microsoft project 2010 (msp)
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Managing Projects Using Microsoft Project 2010
AgendaIntroductionsSetting Workshop ExpectationsProject Management ConceptsWhat’s New in Microsoft Project 2010Introducing Microsoft Project 2010 InterfacePlanning Projects With Microsoft Project 2010Tasks ,Resources & Cost TrackingViews and Reports
Project Management Concept
Benefits of Planning
Start Complete
Plan Do / Undo / Redo
Start Complete
Plan ExecuteBenefit of Planning
Project-PMBOK® Definition
How Temporary?Has a definite beginning and end, not an on-going effortCeases when objectives have been attainedTeam is disbanded upon project completion
Project – A temporary endeavor undertaken to create a unique product or service
Unique?Product characteristics are progressively elaboratedThe product or service is different in some way from other product or services
Triple Constraint Theorem
Time
Scope
Quality
Cost
Balancing SCOPE, COST and TIME within the frame work of QUALITY, meeting customer expectations
Harold Kerzner
What is Project Management?
The application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations
Stakeholder Individuals and organizations involved in or affected by the project outcome
Process Interaction
Initiating Process Planning Process
Controlling Process
Closing Process
Execution Process
Typical Project Life Cycle
InitiatingProcesses
PlanningProcesses
Executing Processes
Controlling Processes
PhaseFinish
PhaseStart
Time
Related Endeavors
Program – Consists of a group of projects supporting broad, general goals and managed in a coordinated way
Subprojects – Components of a project that are often contracted out
Define & Organize the Project
Define & Organize the Project
Establish the Project
Organization
Define the Project
Parameters
Define the Project
Framework
Plan the Project
Develop WBS
Develop the Schedule
Refine Est. & Resource Req.
Develop Risk Management
Plan
Execute & Control the Project
Collect Status
Analyze Variance
Plan & Take Adaptive Action
Report Project Status
Close Out
Project Archive
Formal Acceptance
Lessons Learned
Planning and Executing Projects
Define & Organize the Project
Define & Organize the Project
Establish the Project
Organization
Define the Project
Parameters
Define the Project
Framework
Plan the Project
Develop WBS
Develop the Schedule
Refine Est. & Resource Req.
Develop Risk Management
Plan
Execute & Control the Project
Collect Status
Analyze Variance
Plan & Take Adaptive Action
Report Project Status
Close Out
Project Archive
Formal Acceptance
Lessons Learned
Planning and Executing Projects
Develop the Work Breakdown Structure
Define &
Organize the Project
Plan the Project
Execute &
Control the
Project
Close
Out
Develop WBS
Brake the Project Down
Assign Ownership
Document Completion Criteria
Work Breakdown Structure (WBS)
WBS is a tool for identifying project workHierarchical, logical structuring of project workIt provides comprehensive Methodology
A
A1A1.1
A2 A3
Define &
Organize the Project
Plan the Project
Execute &
Control the
Project
Close
Out
WBS Decomposition
Team should be involved to:Identify 4-7 major components of work(how you will manage work)Identify Level 2 tasks for each groupingRepeat the process until a task has:- One owner (may be multiple doers)- Clear deliverable- 2-20 days duration- Credible estimate of duration- Ability to be tracked
A
A1A1.1
A2 A3
Define &
Organize the Project
Plan the Project
Execute &
Control the
Project
Close
Out
!Task related with following:
