EXCRSK Wk5 LectureNotes

Master of Science in
Project Management
Module 3: Execution and Control with Risk
Module learning outcomes
• Implement the project plan by authorising the execution of project

activities required to produce project deliverables;
• Manage project progress by applying performance reporting,
analysis, and progress measurement techniques to ensure that
activities are executed as planned;
• Communicate project progress to project team members and other
stakeholders;
• Implement quality assurance measures and corrective action plans,
if required;
• Understand the importance of effective development, leading, and
management of project teams (covered in detail in the ‘Organisation
and Behavioural Management’ module);
• Measure and monitor project performance by gathering accurate
information and comparing results to the baseline plan;
• Manage project scope changes and identify needs for corrective
actions, obtain approvals, perform appropriate actions, and
evaluate effectiveness;
• Reassess and update project control plans and practices to ensure
effectiveness;
• Recognise and respond to risk events and issues;
• Obtain final acceptance of deliverables from appropriate
stakeholders and facilitate administrative and financial closure;
• Preserve essential project records to adhere to legal and other
requirements as well as document the lessons learned;
• Ensure that the project has been transitioned to operation, if
applicable.
Module 3: Execution and Control with Risk 1/21

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The module, in all its parts: syllabus, guidelines, lectures, discussion questions, technical notes, images
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Last update: February 10
Week 5: Introduction to software project planning
tools
Learning objectives for Week 5
• Managing costs
• Reporting the project status
• Tracking and analysing project data
• Adjusting the assignment of resources
Introduction
This week, you will examine how to use project management software tools
for managing project costs, reporting the project status, tracking and
analysing project data, and adjusting the assignment of resources in a project.
The recorded lecture begins by introducing you to the management of

project costs using project management software tools. This week concludes
with a discussion on making adjustments to the assignment of resources. You
can play each section as many times as you like and also read the text
version.
The textbook readings cover the key learning objectives at a reasonably

challenging level.
The PowerPoint slides at the end of the week provide useful diagrams and
summaries to help you review the main points that you have covered during
the week.
For the Assessment, you will discuss a question online and also complete a
Hand-in Assignment demonstrating that you can apply the techniques that
you have studied.
Reading
Textbook
Bucki, L.A. & Chefetz, G. (2002) Managing with Microsoft Project 2002.
Roseville: Premier Press.
Bucki, L.A. (2009) OpenProj: the open source solution for managing your
projects. Boston: Course Technology/Cengage Learning.

(These texts are available electronically at the University of Liverpool online
library.)
(Please note that the references to these readings can be found in the Lecture
Notes text under the headings of the topics to which they relate.)
• Managing costs
Pages 336–340 in Chapter 11 of Bucki and Chefetz’s book explain how to

view baseline versus actual information to manage costs in Microsoft Project.
You will learn how to use the Tracking Gantt view and other tracking views to
access baseline information in Microsoft Project. Pages 374–375 in Chapter
12 of Bucki and Chefetz’s book explain how to enter actual costs per day and
how to cut back costs in Microsoft Project. Pages 242–244 in Chapter 11 of
Bucki’s book provide information on cost management and cutting costs in
OpenProj.
• Reporting the project status
Pages 472–491 in Chapter 16 of Bucki and Chefetz’s book discuss how to

use different types of reports available in Microsoft Project. You will also learn
how to select, set up, and print a report; navigate in a report; and create a
customised report in Microsoft Project. Pages 269–273 in Chapter 13 of
Bucki’s book explain how to use different types of reports available in
OpenProj. You will also learn the ways to print reports in OpenProj.
• Tracking and analyzing project data
Pages 310–326 in Chapter 11 of Bucki and Chefetz’s book provide

information regarding creating project baselines, viewing baseline information,
and entering completed tasks in Microsoft Project. Pages 329–331 in Chapter
11 of Bucki and Chefetz’s book discuss how to use progress lines on a Gantt
chart to track a project in Microsoft Project. Pages 223–241 in Chapter 11 of
Bucki’s book provide information on how to save and view a baseline and
track the progress of a project according to the baseline in OpenProj. You will
also learn how to track completed work and how to reschedule a task that is
not completed in OpenProj.
• Adjusting the assignment of resources
Pages 255–274 in Chapter 9 of Bucki and Chefetz’s book provide information

regarding resource levelling to fix over-allocations and manually editing the
allocation of resources in Microsoft Project. These pages also discuss

removing or replacing an overbooked resource and avoiding under-allocation
of resources in Microsoft Project. Pages 215–218 in Chapter 10 of Bucki’s
book explain how to manually edit the assignment of resources in a project in
OpenProj. You will also learn how to split a task to correct resource over-
allocation in OpenProj.

