Starts with the basic learning in Critical Path Method and continued with the the use of MS Project software. Even though the software is upgraded to teh latest version, the basic fundamentals in using the software does not change
This document provides information on key project management formulas and concepts for the PMP exam. It covers topics like three point estimation, earned value management, forecasting techniques including estimate at completion, estimate to complete and to-complete performance index. It also defines formulas for net present value, return on investment, future value, present value etc. The document uses examples and visuals to explain concepts in an easy to understand manner to help learners pass the PMP exam.
The document discusses the processes involved in scope management for a project. It defines scope management, product scope, and project scope. It then explains the six key processes for scope management: 1) plan scope management, 2) collect requirements, 3) define scope, 4) create the work breakdown structure (WBS), 5) validate scope, and 6) control scope. For each process, it provides an overview and lists the typical inputs, tools and techniques, and outputs.
The document defines key concepts related to projects including:
- A project is a temporary endeavor with a defined beginning and end, undertaken to create a unique product or service.
- Project management is the application of skills and techniques to manage project activities and meet stakeholder needs and expectations.
- Projects are characterized by being temporary and producing unique outputs.
- The primary challenges of project management are delivering project goals within constraints of scope, time, quality and budget.
The document provides an overview of Kanban and how it can be used to improve processes and outcomes. Some key points:
- Kanban is a method to enable evolutionary change, help implement Agile at scale, and establish a culture of ongoing improvement.
- It is based on Lean principles like limiting work-in-progress to improve flow and pull-based systems to pace work based on demand rather than estimates.
- A Kanban board is used to visualize work with limits on work-in-progress for each stage to highlight bottlenecks and encourage swarming to flow of work.
- Metrics like lead time, wait time and blocks are measured to manage flow and continue improving the process over time
Find out what are the most popular steps in Project management. This was prepared for my CIPD Intermediate Level 5 Diploma in Learning and Development.
This document provides an overview of key concepts for the PMP exam presented by Saad Merie, a PMP holder at Engosoft. It covers the exam structure and requirements, the PMBOK framework and knowledge areas, project lifecycles, and common terms. It also includes examples of exam questions and their answers. The presentation aims to help participants understand what is tested on the PMP exam and how to prepare for it.
The document provides information on Lean Six Sigma and process improvement. It outlines the 6 steps for process improvements as: 1) identify value to customers, 2) understand current process, 3) identify wastes, 4) find root causes of wastes, 5) draw a high performance process based on lean solutions, and 6) implement actions and manage for perfection. Tools for analysis include value stream mapping, 5Whys, cause and effect diagrams. Key lean solutions discussed are flow, standardization, and quality management. Visual management and daily accountability routines are also covered.
This document provides information on key project management formulas and concepts for the PMP exam. It covers topics like three point estimation, earned value management, forecasting techniques including estimate at completion, estimate to complete and to-complete performance index. It also defines formulas for net present value, return on investment, future value, present value etc. The document uses examples and visuals to explain concepts in an easy to understand manner to help learners pass the PMP exam.
The document discusses the processes involved in scope management for a project. It defines scope management, product scope, and project scope. It then explains the six key processes for scope management: 1) plan scope management, 2) collect requirements, 3) define scope, 4) create the work breakdown structure (WBS), 5) validate scope, and 6) control scope. For each process, it provides an overview and lists the typical inputs, tools and techniques, and outputs.
The document defines key concepts related to projects including:
- A project is a temporary endeavor with a defined beginning and end, undertaken to create a unique product or service.
- Project management is the application of skills and techniques to manage project activities and meet stakeholder needs and expectations.
- Projects are characterized by being temporary and producing unique outputs.
- The primary challenges of project management are delivering project goals within constraints of scope, time, quality and budget.
The document provides an overview of Kanban and how it can be used to improve processes and outcomes. Some key points:
- Kanban is a method to enable evolutionary change, help implement Agile at scale, and establish a culture of ongoing improvement.
- It is based on Lean principles like limiting work-in-progress to improve flow and pull-based systems to pace work based on demand rather than estimates.
- A Kanban board is used to visualize work with limits on work-in-progress for each stage to highlight bottlenecks and encourage swarming to flow of work.
- Metrics like lead time, wait time and blocks are measured to manage flow and continue improving the process over time
Find out what are the most popular steps in Project management. This was prepared for my CIPD Intermediate Level 5 Diploma in Learning and Development.
This document provides an overview of key concepts for the PMP exam presented by Saad Merie, a PMP holder at Engosoft. It covers the exam structure and requirements, the PMBOK framework and knowledge areas, project lifecycles, and common terms. It also includes examples of exam questions and their answers. The presentation aims to help participants understand what is tested on the PMP exam and how to prepare for it.
