Download Agenda - HAU Conferences

Gerasimos Kontaxis
Microsoft Certified Trainer
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Agenda
Work Breakdown Structure (WBS)
Network diagram
g
Creating a Project Management Plan
– Tasks and dependencies
– Resources and Costs
– Saving the plan (baseline)
M it i & C t lli
Monitoring & Controlling a Project
P j t
– Tracking Progress
– Applying changes
– Reporting Performance
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Project control
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WBS: Work Breakdown Structure
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Network Diagram
How Long is the Critical Path of this Network? 27 weeks
3 Weeks
Sales Aids & Brochure Production
2 Weeks
Support
1 Week
Brochures
1 Week
2 Weeks
Definition
Margin
2 Weeks
0 Week
Training
Go/No Go Decision
4 Weeks
Advertising
0 Week
Go/No Go Launch
1 Week
5 Weeks
Acceptance
1 Week
Program Launch
Training
4 Weeks
Stock Profile
7 Weeks
12 Weeks
DBT Stocking & Measuring Sys
Sales
The Critical Path is the longest addition of durations of dependent tasks.
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WBS - - - then Network and Schedule
(1) Start with a WBS
(2) Create a Network
3 W eeks
S ale s A ids &
B ro ch ure
P ro duction
2 W eeks
S up port
1 W eek
B ro ch ures
2 W eeks
0 W eek
4 W eeks
0 W eek
Trainin g
Go /N o Go
D ecisio n
A dvertising
Go /N o Go
La unc h
1 W eek
2 W eeks
1 W eek
D efinition
M a rgin
A cce ptanc e
5 W eeks
Trainin g
4 W eeks
1 W eek
P ro gram
La unch
S toc k
P ro file
7 W eeks
12 W ee ks
D B T S tocking
g&
M e asurin g S ys
S ale
l s
(3) Develop the Gantt Chart
(4) Assign Resources
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Gantt Chart
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Henry Laurence Gantt
(1861 ‐ 1919)
• an American mechanical engineer and management consultant who developed
management consultant who developed the Gantt chart in the 1910s.
• 1931: Gantt charts used on Hoover Dam
(constructed 2 years earlier than expected)
• 1956:
1956: Gantt charts used for the Gantt charts used for the
construction of the US highway network
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Applying PMBOK to MS Project 2013 Develop Schedule
Develop Schedule
Monitor Progress
Monitor Progress
Determine Budget
Apply Changes Resource Plan
Report Performance
Saving Templates
Archiving Projects
Project Starts
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Baseline
Project 2013: How to start
Planning
List tasks & estimate durations 1. Intend tasks 2. Schedule tasks List resources & rates 3. Assign resources (Gantt chart view)
(group phases of project)
(dependencies)
(Resource sheet view)
(who does what)
Set the baseline
Monitor & Control 4
4.
Track progress
Track progress 5. Report progress
(% of completeness)
(% of completeness)
Closing
6. Save as a template 10
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MS Project 2013 user interface
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The Ribbon
• Task tab
–
–
–
–
–
Define and group activities
Estimate durations
Estimate durations
Sequence activities
Adding milestones
task’s progress %
• Resource tab
– Resource Sheet
– Assigning resources to activities
•
• Project tab
–
–
–
–
Project’s Starting Date
Non working dates
Non‐working dates
Setting the baseline
Reporting Performance
• View Tab
–
–
–
–
TimeLine view
Resource Usage
Team Planner
Tracking Gantt
Report tab
–
–
–
–
Dashboard
Resources
Costs
In progress
• Format tab
–
–
–
–
–
Showing the Critical path
Outline numbering
Project Summary
Inserting new columns
Formatting the Chart
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Creating a Project Management plan
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Viewing the entire plan
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Saving Formats
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Changing the default Options
File > options ….
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8
Setting the Baseline
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Tracking Progress
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Reporting Progress
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TASKS
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Types of dependencies
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Task durations
1. All tasks in a Project plan start at the project start date unless you specify otherwise.
2. With no task dependencies or constraints applied, the project finish date is the same
as the longest task’s finish date.
3. Task dependencies, such as the Finish-to-Start dependency between the first and
second tasks (shown here), can change the project’s scheduled finish date.
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Types of dependencies
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Task Mode: Manually scheduled VS Auto scheduled
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Task Information
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Task Information …Predecessors
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13
Task Information… Advanced
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Legend
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Timeline view
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RESOURCES
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Resource Sheet
Type: Work , Material , Cost
Units: 100 % , less for part time – more for multiple units
Rate: Standard and Overtime
Calendar: Basic or other
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Assigning Resources
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Resource Usage
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MONITORING
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Project
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Tracking Gantt
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Baseline and Variances
Cost baseline: The Cost baseline is the basis for cost and schedule control. It used to measure the Planned Value difference between planned work and work actually done during execution. The cost‐baseline is a time‐phased budget used to measure cost performance on the PV
project. Planned Value (PV) is the estimated value of the work planed to be done.
Earned Value The value of work performed, by measuring the amount of Work actually done by now (in currency or hours) in each time period and valuing it in terms of the amount EV
of budget assigned to that work. EV integrates costs and time and is used to forecast future performance and project completion dates.
AC Actual Cost: the exact cost spend to accomplish the task
Actual Cost: the exact cost spend to accomplish the task
SV Schedule Variance: SV = Earned Value – Planned Value (to a specific date) If SV is negative the project is behind schedule. If SV is positive, the project is ahead of schedule.
CV Cost Variance: CV = Earned Value – Actual Cost
If CV is negative the project is over budget
if CV is positive the project is under budget
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Earn value management
PV
Planned Value
(was BCWS)
Cost, Hours, C
t H
or
The Baseline
Work , Products SV
EV
Work Performed
Earned Value
(was BCWP)
Time
When Planned
Actual
http://www.cpmtutor.com/c02/earnedvalue.html
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