Then you can go about assigning the allocation - so the review stage will only take each reviewer say 0.5 days but they need to be allowed a week to all get around to doing it so each reviewer is allocated at 10% of the 5-day duration. In this way you can show that the reviewing team are not busy for the whole of the time it takes to produce, review, modify and sign off. Thus it would be better to break it down intoĢ) Review draft spec = cast of thousands reviewing itĤ) Sign off specification = Sign off athories. If you have a single task it will make the reviewers and signatures look far busier than they really are. For example to produce a specification you could have a task "produce specification" however I would suggest this would be one level above what is ideal as you will have the Author producing the spec, working with maybe a user and then a much wider group reviewing it and a smaller group signing it off. A deceptively simple answer is to consider the resources that will need to work on each task. To build upon what John has said people often ask "to what level should the tasks be broken down to?". This is a very simplified example to what is a complex process but it might be useful as a first draft approach. The level of course varies over the total project timeline but in this example, 2 people will be needed for the last task. The assignment level is shown in the Resource Name field as a percentage of a full time work resource. When the "people" resource is assigned, Project calculates the assignment level required. for example, in the following example the "project" consists of four tasks in logical sequence, each with an estimated duration and work content. Project will calculate the required number of resources required. Given that, if you know the estimated time span (duration) for each task and the estimated manhours to accomplish each task, you could set Project's task type to "fixed duration", enter the duration and work and then assign an arbitrary resource. In order to get a better and more realistic manpower estimate, each project must be broken down into the sequence of tasks mentioned above. single timeline), then the best you can do for a manpower estimate is to compare it with similar projects that were completed and perhaps apply educated guess adjustment factors. If all you have at this point is the start and desired finish of a "project" (i.e. Normally a project is a collection of activities (tasks) linked together in a logical sequence to achieve an end goal. Sounds like you are approaching this at too high a level since you are talking about "projects".
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