ON-CAMPUS PROJECT MANAGEMENT CERTIFICATE PROGRAM 2006-2007

COURSE SYLLABUS
OPRE 6374 Project Planning and Execution
Planning techniques continued from OPRE6373 and introduction of execution phase requirements. Included are quantitative decision
making techniques; earned value measurements; interpersonal leadership principles; planning for control and execution of the project;
risk management techniques and procurement principles.

Instructor’s Information:
Jim Newstead: JRNewstead@aol.com
Dr. Gerald Turner: turner.g.a@worldnet.att.net
Dr. Laurie Ziegler: ziegler@utdallas.edu
Jim Szot: jimszot@utdallas.edu
Dr. Duncan MacFarlane: dlm@utdallas.edu
Course Materials:
Textbooks: PMI. A Guide to the Project Management Body of Knowledge, 3rd edition
Clifford Gray and Erik Larson. Project Management: The Managerial Process, 3rd edition
John Nicholas. Project Management for Business and Engineering: Principles and Practice, 2nd edition
Erik Uyttewaal. Dynamic Scheduling with Microsoft Office Project 2003: The Book By and For Professionals
Robert B. Cialdini, Influence: science and practice, 4th edition
Roy Lewicki, David Saunders, Bruce Barry. negotiation, 5th edition
Roy Lewicki, David Saunders, John Minton. negotiation: readings, cases and exercises, 5th edition
Leigh Thompson. The Mind and Heart of the Negotiator, 3rd edition
Jim Newstead. Integrated Change Process Manual
Kim Heldman. PMP: Project Management Professional Study Guide, 3rd Edition
R. Max Wideman. Project and Program Risk Management: A Guide to Managing Project Risks and Opportunities
Cases: BAE Automated Systems Case (A & B)
Articles: Perspective on Change
A Change Model for Leading Large Projects
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 Course Schedule:
Date Title Description
Mod#
1/13 Organizing for This module deals with the
PM Effectiveness introduction and practical
#30 application of tools and
Jim Newstead techniques in getting projects
and the project teams organized
in a sequence that will maximize
project flow, identify critical
success factors, create alignment
with each of the team members,
framing of an effective project
and influencing key
stakeholders.
2/8 Risk Management I – In this module we discuss the
AM Concepts & basic foundations and concepts
#31 Foundations involved in the discipline of
Project Risk Management from a
Dr. Gerald Turner strategic perspective. We will
review structured approaches to
project risk management as well
as some of the more
contemporary qualitative aspects
including a detailed overview of
project risk planning,
identification, analysis,
mitigation, and communication.
Objectives Module Assignments
Effectively learn to frame and Reading Assignments
align the project objectives, ƒ Article: Perspective on change
establish critical success factors ƒ Article: A Change Model for Leading Large Projects
and create self-discovered
priorities on all tasks. In addition, Bring Integrated Change Process Manual to all of Jim
learn to successfully influence key Newstead’s modules
stakeholders to ensure on time/on
schedule projects.
Tools Applied:
ƒ Influencing Key Stakeholders
ƒ In Frame/ Out of frame
ƒ Critical Success Factors
ƒ 15
ƒ Word Exercise / Elevator
Speech
ƒ Payoff Matrix (Prioritization
of Tasks)
The purpose of this module is to Reading Assignments
provide the basic foundations, ƒ Gray and Larson, Chapter 7, Managing Risk
skills, concepts and knowledge ƒ Wideman, Chapters III and IV, Appendices A and B
required of project managers and ƒ BAE Automated Systems Cases (A&B) – found on
teams to effectively plan, monitor Blackboard
and manage the project risk ƒ Heldman, Chapters 6, 9, 10. (suggested)
management process. You will be ƒ PMBOK, Chapter 11, Project Risk Management
better prepared to: (suggested)
ƒ Grasp and appreciate risk
management definitions, bases
for determining risk events,
occurrences, mitigation
strategies and tactics, etc.
ƒ Identify and characterize risk
“events” and their potential to
positively and negatively
impact project success (cost,
schedule, performance/quality,
etc.)
ƒ Appreciate the value of Risk
Management as a vital
“strategic” PM process
2
Date Title Description
Mod#
2/8 Risk Management II – Today’s project and program
PM Identification, management environments
#32 Taxonomy, and Control contain many critical planning
elements that include
Dr. Gerald Turner uncertainty, even with the best
strategic project planning and
Points: 5 forethought. Circumstances will
often occur that place timely
project delivery and performance
at considerable risk.
