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Tip #5: How do I know what Project did to my Schedule When My Schedule was Leveled?
One of the issues with using Microsoft® Project 2010’s automatic leveling feature (used to resolve overallocations) is that you don’t know what it did to the schedule on a task by task basis. A well-hidden asset is the Leveling Gantt view.
Tip #4: Using the Resource Usage View to Analyze Resource Utilization
A standard assignment view that has been overlooked in many situations is the Resource Usage view. Many project managers take this view how they find it, but it can be customized to give you substantial information about resources.
Tip #3: Using the Team Viewer in Project 2010 to Analyze and Resolve Overallocated Tasks.
A new feature in Project Professional 2010 is the Team Viewer. Project has always permitted you to allocate resources to tasks, but, in 2010, you can allocate tasks to resources with the Team Viewer.
Tip #2: How to See Which Tasks have created an Over allocation from the Resource Graph
To accomplish this, we will create a custom combination view. Go to the View tab, Other Views, More Views. Select Combination View. Provide a name for your new view. In the upper part of the view, select the Resource Graph. In the lower part of the view, select the Gantt Chart.
Tip #1: How to display Resource Graphs for Selected Resources
In Microsoft® Project, there is a Resource Graph view that displays peak units, overallocation, remaining work, etc. for each resource. However, many of my students want to know how to display this graph for more than one resource and if you can select the resources graphed. The answer is YES.
Tip #5: Actively manage the changes that your project engenders
Almost all projects involve some sort of resulting change. If the project is producing an end product, the change will affect those customers who will use that product. It may also affect those producing the product. If the project is producing a new methodology or process, both the development and implementation of the process or methodology will have an impact on all of those who will be using it or might be affected by it. Humans are not very keen on change. Most people try to avoid it, regardless of the benefits the change might bring about. To minimize resistance to the change(s), use good change management techniques.
Tip #4: Master your changing leadership role
In an excellent book on leadership and change in the face of complexity (Complex Adaptive Leadership by Nick Obolensky), the author notes that in most organizations of today there’s a charade taking place. The pretense is that those in senior leadership positions know all there is to know about the work of the organization and, therefore, have all of the answers to the problems the organization faces. The followers, on the other hand, know little about what’s going on in the organization and diligently wait for instructions from the senior leadership so they can accomplish their work. In fact, both the leaders and the followers understand the absurdity of this farce, but continue to perpetuate it.
Tip #3: Carefully manage key stakeholder relationships.
Stakeholder relationship management can be challenging even on simple, straightforward projects. In complex projects, that management responsibility can be overwhelming. In our book, Managing Complex Projects, Dr. Harold Kerzner suggests a six step process for managing these relationships. Some of the highlights include: