12 Chapter 1 Establishing Project Management Fundamentals
Project management has matured from the tactical to the strategic. It still
requires tactical skills to manage the day-to-day activities of project work, but
increasingly, projects are viewed from the perspective of the organization as
a whole and the value they add to the organization or its customers.
Because of this maturity from the tactical to the strategic, it’s more imperative than ever
that project managers have a well-rounded set of skills. As we said, a project manager’s skills
are first and foremost built upon leadership abilities. Without solid leadership skills, it’s dif-
ficult to impart vision, gain support for that vision, and inspire project teams to perform at
their best. We’ll look at leadership skills in the next section.
Leadership Skills
What’s your definition of a leader? Is a leader a leader because they hold a position of author-
ity? Do you know leaders who don’t hold a managerial title? Our guess is your answer to this
last question is yes. Leaders don’t necessarily have a position of authority in the organization.
Nonetheless they are leaders in their own right. These are the go-to folks in the organization.
They’re the ones likely to inspire project team members to say, “I wonder what [fill in the
blank] thinks of that idea,” and to follow their opinion on the topic.
Leadership is more than getting people to do what you want them to do. Dictators don’t
have any trouble performing this feat, but their followers aren’t usually happy about it.
Successful project managers know that certain key aspects of leadership are important.
Imparting a vision of the project’s value to the organization
Imparting a vision of the product or service of the project (the project’s end result)
Gaining consensus on the goals and deliverables of the project and other issues that arise
as the project progresses
Establishing direction and a clear plan for meeting the goals of the project
Managing the expectations of stakeholders, management, and team members
Inspiring others to perform at their best
Backing the team and their actions when it’s appropriate
Removing obstacles from the project team’s path
Managing conflict
Building trustworthy relationships
Most of these factors probably seem obvious. At a minimum, they make sense. However,
don’t fall into the trap of thinking that you’ve accomplished these things, as we’ve seen many
project managers do. They lull themselves into believing “everyone” knows the plan or that
everyone knows you’re there to help with issues and conflicts as they arise. Make it a habit
Key Project Management Skills 13
to ask. Ask your team members. Ask your stakeholders. Ask questions such as these: Do you
know the goal of this project? Are there any problems I should be aware of? Don’t assume
anything. Institute an open-door policy and stand behind it (the policy, that is). You’ll be
surprised what people will tell you when they see your leadership qualities and you have
gained your trust and respect.
Project management processes are important, but people are even more
important. Members of high-performing teams have a high level of respect
and trust for their leader and for each other. Strong leadership skills along
with clear communication will go a long way toward building that trust.
Leadership involves many aspects and it’s beyond the scope of this book to go into
everything leadership entails. Mastering the skills listed previously and remembering to
actively engage your team members and stakeholders will help your project progress along
the successful path.
Communicating Successfully
A very close second to leadership skills is communication skills. Actually, we don’t know how
you can be a leader without being a good communicator. It’s possible to communicate without
being a leader—we’ve all got our war stories about bosses like that—but being a leader with-
out being an effective communicator isn’t really possible. So let’s examine some of the key
skills needed for effective communication in the project management arena.
Senders
Communication at its basic level is an exchange of information. Notice the word exchange
in that definition. Communication requires a sender, a transmission of the message, and a
receiver. Yes, the project manager can speak and no one may listen, but according to our
definition, that isn’t communication. We won’t go into the mechanics of the communication
model, but keep in mind that information that is distributed but isn’t read or acknowledged by
the receiver hasn’t accomplished anything. If, for example, you know before opening an email
that you’re likely to get sucked into a 20-minute reading marathon to try to find the point, you
may not read it. At best, you’ll skim through it and may miss the point. So how can project man-
agers avoid some common communication blunders? We’re glad you asked. Here are a few tips
on making your communication as effective as possible when you are the sender:
Write clear and concise documents and stay on topic.
Create communication that’s appropriate for the audience. Executives like bullet points—
use them.
Rehearse important topics or meetings beforehand. Ask someone to critique your
rehearsal if needed.
14 Chapter 1 Establishing Project Management Fundamentals
Make certain you define terms that are not familiar to the receiver.
Leave negative emotions at your desk but take passion with you.
Communicate the right information and the right amount of information to avoid receivers
tuning you out.
Receivers
On the receiving end of communication is listening. We’re certified marriage counselors in our
spare time (no, we never sleep). Based on several years of helping couples with their martial
woes, we can safely say that a large percentage of issues are communication issues. And of
those, listening tends to be the problem. When you ask one of the spouses to repeat what they
just heard the other say, what’s repeated is often different than what was stated. That’s because
the listener puts their own perspective and interpretation on what was stated without having
really listened to what was said. Sure enough, we’ve experienced this same phenomenon in the
workplace. One team member “hears” what a stakeholder or another team member has to say.
