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Microsoft Project Microsoft Project
Tutorial Tutorial
Abinet D.Abinet D.
16/10/13
Ms-project training JekaleCMC by Abinet D.
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Conceptual Parts
• Introduction
• Processes
Presentation Outline
1:40 AM 2
MS Project Application
Introduction
Scheduling Tasks
Setting Resources
Assigning Resources Assigning Costs
Checking & Adjusting Project
Plan
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Introduction Introduction
• Background
• Definition, Purposes
• Contractual Bases
• Programming andPresentation Methods
• Programming
Approaches
Presentation Outline
1:40 AM 3
Processes Processes
Basic Planning
Scope, Construction Methods &
Crews
Activities & ResourcesDependencies
Constraints
Activity Duration Estimating
Construction Programs C
o n c e p t u a l P a r t
C
o n c e p t u a l P a r t
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Introduction Introduction
• Background
• Definition, Purposes
• Contractual Bases
• Programming andPresentation Methods
• Programming
Approaches
Presentation Outline
1:40 AM 4
Processes Processes
Basic Planning
Scope, Construction Methods &
Crews
Activities & ResourcesDependencies
Constraints
Precedence Diagram
Activity Duration Estimating
Construction Works Program
Construction Resources Program
Construction Cash Flow Program
C
o n c e p t u a l P a r t
C
o n c e p t u a l P a r t
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• Time is one among the Performance Criteria for Construction Projects
• Time is an important planning component• Time is expressed in Construction Works Program called Scheduling
• Scheduling is for everyone and can be used for every process
• Therefore; Construction Time need to be planned
• Otherwise; Failing to plan is planning to fail; that is, projects will
delay
• Projects delay causes:
– Contractors to pay Liquidated Damages and may loose expensesof idle resources, overhead costs, and escalated amounts
– Employers miss target completion dates, consequential benefits
and additional costs due to time related claims
Introduction: Background
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• Construction Time Management is a process of:
– Identifying Scopes, Activities and Resources
– Programming Works, Resources and Cash Flows
– Tracking, Monitoring and Evaluation of Time related progresses
– Re-Programming
• Purposes include:
– Ensuring the successful completion of projects within the
Contractual agreed date
– Administering Programs and Time related Claims such as
Extension of Time, Prolongation Costs and Liquidated damages
Introduction: Definition + Purpose
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• Bill of Quantities
• Works, Resources and Costs Breakdown Structures for Scope
Definition
• Construction Methods definition and Crews assignment
• Basic / Master, Detail and Updated Programs
• Programming and Presentation Methods and Approaches
selection
• Activities and Resources Dependencies
• Construction Works, Resources and Cash flow Programs
• Administrative and Technological allowances
Introduction: Contractual Bases
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• Bar Chart
• Critical Path Method (CPM)
• Program Evaluation and Review Technique (PERT)
• Network Diagramming (AoA, AoN and PrecedenceDiagram)
• Line of Balance Technique (LOB)
• Critical Chain Method
Introduction: Programming & Presentation Methods
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• Graphical presentations of Works against time
Introduction: Bar Chart
1:40 AM 9
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AdvantagesAdvantages
• Ease of Preparation and Use
Introduction: Bar Chart
1:40 AM 10
DisadvantagesDisadvantages
Lack representations of activities
dependencies
Does not show Critical activities
Provides insufficient information
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AdvantagesAdvantages
• Considers Activities and Resources
dependencies
• Shows Critical and Non-Critical
activities with their floats
• Considers and Provides Sufficient
Information
Introduction: Critical Path Method
1:40 AM 12
DisadvantagesDisadvantages
Lacks considerations of
uncertainties
PERT solves thisdisadvantage
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• Three types of Network Diagramming
– Activities on Arrows system
– Activities on Nodes system later derived to Precedence Diagrams
– Event or Milestones system
• Precedence Diagram
– A derivative method of Activity on Nodes network diagramming
– The Nodes represent:
Introduction: Network Diagramming
1:40 AM 13
Earliest StartActivity
Number
Earliest
Finish
Latest Start Latest Finish
Activity Description
Total Float Duration
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• Precedence Diagram
– The Arrow represents:
• Four Type of Dependencies shown by the directions of the arrows; and
• Lag or Lead times between activities.
