Your SlideShare is downloading. ×
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
MS Project Svcs Productivity
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

MS Project Svcs Productivity

2,115

Published on

Taking the Blinders off MS Project & The Case for 3rd Party Scheduling Services

Taking the Blinders off MS Project & The Case for 3rd Party Scheduling Services

2 Comments
4 Likes
Statistics
Notes
  • http://dbmanagement.info/Tutorials/Project.htm
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
  • good for management
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
No Downloads
Views
Total Views
2,115
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
348
Comments
2
Likes
4
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Taking the Blinders off MS Project by Ed Mahler [email_address] President, Project Administration Institute Taking the Blinders off MS Project and The case for 3rd Party Scheduling Services Taking the Blinders off MS Project
  • 2. Contents
    • Purpose
    • The Schedule
    • Basic building block of the schedule
    • Enhancing MSP out of the box
    • Customized fields
    • Customizing the toolbar
    • Execution
    • Slippage, the ripple effect, and recovery
    • Status summary, what changed
    • Reporting via pdf
    • Lessons learned
    • The case for 3 rd party scheduling service
    • References
    • Benefits of 3 rd party scheduling service
  • 3. Purpose
    • Planning - being able to see why the timing is what it is.
    • Execution - being able to see the effects of change and what can be done to stay on schedule.
    • This is not an MS Project class.
    To illustrate how the MS Project schedule can be made more visible for Contents
  • 4. Why so much interest in the schedule? + SME’s = Sponsor Schedule ’ s vision Project Manager Project Contents Cost Time Scope Team/sponsor communication + Contract negotiation =
  • 5. Why do we need a schedule/contract?
    • Sponsor
    • Stakeholders
      • Will assume a schedule you may not like
    Contents
    • Project team
    • Project team’s managers
    • Project office
      • So everyone agrees to what must be done by whom and when
  • 6. The Schedule Contents Must be visible so the parties understand what they are agreeing to
  • 7. Task Building block of the schedule Contents
  • 8. Task/Resources FS Its attributes Contents Successors Duration Predecessors
  • 9. Task/Resources Predecessors FF Its relationships Contents Successors
  • 10. Task/Resources Predecessors SS Its relationships Contents Successors
  • 11. Task/Resources Predecessors Lag Its relationships Contents Successors
  • 12. Task/Resources Predecessors Overlap Its relationships Contents Successors
  • 13. Task/Resources Predecessors SF Its relationships Contents Successors
  • 14. Task/Resources Its relationships Contents Successors External Dependency
  • 15. Task/Resources Its relationships Contents Duration Predecessors Deliverables
  • 16. Understanding the schedule
    • Description (task name)
    • How long it will take (duration)?
    • Who will do it (resources)?
    • What has to happen before this task can be done (predecessors)?
    • What can’t happen until this task is done (successors)?
    • External date constraints (constraint type and date)? – Must have at least one!
    • What are the project’s external deliverables (no successors)? – Must have at least one!
    • A picture of the schedule (Gantt diagram) – Nice to have
    • If you want to be able to quantify and balance work load you need to estimate how much of each resource’s time will be spent on the task?
    Contents For each task in the schedule what do you need to see?
  • 17. Where the schedule originates
    • An template created for the type of project being constructed
    • A prior plan for a similar project
    • A list of tasks in text format that can be copied into MS Project
    • SME interviews
    • An MS Project schedule for a project that is already under way
    Contents A schedule is constructed from any combination of the following
  • 18. MSP out of the box Gantt diagram The Gantt Chart view Contents
  • 19. Gantt diagram The Gantt Chart view MSP out of the box Contents The Entry Table The View menu
  • 20. The entry table Gantt diagram The Gantt Chart view Contents all FS except this one is FF+ Task name Task duration Task start Task finish Predecessors Resources
  • 21. The entry table Contents Indicator
  • 22. Contents The entry table Indicator
  • 23. Contents The entry table Indicator
  • 24. Summary tasks Contents Summary tasks Overall duration Earliest start Latest finish Summary tasks
  • 25. Adding a project summary Contents Tools Options
  • 26. Adding a project summary Contents View tab Select Project Summary Task OK