When you get them both in the same room and have each of them restate the issue, you usually
discover there was some misinterpretation or misunderstanding on one or both of their parts.
Guard against adding your own seasoning to what you hear and practice active listening with
the following techniques:
Ask clarifying questions.
Paraphrase what you heard in your own words and ask the speaker if you’ve understood
the issue correctly.
Show genuine interest by nodding in agreement or asking questions about the topic.
Maintain eye contact.
Do not interrupt; wait for the speaker to finish.
Making Connections
If you’ve recently attended a child’s birthday party, you may have played the gossip game. All
the kids stand in a circle and someone whispers a secret into the ear of the first child. They
repeat the secret to the child next to them and so on until it goes around the circle. The last
child tells everyone the secret. As you know, it’s usually nothing at all like the original version.
This illustrates not only the importance of active listening, but also the importance of limiting
the number of participants in the circle, or meeting as may be the case. The more people in the
communication chain, the more likely misinterpretations will occur.
Figure 1.2 illustrates the lines of communications among 8 participants.
If you counted all the lines in the figure, you’d come up with 28 lines of communication
among the 8 participants. That amounts to 28 places for misunderstanding and misinterpre-
tation. If you prefer to do this mathematically, you can calculate the lines of communication
as follows:
n (n – 1) / 2 = total lines of communication
Key Project Management Skills 15
FIGURE 1.2 Lines of communication
8 1
7 2
6 3
5 4
As you can see, the more participants you have, the harder you’ll have to work to make cer-
tain everyone hears and understands the message. This doesn’t mean the project meetings
become an exclusive club with only a handful of members. It’s most important to consider the
number of people in meetings where decisions need to be made. Once you go over 10 or 11
participants, the lines of communication become unwieldy. Again, it doesn’t mean you can’t
be successful, but decision-making meetings are much more effective with fewer participants.
In fact, some of the research going on regarding successful projects shows that small teams are
much more successful than large teams, so whenever you can, limit the participants to those
who are critical to the task at hand.
The Project Management Institute states that project managers spend 90 per-
cent of their time communicating. Based on our experience, that’s a correct
statement. If you aren’t spending the majority of your day talking (or other-
wise communicating) with team members, stakeholders, and others about
the project, get started now. Hang out at the water cooler if you have to. Prac-
tice both good sending and receiving skills.
Communications, like leadership, is a topic that could fill several books all on its own. It’s
beyond the scope of this book for us to go into all the details, but we’re hoping you’ll put the
pointers we’ve given you to good use on your next project. Next we’ll stir up a little conflict
and reveal some helpful negotiating and problem-solving techniques.
16 Chapter 1 Establishing Project Management Fundamentals
Negotiating and Problem-Solving Skills
Negotiating and problem-solving skills make up another foundation stone of successful project
management. Along with leadership and communication, you will use negotiating and
problem-solving skills almost daily. We’ll look at the typical project management situa-
tions where negotiation skills are needed next and follow up with an overview of five
conflict resolution techniques.
Negotiating Skills
Usually when we think of negotiation, we think of contracts or complex disputes that need
resolved. While that’s true, negotiation occurs on a much smaller scale as well. You will often
have to negotiate for team members with other managers in the organization, you’ll negotiate
for additional time or money, you’ll negotiate costs and delivery times with vendors, and there’s
usually a never-ending stream of project issues that require negotiation to resolve. These issues
can range from the very minor up to and including a decision to kill the project.
As a project manager, you may find yourself in a situation where you do not necessarily have
ultimate authority over the project decisions. For example, you may have several divisions
within your organization that have pooled their resources, both budget and people, to execute
a project. That means the stakeholders from each of the participating divisions have an equal say
in decisions or where and how money will be spent. Like the Survivors who use extreme mea-
sures to fight their way into the last-person-standing position, this calls for extreme negotiating
skills. Only in this example, you don’t want to be the last person standing; you want all the oth-
ers to come along with you. This means you’ll have to go beyond simple compromise. You’ll
need to establish effective relationships with the stakeholders and understand their needs and
issues. You’ll have to do a little personality sleuthing and determine how best to communicate
and work with each individual. And you’ll have to have genuine concern for their stake in the
project and the competing needs they face within their own divisions. As the project manager,
it’s your job to bring these issues to light and help the entire group understand them. You should
also present and discuss alternative solutions and bring the group to consensus on a resolution.
