A Tutorial on MS Project James Burns

Learning Meets Maturing (At the Team Level) Saturday, April 06, 2019 A man in a hot air balloon realized he was lost. He reduced altitude and spotted a woman below. He descended a bit more and shouted, "Excuse me, can you help me? I promised a friend I would meet him an hour ago, but I don't know where I am." The woman below replied, "You're in a hot air balloon hovering approximately 30 feet above the ground. You're between 40 and 41 degrees north latitude and between 59 and 60 degrees west longitude." "You must be an IT professional," said the balloonist. "I am," replied the woman, "How did you know?"

Learning Meets Maturing (At the Team Level) Saturday, April 06, 2019 "Well," answered the balloonist, "everything you told me is, technically correct, but I've no idea what to make of your information, and the fact is I'm still lost. Frankly, you've not been much help at all. If anything, you've delayed my trip." The woman below responded, "You must be in Management." "I am," replied the balloonist, "but how did you know?" "Well," said the woman, "you don't know where you are or where you're going. You have risen to where you are due to a large quantity of hot air. You made a promise which you've no idea how to keep, and you expect people beneath you to solve your problems. The fact is you are in exactly the same position you were in before we met, but now, somehow, it's my fault." As hard as we have tried, we still have many functional stovepipes in place….like this one

Learning Meets Maturing (At the Team Level) Saturday, April 06, 2019 Well, we have been working on reducing the functional stovepipes….but as you can see we still have more work to do….more work to do..

Which of the following processes involves determining the policies, procedures, and documentation that will be used for planning, executing, and controlling the project schedule? Planning schedule management Defining activities Estimating activity resources Activity sequencing

Predecessors, successors, logical relationships, leads and lags, resource requirements, constraints, imposed dates, and assumptions are all examples of ________. items in an activity list items on a Gantt chart milestone attributes activity attributes

As the project manager for a software development project, you are helping to develop the project schedule. You arbitrarily decide that writing code for a system should not start until all users sign off on the analysis work. What type of dependency is this? Technical Mandatory Discretionary External

Which of the following structures/diagrams/charts do we use to focus on sequencing of activities? Work Breakdown Structure Gantt chart Burndown chart Network chart

You cannot start editing a technical report until someone else completes the first draft. What type of dependency does this represent? Finish-to-start Start-to-start Finish-to-finish Start-to-finish

Which of the following statements is false? A resource breakdown structure is a hierarchical structure that identifies the project’s resources by category and type. Duration and effort are synonymous terms. A three-point estimate is an estimate that includes an optimistic, most likely, and pessimistic estimate. A Gantt chart is a common tool for displaying project schedule information.

What symbol on a Gantt chart represents a slipped milestone? A black arrow A white arrow A black diamond A white diamond

What type of diagram shows planned and actual project schedule information? A network diagram A Gantt chart A Tracking Gantt chart A milestone chart

CPM stands for ______ and is a _____ technique. Certified Project Management, probabilistic Certified Project Management, deterministic Critical Path Method, probabilistic Critical Path Method, deterministic What scheduling technique is probabilistic?

Network Computation Process Forward Pass – Earliest Times Early Start (ES) – How soon can the activity start? Early Finish (EF) – How soon can the activity finish? Backward Pass – Latest Times Late Start (LS) – How late can the activity start? Late Finish (LF) – How late can the activity finish? Slack (SL) – How long can the activity be delayed? Critical Path (CP)– The longest path in the network which, when delayed, will delay the project

Forward Pass Computation You add activity times along each path in the network (ES + Duration = EF). You carry the early finish (EF) to the next activity where it becomes its early start (ES), unless The next succeeding activity is a merge activity. In this case, you select the largest early finish number (EF) of all its immediate predecessor activities.

  1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Contract signed Survey designed Target market ID Data collection Develop presentation Analyze results Demographics Presentation

3 5 13 15 3 6 13 13 15 15 16 3 6 13 15

3 5 13 15 3 6 13 13 15 15 16 3 6 13 15

Backward Pass Computation You subtract activity times along each path starting with the project end activity (LF - Duration = LS). You carry the late start (LS) to the next preceding activity to establish its late finish (LF), unless The next preceding activity is a burst activity. In this case, you select the smallest late start number (LS) of all its immediate successor activities to establish its late finish (LF).

Determining Slack Slack for an activity is simply the difference between the LS and ES (LS – ES) or between LF and EF (LF – EF). Slack tells us the amount of time an activity can be delayed and yet not delay the project. When the LF = EF for the end project activity, the critical path can be identified as those activities that also have LF = EF or a slack of zero (LF – EF = 0 or LS – ES = 0).

Activity-on-Node Network

Critical Path Method Network Edit Paper 11 D 9 2 Identify Topic 1 A Research Topic 1 B 6 5 Draft Paper 9 C 6 3 Create Graphics 9 E 10 11 1 Final Draft 11 G 12 1 References 9 F 10 11 1 Description Legend ID EF LF ES SL LS DUR Group Term Paper

Forward Pass Computation Edit Paper 11 D 9 2 Always start at 0 EF = ES+DUR EF = ES+DUR EF = ES+DUR EF = ES+DUR Identify Topic 1 A Research Topic 1 B 6 5 Draft Paper 9 C 6 3 Create Graphics 9 E 10 1 Final Draft 11 G 12 1 References 9 F 10 1 Description Legend ID EF LF ES SL LS DUR Group Term Paper

