Gantt Chart bar charts, 794
by type, 312–313 sorting tasks, 475–477 heights, 237, 847
undoing sorts, 313 spell check, 486 moving, 1035
substituting, 434–440, task constraints, 214–216 Run Sub/UserForm command
1110–1117 task filters, 472–474 (Run menu), CD:43
tables, 760–761 task groups, 477
Task Sheet view, 830 task list outline, 470–471
Task Usage view, 829 WBS (Work Breakdown
versions, 982 Structure) codes, 471 S
viewing availability of, 1040 project status
work resources, 280 assignment-level status, Safe Mode feature, 103
574–575 Save a Link option (Portfolio
Resources/Assignments with
progress lines, 559–562 Analyzer), 1050
Overtime filter, 768
project statistics, 565
Resources button (Project Project Summary reports, Save As command (File
Guide), 41 565 menu), 100, 645
Resources command (Tools project summary tasks, Save As dialog box, 99–100,
menu), 621 565–570 CD:3
Resources – Material filter, resource-level status, Save as GIF option (Portfolio
369, 768 573–574 Analyzer), 1051
slipping assignments, 562
Resources menu commands slipping tasks, 562 Save As Web Page command
Refresh Resource Pool, 624 Status field, 557–558 (File menu), 102, CD:3
Share Resources, 621–622 Status Indicator field, Save As Workspace command
Update Resource Pool, 624 557–558 (File menu), 635
Resources with Attachments task-level status, 570 Save Baseline command
filter, 768 variances, 563–564, (Tracking menu), 524
Resources – Work filter, 369, 571–573
Save Baseline dialog box,
768 revising 524–525
reestablishing links, 699 schedules, 595–596
Save command (File menu),
costs, 596–597
restoring 99, 959
duration, 597–598
commands, 946 Save Link command
scope, 596
Enterprise Global template, (Resource Center), 1072
timesheets, 1129
1020

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38 0789730723_index.qxd 1/12/04 2:39 PM Page 1200

1200 Save Map dialog box

Save Map dialog box Scale Separator box task tables, 235–236
(Import/Export Wizard), (Timescale dialog box), 788 for tasks, 20, 35, 50
639, CD:8 Scale the Picture to 22 Inches security
Save Microsoft Project Files in Width option (Copy authentication, CD:72–73
As setting (Options dialog Picture dialog box), 723 files, 100–102
box), 75 schedule performance index managing, 984
Save Options dialog box, 101 (SPI) field, 582 password protection, 101
planning, 978
Save Workspace As dialog box, Schedule table, 758 Safe Mode feature, 103
102, 607 Schedule Tasks Project Guide, security templates, CD:70–72
Save Workspace command 207–208 Select Dialog command (Edit
(File menu), 102, 607, 625 Schedule Tracking form, 950 menu), 955
saving schedule variance (SV) field, Selected Items command
base calendars, 84 581 (Request Progress
baselines, 522–526 Information menu), 1125
custom forms, 959 schedule variance percentage
custom groups, 872 (SV%) field, 582 Selected Tasks command
custom WBS codes, 170–171 scheduled updates (OLAP), (Zoom menu), CD:30
files 998 selecting
Auto Save feature, 98–99 Scheduling Options (Portfolio base calendars, 78
backups, 102 Modeler), 1058 data fields, 50–51
default location, 96–97 objects, 250, 269–270
scheduling. See project sched-
file type, 96–97 reports, 878
ules; resource scheduling
in HTML format, 102 Send To command (File
password-protected files, scope, 596
menu), 486
101 screen formats (views),
Read-Only files, 101 Send To menu commands,
836–837
Read-Only Recommended 486
screen types, changing, 875
files, 102 sensitivity setting, 407–408
Save As dialog box, ScreenTips, 35, 38–39, 450
separator bars, 933
99–100 scrollbars, 49
sequencing requirements, 24
workspaces, 102–103 Calendar, 260
Import/Export maps, CD:8 data fields, 48–49 Series Groups tab (Commands
interim plans, 525 Gantt Chart view, 234–235 and Options dialog box),
merged files, 608 Network Diagram view, CD:83
projects 269–270 server-side requirements
as Excel worksheets, task tables, 234–235 (Microsoft Project
665–668 timescale, 45, 243 Professional), 970
as HTML documents, Search box (Find dialog box), servers. See Project Server
CD:3–8 52
.mdb format, 645 services, Windows SharePoint
.mpd format, 640–643 searching Services, 628–629
as XML files, 681 enterprise projects, 1034 document libraries, CD:86
ODBC databases, Find dialog box, 20, 35, document management,
647–648 50–53 CD:87–88
reports, 918 for files issues tracking, CD:89–90
resource pools, 625 Advanced Search pane, 32 risk tracking, CD:90–91
versions, 1067 Basic Search pane, 32 subwebs, CD:86
views, 838 for resources, 20, 35, 50 Set as Default field (Microsoft
workspaces, 102–103, 607, security templates Project Server Accounts
625, 635 creating, CD:7 dialog box), 1007
deleting, CD:7–8
scale (pages), 498 modifying, CD:6 set statement, CD:40
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Split command 1201

Settings menu commands, Show/Hide tab (Commands Slipping Tasks filter, 562, 766
Printers, 490 and Options dialog box), Slipping Tasks report, 885
SF (Start-to-Finish) relation- CD:83–84
SmartTags, 41–42
ship, 183–184 Show Link Labels tool, 815
SNET (Start No Earlier
Share Resources command Show Outline Levels option Than) constraint, 203
(Resources menu), 621–622 (Project Center), 1032
SNLT (Start No Later Than)
Share Resources dialog box, Show Outline Number option constraint, 203
622, 625–626 (Options dialog box), 160,
784 soft constraints, 212–214
shared workspaces, 628–629
Show Outline Symbol option Sort By command (Sort
SharePoint Services, 628–629 menu), 312, 475, 610
document libraries, CD:86 (Options dialog box), 161,
784 Sort command (Project
document management,
Show Page Breaks tool, 815 menu), 310, 475, 610, 776
CD:87–88
issues tracking, CD:89–90 Show Progress Marks tool, Sort dialog box, 312–313,
risk tracking, CD:90–91 815 475–476, 776–777
subwebs, CD:86 sort keys, 777
Show Summary Tasks option
Sharer Takes Precedence but- (Options dialog box), 161, Sort menu commands, Sort
ton (Share Resources dialog 783 By, 312, 475, 610
box), 622
Show Time with Dates option sorting
shares (network), 618 (Project Center), 1032 combined tasks, 610–611
sharing data, 604, 632. See also Show To-Do List option defined, 474
importing data; exporting (Project Center), 1032 reports, 880, 898, 910, 915
data resource assignments, 463
showing. See displaying resource lists, 475–477
combined resource lists, 627
files, 97, 632–635 Size & Position tab (Format resources, 310–314
reports, 918 Drawing dialog box), 251 by ID number, 310
resource pools Size box (Timescale dialog by name, 312–313
creating, 621 box), 787 predefined fields, 776
disabling resource sharing, Sort dialog box, 312–313
sizing sort keys, 777
625–626
combo boxes, 934 sort operation, 777
links, 626
custom forms, 955–956 by type, 312–313
maintaining, 622
floating toolbars, 929 undoing sorts, 313
opening, 622–624
objects, 253–254, 703, 707, tasks, 475–477, 495, 776–777
refreshing, 624
729
resource sharing, 621–624 specialized Gantt Chart views
polygons, 254
saving, 625 Detail Gantt, 743
task tables, 236–237
updating, 623–624 Leveling Gantt, 743
shared workspaces, 628–629 skills Multiple Baselines Gantt, 744
defining, 975–976 Tracking Gantt, 742
sheet views, 748, 751–752
matching skill-sets,
Should Have Started Tasks 1088–1090 Specify Resource and OLAP
report, 885 multiple skills per resource, Cube Updates command
1016, 1087 (Manage Enterprise Features
Should Start By filter, 574,
proficiency levels per skill, menu), 996
766–768
1015–1016, 1086 spell check, 486
Should Start/Finish By filter,
574, 766–768 slack, 441 SPI (schedule performance
Slipped/Late Progress filter, index) field, 582
Show Bar Splits option
(Layout dialog box), 799 766, 768 split bars, 46–47, CD:75
Show For...Tasks column (Bar Slipping Assignments filter, Split command (Window
Styles dialog box), 792–793 317, 562, 574, 768 menu), 246, 263, 605

