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Managing Projects with Microsoft Office Project Server 2007

3 Days, Course Number: 2033-MSPS07PM

After Attending This Course You Will Be Able to…

Effectively use the various Microsoft Project Server 2007 components (Project Professional 2007, Project Server 2007, Project Web Access, Windows SharePoint Services and Microsoft Outlook) to plan and manage projects in any industry, government or non-profit organization.

Course Materials:

All attendees receive a 260-page Schedule Associates exclusive reference manual developed after years of working with project managers to understand what they would find most helpful in learning how to use the software. The reference manual is specifically designed to be easy to follow along in, to provide quick access to needed information and to provide guidance in using the assorted Microsoft Project Server 2007 components in planning and managing projects back in the workplace.

Who Would Benefit From Attending:

This course is intended for project managers and is taught from the perspective of those who are responsible for leading projects. Anyone who is responsible for planning and managing projects in a Microsoft Project Server 2007 environment will benefit from attending. This may include project managers as well as project specialists, project coordinators, team leads, technical leads and contractors and consultants.

Please contact us for training that would be appropriate for project team members and resource managers.

The course is based on Microsoft Project Server 2007, although some elements are common to Microsoft Projec.

Course Credits:

Attendees will receive credit for 21 contact hours of project management training good toward PMI^®'s CAPM or PMP^® project management certification.

PMP^®'s will receive 21 PDU's good toward recertification.

Course Agenda:

Day One

The Project Management Context
Orientation to the 2007 Microsoft Enterprise Project Management (EPM) Environment
1. The Differing Roles within EPM
2. Microsoft Project Server Components
3. Categories of Work in Microsoft Project Server 2007
4. Managing Throughout the Project Lifecycle in Project Server 2007
Getting Oriented in Microsoft Project Professional 2007
Getting Oriented in Project Web Access 2007
Initiating a Project in Project 2007
1. Proposals
2. To-do Lists
3. Projects
Planning the Project
1. Defining the Project’s Scope

i. Building a Work Breakdown Structure

ii. Establishing Task Hierarchy

iii. Numbering Tasks

Case Study—Defining Project Scope

Sequencing the Tasks

i. The Network Diagram

ii. Task Relationship Types

iii. Lag and Lead Time

iv. Linking Tasks

v. Establishing Task Constraints

vi. Setting Deadlines

vii. Establishing Milestones

viii. Changing the Layout of the Network Diagram

Case Study—Building a Network Diagram

Day Two

Day One Review

Building the Team of Resources

i. Enterprise Versus Local Resources

ii. Getting Resources into the Project File

iii. Types of Resources

iv. Setting up Resource Calendars

v. Entering Resource Labor Rates

vi. Types of Resource Requests—Requested Versus Demanded Resources

vii. (6/15/07—Add team resources, generic resources, assignment owner, resource plan?)

Assigning Resources to Tasks

i. Identifying Available Resources

ii. Understanding “Work”

iii. Understanding “Duration”

iv. “Work” Versus “Duration”

v. The Work Formula

vi. The Work Formula Precedence

vii. Fixed Duration Versus Effort-Driven Scheduling

viii. Assigning Resources and Work

ix. Proposed Versus Committed Resource Assignments

x. Establishing Task Length When Resources are Not Assigned

xi. Task Types

xii. Effort-Driven Tasks

xiii. Replacing Resources

Case Study—Assigning Resources

Cost Planning

i. Entering Fixed Costs

ii. Defining the Project’s Budget

Utilizing Task Calendars

Understanding and Evaluating the Project Plan
1. Identifying Total and Free Slack
2. Identifying and Assessing the Critical Path
3. Understanding the Driver Resource
4. Evaluating Options for Improving the Schedule
5. Adding Schedule Reserve
6. Evaluating the Project’s Cost

Case Study—Evaluating & Optimizing the Project Schedule

Resolving Resource Over-allocations
1. Identifying Resource Over-allocations
2. Resolving Resource Over-allocations

i. Setting Up Project to Resolve Resource Over-allocations

ii. Manually Resolving Resource Over-allocations

Identifying & Documenting Risks
Setting the Baseline
1. Saving the Baseline
2. Rolling Wave Planning
Publishing the Plan
1. What Does Publishing Do?
2. What Can be Published?

Case Study—Resolving Resource Over-allocations, Setting the Baseline & Publishing the Plan

Day Three

Day Two Review

Archiving Project Documents
Changing the Presentation of the Plan and Sharing it with Others
1. Sorting
2. Grouping
3. Using Filters
4. Utilizing Auto Filters
5. Customizing the Gantt Chart
6. Creating and Printing Reports

i. Tabular Reports

ii. Visual Reports

Defining and Printing Views
Saving the Plan in Other Formats

Case Study—Reporting to Project Stakeholders

Tracking Progress on the Project
1. Determining the Level of Detail to Track
2. Task Progressing Methods
3. Recording Task Progress Information

i. Recording Task Progress in Project Professional 2007

ii. Recording Task Progress via Outlook

iii. Using Timesheets to Record Progress

Making Changes to the Plan
1. Revising the Plan
2. Tracking Changes to the Plan
3. Versions
4. Re-Baselining

Case Study—Tracking Project Progress

Evaluating Project Status
1. The Variance Table
2. Requesting & Receiving Status Reports
3. Identifying & Managing Issues
Planning for Support of the Project Deliverable
1. Activity Plans
Course Wrap-up and Next Steps

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"PMI" is a service and trademark of the Project Management Institute, Inc. which is registered in the United States of America and other nations.

The PMI logo is a trademark of the Project Management Institute, Inc. which is registered in the United States and other nations.

"PMP" and the PMP logo are certification marks of the Project Management Institute, Inc. which are registered in the United States and other nations.