@team building and project management
DESCRIPTION
@Team Building and Project ManagementTRANSCRIPT
1
Team Based and Project Management
By Lilliesköld at KTH
2
Team-Based Design• Introduction to Teaming• Processes of Effective Teams• Nature of Individual Commitment• Diversity and Teamwork• Guidelines for Effective Feedback• Dealing with Common Team Problems
3
Introduction to Teaming
Prominence of teams in workplace
• Self-directed teams
• CQI teams
• Participative management
• Cross-functional design teams (OURS)
4
Nature of Teams• Members depend on each other in some way• Members must share at least SOME goals• Collective efforts yield high performance
5
Advantages of Teams• Motivation – spirit• Sharing/delegation of workload• Fast response to change in requirements• High creativity, good decision-making• Better cross-functional communication/ find
problems• Lots of learning from each other
6
Problems with Teaming• Meetings and consensus-building take time• Poor leadership ineffectiveness• Many people aren’t skilled as team members• Differences in effort/commitment conflict,
resentment• Hard to communicate between disciplines• Too much cohesion screen out relevant info
7
Learning about Teaming• Employers really care about your ability to
work in teams• You will gain experience with a team• You SHOULD reflect on the team process you
are participating in, see how YOU can improve your skills
8
Principles for Effective Teaming
• Collective decision making• Collaboration & interchangeability (pitching in
with each other)• Appreciation of conflict/differences – try to
RESOLVE them, not bury them• Balance of effort• Focus• Open communication• Mutual support• Team spirit
9
Individual Commitment to Team
Willingness to:• Commit time, effort• Work hard• Identify with team• Prioritize team goals relative to your own
10
Diversity in Teams• It’s a benefit – more views/expertise available• It’s a curse – harder to communicate/feel
cohesive• Ideally, want a BALANCE
11
Feedback to Your Team Members
• Most people don’t like to do, if not positive, duh!• Fear hurting feelings/making enemies• Even when requested, most may not want to hear itBUT:• If ACCURATE and HELPFUL, may be valued,
and can help individual and team
• If they can’t change it, don’t mention it• Make it descriptive, not judgmental – “it makes
ME feel”, not “you are such a …”
12
Protocol for Feedback Session
• Decide on subject for feedback (scope)--”Let’s talk about how we …”
• Start positive, what they should KEEP doing• Mention what you’d like to see people do more or
less of• Teammates should clarify, gently reinforce, avoid
ganging up• Continue feedback to rest of team – all get a chance
to give, receive• Some things are best left UNSAID – you need to
keep working with your teammates!
13
For RECEIVING Feedback
• Evaluate your performance yourself, first – if they tell you what you know, don’t blame them!
• Relax, breathe while listening – no one will hit!• Listen carefully, without interrupting• Ask for examples, but don’t dispute• Acknowledge valid points / their viewpoints• Sort it out later – it’s just INPUT to you, NOT
revealed truth
14
“Normal” Problems – They CAN be Handled• Floundering – recognize and adapt/decide
• Monopolizing – recognize, feed back, correct -- “Hang on, let’s see what xx and yy think…”
• Personalizing – don’t blame people for problems outside their control – attack the problem, not the person
• Power struggles – recognize, resolve – when WINNING matters, not resolving the issue, it’s a problem
• Externalizing – don’t blame the “powers that be” for the troubles of the group
15
PROJECT MANAGEMENT
16
Agenda
• What is a project?• What is project management?• Project phases and documents• Project planning• An example of project planning
17
What is a project?• ”A project is a temporary endeavor undertaken to
create a unique product or service.”
• (Source: Project Management Institute - PMBOK)
18
Why Project Management?• Today project management is used by most
companies – A way to control costs
– Helps focus the work on the goal
– Allows following-up from management
– Makes the work ”measurable”• Cheaper + more efficient = happier customer
– Problem: • Buzzword “project” (the term is misused)
• Why is this important to you?
19
Project - Advantages• Decision making becomes
– Different
– Simplified
• Organization– Adapts to the task
– Crosses traditional organizational boundaries
20
Agenda
• What is a project?• What is project management?• Project phases and documents• Project planning• An example of project planning
21
What is project management?
22
Triple Constraints
23
Planning and communication
24
What is project management?• The application of:
– Knowledge
– Skills
– Tools and techniques
• In order to:– Meet project requirements and expectations
• The key (to becoming successful)– Meet the expectations!
25
Disclaimer!!• Unique, depending on the context• Theory is not enough: skill of craftsmanship is
also needed• There is no universal truth…• ”Do not try to reinvent the wheel”:
”stolen with pride!!
26
Agenda
• What is a project?• What is project management?• Project phases and documents• Project planning• An example of project planning
27
Project phases• A project is always divided into phases• Each phase includes activities that have to be
executed• Different check points are defined for each phase:
– Milestone
– Tollgate
28
Project phases
29
Example: PROPS• Phases in PROPS
– Pre-study phase
– Feasibility study phase
– Execution phase
– Conclusion phase
• 5 Tollgates• >8 Milestones
30
PM’s most important documents• PM: Project manager
• Project documents
31
The content of a project plan• Background
– The aim of this chapter is to inform the reader• Why the project has started • What has been done prior to project (pre-study, standardization work, other projects etc)• List of reference documents (For instance course-PM, contract, specifications, etc.)
• Goals– The project group has to agree in a measurable goal for the project
• Business and project goals• What are the ambition of the team members• When should the work be delivered
• Organization– Project members and other resources connected to the project should be mentioned
here• Name, address, responsibilities, etc.
• Project model (the method you use)– The project model refers to which way the project phases have been divided in the
planning process• A table of all phases, milestones, tollgates and responsibilities (Do not forget that you might need to
explain the project model in text as well!)
32
The content of a project plan• Commentary on time and resource plan
– Explaining text between the diagrams and the project model
• Risk analysis– A short analysis of potential risks that can delay the project, and an
action list on how to avoid these risks
• Document rules– How are you going to communicate and take care of documentation
– Naming,
– Reference numbers,
– Saving,
– Backup etc.
• Appendix– Time plan
– Resource plan
– Drop plan/dependency diagram
33
Agenda
• What is a project?• What is project management?• Project phases and documents• Project planning• An example of project planning
34
Project plan• Is the most important document in the entire project
– If you fail to plan, you plan to fail– “Plans are nothing, planning is everything”
• Shall make it clear– Why the project is started
– How the project will be executed• The deliveries
• WHO is responsible for each delivery and other parts of the project
• Who are the contact persons surrounding the project
– How can the sponsor follow-up the project work• I.e. Milestones, measurable goals and deliveries
• In practice, each new project member shall be able to start work on the project after having read the project plan
35
Example: Content of a Status Report
36
Content of the Final Report
37
Content of the Final Report
38
Summary• Project management are used to make work in
teams more efficient• The project managers main tools are
– Documents and deadlines
– The team members
– Meetings and other forms of communication
• What is important:– A common structure: 1
– The project members: 10
– Making the customer satisfied: 100
• Project planning– If you fail to plan, you plan to fail
39
Why is the project start so important?
