Project management software Books

Book SynopsisLearn proven project management strategies as you master the world's #1 project management software Here's a winning combination: a series of successful project management strategies that cover every phase of the process AND an insider's guide to the most powerful and versatile project management software available anywhere.Table of ContentsIntroducing Microsoft Project 2000. YOUR PROJECT TAKES SHAPE. The Elements of Project Management. How Microsoft Project Helps You Manage Projects. Starting a Project. CREATING AND REFINING YOUR PROJECT. Entering and Structuring Your Tasks. Making Tasks Happen at the Right Time. Assigning Resources to Tasks. Specifying Resource and Task Costs. Fine-Tuning Your Project. TRACKING AND UPDATING YOUR PROJECT. Keeping Your Project on Track. Updating Task Information Using E-Mail. Updating Task Information Using the Web. REVIEWING PROJECT INFORMATION. Viewing Your Information. Making Your Project Look How You Want. Printing and Publishing Basics. Printing Views. Printing Reports. USING OTHER PROJECTS AND PROGRAMS. Managing Several Projects at Once. Sharing Project Information with Other Programs. CUSTOMIZING MICROSOFT PROJECT TOOLS. Customizing Microsoft Project. Glossary. Index.

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Book SynopsisA guide to Microsoft Project that focuses on developing a successful project management strategy across the organization to drive better decisions Making Effective Business Decisions Using Microsoft Project goes far beyond the basics of managing projects with Microsoft Project and how to set up and use the software. This unique guide is an indispensable resource for anyone who operates within a Project Management Operation (PMO) or is affected by the adoption of project management within an organization. Its focus is to provide practical and transitional information for those who are charged with making decisions and supporting corporate and strategic objectives, and who face cost and resource constraints. Because more and more companies are aligning project management with their business strategies, the book not only provides guidance on using Microsoft Project and teaching project management skills, but also includes important information on measuring rTable of Contents1 Business Intelligence: Knowledge of Key Success Ingredients for Project Server 2010 1 In This Chapter 1 Maximizing PPM Ingredients, Culture, and Technology for Business Success 2 What Is the Project Management Lifecycle? 7 Information: What Fuels a PMO's Success? 16 Stakeholders in a Project Management Environment 21 Technology Meets Strategy: Welcome to the Business User Network 29 Important Concepts Covered in This Chapter 32 References 33 2 Value Proposition by Role of Project Server 2010 35 In This Chapter 35 Clairvoyance with Project/Server 2010: Forecast Future Results 37 Important Concepts Covered in This Chapter 75 References 77 3 Meeting CFO Needs with Project/Server 2010 79 In This Chapter 79 How the CFO Gets the Attention of the PMO 79 What and Why Is Work Management Critical to Organizational Success? 87 Synchronization of Strategic Objectives to Actual Effort 93 Important Concepts Covered in This Chapter 97 Reference 98 4 The Business Shakes Hands with the Microsoft Project 2010 Platform 99 In This Chapter 99 Logical Architecture Is More Natural for Business Users 100 Microsoft Project 2010 Platform Is Highly Extensible 122 Important Concepts Covered in This Chapter 130 References 131 5 End Users' Critical Success Factors: Using MS Project 2010 133 In This Chapter 133 Project Management in Small Business and the Enterprise 134 Initiating and Managing Projects Using the Microsoft Project Desktop Client 143 Being an Effective Enterprise Project Manager Using Microsoft Project Server 161 Fluent Project Management Using the Fluent UI: Introducing the Ribbon 171 Important Concepts Covered in This Chapter 181 References 182 6 Thinking Local, Going Social: Project