Conflict Resolution
But what happens when you can’t reach consensus on a resolution and end up with a conflict
on your hands? Conflict is when the desires, needs, or goals of one person or group are not
in agreement with another. You could throw in the towel and go home, but that’s not rec-
ommended. In all seriousness, withdrawal is a conflict resolution technique—just not a very
effective one. There are five conflict resolution techniques that use different approaches to
solving the issue at hand: forcing, smoothing, compromise, problem solving, and withdrawal.
Of them, problem solving is the best approach and should be used whenever possible. How-
ever, there are times when this technique may not work or may not be appropriate. It’s also
handy to understand these techniques because you’ll be able to easily spot which one other
participants are using and try to steer them into the problem-solving technique. Let’s look
briefly at each of them next.
Key Project Management Skills 17
Forcing Forcing is just as it sounds. One person forces a solution on the other parties. This
typically occurs when one of the stakeholders has more authority than the others or more
power to exert their influence. While this is a permanent solution, it isn’t necessarily the best
one. People will go along with it because, well, they’re forced to go along with it, but it doesn’t
mean they agree with the solution.
Smoothing Smoothing is where one of the parties attempts to make the conflict appear less
important than it is. Everyone looks at each other and scratches their head and wonders why
they thought the conflict was such a big deal anyway. As a result, a compromise is reached
and everyone feels good about the solution until they get back to their desk and start think-
ing about the issue again. When they realize that the conflict was smoothed over and really
is more important than they were led to believe, they’ll be back at it and the conflict will
resurface.
Compromise Compromise is achieved when each of the parties involved in the conflict gives
up something to reach a solution. Everyone involved decides what they will give on and what
they won’t give on, and eventually through all the give and take, a solution is reached. Neither
side wins or loses in this situation, and it could result in apathy from all the participants. If
compromise must be used, make certain firm commitments to the resolution are made by all
parties to help assure that the solution is permanent.
Confrontation This technique is also called problem solving and is the best way to resolve
conflict. A fact-finding mission results in this scenario. The thinking here is that one right solu-
tion to a problem exists and the facts will bear out the solution. Once the facts are uncovered,
they’re presented to the parties and the decision will be clear. Thus the solution becomes a per-
manent one and the conflict expires. This is the conflict resolution approach project mangers
use most often and is an example of a win-win conflict resolution technique.
Withdrawal Withdrawal occurs when one of the parties gets up and leaves and refuses to dis-
cuss the conflict. This never results in resolution. It’s probably the worst of all the techniques
because nothing gets resolved. Withdrawal is a lose-lose technique.
General Management Skills
General management skills, as mentioned earlier, involve accounting, marketing, procure-
ment, human resources, international business, and so on. From a project management per-
spective, they involve what A Guide to the PMBOK calls the nine knowledge areas. These are
specific areas of knowledge that bring together information and processes by commonalities.
For example, the Cost Management knowledge area involves budgeting, estimating, and cost
control. The nine knowledge areas are as follows:
Project Integration Management This knowledge area involves identifying and defining the
work of the project and combining, unifying, and integrating the appropriate processes to com-
plete that work. The information developed and documented in this knowledge area includes
the project charter, the project scope statement, and change control processes.
18 Chapter 1 Establishing Project Management Fundamentals
Project Scope Management Project Scope Management is concerned with defining the work
of the project and is highly interactive. It also concerns defining both project scope and prod-
uct scope. Project scope involves managing the work of the project, whereas product scope
concerns defining the characteristics of the product. Some of the activities in this knowledge
area are creating the scope statement, creating the work breakdown structure, and controlling
project scope throughout the project.
Project Time Management This knowledge area is concerned with estimating the duration of
the project plan activities, devising a project schedule, and monitoring and controlling devia-
tions from the schedule. Collectively, this knowledge area deals with completing the project in
a timely manner. Time management concerns keeping the project activities on track and mon-
itoring those activities against the project plan to ensure that the project is completed on time.
Some of the accomplishments achieved in this knowledge area are defining activities, estimating
activity durations, creating the project schedule, and controlling the project schedule.
Project Cost Management The activities in the Project Cost Management knowledge area
establish cost estimates for resources and keep watch over those costs to ensure that the project
stays within the approved budget. This knowledge area is primarily concerned with the costs
of human resources, but other costs should be considered as well. The activities in this knowl-
edge area include estimating costs, developing the project budget, and controlling costs.
Project Quality Management The Project Quality Management knowledge area assures that
the project meets the requirements it was undertaken to produce. Some of the activities in this
knowledge area are creating the quality management plan, measuring performance, monitor-
ing project results, and comparing them to the quality standards to ensure that the customer
will receive the product or service they thought they purchased.