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38 0789730723_index.qxd 1/12/04 2:39 PM Page 1202

1202 Split Task command

Split Task command (Edit Start menu commands, Project Summary reports,
menu), 221 Programs, 30 565
Split Task dialog box, 221 Start No Earlier Than project summary tasks,
(SNET) constraint, 203, 565–570
Split Task ScreenTip, 450 resource-level status, 573–574
1058
Split Task tool, 221, 450 slipping assignments, 562
Start No Later Than (SNLT) slipping tasks, 562
splitting
constraint, 203 Status field, 557–558
assignments, 451–453
Gantt Chart view, 45–46 start times, 69–70 Status Indicator field,
tasks, 220–223, 228, 345, Start-to-Finish relationship, 557–558
448–451, 793 183–184 status reports, 1129
views, 246–247, 263 compiling, 1132–1133
Start-to-Start relationship,
windows, 605 requesting, 1130–1131
182
status report flow, 1130
SPS. See SharePoint Services started early tasks, 793 submitting, 1131–1132
SS (Start-to-Start) relation- started late tasks, 793 Status Request Pending
ship, 182 group, 772
started on time tasks, 793
Standard calendar, 76, 1018 task-level status, 570
starting Project, 30 variances
Standard leveling order, 457
state dates, 176 calculating, 563–564
Standard option (Gantt Chart cost variances, 571–572
Wizard), 802 statements
Case, CD:53–54 date variances, 571
Standard Rate field Dim, CD:39 work variances, 572–573
(resources), 303–304 For Each, Next, CD:40 status reports, creating user
Standard Rate group, 477, 773 If, Then, Else, CD:41 accounts from, CD:69
standard reports. See reports nested statements, CD:41 Status Request Pending
Open, CD:61–62 group, 772
Standard toolbar, 35, 926
Option Explicit, CD:39
Format Painter tool, 781 Stop field (progress bars), 796
Public, CD:50
Link Tasks tool, 187, 618 Stop Recording command
set, CD:40
Split Task tool, 221 (Macro menu), CD:29
Sub/End Sub, CD:38
Task Information button, 613
Unlink Tasks tool, 188 statistics Straight Links tool, 815
Zoom In button, 494 displaying, 468–469 Sub/End Sub statements,
Zoom Out button, 494 printing, 487 CD:38
Project Statistics dialog box,
start accrual method, 285 submitting
61–62, 468–469, 565
Start Date text box (Project status reports, 1131–1132
viewing, 565
Information dialog box), time with Outlook,
Statistics tab (Properties 1140–1141
58–60
dialog box), 63 timesheets for approval,
start dates 1126–1127
status bar, 38
Actual Start field, 532, 537
default start dates, 121 Status Date text box (Project Subproject File field, 617
defined, 794 Information dialog box), 59, subprojects, 612–613
entering, 58–60 61
subroutines, CD:31
fixed-start-date projects, status dates, 59, 61 calling with arguments,
382–384 Status field, 557–558 CD:54
troubleshooting, 93–94 calling without parameters,
variances, 571 Status Indicator field, 557–558
CD:52–53
Start field (task tables), 120 status of projects, reviewing main subroutines, CD:51
dates, 123 assignment-level status,
Substitute Resources com-
default start dates, 121 574–575
mand (Tools menu), 1112
default time of day, 122–123 progress lines, 559–562
project statistics, 565
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Task Export Table map 1203

substituting resources, editing, 841–843 Rollup, 739

434–440, 1110–1117 headers, 842 rows, 847
subtasks, 154–155, 233 hiding, 846 task tables, 232
inserting, 846 assigning resources with,
subwebs (SPS), CD:86 locking, 876 365, 395–396
successor tasks, 177–180 redefining, 845 columns, 236–239
Summary form, 950 retrieving hidden date format, 239
columns, 846–847 displaying, 236, 757
summary information,
Constraint Dates, 228–229 Duration field, 120
entering, 62–63
Cost, 283 fields, 235
Summary Progress field Cost Rate, 305–306, 392–393 finding tasks in, 235–236
(progress bars), 796 creating Finish field, 120–123
Summary tab (Properties columns, 841–843 ID field, 119
dialog box), 62–63 names, 841 Indicator field, 120
Table Definition dialog moving around in,
Summary table, 759, 761
box, 843–844 233–234
summary tasks, 44, 118, 139, customizing, 730 outlined task lists, 233
154–156, 233 defined, 108 Predecessors field, 123
critical, 267 definitions, 843–844 Resource Names field,
defined, 792 displaying, 757, 840 123
linking, 184–185 Earned Value Cost row height, 237
moving, 170 Indicators, 583–584, 589 scrolling, 234–235
noncritical, 267 BAC (budget at Start field, 120–123
rollup taskbars, 161–163 completion), 586 subtasks, 233
Summary Tasks filter, CPI (cost performance summary tasks, 233
473–474, 766 index), 585 task constraints, 208–209
SV (schedule variance) field, CV (cost variance), 584 task indicators, 233
581 CV% (cost variance Task Name field, 120
SV% (schedule variance percentage), 585 views, 837
percentage) field, 582 EAC (estimate at Tables command (View
completion), 586 menu), 904
syntax checking (macros), TCPI (to complete per-
CD:43 formance index), 586 tags
system administration, VAC (variance at <A>, CD:20–21
986–987 completion), 586 <BODY>, CD:16
Earned Value Schedule <TITLE>, CD:18
system requirements, 969–970
Indicators, 589 Task and Resource PivotTable
SPI (schedule perfor- map, 652, 655
T mance index), 582 Task Detail Form view, 750
SV (schedule variance),
Task Detail Name view, 750
tab-delimited text files, 581
682–684 SV% (schedule variance Task Details form, 209
Table command (View menu), percentage), 582 Task Entry view, 34, 45, 755
236, 757, 760, 840 editing, 841 resource assignments, 379
Entry table, 193–194 assignment delay, 382–385
Table Definition dialog box,
Excel PivotTables, 668–673 overtime work, 385–387
730, 841–844
fields, 50–51 step-by-step instructions,
Table menu commands, More Gantt Chart view, 44 379–381
Tables, 757, 760, 840 naming, 841 tasks, creating, 152–153
tables, 840–841 outline code lookup tables, Task Export Table map, 652,
applying to current view, 841 857–858 655
columns reports, 880
creating, 841–843 Resource Availability, 418
definitions, 845 restoring, 730