40
Planning• Two types of planning processes:
– Backwards planning• Is something we always do without reflecting on it
– Work breakdown structure planning• ”Network planning”
• Follows a structured process
41
Why plan?• The purpose of a plan is to:
– Define reasonable goals
– Create strategies on how to achieve the goals
– Create a shared understanding of the goals and the way to get there
• Everyone can plan, but the plan must be understood in the same way by everyone in order to avoid problems
– Create a basis on how to manage and control the project
• The planning effort should make it possible to manage the future so that the project goals can be achieved
42
PlanningIn project management there are two types of plans:• Overarching plans or Milestone plans
– Used outwards to orient people outside the project about the progress
– Often used in communication with the project sponsor, client or supervisor
• • Detailed plans or Activity plans– Show the activities that must carried through and when
they should be performed
– Often made in a Gantt-schedule
43
Planning Techniques
44
Gantt Chart• A type of bar chart showing work vs. time, developed by Henry Gantt
in the 1910s, that illustrates a project schedule.
• Gantt charts illustrate the start and finish dates of the terminal elements and summary elements of a project. Terminal elements and summary elements comprise the work breakdown structure of the project. Some Gantt charts also show the dependency (i.e., precedence network) relationships between activities.
45
Gantt Chart• Advantages
– Easy to build and to understand the tasks and their timing (scheduling)
– The total time duration of the project is easily obtainable
• Disadvantages– Do not show the relation between the tasks and the
information on technological procedures, especially for the project of a large number of tasks
– Applicable to simple/small and medium sized projects
46
Gantt Charts and CPM/PERT Networks
Gantt Charts:
• Even though a lot of info, easy to read and , understand to monitor and follow progress.
• Not very good for logical constraints
• Should be used to COMPLEMENT networks, not replace
47
NETWORK TECHNIQUES
PERT CPM
-Program Evaluation and Review Technique- developed by the US Navy with Booz Hamilton Lockheed - on the Polaris Missile/Submarine program 1958 Used in projects of high risks
Critical Path MethodDeveloped by El Dupont for Chemical Plant 1957Shutdown Project- about same time as PERT
Both use same calculations, almost similarMain difference is probabilistic and deterministic in time estimationGantt Chart also used in scheduling
A tool to analyze project and determine duration, based on identification of "critical path" through an activity network.
48
• Graphical portrayal of activities and event• Shows dependency relationships between
tasks/activities in a project• Clearly shows tasks that must precede
(precedence) or follow (succeeding) other tasks in a logical manner
• Clear representation of plan – a powerful tool for planning and controlling project
NETWORK
49
CPM Chart
50
PERT Chart
A network diagram created using Microsoft Project (MSP). Note the critical path is in red
PERT chart for a project with five milestones (10 through 50) and six activities (A through F). The project has two critical paths: activities B and C, or A, D, and F – giving a minimum project time of 7 months with fast tracking. Activity E is sub-critical, and has a float of 1 month.
51
CPM• CPM models the activities and events of a project
as a network. Activities are depicted as nodes on the network and events that signify the beginning or ending of activities are depicted as arcs or lines between the nodes. – Provides a graphical view of the project.
– Predicts the time required to complete the project.
– Shows which activities are critical to maintaining the schedule and which are not.
52
Steps in CPM Project Planning• Specify the individual activities.• Determine the sequence of those activities.• Draw a network diagram.• Estimate the completion time for each activity.• Identify the critical path (longest path through the
network)• Update the CPM diagram as the project
progresses.
53
PERT For Dealing With Uncertainty
• So far, times can be estimated with relative certainty, confidence
• For many situations this is not possible, e.g Research, development, new products and projects etc.
• Use 3 time estimates
m= most likely time estimate, mode.
a = optimistic time estimate,
b = pessimistic time estimate, and
Expected Value (TE) = (a + 4m + b) /6
Variance (V) = ( ( b – a) / 6 ) 2
Std Deviation (δ) = SQRT (V)
54
Comparison Between CPM and PERT
CPM PERT
1 Uses network, calculate float or slack, identify critical path and activities, guides to monitor and controlling project
Same as CPM
2 Uses one value of activity time Requires 3 estimates of activity timeCalculates mean and variance of time
3 Used where times can be estimated with confidence, familiar activities
Used where times cannot be estimated with confidence.Unfamiliar or new activities
4 Minimizing cost is more important Meeting time target or estimating percent completion is more important
5 Example: construction projects, building one off machines, ships, etc
Example: Involving new activities or products, research and development etc
55
BENEFITS OFCPM / PERT NETWORK
Consistent framework for planning, scheduling, monitoring, and controlling project.
• Shows interdependence of all tasks, work packages,
and work units.
• Helps proper communications between departments and functions.
• Determines expected project completion date.
• Identifies so-called critical activities, which can delay the project completion time.
56
• Identified activities with slacks that can be delayed for specified periods without penalty, or from which resources may be temporarily borrowed
• Determines the dates on which tasks may be started or must be started if the project is to stay in schedule.
• Shows which tasks must be coordinated to avoid resource or timing conflicts.
• Shows which tasks may run in parallel to meet project completion date
BENEFITS OFCPM / PERT NETWORK (cont.)
57
Importance of PERT system• Reduction in cost• Saving of time• Determination of activities• Elimination of risk in complex activities • Flexibility• Evaluation of alternatives• Useful in effective control• Useful in decision making• Useful is research work
58
Procedure of PERT/CPM• Develop a list of activities that make up project. • Estimate the completion time for each activity. • Draw a project network and t
59
CPM Limitations• CPM was developed for complex but fairly
routine projects with minimal uncertainty in the project completion times. For less routine projects there is more uncertainty in the completion times, and this uncertainty limits the usefulness of the deterministic CPM model.
• An alternative to CPM is the PERT project planning model, which allows a range of durations to be specified for each activity.
60
Limitations to CPM/PERT• Clearly defined, independent and stable activities• Specified precedence relationships• Over emphasis on critical paths• Deterministic CPM model• Activity time estimates are subjective and depend
on judgment• PERT assumes a beta distribution for these time
estimates, but the actual distribution may be different
• PERT consistently underestimates the expected project completion time due to alternate paths becoming critical
61
Project planning• 1. Formulate the project goal• 2. WBS – Work Breakdown Structure• 3. Identify tasks• 4. Identify dependencies• 5. Estimate time• 6. Identify the critical path• 7. Distribute resources• 8. Transfer to Gantt-schedules or other diagrams
62
What WBS?• A work breakdown structure (WBS), in
project management and systems engineering, is a deliverable oriented decomposition of a project into smaller components. It defines and groups a project's discrete work elements in a way that helps organize and define the total work scope of the project.
