MS Projects Day 2 Final

7/29/2019 MS Projects Day 2 Final

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Computer based Project ManagementUsing MS Project 2010

Training program on

Day 2


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The Project Management Knowledge Areas

The Project Management Knowledge Areas, organizes the 44 project

management processes from the Project Management Process Groupsinto nine Knowledge Areas, as described below.

Project Integration Management

Project Scope Management

Project Time Management

Project Cost Management

Project Quality Management

Project Human Resource Management

Project Communications Management

Project Risk Management

Project Procurement Management


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These processes are aggregated into five groups, defined as the

Project Management Process Groups:

Initiating Process Group. Defines and authorizes the project or a

project phase.

Planning Process Group. Defines and refines objectives, and plans

the course of action required to attain the objectives and scope that

the project was undertaken to address.

Executing Process Group. Integrates people and other resources to

carry out the project management plan for the project.

Monitoring and Controlling Process Group. Regularly measures

and monitors progress to identify variances from the project

management plan so that corrective action can be taken when

necessary to meet project objectives.Closing Process Group. Formalizes acceptance of the product,

service or result and brings the project or a project phase to an orderly

end.


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Initiating Process Group

The Initiating Process Group consists of the processes that facilitate

the formal authorization to start a new project or a project phase.

1. Develop Project Charter

2. Identify Stakeholders


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Planning Process Group

The project management team uses the Planning Process Group and

its constituent processes and interactions to plan and manage a

successful project for the organization.The Planning Process Group includes the following project

management processes:

1. Develop Project Management Plan

2. Collect Requirements

3. Define Scope

4. Create WBS

5. Define Activities

6. Sequence Activities

7. Estimate Activity Resources

8. Estimate Activity Durations

9. Develop Schedule

10. Estimate Costs

11. Determine Budget

12. Plan Quality

13. Develop Human Resource Plan

14. Plan Communications

15. Plan Risk Management

16. Identify Risks

17. Perform Qualitative Risk Analysis

18. Perform Quantitative Risk Analysis

19. Plan Risk Responses

20. Plan Procurements


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Executing Process Group

The Executing Process Group consists of the processes used to

complete the work defined in the project management plan toaccomplish the project's requirements. The project team should

determine which of the processes are required for the team's specific

project. This Process Group involves coordinating people and

resources, as well as integrating and performing the activities of the

project in accordance with the project management plan.

1. Direct and Manage Project Execution

2. Perform Quality Assurance

3. Acquire Project Team

4. Develop Project Team

5. Manage Project Team

6. Distribute Information

7. Manage Stakeholder Expectations

8. Conduct Procurements


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Monitoring and Controlling Process Group

The Monitoring and Controlling Process Group consists of those

processes performed to observe project execution so that potential

problems can be identified in a timely manner and corrective action canbe taken, when necessary, to control the execution of the project. The

project team should determine which of the processes are required for

the team's specific project. The key benefit of this Process Group is that

project performance is observed and measured regularly to identify

variances from the project management plan. The Monitoring andControlling Process Group also includes controlling changes and

recommending preventive action in anticipation of possible problems.

1. Monitor and Control Project Work

2. Perform Integrated Change Control3. Verify Scope

4. Control Scope

5. Control Schedule

6. Control Costs

7. Perform Quality Control8. Report Performance

9. Monitor and Control Risks

10. Administer Procurements


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Closing Process Group

The Closing Process Group includes the processes used to

formally terminate all activities of a project or a project phase, hand

off the completed product to others or close a cancelled project.

This Process Group, when completed, verifies that the defined

processes are completed within all the Process Groups to close the

project or a project phase, as appropriate, and formally establishes

that the project or project phase is finished.

1. Close Project or Phase

2. Close Procurements


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Now we will discuss the Body of Knowledge


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Project Integration Management

The Project Integration Management Knowledge Area includes the

processes and activities needed to identify, define, combine, unify, and

coordinate the various processes and project management activities

within the Project Management Process Groups. In the project

management context, integration includes characteristics of unification,

consolidation, articulation, and integrative actions that are crucial to

project completion, successfully meeting customer and other

stakeholder requirements, and managing expectations.

The integrative project management processes include:

Develop Project Charter

Develop Project management Plan

Direct and Manage Project Execution

Monitor and Control Project Work

Perform Integrated Change Control

Close Project or Phase


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1 Develop Project Charter

The process of developing a document that formally authorizes a

project or a phase and documenting initial requirements that satisfythe stakeholders needs and expectations.


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2 Develop Project management Plan

The process of documenting the actions necessary to define,

prepare, integrate, and coordinate all subsidiary plans.


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3 Direct and manage Project execution

The process of performing the work defined in the

project management plan to achieve the projects objectives.


