Computer Support

for Successful Project

Management

Computer Support
for Successful Project
Management
Using MS Project 2016 with
Construction Projects
Ulhas M. Samant

Computer Support for Successful Project Management: Using MS Project 2016

with Construction Projects
Copyright Business Expert Press, LLC, 2016.
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted in any form or by any
meanselectronic, mechanical, photocopy, recording, or any other
except for brief quotations, not to exceed 400 words, without the prior
permission of the publisher.
First published in 2016 by
Business Expert Press, LLC
222 East 46th Street, New York, NY 10017
www.businessexpertpress.com
ISBN-13: 978-1-60649-752-4 (paperback)
ISBN-13: 978-1-60649-753-1 (e-book)
Business Expert Press Information Systems Collection
Collection ISSN: 2156-6577 (print)
Collection ISSN: 2156-6593 (electronic)
Cover and interior design by Exeter Premedia Services Private Ltd.,
Chennai, India
First edition: 2016
10 9 8 7 6 5 4 3 2 1
Printed in the United States of America.

This book is dedicated to my father late Mr. Muralidhar V. Samant

whotaught me to be a creative and determined person.

Abstract
In the recent past, computer programs have been used extensively to
manage construction projects. It has become almost mandatory for construction managers and civil engineering students to learn how to use
computer software to manage projects.
Computer Support for Successful Project Management: Using MS Project
2016 with Construction Projects is a book intended to help construction
management professionals and civil engineering students in using the popular software MS-Project. Although there are many books on MS-Project,
there are very few that cover the subject from the construction managers
perspective. This book uses guided examples from the construction sector.
Most of the relevant project management terminology, concepts, and key
processes have also been discussed, based on the standards of the Project
Management Institute. This book will help construction project managers to easily relate with the projects they execute in their day-to-day life.
The author has included advanced topics like earned value analysis
and multiple project management. You will also learn how a tool like
MS-Project can be used for processes related to risk, quality, and so on,
in addition to meeting project objectives like scope, time, and cost. This
book will help you to transform yourself from a construction professional
to a construction project manager.

Keywords
architecture, civil engineering, construction management, Microsoft
Office Project, MS Project, Office Project, PMI, Project 2016, project
management, Project Professional, scheduling software

Contents
Acknowledgmentsxi
Introductionxiii
Chapter 1 Project Management Life Cycle for Construction
Projects..............................................................................1
Chapter 2 Scope Management..........................................................15
Chapter 3 Introduction to Project Scheduling..................................25
Chapter 4 Schedule Calculations......................................................35
Chapter 5 Resources.........................................................................43
Chapter 6 Estimating Costs and Arriving at Budget..........................61
Chapter 7 Tracking Project...............................................................69
Chapter 8 Reports............................................................................87
Chapter 9 Managing Multiple Projects.............................................99
Chapter 10 Beyond Scope, Time, and Cost......................................125
Appendix A137
Appendix B139
Appendix C141
Appendix D155
Appendix E165
Appendix F167
Appendix G169
Notes171
References173
Index175

Acknowledgments
I would like to thank a few of the many who supported me while writing
this book. I thank our technical reviewers, Mohamed Bedjaoui, an experienced teacher of project management, and Larry Christafaro (of EPM
Solution Partners) and Prasanna Adavi (a senior consultant with Moen
Inc.) for their timely and valuable expertise. I thank Rameshchandra Keni
for his valuable suggestions to improve the technical content. I thank our
executive acquisitions editor, Scott Isenberg, and his entire team at Business Expert Press (Momentum Press), for their outstanding work.

Introduction
About This Book
In recent years, Microsoft Project (MS-Project) has evolved as a powerful tool for creating and managing projects, across various domains. The
construction sector is one sector in which large-scale financial investment
is required and projects take considerable duration of time. It becomes all
the more important to estimate the schedule and cost of projects properly and also track the projects. Although there are many books on using
MS-Project for managing projects, very few of them discuss the functionality with examples from the construction sector. Computer Support for
Successful Project Management: Using MS Project 2016 with Construction
Projects offers a comprehensive look at some of the key project management processes and also how engineers, practitioners from the construction sector, can use features of MS-Project to their advantage.
This book starts with an introduction to life cycle and organization
of construction projects. Subsequently, the key project management processes related to project scope, time and cost management are discussed.
Once the discussion about arriving at project schedule and cost concludes, it discusses about project monitoring. This book also deals with
additional topics like managing multiple projects and using MS-Project
in managing other project objectives like risk and quality.
In addition, this book includes several appendixes. The appendixes
give you an introduction to Microsoft project, project server, and using
MS Project with other office products.

