Just taking a break from sorting out tasks, links, IMP/IMS rollups, critical path calculations and RISK+ runs. I'm making a list of issues with Project after 5 weeks of "full contact" wrestling with Project 2003.
Microsoft Project allows you to link to summary tasks. As well you can assign resources to summary tasks. Brian Kennemer reminded me "Friends don't let friends assign resources or link to summary tasks."
The first problem here is there are simply too many ways to shoot yourself in the foot with Project. That in itself is not the real problem. The real problem is that you can't configure Project to prevent a user from shooting themselves in the foot.
One approach we use is to have NO summary tasks. By coding each record in project as an Event, Accomplishment, Criteria, Task, Link (more on this latter) a filter can sort the schedule and color the tasks according to their category. The result is a "well formed" network which avoids the backward pass Critical Path bug as well as the possibility of linked summary tasks.
The problem of course is there is no indentation view of the project. The solution is to use PERT Chart Expert from Critical Tools to plot the project. This tool provides critical path analysis, a very nice plotting and arrangement set of tools - the MSP PERT tool is completely lame - and back and forward tracing as well as a very nice sorting capability where rows and columns can be arranged by any field in Project.
The reason this is important (indented or unindented) is that when a project get large - like ours tend to some other form other than pages of Gantt need to be deliver. Some format where "debugging" of the network (non negative slack), the critical path, and the "balancing" of the task load can be seen in a single diagram - hanging on the wall.
The Extreme Programming suggestion of the "Big Visible Chart" was done in 1978 at TRW Redondo Beach. When you walked in the door the previous night's PERT was hanging on the wall for a major antiballistic missile program. You could see from the chart where the program was for that week and where the effort needed to be concentrated.
All of this comes down to how to show a project in terms of risk, load balancing, flow, "hot spots," assignment distribution and the like. Edward Tufte has a nice chart on his web site that looks like the "hanging PERTS" used at TRW in the late 70's. The concept of clear and concise information display is now important again - especially for large and complex projects.