• A work breakdown structure element may be a product, data, service, or any combination. A WBS also provides the necessary framework for detailed cost estimating and control along with providing guidance for schedule development and control
63
Break down the phases into tasks• Most important tool for project management and a basis
for planning and monitoring projects• Break down the phases into tasks
– So the projects tasks become obvious and easy to manage (more detailed and deliverable/manageable tasks)
– Determine all necessary tasks
– Estimate resources, time, cost, technological specs and requirements in a systematic manner
– Appropriate assignments of responsibilities
• Choose time unit! – Aim on half work days
• This means the project are well thought through early– Which is an important side effect of project planning effort
64
What WBS• In a project or contract, the WBS is developed by starting with the end
objective and successively subdividing it into manageable components in terms of size, duration, and responsibility (e.g., systems, subsystems, components, tasks, subtasks, and work packages) which include all steps necessary to achieve the objective.
• The work breakdown structure provides a common framework for the natural development of the overall planning and control of a contract and is the basis for dividing work into definable increments from which the statement of work can be developed and technical, schedule, cost, and labor hour reporting can be established.
• A work breakdown structure permits summing of subordinate costs for tasks, materials, etc., into their successively higher level “parent” tasks, materials, etc. For each element of the work breakdown structure, a description of the task to be performed is generated. This technique (sometimes called a system breakdown structure ) is used to define and organize the total scope of a project.
65
WBS• The WBS is organized around the primary products of the
project (or planned outcomes) instead of the work needed to produce the products (planned actions). Since the planned outcomes are the desired ends of the project, they form a relatively stable set of categories in which the costs of the planned actions needed to achieve them can be collected. A well-designed WBS makes it easy to assign each project activity to one and only one terminal element of the WBS. In addition to its function in cost accounting, the WBS also helps map requirements from one level of system specification to another, for example a requirements cross reference matrix mapping functional requirements to high level or low level design documents
66
What WBS?• A WBS is not an exhaustive list of work. It is
instead a comprehensive classification of project scope
• A WBS is neither a project plan, a schedule, nor a chronological listing. It specifies what will be done, not how or when.
• A WBS is not an organizational hierarchy, although it may be used when assigning responsibilities. See also: responsibility assignment (RACI) matrix (also called a Staffing Matrix).
67
WBS Example
Example of a product oriented work breakdown structure of an aircraft system
68
WBS Example
The WBS construction technique employing the 100% rule during WBS construction.
69
WBS Coding Scheme Example• It is common for work breakdown structure elements to be numbered
sequentially to reveal the hierarchical structure. The purpose for the numbering is to provide a consistent approach to identifying and managing the WBS across like systems regardless of vendor or service.
• For example 1.1.2 Propulsion (in the example below) identifies this item as a Level 3 WBS element, since there are three numbers separated by a decimal point. A coding scheme also helps WBS elements to be recognized in any written context.
70
Identification of a Good WBS Tasks in a project:• Performance and completion satisfaction are
easily measurable• With beginning and ending events• Familiar to project group: timing, cost and
resources can be easily estimated• Include manageable and measurable tasks and the
tasks are independent of the tasks of other operations
• Normally be a series of continuous tasks from the start to the end
71
Planning smaller projects
72
Summarized in the project plan
73
Simplified planning(no or few parallel activities)
• 1. Formulate the project goal• 2. Divide the project into phases and activities
– In what order are we going to do the work?
• 3. Break down the activities into work tasks– What are we going to do in each step?
– Which are the deliveries (i.e. Milestones & Tollgates)?
• 4. Time estimate each work task– How much time will it take?
• 5. Schedule and divide the time estimated work tasks on each project participant (resource planning)– Who is spending their time on what task, and when
should it be done?
74
Agenda
• What is a project?• What is project management?• Project phases and documents• Project planning• An example of project planning
75
Example: Develop control system for a crane
76
Simplified planning(no or few parallel activities)
• 1. Formulate the project goal• 2. Divide the project into phases and activities
– In what order are we going to do the work?
• 3. Break down the activities into work tasks– What are we going to do in each step?
– Which are the deliveries (i.e. Milestones and Tollgates)?
• 4. Time estimate each work task– How much time will it take?
• 5. Schedule and divide the time estimated work tasks on each project participant (resource planning)– Who is spending their time on what task, and when should it
be done?
77
Break down the phases into tasks• Most important tool for project management and a basis
for planning and monitoring projects• Break down the phases into tasks
– So the projects tasks become obvious and easy to manage (more detailed and deliverable/manageable tasks)
– Determine all necessary tasks
– Estimate resources, time, cost, technological specs and requirements in a systematic manner
– Appropriate assignments of responsibilities
• Choose time unit! – Aim on half work days
• This means the project are well thought through early– Which is an important side effect of project planning effort
78
Break down the into phases• Planning
– Meetings (customer and internal)– Meeting with the project sponsor– Planning meeting 1– Guidance (inc. preparation)– Planning meeting 2– Documentation– Examine the project plan
• Study of literature– Read the suggested books– Search the Internet and databases of the library– Review the knowledge– Write the theory chapter of the Technical report– Examine the theory chapter
79
To choose milestones……is difficult• Milestones are the internal points of following up
– Do NOT put the milestones on deliveries of tasks!
– Try to place milestones to ensure that you are never late with a delivery without getting indications in advance
• Milestones should help you have control on the project
80
To choose tollgates……is easy. • The tollgates are the follow up with the project
sponsor or client– Often defined in the contract, assignment or
methodology of the company
– Tollgates are evaluations of the projects potential success
81
Decide on suitable milestones• Planning
– Meetings (customer and internal)– Meeting with the project sponsor– Planning meeting 1– Guidance (inc. preparation)– Planning meeting 2– Documentation– Examine the project plan
• Study of literature– Read the suggested books– Search the Internet and databases of the library– Review the knowledge– Write the theory chapter of the Technical report– Examine the theory chapter
82
Example: Develop control system for a crane
83
Simplified planning(no or few parallel activities)
• 1. Formulate the project goal• 2. Divide the project into phases and activities
– In what order are we going to do the work?
• 3. Break down the activities into work tasks– What are we going to do in each step?
– Which are the deliveries (i.e. Milestones and Tollgates)?
• 4. Time estimate each work task– How much time will it take?
• 5. Schedule and divide the time estimated work tasks on each project participant (resource planning)– Who is spending their time on what task, and when should
it be done?
84
Break down the phases and estimate the time
85
Simplified planning(no or few parallel activities)
• 1. Formulate the project goal• 2. Divide the project into phases and activities
– In what order are we going to do the work?
• 3. Break down the activities into work tasks– What are we going to do in each step?