The document provides information on Lean Six Sigma and process improvement. It outlines the 6 steps for process improvements as: 1) identify value to customers, 2) understand current process, 3) identify wastes, 4) find root causes of wastes, 5) draw a high performance process based on lean solutions, and 6) implement actions and manage for perfection. Tools for analysis include value stream mapping, 5Whys, cause and effect diagrams. Key lean solutions discussed are flow, standardization, and quality management. Visual management and daily accountability routines are also covered.
The document discusses project quality management. It covers quality theories, the evolution of quality management, and the three key quality management processes - plan quality management, perform quality assurance, and control quality.
Plan quality management involves identifying quality requirements and documenting how the project will demonstrate compliance. Perform quality assurance involves auditing quality requirements and results to ensure appropriate standards. Control quality involves monitoring and recording quality activities to assess performance and recommend changes.
The document discusses project communication management. It defines communication management as ensuring the right messages are sent, received, and understood by stakeholders. Effective communication involves both internal project stakeholders and external stakeholders. A project manager spends most of their time ensuring proper communication. The key aspects of communication management discussed are planning communication, managing ongoing communication according to the plan, and monitoring communication to ensure it is effective.
The document discusses Hoshin planning, which is a strategic planning process used to align organizational goals and resources. It defines key terms like vision, mission, targets, and strategies. An effective vision paints a picture of the future, motivates employees, and provides direction for decision making. Creating a shared vision involves building commitment across the organization so everyone understands their role in achieving the desired outcomes.
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
Personally designed (content + graphics design), officially accredited P3O® Foundation courseware.
Portfolio, Programme and Project Offices (P3O®) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
This document discusses the A3 problem solving approach and provides examples of different types of A3 reports. The A3 approach uses a logical, evidence-based process based on the PDCA cycle to drive continuous improvement. It emphasizes brevity, objectivity, and visualization. Different types of A3 reports are used for problem solving, proposals, and status updates. Problem solving reports focus on root cause analysis, proposals on planning, and status reports on results and follow up actions.
The document discusses project time management processes. It provides details on defining activities, sequencing activities, and estimating activity resources. The key processes covered are:
- Define activities by breaking work packages into smaller activities that provide a basis for estimating, scheduling, executing, and controlling work.
- Sequence activities by identifying logical relationships between activities using techniques like precedence diagramming to develop a project schedule network.
- Estimate activity resources by determining what resources are needed, quantities, and availability to perform each activity. This allows more accurate cost and duration estimates.
P3O - The Value Adding PMO - from Strategy to ProjectsTony Vynckier
The document discusses the role and functions of a Portfolio, Program, and Project Office (P3O). A P3O is a decision-enabling and delivery support model that bridges strategic initiatives with ongoing business operations. It supports senior management decision making, ensures alignment of projects to strategy, and optimizes resource management and project delivery. Key functions of a P3O include portfolio management, program management, project management, and acting as a center of expertise. Establishing a P3O can help organizations effectively manage all business change initiatives and realize intended benefits.
A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
Project management and Success Criteria ujjwal Mania
This document discusses key concepts in project management. It defines a project as a temporary effort to create a unique product or service. It notes that projects have definite start and end times. It then discusses various aspects of defining, planning, executing, monitoring and closing projects. Some key points made include that projects require resources, have a sponsor, involve uncertainty and use progressive elaboration. It also discusses why projects fail, including due to a lack of visibility, unclear objectives and communication gaps. Recovering failing projects involves identifying issues, discussing solutions, implementing changes and monitoring progress.
When prioritizing requirements in a project, have you ever been in a situation in which virtually all requirements are High Priority or Critical? As you can imagine, ALL requirements being High priority is as "good" as NO requirements having ANY priority at all. Hmm, not very helpful, isn't it? Is there anything we can do about that?
In this presentation/workshop we'll go through some ideas and practices on how to improve the requirements prioritization process.
Agenda topics:
- Why are we talking about Requirements Prioritization?
- What are we talking about?
- Who cares? Why?
- When do (should) we do it?
- How do we do it? Some useful techniques...
- Pitfalls & "Best" Practices
The workshop goes beyond the knowledge presented in this document, working as team with a faster and better Prioritization Process. The outcomes of that experiment in a future presentation.
This document provides an agenda and guidance for a training session on effective meeting management. The session will cover recognizing good meeting characteristics, preparing for, structuring and facilitating meetings, and devising an action plan to improve meeting skills. It will discuss defining objectives, writing agendas, facilitating, note-taking, and following up on action items. Meeting exercises are included to discuss objectives, agenda writing, facilitation challenges, and setting norms. The goal is to help participants focus on desired behaviors to make their meetings more productive.
