Microsoft®
Project 2007
Training
Module 1: The Basic
WelcomeThis training module was created by: Eng’r Sid Calayag
Credentials:
• Trained in Planning and Scheduling using Primavera
• Experienced in using Harvard Project Manager and MS Project since version 3
• Trained in Project Management and Quality Management System
• Regular Trainer for Taikisha Philippines Inc.
• Certified Lead auditor for ISO 9001:2000 and ISO 9001:2008
• Practiced Project Management (local and abroad)
• Published major training materials in the internet on the following subjects:
• Guidelines for Project Kick-off Meeting
• Quality in Construction Works
• Improve Project Performance Using 5S Concept
• QA/QC Concept, Roles and Responsibilities in TPI Organization
• Quality Improvement Using Root Cause Analysis
• Practical Auditing
• Upgrade QMS System to ISO 9001:2008
• Introduction to Cleanroom Technology
2
Course Objectives
This Microsoft Project course gives delegates anintroduction to project management and to theconcepts of planning and scheduling using MicrosoftProject 2007. Delegates on this training will learnhow to identify, organize and manage the tasks andresources required to complete a project under theconstraints of time and cost to achieve a final projecttarget.
4
Course contents
• Lesson 1: Project Management
• Concept of Project Management
• Key Metrics and Success Factors
• PERT and CPM
• Lesson 2: Microsoft Project
• Planning the Project
• Task Entry and Linking
• Updating the Project
• Working with your views
• Printing and Reporting
5
Project Management
• Commonly used terms
• Concept of Project Management
• Key metrics to Project Management
• Key Success Factors
• The Critical Path / PERT Chart
Lesson 1
Commonly used terms
Activity – a specific project task that requires resources and time to complete
Baseline – the original approved plan
Crash - in CPM, an activity can be conducted at a normal pace or at an expedited pace at a greater cost
Critical - an activity or event that if delayed will delay project completion
Critical path – the series of activities that determines the duration of a project. It is the longest path through the project.
7
Commonly used terms
Deliverables- any measurable, tangible, verifiable outcome, result, or item that must be produced to complete a project
Fast tracking – a method of shortening the critical path by carrying out activities in parallel
Gantt chart – a manner of illustrating multiple time-based activities on a horizontal time scale
PERT – Program Evaluation and Review Technique chart depict task, duration, and dependency information in a network form.
8
Initiation
Planning
Execution
Closure
Concept of Project Management
Management
• Project termination
• Team Development
• Organization Commitment
• Scope Definition
• Activity Definition
• Schedule Development/Cost Estimating/Resource Planning
Execution and Control
Process
• Information Distribution
• Update Project
• Performance Reporting
• Project Close-out
• Administrative close-out
• Project completion
Planning Process
Closure Process
Initiation Process
9
Unique, one-time operations designed to accomplish a specific set of objectives in a limited time frame.
Build A
A Done
Build B
B Done
Build C
C Done
Build D
Ship
JAN FEB MAR APR MAY JUN
On time!
Projects
10
Key metrics and success factors
The Key Metrics
• Time
• Cost
• Performance objectives
The Key Success Factors
• Top-down commitment
• Having a capable project manager
• Having time to plan
• Careful tracking and control
• Good communications11
Project Management
What are the tools?
• Work breakdown structure
• Network diagram
• Gantt charts
12
Project X
Level 1
Level 2
Level 3
Level 4
MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Locate new
facilities
Interview staff
Hire and train staff
Select and order
furniture
Remodel and
install phones
Move in/startup
Gantt Chart
Project Manager
Responsible for: Work QualityHuman Resources TimeCommunications Costs
13
Review Lesson 1-a
What are the key metrics?
• ____
• ____
• Performance ___________
What are the Key Success Factors?
• Top-down __________
• Having a _______ project _______
• Having ____ to plan
• Careful tracking and _______
• Good ______________.
What are the key metrics?
• Time
• ____
• Performance ___________
What are the Key Success Factors?
• Top-down __________
• Having a _______ project _______
• Having ____ to plan
• Careful tracking and _______
• Good ______________.
What are the key metrics?
• Time
• Cost
• Performance ___________
What are the Key Success Factors?
• Top-down __________
• Having a _______ project _______
• Having ____ to plan
• Careful tracking and _______
• Good ______________.
What are the key metrics?
• Time
• Cost
• Performance objectives
What are the Key Success Factors?
• Top-down __________
• Having a _______ project _______
• Having ____ to plan
• Careful tracking and _______
• Good ______________.
What are the key metrics?
• Time
• Cost
• Performance objectives
What are the Key Success Factors?
