Spreadsheet Models for Managers


Getting Access to Spreadsheet Models for Managers


If Spreadsheet Models for Managersyou use Excel to model businesses, business processes, or business transactions, this course will change your life. You’ll learn how to create tools for yourself that will amaze even you. Unrestricted use of this material is available in two ways.

As a stand-alone Web site
It resides on your computer, and you can use it anywhere. No need for Internet access.
At this Web site
If you have access to the Internet whenever you want to view this material, you can purchase on-line access. Unlimited usage. I’m constantly making improvements and you’ll get them as soon as they’re available.

To Order On Line

Order "Spreadsheet Models for Managers, on-line edition, one month" by credit card, for USD 69.95 each, using our secure server, and receive download instructions by return email.
Order "Spreadsheet Models for Managers, on-line edition, three months" by credit card, for USD 199.00 each, using our secure server, and receive download instructions by return email.
Order "Spreadsheet Models for Managers, downloadable hyperbook edition" by credit card, for USD 199.00 each, using our secure server, and receive download instructions by return email.

To Order by Mail

Make your check payable to Chaco Canyon Consulting, for the amount indicated:
  • For the download: USD 199.00
  • For access online for three months: USD 199.00
  • For access online for one month: USD 69.95
And send it to:
Chaco Canyon Consulting
700 Huron Avenue, Suite 19C
Cambridge, MA 02138

To use the course software you’ll need some other applications, which you very probably already have. By placing your order, you’re confirming that you have the software you need, as described on this site.

Spreadsheet Models for Managers

About “requirements” 5/3
Session Links
  • For any deliverable:
    • A requirement is a singular feature or capability that a particular product or service must possess
    • A not-requirement is a singular feature or capability that a particular product or service must not possess
  • In industry, failure to gather or understand requirements is among the most important causes of project failure
  • In this course, you’ll do much better on your projects if you
    • Do a good, thorough job gathering project requirements
    • Actually understand what the requirements mean
    • Use the requirements as guidelines during project planning and conception
    • Verify that your project deliverables meet the requirements you gathered
  • Gathering and using requirements is an important part of your project

It’s difficult to emphasize enough the importance of understanding the requirements (and not-requirements) before you start working on any task — in this case, your course project. If you discover a misunderstanding after you’ve spent hours and hours working on the project, you could not only have wasted the time you’ve already spent, but you might also have to undo some of what you’ve already done, which wastes yet more time.

Gathering and understanding the requirements is critical to success of any project.

Last Modified: Wednesday, 27-Apr-2016 04:15:26 EDT

Over the years, students have submitted hundreds of course projects. Having worked with these teams, and graded their submissions, we’ve noticed patterns in the kinds of issues that tend to be challenging for project teams and individuals as they develop their projects. The most common traps are summarized in a Web page: “Common Mistakes in Past Student Projects.” It isn’t required reading, but we do recommend it.

Do You Know About the Project Library?

We’ve collected examples of course projects students have submitted over the years. They’re stored in the Course Project Library.

Because we change the project requirements every year, the projects in the library aren’t necessarily precise examples of what you’ll be doing, but they do give you some insight into the kind of thing we’re looking for.

Most important, in the Final Report is a section called Lessons Learned. If you take time to read the Lessons Learned from these projects, you’ll be able to avoid the troubles many of your predecessors encountered. There’s little point in repeating the mistakes of others, so take a look at their lessons learned.

Do You Know What a Dynamic Model Is?

In years past, we’ve learned that what makes a model dynamic — as opposed to static — can be difficult to grasp. If you have some doubts yourself, and you haven’t yet looked at the reading on Models vs. Tools, we believe that you will find it helpful.