Backward Pass Computation Description Legend ID EF LF ES SL LS DUR Group Term Paper Edit Paper 11 D 9 2 Identify Topic 1 A Research Topic 1 B 6 5 Draft Paper 9 C 6 3 Create Graphics 9 E 10 11 1 Final Draft 11 G 12 1 LS = LF - DUR LS = LF - DUR LS = LF - DUR LS = LF - DUR EF=LF References 9 F 10 11 1

Determining Slack CRITICAL PATH? Group Term Paper 11 D 9 2 SL = Edit Paper 11 D 9 2 SL = LS – ES or LF - EF SL = LS – ES or LF - EF SL = LS – ES or LF - EF Identify Topic 1 A Research Topic 1 B 6 5 Draft Paper 9 C 6 3 Create Graphics 9 E 10 11 1 Final Draft 11 G 12 1 References 9 F 10 11 1 Description Legend ID EF LF ES SL LS DUR CRITICAL PATH? Group Term Paper

Garage Problem Compute the early, late, and slack activity times Determine the planned project duration Identify the critical path What should you do if the Doors activity is going to take two extra days?

Garage Problem Critical Path: _______________ Project Duration: ______ days Roof 3 4 Critical Path: _______________ Windows 4 1 Rough-in Frame 7 2 Pour Foundation 3 1 Erect Frame 2 4 Paint 9 2 Clean-up 10 1 Doors 5 1 Door Opener 8 1 Description Legend ID EF LF ES SL LS DUR Electrical 6 3

Garage Problem Critical Path: __1237910__ Project Duration: ___16___ days Roof 11 3 7 4 Critical Path: __1237910__ Windows 7 4 8 11 1 10 3 Rough-in Frame 11 7 13 2 Pour Foundation 3 1 Erect Frame 3 2 7 4 Paint 13 9 15 2 Clean-up 15 10 16 1 Doors 7 5 8 11 1 10 3 Door Opener 10 8 11 13 1 12 2 If activity 5 is going to take two extra days, you probably do not have to do any thing because this activity has three days of slack – no effect on project duration. Description Legend ID EF LF ES SL LS DUR Electrical 10 6 7 1 8 3 11

MS Project 2013 The Views Getting started Gantt View (default) Network view Resource sheet Resource graph Getting started Change default to auto-scheduled

Learning Objectives Entering Tasks in the Gantt View Task subordination Linking of Tasks Setting start & stop dates Assigning resources Calculating costs 2 2 2 2 2 2 2 2 2

More Learning Objectives Recurring tasks STATISTICS Zoom out/zoom in Precedence relationships Lags between links

PM Software in general

Popular Project Management Software Packages CA-SuperProject Microsoft Project Project Scheduler SureTrak Project Manager Time Line High-End Project Management Software

Criteria for Selecting Project Management Software Capacity Documentation and on-line help facilities Ease of use Features available Integration with other systems 5 5 4 5 4 6 4 4 4

Additional Criteria Installation requirements Reporting capabilities Security Vendor Support

Advantages of Using Project Management Software Accuracy Affordability Ease of use Ability to handle complexity Maintainability and modifiability Record keeping Speed What-if analysis 7 7 5 7 5 8 5 5 5

Concerns about Using Project Management Software Becoming distracted by the software A false sense of security Information overload The learning curve Over-reliance on software 8 8 6 8 6 9 6 6 6

Must start with A list of tasks Or A Work Breakdown Structure Always make your first task a PROJECT summary task to which all other tasks are subordinate

Bring up MS Project Start in the Gantt View Set for automatic scheduling Enter task detail in the entry table to the left Subordinate tasks appropriately Link Tasks as appropriate

Project Information Box

Project Information Box Can schedule from a start date or backward from a stop date Can choose a particular calendar type—that makes assumptions about when people will be working

Entering Tasks in the Gantt View Enter Tasks into the entry table on the GANTT view Entry table is behind the GANTT chart and works just like a spreadsheet Can also enter tasks in the network diagram or the task usage views

Tables You can choose a variety of tables to view in conjunction with the Gantt view Entry, Cost, Schedule, Tracking, Earned value, Usage, Variance, Work, Hyperlink… are just some of the tables you can choose from Click on View on the Menu bar and then click on Table To view all the tables, click on More Tables…

Columns You can add columns to any table in the Gantt view Click on Insert and then Columns Select the column you want included in the table by clicking on the dropdown arrow associated with the first box and selecting the desired column name Click on OK That column will be included in the table to the left of the point where the selected cell appears

Predefined Reports MS Project provides a number of predefined, static reports that can be displayed and printed Click on View and then Reports The categories are Overview, Current Activities, Costs, Assignments, Workload and Custom

Task subordination Use indent arrow MS Proj has a WBS understanding and assigns a WBS code even though it does not explicitly exhibit a WBS chart

Linking of Tasks Select tasks to be linked Click on the chain-link icon Decide on precedence relationship: FS, SS, FF, SF

Setting start & stop dates When you set a date in the entry table of the Gantt view, MS Project treats it as if it were a “hard” constraint It schedules everything around such “hard” dates

Assigning resources Resources have to be created before they can be assigned You can use the “faces” icon in the Gantt view to both create and assign resources Resources are created once they are named Alternatively, you can create resources in the Resources Sheet view Simply click on this “view” in the column on the left.

Calculating costs Fixed costs Variable costs Enter these in the cost table From the VIEW menu item change to the cost table Enter fixed costs Variable costs Enter resource hourly rates MS Project will calculate

Project Management Software Features Budgeting and cost control Calendars Email Graphics Importing/exporting data Handling multiple projects and subprojects Report generation 3 3 3 3 3 3 3 3 3

Project Management Software Additional Features Resource management Planning Project monitoring and tracking Scheduling Security Sorting and filtering What-if analysis