Assumptions About You

This book assumes that you have experience in using MS Windows and
also in using some MS Office applications like MS Excel. It also assumes
that you have knowledge related to construction technology.

xiv Introduction

How to Use This Book

This book facilitates you to work with MS-Project Professional 2016
(and also with Project Standard). However, if you have not used it, it
is better to go through Appendix-C, A Quick Introduction to MS Project
2016, to start with. If you have not undergone any formal project management training program, going through the first chapter (Chapter 1)
helps you to understand project organizations and different knowledge
areas of project management. Chapters 2 to 10 discuss using MS-Project
to manage projects.
Appendix-D discusses using MS-Project with other office products
like Excel and PowerPoint. Chapters 2 to 10, Appendix C, and Appendix D can be roughly divided between two portions. The first portion
is an explanatory part, which defines the core concept, and the second
contains hands-on activity (enumerated procedure). Examples from the
construction sector have been used both for explaining the core concept
and hands-on exercise. The hands-on activities are guided exercises and
may require practice files. All the files are in the folder Practice-files and
the folder can be downloaded from the web page:
http://businessexpertpress.com/books/computer-support-successfulproject-management-using-ms-project-16-construction-projects
Please note that MS-Project program is not available on this website.
You may have to purchase the same or download a trial version to use
with the book.

 Introduction

xv

The following table lists the practice files for hands-on exercises of this
book.
Chapter number

Practice files

Chapter 1

No practice file

Chapter 2

Building-A.mpp

Chapter 3

Painting-Budget.mpp

Chapter 4

Construction Project Commercial 1.mpp

Chapter 5

BuildFence.mpp
ResourceAlloc1.mpp

Chapter 6

Painting-Budget-start.mpp

Chapter 7

build_walls_ev_original.mpp
SiteDevelopment-start.mpp

Chapter 8

build_walls_ev_complete.mpp

Chapter 9

In Dependency folder two files

RoadRepiar.mpp
SiteDevlopment.mpp
In Files-for-consolidation folder three files
Bathroom remodel.mpp
GardenShed.mpp
Painting.mpp

Chapter 10

Construction Project Commercial 1.mpp

Site Development-start.mpp
RiskRegister-commercial construction.xls

Appendix D

Bridge-Tasks.xls
Site Development Progress.doc
SiteDevelopment-Complete.mpp

CHAPTER 1

Project Management Life

Cycle for Construction
Projects
Objectives
On completion of this chapter, you should be able to
1. Understand project life cycle and phases
2. Understand areas of expertise required to manage projects
3. Learn at a macrolevel how MS-Project can help in managing projects

Project Life Cycle from Owners Perspective

Take a look at Figure 1.1. Does that remind you of a story? Probably, you
all have heard this story of five blind men coming across different body
parts of an elephant. However, this story highlights the importance of
studying the project life cycle from owners perspective. Specialists like
architects, civil engineers, cost accountants, and finance managers work
on big, complex construction projects (during various phases of a construction project, though not at the same point of time). Like the blind
men, each of these professionals or experts, may have a different perspective on project management for construction. In large and complicated
projects, specialized knowledge is highly beneficial and experts in various
specialties provide valuable services. Each of these specialties has contributed to efficient planning and implementation of construction projects.
For example, use of Computer Aided Design (CAD) and architectural
software in designing buildings has improved planning. However, it is
important that these domain experts understand project life cycle and
project management phases, to improve the productivity and quality of

COMPUTER SUPPORT FOR SUCCESSFUL PROJECT MANAGEMENT

Finance

Marketing

Projects
HR

Administration

Figure 1.1 Complex construction projects may be perceived in different

ways by different specialists, like five blind men encountering an
elephant

their work. In the case of emerging economies, projects play an important

role in achieving economic growth. Improvement of project management
not only can aid the construction industry, but may also be the engine for
their national and global economy.

