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Inactivating Tasks
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Important The ability to inactivate tasks is available only in Project Professional and not in Project Standard. If you have Project Standard, skip this section.
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You can include tasks in a project plan that you might later decide you don t want to have completed, but you also don t want to lose the details about those tasks by deleting them. You might for example develop tasks that pose what-if questions that you can t begin to answer until preliminary questions get answered. Or you could design a project plan that describes a likely-case scenario for completion but also includes more optimistic and pessimistic sets of tasks as well. In Project, you can inactivate a single task or multiple tasks. Inactivating tasks may be preferable to deleting tasks, in that it keeps the task information in the project plan but removes the scheduling effect of those tasks. A task that drives the start of a successor task, for example, remains visible when inactivated, but it has strikethrough formatting
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Fine-Tuning Task Details
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applied in the Gantt Chart and other views, and its link relationship is broken and its successor is rescheduled. Should you later wish to reactivate inactivated tasks, you can easily do so, and Project restores them as active tasks with the same scheduling impact as they previously had. In this exercise, you inactivate a summary task and its subtasks.
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1. Select the name of task 39, Design book s companion website.
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This summary task and its subtasks reflect an initial plan to account for the work of designing a Web site that would promote the new book at its launch. You still think you might want to include this work in the new book plan, but for now, you d like to inactivate these tasks.
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2. On the Task tab, in the Schedule group, click Inactivate.
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Project inactivates the summary task and its subtasks.
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Inactive tasks are formatted as strikethrough text, and their Gantt bars appear as colorless outlines.
The original task information is still visible, but now it has no impact on the overall project plan. Later, should you decide to include these tasks in the project plan, you could reactivate them by clicking Inactivate again. CLEAN UP Close the Advanced Tasks B file.
Key Points
Key Points
By using a combination of task relationships plus lead and lag time, you can more
accurately model when work should be done.
When entering lead time between a predecessor and successor task, entering a
percentage lead time value offers some flexibility because Project recalculates the lead time value whenever the duration of the predecessor task changes.
Think through the effects of semi-flexible and inflexible constraints on your
schedules, and use them sparingly.
You can often set a deadline date for a task instead of applying a hard constraint,
such as Must Finish On (MFO).
You can interrupt work on a task by splitting it. You can record any fixed cost value you wish per task, and it is not associated with
resource costs.
For tasks that must be completed at times other than of the project s normal work-
ing time (as specified by the project calendar), you can create a new base calendar and apply it to the task.
The critical path indicates the series of tasks that determine the project s finish date.
Project constantly recalculates the critical path, which may change as the details of your project plan change.
Set up a recurring task for activities, such as status meetings, that occur on a regu-
lar frequency.
You can enter a manual duration on a summary task in addition to its automatically
scheduled duration.
In Project Professional, inactivate tasks used in what-if scenarios or otherwise no
longer needed in the project plan but that you don t want to delete permanently.
at a Glance
Change resource availability over time, page 179.
Set up additional resource pay rates for different kinds of work, page 183.
Set up material resources to track costs of consumables, page 186.
Fine-Tuning Resource Details
In this chapter, you will learn how to: Set resource availability to change over time. Set up different pay rates for resources. Set up pay rates that will change over time for a resource. Set up a material resource.
Because work resources (people and equipment) are often the most expensive part of a project, understanding how to make the best use of resources time is an important project planning skill. In this chapter, you use a variety of advanced Microsoft Project 2010 features relating to resources their availability and costs.
Practice Files Before you can complete the exercises in this chapter, you need to copy the book s practice files to your computer. A complete list of practice files is provided in Using the Practice Files at the beginning of this book. For each exercise that has a practice file, simply browse to where you saved the book s practice file folder. Important If you are running Project Professional, you may need to make a one-time setting change. This helps ensure that the practice files you work with in this chapter do not affect your Project Server data. For more information, see Appendix C, Using the Practice Files if Connected to Project Server.
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