  • 27. The project summary is task 0 Contents Project Duration Project Start Project Finish
  • 28. Changing summaries from days to weeks Contents Tools Options
  • 29. Changing summaries from days to weeks Contents Schedule tab Change “Duration entered in” from days to weeks OK
  • 30. All summary durations now in weeks Changing summaries from days to weeks Contents
  • 31.
    • Description (task name)
    • How long it will take (duration)?
    • Who will do it (resources)?
    • What has to happen before this task can be done (predecessors)?
    • A picture of the schedule (Gantt diagram) – Nice to have
    • What can’t happen until this task is done (successors)?
    • External date constraints (constraint type and date)? – Must have at least one!
    • What are the project’s external deliverables (no successors)? – Must have at least one!
    MSP out of the box Contents For each task in the schedule what do you need to see?
  • 32. Adding the Successors column Right click the column heading and Insert Column Contents
  • 33. Select Successors from the pull down Adding the Successors column Contents
  • 34. Added Successors column What can’t happen until this task is done? Contents To find missing successors click the filter pull down and Use a No Successors Filter to identify missing successors
  • 35. What can’t happen until this task is done? Only lines with blank Successor cells appear but without the rest of the schedule can’t see where to connect them Contents
  • 36. Changing the filter to highlight tasks By editing the view Contents and turning on the Highlight filter
  • 37. Highlighted missing successors No Successors Filter Contents One can see the missing Successors in the context of the whole schedule
  • 38. Add the missing Successors Adding missing successors Contents This missing successor is a project deliverable
  • 39. Use the No Predecessors Filter to identify missing predecessors What about missing predecessors Contents Missing Predecessors
  • 40. Inserting constraint type and date columns Contents
  • 41. And running the “Tasks w constraints” filter Use the Tasks w Constraints Filter to identify date constraints Contents with date constraints confirms they are external dependencies Missing Predecessors
  • 42.
    • Description (task name)
    • How long it will take (duration)?
    • Who will do it (resources)?
    • What has to happen before this task can be done (predecessors)?
    • A picture of the schedule (Gantt diagram) – Nice to have
    MSP out of the box plus Contents For each task in the schedule what do you need to see?
    • What can’t happen until this task is done (successors)?
    • External date constraints (constraint type and date)? – Must have at least one!
    • What are the project’s external deliverables (no successors)? – Must have at least one!
  • 43. Inserting a column for notes Contents Indicator Add the Notes field
  • 44. Use tools/options to reduce column width req’ts Reduce duration and date formats Contents
  • 45. Now reduce column widths Then reduce column widths Contents
  • 46. Reduced column widths and eliminate unneeded columns Contents and eliminate unneeded column
  • 47. The team now has what they need to understand the schedule except..... What should be under way or done by 11/18? Contents
  • 48. What should be under way or complete by 11/18? Adding columns to indicate what should be under way or done by a status date Contents
  • 49. Defining customized fields Right click on the column heading Select Contents
  • 50. The logic behind the field Select Contents Rename the field Create a formula for the field Select the graphic to display for each value of the formula
  • 51. What should be under way or complete by now? Contents As of Sunday 11/18 status date
  • 52. 1 task should be executing, starting 11/1, finishing 12/12 What should be under way or complete by now? This project is under way Contents Total to do count
  • 53. Making the Gantt more informative Project start date line Contents Status date line Slack or float
  • 54. Saving the baseline plan Gray bars are the baseline plan Contents
  • 55. Customizing the toolbar – menu shortcuts Views Contents Tables Filters Project Information Baselining and un Baselining the plan Baselining and un Baselining a task Task on schedule button
  • 56. Customizing the toolbar – macro buttons Contents Open, link, and unlink the common resource DB Highlight the predecessor chain to a task Prefix the external dependencies and deliverables
  • 57.
    • The team reviews the initial schedule and to do’s and determines changes if any
    • The PM and PA revise the schedule
    • The team reviews the revised schedule and determines changes if any
    • When no further changes are required the project is executing and tracking begins