Compilation of key concepts for Time Management and Project Scheduling & Project Mgmt
Learn more tips & techniques at www.pmpwisdom.blogspot.com
Register for a free webinar at
https://pmpwisdom.blogspot.com/p/webinar.html
Training material on proposal writing & resource mobilization for focus pak...Fida Karim 🇵🇰
This document provides guidance on writing effective project proposals to donors. It emphasizes selecting donors whose mandates and preferences align with the proposed project. The proposal should clearly describe the problem being addressed, goals and objectives, methodology, budget, and sustainability plan. Follow-up sections guide writing each component, stressing clarity, logic, and adherence to the donor's requirements. The overall message is that a well-crafted proposal demonstrates need, organizational capacity, and potential for impact to convince donors to fund the project.
Este documento presenta una invitación a un webinar sobre cómo transformar una oficina de proyectos (PMO) en una oficina de valor mediante las capacidades del análisis de negocio. El webinar discutirá cómo el análisis de negocio puede ayudar a una PMO a cambiar de un enfoque táctico a uno estratégico. El orador explicará conceptos clave como el marco de trabajo de la estrategia a la ejecución y las áreas de conocimiento del BABOK Guide. El objetivo es mostrar cómo el
Organizational Influences and Project Life Cycle,PMP Chapter 2,PMBOK,PMP Exam...JustAcademy
Free notes on Organizational Influences and Project Life Cycle. Below topics will be covered in this chapter.
Organizational Influences
Organization Structure Functional
Organization Structure Projectized
Organization Structure Matrix
Organization Structure – Weak Matrix
Organization Matrix – Balanced Matrix
Organizational Structure-Strong Matrix
Organization Structure-Composite
Phase-to-Phase relationship
Project Life Cycle
Cost and Staffing Levels in Project Life Cycle
Impact of variables on Project Life Cycle
Project Life Cycle Types
Predictive Life Cycles
Iterative and Incremental Life Cycles
Adaptive Life Cycles
PMP Training in USA,PMP Training in California,PMP Training in Qatar,PMP training in Saudi Arabia,PMP training in India,PMP training in Mumbai,PMP Training in Bangalore
The document discusses the key aspects of project communications management based on the Project Management Body of Knowledge (PMBOK). It covers the three main processes: (1) plan communications management which involves developing an appropriate communications plan based on stakeholder needs, (2) manage communications which is creating, distributing and storing project information per the plan, and (3) control communications which monitors communications to ensure stakeholder needs are met. It provides details on various communication types, barriers, and tools used in project communications management.
PMP - Download 49 Processes Chart | PMBOK6 | Links to all Slides | Link to Yo...Anand Bobade
The document outlines the 49 processes in project management organized by knowledge areas. It includes initiating, planning, executing, monitoring and controlling, and closing processes. For each knowledge area like scope management and schedule management, it lists the relevant processes and provides links to presentation slides and YouTube videos explaining each process. The document was created by Anand Bobade to provide resources on understanding and learning the 49 processes.
Microsoft Office Project 2007 is a project management software that allows users to create Gantt charts, track projects using Gantt Tracker, create full Gantt charts and decision charts, use mid-point scheduling, view MPP dashboards, and is compatible with MPP 2010 files. The session also included a Q&A portion.
This document provides critiques and reviews of several project templates in Microsoft Project 2007, including a software development template, marketing campaign planning template, customer relations template, and vendor request for proposal template. The critiques note what elements are clear and effective in the templates as well as potential areas of improvement, such as breaking tasks down by hours instead of days and including payment rates to develop a project budget.
The document discusses project quality management. It covers quality theories, the evolution of quality management, and the three key quality management processes - plan quality management, perform quality assurance, and control quality.
Plan quality management involves identifying quality requirements and documenting how the project will demonstrate compliance. Perform quality assurance involves auditing quality requirements and results to ensure appropriate standards. Control quality involves monitoring and recording quality activities to assess performance and recommend changes.
The document discusses project communication management. It defines communication management as ensuring the right messages are sent, received, and understood by stakeholders. Effective communication involves both internal project stakeholders and external stakeholders. A project manager spends most of their time ensuring proper communication. The key aspects of communication management discussed are planning communication, managing ongoing communication according to the plan, and monitoring communication to ensure it is effective.
The document discusses Hoshin planning, which is a strategic planning process used to align organizational goals and resources. It defines key terms like vision, mission, targets, and strategies. An effective vision paints a picture of the future, motivates employees, and provides direction for decision making. Creating a shared vision involves building commitment across the organization so everyone understands their role in achieving the desired outcomes.
The concepts and processes on how to perform project scope management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope.
Personally designed (content + graphics design), officially accredited P3O® Foundation courseware.
Portfolio, Programme and Project Offices (P3O®) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
This document discusses the A3 problem solving approach and provides examples of different types of A3 reports. The A3 approach uses a logical, evidence-based process based on the PDCA cycle to drive continuous improvement. It emphasizes brevity, objectivity, and visualization. Different types of A3 reports are used for problem solving, proposals, and status updates. Problem solving reports focus on root cause analysis, proposals on planning, and status reports on results and follow up actions.
