project development using pmplan by alnik solutions copyright 2007-2011©

Project Development Using PMPlan

by

AlNik Solutions

Copyright 2007-2011©

Agenda ‘Project Development’

• General Project Management• Starting or Copying Project• Work Breakdown Structure• Deliverables• Scheduling• Budgeting• Changing Project Start• Adjusting Plan based on Risk• Presenting Project Plan to

stakeholders

Custom Reports

Standard Reports

anDbManager(Database Administration)

PMPlan Enterprise Tool Suite

PMPlan(Project Management) Basis-Of-Estimate

Labor LoadingOther Direct CostsBudgets

Company Accounting Data

Company Rate Data

Company Roster Data

Work Breakdown Structure

ObjectivesDeliverablesScheduling

Importing ActualEstimate-To-CompleteEarned Value Methodology

Jobs Categories Jobs Rates Burden Rates RosterActual

Standard Reports

Custom Reports

LMPlan (Line Management)

Planned Monthly Loading Data

Assigned Monthly Loading Data

Standard Reports

Custom Reports

PMFolio (Portfolio Reports)

Balance RemainingWorkforce RequirementsDeliverablesMilestonesRevenuesCash Flow

Introduction

PMPlan© is a project management software application developed by project managers to aid users in developing a project plan that includes; WBS objectives, scheduling and budgets; auditable project plan justifications; support detail for management and customer review, and for proposal preparation; and methodologies to measure and report project performance. The primary attributes are its ease of use and its flexibility.

Introduction (cont.)

• PMPlan helps the user to:– Construct a Work Breakdown Structure (WBS) to break

down the project into activities with tangible results (i.e. Deliverables)

– Record objectives and assumptions information within each WBS element.

– Estimate and schedule the project using Precedence Dependency Method (PDM) which can be viewed in Gantt or Logic Network Charts.

– Develop resource loading to identify staff required to complete the project.

– Generate reports for communicating with stakeholders.– Obtain early (Difficult to Ignore) problem identification

using Earned Value Tracking Methods.

Major Features

• Interactive Work Breakdown Structure

• Deliverables• Interactive Logic Network

Diagram• Interactive Gantt Schedule• Total Effort (Loading)• Activity Effort (Loading)• Resource Effort (Loading)• Standard Pricing

• Estimate-To-Complete Project Tracking

• Earned Value Project Tracking

• More than 40 types of reports

• Can be interfaced with an accounting system

• Can be used for pricing to DCAA Standards

• Summary Project – to summarize multiple projects for other purposes (i.e. for a Client)

“Robert’s Rules of Order for Project Management”

1. Get a project charter2. Create the project scope statement3. Create the WBS with the project team4. Create the activity list from the WBS5. Sequence the activities in the order in which

they must – or should – happen6. Estimate the time of the activities based on

which resources you have to complete the activities

7. Assign the needed resources to the activities8. Get it done.

From “Real Life Project Management: Managing the Project Scope” by Joseph Phillips Jan 28, 2005

Common Project Processes

• Initiation– Defines the project objectives and grants authority to the project

manager.• Planning

– Refines the project objectives and scope and plans the steps necessary to meet the project’s objectives.

• Executing– Puts the project plan into motion and performs the work of the

project.• Controlling

– Measures the performance of the executing activities and compares the results with the project plan.

• Closing– Documents the formal acceptance of the project’s product and

brings all aspects of the project to a close.

Managing the Triple Constraint

• Project Scope– How much work is to be done? Increasing the scope

causes more work to be done, and vice versa.

• Time– The schedule of the project. Modifying the schedule

alters the start and end dates for tasks in the project and can alter the project’s overall end date.

• Cost– The cost required to accomplish the project’s

objectives. Modifying the cost of the project generally has an impact on the scope, time, or quality of the project.

Elements of a Project’s Life Cycle

Client Statement of Work

Client Statement of Work

Preliminary Project Plan

Preliminary Project Plan

Internal Review

Internal Review

Proposal Project Plan

Proposal Project Plan

Client Review/ Negotiations

Client Review/ Negotiations

Baseline Project Plan

Baseline Project Plan

Work Authorization

Work Authorization

Project Execution

Project Execution

Client Requested Changes

Client Requested Changes

Project Monitoring

Project Monitoring

RevisedProject Plan

RevisedProject Plan

PMPlan can be used effectively for most of the elements of a project’s life cycle.