    • For a large project tracking may begin for near term activities while the later activities are still under construction.
    Planning iterations Contents
  • 58. Execution Contents Contractual parties must have visibility into what’s happening so they can agree to the changes
  • 59. Execution visibility
    • The next status date is in 2 weeks, Sunday, 12/2
    • A view of the to do’s for 12/2 is provided for team to focus on over the next 2 wks
    • The PM and PA meet for the 12/2 status update
    Contents
    • In the following example the initial plan for status date 11/18 is approved by the team and tracking begins
  • 60. Initial Plan table Contents Status update for 12/2 1 To Do as of 11/18
  • 61. Contents The Status Report table Status Report table To do & to do count columns Reschedule & reschedule count columns Baseline finish Finish variance
  • 62. Contents Changing the Status date Project information button Change the Status Date from 11/18
  • 63. Contents to 2 weeks later to 12/2 OK
  • 64. 3 to do’s are flagged Red balls indicate the tasks are on the critical path Contents 12/2 to do’s
  • 65. Status reporting recommendation
    • PM’s are better at estimating when a task will finish than what % complete it is
    Contents
    • If a “to do” is on schedule for the planned completion date
      • Tell MS Project its on schedule,
      • MS Project calculates the % complete for it to be on schedule for this status date, and
      • The to do flag disappears
  • 66. the to do flag disappears Contents MS Project is told that task 2 is on schedule MSP calculates the task is 92% complete as of 12/2
  • 67. Task 5 now 6 weeks, is going to 9 weeks Contents MS Project is told that task 5 needs 3 more wks
  • 68. Slippage and the ripple effect
    • If the task is not on schedule
      • The PM supplies the new duration or completion date
      • Arrows appear in the Reschedule column indicating the direction finish dates moved
      • The Finish Variance column shows how much the finish dates moved from Last Finish
      • We accept the new schedule by telling MS Project the task is on schedule for the new finish date
      • MS Project calculates the % complete for it to be on schedule for the new date and the to do flag disappears
    Contents
    • PM’s are better at estimating when a task will finish than what % complete it is
  • 69. Arrows indicate which tasks moved from baseline Contents Stretching task 5 to 9 weeks and the ripple effect Finish Variance indicates how much each task moved Task 17 moved into the future and is no longer a to do 21 tasks have changed their finish dates Vertical arrows are on the critical path Gantt bars illustrate changes from baseline
  • 70. Contents MSP is told task 5 is on schedule for new date The to do ball disappears MSP calculates task 5 is 51% complete The Gantt bar shows progress to the status date Project finish date slipped from 3/6 to 3/27, 3 weeks to do’s goes to 0
  • 71. Switch to the Planning table Contents Recovering from slippage – step 1 Changes to critical path (blue) tasks will affect the project end date Turn on the Critical Path filter Objective: Deliverable finish variance back to 0 Reduce task 23 from 2 wks to 1 wk
  • 72. Reduce task 23 from 2 wks to 1 wk Contents Recovering from slippage – step 2 Deliverable finish variance goes from 3 wks to 2 wks
  • 73. Contents Rerun the Critical Path filter after each change Recovering from slippage – step 3 TC production, task 6, can be reduced to 1 week duration
  • 74. Reducing task 6 to 1 week took it off the critical path Contents Recovering from slippage – step 4 but didn’t change the deliverable finish variance
  • 75. Another candidate for reduction is Procurement, task 21 Contents Recovering from slippage – step 5 PM reduces it from 5 weeks to 3
  • 76. Procurement is now off the critical path Contents Recovering from slippage – step 6 Reduce Samples from 4 weeks to 3 but Samples, task 7, is back on the critical path and deliverable finish variance is down to 1 week
  • 77. Samples is now off the critical path Contents Recovering from slippage – step 7 but project finish variance is still 1 week The PM reduces Issue beverage docs, task 15, from 5 weeks to 4
  • 78. Note that almost everything is now back on the critical path. Contents Recovering from slippage – step 8 Original schedule is restored Reducing, task 15 from 5 weeks to 4 Deliverable finish variance is back to 0
  • 79. Switch to the Status table Status summary – what changed? Contents Duration change filter Changes from baseline 6 duration changes (blue highlights) Project duration change
  • 80. Status summary – what changed? Remaining project to do’s Contents 16 finish variences (blue arrows) Project 15% complete Status summary notes Project finish variance
  • 81. Reporting via pdf
    • Project Reports
      • Status summary for the team