Teams Can Thrive Using Microsoft Project Server 2010 185 In This Chapter 185 Project Management Looking Ahead 185 PPM Lifecycle 188 Important Concepts Covered in This Chapter 202 7 Better Together: Microsoft Project 2010 Worksites Using SharePoint Server 2010 203 In This Chapter 203 Integration of Collaboration, Social Media, and Project-Related Information 203 SharePoint Server 2010 Offers Critical Business Capabilities 208 Being Social in a Project Environment 217 Important Concepts Covered in This Chapter 221 8 Effective Transition of Strategy and Execution: Program Management Using Microsoft Project Server 2010 223 In This Chapter 223 Projects Are the 'How,' Programs Are the 'Why' 224 Important Concepts Covered in This Chapter 249 References 249 9 Intelligent Business Planning and Controlling Using Microsoft Project 2010 251 In This Chapter 251 Understanding Strategic Planning with Project Server 251 Creating and Managing Portfolio Lifecycle for Project Server 256 Understanding and Building Business Drivers 259 Using Project Server to Master Demand Management 268 Building Project Selection Criteria 286 What the Effi cient Frontier Is and How to Use It 292 Working with Constraints in Portfolio Planning 296 Creating and Running Multiple Scenarios for Portfolio Planning 303 Applying Strategic Analysis for Corporate to Departmental Needs 306 Committing New Work Portfolios and Measuring for ROI 309 Project Server Optimizing Governance for PMOs 315 Important Concepts Covered in This Chapter 319 References 320 10 Intelligent Business Planning and Reporting Using Microsoft Project 2010 321 In This Chapter 321 What Is Dynamic Reporting . . . 321 Creating Easy-to-Access Reporting in Project Server/SharePoint BI 324 Important Concepts Covered in This Chapter 361 Index 363

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Book SynopsisYour answer to the software project management gap The Complete Software Project Manager: From Planning to Launch and Beyond addresses an interesting problem experienced by today''s project managers: they are often leading software projects, but have no background in technology. To close this gap in experience and help you improve your software project management skills, this essential text covers key topics, including: how to understand software development and why it is so difficult, how to plan a project, choose technology platforms, and develop project specifications, how to staff a project, how to develop a budget, test software development progress, and troubleshoot problems, and what to do when it all goes wrong. Real-life examples, hints, and management tools help you apply these new ideas, and lists of red flags, danger signals, and things to avoid at all costs assist in keeping your project on track. Companies have, due to the nature of the competitive envTable of ContentsFOREWORD xvii ACKNOWLEDGMENTS xix ABOUT THE AUTHOR xxi INTRODUCTION xxiii CHAPTER 1 Software Development Explained: Creativity Meets Complexity 1 A Definition of Software Development 1 Why Is Software Development So Difficult? Hint: It’s Not Like Building a House 1 The Simple, the Complicated, and the Complex 2 Metaphor #1: Piles of Snow 3 Metaphor #2: The Ikea Desk 4 Metaphor #3: Heart Surgery 5 Using the Three Metaphors in Project Management 6 CHAPTER 2 Agile, Waterfall, and the Key to Modern Project Management 7 Agile and Waterfall 7 Waterfall 7 Waterfall’s Problems 8 The Requirements Requirement 9 Inflexibility 9 Loss of Opportunity and Time to Market 9 Customer Dissatisfaction 10 Agile 10 Lack of Up-Front Planning 12 Lack of Up-Front Costs 12 Stakeholder Involvement 13 Extensive Training 13 Where Agile Works Best 14 The Need for Up-Front Requirements in Many Projects 14 The Real World 15 Agile Enough 15 The Software Development Life Cycle 15 CHAPTER 3 Project Approaches; Off-the-Shelf and Custom Development; One Comprehensive Tool and Specialized Tools; Phased Launches and Pilots 17 The Custom vs. Off-the-Shelf Approach 18 History 18 The Benefit of Off-the-Shelf 19 Off-the-Shelf Examples 19 Thinking You’re Editing When You’re Actually Creating 20 Common Challenges with Off-the-Shelf Software 20 Business Compromise 21 Discovering You Made the Wrong Choice with Packaged Software 21 Breaking the Upgrade Path 21 Locked into a Partnership and the Product Roadmap 22 Expense of Off-the-Shelf 22 Where Packaged Software Works Well 23 Frameworks and the Blurring Worlds of Custom and Packaged Software 23 Integrations vs. One Tool for the Job 24 To Phase or Not to Phase 25 Bigger Is Not Always Better 26 The Pilot Approach 26 Why Not Pilot? 