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38 0789730723_index.qxd 1/12/04 2:39 PM Page 1204

1204 Task Form view

Task Form view, 33–34, Finish-to-Start relation- creating, 142–144

291–292, 749 ship, 182 formatting, 142–144
dependency links, creating, honoring, 212–214 hyperlinks, 144
190–192 lag time, 180–181, inserting objects in,
formatting, 817–819 189–190 144–146
resource assignments, 365 lead time, 180–181, outlines
task indicators, 233 189–190 collapsing, 157–158,
outlined projects, 185 470–471
Task Information button custom outline numbers,
overlapping tasks,
(Standard toolbar), 613 169
180–181, 189–190
Task Information command predecessor tasks, display options, 160–161
(Project menu), 263 177–180 editing, 159, 187, 194,
Task Information dialog box, reversing, 227 201, 206
131, 233, 246, 263, 336–337, Start-to-Finish relation- expanding, 157–158
365, 613 ship, 183–184 formatting, 160–161
assigning resources with, Start-to-Start relationship, indenting tasks, 156–157
393–394 182 levels, 159
deadline dates, 217–219 successor tasks, 177–180 outdenting tasks, 156–157
General tab, 739 summary tasks, 184–185 subtasks, 154–155
Predecessors tab, 188–189 tasks from different summary tasks, 154–156
task calendar assignments, projects, 227 symbols, 159
224–225 troubleshooting, 226–227 task duration, 156
task constraints, 208 unrelated tasks, 178 printing, 170
views, 199–201 recurring tasks, 137
task links. See dependency
editing, 127, 131–132 constraints, 141
links
Excel Task List Template, creating, 138–141
Task List with Embedded 118 editing, 142
Assignment Rows map, 652, Gantt Chart view, 118–119 end dates, 139
655 hyperlinks icons, 140
task lists attaching to files/Web linking, 141
bottom-up approach, 116 pages, 148–149 start dates, 139
clearing, 128 attaching to new summary tasks, 139
copying tasks, 129–130 documents, 149 rollup taskbars, 161–163
custom WBS codes, 163 attaching to resources, summary tasks, 118, 139, 156,
creating, 164–166 150 170
deleting tasks, 167 attaching to tasks, task duration
editing, 167 147–150 calculating with Project,
inserting tasks, 167 in custom text fields, 171–174
moving tasks, 167 150–151 continuous tasks, 135
renumbering, 168–169 deleting, 150 default duration time
saving, 170–171 editing, 150 units, 134
deleting tasks, 128 email hyperlinks, 150 defined, 132
dependency links, 177–178 importing, 684–687 elapsed duration, 135–136
auditing, 199–200 inserting tasks, 128 estimating, 132–133
Autolink, 196–198 level of detail, 27 time unit abbreviations,
cautions, 178 milestones, 117, 136–137 134–135
creating, 187–196 moving tasks, 129–130 Task Entry view, 152–153
defined, 176 Network Diagram view, task names, 123
deleting, 185, 188, 151–152 column width, 126
198–199 normal tasks, 117 copying from other
dependent tasks, 179–180 notes applications, 125
editing, 187, 198 attaching to projects, displaying long names,
Finish-to-Finish relation- 146–147 126
ship, 183 attaching to tasks, 142 entering, 124–125
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tasks 1205

naming conventions, 124 fields, 235 tasks. See also task lists; task
row height, 126 finding tasks in, 235–236 tables
text wrap, 126 Finish field, 120–123 adding, 263–265, 308–309
Task Sheet view, 154 Hyperlink, 758 assigning resources to, 365
top-down approach, 116 ID field, 119 Assign Resources dialog
undoing changes to, 127 Indicator field, 120 box, 365–379,
WBS (Work Breakdown moving around in, 233–234 1107–1110
Structure), 116 outlined task lists, 233 assignment delay, 382–385
Task Mapping page PA_Expected Case, 759 Assignment Information
(Import/Export Wizard), 638 PA_Optimistic Case, 759 dialog box, 390–393
PA_PERT Case, 759 Cost Rate tables, 392–393
Task Name field (task tables), PA_Pessimistic Case, 759 drag-and-drop, 376
120 Predecessors field, 123 for specific amounts of
Task pane, 30–32 Resource Names field, 123 work, 375–376
Task Pane toolbar, 927 Rollup, 759 modifying assignments,
rows, 237 377–379
Task Range... filter, 766
Schedule, 758 notes, 393
Task Relationships form, 950 scrolling, 234–235 overtime work, 385–387
Task reports Start field, 120–123 resource availability
customizing, 901–903 subtasks, 233 graphs, 371–373
definitions, 904–905 Summary, 759 resource filters, 369–371
details, 905–908 summary tasks, 233 Resource Substitution
text formatting, 909 task constraints, 208–209 Wizard, 1110–1117
definitions, 904–905 task indicators, 233 resource units, 374–375
details, 905–908 Task Name field, 120 task effort-driven setting,
sort order, 910 Tracking, 759 364
text formatting, 909 Usage, 759 Task Entry view, 379–387
Variance, 759 Task Form view, 365
Task Sheet view, 154, 748, 830
Work, 759 Task Information dialog
task tables, 119, 232 box, 365, 393–394
Task Usage command (View
assigning resources with, 365, Task table, 365, 395–396
menu), 574
395–396 task type, 361–363
Baseline, 759 Task Usage report, 891 Task Usage view, 365,
columns Task Usage view, 574–575, 387–390
deleting, 238 748 work contours, 392
displaying, 236 formatting, 829 calendars, 136, 176
editing, 237–238 print options, 507 assigning to tasks,
hiding, 238 project tracking, 550–551 224–225, 354
inserting, 237–239 resource assignments, 365, creating, 223–226
width, 236–237 387–390 scheduling with, 353–354
Constraint Dates, 759 combined tasks, 611
taskbars
Cost, 758 choosing type of, 335–338
adding text to, 831
date format, 239 constraints
attaching objects to, 250–252,
Delay, 759 ALAP (As Late As
274
displaying, 236, 757 Possible), 202
finding, 243
Duration field, 120 ASAP (As Soon As
formatting, 831
Earned Value, 759 Possible), 202
jumping to, 50
Earned Value Cost creating with Schedule
missing taskbars, 274
Indicators, 759 Tasks Project Guide,
rollup taskbars, 161–163
Earned Value Schedule 207–208
timescale, 240
Indicators, 759 creating with Task Details
troubleshooting, 274
Entry, 758 form, 209
Export, 759

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38 0789730723_index.qxd 1/12/04 2:39 PM Page 1206

