The document provides guidance on reality checking a schedule for a table construction project using MS Project. It recommends: 1) Checking the activity list and network structure; 2) Reality checking resources to identify and resolve overallocation; 3) Applying milestones to represent key commitments and estimates; 4) Checking project status against customer milestones and taking corrective action if needed.

1. WORKED EXAMPLE: Table Construction ProjectReality check the schedule for the Table Construction Project using “Table Construction – Integrated Schedule.mpp”Additional Info:The QA inspector is travelling and will not be available until 5 Feb 2010The table has been guaranteed for customer delivery 19 Feb 2010

2. 1. Check Activity ListActivity ListRoll up“Parents”Roll upWork PackagesIndentedWBSIf properly constructed, your Activity List will “roll up” into your Indented WBSCheck to make sure that you are not mixing up Work Packages with Activities

3. 2. Check network structureOnce the links are entered, they should form a complete networkEverything ties in to “something”As much as possible, all the “loose ends” tie back together at the end

4. 3. Reality check resourcesWhen the “ideal” schedule is viewed to check the “resource usage”, many resources maybe “overutilized”Example:If you have only one carpenter, you can’t have “Saw table legs” happen at the same time as “Assemble chair back”This is usually showed via a “histogram” that plots resource demand over time vs. the defined team size

5. Practical Resource Levelling in MS-ProjectView the Resource Sheet (View/Resource Sheet)Overallocated resources are in redSplit panes (Window/Split)Select View/GANTT for the top pane and highlight all tasksSelect View/Resource Graph or View/Resource Usage for bottom paneScroll to overallocated resources and see red for areas of overlapFilter for impacted resource (Project/Filtered for…/Using Resource)Resolve conflicts:Drag and drop conflicting periods

6. Change work calendar over period to accommodate overtimeClick inside a “Resource” view (eg “Resource Usage”)Select Project/Resource Information and modify calendar over impacted period

7. 4. Apply milestonesFlow “down” key commitments from the contract/program plan (eg. First shipment; inputs to customer activities)“Hard” dates in the “milestone” sectionFlow “up” estimated completion dates (eg. Design complete; Foundation complete)“Status” dates usually embedded in schedule Indicate “external” inputs to the program from other schedules or program entities (eg. Parts available from supplier; test equipment available in shared facility)“Hard” dates embedded or at the topMeasurement of performance – discussed in integration sectionEstimated vs committed“Burndown”Earned Value recognitionContractual basis for invoicing progress paymentsUsually attached to the “key commitments”

8. 5. Check status vs customer milestones and take actionOriginal scheduleCrashingShorteneddurationFast trackingOverlappedtasks