Project Life Cycle and Phases

Let us understand the important phases of a construction project till a
facility is put in to use. Figure 1.21 shows various phases of a construction project. A construction project starts with the analysis of market
demand. These needs may be explicit or implicit (many a time). At the
end of this first phase, project objectives and project scope get defined,
at a macrolevel. Various possibilities of meeting these objectives will be
studied during the second phase, that is, conceptual planning and feasibility studies. Various financing options are also evaluated during this
phase. At the end of the second phase, the scope of the project gets clearly
defined and a preliminary design is completed. The third phase consists
of detailed design and engineering of the facility. This helps you to come
out with a detailed blueprint of design and a baseline cost. During the
procurement and construction phase, the required material is procured
and construction is carried out in a planned and controlled manner. Once

 Project Management Life Cycle for Construction Projects 3

Analyze market needs

Complete conceptual
planning
and analyze feasibility

Design and engineer

Procure and
construct

Accept and use

Figure 1.2 Phases of a construction project

the construction is over, the owners may inspect to verify the scope of the
work. They may also suggest some changes in the facility. After some trials
and errors, the constructed facility is handed over to the owner for use.
The earlier discussion relates to a typical construction-project life
cycle. The relationship between the phases in a project life cycle may vary
depending on application area, speed of execution, and so on. There can
be three typical ways in which project phases are related to each other,
mentioned as follows:
1. Sequential relationship, in which the project is divided into separate
phases and each phase is carried out successively in sequence
2. Overlapping relationship, in which phases may be overlapping,
such as the use of phased design-construct procedures for fast-track
execution
3. Iterative relationship, which has been used extensively in the recent
past for projects with rapidly changing requirements

COMPUTER SUPPORT FOR SUCCESSFUL PROJECT MANAGEMENT

Major Types of Construction

There can be four major types of construction mentioned as follows. For
different types of projects we may have different methods of identifying
vendors and contractors, procuring professional services, awarding construction contracts, sponsoring the project, and generating and sharing
the revenue.
1. Residential housing
For example, row houses, bungalows, single-family houses,

apartments
2. Institutional and commercial building construction
For example, schools and universities, hospitals, sports complexes
(like football stadiums)
3. Specialized industrial construction
For example, refineries for crude oil processing, steel mills, chemical
processing plants, thermal and wind power plants
4. Infrastructure and heavy construction
For example, highways, mass transit systems (like Metro rail), tunnels, and sewage treatment plants

Project Management and Areas of Expertise

Project Management Institute, abbreviated as (PMI), is the worlds leading not-for-profit professional membership association for the project,
program, and portfolio management profession. A Guide to the Project
Management Body of Knowledge, popularly known as PMBOK Guide,
is a book that presents a set of standard terminology and guidelines for
project management. PMIs global standards are the backbone of the profession, making sure you have the project management foundation to
succeed. Much of the discussion in this book related to project management processes and so on is based on the PMBOK Guide (5th edition).
PMBOK Guide defines a project as a temporary endeavor undertaken to create a unique product, service, or result.
Project management is defined as the application of knowledge, skills,
tools, and techniques to project activities to meet project requirements.

 Project Management Life Cycle for Construction Projects 5

It involves directing and coordinating human and material resources

throughout the life of a project by using modern management techniques
to achieve project objectives (like scope, cost, time, and quality). It is a
project managers responsibility to achieve project objectives.
What knowledge and skills are required for the project management
team? To manage projects effectively, there are five areas of expertise
needed, as shown in Figure 1.3.
These five areas are:
1. Knowledge of project management processes and tools
2. Knowledge of application area
3. Understanding of project environment
4. General management skills
5. Interpersonal skills
As you observe from the diagram (Figure 1.3), these areas are not
distinct and may generally overlap. While all members may not be conversant with all the areas, it is important to have a team that is conversant
with knowledge of project management processes and tools. We shall discuss about knowledge of project management, in the subsequent section.

General
management
skills
Knowledge of project
management
processes and tools
Application area
(e.g., construction
technology)
knowledge

Understanding of
project
environment

Interpersonal
skills

Figure 1.3 Areas of expertise needed for managing projects

COMPUTER SUPPORT FOR SUCCESSFUL PROJECT MANAGEMENT

Application areas refer to very specific technical domain or management specializations that are needed for a particular category of projects,
for example, construction engineering, urban planning, architecture,
and marketing management. Each application area generally has a set of
accepted standards and relevant regulations.
Project environment is a cultural, social, and physical environment
in which the project is being executed. The project team needs to understand how the project affects various stakeholders like local residents, end
users, and consumers (and vice versa). For example, if a project team
is associated with infrastructure development in the Middle East, some
team members may have to be familiar with the local laws and customs
of the Middle East.
General management skills encompass planning, organizing, recruiting, cocoordinating, executing, and controlling skills. These are often
essential for the project manager and help in things like defining a suitable organizational structure, defining ground rules, and developing the
career path of subordinates.
Interpersonal skills required include leadership, negotiation, and conflict management. For example, a project manager himself or herself may
have to negotiate with the customer, vendor, sponsor, and so on.
Knowledge of Project Management
The PMBOK Guide classifies project managementrelated processes
into five project management process groups and 10 knowledge areas.
The 10 distinct areas are mentioned as follows:
1. Project integration management to ensure that the various project
processes are effectively identified, defined, and coordinated
2. Project scope management to ensure that all the required work and
only the required work are included to deliver the project successfully
3. Project time management to plan and complete the project as
scheduled