1206 tasks

creating with Task Network Diagram view, editing

Information dialog box, 272 Multiple Task Information
208 dependency links, 177–178 dialog box, 131–132
creating with Task table, auditing, 199–200 Network Diagram view,
208–209 Autolink, 196–198 270
custom Constraint Dates cautions, 178 Task Information dialog
table, 228–229 creating, 187–196 box, 131
defined, 176, 201 defined, 176 effort-driven tasks, 338–341,
deleting, 216 deleting, 185, 188, 364
examples, 201 198–199 exporting to Excel,
finding, 214–216 dependent tasks, 179–180 CD:58–61
flexible/inflexible, editing, 187, 198 exporting to text files, CD:61
203–206 Finish-to-Finish relation- external tasks, 793
FNET (Finish No Earlier ship, 183 filters, 472–474
Than), 203 Finish-to-Start relation- All Tasks, 765
FNLT (Finish No Later ship, 182 Completed Tasks, 765
Than), 203 honoring, 212–214 Confirmed, 765
hard constraints, 212–214 lag time, 180–181, Cost Greater Than..., 765
honoring, 212–214 189–190 Cost Overbudget, 765
MFO (Must Finish On), lead time, 180–181, Created After..., 766
203 189–190 Critical, 766
MSO (Must Start On), outlined projects, 185 Date Range..., 766
203 overlapping tasks, In Progress Tasks, 766,
Planning Wizard warn- 180–181, 189–190 859
ings, 210–212 predecessor tasks, Incomplete Tasks, 766
resolving conflicts, 177–180 Late/Overbudget Tasks
216–217 reversing, 227 Assigned To..., 766
reviewing, 214–216 Start-to-Finish relation- Linked Fields, 766
SNET (Start No Earlier ship, 183–184 Milestones, 473, 766
Than), 203 Start-to-Start relationship, Resource Group..., 766
SNLT (Start No Later 182 Should Start By..., 766
Than), 203 successor tasks, 177–180 Should Start/Finish By...,
soft constraints, 212–214 summary tasks, 184–185 766
creating, 124–125, 975 tasks from different pro- Slipped/Late Progress,
critical tasks, 25, 408, 480, jects, 227 766
792 troubleshooting, 226–227 Slipping Tasks, 562, 766
custom WBS codes, 163 unrelated tasks, 178 Summary Tasks, 473–474,
creating, 164–166 views, 199–201 766
deleting tasks, 167 dependent tasks, 179–180 Task Range..., 766
editing, 167 duration Tasks/Assignments with
inserting tasks, 167 calculating with Project, Overtime, 767
moving tasks, 167 171–174 Tasks with Attachments,
renumbering, 168–169 continuous tasks, 135 766
saving, 170–171 default duration time Tasks with Deadlines, 219,
deadline dates units, 134 473, 766
entering, 217–219 defined, 132 Tasks with Fixed Dates,
filtering, 219 duration inflation, 203 215, 473–474, 767
missed deadlines, 220, 229 elapsed duration, 135–136 Tasks with a Task
defined, 116 estimating, 132–133, 176 Calendar Assigned, 226
delaying, 342–345, 441–443 multiple resources, Top Level Tasks, 570, 767
delegating, CD:69 357–358 Unconfirmed, 767
deleting, 128 summary tasks, 156 Unstarted Tasks, 767
Calendar view, 265 time unit abbreviations, Update Needed, 767
custom WBS codes, 167 134–135
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tasks 1207

Using Resource in Date milestones, 117, 136–137, end dates, 139

Range..., 767 792 icons, 140
Using Resource..., 767 moving, 129–130, 167 linking, 141
Work Overbudget, 767 Network Diagram view, start dates, 139
finding, 260–261 151–152 summary tasks, 139
finished tasks, 792–793 noncritical tasks, 792 relationships between
fixed-duration tasks, 335 normal tasks, 44, 117, 792 Descriptive Network
fixed-unit tasks, 336 not finished tasks, 792 Diagram view, 746
fixed-work tasks, 335 not started tasks, 793 Network Diagram view,
flag tasks, 793 notes 745–746
free slack, 441 attaching to projects, Relationship Diagram
Gantt Chart bar charts, 146–147 view, 747
792–793 attaching to tasks, 142 removing resources from,
group by summary tasks, 793 creating, 142–144 376–377
groups, 495 formatting, 142–144 reordering, 197, 273–274
Complete and Incomplete hyperlinks, 144 rescheduling options,
Tasks, 772 inserting objects in, 544–546
Constraint Type, 477, 772 144–146 restoring, 265
Critical, 477, 772 outlined task lists, 233 rolled up tasks, 793
Duration, 477, 772 outlines scheduling, 24–27, 259
Duration then Priority, collapsing, 157–158 searching for, 20, 35, 50
772 custom outline numbers, slipping tasks, 562
Milestones, 477, 772 169 sorting, 475–477, 495
No Group, 772 display options, 160–161 combined tasks, 610–611
Priority, 477, 772 editing, 159, 187, 194, predefined fields, 776
Priority Keeping Outline 201, 206 sort keys, 777
Structure, 772 expanding, 157–158 sort operation, 777
Status Request Pending, formatting, 160–161 splitting, 220–223, 228, 345,
772 indenting tasks, 156–157 448–451, 793
highlighting, 472 levels, 159 started early tasks, 793
hyperlinks outdenting tasks, 156–157 started late tasks, 793
attaching to files/Web subtasks, 154–155 started on time tasks, 793
pages, 148–149 summary tasks, 154–156 subtasks, 154–155, 233
attaching to new docu- symbols, 159 successor tasks, 177–180
ments, 149 task duration, 156 summary tasks, 44, 118, 139,
attaching to resources, predecessor tasks 154–156, 233
150 choosing, 179–180 defined, 792
attaching to tasks, defined, 177 linking, 184–185
147–150 defining, 189 moving, 170
in custom text fields, deleting, 189 rollup taskbars, 161–163
150–151 priorities, 458–459 task assignments
deleting, 150 project summary tasks, notifying team members
editing, 150 565–570 of, 1123–1126
email hyperlinks, 150 creating, 566 viewing in Outlook, 1140
important tasks, 480 defined, 793 task details, 262–263
in progress tasks, 792 displaying, 784 Task Entry view, 152–153
inserting, 128 phases, 569–570 Task Form view, 817–819
custom WBS codes, 167 viewing, 565 task indicators, 233
Network Diagram view, recording macros for, Task Information dialog box,
270–271 CD:30–32 131, 233, 246, 263,
linking. See dependency links recurring tasks, 137 336–337, 365, 613
marked tasks, 792 constraints, 141 assigning resources with,
maximum length of, 69 creating, 138–141 393–394
editing, 142 deadline dates, 217–219

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38 0789730723_index.qxd 1/12/04 2:39 PM Page 1208