This session will continue our
dialogue regarding project risk
identification, descriptive
taxonomy, project exposure and
bottom line cost impacts.
Project Risk Management is as
much an art as it is a science,
especially when one considers
the variety of possible
occurrences or “events” that can
significantly impact successful
project completion and benefits
delivery. As such, we will also
explore applicable methods,
tools, and techniques which are
available to identify and mitigate
uncertainty in project or product
delivery.
Objectives Module Assignments
The purpose of this module is to Reading Assignments (same as module 31)
provide the basic foundations,
skills, concepts and knowledge Individual Assignment
required of project managers and Be prepared to engage in a detailed discussion of basic project
teams to effectively plan, monitor risk management processes and foundations as they relate to the
and manage the project risk BAE Automated Systems Cases (A&B) from risk identification,
management process. You will be analysis, impact, management and control perspectives.
better prepared to:
ƒ Evaluate, assess and apply
Risk Management tools &
techniques
ƒ Implement Risk Management
methods that ensure timely,
cost-effective project delivery
ƒ Create techniques and
approaches for assessing &
improving risk
ƒ Management capability,
readiness and responsiveness
of the organization, a project,
program, etc.
ƒ Control multiple risks using
limited strategies
ƒ Overcome “psychological
barriers” to risks
Make risk and opportunity
management integral components
of your next project plan
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Date Title Description Objectives Module Assignments
Mod#
#33-36 Integrated Topics 20 total points
2/9 These sessions are built on the Determine project goals, define Reading Assignments
AM 2 points – participation groundwork laid in modules 19, project strategies; obtain final Chapter 5: Liking: The Friendly Thief
#33 20 and 26. They are devoted to acceptance of deliverables; Chapter 6: Authority: Directed Deference
Dr. Laurie Ziegler understanding how to: claim contribute to PM knowledge base;
2/9 your share of the negotiation pie enhance individual competence ƒ negotiation
PM 2 points – participation (distributive negotiation); through professional learning; Chapters 14 - 18
#34 expand that pie by creating value balance stakeholders’ interests
Dr. Laurie Ziegler in negotiating situations (win- through fair resolution; and interact ƒ negotiation: readings, exercises, and cases
2/10 win negotiation); use with stakeholders in a fair and bring text to class for self-assessments, discussions and
AM 12 points-presentation fundamental psychological cooperative manner. role-plays.
#35 2 points – participation principles to further your cause; In class self-assessments: The influence tactics inventory,
and ethically influence others. The trust scale, Communication competence Scale
Dr. Laurie Ziegler These modules are intertwined
2/10 with concepts and skills Individual assignments:
PM 2 points-participation explored and developed during If you actively participate in the role play simulations, debriefs,
#36 the four sessions. Consequently, exercises, and discussions you will earn 2 points for each
Dr. Laurie Ziegler we will move through the session. You may not make up a missed session.
material in a pace dictated by the
course dynamics Team assignments:
Presentations over articles in Lewici, Barry, Saunders,
negotiation: readings, exercises, and cases and or chapters 5
and 6 Cialdini. Each team will choose one or more chapters
and/or articles to present to the class. You will supplement the
article(s) with two or more resources (e.g. news article, books,
journals, personal interviews, etc.). I will approve your choice
of chapters/article(s) on 1/11/07 session 26. You may use any
method of presentation you choose (e.g. power point slides,
role-plays, videos, self-assessments, your wonderful
personalities etc.). You have 20 minutes for your presentation
excluding discussions. You must also provide to me in hard
copy the name of your team member in alphabetic orders, a
brief synopsis of the material you are presenting, how the tasks
were divided among team members (social loafing is not
allowed), a reference list for the negotiation: readings, exercises,
and cases article(s) and additional references in MLA format. A
grading rubric for your presentation will be provided. These are
due in hard copy no late than 2/10 2:00 p.m. Late papers are not
accepted.

Bring reading material to every class.