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4monitor and Control Project work

The process of tracking, reviewing, and regulating the progress to

meet the performance objectives defined in the project managementplan.


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5 Perform Integrated Change Control

The process of reviewing all change requests, approving changes,

and managing changes to the deliverables, organizational processassets, project documents, and the project management plan.


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6Close Project or Phase

The process of finalizing all activities across all of the Project

Management Process Groups to formally complete the project orphase.


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Project Scope Management

Project Scope Management includes the processes required to ensure

that the project includes all the work required, and only the work required,

to complete the project successfully. Project scope management isprimarily concerned with defining and controlling what is and is not

included in the project.

In the project context, the term scope can refer to:

Product scope. The features and functions that characterize a product,service, or result

Project scope. The work that needs to be accomplished to deliver a

product, service, or result with the specified features and functions.

Collect Requirements

Define Scope

Create WBS

Verify Scope

Control Scope


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1 Collect Requirements

The process of defining and documenting stakeholders needs to

meet the project objectives.


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2Define Scope

The process of developing a detailed description of the project

and product.


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3Create WBS

The process of subdividing project deliverables and project work into

smaller, more manageable components.


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Using the Work Breakdown Structure to Plan a Project

The most useful tool for project planning is the Work Breakdown

Structure (WBS).

The idea behind the WBS is simple: You can subdivide acomplicated task into smaller tasks, until you reach a level that

cannot be further subdivided.

At that point, it is usually easier to estimate how long the small task

will take and how much it will cost to perform than.


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Note that we do not worry about the sequence in which work is

performed when we do a WBS. That will be worked out when we

develop a schedule.


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WBS level

The typical WBS has three to six levels. It is, of course, possible to

have projects that require a lot more levels.


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Guidelines for Developing the WBS

One important question in constructing a WBS is When do you stop

breaking down the work?The general guideline is that you stop when you reach a point where

either you can estimate time and cost to the desired degree of

accuracy or the work will take an amount of time equal to the

smallest units you want to schedule. If, for instance, you want to

schedule to the nearest day, you break down the work to the point

where tasks take about a day to perform. If you are going to schedule

to the nearest hour, then you stop when task durations are in that

range.

Remember the rule that the people who must do the work should

participate in planning it? That applies here. Usually a core groupidentifies top-level parts of the WBS; those parts are further refined

by other members of the team and then integrated to obtain the entire

WBS.


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4Verify Scope

The process of formalizing acceptance of the completed project

deliverables.


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5Control Scope

The process of monitoring the status of the project and product

scope and managing changes to the scope baseline.


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Project Time Management

The Project Time Management processes include the following:

Define Activities

Sequence Activities

Estimate Activity Resources

Estimate Activity Durations

Develop Schedule

Control Schedule

Project Time Management includes the processes required to

accomplish timely completion of the project.


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1Define Activities

The process of identifying the specific actions to be performed to

produce the project deliverables.


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2 Sequence Activities

The process of identifying and documenting relationships among

the project activities.


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3Estimate Activity Resources

The process of estimating the type and quantities of material, people,

equipment, or supplies required to perform each activity.


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4 Estimate Activity Durations

The process of approximating the number of work periods needed to

complete individual activities with estimated resources.


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Estimating Time, Costs, and Resources

Once the work is broken down, you can estimate how long it

will take.


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5 Develop Schedule

The process of analyzing activity sequences, durations, resource

requirements, and schedule constraints to create the project schedule.


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Scheduling Techniques

1. Ensure that all activities areplanned for

2. Their order of performance isaccounted for

3. The activity time estimates arerecorded

4. The overall project time isdeveloped


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Gantt chart

Critical Path Method (CPM)

Program Evaluation and Review

Technique (PERT)

Scheduling Techniques


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A Simple Gantt Chart

Time

J F M A M J J A S

Design

Prototype

Test

Revise

Production


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Network techniques

Developed in 1950s

CPM by DuPont for chemical plants (1957)

PERT by Booz, Allen & Hamilton with theU.S. Navy, for Polaris missile (1958)

Consider precedence relationships and

interdependencies

Each uses a different estimate of activity

times

PERT and CPM


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Six Steps PERT & CPM

1. Define the project and prepare the work

breakdown structure

2. Develop relationships among theactivities - decide which activities must

precede and which must follow others

3. Draw the network connecting all of theactivities


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Six Steps PERT & CPM

4. Assign time and/or cost estimates to

each activity

5. Compute the longest time path throughthe network this is called the critical

path

6. Use the network to help plan,schedule, monitor, and control the

project


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CPM assumes we know a fixed time

estimate for each activity and there is

no variability in activity times PERT uses a probability distribution for

activity times to allow for variability

Variability in Activity Times


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Three time estimates are required

Optimistic time (a) if everything goes

according to planPessimistic time (b) assuming very

unfavorable conditions

Most likely time (m) most realisticestimate

Variability in Activity Times


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EXTENSIONS TO PERT/CPM

Precedence Diagramming

Finish-to-start linkage

Start-to-start linkage

Finish-to-finish linkage Start-to-finish linkage


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Graphical Evaluation and

Review Technique (GERT)

combines flowgraphs, probabilisticnetworks, and decision trees

allows loops back to earlier events and

probabilistic branching


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6Control Schedule

The process of monitoring the status of the project to update project

progress and managing changes to the schedule baseline.