The document discusses project time management processes. It provides details on defining activities, sequencing activities, and estimating activity resources. The key processes covered are:
- Define activities by breaking work packages into smaller activities that provide a basis for estimating, scheduling, executing, and controlling work.
- Sequence activities by identifying logical relationships between activities using techniques like precedence diagramming to develop a project schedule network.
- Estimate activity resources by determining what resources are needed, quantities, and availability to perform each activity. This allows more accurate cost and duration estimates.
P3O - The Value Adding PMO - from Strategy to ProjectsTony Vynckier
The document discusses the role and functions of a Portfolio, Program, and Project Office (P3O). A P3O is a decision-enabling and delivery support model that bridges strategic initiatives with ongoing business operations. It supports senior management decision making, ensures alignment of projects to strategy, and optimizes resource management and project delivery. Key functions of a P3O include portfolio management, program management, project management, and acting as a center of expertise. Establishing a P3O can help organizations effectively manage all business change initiatives and realize intended benefits.
A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
Project management and Success Criteria ujjwal Mania
This document discusses key concepts in project management. It defines a project as a temporary effort to create a unique product or service. It notes that projects have definite start and end times. It then discusses various aspects of defining, planning, executing, monitoring and closing projects. Some key points made include that projects require resources, have a sponsor, involve uncertainty and use progressive elaboration. It also discusses why projects fail, including due to a lack of visibility, unclear objectives and communication gaps. Recovering failing projects involves identifying issues, discussing solutions, implementing changes and monitoring progress.
When prioritizing requirements in a project, have you ever been in a situation in which virtually all requirements are High Priority or Critical? As you can imagine, ALL requirements being High priority is as "good" as NO requirements having ANY priority at all. Hmm, not very helpful, isn't it? Is there anything we can do about that?
In this presentation/workshop we'll go through some ideas and practices on how to improve the requirements prioritization process.
Agenda topics:
- Why are we talking about Requirements Prioritization?
- What are we talking about?
- Who cares? Why?
- When do (should) we do it?
- How do we do it? Some useful techniques...
- Pitfalls & "Best" Practices
The workshop goes beyond the knowledge presented in this document, working as team with a faster and better Prioritization Process. The outcomes of that experiment in a future presentation.
This document provides an agenda and guidance for a training session on effective meeting management. The session will cover recognizing good meeting characteristics, preparing for, structuring and facilitating meetings, and devising an action plan to improve meeting skills. It will discuss defining objectives, writing agendas, facilitating, note-taking, and following up on action items. Meeting exercises are included to discuss objectives, agenda writing, facilitation challenges, and setting norms. The goal is to help participants focus on desired behaviors to make their meetings more productive.
Compilation of key concepts for Time Management and Project Scheduling & Project Mgmt
Learn more tips & techniques at www.pmpwisdom.blogspot.com
Register for a free webinar at
https://pmpwisdom.blogspot.com/p/webinar.html
Training material on proposal writing & resource mobilization for focus pak...Fida Karim 🇵🇰
This document provides guidance on writing effective project proposals to donors. It emphasizes selecting donors whose mandates and preferences align with the proposed project. The proposal should clearly describe the problem being addressed, goals and objectives, methodology, budget, and sustainability plan. Follow-up sections guide writing each component, stressing clarity, logic, and adherence to the donor's requirements. The overall message is that a well-crafted proposal demonstrates need, organizational capacity, and potential for impact to convince donors to fund the project.
Este documento presenta una invitación a un webinar sobre cómo transformar una oficina de proyectos (PMO) en una oficina de valor mediante las capacidades del análisis de negocio. El webinar discutirá cómo el análisis de negocio puede ayudar a una PMO a cambiar de un enfoque táctico a uno estratégico. El orador explicará conceptos clave como el marco de trabajo de la estrategia a la ejecución y las áreas de conocimiento del BABOK Guide. El objetivo es mostrar cómo el
Organizational Influences and Project Life Cycle,PMP Chapter 2,PMBOK,PMP Exam...JustAcademy
Free notes on Organizational Influences and Project Life Cycle. Below topics will be covered in this chapter.
Organizational Influences
Organization Structure Functional
Organization Structure Projectized
Organization Structure Matrix
Organization Structure – Weak Matrix
Organization Matrix – Balanced Matrix
Organizational Structure-Strong Matrix
Organization Structure-Composite
Phase-to-Phase relationship
Project Life Cycle
Cost and Staffing Levels in Project Life Cycle
Impact of variables on Project Life Cycle
Project Life Cycle Types
Predictive Life Cycles
Iterative and Incremental Life Cycles
Adaptive Life Cycles
PMP Training in USA,PMP Training in California,PMP Training in Qatar,PMP training in Saudi Arabia,PMP training in India,PMP training in Mumbai,PMP Training in Bangalore
The document discusses the key aspects of project communications management based on the Project Management Body of Knowledge (PMBOK). It covers the three main processes: (1) plan communications management which involves developing an appropriate communications plan based on stakeholder needs, (2) manage communications which is creating, distributing and storing project information per the plan, and (3) control communications which monitors communications to ensure stakeholder needs are met. It provides details on various communication types, barriers, and tools used in project communications management.