 Project Management Life Cycle for Construction Projects 7

4. Project cost management to identify needed resources, estimate

the total cost, and maintain budget control to complete the project
within approved budget
5. Project quality management to identify quality policies, objectives,
and responsibilities to ensure that the functional requirements of the
product or service delivered are met
6. Project human resource management to develop, employ, and organize project personnel as a team
7. Project communication management to ensure effective communication with all the stakeholders
8. Project risk management to identify, analyze, and mitigate potential
project risks in a planned manner
9. Project procurement management to purchase necessary resources
(products, services, and results) for the project from external a gencies.
10. Project stakeholder management to understand and balance interests
of various project stakeholders.

Organization of Projects
The top management of the owner or the sponsoring organization decides
about the project organization. Project organization also depends on
issues like how many organizations are involved in the project delivery, at
what phase they are brought into the project, and what kind of relationship exists among them.
Organizing Project Implementation
There are two basic approaches to organize for project implementation.
Separation of organizations: Owners or sponsoring organizations may avail services of different originations for design
and construction. For example, Figure 1.4 shows an organization that uses the services of an architectural or engineering

COMPUTER SUPPORT FOR SUCCESSFUL PROJECT MANAGEMENT

Sponsoring
organization or owner

Project management
consultants

Prime contractors

Architect or engineer

Working
relationship

Working
relationships

Main contractor
(officially named)

Prime
contractors

Suppliers

Figure 1.4 Separate organizations responsible for design

andconstruction

Owner

Main contractor

Architect or
engineer

Sub-contractor-1

Sub-contractor-2

Figure 1.5 Integration organization

firm for design and a project management consultant (PMC)

for managing the construction.
Integration of organizations: Design and construction functions are performed under a single command. At times, there
may be joint ventures that manage projects using this type
of organization. For example, in a Turnkey Project delivery
model, a vendor is responsible for delivering the project
(Figure 1.5).

 Project Management Life Cycle for Construction Projects 9

Although the two aforementioned approaches are basic ones, variations may exist based on contractual relationships of the owner and the
contractor.
Reporting Structures for the Project Staff
There can be three types of organizations to manage projects.
A functional organization is one in which the project manager has
the least authority. The project manager generally reports to his or her
department head and plays the role of the coordinator in this type of
organization (Figure 1.6).
On the other extreme, we have projectized organization. Here, the
teams work on specific projects full time and team members report to the
project manager. The project manager directly reports to the top management and has the autonomy to manage the project (Figure 1.7). A large
construction company (contractor) whose survival depends on executing
various projects for its clients may adopt this organizational structure.
A compromise between the two is the matrix structure. In this type
of organization, each project may be staffed by existing personnel in the
functional divisions of the organization on an ad hoc basis. Each project
manager must negotiate all resources for the project from the existing
organizational framework, as shown in Figure 1.8. A large food-processing
Organizational structures and their influences
General
manager

Sales
manager
Sales
representative

Project coordination

Chief
engineer

Manufacturing
manager

Finance and
administration

Project
engineer

Shift
supervisor

Controller

Project
engineer

Shift
supervisor

Cost
accountant

Project
officer

Shift
supervisor

HR officer

Shift
supervisor

Financial
accountant

Figure 1.6 Functional organization

10

COMPUTER SUPPORT FOR SUCCESSFUL PROJECT MANAGEMENT

Organizational structures and their influences
Project team
General
manager
Sales
manager

Project
manager

Chief
engineer

Manufacturing
manager

Finance and
administration

Sales rep

Sales rep

Project
engineer

Shift
supervisor

Financial
accountant

Project
officer

Sales rep

Project
engineer

Shift
supervisor

Cost
accountant

Project
officer

Shift
supervisor

HR officer

Shift
supervisor
Accountant

Figure 1.7 Projectized organization

Organizational structures and their influences

General
manager

Functional authority
Project reporting
Sales
manager

Chief
engineer

Manufactg
manager

Finance and
administration

Sales rep

Project
engineer

Shift supervisor

Accountant

Sales rep

Project
officer

Shift supervisor

Cost
accountant

Project
manager

Sales rep

Project
engineer

Shift supervisor

Accountant

Project
manager

Sales rep

Project
engineer

Line manager

Accountant

Figure 1.8 Matrix organization

company may adopt this structure to execute a project to construct a new

production facility.