Introduction: Network Diagramming
1:40 AM 14
01
5
0 5
Site
Clearance
0 5
2
3
20
7 25
Bulk
Excavation
5 18
SS = 2
5 2 255 25
Borrowed Fill
0 20
FS = 0
25
4
10
0
25 10
0
Sub Base
0 75FS = 0
FS = 5
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• Precedence Diagram
– The Four types of dependencies
Introduction: Network Diagramming
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• LOB method is used to program / schedule recurrent activities
• Recurrent activities include:
– Sections in Transport, Communication and Electric Power Line related Projects
– Construction Works on consecutive floors of buildings
Introduction: Line of Balance Method
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• Forward Pass Computations– Determines earliest starts and finishes
– Saves Floats if adhered to earliest starts and finishes
• Backward Pass Computations– Determines latest starts and finishes
– Indicates floats to consume w/out affecting completion
dates
Introduction: Programming Approaches
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Introduction Introduction
• Background
• Definition, Purposes
• Contractual Bases
• Programming andPresentation Methods
• Programming
Approaches
Presentation Outline
1:40 AM 18
Processes Processes
Basic Planning for Programming
Scope, Construction Methods &
Crews
Activities & ResourcesDependencies
Constraints
Activity Duration Estimating
Construction Programs
C o n c e p t u a l P a r t
C o n c e p t u a l P a r t
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Processes: Basic Planning for Programming
1:40 AM 19
ItemsItems TasksTasks ApproachesApproaches
Works
Identifying & Knowing what is to be done
Identifying the activities involved
Identifying how the works can be done
Studying Contract Document
Developing WBSs
Selecting Construction Methods
Assignment of Crews
Time
Identifying When activities shall be done
Whichactivities can be done in parallel?Which activities shall be done before or after thisactivity?
Trade off between time and cost
Identifying which ones require at most attentions
Identifying where to provide buffers
Network Analysis
Critical Path
Critical Chain
ResourcesAssigning resources requirements MBSs, LBSs, EBSs & CBSs and their
Schedules
Controlling
Developing Performance Targets / Milestones
Identify how such targets to be measured
Identify how to transform trends into impacts
Communicate Performances
Gantt Chart with Milestones
Schedule and Cost Variances
Cost & Schedule Performance Index
Reporting Formats
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• Scope
– BOQs of the Contract Document defines Scope of Works
– WBSs is a tool to show the various classifications of Scopes for Construction
Works Programming
Processes: Scope, Construction Methods & Crews
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• Construction Methods considers
– Own Force Vs Outsourcing (Alliance / Sub Contracting)
– Equipment Vs Labour Intensive
– Own / Buy or Rent or Lease (Storage and Equipment)
– On site Vs Prefabrication and Assembly / Plant Based
– Temporary Vs Permanent Works
• Construction Methods describes
– General description
– Scope and Tasks Involved
– Preparatory Works
– Resources involved
– Crew Designated and / or Assigned
– Productivities per Crew
Processes: Scope, Construction Methods & Crews
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• Construction Methods: Example
Processes: Scope, Construction Methods & Crews
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• Construction Methods
Processes: Scope, Construction Methods & Crews
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• Construction Crews– Shows composition of Labor and Machineries for each trades of
works
– Serves as bases for determining productivities
– Are either based on Organizational / National / International
Standards
– National Standards include:
• EBCA / ETCA later BaTCoDA Standards
• MoWaUD Pre - Output Norms
Processes: Scope, Construction Methods & Crews
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• Activities Dependencies define
– Which activity to Start / End
– Which Activity to Precede / Follow
– Which Activities to be executed in parallel
– Which Activities diverge from Which Activity
– Which Activities merge to which Activity
• Resources Dependencies considers
– Lead Time / Buffer for Resources Delivery
– Storage Capacity for Resources Delivery
– Scarcity for Resources Delivery
Processes: Activities and Resources Dependencies
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• Constraints show Lead / Lag times in Network Diagrams and
Work Programs• Constraints are considered for:
Submittals which required for Engineer’s Initial & Intermediate reviews
Shop Drawing Approvals