PMP - Download 49 Processes Chart | PMBOK6 | Links to all Slides | Link to Yo...Anand Bobade
The document outlines the 49 processes in project management organized by knowledge areas. It includes initiating, planning, executing, monitoring and controlling, and closing processes. For each knowledge area like scope management and schedule management, it lists the relevant processes and provides links to presentation slides and YouTube videos explaining each process. The document was created by Anand Bobade to provide resources on understanding and learning the 49 processes.
Microsoft Office Project 2007 is a project management software that allows users to create Gantt charts, track projects using Gantt Tracker, create full Gantt charts and decision charts, use mid-point scheduling, view MPP dashboards, and is compatible with MPP 2010 files. The session also included a Q&A portion.
This document provides critiques and reviews of several project templates in Microsoft Project 2007, including a software development template, marketing campaign planning template, customer relations template, and vendor request for proposal template. The critiques note what elements are clear and effective in the templates as well as potential areas of improvement, such as breaking tasks down by hours instead of days and including payment rates to develop a project budget.
Dokumen tersebut membahas tentang instalasi dan aktivasi Microsoft Project 2007. Langkah-langkahnya meliputi memperoleh serial number secara online, menginstal aplikasi dengan memasukkan serial number, serta mengaktifkan Microsoft Project setelah instalasi selesai.
The document provides information on using Gantt charts in Microsoft Project. It discusses key aspects of Gantt charts like the spreadsheet and calendar view, entering project properties and tasks, linking tasks, and outlining projects into a work breakdown structure. It also covers customizing calendars, changing task modes, and the different types of dependencies between tasks.
O documento apresenta um manual sobre o uso do software MS Project 2007 para planejamento e gerenciamento de projetos. Ele descreve a interface do programa, como criar e parametrizar um novo projeto, adicionar e vincular tarefas, trabalhar com recursos e calendários, acompanhar a execução do projeto e gerar relatórios.
The document discusses enterprise resource management (ERM) using Microsoft Project Server 2007. It defines ERM as managing resources belonging to the whole organization. It explains that a Microsoft ERM solution can provide visibility into resource demand, capacity, and utilization. It outlines key Microsoft ERM features like defining generic and material resources, setting cost rates and calendars, and resource availability reporting. The document demonstrates how to use these features to capture resource requests, select projects, plan capacity, develop detailed project plans, and track project and resource performance.
Project maturity level with ms project server 2007Faisal Masood
The document discusses project maturity levels with Microsoft Project Server 2007. It presents on the current project management process, the MS Project Server 2007 project management process, and the experiences of time entry users, project managers, and executives using the system. The presentation covers topics like centralized projects, collaborative environments, automated reporting, earned value management, programs, budgets vs costs, risks, work vs capacity, and dashboards. It concludes with contact information for the presenting company, Softvative Inc., for MS Project Server services, training, and products.
Microsoft Project 2003 Configuration Training Level 2 Itvamp 2007ITVAMP, LLC
This document provides a training guide for configuring project plan templates in Microsoft Project 2003. It covers topics like customizing outline codes, inserting text columns, formatting Gantt charts, configuring calendars and resources, and saving templates. Step-by-step instructions are provided for tasks like defining column definitions, customizing fields, editing lookup tables, and using the Gantt chart wizard to format bars and views. The goal is to teach users how to design and maintain project templates in MSP 2003.
Microsoft Excel and PowerPoint are common programs used for data analysis and presentations. Excel allows users to organize and calculate data across spreadsheets, while PowerPoint enables the creation of digital slideshows and presentations. Both Excel and PowerPoint are part of the Microsoft Office suite of productivity applications.
MS Project digunakan untuk merencanakan, melaksanakan, dan mengontrol jadwal dan biaya proyek secara terperinci. Modul ini mendemonstrasikan cara menggunakan MS Project untuk merencanakan proyek pembangunan shelter merokok, meliputi pengaturan, pengisian item pekerjaan, pengelompokan, pengisian durasi, pembuatan hubungan antar item, penugasan sumber daya, dan pembuatan kurva S.
Microsoft Project 2003 is a project management software that can help track project details, visualize project plans, schedule tasks and resources, and communicate with project stakeholders. It has different editions for individual, team and enterprise use. The document provides step-by-step instructions on how to create a sample project plan in Project 2003, including setting start dates, defining work times, entering tasks and durations, adding milestones, linking task dependencies, and scheduling tasks. The completed project plan shows the tasks organized and linked in a Gantt chart view.