P j t C t M t


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Project Cost Management

Project Cost Management includes the processes involved in

planning, estimating, budgeting, and controlling costs so that theproject can be completed within the approved budget.

Cost Estimating

Cost BudgetingCost Control

1 E ti t C t


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1Estimate Costs

The process of developing an approximation of the monetary

resources needed to complete project activities.


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2Determine Budget

The process of aggregating the estimated costs of individual

activities or work packages to establish an authorized cost baseline.


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3Control Costs

The process of monitoring the status of the project to update the

project budget and managing changes to the cost baseline.



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Project Quality Management processes include all the activities of the

performing organization that determine quality policies, objectives, and

responsibilities so that the project will satisfy the needs for which it wasundertaken. It implements the quality management system through the

policy, procedures, and processes of quality planning, quality assurance,

and quality control, with continuous process improvement activities

conducted throughout, as appropriate.

The Project Quality Management processes include the following:

Quality Planning

Perform Quality AssurancePerform Quality Control

Modern quality management complements project management For


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Modern quality management complements project management. For

example, both disciplines recognize the importance of:

Customer satisfaction. Understanding, evaluating, defining, and

managing expectations so that customer requirements are met. Thisrequires a combination of conformance to requirements (the project

must produce what it said it would produce) and fitness for use (the

product or service must satisfy real needs).

Prevention over inspection. The cost of preventing mistakes is

generally much less than the cost of correcting them, as revealed by

inspection.

Management responsibility. Success requires the participation of all

members of the team, but it remains the responsibility of management to

provide the resources needed to succeed.

Continuous improvement. The plan-do-check-act cycle is the basis for

quality improvement. In addition, quality improvement initiativesundertaken by the performing organization, such as TQM and Six

Sigma, can improve the quality of the project's management as well as

the quality of the project's product. Process improvement models include

Malcolm Baldrige, CMM, and CMMISM


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The word quality has many meanings:

A degree of excellence

Conformance with requirements

The totality of characteristics of an entity that bear on its ability to

satisfy stated or implied needs Fitness for use

Fitness for purpose

Freedom from defects imperfections or contamination

Delighting customers


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Customer

Organization that receives a product or service includes:

Purchaser, consumer, client, end user, retailer or beneficiary


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Employees

Employees may not be interested in the products and services, but are

interested in the conditions in which they are required to work.

Employees are stakeholders because they can withdraw their labour.

Stakeholder.

The individuals and constituencies that contribute, either voluntarily

or involuntarily, to an organizations wealth-creating capacity and

activities, and that are therefore its potential beneficiaries and/or riskbearers.


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Suppliers

Suppliers are interested in the success of the organization because

it may in turn lead to their success. However, suppliers are also

stakeholders because they can withdraw their patronage. They can

choose their customers. If you treat your suppliers badly such as

delaying payment of invoices for trivial mistakes, you may find they

terminate the supply at the first opportunity putting your

organization into a difficult position relative to its customer

commitments.


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Quality

Quality can be defined as the degree to which a set of inherentcharacteristics fulfils a need or expectation that is stated, general

implied or obligatory.


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Q lit h t i ti


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Quality characteristics

Accessibility Functionality Size

Availability Interchangeability Susceptibility

Appearance Maintainability StorabilityAdaptability Odour Strength

Cleanliness Operability Taste

Consumption Portability Testability

Durability Producibility Traceability

Disposability Reliability ToxicityEmittance Reparability Transportability

Flammability Safety Vulnerability

Flexibility Security Weight

Any feature or characteristic of a product or service that is needed

to satisfy customer needs or achieve fitness for use is a qualitycharacteristic.


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Service quality characteristics

Accessibility Credibility Honesty

Accuracy Dependability Promptness

Courtesy Efficiency Responsiveness

Comfort Effectiveness Reliability

Competence Flexibility Security

Q lit t


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Quality parameters

Quality of design is the extent to which the design reflects a product or

service that satisfies customer needs and expectations. All thenecessary characteristics should be designed into the product or service

at the outset.