Elements of Developing a Project Plan

ClientSOW

WorkBreakdown Structure

ActivityDefinition

ResourcePlanning

ResourcePool

ActivitySequencing

ActivityDuration

Estimating

CostEstimating

ScheduleDevelopment

WorkPackages

Project PlanDevelopment

PMPlan can address these elements when developing the project plan.

Project Development Workflow

• Initial Project Information

• Create Project WBS• Create Deliverables

List• Develop Sequence of

Activities• Create Resource Pool• Develop Initial Budget

and Schedule

• Review Schedule• Review Budgets• Submit to Finance• Fine Tune Budget and

Schedule• Invoicing Plan• Generate Reports and

Graphics• Submit Proposal to

Client

Undo Capability

• The User can undo the last action

• The actions that are in the undo buffer are not saved into the PMPlan database until the project is closed. To force saving the changes to the database, select ‘File | Refresh Project’



stakeholders

• Subtopics– New Project Dialog– Information Tab– Custom fields

Startup ScreenFor a new project, leave highlight on this row

After making your selection, click ‘OK’ to open.

After making your selection, click ‘Copy’ to make a copy

Archive Capability

New Copy Project Features

New Project Form

• Title• Start Date• Objective• Work Days• Starting Day

of Work Week

• Pricing Type• Type of

Program

Setting Project Permissions

If set to Deny, must give each user permission to project

Can set permissions in addition to full modification privileges.

Can modify project from selected WBS Element down. If more than one branch, assign new row.

Can view project and print reports. Only applies if default is Deny

If set to Deny, user will not even see project in listing.

Default value for new project.

Viewer must be given permission to see project and view

CAM who must use Change Request feature to propose changes to control account.


• General Project Management• Starting or Copying Project• Work Breakdown Structure• Deliverables• Scheduling• Budgeting• Changing Project Start• Presenting Project Plan to

stakeholders

• Subtopics– What is WBS and its Role – Develop a WBS in PMPlan

• Inserting WBS elements• Adding Objectives/Scope• Cut operation• Copy operation• Paste operation• Move operation• Promote operation• Demote operation

Work Plan Tab - WBS Tree

The Work Plan Tab is divided into Window Panes to accommodate the implementation of the multiple construction tools required to develop a project plan.

PMPlan is based on the premise that the WBS should be the focus of activity during the development of the project plan, under accepted Rules appropriate to such WBS development. Consequently the WBS Tree Pane, is the default starting view for PMPlan, and is key to the project plan's development

PMPlan Work AreasApp Title Bar

Menu Bar

Toolbars Area

Input/Output Area

Tab Select Area

Status Bar

Developing the WBS – General Notes

The Light Grey hotspots are for inserting elements with left-click, or other actions with right-click The Blue dashed Box

shows tasks that would be affected by move, cut, or copy

Clicking one of these tool buttons affects selected yellow element.

To move activities, put the cursor over the blue border, press left button, drag to new position.

Developing the WBS – Action Behaviors

• Cutting or Copying an WBS Element– Cuts or copies all of its subtasks– Copies all internal logic linkages, and – Copies all planned resource loadings and cost

• To Select several WBS Elements for cut/copy– Select first element, then while holding down Shift, select last element.– Only select siblings

• Adding Activity A to Activity B, causes Activity B to become a subtask and all of Activity B resources and linkages are transferred to Activity A.

• Demote moves an element (and its children) down a level• Promote moves an element (and its children) up a level

Developing the WBS – PMPlan Rules

• The general order of WBS elements is– Project (Level 1)– Task (Level 2)– Subtask (all other lower elements, that

are not Activities)– Activities/Deliverables

• Automatically numbers outline

• An Activity <A> is at the end of any branch

• All changes to Activities roll up the WBS

• Milestones are major events, thus are not included in the WBS

• Only Activities can be deliverables

• A Control (Cost) Account <$> is where actual costs will be tracked

WBS Development in PMPlan

The WBS can be developed in the Outline mode or Tree mode.

Notes and Objectives should be entered. Objectives can be pasted in from a Word Document.



stakeholders

Deliverables Tab

The WBS should be developed down to a level that accounts for all of the project’s deliverables.



