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