Project Human Resource Management Project Human Resource Management involves all
aspects of people management, including leading, coaching, dealing with conflict, perfor-
mance appraisals, and more. This knowledge area ensures that the human resources assigned
to the project are used in the most effective way possible. Some of the activities you’ll perform
in this knowledge area are acquiring project teams, team building, and managing and moti-
vating teams.
Project Communications Management Project Communications Management makes certain
that all project information, including project plans, risk assessments, meeting notes, and more,
is collected, documented, archived, and disposed of at the proper time. This knowledge area
also ensures that information is distributed and shared with stakeholders, management, and
project members at appropriate times. When the project is closed, the information is archived
and used as a reference for future projects. This is referred to as historical information in several
project processes. The information you’ll gather, document, and report in this knowledge area
includes communication plans, performance measurements, status reports, and more.
Project Risk Management Risks include both threats and opportunities to the project. This
knowledge area is concerned with identifying, analyzing, and planning for potential risks,
Key Project Management Skills 19
both positive and negative, that may impact the project. This means minimizing the probabil-
ity and impact of negative risks while maximizing the probability and impact of positive risks.
Some of the documents you’ll create in this knowledge area are a risk management plan, a risk
identification list, a risk register, risk responses, and more.
Project Procurement Management This knowledge area is concerned with purchasing goods
or services from vendors, contractors, suppliers, and others outside the project team. The activ-
ities and documents you’ll perform in this knowledge area include planning for purchases, pre-
paring bids and requests, selecting vendors, and writing contracts.
There is a lot of information covered in each of these knowledge areas and we’ll discuss
each throughout the remainder of this book. For example, the Project Integration Knowledge
area covers the project charter and project scope statement. We’ll talk about the project char-
ter later in this chapter and jump into the scope statement in Chapter 4, “Determining Project
Requirements.”
Organizing Time and Information
Another skill that project managers should have in their tool bag is solid time management and
organization skills. Each of us has eight hours or so every workday to accomplish our tasks.
It seems some people accomplish twice the amount of work in that period of time than others.
Time management is a process that you use to control the priorities in your day so that you
can work on the most important items. Organizational skills are particularly useful in project
management terms when it comes to organizing project documentation, organizing meetings,
and organizing teams.
Microsoft Outlook is an effective time management tool. It contains a calendar, a task list,
and a contact list all in one place. Most of you are probably familiar with its capabilities or
have used a product similar to it. You can set recurring project meetings, for example, create
tasks and give them specific due dates, and so on. One of the new features of Outlook 2007
allows you and each of your team members to publish your calendars to the Office Server,
making it available to others. This is helpful when setting up meetings or when checking on
someone’s availability. We’ll talk more about scheduling team members’ activities and setting
up resource calendars in Chapter 8, “Constructing the Project Schedule and Budget.”
Task lists are another feature of Outlook. You can set up customized views to see the status
of tasks by owners and due date and percent complete and so on. However, we find tasks lists
easier to create and manage in Excel. For example, in your role as a project manager, you will
have multiple team members and tasks to track. These tasks will roll up into project deliver-
ables. Again, we’ll look more closely at task lists in Chapter 8.
Tips for Managing Time
Remember that project managers spend up to 90 percent of their time communicating. This means
talking to people and writing project documentation and status updates and so on. If you don’t
20 Chapter 1 Establishing Project Management Fundamentals
schedule time to perform these functions, they may not happen. And talking to your team members
should rank high on your priority list. Keep these tips in mind when managing your time:
Schedule time on your calendar every day to talk to team members so your calendar shows
that time as “busy.”
Schedule time to update project documentation. Again, block out 30 minutes or whatever
time it will take so that no one else schedules you for a meeting during that time.
Don’t forget to add travel time before and after offsite appointments.
Set project status meetings, change control meetings, stakeholder updates, and so on as
recurring appointments.
Review your calendar and task list first thing every morning and again before you leave
the office. At the end of the day, determine what tasks need carried over to the next day
and review upcoming appointments. You’ll wish you had remembered this one the first
time you show up to work and realize you have an important stakeholder meeting on the
schedule but you wore your grubby clothes that day.
Handle every piece of information you see (email, regular mail, voicemail, memos, and so
on) preferably only once but as few times as possible. Read it, answer it, file it, or delete
it as soon as you’re finished.
If you find yourself always feeling rushed or find that your day manages you rather than
you managing your day, you should invest in a time management course that can offer more
information than we have the space for here.
Tips for Managing Information
Managing time and managing information have a lot in common. In fact, if you’re effective
at managing information, you’ll save time. How many times have you found yourself won-
dering where you put an email or stashed a file on your hard drive? Thank goodness for
search engines—but there is a better way. Developing an effective filing system and sticking
with it will cut down on the number of times you’ll need to call upon a search engine. Keep
in mind there’s no right way to do this. We’ll offer you a few suggestions, but you should use
what works best for you. Feel free to modify these ideas to fit your style.