How to schedule_a_project_in_ms_project_2003bebocole
This document provides guidance on how to schedule a project in Microsoft Project 2003. It discusses setting up the project, entering tasks, estimates, dependencies, constraints, resources, and assigning resources. It also covers optimizing the schedule for time and time/cost by highlighting the critical path and making changes to longest/most expensive tasks. The overall process involves setting up the project details, entering and estimating all tasks, defining dependencies and resources, and then optimizing the schedule.
Power point 2016 module 1 ppt presentationdgdotson
This document provides an overview of creating and formatting presentations in PowerPoint 2016. It covers defining presentation software, planning an effective presentation, examining the PowerPoint window, entering and formatting slide text, adding new slides, applying design themes, comparing presentation views, and printing a PowerPoint presentation. The document consists of 27 slides with instructions and screenshots to illustrate PowerPoint functions.
This document provides an overview and introduction to Microsoft Office 2007 training. It covers the key changes in the 2007 version, including the new Ribbon interface, file formats, and keyboard shortcuts. The training consists of two lessons - an overview of the new Office interface and features, and answers to critical questions about changes from previous versions. It includes examples, screenshots and practice tasks to help users get up to speed with Office 2007.
The document discusses Microsoft Project 2003 and how it can be used to manage projects. It provides an overview of the different versions of Project 2003 and describes how to start a new project plan in Project 2003. It also explains how to create tasks, durations, milestones, dependencies between tasks, and a Gantt chart in a project plan.
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This document provides an overview of how to use Microsoft Project to plan and track a project. It discusses defining the project properties including the start date. It describes adding tasks, durations, predecessors and grouping tasks. It explains identifying and tracking the critical path. Finally, it covers managing resources by identifying available resources, assigning them to tasks, and tracking costs. The overall document serves as a tutorial for using Microsoft Project to manage all aspects of a project from initial planning through ongoing tracking.
Project management involves defining goals, planning, implementing, and evaluating a project. It typically involves short-term projects with specific outcomes and allocated resources. Planning is the most important step and involves assessing time, cost, and scope. Two case studies are described: an executive dashboard project completed on time and budget through defining roles and milestones, and a class agent portal rebuild that met its goals through careful project management. Tools and models for prioritizing projects include matrices and Venn diagrams.
This document provides a minor project report on project monitoring and controlling using Microsoft Project. It includes an introduction discussing project management processes like initiation, planning, execution, monitoring and controlling. It also includes a literature review on the history of project management and critical studies. The objectives are to govern project operations, understand and control schedules and finances, communicate project information, and ensure projects are completed on schedule. The methodology discusses techniques like critical path method, project evaluation and review technique, and Gantt charts.
Project management involves planning, executing, monitoring, and closing a project to achieve objectives on schedule and within budget. It utilizes techniques like work breakdown structure, critical path method, Gantt charts, and PERT charts to define tasks, durations, dependencies, and calculate schedules. The triple constraints of scope, time, and cost must be balanced throughout the project phases of initiation, planning, execution, monitoring and control, and closing.
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
This document provides an overview of project management concepts including:
- The purpose of project management is to ensure objectives are met on schedule and budget through communication, meetings, reviews, and monitoring.
- Project management involves planning, organizing, controlling, and measuring a group of linked activities with a clear start and end point to achieve specific results.
- Techniques like CPM, PERT, and Gantt charts are used to plan projects, identify critical paths, determine slack times, and monitor progress. Project crashing can potentially reduce durations but at increased cost.
- The project life cycle typically involves phases like planning, implementation, testing, and closure with varying resource needs and uncertainty levels through the process.
The document discusses project time management. It covers the importance of project schedules, noting that delivering projects on time is a major challenge and time overruns are common. It then discusses the processes involved in project time management, including activity definition, sequencing, resource and duration estimating, schedule development, and schedule control. Key techniques covered include precedence diagramming, Gantt charts, critical path method, calculating float, techniques for shortening schedules like crashing and fast tracking, and critical chain scheduling. The importance of updating the critical path and controlling changes to the project schedule are also emphasized.
This document discusses project scheduling principles and tools for project management. It outlines key scheduling principles like compartmentalization of tasks, defining interdependencies, allocating time, and assigning responsibilities. It also discusses defining outcomes and milestones. The document then covers steps to create a project schedule including listing deliverables, defining milestones, and developing a work breakdown structure. Finally, it discusses traditional and modern project management tools and their benefits for focusing work and communication to complete projects on time and on budget.
This document provides an overview of a 3-day project management training course. The course covers key project management principles and practices including planning, executing, monitoring, and closing a project. It discusses project initiation, definition, planning, execution, monitoring/controlling, and closing phases. Specific topics covered include work breakdown structures, scheduling, estimating time and costs, developing a project budget, risk management, building a project team, and assigning responsibilities. The training objectives are to provide an understanding of how to plan, execute, manage resources/people, connect with stakeholders, and manage scope, budget, and timelines on a project.