Start up, Testing and Inspections Mockups for Local & Imported materials
Procurement & Delivery for Local or Imported Materials, Machinery Rental or
Import
Procedural requirements for Sub Contracting
Plant erection & Installations
Productions
Installation and Removal of Temporary Works
Curing, etc
Processes: Constraints
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• S – Curve can be the bases for Preliminary estimates of Time – Cost cut
off points for its three Categories
Processes: Estimating Activity Durations
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• For individual activities: di = qi / (pi x nci); where
– di = duration of an activity i
– qi = quantity of an activity i planned to be executed
– pi = productivity of an activity i per a crew
– nci = number of crews for an activity planned to be executed
• numbers of crews are determined by apportioning the completion
time and iteratively arriving to an optimum value
Processes: Estimating Activity Durations
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• Construction Programs include
– Construction Works Program• Activities from WBS & BOQs
• Activity Quantities
• Activity Durations
• Lag Times• Precedence Diagrams
– Construction Resources Program
• Resources from LBSs, MBSs, EBSs & CBSs
• Lead Times
– Construction Cash flow Program
• Cash Inflows from diversified financial sources
• Cash Outflows including Direct and Indirect Costs
• Cash Flow Balance
Processes: Construction Programs
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Conceptual Parts
• Introduction
• Processes
Presentation Outline
1:40 AM 30
MS Project Application
Introduction
Scheduling Tasks
Setting Resources
Assigning Resources
Assigning Costs
Checking & Adjusting Project
Plan
M S P r o j e c t A p p l i c a t i o n
M S P r o j e c t A p p l i c a t i o n
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• MS Project
– Is a Programming Software
– Uses specialized databases internally
– Defines Project and Task information
– Stores and Presents many data such as Tasks, Durations, Links,
Resources, Milestones, etc.
– Undertakes computations to determine Early / Latest Starts /
Finishes; Floats / Slacks; Critical Activities / Path; Costs;
Progresses; etc.
– Presents results in different Views such as Gantt Chart;
Precedence Diagram; Resources Graph; Cash flow; etc.
– Programs, Tracks and Update Programs
– Provides reports
Introduction
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Microsoft Project 2007
• Just a tool; which helps to manage
actives
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What do we need to work with MS-Project
• Worked resource breakdown.
• Duration to each activity (Start date, finish
date, calendar, etc…)
• Relation of activities
• Generally Understanding your Project
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What to Expect /Ms-Project output/
Automate repeated tasks: If you havetasks that repeat throughout the life of a
project, such as weekly meetings or regular
reviews, you can create a single repeating
task, and Project duplicates it for you.
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What to Expect /Ms-Project output/
Project templates: If you often do similar typesof projects, you can create project templates with
typical project tasks already in place; you can
then modify the templates for individual projects.
Project comes with templates to help you get
started.
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What to Expect /Ms-Project output/
Import existing task lists: You can createprojects from tasks that you’ve set up in
Outlook, or you can use Excel to start your
project and then easily import the
spreadsheet into Project.
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What to Expect /Ms-Project output/
Macros: You can take advantage ofMicrosoft Visual Basic to build macros that
automate repetitive tasks, such as
generating weekly reports. (advanced
option)
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What to Expect /Ms-Project output/
Advanced reporting and analyticalcapabilities: In addition to the reports
Project provides, you can easily use Project
data to prepare reports in Visio and Excel,
providing you with additional analytical
capabilities.
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What to Expect /Ms-Project output/
• Visual reports
• Cost /financial reports/
• Activity assignment• List of tasks in different categories
• A Gantt Chart
• Critical path
• Easy summary tasks
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Defining the Project
• The objective of the project should bedefined by the person/group that is going to
manage the project.
• Tasks, start times, and deadlines should be
clearly established.