– Which are the deliveries (i.e. Milestones and Tollgates)?
• 4. Time estimate each work task– How much time will it take?
• 5. Schedule and divide the time estimated work tasks on each project participant (resource planning)– Who is spending their time on what task, and when should
it be done?
86
Break down the phases and estimate the time
87
Example of the phases (project model)
88
Milestone diagram (or time plan)
89
Milestone diagram (or time plan)
90
Milestone diagram (or time plan)
91
Coverage and resource plan
92
Coverage and resource plan
93
Coverage and resource plan
94
GANTT
95
Present situation line
96
Use Task and responsibility contracts
• When the tasks are identified, it is time to distribute resources to them– Who is responsible for what?
– Resources can also be rooms, computers and other equipments
• A task contract can be a simple table
97
Example of Time Plan
98
Example of Time Plan
99
Example of Resource Plan
100
Example of Gantt Chart
101
Example of Pertchart
102
EXAMPLE:
Develop an advanced control system
for a laboratory process
103
Main Task• Develop an advanced control system for a
laboratory process– Modeling and system identification
– Control design
– Verification through simulation
– Implementation
– Validation and evaluation
– Presentation and documentation
104
Hardware and Software
• HW: – Processes, PC’s, camera, instruments etc.
• SW:– Modeling, design, verification
• Matlab with Simulink, Maple etc.
– Implementation, validation• LabView, Matlab, etc.
– Presentation, documentation• MS Office, Latex etc.
105
Product Order• Each team receives a product order• Defines specifications, tools etc• Example
– Hereby we (customers) order a demonstration of the lab process X. The demo should illustrate the technology …
106
Team preference• Each team should have competence profiles, e.g.,
– Hardware specialist
– Software developer
– Control implementer
– Model deriver
– Project leader
• Email team preferences to [email protected] before a specified deadline
107
108
Team Building Activity• Each team shall have a team building activity the
first week• Should set good initial conditions for project work• Should be reported to your consultant
109
Project Plan• Project Plan
– Draft of the Project Plan due by a specified deadline
– Detailed Description of the Project Plan due by a specified deadline
110
Course Components: Requirement List
111
Challenges• Define and meet specifications• Work planning and distribution• HW/SW struggling
112
PROJECT REPORT EXAMPLES
113
Example 1: Project Report (Cover Pages)
114
Example 1: Project Report (1)
115
Example 1: Project Report (2)
116
Example 1: Project Report (3)
117
Example 1: Project Report (4)
118
Example 1: Project Report (5)
119
Example 2: Project Report (Cover page)
120
Example 2: Project Report (1)
121
Example 2: Project Report (2)
122
Example 2: Project Report (3)
123
Example 2: Project Report (4)
124
Example 2: Project Report (5)
125
Example 2: Project Report (6)
126
Example 2: Project Report (7)
127
Example 2: Project Report (8)
128
PROJECT TUTORIAL
129
PROJECT EXERCISES
130
CAÙC BAØI TAÄP LUYEÄN TAÄP vôùi MS Project
PHAÀN 1: LAÄP TIEÁN ÑOÄ
By AIT
131
BAØI TAÄP 1: Ñònh nghóa thoâng tin döï aùn
• Baïn quyeát ñònh duøng MS Project ñeå laäp tieán ñoä cho döï aùn môû moät nhaø haøng môùi. Böôùc ñaàu tieân cuûa moät döï aùn môùi laø nhaäp vaøo Project start date vaø caùc thoâng khaùc veà döï aùn
Kích hoaït MS Project baèng caùch nhaán ñuùp vaøo bieåu töôïng cuûa MS Project
Treân Toolbar choïn Project Project Information, ta ñöôïc cöûa soå nhö trang sau:
Nhaäp vaøo caùc thoâng tin caàn thieát, sau khi nhaäp xong thì choïn OK
132
133
BAØI TAÄP 2: Nhaäp Task information• Baïn nhaäp Task information töông töï nhö nhaäp
thoâng tin trong moät baûng tính (spreadsheet). Thoâng tin caàn nhaäp nhö sau:
• Task 1 – Baét ñaàu• Task 2 – Vay voán• Taks 3 – Löïa choïn ñòa ñieåm• Task 4 – Choïn thieát bò• Task 5 – Ñaët mua thieát bò• Task 6 – Giao nhaän thieát bò• Task 7 – Laép ñaët thieát bò• Task 8 – Thueâ möôùn nhaân vieân• Task 9 – Thieát keá thöïc ñôn• Task 10 – Ñaët haøng caùc nhaø cung caáp• Task 11 – Quaûng caùo• Task 12 – Khai tröông nhaø haøng
134
135
BAØI TAÄP 3: Nhaäp Task Durations
Baïn nhaäp Task Duration vaøo coät Duration theo döõ lieäu ñaõ ñöôïc öôùc löôïng nhö sau:
• Task 1 – 0d• Task 2 – 2w• Taks 3 – 5d• Task 4 – 4d• Task 5 – 1d• Task 6 – 15d• Task 7 – 3d• Task 8 – 8d• Task 9 – 3d• Task 10 – 6d• Task 11 – 2w• Task 12 – 0d
Duøng baøn phím ñeå nhaäp vaøo Duration cho töøng coâng taùc hoaëc duøng duøng mouse vôùi vaø maø xuaát hieän trong Duration cell
Neáu ñôn vò cuûa Duaration laø ngaøy, baïn khoâng caàn nhaäp kyù töï ‘d’.
Tuy nhieân, neáu ñôn vò cuûa Duration khoâng phaûi laø ngaøy, thì phaûi nhaäp vaøo kyù töï thích hôïp, chaún haïn ‘w’ laø tuaàn, …
136
137
QUAN HEÄ GIÖÕA CAÙC TASKCoù 4 kieåu quan heä coù theå ñöôïc duøng: FS (Finish-to-Start): Ñaây laø kieåu maëc ñònh cuûa
MS Project vaø laø kieåu thöôøng duøng nhaát SS (Start-to-Start): Kieåu naøy quy ñònh moät
coâng taùc phaûi baét ñaàu tröôùc khi moät coâng taùc tieáp theo baét ñaàu.
FF (Finish-to-Finish): Kieåu naøy quy ñònh moät coâng taùc ñöùng tröôùc phaûi hoaøn thaønh tröôùc khi moät coâng taùc tieáp theo hoaøn thaønh. Moät daïng ñaëc bieät cuûa quan heä naøy laø khi caû hai coâng taùc cuøng keát thuùc taïi moät thôøi ñieåm.