1208 tasks

General tab, 739 Tasks/Assignments with Match button, 1106

Predecessors tab, 188–189 Overtime filter, 767 Remove button, 1106
task calendar assignments, Tasks button (Project Guide), Replace button, 1104–1106
224–225 40 Team Resource list, 1106
task constraints, 208 Team Resource list (Team
task names, 123 Tasks In Progress report, 885
Builder), 1106
column width, 126 Tasks Occurring On dialog
copying from other appli- box, 259 teams
cations, 125 building from enterprise
Tasks Starting Soon report, resource pool, 1097
displaying long names, 885
126 team leaders, 972
Tasks with a Task Calendar team members
entering, 124–125
Assigned filter, 226 notifying of task assign-
naming conventions, 124
row height, 126 Tasks with Attachments filter, ments, 1123–1126
text wrap, 126 766 responsibilities, 972
Task reports Tasks with Deadlines filter, templates
customizing, 901–909 219, 473, 766 built-in templates, 104–105
definitions, 904–905 creating, 106–107
Tasks with Fixed Dates filter,
details, 905–908 defined, 103
215, 473–474, 767
sort order, 910 editing, 107
text formatting, 909 TaskSummaryName macro, Enterprise Global template,
Task Sheet view, 154, 830 CD:36–67 104, 873–874, 926, 947,
task type setting, 361–363 blank lines, CD:41 1007–1008
TaskSummaryName macro, code listing, CD:37–38 backing up, 1019–1020,
CD:36–67 creating, CD:37–38 CD:35
blank lines, CD:41 For Each, Next statement, copying, 109
code listing, CD:37–38 CD:40 copying base calendars to,
creating, CD:37–38 If, Then, Else statement, 84, 89–90
For Each, Next statement, CD:41 editing, 109, 1009–1010
CD:40 nested statements, CD:41 effect on user sessions,
If, Then, Else statement, object properties, CD:42 1008–1009
CD:41 Sub/End Sub statements, enterprise project calendar
nested statements, CD:41 CD:38 management, 1018–1019
object properties, CD:42 user feedback, CD:42 enterprise resource calen-
Sub/End Sub statements, variables dar management, 1019
CD:38 defining, CD:38–39 finding, 112
user feedback, CD:42 initializing, CD:39–40 restoring, 1020
variables, CD:38–40 types, CD:38 saving changes to,
total slack, 441 TCPI (to complete perfor- 873–875
tracking fields, 529–531 mance index), 586 working offline, 1010
% Complete, 533 Excel Task List Template,
Team Builder, 1091,
% Work Complete, 535 118
1102–1103
Actual Duration, 534 HTML templates, CD:13
Add button, 1106
Actual Finish, 532–533 background colors,
Apply Filter button, 1104
Actual Start, 532 CD:14–15
Available to Work check box,
Actual Work, 535 background images,
1105
Physical % Complete, 534 CD:16–17
Customize Filters field, 1105
Remaining Duration, 535 Gantt Chart images,
Details button, 1106
Remaining Work, CD:22–24
Enterprise Resource list,
535–536 hyperlinks, CD:19–25
1105
timephased Actual Work, images, CD:17–18
Existing Filters list, 1105
536 title bar text, CD:18–19
Graphs button, 1106
types of, 267 .mpt file extension, 103
Group By field, 1105
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toolbars 1209

Network Diagram view, Text Styles dialog box, 472, spacing, 831
809–811 778–780 taskbars, 50, 240
opening, 104 Text tab (Bar Styles dialog tiers, 244
security templates box), 791, 796–797 zooming in/out, 245, 494
creating, CD:71 Timescale command (Format
tiers (timescale), 244, 786–787
deleting, CD:71–72 menu), 245, 494, 785, 803
modifying, CD:70 tilde (~), 100
Timescale dialog box, 245,
temporary nature of projects, tiling windows, 605–606 470, 785–786, 803–804
16 time Align drop-down list, 787
Test setting (Find dialog box), default end time, 69–70 Date Boxes tab, 804
53 default start time, 69–70 Date Shading tab, 804
elapsed time, 441 Label drop-down list, 786
testing macros, CD:29
extended working hours, Nonworking Time tab,
tests (filters) 429–432 788–789
Contains, 863 free slack, 441, 795 Scale Separator box, 788
Contains Exactly, 863 including in headers/footers, Size box, 787
Is Within/Is Not Within, 863 501 Units drop-down list, 786
logical values, 862 lag time, 180–181, 189–190 Week Headings tab, 804
table of, 861 lead time, 180–181, 189–190
test values, 862 Timesheet view, 993–994
negative slack, 795
wildcards, 864 nonworking time, 788–789, timesheets
text CD:93–94 approving, 1128
adding to custom forms, 956 reporting, 977, 983 attaching notes to, 1127
adding to taskbars, 831 submitting with Outlook, lockdown periods, 1128–1129
bar charts, 796–797 1140–1141 locking down time periods,
editing, 257 task duration time units, 134 983
fonts, 257 time formats, 81 revising, 1129
formatting, 778–780 time unit abbreviations, submitting for approval,
color, 780 134–135 1126–1127
copying formatting, 781 total slack, 441, 795 time reporting, 977, 983
fonts, 780 timesheet flow, 1122–1123
timephased Actual Work field, Timesheet view, 993–994
global changes, 779 536, 539
manual formatting, 781 tracking methods, 1123
timephased data title bars, CD:18–19
milestones, 779
copying, 692, 696
overallocated resources, <TITLE> tag, CD:18
editing, 412–417
405
timescale to complete performance
reports, 897, 909, 914
bar text, 242 index (TCPI) field, 586
selected text, 781
headers/footers compressing, 469–470 To-do List report, 890
aligning, 502–503 finding dates in, 243 Toggle Breakpoint command
formatting, 504–506 finding taskbars in, 243 (Debug menu), CD:43
independent text, 256 formatting, 245, 785,
803–804 toolbars, 35–36
text boxes, 256–258
labels, 786–787 active toolbars, 927
text fields, 150–151
nonworking time display, Analysis toolbar, 927
text files, 682–684, CD:61
788–789 assigning custom forms to,
text wrap, 126
timescale definitions, 952–953
Text Above field (Rollup Collaborate toolbar, 926
787–788
table), 739 combination boxes, 928
timescale tiers, 786–787
Text Box button (Drawing linking lines, 242 combo boxes, 934
toolbar), 249 moving around in, 242–243 command buttons, 930–931
printing, 494, 513, 516 actions, 939–941
Text Styles command (Format
scrolling, 49, 243 adding, 931–932
menu), 472, 776, 778
attaching macros to, 931

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38 0789730723_index.qxd 1/12/04 2:40 PM Page 1210

