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Creating Dependencies Between Projects
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22. In the Children s Exercise Book Launch schedule plan (the second inserted
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project), click the minus sign next to the name of task 1, Planning Phase. Project collapses this phase. This will allow you to see both the predecessor and successor tasks across the two inserted projects.
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23. On the Task tab, in the Editing group, click Scroll to Task.
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You can see the link line between the Prepare book sales kit task in one inserted project and the Interior illustration design task in the other inserted project.
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In the consolidated project plan, the cross-project link appears as a normal task link.
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Because you are looking at a consolidated project plan that shows the tasks from both project plans, the cross-project link does not appear as a ghost task. The following are a few additional tips and suggestions for working with consolidated projects and cross-project links:
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You can turn off the display of cross-project links if you wish. To do this, on the File
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tab, click Options. In the Project Options dialog box, on the Advanced tab, clear the Show External Successors and Show External Predecessors check boxes.
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When viewing a consolidated project, you can create cross-project links quickly by
clicking the Link Tasks button on the Task tab. Dragging the mouse between two task bars will do the same thing.
18
Consolidating Projects and Resources
Each time you open a project plan with cross-project links, Project will prompt you
to update the cross-project links. You can suppress this prompt if you would rather not be reminded, or you can tell Project to accept updated data from the linked project plan automatically. To do this, on the File tab, click Options. In the Project Options dialog box, on the Advanced tab, under Cross Project Linking Options For <File Name>, select the options that you want. CLEAN UP Close all open files.
Key Points
If you have resource information duplicated in more than one project plan, a
resource pool is an excellent way to collect resource information across project plans and spot problems, such as resource overallocation.
Besides indicating various resources nonworking time in a resource pool, you
can edit the project calendar in a resource pool (for example, marking holidays as nonworking time) and that information will be propagated to all sharer plans of the resource pool file.
Resource assignment details from all sharer plans are available for viewing (but not
editing) in the resource pool file.
Consolidating project plans into a single plan is useful when you want to see all the
aggregate details in one place (the consolidated project plan) and yet continue to work with the individual project plans.
When a task in one project plan has a logical dependency on a task in another
project plan, you can link the two with a cross-project link. This produces what is sometimes called a ghost task (the predecessor or successor task) in both project plans.
Appendices
Part 4
A A Short Course in Project Management . . . . . . . . .431 B Roadmap for Developing Your Project and Project Management Skills . . . . . . . . . . . . . . . . . . . .439 C Using the Practice Files if Connected to Project Server . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .443 D Using Microsoft Project 2010 Step by Step in a Classroom: Suggestions for Instructors . . . . . .447
A A Short Course in
Understanding What Defines a Project
Project Management
Throughout this book, we ve included advice on how best to use Microsoft Project 2010 while following sound project management practices. This appendix focuses on the basics of project management, regardless of any software tools you may use to help you manage projects. While project management is a broad, complex subject, in this appendix we focus on the project triangle model. In this model, you consider projects in terms of time, cost, and scope.
Succeeding as a project manager requires that you complete your projects on time, finish within budget, and make sure your customers are happy with what you deliver. That sounds simple enough, but how many projects have you heard of (or worked on) that were completed late, cost too much, or didn t meet the needs of their customers A Guide to the Project Management Body of Knowledge (published by the Project Management Institute) referred to as the PMBOK and pronounced pimbok defines a project as a temporary endeavor undertaken to create a unique product or service. Let s walk through this definition to clarify what a project is and what it is not.
Tip For more information about the Project Management Institute and the PMBOK, see Appendix B, Roadmap for Developing Your Project and Project Management Skills.
First, a project is temporary. A project s duration might be just one week, or it might go on for years, but every project has an end date. You might not know that end date when the project begins, but it s out there somewhere in the future. Projects are not the same as ongoing operations, although the two have a great deal in common. Ongoing operations, as the name suggests, go on indefinitely; you don t establish an end date. Examples include most activities of accounting and human resources departments. People who run ongoing operations might also manage projects; for example, a manager of a human resources department for a large organization might plan a college
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