SF (Start-to-Finish): Kieåu naøy quy ñònh moät coâng taùc ñöùng tröôùc baét ñaàu tröôùc khi moät coâng taùc tieáp theo hoaøn thaønh. Ñaây laø kieåu ít duøng nhaát
138
BAØI TAÄP 4a: Nhaäp quan heä giöõa caùc coâng taùc baèng baøn
phím Baïn haõy duøng baøn phím & quan
heä FS ñeå nhaäp vaøo coät Predecessors
Sau khi thöïc hieän baïn ñöôïc keát quaû sau:
139
Keát quaû sau khi ñaõ nhaäp quan heä giöõa caùc coâng taùc theo
FS
140
Baïn quan saùt ñöôïc Gantt chart nhö sau:
141
BAØI TAÄP 4b: Duøng Unlink Task
Ñeø phím traùi cuûa mouse vaø toâ khoái taát caû caùc coâng taùc, roài aán vaøo Unlink Tasks.
Taát caû caùc coâng taùc ñeàu chöa coù quan heä vôùi nhau. Baïn quan saùt ñöôïc keát quaû nhö sau:
142
Nuùt Unlink Task
143
BAØI TAÄP 4: Duøng Link Task & & Unlink Task
Baây giôø chuùng ta seõ thieát laäp quan heä giöõa caùc coâng taùc trôû laïi.
Baïn thöïc hieän nhö sau: Ñeø phím traùi cuûa mouse vaø toâ
khoái taát caû caùc coâng taùc, roài aán vaøo Link Tasks.
Taát caû caùc coâng taùc ñeàu coù quan heä vôùi nhau theo FS. Baïn quan saùt ñöôïc keát quaû nhö sau:
144
Nuùt Link Task
145
THAY ÑOÅI Timescale
Caùch 1:• Vaøo Format treân Toolbars roài choïn
Timescale
Caùch 2:• Ñöa mouse vaøo phía treân cuûa cöûa soå
Gantt chart, roài aán phím phaûi cuûa mouse, roài choïn Timescale
146
Ñieàu chænh Timescale
147
Ñöa mouse vaøo vò trí naøy roài aán phím
phaûi
148
CAÙC RAØNG BUOÄC (TASK CONSTRAINTS)
Kieåu raøng buoäc(Constraint Type)
Möùc ñoä linh ñoäng
(Degree of Flexibility)
Moâ taû (Description)
As soon as possible Linh ñoäng nhaát Laø raøng buoäc maëc ñònh. Caùc task ñöôïc laäp tieán ñoä vôùi thôøi ñieåm baét ñaàu sôùm nhaát döïa treân quan heä cuûa chuùng
As late as possible Linh ñoäng nhaát Caùc task ñöôïc laäp tieán ñoä vôùi thôøi ñieåm baét ñaàu muoän nhaát döïa treân quan heä cuûa chuùng
Start no Earlier than Keùm linh ñoäng Moät task ñöôïc baét ñaàu ñuùng hoaëc sau moät ngaøy cuï theå
Start no later than Keùm linh ñoäng Moät task ñöôïc baét ñaàu ñuùng hoaëc tröôùc moät ngaøy cuï theå
Finish no Earlier than Keùm linh ñoäng Moät task ñöôïc keát thuùc ñuùng hoaëc sau moät ngaøy cuï theå
Finish no later than Keùm linh ñoäng Moät task ñöôïc keát thuùc ñuùng hoaëc tröôùc moät ngaøy cuï theå
Must start on Linh ñoäng toái thieåu
Cuï theå hoùa moät ngaøy maø phaûi ñöôïc toân troïng khi vieäc laäp tieán ñoä baét ñaàu cho moät task
Must Finish on Linh ñoäng toái thieåu
Cuï theå hoùa moät ngaøy maø phaûi ñöôïc toân troïng khi vieäc laäp tieán ñoä keát thuùc cho moät task
149
BAØI TAÄP 5a: Aùp duïng Start No Later Than
Do giôùi haïn veà ngaân saùch, Task 4 khoâng theå baét ñaàu tröôùc 15Dec04.
Baïn thöïc hieän nhö sau: Ñöa mouse vaøo Task 4 Nhaán ñuùp vaøo Task name, ta coù cöûa soå
Task Information Choïn Advanced Tab, Choïn Constraint
type Choïn Start No Later Than, Nhaäp ngaøy
15Dec04 trong Constraint date Baïn quan saùt ñöôïc keát quaû nhö sau:
150
151
BAØI TAÄP 5b: Aùp duïng Finish No Later Than
Nhaø haøng döï kieán khai tröông vaøo 25Feb05 vì vaäy döï aùn caàn phaûi hoaøn thaønh khoâng muoän hôn ngaøy ñoù
Baïn thöïc hieän nhö sau: Ñöa mouse vaøo Task 12 Nhaán ñuùp vaøo Task name, ta coù cöûa soå
Task Information Choïn Advanced Tab, Choïn Constraint type Choïn Finish No Later Than, Nhaäp ngaøy
25Feb05 trong Constraint date Baïn quan saùt ñöôïc keát quaû nhö sau:
152
153
COÄT CHÆ THÒ (the Indicator Column)
Ñöa mouse vaøo “indicator icon”, baïn seõ ñoïc ñöôïc nhöõng thoâng tin theâm veà coâng taùc naøy
Ví duï: Ñöa muûi teân mouse vaøo “indicator icon” cuûa task 12, baïn seõ quan saùt ñöôïc nhö sau:
154
155
BAØI TAÄP 6: Nhaäp Notes
Baïn caàn ghi chuù vaøo Task 12 raèng “Ngaân haøng yeâu caàu khai tröông vaøo 25Feb05”
Baïn thöïc hieän nhö sau: Ñöa mouse vaøo Task 12 Nhaán ñuùp vaøo Task name, ta coù cöûa soå
Task Information Choïn Notes Tab, Choïn Memo Field Nhaäp vaøo “Ngaân haøng yeâu caàu khai
tröông vaøo 25Feb05” Aán OK ñeå löu Notes Baïn quan saùt ñöôïc keát quaû nhö sau:
156
157
Ñaõ ñöa Notes vaøo trong Task 12
158
BAØI TAÄP 7: Nhaäp subtask (coâng taùc phuï)
Task “Thueâ möôùn nhaân vieân” coù caùc coâng taùc con (subtask) nhö sau:
* Quang cao tuyen dung = 2w * Phong van = 1w * Tuyen dung = 4d * Dao tao them =5dBaïn thöïc hieän nhö sau: Ñöa mouse vaøo döôùi Task “Thueâ möôùn
nhaân vieân” Laàn löôït nhaäp caùc coâng taùc môùi vaøo Toâ khoái vaø duøng nuùt “ ñeå ñaùnh daáu
caùc coâng taùc naøo laø coâng taùc con cuûa Task “Thueâ möôùn nhaân vieân”
Baïn quan saùt ñöôïc keát quaû nhö sau:
159
160
161
Daáu ñi caùc Sub-task
Toâ khoái caùc sub-task, Choïn nuùt – roài aán phím traùi cuûa
mouse Baïn quan saùt ñöôïc keát quaû nhö
sau:
162
163
Hieån thò laïi caùc Sub-task
Ñöa mouse vaøo main-task Choïn nuùt + roài aán phím traùi
cuûa mouse Baïn quan saùt ñöôïc keát quaû nhö
sau:
164
165
BAØI TAÄP 8: Laøm vieäc vôùi 2 cöûa soå
Baïn thöïc hieän nhö sau: Ñöa mouse vaøo Window treân Toolbars Choïn Split Ñeå thay ñoåi moät cöûa soå sang View
khaùc, baïn haõy ñöa mouse vaøo cöûa soå ñoù roài choïn View bar maø baïn thích xem
Baïn quan saùt ñöôïc keát quaû nhö sau:
166
167
168
BAØI TAÄP 9: Taïo ra moät View rieâng
Baïn thöïc hieän caùch khaùc nhö sau: Ñöa mouse vaøo View treân Toolbars, Choïn
More Views Aán phím traùi mouse vaøo New, choïn
Combination View Nhaäp vaøo New My view (baïn coù theå
ñaët teân khaùc ñi) Nhaäp vaøo doøng coù chöõ “Top” baèng
caùch löïa Network Diagram Nhaäp vaøo doøng coù chöõ “Bottom” baèng
caùch löïa Task Details Form Kieåm tra “Show in menu”, roài click OK,
sau ñoù click Apply Baïn quan saùt ñöôïc keát quaû nhö sau:
169
170
171
172
173
BAØI TAÄP 10: Khaùm phaù More Views
Baïn thöïc hieän nhö sau: Ñöa mouse vaøo View treân Toolbars Baïn quan saùt ñöôïc keát quaû nhö
sau, vaø choïn caùi maø baïn muoán xem nhu laø Calendar, Gantt chart, Network diagram, Task Usage, Tracking Gantt.