Quality of conformance is the extent to which the product or serviceconforms to the design standard. The design has to be faithfully

reproduced in the product or service.

Quality of use is the extent by which the user is able to securecontinuity of use from the product or service. Products need to have a

low cost of ownership, be safe and reliable, maintainable in use and

easy to use.

Dimensions of quality


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Dimensions of quality

The business quality dimension. This is the extent to which thebusiness serves the needs of all interested parties and is the outward

facing view of the organization. The interested parties are not only

interested in the quality of particular products and services but judge

organizations by their potential to create wealth, the continuity of

operations, the sustainability of supply, care of the environment, and

adherence to health, safety and legal regulations.

The product quality dimension. This is the extent to which theproducts and services provided meet the needs of specific customers.

The organization quality dimension. This is the extent to which the

organization maximizes its efficiency and effectiveness and is the inwardfacing view of the organization. Efficiency is linked with productivity

which itself is linked with the motivation of personnel and the capability

and utilization of resources. Effectiveness is linked with the utilization of

knowledge focusing on the right things to do. This directly affects all

aspects of quality.


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Achieving sustaining and improving quality

Several methods have evolved to achieve, sustain and improve

quality; they are quality control, quality improvement and qualityassurance, which collectively are known as quality management.


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Quality management

There are two schools of thought on quality management.

1 What are you trying to do?

2 How do you make it happen?

3 How do you know its right?

4 How do you know its the best way of doing it?5 How do you know its the right thing to do?

1 How do you know what is needed?

2 What could affect your ability to do it right?

3 What checks are made to verify achievement?4 How do you ensure the integrity of these checks?

5 What action is taken to prevent a recurrence of failure?


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Customer focus


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Customer focus

Organizations depend on their customers and therefore should

understand current and future customer needs, meet customer

requirements and strive to exceed customer expectations.

Inward seeking focusto

Outward seeking focus

Leadership


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Leadership

Leaders establish unity of purpose and direction for the organization.

They should create and maintain the internal environment in which

people can become fully involved in achieving the organizationsobjectives.

Aggravationto

Motivation

Involvement of people


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p p

People at all levels are the essence of an organization and their full

involvement enables their abilities to be used for the organizations

benefit.

Operateto

Cooperate

Process approach


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Process approach

A desired result is achieved more efficiently when related

resources and activities are managed as a process.

Procedure approachto

Process approach

System approach to management


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System approach to management

Identifying, understanding and managing interrelated processes as

a system contributes to the organizations effectiveness and

efficiency in achieving its objectives.

Functional approachto

Systems approach


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Factual approach to decision making


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pp g

Effective decisions are based on the analysis of data and information.

Subjectiveto

Objective

Mutually beneficial supplier relationships


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Mutually beneficial supplier relationships

An organization and its suppliers are interdependent and a mutually

beneficial relationship enhances the ability of both to create value.

Adversarial approachto

Alliance approach


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The Project Quality Management processes include the following:

Quality Planning - identifying which quality standards are relevant to

the project and determining how to satisfy them.

Perform Quality Assurance - applying the planned, systematic

quality activities to ensure that the project employs all processes

needed to meet requirements.

Perform Quality Control - monitoring specific project results to

determine whether they comply with relevant quality standards andidentifying ways to eliminate causes of unsatisfactory performance.

Modern quality management complements project management. For example,

both disciplines recognize the importance of:


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both disciplines recognize the importance of:

Customer satisfaction. Understanding, evaluating, defining, and managing

expectations so that customer requirements are met. This requires a

combination of conformance to requirements (the project must produce what itsaid it would produce) and fitness for use (the product or service must satisfy

real needs).

Prevention over inspection. The cost of preventing mistakes is generally

much less than the cost of correcting them, as revealed by inspection.

Management responsibility. Success requires the participation of all members

of the team, but it remains the responsibility of management to provide the

resources needed to succeed.

Continuous improvement. The plan-do-check-act cycle is the basis for quality

improvement. In addition, quality improvement initiatives undertaken by the

performing organization, such as TQM and Six Sigma, can improve the quality

of the project's management as well as the quality of the project's product.

Process improvement models include Malcolm Baldrige, CMM, and CMMISM.

Quality control (QC)


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Quality management systems


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ISO 9000 defines a quality management as a set of interrelated or

interacting processes that achieve the quality policy and quality

objective.

Safety systems to serve safety objectives

Environmental systems to serve environmental objectives

Security systems to serve security objectives

Human resource systems to serve human resource objectives

Marketing systems to serve marketing objectivesInnovation systems to serve innovation objectives

Financial systems to serve financial objectives

The QMS is not part of the management system

IT IS the management system

Process management


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g

The 1994 version of ISO 9000 created a notion that quality

management was about following procedures.