• Top-down commitment
• Having a ______ project _______
• Having ____ to plan
• Careful tracking and _______
• Good ______________.
What are the key metrics?
• Time
• Cost
• Performance objectives
What are the Key Success Factors?
• Top-down commitment
• Having a capable project manager
• Having ____ to plan
• Careful tracking and _______
• Good ______________.
What are the key metrics?
• Time
• Cost
• Performance objectives
What are the Key Success Factors?
• Top-down commitment
• Having a capable project manager
• Having time to plan
• Careful tracking and _______
• Good ______________.
What are the key metrics?
• Time
• Cost
• Performance objectives
What are the Key Success Factors?
• Top-down commitment
• Having a capable project manager
• Having time to plan
• Careful tracking and control
• Good ______________.
What are the key metrics?
• Time
• Cost
• Performance objectives
What are the Key Success Factors?
• Top-down commitment
• Having a capable project manager
• Having time to plan
• Careful tracking and control
• Good communications14
Critical Path /“Pert” Charts
PERT: Program Evaluation and Review Technique
CPM: Critical Path Method
• Graphically displays project activities
• Estimates how long the project will take
• Indicates most critical activities
• Show where delays will not affect project
PERT and CPM
The Network Diagram
• Network (precedence) diagram
• Activity-on-arrow (AOA)
• Activity-on-node (AON)
• Activities
• Events
The Network Diagram (cont’d)
Path
• Sequence of activities that leads from the starting node to the finishing node
Critical path
• The longest path; determines expected project duration
Critical activities
• Activities on the critical path
Slack
• Allowable slippage for path; the difference between the length of path and the length of critical path
Project Network – Activity on Arrow
1
2
3
4
5 6
Locate
facilities
Order
furniture
Furniture
setup
InterviewHire and
train
Remodel
Move
in
AOA
Project Network – Activity on Node
1
2
3
5
6
Locate
facilities
Order
furniture
Furniture
setup
Interview
RemodelMove
in
4
Hire and
train
7S
AON
AOA vs. AON
1
2
3
5
6
Locate
facilities
Order
furniture
Furniture
setup
Interview
RemodelMove
in
4
Hire and
train
7S
AON
1
2
3
4
5 6
Locate
facilities
Order
furniture
Furniture
setup
InterviewHire and
train
Remodel
Move
in
AOA
Network Conventions
a
b
c ab
c
a
b
c
d
a
b
c
Dummy
activity
Time Estimates
Deterministic
• Time estimates that are fairly certain
Probabilistic
• Estimates of times that allow for variation
Probabilistic Estimates
Activity
start
Optimistic
time
Most likely
time (mode)
Pessimistic
time
to tptm te
Expected Time
te =to + 4tm +tp
6
te = expected time
to = optimistic time
tm = most likely time
tp = pessimistic time
Example 1
3-4-5
d
3-5-7
e
5-7-9
f
2-4-6
b
4-6-8
h
Optimistic
time
Most likely
time
Pessimistic
time
Review Lesson 1 - b
1
2
3
4
5 6
8 weeks
6 weeks
3 weeks
4 weeks9 weeks
11 weeks
1 week
Move in
Deterministic
time estimates
PATH LENGTH SLACK
1-2-3-4-5-6
1-2-5-6
1-3-5-6
29
PATH LENGTH SLACK
1-2-3-4-5-6
1-2-5-6
1-3-5-6
Solution to Review Lesson 1 - b
PATH LENGTH SLACK
1-2-3-4-5-6 18 2
1-2-5-6
1-3-5-6
PATH LENGTH SLACK
1-2-3-4-5-6 18 2
1-2-5-6 20 0
1-3-5-6
PATH LENGTH SLACK
1-2-3-4-5-6 18 2
1-2-5-6 20 0
1-3-5-6 14 6
PATH LENGTH SLACK
1-2-3-4-5-6 18 2
1-2-5-6 20 0
1-3-5-6 14 6
Critical Path
Solution to Review Lesson 1 - b
PATH LENGTH SLACK
1-2-3-4-5-6 18 2
1-2-5-6 20 0
1-3-5-6 14 6
Critical Path
1
2
3
4
5 6
8 weeks
6 weeks
3 weeks
4 weeks9 weeks
11 weeks
1 week
Move in
Deterministic
time estimates
Pert Chart
tasks a and b can start simultaneously
task c can start after a is complete
task d can start after b is complete
c and d must complete before e can begin
0
A
B
C&D E
a
b
c
d
e
The CRITICAL PATH is the longest continuous path of activities through a project that determines the project end date.