Week 5: Introduction to software project planning
tools
-
Lecture Notes
Week 5 introduction
The most popular and widely used off-the-shelf software for creating a project
schedule is Microsoft® Project. Free open-source project-scheduling tools,
such as OpenProj™, are also available for most operating systems. In the
Planning and Budgeting with Risk module, you were introduced to the use
of Microsoft Project and OpenProj for planning a project. This week introduces
the use of these software tools for managing project costs, reporting project
status, tracking and analysing project data, and adjusting the assignment of
resources.
Both Microsoft Project and OpenProj contain features that automatically

calculate project-specific data, which otherwise would have to be calculated
manually or programmed into the cells of a spreadsheet program. In addition,
the project status reporting functions make tracking and progress reporting
easier to manage for project managers.
Managing costs
Online reading (Bucki and Chefetz, pp. 336–340 and pp. 374–375)
Online reading (Bucki, pp. 242–244)
A project manager must manage costs to ensure that a project remains within
the budget. Budget miscalculation or mismanagement can have severe
consequences. The Dulhasti power project represents one example where the
result of incorrect cost estimates resulted in the project far exceeding the
planned budget. The Dulhasti power plant was to provide uninterrupted power
supply to nine states in North India. When the project began in 1983, its
estimated cost was about US $50 million. Its final cost, when the project was
completed in 2008, was in excess of US $1.6 billion.
Managing project costs involves controlling expenditures and revenue intake

on the basis of the project budget. During the execution phase, a project may
exceed the budget or fail to meet the revenue targets because of several
reasons. The most common reasons are:
• Increase in project expenses due to the requirement of additional

resources or additional raw materials.

• Cash flow problems because of a delay in payment from the client. As
a result of such delay, funds may need to be borrowed to continue
project operations, leading to a further increase in project expenses.
Therefore, a project manager must control both variable and fixed costs and
direct and indirect costs. Variable costs are likely to change over time based
on project requirements. For example, the cost of nails for a building
contractor and the cost of paper for a printing company will vary based on the
amount used. Fixed costs are predetermined and not dependent on project
activities. For example, the cost of rented computers will remain the same
regardless of how much the computers are used. Direct costs are associated
with a project, such as the cost of resources acquired specifically for the
project. For example, the cost of equipment to produce paper is a direct cost
for a project involving the publication of a book. Indirect costs are costs not
associated with a project. These costs may be termed ‘overheads’, or the cost
of doing business, which include taxes and administration. Indirect costs may
be either fixed or variable.
Since fixed costs are predetermined, project costs are usually controlled by
focusing on variable costs.
For example, consider a clothing company in France that imports fabric from
Asia to manufacture garments. The cost of fabric is variable. The clothing
company signs a contract with a fabric supplier based in Shanghai. If the
supplier raises the price of the fabric, the clothing company’s variable costs
will increase. Similarly, if the supplier delivers the fabric later than planned,
the clothing company could experience a production delay, causing some of
the workers to sit idle. This will also increase the company’s variable costs.
However, if a company in Sri Lanka offers to supply similar fabric at a lower
price and the clothing company switches to this supplier, its variable costs will
decrease.
A project manager must also control fixed costs. For example, suppose that
the clothing company receives an unexpected order from a long-term client
who has indicated that if the company meets the new order, it will consider
making similar bulk orders in future. The clothing company needs to deliver
the new order within the next two months. To meet the new order, the clothing
company’s project manager sets a production schedule to calculate the total
production at 100 percent capacity. The project manager finds that at 100
percent capacity, the total production will fall short by 10 percent. In
anticipation of the possible bulk orders, the project manager can plan to
purchase additional equipment and hire new workers. The purchase of
additional equipment would, however, increase the company’s fixed costs. To
avoid this and control the fixed costs, the project manager can consider

creating a second working shift and contracting part-time workers for that shift
in order to meet the demands of the project plan.
A project manager can consider various methods to reduce costs but must
keep in mind that reducing costs may affect the schedule or scope of the
project. Some methods that may be used to reduce costs are:
• Hire a less expensive resource to complete project tasks. This