The procedural approach is about how you do things and processesare about what you do.

The procedural approachis about doing a task, conforming to the rules, doing what we are

told to do.

The process approach is about, understanding needs, doingwhatever it takes to make it happen, finding the best way of fulfilling

these needs even if it means changing the way we do our job.


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ISO 9000 Quality Management Systems

To ensure that the necessary quality processes are in place, quality

management systems (QMS), which may well cover the whole

spectrum of an organization, have to be established and regularly

monitored. Guidelines for quality management and quality assurance

standards are published by BSI in the ISO 9000, 9001 and 9004

series of standards.

ISO 9000 Quality management systems Fundamentals and

vocabulary

ISO 9001 Quality management systems Requirements

ISO 9004 Quality management systems Guidelines for

performance improvements


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Quality Planning: Tools and Techniques


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Quality Planning: Tools and Techniques

.1 Cost-Benefit Analysis

.2 Benchmarking

.3 Design of Experiments

.4 Cost of Quality (COQ)

.5 Additional Quality Planning Tools


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.1 Cost-Benefit Analysis

Quality planning must consider cost-benefits tradeoffs. The primary

benefit of meeting quality requirements is less rework, which means

higher productivity, lower costs, and increased stakeholder

satisfaction. The primary cost of meeting quality requirements is the

expense associated with Project Quality Management activities.


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.2 Benchmarking

Benchmarking involves comparing actual or planned project practices

to those of other projects to generate ideas for improvement and to

provide a basis by which to measure performance. These other

projects can be within the performing organization or outside of it, and

can be within the same or in another application area.

.3 Design of Experiments


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Design of experiments (DOE) is a statistical method that helps identify

which factors may influence specific variables of a product or process

under development or in production. It also plays a role in theoptimization of products or processes. An example is where an

organization can use DOE to reduce the sensitivity of product

performance to sources of variations caused by environmental or

manufacturing differences. The most important aspect of this

technique is that it provides a statistical framework for systematicallychanging all of the important factors, instead of changing the factors

one at a time. The analysis of the experimental data should provide

the optimal conditions for the product or process, highlighting the

factors that influence the results, and revealing the presence of

interactions and synergisms among the factors. For example,

automotive designers use this technique to determine which

combination of suspension and tires will produce the most desirable

ride characteristics at a reasonable cost.


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.4 Cost of Quality (COQ)

Quality costs are the total costs incurred by investment in preventing

nonconformance to requirements, appraising the product or service forconformance to requirements, and failing to meet requirements

(rework). Failure costs are often categorized into internal and external.

Failure costs are also called cost of poor quality.

The total cost of curing a problem once it has occurred is generallyhigher than the cost of preventing the problem in the first place. It is

apparent that the potential savings between the cost of defects and the

cost of prevention are great. Generally, many of the costs of defects

are not recognized in an organized way to reflect their true cost. This is

because when some of the costs of these defects are recognized, theproject has been turned over to a maintenance and support function.

The project team may have been dissolved, and the members may be

working on other projects.


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Costs of Prevention

Education and training of project team and stakeholders

Inspection and testing of the internal and external deliverables of the

project

Improved designs for quality purposes

Quality staff

Quality audits

Quality plan and execution


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Costs of Defects

Scrap

Rework

Repair

Replacement of defective parts and inventory

Repairs after the delivery of the product

Loss of future business with the stakeholder

Legal issues for nonconformance

Liability for defect

Risk to life and property


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1 Plan Quality


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The process of identifying quality requirements and/or standards for

the project and product, and documenting how the project will

demonstrate compliance.

2 Perform Quality Assurance


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The process of auditing the quality requirements and the results

from quality control measurements to ensure appropriate quality

standards and operational definitions are used.

3 Perform Quality Control


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The process of monitoring and recording results of executing the

quality activities to assess performance and recommend necessary

changes.

Quality Control: Tools and Techniques


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.1 Cause and Effect Diagram

.2 Control Charts

.3 Flowcharting

.4 Histogram

.5 Pareto Chart

.6 Run Chart

.7 Scatter Diagram

.8 Statistical Sampling

.9 Inspection

.10 Defect Repair Review

.11 Checklists

.12 Kaizen

.13 Benchmarking

The first seven of these are known as the Seven Basic Tools of Quality.

1 Cause and Effect Diagram


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.1 Cause and Effect Diagram

Cause and effect diagrams, also called Ishikawa diagrams

or fishbone diagrams, illustrate how various factors might

be linked to potential problems or effects.

.2 Control Charts


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A control chart's purpose is to determine whether or not a

process is stable or has predictable performance. Control

charts may serve as a data gathering tool to show when aprocess is subject to special cause variation, which creates

an out-of-control condition.


