Managing Projects Using

Microsoft Project 2010

Agenda
Introductions
Setting Workshop Expectations
Project Management Concepts
Whats New in Microsoft Project 2010
Introducing Microsoft Project 2010 Interface
Planning Projects With Microsoft Project 2010
Tasks ,Resources & Cost
Tracking
Views and Reports

Project Management
Concept

Benefits of Planning
Plan

Do / Undo / Redo
Complete

Start

Plan

Execute
Benefit of Planning

Start

Complete

Project-PMBOK Definition
Project A temporary endeavor undertaken to create
a unique product or service
How Temporary?
Has a definite beginning and end, not an on-going effort
Ceases when objectives have been attained
Team is disbanded upon project completion

Unique?
Product characteristics are progressively elaborated
The product or service is different in some way from other
product or services

Triple Constraint Theorem

Balancing SCOPE, COST
and TIME within the
frame work of QUALITY,
meeting customer
expectations

Time
Qualit
y
Scope

Cost

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

Execution Process
Closing Process
Controlling Process

Typical Project Life Cycle

Executing
Processes

Initiating
Processes

Planning
Processes

Controlling Processes

Phase
Start

Time

Phase
Finish

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

Planning and Executing Projects

Define & Organize

the Project
Establish the
Project
Organization
Define the
Project
Parameters
Define the
Project
Framework

Plan the Project

Execute & Control

the Project

Develop WBS

Collect Status

Develop the
Schedule

Analyze Variance

Refine Est. &

Resource Req.

Plan & Take

Adaptive Action

Develop Risk
Management
Plan

Report Project
Status

Close Out

Project Archive

Formal
Acceptance

Lessons Learned

Define & Organize the Project

Planning and Executing Projects

Define & Organize

the Project
Establish the
Project
Organization
Define the
Project
Parameters
Define the
Project
Framework

Plan the Project

Execute & Control

the Project

Develop WBS

Collect Status

Develop the
Schedule

Analyze Variance

Refine Est. &

Resource Req.

Plan & Take

Adaptive Action

Develop Risk
Management
Plan

Report Project
Status

Close Out

Project Archive

Formal
Acceptance

Lessons Learned

Develop the
Work Breakdown Structure

Work Breakdown Structure

(WBS)

WBS is a tool for identifying project work

Hierarchical, logical structuring of project work
It provides comprehensive Methodology

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 grouping
Repeat 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

Remember in include
Task related with following:
Planning activities for the project
Approval cycle
Key project meetings
Management/customer interfaces
Quality inspections/fixing defects
Training
Project management
Test planning, development and execution
Project reviews and project closing

WBS- Bottom-up
Team Effort:
1. Brainstorm all tasks
2. Organize tasks into 4-7

major groupings reflecting

how the project will be
managed

Define
Define &
&
Organize
Organize
the
Project
the Project

Plan
Plan the
the
Project
Project

Execute
Execute
&
&
Control
Control
the
the
Project
Project

Close
Close
Out
Out

Level of Detail
Project is broken down to the level
of desired tracking

WBS Example

Assign Ownership
Task Ownership
Multiple Owners = 0 owners
1 owner per task
Owner responsible for planning and managing task
Owner may or may not be a doer

Responsibility Matrix

Develop The Preliminary

Schedule

Network Development
Precedence Diagramming Method

Start

Finish

Activity on Node

Milestones
No Duration or Work
Start/Finish
Significant Events
(Example- Conference)

External
dependencies/
deliverables

Major
Accomplishments
Phase Signoffs
Intermediate
Checkpoints
Status reporting
periods