27 CHAPTER 4 Teams and Team Roles and Responsibilities Defined 29 Teams and the Roles on Teams 29 Project Leadership 30 The Key Business Stakeholder 31 The Project Sponsor 31 The Program Manager 32 Project Manager 32 Multiple Project Managers 33 Confusion About the Project Manager Role; It’s More Limited than You Think 34 Project Team 34 The Business Analyst 35 User Experience 35 Designer 35 The Programmers 35 Architect 36 Systems Administrator 36 Team Member Choice and Blending Roles 37 Getting All the Roles Covered 37 Real-World Examples for Role-Blending 38 Project Sponsor as Program Manager 38 Program Manager as Business Analyst 39 Front-End Programmer as User Experience 39 Design, UX, and Business Analysis 40 Back-End Programmer as Architect 40 SysAdmin as Architect 40 Professionals and Personalities 40 Programmers 40 Project Managers 41 Business Analysts and User Experience People 42 Architects and Systems Administrators 42 Insource or Outsource: Whether to Staff Roles with Internal People or Get Outside Help 43 The Myth that Insourcing Programming Is Better 43 Inexperience with Projects 44 How Knowledge Goes Stale 44 Outsourced Teams 44 When to Use Internal or External Teams 45 Roles Easiest to Outsource 46 Roles “in the Middle” 46 Roles that Are Usually Internal 47 Vendors and Hiring External Resources 47 Some Tech-Types to Avoid: Dot Communists and Shamans 47 The Shamans 48 Boundaries, Responsibilities, and Driving in Your Lane 49 Techies Who Don’t Drive in Their Lane 50 Business Stakeholders Who Shirk Responsibilities 50 Business Stakeholders, Step Up! 51 Have a Trusted Technology Partner 52 How Best (and Worst) to Work with Your Technology Partner 52 Too Many Cooks 53 CHAPTER 5 Project Research and Technology Choice; Conflicts at the Start of Projects; Four Additional Project Delays; Initial Pitfalls 55 Choice of Technology, a Definition 56 The Project’s Research Phase 56 Current State 56 Integrations and Current State 57 Data and Current State 57 Business Needs 58 Possible Technology Solutions 58 Demos 59 Comparison Grids 59 Talk to Other People, a Journalistic Exercise 60 How Do You Know When Your Research Is Done? 61 Research Reality Check 62 You Can’t Run the Control 62 Religious Wars 63 Passion over Reason 64 Business Stakeholders and Controlling Ego 64 How to Stop a Technology Religious War 65 Not So Easy 65 Preventing a Technology Religious War 65 Being Right 66 Stopping a War in Its Tracks 66 Détente and Finally Ending a Technology Religious War 67 Clarity 67 The Role of the CIO 68 Two Most Important Factors in Core Technology Decisions 69 Budget Constraints 69 The Team 69 Choosing Technology and What NOT to Consider: The Future 70 Other Conflicts that Delay the Start of Projects 71 Business Strategy and Organizational Authority 71 Design 73 Blue Sky 73 Overanalysis 74 The Project Charter, a Key Document 74 CHAPTER 6 Final Discovery; Project Definition, Scope, and Documentation 77 Budgeting and Ongoing Discovery; Discovery Work Is Real Work 78 Budgeting Final Discovery 78 What Discovery Costs 79 What Comes Out of Final Discovery: A Plan 79 Getting to a Plan 80 The Murk 80 Getting Out of the Murk 81 The Plan for the Plan—Company A 82 Hosting 82 Content Entry 82 Search 82 Content Pages and Features 83 Integrations 83 Back-end System 83 Data Migration 84 How Anyone Can Make a Plan for the Plan 84 Different Approaches to Elicit the Plan for the Plan 85 Exception to the Murk 86 Breakout Sessions 87 The Weeds Are Where the Flowers Grow 87 Not All Questions Will Be Answered 88 Agile, Waterfall, and Project Documentation 89 The Scope Document 90 Project Summary 90 Project Deliverables 90 Out of Scope 90 Constraints 91 Assumptions 91 Risks 91 Timeline 92 Budget, Scope, Timelining, and Horse-Trading 93 Metrics 93 What About “the List”? 