Planning activities for the projectApproval cycleKey project meetingsManagement/customer interfacesQuality inspections/fixing defectsTrainingProject managementTest planning, development and executionProject reviews and project closing
Remember in includeDefine
& Organize the Project
Plan the Project
Execute &
Control the
Project
Close
Out
WBS- Bottom-up
Team Effort:1. Brainstorm all tasks2. Organize tasks into 4-7
major groupings reflecting how the project will be managed
Define & Organize the
Project
Plan the Project
Execute &
Control the
Project
Close Out
Project is broken down to the level of desired tracking
Level of DetailDefine
& Organize the Project
Plan the Project
Execute &
Control the
Project
Close
Out
WBS ExampleDefine
& Organize the Project
Plan the Project
Execute &
Control the
Project
Close
Out
Task Ownership
Multiple Owners = 0 owners1 owner per taskOwner responsible for planning and managing taskOwner may or may not be a doer
Assign OwnershipDefine
& Organize the Project
Plan the Project
Execute &
Control the
Project
Close
Out
Responsibility Matrix Define &
Organize the Project
Plan the Project
Execute &
Control the
Project
Close
Out
Develop The Preliminary Schedule
Develop the Schedule
Determining Logical Dependency
Approximate Duration
Analyze Network
Define &
Organize the Project
Plan the Project
Execute &
Control the
Project
Close
Out
Network DevelopmentPrecedence Diagramming Method
Activity on Node
Start
D E F
A B C
Finish
Define &
Organize the Project
Plan the Project
Execute &
Control the
Project
Close
Out
Milestones
No Duration or Work
Start/FinishSignificant Events(Example- Conference)
External dependencies/ deliverables
Define &
Organize the Project
Plan the Project
Execute &
Control the
Project
Close
Out
Major AccomplishmentsPhase SignoffsIntermediate CheckpointsStatus reporting periods
Network DevelopmentTask Relationships
Predecessor
Predecessor
Successor
Predecessor
Successor
Finish to Start
Finish to Finish
Start to Start
i
j
i
j
i
j
Successor j
i
Predecessor
Successor
Start to Finish
Define &
Organize the Project
Plan the Project
Execute &
Control the
Project
Close
Out
Network DevelopmentTask Relationships – Lead & Lag
Predecessor
Successor
Finish to Start
2d
lag
Predecessor
Successor
Finish to Start2d
lead
i
j
i
j
Define &
Organize the Project
Plan the Project
Execute &
Control the
Project
Close
Out
Precedence Diagram
Start Finish
Duration 7Task A
ES EF
LS LF
Duration 6Task C
ES EF
LS LF
Duration 3Task G
ES EF
LS LF
Duration 2Task H
ES EF
LS LF
Duration 3Task B
ES EF
LS LF
Duration 3Task D
ES EF
LS LF
Duration 3Task E
ES EF
LS LF
Duration 2Task F
ES EF
LS LF
Define &
Organize the Project
Plan the Project
Execute &
Control the
Project
Close
Out
Forward Pass – Early Start, Early Finish
Start Finish
Duration 7Task A
0 7
ES EF
LS LF
Duration 6Task C
7 13
ES EF
LS LF
Duration 3Task G
13 16
ES EF
LS LF
Duration 2Task H
16 18
ES EF
LS LF
Duration 3Task B
0 3
ES EF
LS LF
Duration 3Task D
3 6
ES EF
LS LF
Duration 3Task E
6 9
ES EF
LS LF
Duration 2Task F
3 5
ES EF
LS LF
Backward Pass – Late Start, Late Finish
Start Finish
Duration 7Task A
0
0 7
7
ES EF
LS LF
Duration 6Task C
7
7 13
13
ES EF
LS LF
Duration 3Task G
13
13 16
16
ES EF
LS LF
Duration 2Task H
16
16 18
18
ES EF
LS LF
Duration 3Task B
0
7 10
3
ES EF
LS LF
Duration 3Task D
3
10 13
6
ES EF
LS LF
Duration 3Task E
6
13 16
9
ES EF
LS LF
Duration 2Task F
3
11 13
5
ES EF
LS LF
0 0 0
7 7 7
8
0
Critical Path – Longest Path, Zero Float
Start Finish
Duration 7Task A
0
0 7
7
ES EF
LS LF
Duration 6Task C
7
7 13
13
ES EF
LS LF
Duration 3Task G
13
13 16
16
ES EF
LS LF