33
Review Lesson 1 - c:
Draw a Pert Chart for this job
Task Title Duration Precedence
a. start 0 -
b. think 1 a
c. plan 2 b
d. procrastinate 5 a
e. assign to someone else 1 c,d
f. hide 3 e
g. finish 1 e
h. grab credit 1 f,g
34
A B C&D E F F&G
D
a b
d
c e f
G
g0
1 2
5
1 3
1
Critical Path = A D E F H slack in B C, G
H1
C
Task Title Duration Precedencea. start 0 -
b. think 1 ac. plan 2 bd. procrastinate 5 a
e. assign to someone else 1 c,df. hide 3 eg. finish 1 e
h. grab credit 1 f,g
35
Solution to Review Lesson 1 - c
Lesson 2: Microsoft Project
• Starting Microsoft Project
• The Screen
• The Default View
• Views and Tables
• Menus
• The Tool Bar
Starting Microsoft Project
1. Run MS Project by opening it in “All Programs” • Select MS Project (usually in
the same group where other MS Office applications are located.
37
1. Default View
The Screen
3. You may add or delete some
of the Toolbar in the Screen
from this menu.
2. Change the Default View :• Choose View,
Toolbar, Project Guide .
38
Planning the Project
• Where to Begin
• Defining the Project
• Setting the project start date
• Complete the Project Plan
• The base calendar
• Save the New Project File
Planning the project
Where to Begin
1. Start MS Project
2. Choose the Define Project in the Task Wizard
3. Follow succeeding instructions
40
Planning the Project
Define the project
1. Choose “Define general working time” in the Wizard
2. Choose standard time for a regular 8 hour work day
3. Customize it to suit your needs.
4. Follow succeedinginstruction
41
Task Entry and Linking
• Creating Milestone,
• Task Relationships
• Linking Tasks
• Editing the Task Information
• Formatting the Gantt Chart
• Highlighting the critical path
Create Milestone, Link and Relationship
When you enter a task or import a number of tasks, they have a duration of one day as a default
To create milestone, select the task/s considered as milestone and then right click. Select Task Information. Put a check mark on Milestone.
To create subtask, select the task considered and then select Project/Outline/Indent in the Menu
Link the selected tasks by selecting Edit/Link task in the Menu.
NOTE:All task are automatically link by Finish (a task) to Start (another task).
43
Edit the Duration, Start or End Date as needed.
Editing Task Information
You can view information regarding a task by selecting the task and then right click.
44
A Task Information will appear showing several tabs where you can add, delete, or edit information regarding Resources, Predecessors, etc.
Formatting the Gantt Chart
Select Format/Gantt Chart Wizard in the Menu
45
You can format the Gantt Chart view by using the Gantt chart Wizard
Follow the instruction in the Wizard
Highlighting the critical path
Select Format/Gantt Chart Wizard in the Menu
46
You can also highlight the critical path in the Gantt Chart view by using the Wizard
Follow the instruction in the Wizard
Updating the Project
• Setting the baseline
• Update the project
• Tracking Progress
Setting the Baseline
1. Select Tools/Tracking the Menu Bar
2. A dialog box appears where you are given a choice to “Set a Baseline” for the whole project or for the selected task only.
48
Update the project
1. Select Tools/Tracking the Menu Bar
2. A dialog box appears where you are given several choices to update the project.
49
Update each task in a project
1. Highlight a column where you want to insert another column.
2. Select Insert | Column in the Menu bar, or
3. Right click and then select “Insert column”.
4. In the “Column definition” dialog box , choose “%Complete”. Then select “OK”.
5. Update each task in the new column.
50
Tracking Progress
1. Select Tools | Tracking | Progress Line in the Menu bar
2. In the “Progress Line” dialog box , choose “always display current progress line” and “At current date”. Then select “OK”.
3. A red vertical line will appear showing the status of the project.
51
Sample of a project with tracking
52
Network Diagram
• View the Network Diagram
• Elements of the Network Diagram
The Network diagram
1. Select View | Network diagram in the Menu bar,
2. The Network Diagram appear immediately as shown.
3. Close-up view of the Network diagram
54
55
Elements of the Network diagram
56
Printing and Reporting
• Page Setup
• Reports Setup
Page Set-up
1. Select File| Page Set-up in the Menu bar,
2. The “Page Set-up” dialog box will appear showing paper sizes and other choices.
3. Customize the printed output by inserting additional info in the “Header “and “Footer”
57
Action Reflection
“Failure to plan is planning to fail”
END OF TRAINING
FOR MODULE 1
60