4
3/8 Time Management Time management establishes
AM and controls the project schedule
#37 Jim Szot by considering the activities
required to produce the project’s
Points: 6 total deliverables, their
ƒ Int’l Capital Case interdependencies, their
Part A: 5 points durations, and resource
ƒ Conveyor Belt availability for performing the
Project Part 2: 3 work.
points
ƒ Team project During this session you will
schedule with continue to develop your team
leveled resources: project plans by developing a
5 points project milestone plan, refining
the project activity list,
estimating durations, developing
a network diagram, establishing
a baseline schedule, and
establishing a schedule
management plan.
As a result of this module you will
be able to:
ƒ Define and sequence project
activities.
ƒ Analyze and refine project
time estimates.
ƒ Develop a project network
diagram and determine the
critical path.
ƒ Develop a project schedule.
ƒ Identify and implement project
schedule controls.
Reading Assignments
ƒ PMBOK: Chapter 6, Project Time Management, pages 123-
156.
ƒ Gray and Larson:
o Chapters 5, Estimating Project Times and Costs,
pages 125-149
o Chapter 6, Developing a Project Plan, pages 153-
179.
o Appendix 7.1, PERT and PERT Simulation, pages
235-238.
ƒ Nicholas:
o Sections 6.6 and 6.7, Scheduling and Planning and
Scheduling Charts, pages 177-184
o Chapters 7, Network Scheduling and PDM, pages
193-223.
o Chapter 8, PERT, CPM, Resource Allocation, and
GERT, pages 229-259.
ƒ Uyttewaal:
o Chapter 4, Entering Estimates, pages 173-209.
o Chapter 5. Entering Dependencies, pages 215-264.
Individual assignments
1. Prepare a report as requested in Part A of the
International Capital Case (Gray and Larson, page
239). Submit in class at 8:00 AM, Friday, March 9,
2007. Be sure to answer all the questions.
2. Complete Part 2 of the Conveyor Belt Project in
accordance with attached instruction sheet. Submit
your solution in class at 8:00 AM, Friday, March 9,
2007.
Team assignment.
Prepare a project schedule and summary presentation in
accordance with the attached instructions. One Presentation
covering modules 37-39 will be made in class on April 13,
2007. Each team will have 10 minutes to make their
presentation (excluding questions).
Updates to this presentation based on classroom feedback and
the final MS Project file are to be submitted to the UTD
BlackBoard by Noon, Wednesday, April 18, 2007.
5
3/8 Resource Management This session focuses on
PM determining the type and amount
#38 Jim Szot of resources required to perform
the project tasks and ensuring
Points: 4 (based on they are available and effectively
team project resource used throughout the project life
plan) cycle.
Teams will assign resources to
their project activities and
progressively elaborate their
project plan.
As a result of this module you will
be able to:
ƒ Describe the role of the human
resource management
processes and their criticality
for achieving project success.
ƒ Estimate project resource
requirements and determine
their influence on schedule
development.
ƒ Develop a resource
management plan that includes
provisions for committing
resources and project control.
Reading Assignments
ƒ PMBOK:
o Section 6.3, Activity Resource Estimating, pages
135-138.
o Chapter 9, Project Human Resource Management,
pages 199-219.
ƒ Gray and Larson: Chapter 8, Scheduling Resources, pages
241-279.
ƒ Nicholas: Section 6.4, Project Organization Structure and
Responsibilities, pages 173-176.
ƒ Uyttewaal:
o Chapter 7, Entering Resources, pages 311-360.
o Chapter 8. Entering Assignments, pages 367-413.
o Chapter 9, Optimizing the Schedule, pages 419-
526.
Team assignment.
Prepare a resource plan in accordance with the attached
instructions. One Presentation covering modules 37-39 will be
made in class on April 13, 2007. Each team will have 10
minutes to make their presentation (excluding questions).
Updates to this presentation based on classroom feedback and
the final MS Project file are to be submitted to the UTD
BlackBoard by Noon, Wednesday, April 18, 2007.
6
3/9 Cost Management Cost estimating often occurs in As a result of this module you will Reading Assignments
AM conjunction with initial be able to: ƒ PMBOK: Chapter 7, Project Cost Management,
#39 Jim Szot estimating of resource ƒ Analyze and refine project introduction through Cost Budgeting, pages 157-171.
requirements. These estimates cost estimates. ƒ Gray and Larson:
Points: 13 total are progressively elaborated into ƒ Develop a comprehensive o Chapter 5 (already read for the Time Management
ƒ Part B of the budgets, funding is secured, and project plan including project Module).
International costs are managed during project controls. o Chapter 9, Reducing Project Duration, pages 281-
Capital Case: 5 execution. 298.
points ƒ Nicholas: Chapter 9, Cost Estimating and Budgeting,
ƒ Parts 3 and 4 of the Teams will prepare detail cost pages 268-301.
Conveyor Belt estimates and a time-phased ƒ Uyttewaal: Chapter 10, Reporting, pages 541-607.
Project: 3 points budget for their project.
ƒ Team project Individual assignments:
budget and cost 1. Prepare a report to accompany the presentation
reports: 5 points described in Part B of the International Capital Case
(Gray and Larson, page 304). Be sure to answer all the
questions. Note that you are given the normal activity
costs, maximum crash time, and crash costs per day
(cost slope). Submit in class at 1:00PM, Friday, April
13, 2007.
2. Complete Parts 3 and 4 of the Conveyor Belt Project in
accordance with the attached instruction sheet and
resource cost information. Submit in class at 1:00PM,
Friday, April 13, 2007.