      • For marketing with Gantt diagram
      • For marketing without Gantt diagram
      • For project team with Gantt diagram
      • For project team without Gantt diagram
      • For those who only like pictures
      • Portfolio management summary
    Contents
  • 82. Status summary to team – what changed? Contents Finish variance & duration change filter Status as of date
  • 83. Basic report for marketing Contents Duration Who Start Finish
  • 84. For marketing people that don’t like Gantt charts Contents
  • 85. More detail for project team Contents Predecessors Successors Constraint
  • 86. For project teams that don’t like Gantt charts Contents
  • 87. Milestone Gantt Contents For those who only like pictures
  • 88. Portfolio management DB Contents Project name contact date status update notes risks PM PM’s Mgr deliverable target date status code
  • 89. Contents Portfolio management DB next status update % complete Wks to next update Mtg date for next update Wk of this status update
  • 90. Contents Portfolio management DB Number of tasks in the schedule Number of days deliverable moved To do’s for next update Number of rescheduled tasks
  • 91. Lessons Learned
    • Managing the critical path
      • Increasing the duration of a single task on the critical path will delay the project finish date
      • It may be necessary to reduce the duration of multiple tasks to improve the project finish date
      • Every change to the schedule may produce a new critical path.
    • Its possible to take the blinders off MS Project so that everyone can understand the project schedule
    Contents
    • Even a small project can contain complex relationships
  • 92. The case for 3rd Party Scheduling Services by Ed Mahler [email_address] President, Project Administration Institute Contents
  • 93. Two kinds of companies Contents
    • Companies that do projects as their primary source of revenue , i.e. construction, engineering, defense, architecture
    • Companies that sell products and services as their primary source of revenue and only do projects for themselves
    • If they don’t do project management efficiently they are out of business
    • Use a scheduling service. PM’s rarely touch the project management tool
    • If they don’t do project management efficiently they still survive on their products and services
    • Managers rarely recognize the skills and effort required to build and maintain project schedules
    • Managers believe they are saving money by not using a scheduling service
    • Why don’t companies that do projects as their primary source of revenue save money by not using a scheduling service
  • 94. What is a scheduling service?
    • Translates the activities that must be done into a schedule/contract
    • Maintains schedule currency as the project proceeds
    • Provides reports needed for coordination
    Contents
  • 95.
    • Can service all projects or only major initiatives
    • Can be in house, usually in a PO, or external contractor
    What is a scheduling service? Contents
    • Performed by a specialist who works with the tool full time and gets really good at it
  • 96.
    • Project manager and Project Administrator skills complement each other.
    Aptitudes Compulsive Doer Leader Motivator Political Communicator Good w tools Multitasking Organizer Administrator Planner Obsessive Contents Project Manager Scheduler
  • 97. Contents
  • 98. Wikipedia Contents In many industries, such as engineering and construction; the development and maintenance of the project schedule is the responsibility of a full time scheduler or team of schedulers, depending on the size of the project.
  • 99. The project management bible
  • 100. Kerzner on scheduling Contents
  • 101. Benefits of a scheduling service over PM’s doing their own
    • Daily backups prevent project data loss
    Contents 1) 2) 3) 4) 5) 6) 7) 8) 9) Money saved on Microsoft Project tool training and product licenses New PM’s are productive sooner Planning, tracking, and reporting are consistent in format, terminology, and quality across the organization’s projects. PM standards training and policing is eliminated Administers formal tracking process to ensure plan currency, helps the PM manage change Maintains a common resource DB ensuring consistent resource naming across projects and enables cross project resource loading analysis Provides portfolio rollup reporting for management Provides one stop reporting source for interested parties Maintains the organization’s project history Reduces the ability of the PM to hide slippage until its too late 10)
  • 102. Taking the Blinders off MS Project by Ed Mahler [email_address] President, Project Administration Institute Taking the Blinders off MS Project and The case for 3rd Party Scheduling Services

×