1210 toolbars

button faces, 937–939 Unlink Tasks tool, 188 Top Level Tasks List map,
display options, 937 Zoom In button, 494 652, 656
grouping, 933 Zoom Out button, 494 top-down approach (task lists),
moving, 932–933 Task Pane toolbar, 927 116
removing, 931–932, 960 Tracking, 549–550, 561, 565,
separator bars, 933 Top-Level Tasks report, 881
927
troubleshooting, 960 troubleshooting, 52, 961 total costs, 281–283
Compare Project Versions, user-defined toolbars, total slack, 441, 795
483, 927 934–936
TraceDependencies macro,
copying, 934–935, 947–948 Visual Basic, 927
CD:46
creating, 934–935 Web, 927
code listing, CD:47–50
Custom Forms toolbar, 926 Toolbars command filters, CD:56–57
customizing, 925–926 Customize menu, 36 input box, CD:51–52
behavior, 923–924 View menu, 36, 927 main subroutine, CD:51
combo boxes, 934
Toolbars menu commands message box, CD:52
command buttons,
Customize, 929 recursion, CD:55–56
930–933, 936–941
Drawing, 248 subroutines
Customize dialog box,
calling with arguments,
929–930 Toolbars tab (Customize
CD:54
personalized toolbars, 924 dialog box), 930
calling without parame-
toolbar position, 928–929 tools. See also toolbars ters, CD:52–53
Database Upgrade Utility Adjust Dates, 227–228 Case statement,
toolbar, 927 AutoFilter, 769–770 CD:53–54
defined, 108 Edit Points, 254 variables, CD:51–52
displaying, 36, 923–924, Format Painter, 781 views, CD:56–57
927–928 Link Tasks, 187
docking, 928 Track button (Project Guide),
Organizer, 107
Drawing, 247–250, 926 41
copying objects, 109–111
Euro Currency Converter, deleting objects, 111–112 tracking, 520
927 displaying, 108 assignment-tracking fields
floating, 928–929 modifying % Work Complete, 538
Formatting, 35, 411, 781, 926 GLOBAL.MPT, 109 Actual Finish, 537
hiding, 36 object types, 107–108 Actual Start, 537
managing with Organizer, renaming objects, 111 Actual Work, 537
947–949 Split Task, 221 Remaining Work, 538
move handles, 923 Unlink Tasks, 188 timephased Actual Work,
Network Diagram, 815, 927 539
Tools menu commands
personalized toolbars, 924 baselines
Assign Resources, 1107
PERT Analysis, 927 clearing, 526
AutoCorrect, 124
positioning, 928–929 copying, 528
Build Team from Enterprise,
Project Guide, 492–493, 521, defined, 522
1103
926–927 editing, 527
Change Working Time, 78,
renaming, 947–948 fields, 522–524
429, 915
resizing, 929 interim plans, 525
Links Between Projects, 620
Resource Management 412, rebaselining, 524
Options, 65, 239, 783
927 rolling up, 525
Organizer, 89, 109, 875, 947
restoring, 936 saving, 522, 524–526
Resource Leveling, 443
ScreenTips, 35 viewing, 527–528
Resources, 621
Standard toolbar, 35, 926 calculation options
Substitute Resources, 1112
Format Painter tool, 781 Actual Costs Are Always
Tracking, 524
Link Tasks tool, 187, 618 Calculated by Microsoft
Split Task tool, 221 Top Level Tasks filter, 570, Project, 541–543
Task Information button, 767
613
38 0789730723_index.qxd 1/12/04 2:40 PM Page 1211

Update Project form 1211

Edits to Total Task % Tracking menu commands Type field (resources),

Complete Will Be Clear Baseline, 526 294–295
Spread to the Status Progress Lines, 560 Type tab (Commands and
Date, 543–544 Save Baseline, 524 Options dialog box), CD:83
Updating Task Status Tracking Setup Wizard, types, CD:38
Updates Resource 547–549
Status, 539–541
Tracking table, 759
Gantt Chart view, 550
issues, CD:89–90 Tracking toolbar, 549–550,
U
Project Guide toolbar, 521 927 Unconfirmed Assignments
rescheduling options, Add Progress Line tool, 561 filter, 768
544–546 Project Statistics tool, 565
Unconfirmed filter, 767
Resource Usage view, transferring portfolio models,
550–551 1064 Undo command (Edit menu),
risks, CD:90–91 127, 702
trends in earned value, 578
Task Usage view, 550–551 undoing changes
task-tracking fields, 529–531 triple constraint diagram, reports, 919
% Complete, 533 17–18 sort operations, 313
% Work Complete, 535 troubleshooting task lists, 127
Actual Duration, 534 adjusted dates, 227–228 Unhide command (Window
Actual Finish, 532–533 custom forms, 961 menu), 606
Actual Start, 532 dependency links, 226–227
Actual Work, 535 detail headers, 463 Unit Availability option
Physical % Complete, 534 earned value fields, 599 (Details menu), 824
Remaining Duration, 535 filters, 773 units (assignment), 325
Remaining Work, formatting problems, availability, displaying, 824
535–536 830–831 defined, 402
timephased Actual Work, Global template, 112 field format, 326
536 importing/exporting, 689 fractions, 328
timesheets, 1123 links, 616, 621 material resource units,
Tracking form, 950 macros, CD:33 328–329
tracking methods, 546–549 print jobs, 515–516 maximum number of, 326
Tracking Setup Wizard, project management, 27 work resource units, 326–327
547–549 resource assignments, 399 Units drop-down list
Tracking table, 759 resource scheduling, 358 (Timescale dialog box), 786
Tracking toolbar, 549–550, split tasks, 228
927 start times, 93–94 Unlink Tasks command (Edit
Add Progress Line tool, taskbars, 274 menu), 188
561 toolbars, 52, 960–961 Unlink Tasks tool, 188
Project Statistics tool, 565 views, 875 Unstarted Assignments filter,
Update Project form Web pages, CD:24–25 768
Reschedule Uncompleted Truncate the Picture to 22 Unstarted Tasks filter, 767
Work to Start option, Inches in Width option
553–554 Unstarted Tasks report, 884
(Copy Picture dialog box),
Update Work as 723 Up command (Fill menu), 130
Complete Through
turning off. See disabling; Update as Scheduled button
option, 552
hiding (Tracking toolbar), 549
Update Tasks form, 551
turning on. See displaying; update frequency, 998
Tracking command (Tools
menu), 524 enabling Update Needed filter, 767
Tracking form, 950 turtle work contour, 351 Update Now option (OLAP),
.txt file format, 635 998
Tracking Gantt view, 742
Update Project form, 552–554

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38 0789730723_index.qxd 1/12/04 2:40 PM Page 1212