Team assignment:
Prepare a budget and cost reports in accordance with the
attached instructions. One Presentation covering modules 37-39
will be made in class on April 13, 2007. Each team will have 10
minutes to make their presentation (excluding questions).

Any updates to this presentation, the MS Project file, or the

supporting documents based on classroom feedback are to be
submitted to the UTD BlackBoard by Noon, Wednesday, April
18, 2007.

3/9 Project Costing and This lecture is a gentle Topics: None

PM Allocation introduction to cost accounting. ƒ Value Chain
#40 ƒ Activities
ƒ Cost Drivers
Dr. Duncan MacFarlane ƒ Activity Based Costing
ƒ Variances
ƒ Activity Based Management

7
Grading Information:

ASSIGNMENTS Instructor Points Due date

Tools applied report Jim Newstead 5
February 8, 2007
BAE Automated Systems Case A&B Dr. Gerald Turner 5
8:00 AM
Negotiation Skills simulations February 9, 2007
Dr. Ziegler 2
Discussions 8:00 AM
Negotiation Skills simulations February 9, 2007
Dr. Ziegler 2
Discussions 8:00 AM
Presentations 12 February 10, 2007
Dr. Ziegler
Discussions 2 8:00 AM
February 10, 2007
Negotiation Skills simulations Dr. Ziegler 2
8:00 AM
March 9, 2007
International Capital Case Part A Jim Szot 5
8:00 AM
March 9, 2007
Conveyor Belt Project Part 2 Jim Szot 5
8:00 AM
April 13, 2007
International Capital Case Part B Jim Szot 5
1:00 PM
April 13, 2007
Conveyor Belt Project Parts 3 and 4 Jim Szot 5
1:00 PM
Team project plan and presentation 15 total Presentation – 1 PM
ƒ Schedule with leveled resources 5 April 13, 2007
Jim Szot
ƒ Resource management plan 5 Updates – Noon
ƒ Budget and cost reports 5 April 18,2007
April 13, 2007
Online examination Jim Joiner 35
1:00 PM

8
OPRE6374
Time Management – Individual Assignment

Conveyor Belt Project – Part 2

Instructions:
1. Use the MS Project solution file from Part 1 and the information provided below to produce a project
schedule for the conveyor belt project.
2. Prepare a memo that answers the following questions:
a. When is the project estimated to compete?
b. What activities are on the critical path(s). List by name/description in start date order, not by
number.
c. Which activity has the greatest amount of slack?
d. How sensitive is this network (Gray and Larson definition)?
e. Identify two sensible milestones and explain your choices?
f. Compare the advantages/disadvantages of displaying the schedule as a network diagram versus
a Gantt chart.
g. Include the following MS Project outputs:
i. Gantt chart.
ii. Network diagram with critical path highlighted.
iii. Schedule table reporting ES, LS, EF, LF, and slack for each activity.
3. Submit your memo in accordance with the syllabus instructions.

Given information:
1. Each work package will represent an activity. Resource requirements, duration, and predecessors are
tabulated on the following page. Note that the activity numbers in this table do not correspond to
activity ID’s in your MS Project file and the activities in this table are not grouped by major
deliverable.
2. The project begins January 2, 2007
3. The following holidays are observed:
a. January 1
b. Memorial Day (last Monday in May)
c. July 4th
d. Labor Day (first Monday in September)
e. Thanksgiving Day (4th Thursday in November)
f. December 25 and 26.
4. If a holiday falls on a Saturday, then Friday will be given as the day off; if it falls on a Sunday, then
Monday will be given as the day off.
5. The project team works 8-hour days, Monday through Friday.