94 Defining and Visualizing and Project Scope 94 What Usually Happens 95 The Chicken and the Egg 95 Common Questions 97 Where Does Design Fit In? 97 Working with Marketing Stakeholders 98 How You Know You’re On the Wrong Track 98 A Word About Ongoing Discovery 99 CHAPTER 7 Budgeting: The Budgeting Methods; Comparative, Bottom-Up, Top-Down, and Blends; Accurate Estimating 101 An Unpleasant Picture 102 What Goes on Behind the Scenes; a Scene 102 Budgeting Type 1: Comparative Budgeting 103 Gotchas with Comparative Budgeting 104 Budgeting Type 2: Bottom-Up Budgeting 104 The Rub in Bottom-Up Budgeting 105 Budgeting Type 3: Top-Down and Blends 105 Why RFPs Don’t Work 106 Accurate Estimating and Comparison Budgeting 107 Effective Estimating in Top-Down and Bottom-Up Budgeting 108 Establish a Base Budget for Programming, Ongoing Discovery, Unit Testing, Debugging, and Project Management 108 Percentages of Each 108 Programming Hours—Raw and Final 109 The Math Part 109 Additional Items to Consider 111 Budgeting and Conflicts 112 CHAPTER 8 Project Risks: The Five Most Common Project Hazards and What to Do About Them; Budgeting and Risk 115 Five Always-Risky Activities 116 Integration 116 Data Migration 117 Customization 118 Unproven Technology/Unproven Team 119 Too-Large Project 119 Want Versus Need 119 Want Versus Need: Programmers 120 Want Versus Need: Business Stakeholders 120 Optimism Is Not Your Friend in Software Development 120 Beware the Panacea Claim 121 Facing Risks 121 A Few Words About Fault 121 Identifying Risks Up Front 122 Embrace the Snow 122 Talking to Your Boss 123 Hidden Infections 124 Bad Technology Team; Wrong Technology Choice 124 Too Many Opinions and Lack of Leadership 124 The Contingency Factor 125 The Cost of Consequences 125 Contingency Percentage Factors 126 In the Real World 126 The Good News 127 A Common Question 127 Long-Term Working Relationships and Contingency 127 CHAPTER 9 Communication; Project Communication Strategy; from Project Kickoff to Daily Meetings 129 Project Kickoff 130 Project Kickoff Cast 130 Project Leadership 130 Company Leadership 131 Who Gives the Kickoff? 131 Kickoff Presentation 131 High-Level Project Definition 132 Business Case and Metrics 132 Project Approach 133 Team Members and Roles 133 Project Scope 134 Out-of-Scope 134 Timeline 134 Budget 135 Risks, Cautions, and Disclaimers 136 Monthly Steering Committee 137 Monthly Steering Committee Attendees 137 Monthly Steering Committee Agenda 137 Weekly Project Management Meeting 139 Weekly Project Management Attendees 139 Weekly Project Management Agenda 139 Daily Standup Meeting 140 Well-Run Meetings 140 Insist on Attention 140 Timeliness 140 Getting “into the Weeds” 141 Needs to Be Kicked Upstairs 141 Poor Quality Sound—Speakerphones and Cell Phones 142 Too Much Talk 142 Agenda and Notes 143 CHAPTER 10 The Project Execution Phase: Diagnosing Project Health; Scope Compromises 145 What Should Be Going on Behind the Scenes 145 The Best Thing You Can Ever Hear: “Wait. What Was It Supposed to Do?” 146 Neutral Corners 147 What If Things Aren’t Quiet? 147 Making Decisions 148 How to Listen to the Programmers 149 The Programmer’s Prejudice 149 SneakerNet and the Fred Operating System 150 SneakerNet Integrations 150 The Fred Operating System 151 The Hidden Benefits 151 Demos and Iterative Deliverables 151 Why Iterative Deliverables Are Important 151 Why Iterative Deliverables Are Hard 152 What You Can Do to Achieve Iterative Deliverables Even if It’s Hard 153 Demos 154 Scope Creep 154 Dealing with Scope Creep; Early Is Better 155 Scope Creep and Budgeting 155 Scope Creep and Governance 155 Types of Scope Creep 156 Scope Creep and the Team 157 CHAPTER 11 First Deliverables: Testing, QA, and Project Health Continued 159 The Project’s First Third 159 The Second Third 159 A First Real Look at the Software 160 The Trough of FUD 161 Distinguishing a Good Mess from a Bad Mess 163 An Important Checkpoint 163 Getting to Stability 164 First Testing and the Happy Path 164 Quality Assurance 165 Bug Reporting 165 Regression Testing 166 Bugs: Too Many, Too Few 166 Testing: The Right Amount for the Job 166 Too Much Testing? 