Duration 2Task H
16
16 18
18
ES EF
LS LF
Duration 3Task B
0
7 10
3
ES EF
LS LF
Duration 3Task D
3
10 13
6
ES EF
LS LF
Duration 3Task E
6
13 16
9
ES EF
LS LF
Duration 2Task F
3
11 13
5
ES EF
LS LF
0 0 0
7 7 7
8
0
Critical Path :Longest Path Zero Float
Forward Pass = Early Start/FinishBackward Pass = Late Start/FinishPositive Float/Negative FloatCritical Path has zero or negative float
Define &
Organize the Project
Plan the Project
Execute &
Control the
Project
Close
Out
Exercise - Critical Path
Start Finish
Duration 4Task A
LS LF
Duration 4Task B
ES EF
LS LF
Duration 3Task C
LS LF
Duration 10Task G
ES EF
LS LF
Duration 5Task E
ES EF
LS LF
Duration 5Task F
ES EF
LS LF
Duration 7Task D
ES EF
LS LF
ES EF ES EF
Define &
Organize the Project
Plan the Project
Execute &
Control the
Project
Close
Out
Approve &Set the Project Baseline Plan
Snapshots of approved planEstablishes a targetProvides something to measure progress againstMakes project goals visible
Baseline
Define & Organize the
Project
Plan the Project
Execute &
Control the
Project
Close Out
Approve &Set the Project Baseline Plan
The baseline is the plan against which all project progress will be measuredThe baseline is set at the end of the planning phase
Definition
Define &
Organize the Project
Plan the Project
Execute &
Control the
Project
Close
Out
Approve &Set the Project Baseline Plan
Communicate the setting of the baseline to all groups that are impactedDistribute approved plans and supporting assumptions in accordance with project framework decisionsArchive a copy of the schedule and resource plans along with the assumptionsEnsure that any contracts with suppliers and customers are consistent with the baseline
Process
Define &
Organize the Project
Plan the Project
Execute &
Control the
Project
Close
Out
Approve &Set the Project Baseline Plan
Changing the Baseline
Once set, it should not be easily changedThe baseline plan can only be changed after:
Major events which cause change have been identified and communicatedImpact of changes has been approved
Define &
Organize the Project
Plan the Project
Execute &
Control the
Project
Close
Out
Define & Organize the Project
Define & Organize the Project
Establish the Project
Organization
Define the Project
Parameters
Define the Project
Framework
Plan the Project
Develop WBS
Develop the Schedule
Refine Est. & Resource Req.
Develop Risk Management Plan
Execute & Control the Project
Collect Status
Analyze Variance
Plan & Take Adaptive Action
Report Project Status
Close Out
Project Archive
Formal Acceptance
Lessons Learned
Planning and Executing Projects
Define & Organize the Project
Define & Organize the Project
Establish the Project
Organization
Define the Project
Parameters
Define the Project
Framework
Plan the Project
Develop WBS
Develop the Schedule
Refine Est. & Resource Req.
Develop Risk Management Plan
Execute & Control the Project
Collect Status
Analyze Variance
Plan & Take Adaptive Action
Report Project Status
Close Out
Project Archive
Formal Acceptance
Lessons Learned
Planning and Executing Projects
Track & Manage the Project
Benefits of Tracking
Provides clear indication of progressKeeps everyone informedEncourages the addressing of problemsProvides credible completion estimates
Define &
Organize the Project
Plan the
Project
Execute &
Control the Project
Close Out
Data Collection
3 Key QuestionsDid the task start?If yes, on what date?What date will the task finish?If finishes on what date did it finish?
2-3 week windowUsually less than 15 tasks per status period
Low-key, unintrusive status collection!