might affect the project schedule if the less expensive resource
does not have all the necessary skills to complete the tasks and as
a result, takes longer to complete the tasks than originally planned
in the schedule.
• Identify ways to work more efficiently without sacrificing
quality. There can be a number of ways to do this. For example, if
workers must learn a new skill to complete a task, the project
manager could instead hire skilled workers, which will reduce the
resource time devoted to learning. Alternatively, the project
manager might divide the work so that a small set of skilled workers
complete one task while others take on tasks that require no special
training.
• Re-order project tasks. The clothing company mentioned in the
earlier example uses fabric from several manufacturers. Therefore,
if the fabric delivery from the supplier in Shanghai is delayed for a
particular garment; the project manager of the clothing company
could begin production of other garments. Later, all of the project
resources could work on the particular garments that use fabric
from the supplier in Shanghai.
Using project management software to manage and track costs
A project manager must document any change in resource allocation, rates,

or schedule in a project management software tool, such as Microsoft Project
or OpenProj. For this, the project manager should:
• Document changes in resources and rates on the Resources Page

of Microsoft Project or OpenProj.
• Reduce the duration of tasks by using the Gantt Chart in Microsoft
Project or OpenProj.
• Re-order tasks in Microsoft Project or OpenProj by using the table
portion of the Gantt Chart view.
In Microsoft Project, use the Project Statistics functionality to determine the

actual work completed and money spent for the baseline schedule. Use the
Project Statistics button on the Tracking toolbar to view the Project Statistics

dialogue box. Bucki and Chefetz (2002, pp. 336–339) provide further
information on using Microsoft Project to track and adjust project cost and
information.
In OpenProj, view the cost information for each task by right-clicking the
select all button in the Gantt view and selecting cost. Bucki (2009, pp. 242–
244) provides information on using OpenProj to view and adjust cost
information.
Reporting the project status

Online reading (Bucki and Chefetz, pp. 472–491)
A project manager uses status reports to track project progress and document
any action taken to address project risks and the ensuing challenges. Status
reports provide a snapshot of the project at the time the report is generated
and may provide valuable information on the source of the challenges.
Project stakeholders, such as sponsors and managers, regularly require

status updates to make project-related decisions, such as adding resources
and re-prioritising ongoing projects. Different stakeholders, such as senior
management, project team, and customers, have different informational
needs and will want to know about different aspects of a project.
Senior management requires broad-level project information, such as project

end-date and cost projections, anticipated problems, progress made in the
current project phase, and plans for the next project phase. For example, the
Delhi Metro project runs in phases such as placement of new tracks,
installation of signalling systems, and the installation of power lines. In order
to plan for upcoming phases, senior management requires updates on the
current phase such as the completion date and the possible risks that might
delay the project’s completion. For senior management, a ‘traffic light’ report
that uses a colour code to indicate the project status might suffice. In a ‘traffic
light’ report, green colour indicates that the project is on schedule and yellow
colour means that there are problems in project execution. The project
manager should state the problems and how they would be resolved. Red
colour indicates that there are severe problems in project execution and that
management help may be required to resolve these issues.
The project team requires detailed and specific information to determine if it

will meet its goals for the current task. While senior management on the Delhi
Metro may need a high-level report about the planned completion date of a
phase, the project team may need to understand the day-to-day tasks and
resource assignments in order to ensure that the project runs smoothly.

The customer requires information regarding the anticipated delivery date
and changes to specifications. In the Delhi Metro project, the customer is the
Delhi Metro Rail Corporation Limited, a joint venture between the government
of India and the government of Delhi, who will require information about the
completion date of each phase of the Delhi Metro.
Using project management software to track and report project status
Project management software can be used to gather project status

information. Microsoft Project and OpenProj provide templates to create
reports in various formats. These reports can be customised to suit the
information needs of different stakeholders. Reports can be created on project
schedule, cost, resources, scope, quality, and risks.
In Microsoft Project 2002, the different types of standard reports available are
Overview (Project Summary, Top-level Tasks, Critical Tasks, Milestones, and
Working Days), Current Activities (Unstarted Tasks, Tasks Starting Soon,
Tasks in Progress, Completed Tasks, Should Have Started Tasks, and
Slipping Tasks), Costs (Cash Flow, Budget, Overbudget Tasks, Overbudget
Resources, and Earned Value), Assignments (Who Does What, Who Does
What When, To-do List, and Overallocated Resources), and Workload (Task
Usage and Resource Usage). In addition to the standard reports, a large
number of custom report types can be generated. Bucki and Chefetz (2002,
pp. 472–491) describe the pre-designed reports available in Microsoft Project
and how to fine-tune a report.
OpenProj provides, four standard report types: Project Details, Resource

Information, Task Information, and Who Does What. Each report type
includes several options for customisation. Bucki (2009, pp. 269–273)
explains how to create and view reports in OpenProj.
Tracking and analysing project data

Online reading (Bucki and Chefetz, pp. 310–326 and pp. 329–331)
Project managers track and analyse project data to ensure that a project stays
on schedule and within its planned budget and scope.
In the Planning and Budgeting with Risk module, you examined how to create
a project plan, including a project schedule, using Microsoft Project and
OpenProj. In this topic, you will explore how to use the project management
software to monitor project progress.