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Using MS Project
• Define the Project• Build the Plan
– Set a start date
– Enter tasks/durations
– Assign resources
– Link tasks– Fine tune the plan
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Using MS Project (cont’d)
• Track and Manage– Set a baseline
– Enter actual
– Adjust plan
• Close Project
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Start working with MS-Project
• Click start on Windows 7– Click on start
– All Programs
– Microsoft Office
– “Microsoft office 2007”
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Start working with MS-Project
• For windows 8- Type “Microsoft office 2007” in search box or
look @ on recent items
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Default View of Ms Project
Table areaChart area
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• Two Options to open an MS Project file:
– Open MS Project from MS Office Drop Down Menu– From Existing File using “OPEN” from “File” Menu
– Creating a New File using “NEW” from “File” Menu
Start => MS-Project
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Setup a Project information
1:40 AM 47
((To be scheduled from project startTo be scheduled from project start
date)date)
1. Click Project > Project
Information.
2. In the Start Date box,.
–– By default, the Start Date By default, the Start Date
box shows today’s date.box shows today’s date.3. Click OK.
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Setup a Project information
1:40 AM 48
SETUP A PROJECT(To be scheduled from project(To be scheduled from project finish finishdate)date)
1. Click Project, Project
Information.
2. In the Schedule From box,
click Project Finish Date.
3. In the Finish Date box,enter the project finish
date.
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Setting Your Project Calendar
1:40 AM 49
Working with Base Calendars in Microsoft Project Working with Base Calendars in Microsoft Project
Microsoft Project comes with four base calendars. These base calendars are like
calendar templates that you can apply to a set of resources,resources, aa setset of of tasks,tasks, oror thethe projectproject
asas aa wholewhole.
• Standard Working time is set to Monday through Friday, 8:00 A.M. until 5:00 P.M.,
with an hour off for lunch from noon until 1:00 P.M. each day. ThisThis isis thethe default default
basebase calendar calendar used used for for thethe project, project, for for tasks,tasks, and and for for resourcesresources..• Night Shift Working time is set to an 11:00 P.M. until 8:00 A.M. night shift, five
days a week, with an hour off for lunch from 3:00 A.M. until 4:00 A.M. each
morning.
• 24 Hours Working time is set to midnight until midnight seven days a week; that is,work never stops. This base calendar is typically used for projects in a manufacturing
situation.
• Customs (next topic)
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MODIFYING A CALENDAR
1:40 AM 50
Click Tools, Change WorkingTime.
Dialog box will open with the
name “Change Working Time”
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MODIFYING A CALENDAR (CONT’D)
1:40 AM 51
Click on “crate New Calendar” tab
and rename your project calendar In the For box, click the name of
the base calendar you want to
modify
To change the working time of a
single day, click that day.
In the Exceptions field, write the
holiday. AutomaticallyAutomatically thethe selectedselected
dayday willwill bebe setset asas nonnon workingworking timetime
Example: Select January 20 and write
“Ethiopian Epiphany” at the Exceptions
Field. Do to the same for 13 nation
holyday
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MODIFYING A CALENDAR (CONT’D)
1:40 AM 52
To change the working time of a
particular day of each week,Select the workweeks field.
For example, to change the
working time of Saturday, Select
Details button. Select the day (example Saturday)
and Mark the “Set day(s) to these
specific working time”
then change the times in the From
and To boxes as needed.
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MODIFYING A CALENDAR (CONT’D)
1:40 AM 53
To add or change the working time of a
day in another month. In the Change Working Time dialog
box, select the calendar from the
“For calendar” drop-down list, and
then click the Exceptions tab.
TheThe ExceptionsExceptions tabtab appearsappears..
Enter the name, start date, and finish
date as you would for a regular
exception.
Recurring exceptions tend to span
longer periods of time than
exceptions for holidays or training
classes.
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Working with Ms-project views
• It vital of ms-project
• We use frequently now and then
• Its adjustable
• Have five main views
• Calendar view
• Gantt Chart
• Network Diagram
• Task Usage
• Tracking Gantt Chart
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Working with Ms-project views
• Calendar view
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Calendar View
• Keeps tabs on whentasks occur.
• Quickly see how long
tasks take, when theystart and finish, and
how they occur in
relation to other tasks.