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.4 Histogram


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A histogram is a bar chart showing a distribution of variables.

Each column represents an attribute or characteristic of a

problem/situation. The height of each column represents therelative frequency of the characteristic. This tool helps

identify the cause of problems in a process by the shape and

width of the distribution.

.5 Pareto Chart


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A Pareto chart is a specific type of histogram, ordered by

frequency of occurrence, which shows how many defects

were generated by type or category of identified cause. The

Pareto technique is used primarily to identify and evaluate

nonconformities.

In Pareto diagrams, rank ordering is used to guide corrective

action. The project team should take action to fix theproblems that are causing the greatest number of defects

first. Pareto diagrams are conceptually related to Pareto's

Law, which holds that a relatively small number of causes

will typically produce a large majority of the problems ordefects. This is commonly referred to as the 80/20 principle,

where 80 percent of the problems are due to 20 percent of

the causes. Pareto diagrams also can be used to summarize

all types of data for 80/20 analyses.


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.6 Run Chart


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A run chart shows the history and pattern of variation. A run

chart is a line graph that shows data points plotted in theorder in which they occur. Run charts show trends in a

process over time, variation over time, or declines or

improvements in a process over time. Trend analysis is

performed using run charts. Trend analysis involves usingmathematical techniques to forecast future outcomes based

on historical results. Trend analysis is often used to monitor:

Technical performance. How many errors or defects have been

identified, how many remain uncorrected?

Cost and schedule performance. How many activities per period were

completed with significant variances?


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.8 Statistical Sampling


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Statistical sampling involves choosing part of a population of

interest for inspection (for example, selecting ten engineeringdrawings at random from a list of seventy- five). Appropriate

sampling can often reduce the cost of quality control. There is

a substantial body of knowledge on statistical sampling; in

some application areas, it may be necessary for the projectmanagement team to be familiar with a variety of sampling

techniques.


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10 Defect Repair Review


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.10 Defect Repair Review

Defect repair review is an action taken by the qualitycontrol department or similarly titled organization to ensure

that product defects are repaired and brought into

compliance with requirements or specifications.

.11 Checklists


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.11 Checklists

Checklists are a sample tool that is used to keep from

overlooking items of importance. A checklist is really just

an instruction sheet for an inspector to use. The items in

the checklist should be significant items. If a checklist is

seen as a superfluous document, it will not be used.

.12 Kaizen


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.12 Kaizen

Kaizen is one of the many quality techniques that come to us

from the work of the Japanese. The Japanese word forcontinuous improvement is kaizen. Using this method, the

managers as well as the workers and everyone else are

continuously on the lookout for opportunities to improve

quality. Thus the quality of a process improves in smallincrements on a continuous basis.

In this kaizen way of doing things, even the processes that

are operating without problems are continuously under

scrutiny. A process is observed to be making acceptable

parts, but is seen to be slow, or there is an opportunity for

even greater quality than is required.

.13 Benchmarking


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Benchmarking is the process of comparing the

performance of a current process to that of another similarprocess to determine the differences between them. If a

machine can manufacture two hundred parts an hour and a

new machine is compared to the old machine, the

benchmark for the existing process on the old machine istwo hundred parts per hour.

Project Human Resource Management

P j t H R M t i l d th th t


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Project Human Resource Management includes the processes that

organize and manage the project team. The project team is comprised

of the people who have assigned roles and responsibilities for

completing the project. While it is common to speak of roles and

responsibilities being assigned, team members should be involved in

much of the project's planning and decision-making. Early involvement

of team members adds expertise during the planning process and

strengthens commitment to the project. The type and number of project

team members can often change as the project progresses. Projectteam members can be referred to as the project's staff.

The Project Human Resource Management processes include the

following:

Human Resource PlanningAcquire Project Team

Develop Project Team

Manage Project Team

1 Develop Human Resource Plan


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The process of identifying and documenting project roles,

responsibilities, and required skills, reporting relationships, and creating

a staffing management plan.

2 Acquire Project Team


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The process of confirming human resource availability and obtaining

the team necessary to complete project assignments.


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4 Manage Project Team


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The process of tracking team member performance, providing

feedback, resolving issues, and managing changes to optimize project

performance.

Project Communications Management

Project Communications Management is the Knowledge Area that


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employs the processes required to ensure timely and appropriate

generation, collection, distribution, storage, retrieval, and ultimate

disposition of project information. The Project CommunicationsManagement processes provide the critical links among people and

information that are necessary for successful communications. Project

managers can spend an inordinate amount of time communicating with

the project team, stakeholders, customer, and sponsor. Everyone

involved in the project should understand how communications affect theproject as a whole.