When the project plan is approved and work is about to begin, a project
manager saves the first version of the plan in the project planning software.
This plan, called a ‘baseline’, is widely used as a contract with the client and is
the ‘standard’ against which project progress is tracked. The original baseline
can be used to analyse problems that may arise in the schedule and the
budget as the project progresses. If the project scope, schedule, costs, or
resources change, a project manager may create new or ‘interim’ baselines to
track against those new targets.
As project tasks are completed, a project manager updates the information,

with the actual start and completion dates, in the project schedule. Before
tracking the project schedule, the project manager and project stakeholders
need to agree upon:
• The person responsible for updating the plan. In most cases, project
managers handle updates; sometimes, they may delegate the task to a
team member.
• The frequency of updating the project plan. This depends on the
duration of the project as well as stakeholder requirements.
• The level of detail to be updated. For example, will dates be updated
for individual tasks or groups of tasks? This typically depends on
stakeholder requirements.
• The method for collecting project status data. This is usually defined in
the communication plan.
Using project management software to track and analyse project data
Project management software enables a project manager to save a baseline

project plan and track progress in a consistent manner.
Saving a baseline project plan
Microsoft Project and OpenProj provide options to save the entire project or
selected tasks as a baseline. Bucki and Chefetz (2002, pp. 312–313) provide
the steps to save a baseline for both options. Whenever a project is saved in
Microsoft Project, it offers the option of saving a baseline, which enables a
project manager to save a baseline at any time.
In OpenProj, when a project manager saves an original baseline, the

information from fields such as the Start, Finish, and Cost fields are copied
to the corresponding baseline fields, that is, the Baseline Start, Baseline
Finish, and Baseline Cost fields. When a project manager starts tracking the
work completed, OpenProj records the actual data in the actual fields—the
Actual Start, Actual Finish, and Actual Cost fields for the above example.

Bucki (2009, pp. 225–226) provides the steps to save the entire project or
selected tasks as a baseline. In both Microsoft Project and OpenProj, the
original baseline is named Baseline by default and subsequent baselines or
interim baselines have versioning acronyms such as Baseline1 and
Baseline2. In both software packages, you can save up to 10 interim
baselines.
Tracking progress
In Microsoft Project, the Tracking toolbar is the most dynamic method of

documenting completed work. To display the toolbar, right-click on any on-
screen toolbar and then select Tracking. Bucki and Chefetz (2002, pp. 315–
321) provide information on how to update the project plan based on the tasks
completed.
In OpenProj, the most convenient method of documenting work completed is

to specify the completion percentage of a task. Bucki (2009, pp. 231–237)
provides information on how to track project progress in different situations.
When updating information, confirm that the resource performing the task was
scheduled to perform that particular task, and that the resource rates were
correct. This will ensure that the data is accurate.
Both Microsoft Project and OpenProj show project completion status (even
partial) by graphically drawing a dark bar, known as the progress line, through
the middle of the horizontal bars in the Gantt view. These progress lines
provide a quick and highly visual indication of project status, task by task. In
Microsoft Project, the Gantt view itself shows the progress lines. In OpenProj,
the progress lines are visible in the Tracking Gantt view. To display this view,
click on the Tracking Gantt view on the left of the screen. If a progress line for
a task bends to the left, the task is behind schedule, and if the progress line
bends to the right, the task is ahead of schedule.
After updating the plan with task completion information, a project manager
can plot the value of tasks completed (that is, the earned value, or the EV)
and the actual cost (AC) against the planned value (PV) on a graph to
measure and analyse project data. Based on these three data points (PV, AC,
and EV), a project manager can also perform all the earned value technique
(EVT) calculations covered in Week 2.