1212 Update resource Pool command

Update Resource Pool com- users displaying, 599

mand (Resources menu), 624 administrators, 971 SV (schedule variance), 581
Update Tasks button authentication, CD:72–73 VAC (variance at comple-
(Tracking toolbar), 550 executives, 972 tion), 586
groups, 972–973 Variance table, 759
Update Tasks form, 551 work variances, 572–573
names, entering, 73
Update Work as Complete portfolio managers, 972 VBA (Visual Basic for
Through option (Update project managers, 972 Applications) macros
Project form), 552 Project Server user accounts advantages of, CD:28–29
Updates to Resources and creating from workgroup Case statement, CD:53–54
OLAP Cube dialog box, messages/status reports, collections, CD:32
996–998 CD:69 debugging, CD:42–43
creating from workgroup breakpoints, CD:43–45
updates (workgroup), creating
updates/status reports, Immediate window,
user accounts from, CD:5
CD:69 CD:43–45
updating creating when delegating syntax checking, CD:43
issues, 1138 tasks, CD:69 watches, CD:43–45
linked data, 699–701 creating with Add User events
resource pools, 623–624 screen, CD:66–67 application-level events,
risks, 1137 groups, CD:68 CD:63
Updating Task Status Updates resource managers, 972 help, CD:64
Resource Status calculation requesting input from, list of, CD:63
option, 539–541 CD:51–52 Project_Open, CD:62–63
uploading documents, CD:88 roles, 971 exporting data to Excel,
team leaders, 972 CD:58–61
Usage Details tab (Detail team members, 972
Styles dialog box), 415–416 exporting data to text files,
Web Access, 987 CD:61
Usage Properties tab (Detail Using Resource Filter dialog filters, CD:56–57
Styles dialog box), 417 box, 764 input boxes, CD:51–52
Usage table, 759–761 Using Resource in Date message boxes, CD:52
Assignment Delay field, Range... filter, 767 methods, CD:33
446–447 modules, CD:37
Leveling Delay field, Using Resource... filter, 767 object model, CD:32–33
444–445 opening files for writing,
CD:61–62
Use Current Assignments V properties, CD:32, CD:42
option (Portfolio Modeler),
1058 VAC (variance at completion), recording
586 for entire project,
Use Own Resources button CD:29–30
(Share Resources dialog Value List dialog box, 850 for selected tasks,
box), 625 variable consumption rates, CD:30–32
Use Resources button (Share 295, 329 recursion, CD:55–56
Resources dialog box), 622 variables ResMgmt_TaskEntry, 755
User Name field (Account defining, CD:38–39 subroutines, CD:31
Properties dialog box), 1006 initializing, CD:39–40 calling with arguments,
private variables, CD:50–51 CD:54
user-defined toolbars
public variables, CD:50–51 calling without parame-
creating from existing tool-
types, CD:38 ters, CD:52–53
bars, 934–935
main subroutines, CD:51
creating from scratch, 935 variance, 284
TaskSummaryName,
deleting, 936 calculating, 563–564
CD:36–37
user feedback, CD:33–34, CV (cost variance), 571–572,
code listing, CD:37–38
CD:42 584–585
creating, CD:37–38
date variances, 571
38 0789730723_index.qxd 1/12/04 2:40 PM Page 1213

views 1213

For Each, Next statement, VBE (Visual Basic Editor), Network Diagram, 267
CD:40 CD:35 Reports, 91, 514, 878, 895
If, Then, Else statement, Immediate window, Resource Sheet, 287
CD:41 CD:43–45 Table, 236, 757, 760, 840
nested statements, CD:41 object browser, CD:36 Tables, 904
object properties, CD:42 opening, CD:35 Task Usage, 574
Sub/End Sub statements, Project Explorer, CD:35 Toolbars, 36, 927
CD:38 Properties window, CD:36 View Bar, 37
user feedback, CD:42 Verify Uniqueness of New Zoom, 261, 785
variables, CD:38–40 WBS Codes check box (WBS View Resource Assignments
testing, CD:29 Code Definition dialog box), view, 1074–1075, 1078–1081
TraceDependencies, CD:46 166 View tab
calling subroutines with
verifying task type setting, 361 Options dialog box, 783–784
arguments, CD:54
Version field, 1000 Page Setup dialog box,
calling subroutines with-
506–508
out parameters, versions, 1066
CD:52–53 adding, 999–1000 viewing. See displaying
Case statement, advantages of, 982 views, 736. See also names of
CD:53–54 comparing, 483–487 specific views
code listing, CD:47–50 compatibility, 97, 970 changing, 47–48
filters, CD:56–57 creating, 981 changing screen types for,
input box, CD:51–52 cross-project links, 982 875
main subroutine, CD:51 defined, 976 combination views, 246–247,
message box, CD:52 deleting, 1000 835, 838–840
recursion, CD:55–56 formatting, 1000 consistent views, 982–983
variables, CD:50–51 modifying, 1000 copying, 720–721
views, CD:56–57 opening schedules with, 982 Copy command, 727–729
toolbar buttons, 931 Published version, 981, 999 Copy Picture dialog box,
troubleshooting, CD:33 resources, 982 721–723
user feedback, CD:33–34, saving, 1067 Copy Picture to Office
CD:42 Version field, 1000 Wizard, 724–726
variables viewing, 1067 creating, 984
defining, CD:38–39 combination views,
Versions dialog box, 629
initializing, CD:39–40 838–840
private variables, vertical divider bars, 47 Define New View dialog
CD:50–51 View and Submit Issues dialog box, 834–835
public variables, box, CD:89 filters, 837–838
CD:50–51 View Availability command groups, 837
types, CD:38 (Resource Center), 1072 More Views dialog box,
VBA (Visual Basic for 834
Applications), CD:31 View Availability view
names, 836
VBE (Visual Basic Editor) (Resource Center), 1074
screen formats, 836–837
Immediate window, View bar, 37–38 single-pane views,
CD:43–45 View Bar command (View 835–836
object browser, CD:36 menu), 37 tables, 837
opening, CD:35 View Definition dialog
View Definition dialog box,
Project Explorer, CD:35 box, 835–836
835–836, 838
Properties window, CD:36 custom views, CD:74
views, CD:56–57 View Enterprise Resources categories, CD:77
when to use, CD:28 view (Resource Center), default grouping, CD:76
ZoomAll, CD:29–30 1074 fields, CD:75
ZoomSelected, CD:30–32 View menu commands filters, CD:76
Calendar, 258 Gantt Chart format,
More Views, 838 CD:75

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38 0789730723_index.qxd 1/12/04 2:40 PM Page 1214

1214 views

grouping formats, CD:76 printer setup, 490–491 WBS Renumber dialog box,
Portfolio Analyzer view, scale, 498 169
CD:77–84 specific pages, 512–513 Web Access. See also Project
splitter bars, CD:75 specific panes, 494 Server
table selection, CD:75 timescales, 494, 513, 516 administration, 986–987
defaults, 73–74 troubleshooting, 515–516 Assignment view, CD:74
defined, 108 view options, 506–508 collaboration. See enterprise
displaying name of, 838 restoring, 875 collaboration
formatting rollup views, 738–739 custom views, CD:74
Calendar view, 802–806 Bar Rollup, 740 categories, CD:77
copying formatting, 781 enabling, 739 default grouping, CD:76
Gantt View bar charts, Milestone Date Rollup, fields, CD:75
790–802 740–741 filters, CD:76
gridlines, 781–783 Milestone Rollup, 740 Gantt Chart format,
Network Diagram view, Text Above field, 739 CD:75
807–816 saving, 838 grouping formats, CD:76
outline options, 783–784 screen formats, 836–837 Portfolio Analyzer view,
page breaks, 789 splitting, 46–47, 246–247, CD:77–84
Resource Form view, 263 splitter bars, CD:75
817–819 troubleshooting, 875 table selection, CD:75
Resource Graph view, vertical divider bars, 47 customizing
819–826 View bar, 37–38 default home page appear-
Resource Sheet view, 830 Views menu commands, More ance, CD:94
Resource Usage view, Views, 47, 736, 834 Gantt Chart formats,
826–828 CD:92–93
sort options, 776–777 Visual Basic Editor. See VBE
grouping formats, CD:93
Task Form view, 817–819 Visual Basic macros. See VBA nonworking time cate-
Task Sheet view, 830 macros gories, CD:93–94
Task Usage view, 829 Visual Basic toolbar, 927 notifications/reminders,
text, 778–781 CD:94–95
timescales, 785–789 documents, 1133–1135
troubleshooting, 830–831 W groups, 987
macros, CD:56–67 issues, 1137–138
naming, 836 watches, CD:43–45 Microsoft Outlook,
organizing in Project files, WBS (Work Breakdown 1139–1141
873–875 Structure), 116, 471 permissions, 987
planning, 977 Project Center view, CD:74
WBS Code Definition dialog
printing, 490, 493 Project view, CD:74
box, 164–166
borders, 499 Resource Center view, CD:74
display enhancements, 495 WBS codes, 163
risks, 1135–1137
filters, 495 creating, 164–166, 854
status reports, 1129
footers, 500–506 deleting tasks, 167
compiling, 1132–1133
grouped displays, 495 editing, 167
requesting, 1130–1131
headers, 500–506 inserting tasks, 167
status report flow, 1130
legends, 503–506 moving tasks, 167
submitting, 1131–1132
margins, 499 renumbering, 168–169
task assignments, notifying
number of copies, 513 saving, 170–171
team members of,
page breaks, 495–496 WBS command (Project 1123–1126
page numbers, 499 menu), 164, 471 timesheets
page orientation, 498 approving, 1128
WBS menu commands
paper size, 498 attaching notes to, 1127
Define Code, 164, 471
Print command, 490, 512 lockdown periods,
Renumber, 169
Print Preview command, 1128–1129
490, 509–513
38 0789730723_index.qxd 1/12/04 2:40 PM Page 1215