174
175
CAÙC BAØI TAÄP LUYEÄN TAÄP vôùi MS Project
PHAÀN 2: Calendar & Resources
By AIT
176
BAØI TAÄP 1: Taïo ra moät calendar maø phaûn aùnh nhöõng ngaøy nghæ
vaø giôø laøm vieäc cuûa coâng ty
• Haõy thieát laäp moät lòch laøm vieäc coâng ty nhö sau:
Ngaøy 6/12/2004 laø ngaøy nghæ truyeàn thoáng nhaân ngaøy thaønh laäp coâng ty
Ngaøy 9/2/2005, 10/2/2005, 11/2/2005 laø ngaøy nghæ teát
Baïn haõy thöïc hieän nhö sau: Vaøo Tools treân thanh Toolbar, choïn
Change Working Time• Baïn seõ quan saùt ñöôïc nhö sau:
177
178
BAØI TAÄP 1: Taïo ra moät calendar maø phaûn aùnh nhöõng ngaøy nghæ
vaø giôø laøm vieäc cuûa coâng ty
Choïn New vaø nhaäp vaøo “Name” laø Company Calendar
Choïn OK• Baïn seõ qua saùt ñöôïc nhö sau:
179
180
BAØI TAÄP 1: Taïo ra moät calendar maø phaûn aùnh nhöõng ngaøy nghæ
vaø giôø laøm vieäc cuûa coâng ty
Baïn click phím traùi cuûa mouse vaøo 6December2004 roài choïn “Nonworking time”. Luùc naøy ngaøy 6/12/2004 seõ ñöôïc toâ maøu xaùm
• Baïn seõ qua saùt ñöôïc nhö sau:
181
182
BAØI TAÄP 1: Taïo ra moät calendar maø phaûn aùnh nhöõng ngaøy nghæ
vaø giôø laøm vieäc cuûa coâng ty
Baïn aán phím Ctr beân traùi roài laàn löôït click mouse vaøo caùc ngaøy 9February2005, 10February05, 11February05 roài choïn “Nonworking time”. Luùc naøy caùc ngaøy 9/2/2005, 10/2/2005,11/2/2005 seõ ñöôïc toâ maøu xaùm
• Baïn seõ qua saùt ñöôïc nhö sau:
183
184
BAØI TAÄP 2: Phaân coâng moät Calendar ñeán döï aùn
• Baïn haõy tuaàn töï thöïc hieän nhö sau:
Choïn Project treân thanh Toolbar, roài click vaøo Project Information
185
186
BAØI TAÄP 2: Phaân coâng moät Calendar ñeán döï aùn
• Baïn haõy tuaàn töï thöïc hieän nhö sau:
Vaøo Calendar treân cöûa soå, roài choïn Company Calendar
Click OK. Keå töø luùc naøy Company Calendar seõ laø Calendar cuûa döï aùn
187
188
BAØI TAÄP 2: Phaân coâng moät Calendar ñeán döï aùn
• Baïn haõy tuaàn töï thöïc hieän nhö sau:
Vaøo Format treân thanh Toolbar, roài choïn Timescale, sau ñoù choïn Non-working time tab
Baïn seõ quan saùt ñöôïc nhö sau:
189
190
BAØI TAÄP 2: Phaân coâng moät Calendar ñeán döï aùn
• Baïn haõy tuaàn töï thöïc hieän nhö sau:
Vaøo Calendar treân cöûa soå , roài choïn Company Calendar. Luùc naøy nhöõng ngaøy nghæ maø baïn ñaõ quy ñònh seõ ñöôïc hieån thò treân Gantt Chart
Baïn seõ quan saùt ñöôïc nhö sau:
191
Choïn Company Calendar
192
Caùc ngaøy 9, 10, 11/2/2005 ñaõ ñöôïc quy ñònh laø ngaøy nghæ
193
BAØI TAÄP 3: Ñoåi resource units töø % sang decimal
Maëc ñònh MS Project hieån thò resource units nhö laø %. Ñieàu naøy ñöôïc laøm ñeå chæ ra toång soá thôøi gian cuûa nguoàn löïc ñöôïc daønh heát cho moät task cuï theå.
Toát nhaát baïn neân chuyeån sang soá thaäp phaân theo trình töï sau:
Choïn Tools treân thanh coâng cuï, roài choïn Options,sau ñoù choïn Schedule tab. Baïn seõ quan saùt ñöôïc nhö sau:
194
Chuyeån oâ naøy sang Decimal
195
BAØI TAÄP 3: Ñoåi resource units töø % sang decimal
Taïi “Show assignment units as a” baïn haõy choïn Decimal
Tools treân thanh coâng cuï, roài choïn Options,sau ñoù choïn Schedule tab.
