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Business Contact Manager also functions as a program manager and might provide the basic tasks and reminders needed for your project management needs.
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As a project gets under way (and while it s in progress), you must strive to keep three things in balance: scope, schedule, and resources. A project s scope is the set of tasks required to nish the project. If you are remodeling a bathroom in your home or of ce, for example, you must nish speci c tasks before your bathroom is considered complete. Some of these tasks might include designing a new oor plan, ordering bathtub and sink xtures, setting up a plumbing contractor, and demolishing the existing bathroom. All these tasks make up the scope of the project. Your project s schedule is the time required to complete the project s tasks and the order of those tasks. The schedule includes the obvious: projected start and nish dates. However, you must also consider scheduling other resource items, such as dates for the plumbing and heating personnel, the tile contractor, the electrician, and the inspector. Schedules should also include proposed receipt dates of any materials you need, such as custom faucet xtures, lighting tracks, and a water ltration unit.
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Finally, the resources for a project include the materials, equipment, and people necessary to complete the project. In many instances, you include not only contact information but also wage and bene t information for the people involved. (Bene ts can include time off or holidays you must schedule around.) Likewise, materials and equipment connected with your project have related costs, operating expenses, and scheduling dynamics you must consider. Another resource is where the project will take place. You must know the availability of the space throughout the project. In our example, the project s location is a bathroom, so you might not want to plan a renovation project to start when you are also hosting a large party. Similarly, if a project involves training employees, you don t want to schedule the training sessions to coincide with vacations or company-related events when an employee or group of employees will be out of town.
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Project 2007 helps you with the four main project management steps: De ning the project Creating the project plan Tracking the project Finishing the project When you de ne the project, you outline the goals, de ne the scope, determine the necessary resources, and estimate how much time is needed to complete the project. You should also add milestones and internal deadlines, such as the date you want a wall demolished. The project plan is the blueprint for your project. In short, the plan speci es exactly what needs to be accomplished, who will complete each task, how much time is estimated for each task, which tasks are dependent on others to nish before they can start, and any constraints you want applied to a task or a schedule. An example of a task constraint, or dependency, is that you might need to hire an electrician to rough in electrical outlets before your drywall contractor puts up your walls. Completing the drywall is dependent on the completion of the electrical work. Constraints might also include starting a task on a speci c date (such as not on a weekend or holiday because of higher contracting costs). The strength of Project 2007 is that it can track your project s history from start to nish as long as you enter correct data and keep the information up to date. Project 2007 can compare the actual time to complete a task with the time you estimated (and budgeted for). It also can analyze resource requirements to determine whether a resource is overloaded or whether you have scheduled a resource to complete more than one task at the same time. (Your plumber can work on only one part of the bathroom at a time, for instance.) You can reformulate the plan to include additional resources, extend the project time, or rede ne the scope of the project.
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