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Analogous technique - using knowledge from past project to current one

All resource leveling techniques involve delaying non critical activities

Positive lag pushes two activities away from each other

Chapter 1:
Chapter Review Questions:
Project - ​‘a temporary endeavor undertaken to create a unique produce, service, or result
Project Management - ​the application of knowledge, skills, tools, and techniques to project
activities to meet project requirements.

Approval of charter moves from Selecting Initiating to Planning

At what stage of a project life cycle are the majority of the “hands-on” tasks completed? 
At the execution stage 
 
Initiating, planning, executing, Monitoring and Controlling, and closing 
 
Scope and Quality are components of project performance  
 
Project success is creating deliverables that include all of the agreed-upon features 
(meet scope goals).  
The outputs should satisfy all specifications and please the project’s customers. The 
customers need to be able to use the outputs effectively as they do their work (meet 
quality goals).  
The project should be completed on schedule and on budget (meet time and cost 
constraints).  
A successful project is one that is completed without heroics—that is, people should not 
burn themselves out to complete the project.  
Those people who work on the project should learn new skills and/or refine existing 
skills.  
Organizational learning should take place and be captured for future projects. Finally, 
the performing organization should reap business-level benefits such as development 
of new products, increased market share, increased profitability, decreased cost, and so 
on. A contemporary and complete view of project success  
 
Project failure not meeting: 
• Meeting Agreements —Cost, schedule, and specifications met  
• Customer’s Success —Needs met, deliverables used, customer satisfied 
• Performing Organization’s Success —Market share, new products, new technology  
• Project Team’s Success —Loyalty, development, satisfaction 
 
Classify project by Industry, size, scope, and application 
 
The primary difference is that in the first, the product is well-understood and all planning 
precedes all executing, while in the second, early results lead into planning later work. 
 
 

Stakeholders - ​“individual, group, or organization who may affect, be affected by, or perceive
itself to be affected by a decisions ,activity, or outcome of a project”
In Adaptive Life Cycles the time and cost are fixed but the scope is developed iteratively

Tutorial Q’ns
2.
The three constraints: Scope, Quality, Time
Not enough resources are available for project completion.
• Not enough time has been given to the project.
• Project expectations are unclear.
• Changes in the scope are not understood or agreed upon by all parties involved.
• Stakeholders disagree regarding expectations for the project.
• Adequate project planning is not used

Soft skills include communication and leadership activities. Hard skills can include risk analysis,
quality control, scheduling, budgeting, and Chapter 1 Introduction to Project Management 5 so
forth.
3.
Ten Knowledge Areas
Integration management—​“processes and activities needed to define, combine, unify, and
coordinate the various processes and project management activities”
Scope management—​“processes required to ensure that the project includes all the work
required, and only the work required, to complete the project successfully”
Time management—​“processes required to manage timely completion of the project”
Cost management—​“processes involved in estimating, budgeting, and controlling costs so that
the project can be completed within the approved budget”
Quality management—​“processes and activities of the performing organisation that determine
quality policies, objectives, and responsibilities so that the project will satisfy the needs for which
it was undertaken”
Human Resources management—​“processes that organize, manage, and lead the project
team”
Communications management—​“processes required to ensure timely and appropriate
generation, collection, distribution, storage, retrieval, and ultimate disposition of project
information”
Risk management—​“processes of conducting risk management planning, response planning,
and monitoring and control … to increase the probability and impact of positive events and
decrease the probability and impact of negative events in the project”
Procurement management—​“processes necessary to purchase or acquire products, services,
or results from outside the project team”
Stakeholder management - ​“processes required to identify people, groups or organisations
that could impact or be impacted by the project; analyse stakeholder expectations & their impact
on project & to develop appropriate management strategies for effectively engaging
stakeholders in project decisions & execution”

Chapter 2:
Chapter Review Questions:

Strategic Analysis
● Analysis of ​internal​ and ​external​ environments
● SWOT Analysis (​Strengths, Weaknesses​,
Opportunities, and Threats)​
● Elements within the project team’s control
○ What strengths and weaknesses the
organization possesses in itself
● Elements over which the project team has
little/no control
○ What opportunities and threats are posed
by competitors, suppliers, customers,
regulatory agencies, technologies

Guiding Principles:
The vision​ describes the organisation of the future
• “vivid description of a preferred future”
• Require extra effort to be achieved
• Often multiyear goals that end in suggesting the need for a new vision
The mission statement provides a mechanism for achieving the vision
• “organisation's core purpose, core values”, beliefs, culture, primary business, primary
customers