Project Management and MS-Project

As we discussed in the earlier section, skills related to tools like M
S-Project
are part of the essential skills of a project manager. Many an engineer
tends to believe that a tool like MS-Project is used only for scheduling.

 Project Management Life Cycle for Construction Projects 11

However, it has utility much beyond scheduling. It is very important that

projects are managed in an integrated way. For this to happen, the critical and relevant project information should be shared across all departments and also with various stakeholders. Software like MS-Project helps
in achieving the same as depicted in Figure 1.9. Because of this, various
stakeholders like team members, project managers, and suppliers can be
on the same page. Finally, this reduces risks and increases profitability.
How do tools like MS-Project help various stakeholders? Management needs a macrolevel view of the project through reports like Milestone reports (delivered via e-mail or interactive browsers). Although
very senior professionals like general managers and vice presidents do
not schedule the project themselves, they may want customizable project
information. MS-Project displays project schedule and cost metrics so
that project profitability can be and improved. Various financial reports
(like cash flow over time) can be generated during planning, helping project sponsors forecast the cash flow.
Project schedulers and planners can use MS-Project to schedule projects with ease, to establish company standards using company-specific
templates, and to perform baseline analysis to understand exact project
costs. As MS-Project supports consolidating multiple projects, schedulers can easily consolidate subcontractor schedules. MS-Project provides
project schedulers with the basic tools to easily plan and control projects.

Project information

Professional
planner/cost
accountant

Project manager Owner/client

Executive

Contractor

Figure 1.9 MS-Project helps us to share project information with

various project stakeholders

COMPUTER SUPPORT FOR SUCCESSFUL PROJECT MANAGEMENT

ng
ast
i
ec
Fo
r

Project cost
management

Resource
management

Co

un
ica
tio

an
d

in
teg

ra
tio

an
ag
e

en

12

Project
performance
reporting and
analysis

Project
planning
scheduling

Accountability
management

Project risk
management

Standards
management

Figure 1.10 MS-Project helps in various project management

processes of different knowledge areas

Planning and controlling a small project may be easy. However, planning

and controlling a large project are not easy. Schedulers can quickly create
optimum project plans and zero in to understand the critical path in large
network diagrams. They can easily create what-if? project scenarios to
simulate possible adjustments, including compressing the schedule with
fast tracking (to work in parallel). MS-Project enables schedulers to examine an activityand its predecessors and successors. It helps to determine
why an activity is scheduled at a particular time, and answer questions
such as: Were any of its predecessors delayed? Do any of its predecessors
or successors have constraints?
MS-Project also helps a project team in various processes related to
other knowledge areas (other than project time management) as well.
Figure 1.10 shows how MS-Project helps in managing various processes
related to different knowledge areas of the project. It helps the project
team to identify, quantify, and mitigate risks such as weather delays,
late materials, or sophisticated installations. Risks can be categorized
and control plans can be documented as part of the overall project plan.
MS-
Project also helps teams prepare for the unexpected through a
what-if? p
roject and resource-simulation engine to determine the
schedule and cost exposure of project risks. With this information, project

 Project Management Life Cycle for Construction Projects 13

managers and schedulers can flag potential risks and take necessary steps
to plan an appropriate response.
Many of these features, right from creating and using templates to
managing multiple projects, have been discussed in this book, with guided
examples. We will be looking at this in detail in subsequent chapters.
To conclude, we looked at a typical construction-project life cycle and
skill sets required for a project manager in this chapter. We also understood (at a macrolevel) how MS-Project can help various stakeholders.

