This document provides an overview of a Microsoft Project 2007 training module that introduces participants to project management concepts and planning projects using Microsoft Project. The training covers topics such as the basics of project management, using Microsoft Project to plan tasks and resources, and project scheduling techniques like PERT charts and the critical path method. The course objectives are to teach participants how to identify, organize, manage and schedule tasks, resources, time and costs to complete a project.

1. ®
Microsoft
Project 2007
Training
Module 1: The Basic

2. Welcome
This 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
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3. Course Objectives
 This Microsoft Project course gives delegates an
introduction to project management and to the
concepts of planning and scheduling using Microsoft
Project 2007. Delegates on this training will learn
how to identify, organize and manage the tasks and
resources required to complete a project under the
constraints of time and cost to achieve a final project
target.
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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

5. Lesson 1
 Project Management
• Commonly used terms
• Concept of Project Management
• Key metrics to Project Management
• Key Success Factors
• The Critical Path / PERT Chart

6. 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

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

8. Concept of Project Management
• Project termination
• Team Development
Initiation Initiation
Process • Organization Commitment
• Scope Definition
• Activity Definition
Planning Planning
Process
• Schedule Development/Cost
Estimating/Resource Planning
Management
• Information Distribution
Execution Execution • Update Project
and Control • Performance Reporting
Process
• Project Close-out
Closure • Administrative close-out
Closure
Process • Project completion
9

9. Projects
JAN FEB MAR APR MAY JUN
Build A
A Done
Build B
B Done
Build C
C Done
On time!
Build D
Ship
Unique, one-time operations designed to
accomplish a specific set of objectives in a limited
time frame. 10

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 communications 11

11. Project Management
 What are the tools?
• Work breakdown structure
• Network diagram
• Gantt charts Gantt Chart Project X
MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
Level 1
Locate new
facilities
Level 2
Interview staff
Hire and train staff
Level 3
Select and order
furniture
Remodel and
Level 4
install phones
Move in/startup
12

12. Project Manager
Responsible for: Work Quality
Human Resources Time
Communications Costs
13

13. Review Lesson 1-a
What are the key metrics?
• ____
Time
• ____
Cost
• Performance ___________
objectives
What are the Key Success Factors?
• Top-down __________
commitment
• Having a _______project _______
______ project manager
capable project _______
• Having ____ to plan
time to plan
• Careful tracking and _______
control
• Good ______________.
communications 14

14. 
Critical Path /“Pert” Charts

15. PERT and CPM
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

16. The Network Diagram
• Network (precedence) diagram
• Activity-on-arrow (AOA)
• Activity-on-node (AON)
• Activities
• Events

17. 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

18. Project Network – Activity on Arrow
Order
AOA furniture 4
Furniture
Locate 2 setup
facilities
Remodel
1 5 6
Move
in
Interview
Hire and
train
3

19. Project Network – Activity on Node
Order
furniture
AON Locate Furniture
2 setup
facilities
1 6
Move
Remodel
in
S 5 7
Hire and
Interview
train
3 4

20. AOA vs. AON
AOA
Order
furniture 4
2 Furniture
Locate setup
facilities
Remodel
1 5 6
Move
in
Interview
Hire and Order
train furniture
3 AON
Locate 2 Furniture
facilities setup
1 6
Move
Remodel
in
S 5 7
Hire and
Interview
train
3 4

21. Network Conventions
a
b
c a
c
b
a c
a c
b Dummy
activity
b d

22. Time Estimates
 Deterministic
• Time estimates that are fairly certain
 Probabilistic
• Estimates of times that allow for variation

23. Probabilistic Estimates
to tm te tp
Activity Optimistic Most likely Pessimistic
start time time (mode) time

24. Expected Time
te = to + 4tm +tp
6
te = expected time
to = optimistic time
tm = most likely time
tp = pessimistic time

25. Example 1
Optimistic Most likely Pessimistic
time time time
2-4-6
b
3-4-5 3-5-7 5-7-9
d e f
4-6-8
h

26. Review Lesson 1 - b
Deterministic
time estimates
6 weeks
4
2 3 weeks
8 weeks
11 weeks Move in
1 5 6
1 week
4 weeks
9 weeks
3
PATH LENGTH SLACK
1-2-3-4-5-6
1-2-5-6
1-3-5-6

27. Solution to Review Lesson 1 - b
Critical Path
PATH
PATH LENGTH
LENGTH SLACK
SLACK
1-2-3-4-5-6
1-2-3-4-5-6 18
18 2
2
1-2-5-6
1-2-5-6 20 0
1-3-5-6
1-3-5-6 14 6
29

28. Solution to Review Lesson 1 - b
Deterministic
time estimates
6 weeks
4
2 3 weeks
8 weeks
11 weeks Move in
1 5 6
1 week
4 weeks
9 weeks
3
Critical Path
PATH LENGTH SLACK
1-2-3-4-5-6 18 2
1-2-5-6 20 0
1-3-5-6 14 6

29. 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
A c
a
e
0 C&D E
b B d
The CRITICAL PATH is the longest continuous path of activities through a project that
determines the project end date. 33

30. 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

31. Solution to Review Lesson 1 - c
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
a b c e f
A 1 B 2 C C&D 1 E 3 F F&G H
1
0
d g
1
5
D G
Critical Path = A D E F H slack in B C, G 35

32. Lesson 2: Microsoft Project
• Starting Microsoft Project
• The Screen
• The Default View
• Views and Tables
• Menus
• The Tool Bar

34. 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

35. The Screen
1. Default View
2. Change the Default
View :
• Choose View,
3. You may add or delete some
of the Toolbar Project
Toolbar, in the Screen
Guide .
from this menu.
38

36. 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

37. Planning the project
 Where to Begin
1. Start MS Project
2. Choose the Define
Project in the Task
Wizard
3. Follow succeeding
instructions
40

38. 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 succeeding
instruction
41

39. Task Entry and Linking
• Creating Milestone,
• Task Relationships
• Linking Tasks
• Editing the Task Information
• Formatting the Gantt Chart
• Highlighting the critical path

40. 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).
Edit the Duration, Start or End Date as
needed. 43

41. Editing Task Information
 You can view
information regarding
a task by selecting the
task and then right
click.
A Task Information will
appear showing several
tabs where you can add,
delete, or edit
information regarding
Resources, Predecessors,
etc.
44

42. Formatting the Gantt Chart
You can format the Gantt
Chart view by using the
Gantt chart Wizard
 Select Format/Gantt
Chart Wizard in the
Menu
Follow the instruction in
the Wizard
45

43. Highlighting the critical path
You can also highlight
the critical path in the
Gantt Chart view by
using the Wizard
 Select Format/Gantt
Chart Wizard in the
Menu
Follow the instruction in
the Wizard
46

44. Updating the Project
• Setting the baseline
• Update the project
• Tracking Progress

45. 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

46. 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

47. 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

48. 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

49. Sample of a project with tracking
52

50. Network Diagram
• View the Network Diagram
• Elements of the Network Diagram

51. 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

52. Elements of the Network diagram
55

53. Printing and Reporting
• Page Setup
• Reports Setup
56

54. 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

55. Action Reflection
“Failure to plan is planning to fail”

56. END OF TRAINING
FOR MODULE 1
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