Project management master class karin rheederKarin Rheeder
The document discusses the key aspects of project management including the typical project lifecycle of initiation, planning, execution, and closure. It describes each phase of the project lifecycle in detail, explaining the key activities, plans, and reviews involved in planning and executing a project. The document also discusses important project management concepts like the work breakdown structure, critical path analysis, resource planning, risk management, and change control that are crucial for successful project delivery.
This document provides an overview of project scheduling concepts and best practices. It discusses the purpose of a project schedule as a management communication tool [SENTENCE 1]. It covers schedule strategy, including building a schedule on paper before entering it into software. The document also discusses scheduling software options, certification in project scheduling through PMI, and tips for preparing for the PMI Scheduling Professional exam [SENTENCE 2]. Project scheduling concepts discussed include work breakdown structures, critical path method, appropriate level of detail in a schedule, and regularly updating the schedule [SENTENCE 3].
Chapt5.pptx it is notes of the 5th chapterpreetidamakale
The document discusses project scheduling and tracking techniques for software projects. It covers work breakdown structures, activity networks, Gantt charts, critical path method (CPM), program evaluation and review technique (PERT), and comparing planned vs. actual project timelines. Example macro timeline charts are provided for library management, college management, and hotel management systems projects spanning 15-20 days each broken down by SDLC phases.
The document discusses project schedule management. It describes the key processes involved which include planning, defining activities, sequencing activities, estimating durations, and developing the schedule. Specific techniques are outlined for each process such as precedence diagramming, critical path method, resource leveling. The outputs of defining activities and sequencing activities are also summarized such as the activity list, milestone list, and schedule network diagrams.
This document provides an overview of project management concepts including:
- The definition of a project, project life cycle, characteristics of projects, and tools and techniques used for project management.
- Key aspects of project management like project identification, scope, deliverables, team, and the role of the project manager.
- The project life cycle involves initiation, planning, execution, and closure to complete a project on time and on budget.
- Effective project managers demonstrate leadership, task delegation, and communication skills to guide a project team to success.
This document discusses project management techniques for managing the triple constraints of scope, time, and cost on projects. It defines key terms for scope, time, and cost management and describes tools and techniques for planning, controlling, and completing each area successfully. These include work breakdown structures, Gantt charts, estimating techniques like analogous and parametric estimating, variance analysis, and change control systems. The goal is to incorporate these techniques to deliver projects on budget, on schedule, and according to defined objectives and requirements.
This document discusses concepts and principles of project management. It defines project management and describes the key phases of project management - initiation, planning, execution, and closeout. It also discusses important project management techniques including developing a work breakdown structure, creating a network diagram, scheduling, budgeting, and identifying and managing risks. The document is intended as a chapter in a textbook on project analysis and evaluation.
1. The document discusses several project management techniques including PERT (Program Evaluation and Review Technique), Gantt charts, and Management by Objectives (MBO).
2. PERT involves identifying activities, determining sequences, estimating times, and identifying critical paths to manage projects. Gantt charts use horizontal bars to visualize task relationships and allocate resources over time.
3. MBO involves setting objectives collaboratively, periodic reviews, and integrating individual goals with organizational goals. These techniques aim to effectively plan, monitor, and control projects.
The document discusses project management processes and software project planning. It describes the five basic phases of directing and controlling a project: conception and initiation, definition and planning, launch or execution, performance and control, and close. It also outlines the key responsibilities of a project manager, including planning, organizing, leading, and controlling. Finally, it details the various activities involved in software project planning such as scope definition, quality planning, time and resource estimation, risk identification, schedule development, and cost estimation.
ISO 9001:2008 helps ensure that customers get consistent, good quality products and services, which in turn brings many business benefits. This presentation will guide you in upgrading your quality management system to the latest version of the standard
This document provides an agenda for a training on practical auditing for internal quality auditors. It discusses key audit concepts like the PDCA cycle and process approach. It also covers important audit skills like interview techniques, note taking, report writing, and auditing difficult clauses. Common audit findings are presented along with tips for auditing undocumented processes and improving audit practices. The document concludes with an auditor code of ethics emphasizing integrity, objectivity, confidentiality and competence.
This document provides a suggested template for preparing and presenting a project kick-off meeting. The template includes sections for an introduction stating the objective, agenda, project overview with a short description, scope defining logical boundaries, team organization listing members and responsibilities, major deliverables and descriptions, estimated effort including budget, infrastructure, manpower allocation and timeline, assumptions, risks and issues, and project acceptance conditions. The presentation advises preparing a project quality plan and following standard processes to deal with contingencies.
This document provides an introduction and overview of quality management tools for root cause analysis (RCA) and problem solving. It covers two modules: Module 1 focuses on basic RCA tools like histograms, Pareto charts, and cause-and-effect diagrams. Module 2 will cover the 8-D problem solving method. The document provides definitions of key terms, objectives for each module, and examples to illustrate how to create and use the different tools for analyzing problems and identifying root causes.