196
BAØI TAÄP 4: Phaân coâng nguoàn löïc vôùi nuùt “Resource assignment”
Baïn tuaàn töï thöïc hieän theo caùc böôùc sau:
Click vaøo nuùt “Resource Assignment” Löïa choïn Task 2 – Vay nôï Trong hoäp thoaïi Resource Assignment
choïn Bank Click vaøo Assign Choïn Task 3 – Choïn ñòa ñieåm Trong hoäp thoaïi Resource Assignment
choïn Owner vaø Manager. Click vaøo Assign
197
198
199
BAØI TAÄP 4: Phaân coâng nguoàn löïc vôùi nuùt “Resource assignment”
Tieáp tuïc phaân coâng nguoàn löïc theo nhö quy ñònh döôùi ñaây:
Task 4 – Chef Task 5 – Chef Task 7 – Creative Kitchens Task 9 – Manager Task 10 – Owner Task 11 – Owner Task 12 – Manager Task 13 – Chef, Owner Task 14 – Owner Task 15 – Ads Etc. Ñoùng cöûa soå Resource Assignment, baïn seõ
nhìn thaáy treân Gantt chart nhö sau:
200
201
Quan heä giöõa Task Duration & Resources
Work = Duration * UnitsThí duï: Task 1 – Coâng taùc sôn coù
duration laø 3 ngaøy vôùi 4 thôï sôn thì MS Project hieåu Work laø 12 ngaøy coâng (man-days)
MS Project cung caáp cho ngöôøi söû duïng caùc moâ hình quan heä giöõa resource/work/duration. Coù 3 moâ hình: Fixed Duration, Fixed Units vaø Fixed Work. Maëc ñònh laø Fixed Units.
202
Quan heä giöõa Task Duration & Resources
Fixed Units Units laø coá ñònh tröø phi bò thay ñoåi
bôûi chính ngöôøisöû duïng. Neáu ngöôøi söû duïng thay ñoåi
Duration, döï aùn seõ tính toaùn laïi Work
Neáu ngöôøi söû duïng thay ñoåi Work, döï aùn seõ tính toaùn laïi Duration
Neáu ngöôøi söû duïng thay ñoåi Units, döï aùn seõ tính toaùn laïi Duration
203
Quan heä giöõa Task Duration & Resources
Fixed Duration Duration laø coá ñònh tröø phi bò thay
ñoåi bôûi chính ngöôøisöû duïng. Neáu ngöôøi söû duïng thay ñoåi
Units, döï aùn seõ tính toaùn laïi Work Neáu ngöôøi söû duïng thay ñoåi Work,
döï aùn seõ tính toaùn laïi Units Neáu ngöôøi söû duïng thay ñoåi
Duration, döï aùn seõ tính toaùn laïi Work
204
Quan heä giöõa Task Duration & Resources
Fixed Work Work laø coá ñònh tröø phi bò thay ñoåi
bôûi chính ngöôøisöû duïng. Neáu ngöôøi söû duïng thay ñoåi
Units, döï aùn seõ thay ñoåi Duration Neáu ngöôøi söû duïng thay ñoåi
Duration, döï aùn seõ thay ñoåi Units Neáu ngöôøi söû duïng thay ñoåi Work,
döï aùn seõ tính toaùn laïi Duration
205
Effort-driven tasks Effort Driven xaùc ñònh laøm theá naøo maø MS
Project phaûn öùng laïi khi moät kieåu nguoàn löïc môùi ñöôïc theâm vaøo hoaëc laáy ñi hoûi 1 task.
Neáu hoäp thoaïi Effort Driven khoâng ñöôïc ñaùnh daáu () thì theâm vaøo hoaëc laáy ñi taøi nguyeân seõ thay ñoåi toång soá work (man-hours) yeâu caàu cho task vaø giöõ Duration coá ñònh
Khi hoäp thoaïi Effort Driven ñöôïc ñaùnh daáu () thì toång soá Work seõ ñöôïc giöõ coá ñònh vaø taát caû caùc resources ñöôïc phaân coâng ñeán task seõ ñöôïc xöû lyù nhö laø söï phaân chia maø giöõ nguyeân khoái löôïng Work
206
BAØI TAÄP 5: Thay ñoåi task type
Yeâu caàu: Baïn haõy thay ñoåi kieåu cuûa Task 2 – Vay nôï.
Baïn haõy thöïc hieän nhö sau: Nhaáp ñuùp mouse vaøo Task 2 ñeå hieån thò
Task Information cho Task 2 Choïn Advaned tab Choïn Fixed Duration trong cöûa soå con Task
type Khoâng ñaùnh daáu ()Effort-Driven Click OK Phaân coâng Owner cho Task 2 Sau khi thöïc hieän baïn ñöôïc keát quaû sau:
207
Thay ñoåi sang Fixed Duration Khoâng ñaùnh daáu vaøo
oâ naøy
208
209
BAØI TAÄP 6: Phaân coâng nhieàu units cho moät resource
Choïn Task 12 – Ñaøo taïo theâm. Nhaán ñuùp ñeå hieån thò hoäp thoaïi Task
Information, sau ñoù choïn Advanced tab vaø khoâng ñaùnh daáu oâ Effort-Driven. Aán OK
Môû cöûa soå Assign Resources Aán vaøo hoäp thoaïi Units cho Wait Staff Goõ vaøo ñoù soá 5. Luùc naøy baïn seõ nhìn
thaáy con soá treân Gantt chart Ñoùng cöûa soå Assign Resources Baïn quan saùt ñöôïc keát quaû nhö sau:
210
211
Soá 5 ñaõ hieån thò vaøo ñaây
212
BAØI TAÄP 7: Ñònh nghóa Individual Resource Calendars
Yeâu caàu: Manager seõ ñi coâng taùc vaøo ngaøy 24 vaø 25 January 2005.
Baïn thöïc hieän nhö sau: Choïn Change Working Time treân thanh coâng cuï Treân hoäp thoaïi For, Choïn Manager (ñieàu naøy nguï
yù caùc thay ñoåi chæ döôïc laøm treân Manager maø thoâi).