• To view, click the
Calendar icon
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Working with Ms-project views
• Gantt Chart
• Very common view of Ms-Project
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Working with Ms-project views
• Network Diagram
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Working with Ms-project views
• Task Usage
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Task Usage View
• Work with task andresource information
side by side.
• Easily create usefulreports about when a
resource is scheduled
to work on a task.
• To view, click the
Task Usage icon
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Working with Ms-project views
• Tracking Gantt Chart
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Resource Graph View
• See whether resourcesare over allocated,
what capacity they're
working at, and how
much they cost in a
timescale graph
• To view, click the
Resource Graph icon
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More Views
• Resource Sheet View– Easy way to review, add, edit data about
resources
• Resource Usage View
– Work with resource and task information side
by side
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Working with ==>>Tools ==>>Option
View tab; Point to
focus
•Default view•Calendar type•Date format•Currency symbol
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Changing Date formats
•It is possible to change date formats by clicking:•Tools => Option => View
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Working with ==>>Tools ==>>Option
General Tab;
•User name
•Rate /hr or /day
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Working with ==>>Tools ==>>Option
Edit Tab;
•View option
•Minutes, Hrs, day..
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Working with ==>>Tools ==>>Option
Calendar Tab;
•Week/yr stats on
•Working hr/day …
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Constraints
Definition and Types of ConstraintsEight types of constraints available in Ms Project. By default all tasks are assigned As Soon
As Possible constraint.
• As Soon As Possible (ASAP) Starts the as soon as possiblebased on links to other tasks. allow schedule changes tostart tasks earlier or later .– Used for Starting a task as soon as possible with predecessor
tasks, if any, allow. Do not enter a date with this constraint ..
• As Late As Possible (ALAP) Starts the as late as possiblebased on links to other tasks. allow schedule changes to
start tasks earlier or later.– Used for Starting a task as late as possible with out delaying the
project end date or the finish date of a successor task .do no entera date with this constraint.
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• Finish No Earlier Than (FNET) Finishes thetask on or after the day you enter. allowsschedule changes to start tasks later .
– Used for Tasks that perhaps can but shouldn’t finishbefore a specific date. Ms Project automatically
assigns this constraint when you enter a task finishdate.
• Start No Earlier Than (SNET) Starts the taskon or after the day you enter. allows schedule
changes to start tasks later.– Used for Tasks that must start on or after a specific
date. Ms Project automatically assigns this constraintwhen you enter a task start date.
Constraints cnt’d
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• Finish No Later Than (FNLT) Finishes thetask on or before the day you enter. Allowsschedule changes to move the finish date up to.But not later than the specified start date.
– Used for Tasks that must finish by a specific date• Start No Later Than (SNLT) Starts the task on
or before the day you enter. Allows schedule
changes to move the finish date up to. But notlater than the specified start date.
– Used for tasks that must start by a specific date.
Constraints cnt’d
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Constraints cnt’d
• Must Finish On (MFO) Finishes the taskon a specific date. schedule changes don’taffect the finish date.
– Used for Tasks that must finish on a specificdate.
• Must Start On (MSO) Starts the task on aspecific date. schedule changes don’t affectthe start date.
– Used for Tasks that must start on a specific date
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Entering Tasks and Durations
• Tasks are entered in the “Task Name”column
• Subtasks are created by indenting a task.
• Durations may be entered in number of
working days or start and finish dates may
be used
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Entering Tasks and Durations
Inking Duration with Excel• Copy duration column from excel and “past
special” in ms-project duration column
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• Recurring tasks like weekly meeting• Click on Insert (main menu) recurring
task
Entering Tasks and Durations
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Standard Markers
• Normal Task
– designates ordinary task duration
• Summary Bar
– designates the duration of a group of sub-tasks
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Special Markers
• Milestones– A reference point marking a major event in a
project and used to monitor the project's
progress– To create a milestone, Enter “0” in the duration
field
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Changing Marker Styles
• Double-click on the Marker you want to change
and format accordingly or from main menu
forma=> Bar style (for the project)
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Assigning Resources
• A resource can be a single person, anequipment, or it can represent a group, such
as Plumbers
• Information on resources includeAvailability, Costs, and Working Time
• Resources are very important in accurate
scheduling
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• Copy all list of resources and past @ resource sheet
• View => Resource Sheet
Assigning Resources
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Assigning Resources
• Enter pertinent information and click OK.