167 Bug Cleanup Period 167 Timeline So Far 168 CHAPTER 12 Problems: Identifying and Troubleshooting the Three Most Serious Project Problems; Criteria for Cancellation 169 A Rule About Problems 169 Additional Resources 170 Fault—A Review 172 Common Late-Stage Problems 172 Business User Revolt: “We Talked About It in a Meeting Once” 172 Managing Business User Revolt 173 What If No or Little Documentation Exists? 174 Risk Chickens Come Home to Roost 175 Managing the Risk Chickens 176 When Programmers Ask for More Time 178 Lurking Infections 178 Bad Technology Team 179 How to Manage a Bad Technology Team 179 Wrong Technology Choice 180 Managing a Wrong Technology Choice 180 The Sunk-Cost Bias 181 Lack of Leadership 181 Managing Lack of Leadership 181 CHAPTER 13 Launch and Post-Launch: UAT, Security Testing, Performance Testing, Go Live, Rollback Criteria, and Support Mode 183 User Acceptance Testing: What It Is and When It Happens 183 Controlling UAT and “We Talked About It in a Meeting Once,” Part Deux 185 Classifying UAT Feedback 185 Bugs 186 Not Working as Expected—The Trickiest Category 186 Request for Improvement 187 Feature Request 188 Conflict Resolution and Final Launch List 188 Load Testing 189 Performance Testing 189 Security Testing 189 Sign-Off 194 Questions to Ask Regarding Launch Readiness 195 Not Knowing Is Not Acceptable 195 Criteria for Rollback 196 Singing the Post-Launch Blues 196 Was It All a Big Mistake? 198 Metrics 198 Ongoing Development 198 Surviving the Next One 199 APPENDIX 201 GLOSSARY 215 INDEX 223

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Book SynopsisSchedules, budgets, communications, resources - projects big and small include them all, and Microsoft Project 2010 can help you control these variables. This book teaches you from setting budgets and tracking schedules to testing scenarios and recognizing trouble spots before your project breaks down. It is suitable for project managers.

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Book SynopsisCarl Chatfield and Timothy Johnson are the authors of every version of the popular Microsoft Project Step by Step going back to Project 2000. Carl is a principal content project manager at Microsoft, where he oversees development of user assistance material, UI text, and web content for a range of products and services.

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a huge range and FREE tracked UK delivery on ALL orders.

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Book SynopsisDevelop an understanding of the core principles of IS and how it is practiced today with PRINCIPLES OF INFORMATION SYSTEMS, 13th edition. This edition combines the latest research with the most current coverage available as content highlights IS-related careers. You explore the challenges and risks of computer crimes, hacking, and cyberterrorism as well as the most current research on big data, analytics, and global IS and social networking. In addition, you examine business intelligence, cloud computing, e-commerce, enterprise systems, mobile computing, strategic planning, and systems acquisition. You learn how information systems can increase profits and reduce costs as you explore artificial intelligence, change management, data governance, environmental concerns, Internet of Everything, Internet censorship and net neutrality, virtual teams, and more. Interactive multimedia resources, MindTap, help you maximize success as an employee, decision maker, and business leader.