The Project Communications Management processes include the

following:Identify Stakeholders

Plan CommunicationsDistribute Information

Manage Stakeholder Expectations

Report Performance


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3Distribute Information


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The process of making relevant information available to project

stakeholders as planned.

4 Manage Stakeholder Expectations

The process of comm nicating and orking ith stakeholders to


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The process of communicating and working with stakeholders to

meet their needs and addressing issues as they occur.


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Project Risks


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With projects, however, this luxury of ignoring the risks cannot be

permitted.

By their very nature, because projects are inherently unique and

often incorporate new techniques and procedures, they are risk

prone and risk has to be considered right from the start.

It then has to be subjected to a disciplined regular review andinvestigative procedure known as risk management.

We will consider an example


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A owner of a semi-detached house decides to replace part of his roof with

solar panels to save on his hot water heating bill.

So what are the risks associated with this work ???

Risk 1 The installer may fall off the roof;

Risk 2 The roof may leak after completion;

Risk 3 The panels may break after installation;

Risk 4 Birds may be foul the panels;

Risk 5 The electronic controls may not work;

Risk 6 The heat recovered may not be sufficient to heat the water on a cold day;

Risk 7 It may not be possible to recover the cost if the house is sold within 23 years;

Risk 8 The cost of the work will probably never pay for itself;

Risk 9 The cost may escalate due to unforeseen structural problems.


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Project Risks

Project risk is an ncertain e ent or condition that if it occ rs has a


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Project risk is an uncertain event or condition that, if it occurs, has a

positive or a negative effect on at least one project objective, such as

time, cost, scope, or quality.A risk may have one or more causes and, if it occurs, one or more impacts.

If any uncertain events occurs, there may be an impact on the project cost,

schedule, or performance.

Project risk has its origins in the uncertainty that is present in all projects.

Risk = f (probability of occurrence, Impact)

Risk has two primary components for a given event:

A probability (likelihood) of occurrence of that event

Impact of the event occurring (amount at stake)


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Known risks and Unknown risks


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Known risks are those that have been identified and analyzed, and it may be

possible to plan for those risks using the processes described in this.

Unknown risks cannot be managed proactively, and a prudent response by the

project team can be to allocate general contingency against such risks, as well

as against any known risks for which it may not be cost-effective or possible to

develop a proactive response.

Organizations perceive risk as it relates to threats to project success, or to

opportunities to enhance chances of project success. Risks that are threats to

the project may be accepted if the risk is in balance with the reward that maybe gained by taking the risk.

Balance between threats and opportunities


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1 Plan Risk Management

The process of defining how to conduct risk management activities for


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The process of defining how to conduct risk management activities for

a project.


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3 Perform Qualitative Risk Analysis

The process of prioritizing risks for further analysis or action by


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The process of prioritizing risks for further analysis or action by

assessing and combining their probability of occurrence and impact.

4 Perform Quantitative Risk Analysis

The process of numerically analyzing the effect of identified risks on


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overall project objectives.

5 Plan Risk Responses

Th f d l i ti d ti t h


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The process of developing options and actions to enhance

opportunities and to reduce threats to project objectives.

6 Monitor and Control Risks

The process of implementing risk response plans, tracking identified


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risks, monitoring residual risks, identifying new risks, and evaluating risk

process effectiveness throughout the project.

Project Procurement Management


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Project Procurement Management includes the processes to purchase

or acquire the products, services, or results needed from outside the

project team to perform the work. This chapter presents two

perspectives of procurement. The organization can be either the buyer

or seller of the product, service, or results under a contract.

The Project Procurement Management processes include the following:

Plan Procurements

Conduct Procurements

Administer Procurements

Close Procurements

1Plan Procurements

The process of documenting project purchasing decisions, specifying


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the approach, and identifying potential sellers.

2 Conduct Procurements

The process of obtaining seller responses, selecting a seller, and

awarding a contract


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awarding a contract.

3Administer Procurements

The process of managing procurement relationships, monitoring


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contract performance, and making changes and corrections as needed.

4 Close Procurements

The process of completing each project procurement.


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Project Management Software


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There are several popular packages for

managing projects

Primavera

MacProject

Pertmaster

VisiSchedule

Time Line

Microsoft Project


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MS Project 2010

The Project 2007 Screen


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Creating a New Project Plan


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You can create a new project in three ways:

open a new, blank project;

open a project template that contains sample tasks;

open a project based on an existing project.

General project information


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Start Date : Specify the start date for the project.

Finish Date : Finish date for the project.

Schedule from : Project start date or Project finish date.

Current date : Set the current date.

Status date : Set a status date.

Calendar : Set the working calendar for your project.

Priority : Assign a priority to your project.

