1. Project Development Using PMPlan by AlNik Solutions Copyright 2007-2011©

2. Connect to PMPlan Sandbox! Cancel in Startup Form Select ‘New Connection’ Check ‘PMPlan Sandbox’ Click ‘Test Connection’ Click ‘OK’

3. 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

4. Custom Reports Standard Reports anDbManager (Database Administration) PMPlan Enterprise Tool Suite PMPlan (Project Management) Basis-Of-Estimate Labor Loading Other Direct Costs Budgets Company Accounting Data Company Rate Data Company Roster Data Work Breakdown Structure Objectives Deliverables Scheduling Importing Actual Estimate-To-Complete Earned Value Methodology Jobs CategoriesJobs RatesBurden RatesRosterActual Standard Reports Custom Reports LMPlan (Line Management) Planned Monthly Loading Data Assigned Monthly Loading Data Standard Reports Custom Reports PMFolio (Portfolio Reports) Balance Remaining Workforce Requirements Deliverables Milestones Revenues Cash Flow

5. 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.

6. 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.

7. 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)

8. “Robert’s Rules of Order for Project Management” 1.Get a project charter 2.Create the project scope statement 3.Create the WBS with the project team 4.Create the activity list from the WBS 5.Sequence the activities in the order in which they must – or should – happen 6.Estimate the time of the activities based on which resources you have to complete the activities 7.Assign the needed resources to the activities 8.Get it done. From “Real Life Project Management: Managing the Project Scope” by Joseph Phillips Jan 28, 2005

9. 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.

10. 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.

11. Elements of a Project’s Life Cycle Client Statement of Work Preliminary Project Plan Internal Review Proposal Project Plan Client Review/ Negotiations Baseline Project Plan Work Authorization Project Execution Client Requested Changes Project Monitoring Revised Project Plan Revised Project Plan PMPlan can be used effectively for most of the elements of a project’s life cycle.

12. Elements of Developing a Project Plan Client SOW Work Breakdown Structure Activity Definition Resource Planning Resource Pool Activity Sequencing Activity Duration Estimating Cost Estimating Schedule Development Work Packages Project Plan Development PMPlan can address these elements when developing the project plan.

13. 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

14. 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’

15. 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 Subtopics –New Project Dialog –Information Tab –Custom fields

16. Startup Screen For 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

17. Archive Capability

18. New Copy Project Features

19. New Project Form Title Start Date Objective Work Days Starting Day of Work Week Pricing Type Type of Program

20. 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.

21. Agenda ‘Project Development’ 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

22. 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

23. PMPlan Work Areas App Title Bar Menu Bar Toolbars Area Input/Output Area Tab Select Area Status Bar

24. 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.

25. 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

26. 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 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

27. 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.

28. 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

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

30. 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 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

31. Logic Diagram Network View

32. Logic Diagram Tab

33. Activity Sequencing – Logic Network Currently selected Activity Blue Activities must be completed before selected Activity Magenta Activities can start after selected Activity is completed Red 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

34. Activity Sequencing – Logic Network Earliest Finish Activity WBS Number and Title Duration of Activity Earliest Start Latest Finish Latest Start Float

35. 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.

36. 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

37. 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

38. 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

39. 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

40. 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.

41. 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.

42. Recurring Activities Title should end with s

43. 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.

44. 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.

45. 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.

46. 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.

47. 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

48. 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

49. 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.

50. 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.

51. 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 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

52. 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.

53. Resource Pool PMPlan 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”.

54. 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.

55. 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.

56. 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.

57. 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

58. ODC Escalation Method Jan…JulAugAug SepSep OctOct NovDecDec JanFebFeb MarAprTotals Escalation Steps 1.031.06 Schedule ODC Raw$1000 $5000 Burdened New$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.

59. Total Effort Tab (First Cut Budgeting)

60. Auto-Spreading Modes Control Shape of Spreading

61. Entering Materials and Travel Data Standard Entries Using Duplicate Information among activities

62. Loading and Costing – ODC and Material Costs If going to use a general ODC use a Cost per Unit of $1.00

63. Loading and Costing – Travel Costs Detailed information can be entered for travel, material, services, etc., providing evidence to support the estimates.

64. 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

65. BOE Mode for Total Effort

66. Usage Tab - Resource Planning & Project Allocation Levels n The scaled color-coding of allocation gives you a quick overview of how well you are utilizing resource in the project. n 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.

67. Budget Tab - Cost Estimating Budgets can be viewed in daily, weekly, monthly, quarterly, annual, or fiscal time periods. The numbers can also be cumulative.

68. 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

69. 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

70. 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

71. 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.

72. 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

73. Risk Analysis (Cost and Schedule) You should conduct both Cost and Schedule Assessments of your plan.

74. Scaling Work Effort Based on your risk you should adjust your budget and schedule before submitting plan.

75. 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 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

76. 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.

77. 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

78. 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

79. WBS Structure Options User can control the level WBS stays horizontal (2, 3, or 4) 2 3 4

80. WBS Dictionary Report The narrative outline can be exported from PMPlan into a RTF Word Processor.

81. Schedule Report PMPlan’s schedule matches Schedule Tab settings

82. Controlling Schedule Output WBS shown as in Schedule Tab Calendar range same as Schedule Tab Use Tools | Options to control default appearance of bars

83. Milestones

84. Deliverables with Schedule Report A List of Deliverables can be exported to a proposal.

85. Graphs

86. Basis of Estimates (Horizontal Mode) The Resources go across and only display used resources Mode includes BOEs of the subtasks

87. Basis of Estimates (Vertical Mode) The labor displays vertically and only displays the labor categories

88. Project Bill Of Materials

89. 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

90. 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.

91. Using PMPlan Thank you, any questions?