Choïn ngaøy 24 vaø 25 January 2005 (aán phím Ctrl ñeå choïn nhieàu ngaøy), sau ñoù choïn Nonworking time
Aán OK Chuyeån sang 2 maøn hình vôùi Resource Usage ôû phía
döôùi Choïn Task 9 – Quaûng caùo Baïn seõ nhìn thaáy khoâng coù coâng vieäc ñöôïc phaân
coâng cho Manager trong caùc ngaøy 24 vaø 25 January 2005
Baïn quan saùt ñöôïc keát quaû nhö sau:
213
214
215
Khoâng phaân coâng vaøo 2 ngaøy naøy
216
Baøi taäp 8: Quan saùt Resource Overallocation
Chuyeån sang Resource Sheet Quan saùt ñöôïc nhöõng caùc
Overallocated resources (ñaäm vaø toâ maøo ñoû)
Choïn Wait Staff resource Chuyeån sang Resource Graph Aán Alt-F5 (ñeå hieån thò nhanh nhöõng
ngaøy xaõy ra overallocated resources) Chuyeån sang Gantt chart Baïn quan saùt ñöôïc keát quaû nhö sau:
217
218
219
CAÙC BAØI TAÄP LUYEÄN TAÄP vôùi MS Project
PHAÀN 3: Sorting and Filtering data
By AIT
220
BAØI TAÄP 1: Saép xeáp laïi Resource Information
Chuyeån sang Resource Sheet View Nhaáp vaøo Project treân thanh
coâng cuï roài vaøo Sort vaø Sort by Choïn Group nhö laø caáp ñoä ñaàu
tieân ñeå sort Sau ñoù choïn Name nhö laø caáp
ñoä thöù 2 ñeå saép xeáp Aán SortTa seõ ñöôïc caùc keát quaû nhö treân
caùc hình döôùi ñaây:
221
222
223
224
BAØI TAÄP 2: Saép xeáp laïi Resource Information vôùi
Permanently Renumber Nhaáp vaøo Project treân thanh coâng cuï roài
vaøo Sort vaø Sort by Choïn Standard Rate nhö laø caáp ñoä ñaàu
tieân ñeå sort Ñaùnh daáuvaøo oâ “Permanently Renumber”.
Luùc naøy resource seõ ñöôïc phaân coâng vôùi moät new ID number döïa vaøo thöù töï vöøa môùi saép xeáp
Aán SortNeáu muoán trôû taïi nhö cuõ baïn haõy thöïc
hieän nhö böôùc 1 roài choïn Reset
225
226
BAØI TAÄP 2: Saép xeáp laïi Task Information
Chuyeån sang Task Sheet Nhaáp vaøo Project treân thanh coâng cuï
roài vaøo Sort vaø Sort by Choïn Duration nhö laø caáp ñoä ñaàu tieân
ñeå sort Ñaûm baûo raèng oâ “Permanently
Renumber” khoâng ñöôïc ñaùnh daáu Baïn cuõng khoâng ñaùnh daáu vaøo oâ
“Keep Outline Structure” Aán Sort Quan saùt treân döõ lieäu ñaõ sort Aán Reset roài aán Sort
227
228
229
BAØI TAÄP 3: Chæ view nhöõng resource thoaõ maõn nhöõng
tieâu chuaån naøo ñoù Chuyeån sang Resource Sheet: View / More
Views/ Resource Sheet Choïn Group Goõ vaøo External cho Group Name Quan saùt danh saùch ñaõ short Sau ñoù choïn Data Range (Ñieàu naøy seõ loïc taát
caû caùc resources maø ñaõ ñöôïc laäp tieán ñoä trong moät khoaûng thôøi gian cuï theå)
Goõ vaøo 10/2/2005, nhaán OK (ngaøy baét ñaàu cuûa range)
Goõ vaøo 11/2/2005, aán OK (ngaøy keát thuùc cuûa range)
Quan saùt danh saùch ñaõ short Choïn All Resources ñeå loaïi tröø taát caû söï loïc
230
231
232
233
BAØI TAÄP 4: Loïc thoâng tin veà Task
Chuyeån sang Task Sheet: View / More Views/ Task Sheet
Choïn Milestones Quan saùt danh saùch ñaõ short Sau ñoù choïn Data Range (Chæ trình baøy
nhöõng task maø ñaõ ñöôïc laäp tieán ñoä trong range)
Goõ vaøo 10/1/2005, nhaán OK (ngaøy baét ñaàu cuûa range)
Goõ vaøo 11/1/2005, aán OK (ngaøy keát thuùc cuûa range)
Sort caùc task baèng Duration: Project/Sort/Sort by Choïn All Tasks ñeå loaïi tröø taát caû söï loïc
234
235
236
237
238
239
240
BAØI TAÄP 5: Duøng AutoFilter ñeå view nhöõng Task maø thoõa
maõn tieâu chuaån naøo ñoù Chuyeån sang Task Sheet: View /
More Views/ Task Sheet Baät AutoFilter sang on Aán vaøo muûi teân ôû beân phaûi coät
Duration roài choïn “>1 week” Loïc theo coät taøi nguyeân cho “Ads
Etc.” (chæ coù 1 task laø ñöôïc trình baøy ra)
Ñeå hieån thò nhanh caùc task trôû laïi ta taét AutoFilter sang Off
241
242
243
244
245
BAØI TAÄP 6: Loïc Resource Information vôùi moät Custom Filter
Chuyeån sang Task Sheet: View / More Views/ Task Sheet
Aán Project / Filter for: / More Filters Aán New Nhaäp vaøo Name the filter laø “Internal Group” Ñaùnh daàu vaøo hoäp thoaïi “Show in Menu” Aán vaøo khoaûng troáng ñaàu tieân trong cell beân
döôùi “Field Name” trong table Choïn Group Di chuyeån ñeán Test field, choïn “Contains” Trong Value field goõ vaøo “Internal” Aán OK Choïn Highlight hoaëc Apply Quan saùt danh saùch ñaõ short
246
247
248
249
250
BAØI TAÄP 7: Thay ñoåi moät Table View
Chuyeån sang Task Sheet: View / More Views/ Task Sheet
Aán View / Table / More Tables Aùp duïng thöû cho moät vaøi baûng
khaùc Chuyeån sang Resource Sheet View Aán View / Table / More Tables Aùp duïng thöû cho moät vaøi baûng
khaùc Quay trôû laïi Gantt View
251
252
253
CHOÏN SCHEDULE TA ÑÖÔÏC:
254
CHOÏN COST TRONG RESOURCE SHEET, TA ÑÖÔÏC:
255
BAØI TAÄP 8: Taïo ra moät Custom Table
Chuyeån sang Task Sheet: View / More Views/ Task Sheet Aán View / Table / More Tables Aán New Name cuûa table laø My Table Ñaùnh daáu vaoø hoäp thoaïi “Show in Menu” Click vaøo doøng ñaàu trong hoäp thoaïi ‘Fieldname’ Choïn ID Click vaøo doøng thöù 2 cuûa hoäp thoaïi ‘Fied name’ Choïn Name Thay ñoåi width sang 30 Click vaøo doøng thöù 3 cuûa hoäp thoaïi ‘Fied name’ Choïn Resource Group Chuyeån ñeán ‘Title field’, goõ vaøo Group Thay doåi width sang 20 Aán OK Aán Apply
256
257
258
BAØI TAÄP 9: View moät vaøi report khaùc nhau
• Baïn haõy tuaàn töï thöïc hieän nhö sau: Aán View / Reports Choïn Overview, choïn Project
Summary Phoùng to thu nhoû baèng zoom in
hoaëc zoom ut trong report Ñoùng Review Xem vaø quan saùt moät vaøi daïng
thöùc baùo caùo khaùc
259
260
261
262