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• Subtopics– Develop Schedule in PMPlan

• Using Gantt Table to change schedule

• Using mouse to change schedule

• Linking activities• Modifying existing links• Adding and Moving Milestones

in Schedule Tab• Controlling Milestone Area• Using Logic Network Pane

– Custom Calendars• Creating custom calendars• Assigning custom calendars to

activities

Logic Diagram Network View

Logic Diagram Tab

Activity Sequencing – Logic Network

Currently selected Activity

Blue Activities must be completed before selected Activity Magenta Activities can start after

selected Activity is completedRed lines and borders indicate Critical Path(s)

This view only shows Activities and Milestones

Activities in this row are not in any paths

This is a Milestone

Activity Sequencing – Logic Network

Earliest Finish

Activity WBS Number and Title Duration

of Activity

Earliest Start

Latest Finish

Latest Start

Float

Gantt Schedule Tab

The Integrated Project Schedule format of the Gantt Schedule Tab reflects the time phasing performance of line items of the WBS. While various types and methods of scheduling and planning techniques may exist, the Integrated Project Schedule, as developed in PMPlan, establishes the baseline time parameters for the Project Organization at the lowest level of each WBS element. The Integrated Project Schedule, in Gantt form, reflects all contractual schedule requirements and can be graphically adjusted reflecting the days of the month, weeks of the month, or months of the year.

Activity Sequencing – Schedule View

Buttons for quick configurations of Calendar

Calendar Scroll Control provides flexible adjustment to displayed period.

Splitter Bar

By checking ‘Done’ or ‘Begun’, the start and finish become actual dates

Width of columns can be changed

Milestones

Activity Sequencing – Schedule View

Non-Linked Activity

Width of these areas can be changed

Activity on the Longest Critical Path

Critical Linked Activity Short Path

Non-Critical Linked Activity

Summary Rollup

Activities and Milestones Creations

• Inserting Row(s)

• Convert to Milestone

• Create Rollup of Milestones

• Moving Row(s)

• Recurring Activities

• Inserting Columns

• Moving Columns

• New Linking Methods

Creating Milestone Rollup with 2 Milestones

Select rows where to insert, then press ‘Insert’ Button

Enter Description (becomes WBS Element

Set duration to Zero to convert into a Milestone

Repeat for next two rows and set finish for second Milestone to Project’s Finish

Creating Milestone Rollup with 2 Milestones

Select two Milestones that will become subs of the ‘Major Milestones’ Gantt Item

Click ‘Demote’ Tool Button or use the keyboard combination ‘Shift + Alt + Right Arrow’

Major Milestones is now a rollup to the two Milestones.

Moving Row(s)

Select Row(s) to be moved.When the move is started all of the related children will also be moved.Press and Hold the left mouse button down drag up or down to where you want insert the rows being moved.The moved block will become a sibling to the WBS Element above it’s insertion point.

Recurring Activities

Title should end with s

Inserting and Moving Columns

Right-Click Header where you want to insert a new column

Select desired field and fill in or change other options.

To move, press and hold left mouse button on column header,Drag until the red arrow is where you want to insert the column being moved.

New Linking/Unlinking Methods

Selecting a block of activities and clicking the ‘Link Selected Group’ Button, will link the activities in the order shown. It will skip any rollups.

You can also select the first one, then Ctrl select each one in order of links (in the sample of left row 20 was selected, then 22, 24, 26, and 25.

Activity Sequencing – PMPlan Rules• Manual placement of an activity (either by selecting start, finish, or

duration or dragging start, finish, or moving in Schedule View)• Sequencing using Precedence Diagramming Method (PDM) which is the

process of placing activities in boxes and connecting them with arrows that show the dependencies (which may include a lag) which are of the following type:– Finish-to-start - the 'from' activity must finish before the 'to' activity can

start. This is the most commonly used dependency and most reliable getting the expected result.

– Finish-to-finish - the 'from' activity must finish before the 'to' activity can finish. A common use of this dependency is to assign a lag which indicates that the 'to' activity must be completed lag days after completion of 'from' activity for example must submit a survey report 30 days after completion of survey.

– Start-to-start - the 'from' activity must start before the 'to' activity can start. A common use of this dependency is to assign a lag, which indicates that, the 'to' activity cannot start until lag days have passed after starting 'from' activity.

– Start-to-finish - the 'from' activity must start before the 'to' activity can finish. This dependency is rarely used.

• Only Activities and Milestones can be linked.