5 s – a program to improve project.ppt [compatibility mode]Isidro Sid Calayag
5S is the name of a workplace organization method that uses a list of five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. Transliterated into English, they all start with the letter "S".
This document summarizes changes made to TPI's quality management system to comply with the updated ISO 9001:2008 standard. Some key changes include defining outsourced processes, focusing on measuring process effectiveness, adding training requirements to achieve competence, and including physical and environmental factors in the definition of work environment. The update resulted in changes to TPI's QMS manual and procedures.
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.
The document outlines the 5S methodology, which is a program used to improve project performance through workplace organization and standardization. It describes the five steps of 5S - Sort, Set In Order, Shine, Standardize, and Sustain. For each step, it provides definitions, examples of activities that can be done, and how success can be measured. The overall goal of 5S is to enhance work efficiency, reduce costs, eliminate waste, and improve productivity and work ethics through an organized, standardized workplace.
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This document provides an overview of internal quality auditing techniques and common ISO 9001 requirements. It discusses using a process approach and PDCA cycle in audits. Interview skills like questioning techniques and taking notes are covered. Creating checklists and potential issues with "cheat sheets" are also summarized. The document reviews writing audit reports and addressing nonconformities. It identifies some of the toughest ISO 9001 clauses to audit and the most common nonconformities found in internal and registrar audits.
Typical Quality Management System Based On Iso 9001 2008Isidro Sid Calayag
This document outlines the key elements of a quality management system (QMS) based on ISO 9001:2008. It discusses the objectives of implementing a QMS, including achieving organizational success and meeting requirements. The QMS focuses on customer focus, leadership, involvement of people, process approach, and continual improvement. It addresses management responsibility, resource management, product realization, measurement and improvement to ensure a process-based approach that meets customer needs and enhances supplier relationships.
The document discusses quality assurance and quality control concepts in construction projects based on ISO 9001:2008. It outlines a quality management system with four levels - quality manual, procedures, plans, and forms/records. Key elements include defining roles for QA/QC departments in verifying requirements and monitoring activities. Quality control focuses on inspection, monitoring and reducing variation. The presentation provides an example of applying the quality system to a HOYA construction project, with the goal of zero defects and identifying problems before customers.
This document provides a template for a project kick-off meeting presentation. It includes an introduction outlining the purpose and objectives, an agenda with sections on the project overview including description and goals, scope, team organization, major deliverables, estimated effort including budget, infrastructure, manpower allocation and timeline, assumptions risks and issues, project acceptance including customer acceptance conditions, and concludes with an end of presentation slide. The template provides placeholders for specific project details.
The document discusses quality management tools for root cause analysis. It introduces histograms and Pareto charts for analyzing problems, and cause-and-effect diagrams for identifying possible causal factors. The document provides examples and guidance for constructing Pareto charts to identify the main issues contributing to a problem. It also outlines the root cause analysis process of defining a problem, collecting data, identifying causes, identifying root causes, and recommending solutions.
The document outlines an introduction to quality management tools for root cause analysis, including Pareto charts and Ishikawa diagrams. It will cover how to create and interpret Pareto charts to identify the most common issues and focus corrective efforts. Ishikawa or cause-and-effect diagrams will also be explained as a tool to visually map out the potential causes of a problem across categories like equipment, materials, procedures and people. The training aims to equip participants with basic tools to effectively analyze problems and identify root causes.
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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
2
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.
4
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. Project Management
• Commonly used terms
• Concept of Project Management
• Key metrics to Project Management
• Key Success Factors
• The Critical Path / PERT Chart
Lesson 1
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. 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
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
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
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
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 communications 14
15. 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
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
1
2
3
4
5 6
Locate
facilities
Order
furniture
Furniture
setup
Interview
Hire and
train
Remodel
Move
in
AOA
19. Project Network – Activity on Node
1
2
3
5
6
Locate
facilities
Order
furniture
Furniture
setup
Interview
Remodel
Move
in
4
Hire and
train
7S
AON
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
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
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. A B C&D E F F&G
D
a b
d
c e f
G
g
0
1 2
5
1 3
1
Critical Path = A D E F H slack in B C, G
H
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
35
Solution to Review Lesson 1 - c
32. Lesson 2: Microsoft Project
• Starting Microsoft Project
• The Screen
• The Default View
• Views and Tables
• Menus
• The Tool Bar
33. 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
34. 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
35. 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
36. Planning the project
Where to Begin
1. Start MS Project
2. Choose the Define
Project in the Task
Wizard
3. Follow succeeding
instructions
40
37. 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
38. Task Entry and Linking
• Creating Milestone,
• Task Relationships
• Linking Tasks
• Editing the Task Information
• Formatting the Gantt Chart
• Highlighting the critical path
39. 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.
40. 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.
41. 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
42. 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
44. 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
45. 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
46. 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
47. 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
50. 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
53. 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