Product Operations Program ManagerBarcelona, Cataluña, Spain
I have encountered during my career a few PM that use MS Project as a checklist of tasks. The tasks are sometimes similar to "reminders" such as "Call Supplier X", and typically do not bear assigned resources
This leads to Project Gantt Charts of 100 lines with virtually no useful information for project planning and monitoring (no base-lining)
Have you also encountered similar cases? If so, what is your preferred approach? Saving Changes...
When it's been necessary for me to include checklist items, I add them as subtasks so that I can collapse the list, lessening the impact on the overall view of the Gantt chart. Saving Changes...
I see value in this practice if project tasks are dependent on the checklist task.
So, while the task may not be a "project task" on its own - unless that task is completed, the project cannot proceed.
To extend your example, let's assume Supplier X provides whiteboard markers. And the project needs to let the supplier know two days in advance before delivery of the markers. The project is still in the planning stage and the whiteboards are critical to the execution stage.
Here, if the supplies are not received in time for the execution, there could be delay. Therefore, the PM has a task to "Call Supplier X" slated in and the first execution activity with 2d FS from this task.
Of course, for tasks not impacting the project activities (e.g.: "pick up laundry"), completely agree that using MS Project to track these is like using a sledgehammer to crack open a walnut. Saving Changes...
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