Project Properties


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Calendars

There are four types of calendars :


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There are four types of calendars :

Base CalendarProject Calendar

Resource Calendar

Task Calendar

Base calendar: This is the calendar template that all other calendars

are built on top of.

Three Base calendars are available:

Standard calendar

24 Hours calendarNight Shift calendar

Base Calendar


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Standard: The default setting. It sets a working day as 8 a.m.5

p.m. with an hour for lunch and a five-day, MondayFridayworkweek.

24 Hours:Allows work to go on around the clock every day of the

week.

Night Shift: Sets Sunday as a nonworking day, three shifts

Tuesday through Friday, two shifts on Saturday, and one on

Monday.

Adjusting Working Hours

Setting a Project Calendar


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Adjusting Working Hours



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Adjusting Working Days



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Creating a Project Calendar Selecting the Project Calendar

Setting calendar options


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View the project Calendar


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Tasks

Entering a Task List

You can create tasks by using a few different methods:


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You can create tasks by using a few different methods:

Enter task data in a Gantt Chart view sheet pane. Enter data in a Task Information dialog box.

Enter task data in Network Diagram view

Enter task data in Calendar view

To create a task, you enter information such as

Task name

Task duration

Task type Task priority

Constraints for scheduling the task

Creating a task in Gantt Chart view


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Import tasks from Excel


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Copy

Paste

Enter task data in Network Diagram view


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Enter Task Data in Calendar view


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Durations for a Task

A tasks duration is the amount of time you expect it will take to

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complete the task.

Project can work with task durations that range from minutes to

months. Depending on the scope of your project, youll probably want

to work with task durations on the scale of hours, days, and weeks.

If you enter this abbreviation It appears like this And it means

m min minute

h hr hour

d day day

w wk week

mo mon month

Estimating Durations for a Task

MS Projects cant tell you how long each task in your project will


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take. Thats up to each project manager to figure out.

Estimating the duration of tasks isnt a science. A tasks duration is

usually based on your experience with similar tasks and your

knowledge of the specifics of your project.

Deciding how finely to break down your tasks can affect howefficiently youre able to track progress on those tasks.

The Project Management Institute provides a suggestion that task

durations range from 4 to 80 hours, as a rule of thumb.

Organizing Tasks into Phases

The more tasks you have in a project the more confusing things can


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The more tasks you have in a project, the more confusing things can

become. Therefore, it's helpful to organize your tasks into phases, or

groups of related tasks. In Project, phases are grouped by summary

tasks. Tasks underneath the summary tasks are called subtasks. By

organizing the tasks into phases, it's easier to tell how the tasks are

related to each other.

Project calculates the duration of a summary task by the duration of its

subtasks. So if you change information in your subtasks, the duration ofyour summary task will change.


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Custom Gantt Chart View

There are three distinct ways to format Gantt bars:


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Format whole categories of Gantt bars in the Bar Styles dialog box,

which you can open by clicking the Bar Styles command on theFormat menu.

Format whole categories of Gantt bars using the Gantt Chart Wizard,

which you can start by clicking the Gantt Chart Wizard command on

the Format menu. This wizard contains a series of pages in which youselect formatting options for the most commonly used Gantt bars on

the Gantt chart. Use the Gantt Chart Wizard to step you through some

of the formatting actions that you can perform in the Bar Styles dialog

box.

Format individual Gantt bars directly. The formatting changes you

make have no effect on other bars in the Gantt chart. You can double-

click a Gantt bar on the Gantt chart to view its formatting options, or

click Bar on the Format menu.

Bar Styles


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Format Bars


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Entering a Milestone

Milestones is a task with no duration.


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Priority of a Task

This field is there to help you enter your own ranking of the importance


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of tasks in your project.

Setting a high or low priority on your task doesnt influence timing ofthe task at all.

You can set the Priority field to set a priority from 0 (lowest) to 1000

(highest).

Recurring tasks

Some tasks occur again and again in a projects. They are considered

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as recurring tasks.

Interrupting a Task

If work on a task is interrupted, you can split the task to stop work and

begin it again at a later date A task can be split multiple times if


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begin it again at a later date. A task can be split multiple times if

necessary.

Entering a Deadline

Deadlines are very helpful in project management, because they help

Project indicate whether a task has been completed on schedule. It's


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important to understand that setting a deadline doesn't affect how tasks are

scheduled; instead, the deadline is more like an indicator of the schedulingstatus of the project.


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Outline Codes for Tasks

Project can assign outline numbers to the tasks in your schedule based

on the tasks level in the outline; the outline numbers help you identify,


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visually, each tasks hierarchical position in the outline.

Project Assign Outline Numbers

Options


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Using Project Guide


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Help


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Documents

MS Projects Day 2 Final