Mission Statement Considerations


Purpose – communicates why an organisation exists
Beliefs – what the leaders of an organisation stand for
Core values – how decisions will be made and how people will be treated
Culture – how members should act
Primary business areas – what business the organisation engages in
Primary customers – which groups of people need to be satised

Strategic Objectives
Means of achieving the vision and mission
Objective setting occurs annually
Describe ​short term and long term results that will support guiding principles
Describe measures of achievement
Effective objectives are SMART – Specic
– Measurable
– Achievable
– Results-based
– Time-specic
School to achieve ERA ranking of 5

Flow-down Objectives
How to implement strategic objectives
Objectives may be implemented through ongoing operations
Projects are the primary method for implementing objectives
E.g.(If wanna be world class institution) Increase of 20% in the recruitment & retention
of HDR (research) students
• International visits & promotions
• Links with international universities
• Development of new scholarships (attract students)
Project Alignment - ​Selecting projects that will go and achieve the organisation’s goals
Portfolios ​“a collection of projects or programs and other work that are grouped
together to facilitate effective management of that work to meet strategic business
objectives. The projects or programs of the portfolio may not necessarily be
interdependent or directly related”

4. . ​Portfolio management​ “aligns with organizational strategies by selecting the right


projects, prioritizing work, and providing needed resources.”
The goal of portfolio management is to achieve the maximum benefit toward the
strategic goals of the company. To accomplish this, executives need to identify, select,
prioritize, resource, and govern an appropriate portfolio of projects and other work.”

5.
NPV - dollar in future is worth less than dollar today ($1 = 1 ⁄(1 + r)^n)

Benefit:cost ratio - should be greater than 1 (may favour smaller projects)

Internal Rate of return - percentage return expected on the project investment. Ratio
above the current cost of capital is positive (may favour smaller projects)

Payback Period - How many years would take to pay back initial investment (doesnt
consider profits after the costs have been paid back

Financial models are useful in ensuring that selected projects make sense from a cost and return
perspective, but they do not take into account a company’s strategic goals, so objectives, timing,
resource needs, and risk should often be considered also.

Scoring models allow leadership teams to perform sensitivity analyses—that is, to examine what
would happen to the decision if factors affecting it were to change. They are more time​intensive
than financial models. Only as good as the data they recieve

typical reasons for project failure are:


• Not enough resources
• Not enough time
• Unclear expectations
• Changes to the project
• Disagreement about expectations

All parts of the organization should be involved. This means people at all levels, from
front-line workers to senior executives, and people from all functional areas need to help
identify potential projects. For example, salespeople can uncover many opportunities by
maintaining open discussions with existing and potential customers, and operations
staff may identify potential productivity-enhancing projects

If conflict between resource needs for two projects the project sponsor decides which one gets
the needed resource first

Given weighting so it is given relative importance

Scoring models allow leadership teams to perform sensitivity analyses—that is, to examine what
would happen to the decision if factors affecting it were to change. Selection criteria may be
added or altered. Participants may decide that some criteria are more important than others and
weight them accordingly.

If close scores other criteria or discussion can be used to break the tie

A quick SWOT analysis could be used to decide whether to pursue a potential project. Decision
makers can also ask how well a potential project will help achieve their objectives. If they
determine a project will help achieve their objectives, the next considerations are the cost to
pursue the work and the probability of successfully securing the project given the likely
competition. A company frequently considers risks both of pursuing and not pursuing a potential
project. Finally, does the company have the capability to perform the work if it is awarded?

Why is it important for a contractor to understand the source selection criteria a client uses to
decide to whom they will award a project?
source selection criteria​, the “set of attributes desired by the buyer which a seller is required
to meet or exceed to be selected for a contract.” By understanding what a client is looking for, a
contractor can demonstrate his company’s capabilities in terms of the specific job proposed,
thus increasing his chances of being selected for the work.