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Assigning Resources
• To Assign a Resource:
– Select the task to which you want to assign the resource
– Click the Assign Resources button on the toolbar Or from
tools main menu bar “Assign Resource” or select task
and Alt+F10
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Assigning Resources
• If resources are not already set up, doubleclick on the name box
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Entering Cost (BOQ)
• We need this when we do planning forcontractor side (or not earned value) after
award of contract. In this scenario even if
we assign project resource we have to satevalue as zero, and to follow our financial as
of our BOQ.
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• Setting View for cost
Entering Cost (BOQ)
• The copy your data on excel and
pate here the amount should be
at “fixed price”
C l
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Crating Financial Report view
• Again we need this when we do planningfor contractor .
• We need to have financial report view left
side actives on right side monthly cashflow.
C i Fi i l R i
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Crating Financial Report view
• Click on view• More views
• Select task usage
• Click copy
• Rename as cash flow
• Select table; cost• Click ok
C i Fi i l R i
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Crating Financial Report view
C i Fi i l R i
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Crating Financial Report view
You will have normal cash flow view (BOQ) or duration
on the left and monthly executed/planned monetary
value on right side
Li ki T k
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Linking Tasks
• Some tasks require that another task becompleted before it can begin. These tasks
must be linked.
• Tasks and subtasks are linked by assigningPredecessors.
Li ki T k
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Linking Tasks
• Predecessor– A task that must start or finish before anothertask can start or finish
• Successor– A task that cannot start or finish until another
task starts or finishes
– A task becomes a successor when a rownumber is entered in the predecessor column
Li ki T k
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Linking Tasks
There are four types of relationships between tasks:
Finish-to-Start; The default link between tasks and what you
get when you press the Link Tasks button on the Standard
toolbar. This is sometimes called a “stair step” or “waterfall”plan when tasks are linked using this relationship type. Tasks
happen in serial fashion, one after the other. Task 1 finishes and
then Task 2 begins.
Li ki T k
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Linking Tasks
Start-to-Start; Tasks begin at the same time. Tasks are
linked in a parallel fashion, happening at the sametime. Task 1 and Task 2 begin at the same time.
Microsoft Project 2007 Level 1Creating Project Tasks
Linking Tasks
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Linking Tasks
Finish-to-Finish; Tasks end at the same time. Again
tasks are parallel, happening at the same time. Task 1
and Task 2 finish at the same time.
Linking Tasks
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Linking Tasks
Start-to-Finish; Tasks are not listed in chronological
order, or tasks from one category of your project plan
affect tasks in another category. Tasks are happening in
a serial fashion; Task 1 starts after Task 2 finishes.
Linking Tasks
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Linking Tasks
Adding Lags; in any of previous links you can also
add lag .
Linking Tasks
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Linking Tasks
Fine Tune the Plan
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Fine Tune the Plan
• When all resources have been assigned and
appropriate tasks are linked, the original
Gantt chart will be complete
• Check to make sure tasks have been linkedcorrectly and task durations are correct
• The project is now ready to begin
Set a Baseline
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Set a Baseline
• A baseline compares your original plan for
the project with the actual course of the
project.
• You can see which tasks started earlier orlater than planned, exceeded their original
budget, took longer than planned, and so on.
Set a Baseline
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Set a Baseline
• Create a baseline after you've polished it
and just before you actually start work on
the project
• To track costs, be sure to enter costinformation before you create the baseline
• Updates can easily be made to the baseline
if information is missing
Set a Baseline
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Set a Baseline
• The Baseline plan includes:
– Tasks (start and finish dates, duration, work,
cost, splits, time phased work, and time phased
cost)
– Resources (work, cost, time phased work, and
time phased cost)
– Assignments (start and finish dates, work, cost,time phased work, and time phased cost)
Set a Baseline
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Set a Baseline
• To set a baseline:
– Point to Tracking on the Tools menu
– Click Save Baseline
Entering Progress
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Entering Progress
• Update actual start and finish dates for a task.