Activity Sequencing – Linking Modes

Start - Finish

Start – Start

Finish – Finish

Finish – Start

Over Successor

Over PredecessorDefaultLinking Modes

Depressed button determines next linkage mode, which will display cursor as shown in table below.

This value determines lag (positive) or lead (negative) of next link created.

Center Circle is hotspot of Cursor.

Activity Sequencing – Schedule (Gantt)

User Can drag the start, move, or end of any Activity or Milestone. The cursor will change image to match type of dragging allowed.

Toolbar for linking

Activity Sequencing – Using Calendar Scroom Control

Back One Month

Forward Six Month

Forward One Month

Drag Start

Remove One Month

Remove Six Month

Drag Scale

Add Six Month

Add One Month

Drag Start

Back Six Months

All of Project

One Year after Status Date (SD)

9 Months after SD

6 Months after SD

3 Months after SD

Custom Calendars - Setup

To modify an existing calendar select choice in combo box

Controls the standard work week

Controls hours per day for Full Time Equivalent

Bold dates are non-work days. To convert to workday, click the date.

Custom Calendars - Assigning

To change the calendar for an activity, select the choice from the combo list

Rollup WBS elements automatically have every day calendar.



stakeholders

• Subtopics– Setup for Budgeting

• Selecting Resources to be used on project

• Selecting Burden Rates• When to change the Available value from

standard 100%– Develop Budget in PMPlan

• First Cut use Total Effort Tab– Entering data (hours, FTE, %, or

Math)– Auto-Spreading methods– BOE mode– Entering Materials and Travel data– Standard entries– Using duplicate information

between activities– Importing information from Excel

• Activity Effort Tab• Individual Effort Tab• BOE Tab on Task Information• Planned Loading Pane in WBS Tree Tab• Project Usage Tab• Budget Tab• Fine-tuning the resource load distribution

Resources Tab - Resource Pool

Project resources are composed in units of labor, materials, travel, use of equipment and any other "cost items" necessary to meet performance requirements, and can be loaded daily, weekly or monthly. In PMPlan, these items are properly identified and unit priced with appropriate rates, Indirect Cost (Overheads & Burden) and inflation & escalation factors, calculated and input manually or down loaded from a corporate database. The rates can be adjusted for estimated, or actual, increases through the life of the project. The rates can be optionally adjusted by setting an appropriate Increase Factor. This rate table may be password protected, if appropriate.

Resource PoolPMPlan Enterprise

The resource pool in “PMPlan Enterprise” resides on the server database. It’s comprised of resources defined in “anDBManager” which may be organized, and displayed as, staff, labor categories, or labor categories with staff.

Resources are displayed (as desired) and selected for the project from the Resource Pool Tab on the project file. These resources are monitored and forecasted for availability and usage by a line manager using “LMPlan”.

Resources Tab - Resource Pool

Set Fee Percentage here.

Set Project Type which will set the burdens rates to be applied to each resource.

Check each resource that will be used in project.

Total Effort Tab

PMPlan deals with the development of the project budget at the lowest level of each WBS element (the Activity). Once the base WBS Tree development has reached a tangible point of development, resources can then be identified and loaded into the project plan. As the Resource Pool is populated, the resources may be loaded across all Planned Activities at the project level by selecting the Total Effort Tab.

Loading and Costing – PMPlan Rules

• Planned Resource Loading can only be entered at the Activities. You can review rollup impacts on the upper levels of the WBS.

• Loading can be accomplished at these locations:– Total Effort Tab– Activity Effort Tab– Resource Effort Tab– Basis of Estimate Tab within WBS Element Information Dialog

• Actual Costs and Resources can only be entered at Cost Account Level.

• Setting a shorter duration of an Activity with custom resource loading, results in all loading occurring after end shorter activity to be assigned to the last workday.

EWI Costing

• Direct– Labor, Subcontracts, Material, Lab Services,

Fringe, Overhead, ODC inflation

• Cost– Direct plus G&A, COM, Friction Stir Fee, Army

Fee

• Price– Cost plus Fee, Non-Membership Fee, 20%

Markup on Travel, Subs, and Material

ODC Escalation Method

Jan … Jul Aug

Sep

Oct

Nov Dec

Jan Feb

Mar Apr Totals

Escalation Steps

1.03 1.06

Schedule

ODC Raw $1000 $1000 $1000 $1000 $1000 $5000

Burdened

New $1045 $1045 $1045 $1045 1045 $5225

ODC Escalation starts from the Bid Date which is by default the date the project is created or the project start date if in the past.