Things negotiated between client company and a contractor company


Amount of money to be paid • Contractual terms • Schedule • Personnel • Quality Standards •
Reporting Mechanisms

A narrative description of product, services, or results to be delievered by the product is


a: project statement fo work

Program management helps determine the optimal approach for managing


interdependent projects in order to achieve benefits and control. They include except
managing shared client relationships

Project statement of work would use of include information from each except: project
charter
All projects should be aligned with their organisation’s strategic plan, which includes the
organisation’s strategic plan, which is a definition of a vision statement: conveys a larger
sense of organizational purpose and is both inspiring and guiding

Once an external customer and contractor have reached a consensus on the initial
intentions for the contracted work, their understanding is documented in: an agreement

Chapter 3:
A functional organization is “a hierarchical organization where each employee has one clear
superior, staff are grouped by areas of specialization, and managed by a person with expertise
in that area.”

projectized organization, which is defined as “any organizational structure in which the project
manager has full authority to assign priorities, apply resources, and direct work of persons
assigned to the project.”

Usually for small projects functional organisations work best


co-location, which is “an organizational placement strategy where the project team members
are physically located close to one another to improve communication, working relationships,
and productivity.”

“Values serve as a moral compass to guide us and provide a frame of reference to set priorities
and determine right or wrong”.• Motivate the ethical actions and communications of managers
and subordinates; • Determine how people are treated, controlled, and rewarded; • Establish
how cooperation, competition, conflict, and decision making are handled; and • Encourage
personal commitment to the organization and justification for its behavior.

1. Power culture 2. Role culture 3. Task culture 4. Personal culture

Whenever more than one parent organization is involved, the project manager needs to
understand the culture of each well enough to facilitate effective project communications and
decision making.

Project sponsors and managers learn that they need to act in the best interests of three
constituencies: the project itself— attempting to deliver what is promised; the project
team—encouraging and developing all team members; and the other project
stakeholders—satisfying their needs and wants.

PMI Code of Ethics and Professional Conduct tells project managers to exhibit the following: •
Responsibility—take ownership for decisions. • Respect—show high regard for ourselves,
others, and resources. • Fairness—make decisions and act impartially. • Honesty—understand
the truth and act in a truthful manner

An ethical project culture in which people know how to act and have the courage to do so yields
better ideas; when a spirit of mutual trust prevails, everyone participates with their ideas and
effective partnering relationships within and beyond the project team.

The major types of project life cycle models, while differing in details, have some things in
common. • They all have definite starting and ending points. • They involve a series of phases
that need to be completed and approved before proceeding to the next phase. • The phases
generally include at least one initiating, one planning, one closing, and one or more executing
phases. • The various life cycle models are all frequently adapted by the companies, where they
are used to better fit with the organizational culture and language.

Define-Measure-Analyze-lmprove-Control (DMAIC) Model


Many firms use projects to plan and manage quality and productivity improvement efforts.
Various models are used for these improvement efforts. While these models appear to be
somewhat different, they all strive to use facts to make logical decisions and to ensure that the
results are as desired
if the scope is hard to define early in the project and/or when much change is expected, a
change-driven or agile approach often works better.

At the start of an agile project, overall planning is at a high level, and the only part that is
planned in detail is the work that will be done soon. As people learn from the early work, the
next portion of the project is planned in detail. The majority of the project work is conducted in
iterations (sometimes called sprints) that are normally a set length of time such as two or four
weeks. The project team agrees to deliver something of value at the end of each iteration. The
fixed time and amount of committed resources for each iteration dictate how big that deliverable
will be, and the team agrees with the customer how the deliverable will be considered complete
and useful. Each iteration has initial planning, a brief daily planning meeting, a demonstration of
the value at the end of the iteration, and a retrospective meeting at the end to learn and apply
the learnings to the next iteration. Documentation is minimal early in the project but becomes
progressively more complete. Within an iteration, change is rarely permitted, but it is expected
from one iteration to the next.

the duties of the steering team revolve around the following five activities: 1. Overall priority
setting 2. Project selection and prioritization 3. Sponsor selection 4. General guidance 5.
Encouragement

The sponsor selects the project manager and core team

Chief Projects Officer/Project Management Office ensures the sterrig tea completes its tasks

The customer and the contractor often collaborate on the set up and use of several project
control systems. One of these is a ​communications plan​ (which is explained in Chapter 5).
Since the customer is often the recipient of communications, he needs to tell the contractor what
he needs to know, when he needs to know it, and what format will be most convenient. This
should include regular progress reports. Second is a ​change control system​ (also explained in
Chapter 5). Most projects will have multiple changes. A method must be created to approve
potential changes, document their impact, and ensure that they are carried out as agreed.​ Third
is a risk management system ​(explained in Chapter 10). Customers should work with
developers to brainstorm possible risks, consider how likely each risk is to occur, measure a
risk’s impact should it happen, and develop contingency plans. The customer needs to ensure
that effective communications, change management, and risk management systems are used.