Adjusting the assignment of resources
Online reading (Bucki and Chefetz, pp. 255–274)
It is often the case that a project manager may need to add or adjust the
allocation and assignment of resources to different tasks as a result of a
number of factors, such as:
• A change in the project scope

• Divergence from planned productivity
• A foreseeable schedule delay
• The unavailability of planned resources
• Over- or under-allocation of resources in a project
Assume that the project manager needs to ensure that 240 juice-vending
machines are installed in a city in 30 days. If the client determines that in fact
400 machines must be installed, this is a change in the project scope.
Let’s say that the same project manager planned to install the machines at the
rate of eight per day and later finds that the machines are instead being
installed at the rate of five per day. This is an example of divergence from
planned productivity. In this case, the project manager has several choices:
double the resources so as to complete the task in the allotted 30 days,
extend the project time by 18 days to compensate for the slower-than-planned
installation rate, or take one day to conduct a training programme to show the
staff how to install 10 machines per day. Each of these alternatives will affect
the project parameters. If resources are added, the project resource sheet will
need to be adjusted and costs will increase. If the project completion time is
extended, the schedule will need to be adjusted and costs will be affected to
cover the additional time required by existing resources. If training is given,
the cost of the project will be increased by the cost of the training, but the
schedule will be maintained.
Unavailability of planned resources during project execution is

another reason to adjust the assignment of resources. For example, if several
staff members are unable to work for a week due to health reasons, the
project will fall behind schedule. The project manager will have several
choices such as finding replacement workers to install the machines or wait
for the staff to get well and begin work again. In either case, it is essential to
add additional resources to make up for the time lost in the project plan.

Using project management software to adjust the assignment of
resources
Project management software tools provide features to adjust resource

allocations. If resources are over-allocated, the software will send an alert so
that adjustments can be made. Project management software tools allow a
project manager to view where each resource is being used and associate a
specific cost with each resource. In Microsoft Project, adjustments can be
made simply by replacing the resource in the Resource Names column (in the
Gantt Chart view).
Sometimes, when project resources are underused, a project manager needs

to adjust the assignment of resources. Bucki and Chefetz (2002, pp. 255–274)
provide information on how to use Microsoft Project to manage over-allocated
and underused resources.
In OpenProj, a project manager can make such adjustments—replacing a

current resource with another resource—by using the Assign Resource
dialogue box. To access this dialogue box, click the Assign Resources
button on the toolbar in the Gantt view. Select the task for which resources
need to be adjusted. Then, select the name of the resource that needs to be
replaced and click on Remove. To assign a replacement resource to the
selected task, select the name of the resource and click on Assign. After
making the required adjustments, close the dialogue box. Use the Resource
Usage view to make sure that the replacement resource is not over-allocated.
Bucki (2009, pp. 215–216) explains how resources can be adjusted manually
as well.
Week 5 summary
This week, you examined the importance of managing costs in a project and
the different situations in which cost management becomes necessary. You
also explored how to use project management software tools for managing
costs.
You reviewed the necessity of reporting the project status to various project
stakeholders and the types of reports that you can create using project
management software tools—Microsoft Project and OpenProj.
Next, you explored the process of saving project baselines and tracking and
analysing project data using project management software tools. You can use
the original baseline to analyse potential problems in the schedule and the
budget as a project progresses.

Finally, you examined the situations in which you need to adjust resources in
a project and how to adjust resources using project management software
tools.
References
Bucki, L.A. & Chefetz, G. (2002) Managing with Microsoft Project 2002,
University of Liverpool [Online]. Available from:
http://www.liv.ac.uk/library/ohecampus/search/ebooks.htm (Accessed: 9
December 2009).
Bucki, L.A. (2009) OpenProj: the open source solution for managing your
projects, University of Liverpool [Online]. Available from:
http://www.liv.ac.uk/library/ohecampus/search/ebooks.htm (Accessed: 9
December 2009)

Execution and Control with Risk
Week 5
Introduction to software project

planning tools
On completion of the module, students should be able to:
Implement the project plan by authorising the execution of project

activities required to produce project deliverables;
Manage project progress by applying performance reporting,
analysis, and progress measurement techniques to ensure that
activities are executed as planned;
Communicate project progress to project team members and
other stakeholders;
Implement quality assurance measures and corrective action
plans, if required;
Understand the importance of effective development, leading,
and management of project teams (covered in detail in the
‘Organisation and Behavioural Management’ module);
Measure and monitor project performance by gathering accurate
information and comparing results to the baseline plan;