Often project managers manage more than one project at a time. Therefore, it makes sense
to create folders for each project. For example, suppose you have a project titled Web Redesign
and one titled Retail Feasibility Study. Create an electronic folder for each project. Then within
each folder, you might consider subfolders with names that describe the types of information
they hold, such as, for example, project status reports, budget, vendor list, project schedule,
stakeholder communication, and so on. If your project will extend over several months, consider
creating another set of subfolders within each of these that are date based. For example, the
project status folder would have subfolders called Jan 2008, Feb 2008, and so on.
Key Project Management Skills 21
As you will discover later, using portal software such as Windows SharePoint
Services (WSS) or SharePoint Portal Server (SPS) allows you to enhance the
abilities you have to store documents. For example, using SPS (now called
Microsoft Office SharePoint Server – MOSS), you can add metadata (“data
about the data”) to a spreadsheet file as well as create different views of the
data for various users.
It’s also helpful to follow a consistent naming convention for your files so that if you do
have to search for them, you at least know what they’re called. Staying with the project status
reports example, you may consider naming the files with the date followed by the name. For
example if you have weekly status reports, name them something like 01-11-08 Status Report.
Or if you have monthly status reports, Jan-08 Status Report will work.
If you require individual team members to provide you with status reports (this is a good
idea), you could name them similarly and file them in a subfolder under Project Status called
Team Status Reports. In this case, use the date and the team member’s name.
You might want to consider creating an Excel spreadsheet to track where and when
information was filed, especially if you are managing a very large project that will likely
collect mounds of documentation or you’re managing multiple projects. This is especially
helpful if you have a collection of documents, some electronic and some hard copy, that are
filed in two different places. Figure 1.3 shows a sample portion of a project file tracking
spreadsheet.
We often hear the term information overload today. You can manage project information
overload by following some of the tips we outlined in these last two sections. Keeping yourself
and your team organized will save you time. Writing things down helps prevent loss and also
protects the project from delays when a key team member leaves with all the information “in
their head.”
FIGURE 1.3 Sample file tracking log
22 Chapter 1 Establishing Project Management Fundamentals
Professional Responsibility
Certified project managers are required to adhere to a code of professional conduct. Certified
or not, it’s still a great idea. As in most professions, honesty and integrity should be your num-
ber one priority. Honesty builds credibility with your team members and stakeholders. When
you hit those bumps in the project road, stakeholders may not like the news you have to deliver
but they’ll know you’re telling the truth if you’ve practiced honesty and integrity all along.
Project managers are often in positions in which they have a lot of interaction and contact
with vendors, stakeholders, and outside boards or commissions. These people may have influ-
ence over your career or have the ability to reward you in other ways. Your personal gain,
whether a promotion or a golf trip to Arizona, should never be taken into account when mak-
ing project decisions. Don’t allow vendors or stakeholders to pressure you into making deci-
sions that sound right for you personally but might be a disaster for the project.
You’ll also want to avoid conflict-of-interest situations. A conflict of interest is where it
appears that your own interests are benefiting as a result of project decisions. For example,
suppose you are part owner with your brother-in-law in a real estate firm. One of the require-
ments of your project is to locate and lease a building. You should not choose this real estate
company as the firm to find the building needed for the project because there’s not only a con-
flict of interest but a potential for personal gain as well.
When in doubt, avoid even the appearance of impropriety.
Project managers should strive to maintain a level of professionalism that depicts honesty and
integrity. Continuing education in your industry and project management techniques should
also always be high on your personal to-do list. Respect your company’s data and property, lead
by example, and always report truthfully and honestly.
Chapter 2 includes an overview of Excel and other Office 2007 products. We’ll incorporate
their features into the following chapters and walk you through constructing processes and
templates using these products.
Chapter Establishing Excel
and Office 2007
2 SharePoint Server
Fundamentals
In this chapter, we’ll examine some of the features and benefits
of Microsoft Excel 2007 and Microsoft Office SharePoint Server
(MOSS) 2007 in managing the mounds of project documenta-
tion we create, collect, and distribute during the course of a project. We’ll give you some setup
tips and walk you through how to create a document repository at the end of this chapter.
Like Chapter 1, this chapter is meant to establish the foundation for using Excel 2007 and
other Office 2007 products in the coming chapters. The remainder of this book will blend the
fundamentals we’ve established here and in Chapter 1 as we get hands on into creating and
publishing a project and tracking its progress.
Using Excel and SharePoint
to Manage Projects
Generally speaking, very few projects are successfully started and concluded with the efforts
of only one person. If you think about it, even something as simple as building a doghouse
might require at least two people at certain points in the project. No doubt about it, regardless
of the project, people are the primary ingredient for success.
Technology has helped us to create the documentation, drawings, and plans we need to build
better projects. Amy can sit at her word processor generating beautifully crafted planning doc-
uments. John can develop the project’s schedule on his computer and then print it out and bring
it to meetings to share with others. Office automation software has helped us become better
project managers, keeping tighter track of our projects.
But one ingredient is missing: the link between people and technology. We have a very dif-
ficult time sharing documents. Oh sure, as authors, one of us can work on a chapter for the
book and then send it to the other for review, revision, and addition. We turn Track Changes
on in order to monitor each other’s changes. We add something, send it back for review, and
then send it onward to our editors for even more wordsmithery.
Can you see the problem with this scenario? We have to constantly send the document
elsewhere for someone to revise. The document goes to the person instead of the person
Using Excel and SharePoint to Manage Projects 25
coming to the document. This sets up a less than ideal situation in which the following
occurs:
Time is wasted.
Errors are introduced.
Current status is in question.
Changes are made and we don’t know who made them.
Restricting input and access to the document is difficult.
There may be more than one “live” document—how do we know which changes are cur-
rent, best, and authorized?
What we need is a way to centralize the management of the documents. This centralization
serves as a collaboration point where all parties have access to the project documents and the abil-
ity to review, update, or modify depending on the roles and responsibilities they’ve been assigned.
It is with this goal in mind that Microsoft (long ago) began working on the concept of team-
oriented collaboration software that we call a portal. SharePoint Products and Technologies
(www.microsoft.com/sharepoint) is the result of this ongoing effort. SharePoint Portal
Server (SPS) is a portal server product in its second version that helps organizations centralize,
organize, and keep track of a variety of documentation sources and allows for nontechnical
“authors” to place content on the portal. SharePoint technologies bring about the core col-
laboration elements within SPS, integrating them into Microsoft Office.
SharePoint was Microsoft’s first iteration of document collaboration technol-
ogy. SharePoint now has a new name—Office SharePoint Server 2007 (MOSS).
And, in the Office 2007 products, you may see the menus reference it as Office
Server. From here on we’ll call it MOSS.
MOSS is built on SharePoint technologies but offers more efficient ways of
sharing data than its predecessor and is now fully integrated with all Office
products.
Finally, we should note that SPS in particular provides the ability to create different lists
and document libraries. So you can have a list that points to very specific data and can be
viewed by a limited group of people. And you can create product-specific document libraries
(Excel, for example) that will contain documents available for review by—you guessed it—a
limited group of people. The latest and greatest version of SharePoint Portal Server is going to
be rebranded as Microsoft Office SharePoint Server (MOSS). The name is a reflection of the
26 Chapter 2 Establishing Excel and Office 2007 SharePoint Server Fundamentals
What Is a Portal?
Perhaps you’ve heard the word portal before and don’t really understand its context. Basi-
cally, portal software allows you to create a website that has added intelligence. For starters,
there is usually some sort of authentication mechanism associated with a portal—login name
and password. The portal needs to know who you are in order for you to use it. You might
have experienced such a portal with MySpace, My Yahoo!, My AOL, and other Internet-based
portal implementations.
Also, portals allow programmers and administrators to add small pieces of code, typically
called portlets (but in SharePoint’s case, Web Parts) that perform some service. For example,
on My Yahoo!, you might subscribe to a stock ticker service and get your favorite daily car-
toons and your local weather forecast. All of these are portlets, and others are available for
you to add to the portal.
Additionally, portals support the notion of “subscribing” to document content. For example,
suppose you are an avid reader of the science section of your favorite Internet portal and you
want to know when there is content posted pertaining to global warming. You simply sub-
scribe to that section of the portal, giving it key words to look for, and the magic begins.
Some portals also provide collaborative, interactive capabilities. You can jump on an online
conference with others, sharing documents, and in some cases, even videoconference with
one another.
These are the basic elements of portals: authentication, portlets, subscriptions, and collabo-
ration. There is one other important element that some portals bring to the table: document
authorization chaining—something we call workflow. The idea is that you have an important
document that needs to be signed off by several different people. You create your document,
you set up a forwarding chain, and the portal takes care of the rest—sending the document
to each member of the chain for review and approval (or denial). Email is used to notify
reviewers that they have a document to review, and you are notified when there is a denial.
You can also view the progress your document makes as it traverses the chain.
In short, when you think of portals, think of documents. Rather than reading some static HTML
content on a regular web page, you have the ability to leverage Internet technologies to add
documents to the portal and even provide an automated review and approval mechanism.
SPS engine’s tight integration with Microsoft Office. For several years now, you have been
able to use Office products to directly interact with an SPS portal (or WSS installation), pro-
vided, of course you had the permission to do so (remember authentication). There are no
other portal implementations that have this kind of office automation software to portal
capability, singling SPS out as the collaboration software of choice when document storage,
collaboration, and safekeeping are considered.
Using Excel and SharePoint to Manage Projects 27
Let’s sum up the three instances of SPS you might encounter in your work:
SPS 2003—a full portal product
WSS—a free downloadable SharePoint service that is installed on a Windows Server 2003
(W2K3) server by your local server administrator
MOSS—SPS 2007 rebranded as Microsoft Office SharePoint Server and, again, installed
on a W2K3 server
One last SPS point you should keep in mind before we move on: SPS has at its core
address a primary portal site. We use the word site to denote a primary location point that
you navigate to with your browser. Suppose your portal’s name was ACME, for example.
You would likely simply key in http://ACME to go to the portal site page. Underneath that
page will be a variety of subsites. In an SPS implementation, it would not be strange, for
example, to have a subsite called SALES, another called MARKETING, and so on. And,
within each subsite, you can have even more subsites. So, in the case of SALES, you might
have a subsite called CONTACTS and another called NEW PRODUCTS, each of which
contains a document library that contains documents germane to that section of the site,
a list, or even a link to another list, that contains documents germane to that section of
the site.
As a general rule of thumb, the administrators responsible for setting up the portal imple-
ment the initial site (perhaps with the help of graphic designers and the web team for a stream-
lined content fit) and create the subsites. But at that juncture, they defer the administration of
your subsites to you. You are responsible for managing the content in your subsites and for
creating and populating subsites within them.
In addition to SPS, remember that Microsoft has taken the underlying collaboration engine
and bundled it into Windows Server 2003, calling it Windows SharePoint Services (WSS). Cur-
rently in its second version, soon to be in its third, WSS is an inexpensive way for those who
want collaboration and sharing without going to the effort of deploying an enterprise-class
product like SPS.
There are a couple of terms that we will be using in the book that we should explain before
we go any further:
When we say, “Office Server,” what we’re talking about is SharePoint technology run-
ning on a server in the form of what is called Office Server in order to host a collaborative
document repository and portal environment. Office Server allows us to manage autho-
rized users and provide a centralized location for our project documents.
When we say, “workflow,” we’re talking about the notion of one person creating a doc-
ument and then going through the act of publishing it to Office Server. At this point, it is
available for others to review and make modifications, but only those who have permis-
sions to do so. Documents that are published can be checked out, worked on, and checked
back in. Version numbers are kept so that rollbacks of previous versions can be affected
in the event there’s a need to move back to an earlier version. In this way, tight collabo-
rative control can be maintained over the contents of the document and who is eligible to
be reading or modifying them.
28 Chapter 2 Establishing Excel and Office 2007 SharePoint Server Fundamentals
SharePoint Costs
We should talk about the cost of the SharePoint product while we’re at it. Like other portal prod-
ucts, there is a fairly steep price of admission—though SPS is by far one of the least expensive
products available. With SPS 2003 and MOSS, you will pay for a server license for each server
that will be running the product. (SPS can load-balance across servers and can also have a sep-
arate server instance running strictly for the purpose of indexing document content. Note that
the indexing capability is not available in WSS, nor is the subscription feature.)
Additionally, you’ll be paying for a client access license (CAL) for each user that uses the por-
tal. An honor system is used for the CALs; SPS doesn’t check for a valid license. In our expe-
rience, Microsoft SPS CALs are among the pricier end-user licenses you’ll have to purchase
for the organization. The price depends on the level of volume license agreement (Enterprise,
Select, or other) that you have with Microsoft, but it would not be unreasonable to expect a
CAL of $50 or more for each user on the system.
WSS has no server license cost associated with it (as long as you’re properly licensed for
Windows Server 2003), so you save the several thousand skins. However, the CALs are still
required. WSS conforms to Windows Server 2003 licensing. If you’re properly licensed for
Windows Server, then you should be properly licensed for WSS.
The good news is that SPS is an enterprise-class piece of software. This means that it may
already be in use, which means your friendly neighborhood CIO has already paid for the
server licenses and probably the CALs. However, it is important to consider costs when
you’re mulling over the possibility of using portal collaboration software for your project
management needs.
The latest iteration of SharePoint Technologies is found in Microsoft Office 2007 and
includes two separate elements: MOSS and Office. The basic idea unfolds this way:
MOSS is installed on a Windows Server 2003 computer that has gone through the code
updates necessary to support it (Service Pack 1, .NET Framework 2.0, and .NET 3.0).
The Office Client (Office 2007) is installed on every client computer that will be used
in the collaborative environment. (Note that Office 2007 is natively equipped for use with
the MOSS—that is, any user running Office 2007 has this capability. The notion of who
can publish to MOSS is controlled via permissions on the server).
Documents are created and checked into MOSS through a “check-in” process built into
Office.
Using Excel and SharePoint to Manage Projects 29
Version numbering, revision monitoring, and tightly knit collaboration controls are thus
introduced.
Office 2007 programs such as Word and Excel have collaboration tools built into them
for easy publishing, retrieval of published documents, tracking, and other collabora-
tion elements.
There are several Office products one could construe as an “Office server”
product. Not to cloud the water, but you should be aware that there is an
Office Groove Server product, for example, among other Office server
products. When we refer to Office Server in this book, we’re talking about
MOSS, not the other products.
In this book, our primary focus is twofold: to introduce you to high-quality project man-
agement principles and to show you how to manage your entire project using Excel 2007.
Keep in mind that it is within MOSS that our Excel work will be stored and shared with others
during the project. Also note that the very same menu items are available with WSS as well.
We are choosing to illustrate MOSS to you as the flagship product Microsoft has designed to
go along with Office 2007. Our overarching goal, then, is to show you how to perform effec-
tive project management by using state-of-the-art collaboration tools.
How Excel 2007 and MOSS Support Project
Management Processes
Take a look at Figure 2.1 This might be your first glimpse at the “new” Excel. You’ll undoubt-
edly notice that the toolbar has gone through a remodel and the icons are more logically grouped.
Activities akin to one another are segmented within a single icon group containing items perti-
nent to the activity you’d like to perform. For example, the Format section contains the spread-
sheet formatting activities you will most likely want to perform. Microsoft calls this feature a
ribbon. Collectively, all of these sections make up the Excel ribbon.
Excel has been written to take advantage of Windows Vista, the highly awaited next
generation of Windows (see www.microsoft.com/windowsvista). Many new features
reflect Microsoft’s continued research into the art of developing carefully crafted inter-
faces. Microsoft and others like to call people like you and me knowledge workers. Microsoft
developers continually pursue the refinement and enhancement of their product interfaces
in order to enhance knowledge-worker capabilities. Because each Office program has so
many features and choices built into it, Microsoft developers felt compelled to work on
making the products easier to use and to make not-so-obvious choices available to users.
30 Chapter 2 Establishing Excel and Office 2007 SharePoint Server Fundamentals
FIGURE 2.1 Excel toolbar
It is evident that users will have to go through no small amount of adjustment
to get used to the ribbons. Microsoft has bundled into Office short videos that
will help users understand the new interface.
In Figures 2.2, 2.3, and 2.4, you’ll see that we’ve clicked the Office button (the round button
with the Windows flag on it in the upper-left-hand side of the screen) to show you the submenus
underneath Save As, Publish, and Finish. Notice that within each submenu, there are collabora-
tion elements available to you.
FIGURE 2.2 Excel Save As menu
Using Excel and SharePoint to Manage Projects 31
In Figure 1.3, notice at the top of the window that the file is saved in Compatibility Mode,
meaning that it is backward compatible with Excel XP or Excel 2003—i.e., it is a binary file
given an .xls extension. All Office 2007 files are saved in XML format and would thus nor-
mally not be readable by earlier versions. However, by using Save As to save the document in the
older Excel formats, you make it available for others who don’t have Office 2007. Microsoft has
created a compatibility program that Office XP or Office 2003 users can install to make Office
2007 programs natively compatible.
Some of the new features in the Publish menu allow you to create a new document work-
space and to formally publish the document to MOSS. Note that “Publish” is highlighted in
yellow and its context menu appears in the right-hand pane.
The Finish submenus, as shown in Figure 2.4, give you the ability to inspect a document for
private information, restrict permissions to the document to the list of users you select, add a
digital signature, and perhaps the most important feature, mark the document as final (Mark
as Final). Recall that the collaboration process involves various people checking out, working
on, and then checking documents back in. Once finalized and complete, the document is said
to be published to the Office Server. It is at this point that you would want a read-only copy
of the document to be available. This is especially germane in the project management scope
document, project budget, and project schedule documents. For example, once all the scope
items are agreed upon and signed-off, it is important that no unauthorized changes be made
to the document.
We’ll look at each of these features more closely in the coming chapters.
FIGURE 2.3 Excel Publish menu
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