*******All of the following are characteristics of a projectized organization expect:


functional managers have the majority of authority

Matrix organisation structures can be classified as weak, balanced, or strong, depending


on the relative level of influence between the functional manager and the project
manager
The Chief Projects Officer or PMO’s responsibilities might include: ensuring enough
resources are available to perform the project

Group phenomena that evolve over time and include established approaches to initiating
and planning projects, the acceptable means for getting the work done, and recognised
decision making authorities are referred to as: project culture(norms)

In an agile life cycle model: the team is self-directed

Chapter 4:

Chapter 5:

Chapter 6:
1.
Two types of deliverables are:
Final deliverables
Intermediate deliverables
2.
First step in developing a project scope management plan is to collect requirements “the
process of defining, documenting, and managing stakeholder needs and requirements to meet
project objectives.”
3.
To define scope you need to:
I. List deliverables and acceptance criteria
II. Establish Project Boundaries
III. Create a scope description
5.
Scope definition is important to prevent scope creep
6.
Scope creep occurs when
First, if the scope is not clearly defined and agreed upon, and you add more work to do
Second, sometimes when a project is going well, a customer is so excited that he or she asks
an innocent sounding question: “Can the project output also do… ?” The person performing the
project work is often flattered and agrees without understanding the implications.
7.
WBS - Work Breakdown Structure
8.
WBS is the basis for all subsequent planning of such important functions as schedule,
resources, cost, quality, and risk
Serves as an outline for integrating these various functions
Also can be modified and changed very easily
Useful in communications
9.
Indented outline format:
House
- Project management
- Framed house
ORG Chart Format

Free format
10.
1st level of WBS is project title level
2nd intermediate level or summary level
3rd is the work package level - “the work defined at the lowest level of the work breakdown
structure for which cost and duration can be estimated and managed.”
11.
The work package is the point from which: • Work activities are defined • The schedule is
formed • Resources are assigned • Many of the control features are developed
12.
Rolling wave planning is “an iterative planning technique in which the work to be accomplished
in the near term is planned in detail, while the work in the future is planned at a higher level.”
13.
Uncontrolled change is known as scope creep
14.
Projects use change control systems to prevent and adjust scope creep and circumstances that
may lead to it.
15.
Change request forms typically include several sections. The top section lists ​basic
information ​to track the change request to the project and to the person who submitted it. The
second section contains ​two simple statements ​describing the change and why the change is
needed. The third section details the impact expected from the potential change. This can vary
in length from a simple check and comment section, as in Exhibit 6.13, to an extremely involved
description of potential impact on complex system projects such as designing an aircraft. In
complex projects, small changes can sometimes have catastrophic impacts. Finally, there
should be a space for the change to be approved. Regardless of the complexity and format, the
most important consideration is that potential changes must be submitted and documented
whether they are approved or not.
The project scope baseline is comprised of the approved versions of three of the four
documents listed below. Which of these documents is NOT included in the project scope
baseline? Project Charter

Which of the following statements about a work package is true? It is the most detailed
level of the WBS

A “component of the project management plan that describes how the scope will be
define developed, monitored, controlled and verified” is the project management plan

A grid that links product requirements from their origins (e.g business reason needed,
stakeholder who requested them) to the deliverables that satisfy them is referred to as a:
requirements traceability matrix

Chapter 7:
1. The first draft of a project schedule can be constructed after the WBS
2. An activity is “a distinct, scheduled portion of work performed during the course of a project.”
A Work Package is the lowest level of the WBS can can consist of many activities
3. Another name for activity on node diagramming is precedence diagramming
6. Four most common types of logical dependency:
1. Finish-to-start -successor activity cannot start until predecessor activity has finished
2. Finish-to-finish - successor activity cannot finish until predecessor activity has been
finished
3. Start-to-start - successor activity cannot start until predecessor activity has started
4. Start-to-finish - successor activity cannot finish until predecessor activity has started
7. Remedy for activity duration estimating having omissions is:
1. Refining scope and WBS
2. Checklists,templates,devil’s advocate
3. Lessons learned
8. According to the learning curve, Performing an activity faster results in it taking faster time to
complete the same activity in the future
9. Two ways to determine critical path is the two-pass method or the Enumeration Method
11. If a painted room must dry for four hours before work can continue, the result is a delay in
the successor activity. The wall for the paint to dry is an example of ​lag
13. One advantage of Monte Carlo analysis is the flexibility it provides. This allows more realistic
estimates. Another advantage is the extent of information it can provide regarding individual
activities, the overall project, and different paths through the project that may become critical.
A disadvantage of Monte Carlo is the amount of time necessary to estimate not just a most
likely duration for each activity, but an entire range of possible outcomes. Another disadvantage
is that special software and skill are necessary to effectively use Monte Carlo.
14. ​Gantt charts​ are ​useful​ for ​planning​ and scheduling ​projects​. They help you assess how
long a ​project should​ take, determine the resources needed, and​plan​ the order in which you'll
complete tasks. They're also ​helpful​ for managing the dependencies between tasks.
15. A lead is a change in the logical relationship that results in the acceleration of the successor
activity
16. lag, “the amount of time whereby a successor activity is required to be delayed with respect
to a predecessor activity.”