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Book Synopsis The quick way to learn Microsoft Project 2019! This is learning made easy. Get more done quickly with Microsoft Project 2019. Jump in wherever you need answers–brisk lessons and informative screenshots show you exactly what to do, step by step. Other Project users will want to grab this book as well. Quickly start new plans, build task lists, and assign resources View resource capacity and track progress Capture and fine-tune work and cost details Visualize schedules with Gantt charts and other views and reports Consolidate projects, and share resources across plans Manage modern Agile projects (James Mills, Jr., contributor) Customize Project to maximize your efficiency Leverage improvements to task linking, timelines, and accessibility Master PM best practices while you learn Project Look up just the tasks and lessons you need Table of Contents Introduction Part 1: Get started with Microsoft project Chapter 1 Project, project management, and you Practice files Meet the Project program Meet the Project family See the new features in Project 2019 New features in earlier versions New in Project 2016 New in Project 2013 New in Project 2010 Take a project manager’s perspective Let’s get started! Chapter 2 Take a guided tour Practice files Explore the Project user interface Manage files and set options in the Backstage view Work with schedule details in views Use reports to check a plan’s status Skills review Practice tasks Explore the Project user interface Manage files and set options in the Backstage view Work with schedule details in views Use reports to check a plan’s status Part 2: Simple scheduling basics Chapter 3 Start a new plan Practice files Create a new plan and set its start date Set nonworking days in the project calendar Enter the plan title and other properties Skills review Create a new plan and set its start date Set nonworking days in the project calendar Enter the plan title and other properties Chapter 4 Build a task list Practice files Create tasks Switch task scheduling from manual to automatic Enter task durations and estimates Enter milestone tasks Create summary tasks to outline the plan Link tasks to create dependencies Check a plan’s duration and finish date Document task information Skills review Create tasks Switch task scheduling from manual to automatic Enter task durations and estimates Enter milestone tasks Create summary tasks to outline the plan Link tasks to create dependencies Check a plan’s duration and finish date Document task information Chapter 5 Set up resources Practice files Set up work resources Enter the maximum capacity for work resources Enter work resource pay rates Adjust working time in a resource calendar Set up cost resources Document resources by using notes Skills review Set up work resources Enter the maximum capacity for work resources Enter work resource pay rates Adjust working time in a resource calendar Set up cost resources Document resources by using notes Chapter 6 Assign resources to tasks Practice files Assign work resources to tasks Control work when adding or removing resource assignments Assign cost resources to tasks Check the plan after assigning resources Skills review Assign work resources to tasks Control work when adding or removing resource assignments Assign cost resources to tasks Check the plan after assigning resources Chapter 7 Format and share your plan Practice files Customize a Gantt chart view Add tasks to a Timeline view Customize reports Copy views and reports Print views and reports Skills review Customize a Gantt chart view Add tasks to a Timeline view Customize reports Copy views and reports Print views and reports Chapter 8 Track progress: Basic techniques Practice files Understand progress tracking Save a baseline of your plan Track a plan as scheduled Enter a task’s completion percentage Enter actual values for tasks Skills review Save a baseline of your plan Track a plan as scheduled Enter a task’s completion percentage Enter actual values for tasks Part 3: Advanced scheduling techniques Chapter 9 Fine-tune task scheduling Practice files See task relationships by using Task Path Adjust task link relationships Control task scheduling by using constraints Interrupt work on a task Adjust working time for individual tasks Control task scheduling by using task types See task schedule details by using the Task Inspector Skills review See task relationships by using Task Path Adjust task link relationships Control task scheduling by using constraints Interrupt work on a task Adjust working time for individual tasks Control task scheduling by using task types See task schedule details by using the Task Inspector Chapter 10 Fine-tune task details Practice files Enter deadline dates Enter fixed costs Create a recurring task View the plan’s critical path Schedule summary tasks manually Skills review Enter deadline dates Enter fixed costs Create a recurring task View the plan’s critical path Schedule summary tasks manually Chapter 11 Fine-tune resource and assignment details Practice files Change resource availability