On completion of the module, students should be able to
(contd.):
Manage project scope changes and identify needs for corrective

actions, obtain approvals, perform appropriate actions, and
evaluate effectiveness;
Reassess and update project control plans and practices to ensure
effectiveness;
Recognise and respond to risk events and issues;
Obtain final acceptance of deliverables from appropriate
stakeholders and facilitate administrative and financial closure;
Preserve essential project records to adhere to legal and other
requirements as well as document the lessons learned;
Ensure that the project has been transitioned to operation, if
applicable.
This week’s topics are:

Managing costs

Managing costs
The Project Statistics dialog box in Microsoft Project:
Reference: Bucki, L.A. & Chefetz, G. (2002) Managing with Microsoft Project 2002. Roseville: Premier Press.
Managing costs (contd.)
Viewing of costs in the Cost field set in OpenProj:
Reference: Bucki, L.A. (2009) OpenProj: the open source solution for managing your projects. Boston: Course
Technology/Cengage Learning.

Report categories available in Microsoft Project:
Reporting the project status (contd.)
Choosing a report in OpenProj:

The Save Baseline dialog box in OpenProj:

(contd.)
The Tracking Gantt view in OpenProj:
Baseline bar Current bar

(contd.)
The Save Baseline dialog box in Microsoft Project:

(contd.)
Tracking of progress using progress lines in Microsoft Project:
Click on this button... …then click on a date to add a progress line
The work on this task is running behind The work on this task is ahead of schedule

The Resource Leveling dialog box in Microsoft Project:

(contd.)
Editing assignments in the Task Usage view in OpenProj:


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Master of Science in

Module learning outcomes

• Implement the project plan by authorising the execution of project

Module 3: Execution and Control with Risk 1/21

The recorded lecture begins by introducing you to the management of

The textbook readings cover the key learning objectives at a reasonably

Module 3: Execution and Control with Risk 2/21

Pages 336–340 in Chapter 11 of Bucki and Chefetz’s book explain how to

• Reporting the project status

Pages 472–491 in Chapter 16 of Bucki and Chefetz’s book discuss how to

• Tracking and analyzing project data

Pages 310–326 in Chapter 11 of Bucki and Chefetz’s book provide

• Adjusting the assignment of resources

Pages 255–274 in Chapter 9 of Bucki and Chefetz’s book provide information

Module 3: Execution and Control with Risk 3/21

Module 3: Execution and Control with Risk 4/21

Both Microsoft Project and OpenProj contain features that automatically

Managing project costs involves controlling expenditures and revenue intake

• Increase in project expenses due to the requirement of additional

Module 3: Execution and Control with Risk 5/21

Module 3: Execution and Control with Risk 6/21

• Hire a less expensive resource to complete project tasks. This

Using project management software to manage and track costs

A project manager must document any change in resource allocation, rates,

• Document changes in resources and rates on the Resources Page

In Microsoft Project, use the Project Statistics functionality to determine the

Module 3: Execution and Control with Risk 7/21

Reporting the project status

Project stakeholders, such as sponsors and managers, regularly require

Senior management requires broad-level project information, such as project

The project team requires detailed and specific information to determine if it

Module 3: Execution and Control with Risk 8/21

Using project management software to track and report project status

Project management software can be used to gather project status

OpenProj provides, four standard report types: Project Details, Resource

Tracking and analysing project data

Module 3: Execution and Control with Risk 9/21

As project tasks are completed, a project manager updates the information,

Using project management software to track and analyse project data

Project management software enables a project manager to save a baseline

Saving a baseline project plan

In OpenProj, when a project manager saves an original baseline, the

Module 3: Execution and Control with Risk 10/21

In Microsoft Project, the Tracking toolbar is the most dynamic method of

In OpenProj, the most convenient method of documenting work completed is

Module 3: Execution and Control with Risk 11/21

• A change in the project scope

Unavailability of planned resources during project execution is

Module 3: Execution and Control with Risk 12/21

Project management software tools provide features to adjust resource

Sometimes, when project resources are underused, a project manager needs

In OpenProj, a project manager can make such adjustments—replacing a

Module 3: Execution and Control with Risk 13/21

Module 3: Execution and Control with Risk 14/21

Introduction to software project

On completion of the module, students should be able to:

Implement the project plan by authorising the execution of project

Module 3: Execution and Control with Risk 15/21

Manage project scope changes and identify needs for corrective

This week’s topics are:

Module 3: Execution and Control with Risk 16/21

The Project Statistics dialog box in Microsoft Project:

Managing costs (contd.)