Nick has time, budget, and adequate supplies and equipment to finish his project.
However, there is only one trained engineer assigned to the project team. According to
his schedule model, Nick needs at least three engineers. He will need to adjust the start
and finish dates for schedule activities to compensate for this constraint, which is:
activity duration

What is an advantage of using the “program evaluation and review technique” (PERT)
when estimating the duration for an activity? It helps to clarify the range of uncertainty
around the expected duration
PERT understands how the variability of individual activity durations impacts the entire project
schedule:
Estimated time = (optimistic +4(Most likely) + pessimistic)/6
Advantage is it helps realise how much uncertainty exists in the project schedule

Chapter 8:
1. A project manager needs technical and behavioural skills
3. The staffing management plan addresses how to identify potential internal and/or external
human resources for the project; determine the availability of each; and decide how to handle
timing issues with regard to building up, developing, rewarding, and releasing the project team.
4. Near the end of a project, timing issues include ​rewarding, recognising, and releasing
project team members.
5. ​Responsibility assignment matrix (RAM) - “a grid that shows the project resources
assigned to each work package”
6. The first column on the RACI is usually the WBS coding of work packages and activities. The
second column includes the names of the work packages and project activities that correspond
to the WBS. The remaining columns each represent a person who is involved with the project.
7. If more than one person has accountability, it is too easy for them to blame each other if
something goes wrong.
8. A project manager can use a Histogram to determine which workers are overloaded
12. To compress a project schedule you can:
1. Crashing - “a technique used to shorten the schedule duration for the least incremental
cost by adding resources”
2. Fast tracking - “a schedule compression technique in which activities or phase normally
done in sequence are performed in parallel for at least a portion of their duration.”
13. Criteria to Crash is
1. What activities on critical path (crashing non-critical path activities does nothing)
2. Which critical path activity costs least on a per day basis to speed up
14. The critical chain method is “a schedule method that allows the project team to place
buffers on any project schedule path to account for limited resources and project uncertainties.”
Simply put, rather than calculate the critical path based upon predecessor–successor
relationships alone, it also incorporates calculations on resource availability.
15. The reverse phase schedule is developed by the people closest to the work (often either the
hands-on workers or the forepersons who directly supervise work) by starting with the final
project deliverables and continually asking what needs to be completed prior to starting work on
this deliverable.

The PMBOK task estimate activity resources is “the process of estimating the ​types​ and
quantities​ of material, human resources, equipment, or supplies required to perform each
activity.”

In a RACI chart the single individual who will have to provide an explanation if
something goes wrong is indicated with a(n) ___: b. A—Accountable
When the demand for resources is greater than the available supply, the project
manager can use a scheduling method that adjusts the start and finish dates of activities
in order to address resource limits or constraints. This technique is called: ___________.
c. resource leveling