– On the Tools menu, point to Tracking and then click
Update Task
– Under Actual, type Start and Finish dates
Entering Progress
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Entering Progress
• Update progress on a task
– Double-click on the task to be updated
– Enter a percentage
– On the Gantt chart, a progress bar appears in the task
bar
Tracking Gantt Chart
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Tracking Gantt Chart
• Tracks the progress of the project
• Shows what tasks are overdue and what has
been completed on time
• Click on the view Tracking Gantt (as wediscussed in previous PPT)
Tracking Gantt Chart
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Tracking Progress
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Tracking Progress
• Determining if tasks are starting and
finishing according to plan:
– In the Tracking Gantt, point to Table (View
menu) and click Variance– Drag the Divider bar to the right to view
variance.
– Variance is shown in Days
Tracking Progress
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Tracking Progress
• Determine if tasks cost more or less than
budgeted
– In the Tracking Gantt, point to Table (View
menu) and click Cost – Drag the Divider bar to the right to view Total
Cost and Baseline fields
PERT Chart
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C
• You have many ways to gather information to
estimate durations. However, most of these methodsdon't enable you the flexibility of analyzing best-case
and worst-case scenarios. A Program, Evaluation, and
Review Technique (PERT) analysis• (PERT analysis: PERT [Program, Evaluation, and
Review Technique] analysis is a process by which you
evaluate a probable outcome based on three scenarios:best-case, expected-case, and worst-case.) gives you
this flexibility
PERT Chart
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• Shows a flowchart of
the project.
• Each box represents a
task in the project.
• Connecting arrows
show dependencies
between tasks.
• To view, click the
PERT chart icon
PERT in MS-project
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p j
1 2 3 4 5 6 7
PERT in MS-project
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p j
• 1. Optimistic Gantt
• 2. Expected Gantt
• 3. Pessimistic Gantt
• 4. Calculate PERT
• 5. PERT Entry form
• 6. PERT weight• 7. PERT Entry sheet
PERT in MS-project
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p j• Start with no. 7
• Click (PERT Entry sheet)• Feed optimistic duration, Expected Duration and
Pessimistic Duration.
• And click no. 4 (calculate PERT) to find duration.
PERT in MS-project
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p j
• No.6 (PERT weight) use to adjust weight of
each duration (1:4:1) to any other special
condition for the common left default.
• No 5 (PERT Entry form) to input data foreach activity one by one.
• The others (no. 1,2 and 3) click on them to
view the graph.
Ms-Project Reports/Out puts
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j p p
• Overview
• Current Activates
• Costs
• Assignments
• Work load
• Custom
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Ms-Project Reports/Out puts
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• To edit click on “Edit” and work with font
formatting for project summary and Milestone.But for others different
dialog box will appear
Ms-Project Reports/Out puts
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• Current Activity Reports; incorporates reportsrelated to tasks;
• Unstated task
• Tasks Starting soon
• Tasks in Progress
• Completed tasks
• Should have stared tasks
• Slopping tasks
Ms-Project Reports/Out puts
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• Cost Report• Cash Flow
• Budget• Overbudget Tasks
• Overbudget Resources
• Earned Value
Ms-Project Reports/Out puts
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• Assignment Reports; to find reports in
relation to resources
• Who Does what
• Who does what when• To-do-List
• Overallocated Resources
Ms-Project Reports/Out puts
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• Work Loads;
– Task Usage and
– Resource Usage
Ms-Project Reports/Out puts
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• Work Loads; to customize and to create
your own report– Can edit from exiting reports.
Ms-Project Reports/Out puts
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• Export Reports to Excel (you have to have
knowledge of Excel pivot table)
• Click Report => Visual Reports
Ms-Project Reports/Out puts
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• Cont..
• Visual Report
– Dialog box
– Select one– Click on view
Ms-Project Reports/Out puts
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The Project is Now Complete !!
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• MS Project is a very powerful tool if it is
used correctly
• This program can save a lot of time for
engineers who are interested in time, cost,etc.
• Automatically keeps your project organized.
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Thank you !!
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