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Gerasimos Kontaxis Microsoft Certified Trainer 1 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 2 1 Project control 3 WBS: Work Breakdown Structure 4 2 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. 5 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 6 3 Gantt Chart 7 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 8 4 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 9 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 5 MS Project 2013 user interface 11 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 12 6 Creating a Project Management plan 13 Viewing the entire plan 14 7 Saving Formats 15 Changing the default Options File > options …. 16 8 Setting the Baseline 17 Tracking Progress 18 9 Reporting Progress 19 TASKS 20 10 Types of dependencies 21 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. 22 11 Types of dependencies 23 Task Mode: Manually scheduled VS Auto scheduled 24 12 Task Information 25 Task Information …Predecessors 26 13 Task Information… Advanced 27 Legend 28 14 Timeline view 29 RESOURCES 30 15 Resource Sheet Type: Work , Material , Cost Units: 100 % , less for part time – more for multiple units Rate: Standard and Overtime Calendar: Basic or other 31 Assigning Resources 32 16 Resource Usage 33 MONITORING 34 17 Project 4 6 35 Tracking Gantt 36 18 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 37 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 38 19