Chapter 9:
1. Fixed Costs do not depend on the size of the project
2. Recurring tends to happen during project execution whilst nonrecurring during project
planning
3. Expedited costs occur when the project must be conducted faster than normal and
overtime for workers and/or extra charges for rapid delivery from suppliers are necessary
(Replacement of damaged equipment, ..)
4. Order of magnitude cost estimate is an assessment of a project's level of effort and cost
incurred to complete it, when little knowledge is available regarding project. It takes
place at the time of selecting project and approving and prior to its selection. Can quickly
give enough information to decide whether to approve the project charter and being to
invest time and money into detailed planning.
5. Several things need to be in place for analogous estimates to be effective. First, the
organization needs to have experience in performing similar projects and know how
much each of those projects actually cost (not just what they were estimated to cost).
Second, the estimator needs to know how the proposed project differs from the previous
project. Third, the estimator needs to have experience with the methods by which the
project will be performed.
6. Parametric estimating is “an estimating technique in which an algorithm is used to
calculate cost or duration based on historical data and project parameters.
Bottom-up estimating is “a method of estimating project duration or cost by aggregating
the estimates of the lower-level components of the WBS.”
Bottom-up estimating is the most detailed, time-consuming, and potentially accurate way
to estimate
7. Supporting detail for project cost estimates includes describing the scope, method used
to create the estimate, assumptions, constraints, and range of possible outcomes. The
project scope tends to be the least well defined at the project outset and becomes
increasingly well-defined throughout project planning. Each estimate should state exactly
what scope it involves
Examples of supporting detail includes analogous, parametric, or bottom-up
8. Normal variation comes from many small causes that are inherent in a work process. For
instance, the variation in the productivity of a programmer writing code could be from
phone calls, instant messages, and in-person interruptions that occur each day. Special
cause variation, on the other hand, is when something out of the ordinary occurs. For
example, a lightning strike could cause such a large power surge that it overwhelms the
normal protectors and destroys some of the computers.
9. Vendor bid analysis can be used to determine if the vendor’s bid is reasonable
10. Value engineering is “an approach used to optimize project life cycle costs, save time,
increase profits, improve quality, expand market share, solve problems, and/or use
resources more effectively.
11. One dollar today is presumably worth more than one dollar next year. Discounting the
value of future revenue and cost streams to account for this enables better project
decisions. Project managers need to discount future dollars by the appropriate factor.
12. The amount placed into management reserve is determined by how much uncertainty
management feels exists in the project. Typical ranges are from 5 percent of project
costs for a well-understood, routine project to 30 percent or more of project costs for
poorly understood, unusual projects.
13. Control cost is “the process of monitoring the status of the project to update the project
costs and managing changes to the cost baseline. Control cost i used to compare actual
project spending with the planned expenditures to compute if corrective action is
needed.
14. To compute each assignment’s cost value MS PROJECT needs:
a. Assignment work hours
b. Resource standard rate
c. Resource overtime rate

1. Plan cost Management is the “process that establishes the policies, procedures, and
documentation for planning, managing, expending, and controlling project costs.” C
2. Activity cost estimates, the basis of estimates and other supporting detail are
outputs of which process? Estimate costs B
3. Narrow C
4. Determine budget is “the process of aggregating the estimated costs of individual
activities or work packages to establish an authorized cost baseline.” B
5. A
6. C
7. B
8. D Contingency reserve for known unknowns. Management reserve for unknown
unknowns
9. C
10. A
(Need to discuss with vincent)

Chapter 10:

MS Project
ON MS Project Overview and the WBS
To state preliminary information click Project (tab) -> Project Information

To make level 2 delieverable click Task (tab) -> indent


● need to manually select level 2 tasks

To see when project will finish go to project information (MS Project will estimate)

Insert column → WBS


To define WBS code definition (Project tab → WBS code)

Creating Recurring Tasks


To make weekly meetings
Task tab → Task (dropbox) → Recurring task

Entering Duration, Dependencies,


Milestone, Lead & Lag times
Duration: (3 mons = 3 months)

Control highlight two boxes + click link button → giving finish to start relationship
● Scroll to task puts view in Gantt chart to box you selected

To make milestone make duration 0 days

Click on the link to change lag/lead time between activities

All about calendars


File → options → schedule to check the infos

Project calendar:
Project tab → Change Working Time→ new calender → under exceptions (e.g Good Friday,
Easter Monday) ---> Work Week (e.g School Holidays Period)

Project information ---> Choose Ken’s calendar to apply


Task calendars:
Project tab --< Change Working Time → new calendar → Project Meeting Calendar
● To apply this calendar to an activity click on the activity → advanced and select Project
Meeting Calendar

Resource Calendar:
View → Resource Sheet → under base select calendar

To apply resource, resource tab → assign resource → plumber

To delete calendars go to file template then calendars

Resource Allocation
View tab → Resource Sheet →

To make 5 plumbers increase the Max Units to 500%


Cost/Use(Flat fee) is consultation fee or fee to be called in
Accrue At (when to charge the fees)

Can’t put Max units on materials

To assign costs for catering go to assign resources (for meeting activity) and fill in Cost
table

Levelling Resources:
Click resource levelling button

Cost Allocation: