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In this video, discover how to collect the summary task requirements of a project using Microsoft Project 2013.

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Video Transcription:

Toby: Hello again and welcome back to our course on Project 2013 Advanced. In this section we're going to start to look at Project consolidation and the first thing I need to do apart from explaining to you what Project consolidation is, is to explain why we might want to deal with consolidated projects.

So here's a Project schedule for a very straightforward schedule which is fairly high level at the moment but it shows the development and implementation of a new website for a company, Northern Farm Foods. Now this particular schedule is pretty simple by any standards. There's just maybe 12, 15 tasks in that schedule. They're arranged into little summary tasks. So we're talking about tendering process, contract, and so on, requirement specification, then analysis and design, then the development of the website, the testing of the website, and the implementation and go live for that particular website. Now if you don't know anything about developing websites, don't worry about it because the actual tasks here don't really matter too much in this situation.

Now that's a straightforward schedule but what if instead of having about say 15 tasks or so it had 150? Or 1,500? Or 15,000 for that matter? Once a schedule starts to get very big, then it starts to become very unwieldy. Now that's not only from the point of view that the file and all the processing involved starts to get big and slow but it also means that if you're working on say a particular part, let's suppose you're responsible for doing the schedule for the testing of this new website, it may well be that you don't really need to look too much at all the other parts of the schedule. You only need to know when your part is due to start and then you really want to be able to focus on your part of the schedule. So there's a strong case for saying, well why don't we split this schedule up into parts so that we can deal with each part separately. Now although there are some strong arguments for doing that, when you're dealing with a very large plan there are some arguments against it as well.

Let's deal with one of the arguments for this approach first. Let's suppose that when we come to do this plan and Northern Farm Foods is a pretty big company so it's pretty significant, the websites really a major exercise, then they want to make sure this runs as slickly and smoothly as possible. So basically they have really three teams of people working on it. They have a team that is going to deal with the requirements. So they're the people that are going to say, "Right. This is what the website must be able to do. This is the sort of graphics, the branding images, and so on that we want on there." Then we have another team that do the analysis and design of the website. So they work out where the data is coming from, how all the pages of the website relate to each other, all the sort of commercial marketing, shopping cart side of things, and so on. And then they actually go ahead and develop the website. So they create the resources they need, they implement the database, they write the pages of the website. So they go ahead and do the development. The third team is responsible for, say, testing and for going live. Now each of those teams let's suppose has a project manager...

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