Hints:
ƒ The project should be completed in 530 days.
ƒ If all tasks are scheduled as soon as possible, applying the schedule table in the task sheet view will
produce the table required in 2.g.iii. (start and finish will equate to early start and early finish).
ƒ Save your file for future exercises.

9
OPRE6374
Time Management – Individual Assignment

Conveyor Belt Project Activity Information

Activity Description Resource Duration Predecessor(s)

(days)
1 Architectural decisions Design 25 None
2 Hardware Development, 50 1
specifications Design
3 Kernel specifications Design 20 1
4 Utilities specifications Development, 15 1
Design
5 Hardware design Development, 70 2
Design
6 Disk drivers Assembly, 100 3
Development
7 Memory management Development 90 3
8 Operating system Design, 25 3
documentation Documentation
9 Routine utilities Development 60 4
10 Complex utilities Development 80 4
11 Utilities documentation Documentation, 20 4
Design
12 Hardware Documentation, 30 5
documentation Design
13 Integration first phase Assembly, 50 6, 7, 8, 9, 10, 11, 12
Development
14 Prototypes Assembly, 80 13
Development
15 Serial I/O drivers Development 130 13
16 System hard/software Assembly 25 14, 15
test
17 Order circuit boards Purchasing 5 16
18 Network interface Development 90 16
19 Shell Development 60 16
20 Project documentation Documentation, 50 16
Development
21 Assemble Assembly, 30 17FS + 50 day lag
preproduction Development
22 Integrated acceptance Assembly, 60 18, 19, 20, 21
test Development

10
OPRE6374
Time Management – Individual Assignment

Conveyor Belt Project – Parts 3 and 4

A project plan is not a schedule until resources are committed.

Instructions:
4. Add the following resource information to the solution from Part 2.

Name Group Cost ($/hr)

Design R&D (2 teams) $100
Development R&D (2 teams) 70
Documentation R&D 60
Assembly/test R&D 70
Purchasing 40

5. Part 3A: Prepare a memo that addresses the following questions.

a. Which, if any, of the resources are over allocated.
b. Assume the project is time constrained and try to resolve any over allocation problems by
leveling within slack. What happens?
c. What is the impact of leveling within slack on the sensitivity of the network? Include a Gantt
chart with the schedule table after leveling within slack.
d. Assume the project is resource constrained and resolve any over allocation problems by
leveling outside of slack. What happens? What are the managerial implications?
e. What options are available at this point in time? Include a Gantt chart with the schedule table
after leveling outside of slack.
f. Notes:
i. No splitting of activities is allowed.
ii. No partial assignments (e.g., 50%). All resources must be assigned to activities at
100%.
g. Save your project file as CBP3A.MPP.
6. Part 3B: When you show the resource-constrained network to top management, they are visibly
shaken. After some explanation and negotiation they make the following compromise with you:
a. The project must be completed no later than January 30, 2009 (530 days).
b. You may assign two additional internal development teams.
c. If this does not suffice, you may hire other development teams from the outside. Hire as few
external teams as possible because they cost $50 more per hour than your inside development
people.
d. Add as many development units (teams) as needed to stay within the 530 days.
i. If you need more than the two additional internal units, examine all possibilities.
ii. Select the cheapest possibilities!
iii. Change as few activities as possible.
iv. It is recommended that you keep work packages which require cooperation of several
organizational units inside your company. You decide how best to do this.
e. Hint: Undo leveling prior to adding new resources.
f. Once you have obtained a schedule that meets the time and resource constraints, prepare a
memo that addresses the following questions:
i. What changes did you make and why?

11
OPRE6374
Time Management – Individual Assignment
ii. How long will the project take?
iii. How did these changes affect the sensitivity of the network?
iv. Include a Gantt chart with a schedule table presenting the new schedule.
g. Save you project file CBP3B.MPP.
7. Part 4: Based on the file created at the end of Part 3, prepare a memo that addresses the following
questions:
a. How much will the project cost?
b. What does the cash flow statement tell you about how costs are distributed over the lifespan of
the project?
c. Include a monthly cash flow and a cost table for the project.
d. Once you are confident that you have the final schedule, save the file as CBP4.MPP with a
baseline (Hint: Tools, Tracking, save baseline).
8. Submit the 3 memos in class and post the 3 MS Project solution files to BlackBoard by the required
deadline.