Total Effort Tab (First Cut Budgeting)

Auto-Spreading Modes

Control Shape of Spreading

Entering Materials and Travel Data

• Standard Entries

• Using Duplicate Information among activities

Loading and Costing – ODC and Material Costs

If going to use a general ODC use a Cost per Unit of $1.00

Loading and Costing – Travel Costs

Detailed information can be entered for travel, material, services, etc., providing evidence to support the estimates.

Basis Of Estimate Views

• Text for defining the “Basis Of Estimate” can be filled in at three locations:– Right-click on an activity,

select “Task Information, select “BOE” tab (sample to right)

– BOE pane in Activity Effort Tab

– Setting Total Effort in BOE mode in the Tools | Options

BOE Mode for Total Effort

Usage Tab - Resource Planning & Project Allocation Levels

The scaled color-coding of allocation gives you a quick overview of how well you are utilizing resource in the project.You can set the desired allocation level of each resource. For example, Mark as been set for 25%, thus he is green for full utilization.

Budget Tab - Cost Estimating

Budgets can be viewed in daily, weekly, monthly, quarterly, annual, or fiscal time periods. The numbers can also be cumulative.

Fine Tuning – Resource Effort Tab

Planning for individual labor resource, by activity and schedule.

Light grey cells are rollup hours

Dark grey cells are periods outside of activity’s time frame.

You can enter hours in white cells

Fine Tuning – Activity Effort Tab

Resource loading can be planned by WBS element and schedule.

Clicking here will display details of Materials

Clicking here adds Resources to Table

It is good practice to fill in your Basis Of Estimate and is often required for Cost Plus Projects

Clicking here changes activity



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Changing Project Start

Change the project date here.

You will be given the option to move all of the schedule or to move only the start with all early starts set to the new start.



stakeholders

Risk Analysis (Cost and Schedule)

You should conduct both Cost and Schedule Assessments of your plan.

Scaling Work Effort

Based on your risk you should adjust your budget and schedule before submitting plan.



stakeholders

• Subtopics– Standard Reports

• Work Breakdown Structure– Controlling size of textboxes– Controlling what is displayed in

textboxes– Controlling horizontal level of WBS– Controlling which elements are

shown• WBS Dictionary• Schedule

– Controlling format of bars and fonts

– Controlling Calendar– Controlling which elements are

shown– Controlling what is displayed

• Milestones• Deliverables• Horizontal Basis of Estimates• Vertical Basis of Estimates

– Transferring to MS Word and MS Excel– Tips for creating Presentations– Project Initiation Reports

• Control Account Plan Listing• Work Authorization

Outputs for communicating with stakeholders

• PMPlan can provide printouts of all screen views plus several others.

• To generate printouts that are not screen views, select main menu ‘Reports’, then click desired report.

• Many reports provide several choices on what information is displayed.

Work Breakdown Structure Report

Displayed WBS matches WBS Tree Pane settings.

Fully Expanded WBS of one shown at right

WBS can be configured to display other info such as Task Leader

Changing WBS View Settings

To display, select Tools | Options | WBS

Control size of text boxes.

Controls what is included in each text box

Controls WBS Numbering method

WBS Structure Options

User can control the level WBS stays horizontal (2, 3, or 4)

2 3

4

WBS Dictionary Report

The narrative outline can be exported from PMPlan into a RTF Word Processor.

