I want to create a view of my project Gantt chart that is formatted in a particu lar way for printing.

This includes specific columns and widths in the entry tab le and display options in the Gantt chart. The first issue of Woody's Project Wa tch addressed this and said copy the Gantt Chart view (as say Gantt-Print), form at it as you want it to print and then use that as the print view. I tried that, but unfortunately if I make changes to the entry table in the orig inal Gantt Chart view, these changes are also applied to the one I formatted for printing. Is there a way to lock the Gantt-Print view, or break the link betwee n the two, so that changes to the table in the Gantt Chart are not also applied to the Gantt-Print chart?

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6. MANAGEMENT APPROACH 6.1 PROJECT MANAGEMENT LIFE CYCLE Once the goals and objectives are clearly defined we have to elaborate a descrip tive plan to developthe project, we need to decide the Project Management Life C ycle to follow. In this case the bestsuitable PMLC would be the Adaptive PM. Due to the design part of the project, and the complex of the industry, it could be

a plus to use a flexible approach to treat all the possible problems. The cycle to follow will be:The first step is to organize a kick off meeting for all compo nents and players of the project.Here we are going to present the objectives, go als and methods to achive success in thisproject. No exclusions are important.Se condly, a good time line plan must be agree and confirm with all players. Some t ecniquesmust be used, Gantt charts and Network Diagram.Thirdly, control mechanis ms has to be develop and agree by all members.Lastly, the final project submisio n and feedback must be developed. 6.2 RISK AND CHANGE MANAGEMENT The involvement of the management board is crucial for the success of the projec t. It is important tofollow the 4 phases in the risk management life cycle:Risk identification, in this case the lack of coordination between departmentsRisk as sesment, once the risk is identify, the next step is the evaluation of the possi blerepercutions for the hole project.Risk mitigation, after the evaluation it is important to look for a clever response to the riskRisk Monitoring and control, it could be convinient to develop mechanisms to test thecorrect elimination of the risk 7. PROGRESS REPORTING AND CLOSING STAGE Connecting to our approach of project life cycle, it could be important to creat e the mechanisms toupdate the development of the project. Sometimes, we could us e the weekly meeting or thedepartment information to evaluate the rithm of the p roject.One important point is to have clear the critical path of the project, an d to evaluate the task in whichare not possible to be delayed. Also could be imp ortant to have some alternative in order to solveproblems caused by the murphys l aw.In the closing stage, we need to pay attention to the client acceptance proce dure. If the documentsare not fulfill in that moment, they never will. And in th e future any actions could be a disaster forthe project manager. It is important to take into consideration the conducting of a postimplementation audit, and ge nerating a final report with all the as built documentation. 8. GANTT CHART

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9. APPENDIX 10.1 FORMS AND TEMPLATES DOCUMENTS Documents to use in the project:Meeting MemoIndividual or Workgroup Status Repor t templateMonthly Project Status Report templateDeliverable Acceptance FormChang e Request FormChange Request LogIssues Log 10.2 OTHER RELATED DOCUMENTS AND CLIENT ACCEPTATION Initial Risk Management ReportStatement of the workConditions of SatisfactionPro ject ProposalProject Overview StatementResource Breakdown StructureWork Breakdow n StructureGantt ChartProject Network DiagramCost budget 10.3 REFERENCES

Dulewicz V, Higgs MJ. Design of a new instrument to assess leadership dimensions and styles. HenleyWorking Paper Series HWP 0311. Henley-on-Thames, UK: Henley M anagement College; 2003.

Knutson, Joan. Project management for business professionals, John Wiley, 2001

Lessard, Charles Stephen. Project management for engineering design, Morgan & Cl aypool Publishers,2007

Lester, Albert. Project management, planning and control : managing engineering, construction andmanufacturing projects to PMI, APM and BSI standards. Elsevier/ Butterworth-Heinemann, 2007, 5thedition.

Lock, Dennis. Project Management in Construction, Ashgate Publishing, 2004

Muller, R. & Turner, J.R. (2007) Matching the project managers leadership style to projecttype. International Journal of Project Management, 25 (1), January, pp. 2 1-32.

Pinkerton, William J., Achieving project bottom-line succe$$, McGraw-Hill, c2003

Reiss, Geoff. Project management demystified : Today's Tools and techniques, E & FN Spon, 1995, 2ndedition.

Richman, Larry.

Project management step-by-step, Amacom, c2002.

Wideman, M. (n.d.) Project management case study: the custom woodworking company Woody 2000 project [Online]. Available from:http://www.maxwideman.com/papers/woody2000/intro.htm(Ac cessed: 20 April 2010)

Wysocki, Robert K.. Effective Project Management: Traditional, Agile, Extreme, 5 th Edition. John Wiley& Sons, 042009.

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