Network Development
Task Relationships
Predecessor

Finish to Start

Successor

Predecessor

Successor

Predecessor
Successor

i
j

Successor

Predecessor

Start to Finish

Finish to Finish
Start to Start

Network Development
Task Relationships Lead & Lag
Predecessor

Finish to Start

lag
2d

Successor
j

Predecessor
i
lead

Finish to Start

2d
Successor
j

Precedence Diagram
ES

EF

Duration 7
Task A
LS

LF

ES

EF

Duration 6
Task C
LS

LF

ES

EF

Duration 3
Task G
LS

LF

ES

EF

Duration 2
Task H

Start
ES

EF

Duration 3
Task B
LS

LF

ES

EF

Duration 3
Task D
LS

LF

ES

EF

Duration 2
Task F
LS

LF

ES

EF

Duration 3
Task E
LS

LF

LS

LF

Finish

Forward Pass Early Start, Early Finish

ES

EF

0
Duration
Task A
LS

ES
7
7

LF

7
Duration
Task C
LS

ES

EF
13
6

LF

EF

13
Duration
Task G
LS

16
3

LF

Start
ES

EF

0
3
Duration 3
Task B
LS

LF

ES

EF

3
6
Duration 3
Task D
LS

LF

ES

EF

3
5
Duration 2
Task F
LS

LF

ES

EF

6
9
Duration 3
Task E
LS

LF

ES

EF

16
Duration
Task H
LS

LF

18
2

Finish

Backward Pass Late Start, Late Finish

ES

0
EF

0
Duration
Task A
0
LS
LF

ES
7
7
7

0EF

7
Duration
Task C
7
LS

ES
13
6
13

LF

0EF

13
Duration
Task G
13
LS
LF

16
3
16

Start
ES

7
EF

0
Duration
Task B
7
LS
LF

ES
3
3
10

7EF

3
Duration
Task D
10
LS
LF
ES

ES
6
3
13

8EF

5
3
Duration 2
Task F
11
13
LS

LF

7EF

6
Duration
Task E
13
LS
LF

9
3
16

ES

0EF

16
Duration
Task H
16
LS
LF

18
2
18

Finish

Critical Path Longest Path, Zero Float

ES

0
EF

0
Duration
Task A
0
LS
LF

ES
7
7
7

0EF

7
Duration
Task C
7
LS

ES
13
6
13

LF

0EF

13
Duration
Task G
13
LS
LF

16
3
16

Start
ES

7
EF

0
Duration
Task B
7
LS
LF

ES
3
3
10

7EF

3
Duration
Task D
10
LS
LF
ES

ES
6
3
13

8EF

5
3
Duration 2
Task F
11
13
LS

LF

7EF

6
Duration
Task E
13
LS
LF

9
3
16

ES

0EF

16
Duration
Task H
16
LS
LF

18
2
18

Finish

Critical Path :
Longest Path Zero Float
Forward Pass = Early Start/Finish
Backward Pass = Late Start/Finish
Positive Float/Negative Float
Critical Path has zero or negative float

Exercise - Critical Path

ES

EF

Duration 4
Task A
LS

LF

Start

ES

EF

Duration 4
Task B
LS

LF

ES

EF

ES

EF

Duration 3
Task C
LS

LF

ES

EF

Duration 5
Task E
LS

LF

LF

EF

Duration 10
Task G

Duration 7
Task D
LS

ES

ES

EF

Duration 5
Task F
LS

LF

LS

LF

Finish

Approve &
Set the Project Baseline Plan

Baseline
Snapshots of approved plan
Establishes a target
Provides something to measure
progress against
Makes project goals visible

Define
Define &
&
Organize
Organize
the
Project
the Project

Plan
Plan the
the
Project
Project

Execute
Execute
&
&
Control
Control
the
the
Project
Project

Close
Close
Out
Out

Approve &
Set the Project Baseline Plan
Definition

The baseline is the plan

against which all project
progress will be measured
The baseline is set at the
end of the planning phase

Approve &
Set the Project Baseline Plan
Process

Communicate the setting of the

baseline to all groups that are
impacted
Distribute approved plans and
supporting assumptions in accordance
with project framework decisions
Archive a copy of the schedule and
resource plans along with the
assumptions
Ensure that any contracts with
suppliers and customers are
consistent with the baseline

Approve &
Set the Project Baseline Plan
Changing the Baseline
Once set, it should not be easily changed
The baseline plan can only be changed after:
Major events which cause change have been
identified and communicated
Impact of changes has been approved

Define & Organize the Project

Planning and Executing Projects

Define & Organize the Project

Planning and Executing Projects

Track & Manage the Project

Benefits of Tracking
Provides clear indication of progress
Keeps everyone informed
Encourages the addressing of problems
Provides credible completion estimates

Data Collection
3 Key Questions
Did 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 window
Usually less than 15 tasks per status period
Low-key, unintrusive status collection!

Status Collection Methods

Reports

Meeting

Planning Support
E-Mail

Identify Variances
Variances is the
difference between
plan and actual
Projects slip one day
at a time

Identify Variances

Schedule
Variances

New activities on the critical path

Changes in milestone dates or the
end date of the project
Reductions or increases in float for
upcoming activities
Slips in the schedule of particular
groups of activities

Identify Variances

Resource
Variance

Investments of more time than

planned
Not investing enough time to get the
task done on schedule
Conflicting requirements for common
resources (now and in the future)

Identify Variances

Scope
Variance

Deliverables not meeting or

exceeding specs
Deliverables not meeting or
exceeding quality requirements

Save Status Information

Purpose

Provides new team

members or new project
manager taking over an
ongoing project with
valuable information
Summarizes adaptive
actions taken to date

Define & Organize the Project

Planning and Executing Projects

Define & Organize the Project

Planning and Executing Projects

Conduct a Closeout Review

Purpose

Define
Define &
&
Organiz
Organiz
e
e the
the
Project
Project

Plan
Plan the
the
Project
Project

Execute
Execute &
&
Control the
Control
the
Project
Project

Close
Close
Out
Out

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 success
Avoid 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

Close the Project File

Process

Define
Define &
&
Organiz
Organiz
e
e the
the
Project
Project

Plan
Plan the
the
Project
Project

Execute
Execute &
&
Control the
Control
the
Project
Project

Complete all final review documents

Bundle similar reports, if possible (all status
reports) and label the bundle
Facilitates later research
Helps ensure that individual; papers arent lost
All files should be sent to Administration for
storage
Ensuring that the files are stored properly and
is the project managers responsibility

Close
Close
Out
Out

Whats new in
Microsoft Project 2010

Introducing Microsoft
Project 2010 Interface

Exercise

Project Plan Example - Software Development

ID Task Name
Durations
Resources
1
4 days
Systems Analyst 1No.
Requirement Study
2

Task Relationship

Design

3
4

High level design

5
6
7

Module-1
Module-2

8
9
10

Module-1
Module-2

11
12
13
14
15

Unit-1
Unit-2
Integration
Software Documentation

3 days

Designer 1No.

1 FS

4 days
5 days

Designer 1 No.
Designer 1 No.

3 FS
5 SS

12 days
18 days

Programmer 1 No.
Programmer 1 No.

5 FS
6 FS

4 days
6 days
4 days
20 days
0 days

QA Engineer 1 No.
QA Engineer 1 No.
QA Engineer 1 No.
Technical Writer 1 No.

8 FS
9 FS
11 FS, 12 FS
13 FF
13 FS, 14 FS

Low level design

Development

Testing

Release Software

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