Index
AC. See Actual cost
Activities
defining, 2627
sequence, 27
Activity on node (AON), 28
Actual cost (AC), 76
AON. See Activity on node
Application areas, 6
Backward pass, 3638
Construction projects
complex, 2
phases of, 23
types of, 4
Control account, 6263
Cost baseline, 61
Cost performance index (CPI), 7677
Cost tree structure, 6263
Cost variance (CV), 76
CPI. See Cost performance index
Critical path
definition, 36
MS-Project example, 3841
sample network, 36
Custom reports, generating, 9098
CV. See Cost variance
Discretionary dependencies, 100
Earned value (EV), 76
Earned value analysis (EVA)
forecasting, 7778
simple example, 7677
understanding key terms and
metrics, 7476
using MS-Project, 7985
Earned value management (EVM), 74
Effort-driven tasks, 49
EV. See Earned value
EVA. See Earned value analysis

EVM. See Earned value management

External dependencies, 100105
Finish-to-finish, PDM diagram, 29
Finish-to-start, PDM diagram, 29
Fixed duration task, 5153
Fixed units task, 51
Fixed work task, 5153
Forecasting, 7778
Forward pass, 3638
Free float, 36
Functional organization, 9
Gantt chart, 45, 7172
General management skills, 6
Infrastructure and heavy construction,
4
Institutional and commercial building
construction, 4
Integration of organizations, 8
Interpersonal skills, 6
Iterative relationship, 3
Keyboard shortcuts, 169170
Knowledge
of project management, 67
Leads and lags, 30
Look ahead report, 88
Mandatory dependencies, 100
Master project, 105123
benefits of, 106
using copy/paste for creating,
107112
using insert project without
resource pool, 112116
using resource pool for
consolidation, 116123

176 Index

Matrix organization, 10
Microsoft-Office, harnessing
copying views to Word and
Powerpoint, 155158
importing task list from Excel,
158163
Microsoft Project (MS-Project), 139
automatically scheduled task,
creating, 145
cost for painting project, 6368
in critical path, 3841
earned value analysis, 7985
edition selection, 139
external dependency, 100105
features, 137
in float, 3841
generating custom reports, 9098
generating native reports, 90
getting help, 165
linking task, 145146
manually scheduled task, creating,
144
master project, 105123
new project creation, 141144
planning quality management
using, 125129
project management and, 1013
project server architecture,
167168
resource leveling, 3841
resources, 149152
risk register creation, 130135
sample processes, 126
scheduling constraint, 152153
subprojects, 106
summary task, inserting, 147
task progress, updating, 147149
user interface, understanding,
141142
visual reports, 8889
work breakdown structure and,
2024
Microsoft-Project Standard, 139
Milestone and upcoming tasks report,
88
Native reports, generating, 90
Network diagrams, 2728

Overlapping relationship, 3
PDM. See Precedence diagramming
method
Piping task, 51
Planned value (PV), 76
Planning quality management,
125129
Precedence diagramming method
(PDM), 2829
Project dashboard report, 87
Project environment, 6
Project implementation
integration of organizations, 8
separation of organizations, 78
Projectized organization, 10
Project life cycle
owners perspective, 12
phases and, 23
Project management
application areas, 6
areas of expertise, 5
definition, 45
general management skills, 6
interpersonal skills, 6
knowledge of, 67
MS-Project and, 1013
project environment, 6
Project Management Body of
Knowledge (PMBOK), 67,
1617
Project Management Institute
(PMI), 4
Project milestones, 27
Project organization
implementation, 79
reporting structures, project staff,
910
Project scheduling
activities, 2627
leads and lags, 30
network diagrams, 2729
sequence activities, 27
templates, 3033
Project scope vs. product scope,
1516
Project server architecture, 167168
Project templates, 3033

 Index 177

Project Web App (PWA), 167168

PV. See Planned value
PWA. See Project Web App
Residential housing, 4
Resources
assigning, 4450
leveling, 5360
task types, 5153
Risk register creation, 130135
Schedule performance index (SPI),
7677
Schedule variance (SV), 76
Scheduling formula, 49
Scope management
PMBOK, 1617
project scope vs. product scope,
1516
Separation of organizations, 78
Sequence activities, 27
Sequential relationship, 3
Specialized industrial construction, 4
SPI. See Schedule performance index
Start-to-finish, PDM diagram, 29

Start-to-start, PDM diagram, 29

Subprojects, 106
Summary cost report, 88
Summary management report, 87
SV. See Schedule variance
TCPI. See To complete performance
index
Templates. See Project templates
To complete performance index
(TCPI), 78
Total float
definition, 36
float computation formulae for, 37
Tracking Gantt chart, 72
Visual reports, 8889
WBS. See Work breakdown structure
Work breakdown structure (WBS)
creating, 1718
dictionary, 1920
in MS-Project, 2024
numbering, 1920
resources, 24