Define &
Organize the Project
Plan the
Project
Execute &
Control the Project
Close Out
Status Collection Methods
ReportsMeeting
E-MailPlanning Support
Define &
Organize the Project
Plan the
Project
Execute &
Control the Project
Close Out
Identify Variances
Variances is the difference between plan and actualProjects slip one day at a time
Define &
Organize the Project
Plan the
Project
Execute &
Control the Project
Close Out
Identify Variances
New activities on the critical pathChanges in milestone dates or the end date of the projectReductions or increases in float for upcoming activitiesSlips in the schedule of particular groups of activities
Schedule Variances
Define &
Organize the Project
Plan the
Project
Execute &
Control the Project
Close Out
Identify Variances
Investments of more time than plannedNot investing enough time to get the task done on scheduleConflicting requirements for common resources (now and in the future)
ResourceVariance
Define &
Organize the Project
Plan the
Project
Execute &
Control the Project
Close Out
Identify Variances
Deliverables not meeting or exceeding specsDeliverables not meeting or exceeding quality requirements
Scope Variance
Define &
Organize the Project
Plan the
Project
Execute &
Control the Project
Close Out
Save Status Information
Provides new team members or new project manager taking over an ongoing project with valuable informationSummarizes adaptive actions taken to date
Purpose
Define &
Organize the Project
Plan the
Project
Execute &
Control the Project
Close Out
Define & Organize the Project
Define & Organize the Project
Establish the Project
Organization
Define the Project
Parameters
Define the Project
Framework
Plan the Project
Develop WBS
Develop the Schedule
Refine Est. & Resource Req.
Develop Risk Management Plan
Execute & Control the Project
Collect Status
Analyze Variance
Plan & Take Adaptive Action
Report Project Status
Close Out
Project Archive
Formal Acceptance
Lessons Learned
Planning and Executing Projects
Define & Organize the Project
Define & Organize the Project
Establish the Project
Organization
Define the Project
Parameters
Define the Project
Framework
Plan the Project
Develop WBS
Develop the Schedule
Refine Est. & Resource Req.
Develop Risk Management Plan
Execute & Control the Project
Collect Status
Analyze Variance
Plan & Take Adaptive Action
Report Project Status
Close Out
Project Archive
Formal Acceptance
Lessons Learned
Planning and Executing Projects
Conduct a Closeout Review
A close out review should highlight both what went right and what went wrong
Both are essential for continuous improvement Exploit the successes and identify the elements which contributed to the successAvoid the problems in the future and identify processes that need to be defined, redefined and improved
Key Learning's can be valuable for the next project
Purpose
Define & Organiz
e the Project
Plan the Project
Execute & Control the
Project
Close Out
Close the Project File
Complete all final review documentsBundle similar reports, if possible (all status reports) and label the bundle
Facilitates later researchHelps ensure that individual; papers aren’t lost
All files should be sent to Administration for storageEnsuring that the files are stored properly and is the project managers responsibility
Process
Define & Organiz
e the Project
Plan the Project
Execute & Control the
Project
Close Out
What’s new in Microsoft Project 2010
Introducing Microsoft Project 2010 Interface
Exercise
Project Plan Example - Software Development
ID Task Name Durations Resources Task Relationship1 Requirement Study 4 days Systems Analyst – 1No.2 Design3 High level design 3 days Designer – 1No. 1 FS4 Low level design5 Module-1 4 days Designer – 1 No. 3 FS6 Module-2 5 days Designer – 1 No. 5 SS7 Development8 Module-1 12 days Programmer – 1 No. 5 FS9 Module-2 18 days Programmer – 1 No. 6 FS10 Testing11 Unit-1 4 days QA Engineer – 1 No. 8 FS12 Unit-2 6 days QA Engineer – 1 No. 9 FS 13 Integration 4 days QA Engineer – 1 No. 11 FS, 12 FS14 Software Documentation 20 days Technical Writer – 1 No. 13 FF15 Release Software 0 days 13 FS, 14 FS
Resources Max. Units Std. Rate Cost/Use
System Analyst 1 No. $ 50 $ 50
Designer 1 No. $ 30 $ 30
Programmer 2 No. $ 20 $ 20
QA Engineer 1 No. $ 30 $ 30
Technical Writer 1 No. $ 10 $ 10
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