Schedule ReportDec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

2009WBSNumber Description Duration Start Begu

n Finish

0 Forerunner II 1,037 15-Dec-2008 05-Feb-2013

Major Milestones 906 15-Dec-2008 25-J ul-2012

ISA RCV'D 15-Dec-2008

IPR 28-J an-2009

CDR 04-Sep-2009

TRR 04-Feb-2010

CA Staging 13-Sep-2010

Ship Installation 18-May-2011

12 Mo. Warranty Begins 11-J ul-2011

6 Mo. Ext. Warranty Begins 25-J ul-2012

1 PROGRAM MANAGEMENT 664 15-Dec-2008 08-Aug-2011

1.1 Sr. Program Manager 511 16-Dec-2008 04-J an-2011

1.2 Principle Engineer 511 16-Dec-2008 04-J an-2011

1.3 Cost and Schedule 511 16-Dec-2008 04-J an-2011

1.4 Quality and Configuration 511 16-Dec-2008 04-J an-2011

1.5 SDRL's (Non-Review) 664 15-Dec-2008 08-Aug-2011

1.5.1 SDRL-006 Foundation Design 25 15-Dec-2008 26-J an-2009

1.5.2 SDRL-008 Tracking and Pointing 70 19-Mar-2009 25-J un-2009

1.5.3 SDRL-009 Reliability and 70 27-May-2009 01-Sep-2009

1.5.4 SDRL-010 System Verification Plan 70 15-Dec-2008 30-Mar-2009

1.5.5 SDRL-018 20-year Spares List 70 27-May-2009 01-Sep-2009

1.5.6 SDRL-019 Maintenance Test and 73 27-May-2009 04-Sep-2009

1.5.7 SDRL-007 System Control and 62 15-Dec-2008 18-Mar-2009

1.5.7.1 Preliminary SDRL-007 26 15-Dec-2008 27-J an-2009

1.5.7.2 Final SDRL-007 36 28-J an-2009 18-Mar-2009

1.5.8 SDRL-011 FAT Verification 263 15-Dec-2008 06-J an-2010

PMPlan’s schedule matches Schedule Tab settings

Controlling Schedule Output

• WBS shown as in Schedule Tab

• Calendar range same as Schedule Tab

• Use Tools | Options to control default appearance of bars

Milestones

Deliverables with Schedule Report

A List of Deliverables can be exported to a proposal.

Graphs

Basis of Estimates (Horizontal Mode)Project: Bedroom Set for Dennis and Emily

Quotation Backup Data

Task Description, Resource RequirementsProposal Number: CP2004-149 Date/Time 12-Jan-07 10:39

Contract Number: GOV47-2004-34985

CWBS Code: 1000CD Leader: Bonnie Lead Sign: _______________

WBS Title: Concept Development Organization: Fine Furniture PE Sign: _______________

TL SOW Para: 5.2.1.1 PM Sign: _______________

WBS SOW:

WBS No. Planned Task Resource Totals Start Date End DateDuration

(days)Budget Labor Totals Bonnie Travel

1 Concept Development 02/Jan/2002 30/Jan/2002 21 $5,440 64 64 $1,600

Basis>

1.1 Portfolio of Bedroom Furniture 02/Jan/2002 15/Jan/2002 10 $1,440 24 24

Basis>The estimate for creating the portifolio is based on the aveage time to put together previous portifolio.

1.2 Meet with Dennis and Emily 16/Jan/2002 16/Jan/2002 1 $2,560 16 16 $1,600

Basis>

Travel time is 2 hours to airport, 8 hours to San Diego, 4 hour meeting with clients, 8 hours return plus 1 hour to get home for a total of 23 hours, but choose to charge clients only 16 hours.

1.3 Design Specifications 17/Jan/2002 30/Jan/2002 10 $1,440 24 24

Basis> Assuming 4 pieces x 6 hours per piece.

Assumptions and Rationale: Non-Labor Details for Concept DevelopmentPlanned Loading for TravelTravel Between Persons Days Airfare per Per Diem Ground Cost/Trip Basis

Costs ->

Nashua, NH to San Diego,CA 1 2 $1,200 $150 $100 $1,600 Agent

Travel Between Trips

$1,600

Nashua, NH to San Diego,CA 1

The Resources go across and only display used resources

Mode includes BOEs of the subtasks

Basis of Estimates (Vertical Mode)

The labor displays vertically and only displays the labor categories

Project Bill Of Materials

Transferring to MS Word and MS Excel

• Microsoft Excel– Method #1

• Select any cell in desired table• Click menu ‘Edit | Copy Table’• In Excel, ‘Crtl + V’ or ‘Paste’ button

– Method #2• If report options dialog, displays• Check box• After preview is displayed, paste in Excel

• Microsoft Word– Method #1

• If preview displays button • Click button• Create filename, which will have the extension .rtf• Open new file in Word

– Method #2• If preview displays button • Click button, then paste in Word

Tips for Creating Presentations

• Set reports to Landscape

• Consider using ‘Fit to Page’

• Use the Slide Button

• Once a presentation is started, do not work in PowerPoint until all slides are created from PMPlan.

Using PMPlan

Thank you, any questions?

project development using pmplan by alnik solutions copyright 2007-2011©

Documents

project managers

project team

project charter

complete project tracking

value project tracking

project scope statement

report project performance

real life project management