12
OPRE6374
Modules 37 – 39 Team Assignment

Team Project Assignment

Time Management
Each team member should prepare schedule inputs for a portion of the project, then collaborate with their team to prepare an
overall schedule. The final output will be a PowerPoint summary of the schedule and the supporting Microsoft Project file.

This is a continuation of your team project. List work package activities, estimate durations, and develop a project schedule. The
recommended process for preparing this schedule is:
1. Divide responsibility for planning the major deliverables/work packages among the team members. Note any obvious
sequencing constraints between deliverables/work packages owned by different team members. Define a process for
consolidating the team’s work into an overall schedule.
2. Each team member individually decomposes a portion of the project’s work packages into activities, determines
sequences, and estimates durations. Be sure to note any dependencies that must be linked with other team members’
schedules.
3. Team members share their individual plans with each other, consolidate, and collaborate to produce a team solution.

Prepare a project schedule and begin to prepare a summary presentation (using Microsoft Project and PowerPoint) that
includes:
1. Project name.
2. Project scope summary.
3. Project leader and team members. Identify the deliverables/work packages prepared by each team member.
4. Duration of the overall project.
5. Appropriate milestones.
6. Schedule development issues and ahas.

Resource Management
Now that scope and activities have been defined and sequenced, and a preliminary schedule has been prepared; continue your
planning by identifying the resources that will be required to complete the work of the project and assign them in the appropriate
amounts to your MS Project detail (non-summary) tasks.

The recommended process is for each team member to individually prepare the resource requirements and assignments for the
deliverables/work packages they scheduled.

Team members share their individual plans with each other, consolidate, and collaborate to produce an integrated plan with
resources leveled as appropriate.

Incorporate the resource requirements into the overall Microsoft Project plan and amend the PowerPoint presentation started in
Time Management to include:
1. A resource summary by type and quantity for the overall project
2. Resource planning issues and ahas.

Cost Management
Prepare a project budget and cost reports in accordance with the accompanying budget and cost report instructions. Amend your
PowerPoint presentation from Time and Resource Management to include
1. A cost summary
2. Cost planning issues and ahas.

13
OPRE6374
Modules 37 – 39 Team Assignment

Team Project: Budget and Cost Reports

Thus far you have defined your scope, listed and sequenced your activities, estimated durations, identified
resource requirements, leveled resources and estimated their costs.

Your next task is to prepare cost reports and a time-phased budget. An easy way to print these for electronic
sharing is as MDI (Microsoft Document Image Writer) files if you have MS Office 2003, or as PDF files if
you have Adobe Acrobat or another PDF-writer.

Note: You can open an MDI or PDF file in MS Document Image Writer or Adobe Acrobat (or Acrobat Reader),
select the portion of the document you want to use, and copy and paste it into your report or presentation. For
example:

Prepare your reports in accordance with the following

guidelines!

14
OPRE6374
Modules 37 – 39 Team Assignment

Resource Cost and Assignment Reports

IMPORTANT: Use MS Project’s Organizer (Tools menu) to restore global cost and entry tables
before printing these reports. This can be done by copying the cost and entry tables from
global.MPT to your project for both tasks and resources.

You can also do this by deleting the cost and entry tables, if present, from your project tables list
for both tasks and resources, but be sure you’ve selected these tables in the project window on
the right side of the dialogue box and not in the global.MPT window that’s on the left side!

A. Three MS Project Printouts (use Organizer to restore resource cost and entry tables from global.MPT):
1. Resource Sheet (Entry Table)
2. Resource Sheet (Cost Table)
3. Assignment Report
a. PMO – Who does what (create from Who does what)
b. Definition
i. Period: entire project
ii. Table: usage
iii. Filter: all resources
c. Details – Assignment: Check
i. Notes
ii. Schedule
iii. Cost
iv. Work
v. Show totals
d. Sort by: ID

Task Cost Reports

B. Two MS Project Printouts (use Organizer to restore task cost and entry tables from global.MPT):
1. Task Sheet (Entry Table)
2. Task Sheet (Cost Table)

Budget Report
C. Custom Report (View, Reports, Custom, Select, Cashflow, Edit, Definition)
Column: 1 quarter
Row: Tasks | Cost
Check “and resource assignments”

Be sure to submit your MS Project .MPP file to BlackBoard along with your presentation,
budget and cost reports, scope statement, and any other supporting documents.

15