over multiple date ranges Work with multiple resource pay rates Change resource pay rates over different date ranges Delay the start of assignments Apply contours to assignments Create and assign material resources View resource capacity Adjust assignments in the Team Planner view (Project Professional only) Skills review Change resource availability over multiple date ranges Work with multiple resource pay rates Change resource pay rates over different date ranges Delay the start of assignments Apply contours to assignments Create and assign material resources View resource capacity Adjust assignments in the Team Planner view (Project Professional only) Chapter 12 Fine-tune the Project plan Practice files Examine resource allocations over time Resolve resource overallocations manually Level overallocated resources Check the plan’s cost and finish date Inactivate tasks (Project Professional only) Skills review Examine resource allocations over time Resolve resource overallocations manually Level overallocated resources Check the plan’s cost and finish date Inactivate tasks (Project Professional only) Chapter 13 Organize plan details Practice files Sort plan details Group plan details Filter plan details Create new tables Create new views Skills review Sort plan details Group plan details Filter plan details Create new tables Create new views Chapter 14 Track progress: Detailed techniques Practice files Update a baseline Track actual and remaining work for tasks and assignments Track timephased actual work for tasks and assignments Reschedule incomplete work Skills review Update a baseline Track actual and remaining work for tasks and assignments Track timephased actual work for tasks and assignments Reschedule incomplete work Chapter 15 View and report project status Practice files Examine a plan’s variance Identify tasks that have slipped Examine task costs Examine resource costs Skills review Examine a plan’s variance Identify tasks that have slipped Examine task costs Examine resource costs Part 4: In-depth and special subjects Chapter 16 Format and print views: In-depth techniques Practice files Format a Gantt chart view Format a Timeline view Format a Network Diagram view Format a Calendar view Print and export views Skills review Format a Gantt chart view Format a Timeline view Format a Network Diagram view Format a Calendar view Print and export views Chapter 17 Format reports: In-depth techniques Practice files Create a custom report Customize charts in a report Customize tables in a report Skills review Create a custom report Customize charts in a report Customize tables in a report Chapter 18 Customize project Practice files Share custom elements between plans Record and run macros Edit macros Customize the ribbon and Quick Access Toolbar Skills review Share custom elements between plans Record and run macros Edit macros Customize the ribbon and Quick Access Toolbar Chapter 19 Share information with other programs Practice files Copy Project data to and from other programs Open files in other formats in Project Save to other file formats from Project Generate reports with Excel and Visio Skills review Copy Project data to and from other programs Open files in other formats in Project Save to other file formats from Project Generate reports with Excel and Visio Chapter 20 Consolidate projects and resources Practice files Share a resource pool across multiple plans Consolidate plans Create dependencies between plans Skills review Share a resource pool across multiple plans Consolidate plans Create dependencies between plans Chapter 21 Use Agile project management with Project Practice files Navigate the Agile project management template Reset the Agile project management template Create the product backlog Create the Agile team Plan a sprint Record progress from daily scrum meetings Generate reports for sprint reviews Sources for more information Skills review Navigate the Agile project management template Reset the Agile project management template Create the product backlog Create the Agile team Plan a sprint Record progress from daily scrum meetings Generate reports for sprint reviews Part 5: Appendixes Appendix A A short course in project management Understand what Defines a Project The project triangle: View projects in terms of time, cost, and scope Time Cost Scope Time, cost, and scope: Manage project constraints You have less time You have fewer resources You have more work Manage your projects with Project Appendix B Develop your project management skills Join a Project learning community Join a project-management learning community Appendix C Collaborate: Project, SharePoint, and PWA Set the Project desktop client to Computer mode Sources for more information Share your plan by using SharePoint Sources for more information Team collaboration with Project Web App Sources for more information Project portfolio management Sources for more information Appendix D Use this book in a classroom Match content to instructional needs Teach project management with Project Glossary 9781509307425 TOC 3/28/2019

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