work 1215

revising, 1129 windows. See also views Resource Substitution

submitting for approval, displaying, 606 Wizard, 1091, 1110–1117
1126–1127 hiding, 606 Tracking Setup Wizard,
timesheet flow, 1122–1123 maximizing, 606 547–549
tracking methods, 1123 Microsoft Project, 32 Word Tracking form, 950
users, 987 Entry bar, 37
menu bar, 35 work, 280
Web-enabled projects, assigning
681–682 Project Guide, 38–41
ScreenTips, 38–39 Material Resources field,
Web pages status bar, 38 330
background colors, toolbars, 35–36 work formula, 332
CD:14–15 View bar, 37–38 Work Resources field,
background images, splitting, 246–247, 263, 605 329–330
CD:16–17 tiling, 605–606 assignment-tracking fields
Gantt Chart images, % Work Complete field,
CD:22–24 Windows authentication, 538
hyperlinks, 148–149, CD:72 Actual Finish field, 537
CD:19–25 Windows Account button Actual Start field, 537
images, CD:17–18 (Resource Information dia- Actual Work, 537
Import/Export map options, log box), 308 Actual Work field, 537
CD:10–13 Windows Clipboard, 692 Remaining Work field,
publishing, CD:24 538
Windows SharePoint Services, timephased Actual Work
saving files as, 102
628–629 field, 539
saving projects as, CD:3–8
document libraries, CD:86 Assignment Work graph, 372
title bar text, CD:18–19
document management, availability, displaying, 824
troubleshooting, CD:24–25
CD:87–88 back-loading, 348, 350
viewing projects as, CD:9
issues tracking, CD:89–90 calculating, 330–331
Web toolbar, 927 risk tracking, CD:90–91 displaying, 822–823
Week Headings tab subwebs, CD:86 extended working hours,
(Timescale dialog box), 804 Within test (filters), 861, 863 429–432
Welcome page (Import/Export wizards fixed-work tasks, 335
Wizard), 637 Analyze Timescaled Data free slack, 441
What’s This? command (Help Wizard, 591–595 front-loading, 348, 350
menu), 36 Copy Picture to Office overtime
Wizard, 724–726 assigning, 385–387
Who Does What report, 890
Define Working Times for cautions, 346
Who Does What Report map, Resources Wizard, 88 cost per use, 305
652–654 Enterprise Resource Pool overtime rate, 304–305
Who Does What When Wizard, 1091 scheduling, 346–348,
report, 890 Export Wizard, CD:3–13 423–428
Gantt Chart Wizard, task-tracking fields
width of columns, 126,
801–802 % Work Complete field,
236–237
Import Projects Wizard, 535
wildcards, 52, 864 Actual Work field, 535
1025–1028
Window menu commands Import Resources Wizard, Remaining Work field,
Arrange All, 605 1021–1023 535–536
Hide, 606 Import/Export Wizard, timephased Actual Work
More Windows, 604 637–639 field, 536
New Window, 607–608, 615 New Calendar Wizard, 86–87 total slack, 441
Remove Split, 153 New Project Wizard, 85–86 variances, 572–573
Split, 246, 263, 605 Planning Wizard, 42–43, Work Breakdown Structure
Unhide, 606 210–212 (WBS), 116, 471

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38 0789730723_index.qxd 1/12/04 2:40 PM Page 1216

1216 work

work contours workgroup fields, 308 Zoom dialog box, 245, 261,
applying to assignments, workgroups, CD:69 817
352 Zoom In button, 494
back loaded, 348–350 working days, 78–80 Zoom Out button, 494
bell, 350 Working Days report, ZoomAll macro, CD:29–30
contoured, 351 881–882, 901 ZoomSelected macro,
documenting changes to, working hours, 80–81 CD:30–32
352
working offline, 1010
double peak, 350
early peak, 350 Working Time field
example, 348–349 (resources), 301–302
flat pattern, 348–350 Workload reports, 890–891
front loaded, 348–350
Worksheet Object menu com-
late peak, 350
mands, Convert, 710
selecting, 392
turtle, 351 worksheets (Excel)
work formula, 330–331 Import/Export maps, 665
applying to existing importing project data from,
assignments, 335 673–680
applying to new assign- saving projects as, 665–668
ments, 331–334 workspaces
Work graph, 372 saving, 102–103, 607, 625,
work resource units, 326–327 635
work schedules, 388–390 settings, 635
Work table, 759–761 shared workspaces, 628–629
Work Availability option write-reservation passwords,
(Details menu), 824 101
Work Breakdown Structure
(WBS), 116, 471
X-Z
Work Complete filter, 317,
768 .xls file format, 634
Work Contour field XML (Extensible Markup
(Assignment Information Language), 681–682
dialog box), 391–392
Work graph, 372
Zoom command
Work Incomplete filter, 768 Format menu, 245
Work option (Details menu), View menu, 261, 785
822 Zoom menu commands
Work Overbudget filter, Entire Project, CD:29
572–574, 767–768 Selected Tasks, CD:30
Work Resources field, Zoom dialog box, 245, 261,
329–330 817
Work table, 759, 761 Zoom Out the Timescale So
the Picture Can Fit option
Work view (Resource Center),
(Copy Picture dialog box),
1077
723
Work vs. Material Resources
zooming in/out
command (Group By menu),
Calendar view, 261
315
Network Diagram view,
Work vs. Material Resources 267–268, 817
group, 773 timescale, 245, 494
38 0789730723_index.qxd 1/12/04 2:40 PM Page 1217
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What’s on the CD-ROM

The companion CD-ROM contains all the examples developed for the book, a third-party
software library, and Web resources.

Windows Installation Instructions

1. Insert the disc into your CD-ROM drive.
2. From the Windows desktop, double-click the My Computer icon.
3. Double-click the icon representing your CD-ROM drive.
4. Double-click on start.exe. Follow the onscreen prompts to access the CD content.

N OTE
If you have the AutoPlay feature enabled, start.exe will be launched automatically
whenever you insert the disc into your CD-ROM drive.