Microsoft Project

Training

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Please keep your cell phone in Vibration/Silent Mode
 PROJECT
MANAGEMENT

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So what is a Project then ?

 It is defined as Temporary Endeavour undertaken to

create a Unique Product or Service

 Product or Service should be different in some

distinguishing way

 It has a definite beginning and a definite end

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 Definitions of Project
A Project is a Human Activity that achieves a clear Objective against
a Time Scale.

A Project can be defined as a system involving the Co-Ordination

of number of separate Department Entities through out the
organization & which must be completed within prescribed
Schedules & Time Constraints. – Project Management Institute USA

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 PROJECT IS A
TEMPORARY
ENDEAVOUR
UNDERTAKEN TO CREATE
A UNIQUE
PRODUCT
OR SERVICE

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Any ‘WORK’ which is undertaken for
the ‘betterment’ of ‘human life’ with
the help of ‘resources’, and completed
in a given ‘time’ can be called as a
‘PROJECT’.

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PROJECT IS A SET OF
INTERRELATED TASKS
THAT ARE UNDERTAKEN
BY AN ORGANIZATION
•To meet defined objectives,
•Has an agreed start and finish time,
•Is constrained by cost and
•Has specified performance
requirements and resources
(THE ASSOCIATION OF PROJECT MANAGERS, U.K.)

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 PROJECT MANAGEMENT IS THE
APPLICATION OF KNOWLEDGE,
SKILLS, TOOLS AND TECHNIQUES
TO PROJECT ACTIVITIES

IN ORDER TO COMPLETE THE

PROJECT IN SCHEDULED
TIME; WITHIN BUDGETED
COSTS
AND TO MEET OR EXCEED
STAKEHOLDER NEEDS &
EXPECTATIONS ABOUT
PROJECT.

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Benefits of Microsoft Project Training

 Microsoft's popular project-management application.

 Your projects require your complete attention and with the
right software, you will be able to focus on your project's
priorities.
 With this training, you will learn the ins and outs of the
software so that you can take full advantage of all of the
features.
 You will learn to schedule, baseline, manage, and complete
a project using the features of Microsoft Project.
 You'll learn how to integrate Project with other programs
in the Microsoft Office suite. MS Project is a tool that will
help you achieve your goals.

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THIS INVOLVES BALANCING OF COMPETING
DEMANDS AMONG:-

SCOPE, TIME, COST

AND QUALITY

QUALITY
&
PERFORMANCE

PROJECT SCOPE

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Project Traingle

Like any human undertaking, projects need to be

performed and delivered under certain constraints.
Traditionally, these constraints have been listed as scope,
time, and cost. These are also referred to as the Project
Management Triangle where each side represents a
constraint.

One side of the triangle cannot be changed without

impacting the others. A further refinement of the
constraints separates product 'quality' or 'performance'
from scope, and turns quality into a fourth constraint.

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12
What Does Project Management Facilitate?

Project Management facilitates the

application of Knowledge, tools,
techniques and skills to improve a
projects planning, performance
measurement, accountability assignment
and risk assessment.

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PROJECT MANAGEMENT OVERVIEW
Projects are being undertaken and managed by
human civilizations since centuries. Some of the
well known examples are:
• Building of pyramids in Egypt
• Building of Aqueducts in Rome
• Building of TajMahal in India
• Shifting of capital from Delhi to Daulatabad

Some of the recent projects are:

• Space programme of ISRO
• Narmada project
• Polio eradication project

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The Project Manager should aim to achieve his mission by

Managing : Time & Progress

Cost & Cash Flow
Quality & Performance
Organization Behavior.
With : Organization Resources.
By : Planning Resources
Scheduling Resources
Directing Resources
Monitoring Resources
Controlling Resources
Within : Quality Constraints.
Time Constraints.
Cost Constraints.
Environmental Constraints.
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Project Management Activities
Project Management is composed of several different types of activities such as:
 Planning the work or Objectives
 Analysis & Design of objectives and events
 Assessing and controlling risk
 Estimating resources
 Allocation of resources
 Organizing the work
 Acquiring human and material resources
 Assigning tasks
 Directing activities
 Controlling project execution
 Tracking and Reporting progress
 Analyzing the results based on the facts achieved
 Defining the products of the project
 Forecasting future trends in the project
 Quality Management
 Issues Management
 Issues solving
 Defect prevention
 Project Closure meet
 Communicating to stakeholders
 Increasing/ Decreasing a companies workers.
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 PROJECT EFFORTS
CONCEPT

DEVELOPMENT
& DEFINATION

PR O PO SAL
EVALUATION

SCOPE
AUTHORIZATION

SCHEDULE
BUDGET
RESOURCES

P LA N N I N G
ORGANIZATION
DETAIL
STAGES OF A PROJECT

SANCTION

ENGINEERING
& DESIGN
PROCUREMENT

MANUFACTURING
& CONSTRUCTION
TRIALS
I M PLE M E NTAT I O N

& COMMISSIONING

DOCUMENTATION
SNAG LIST &
FAILURE ANALYSIS
LEARNINGS
HAND OVER

OPERATION &
CLOSING

MAINTENANCE
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What is Project Life Cycle ?
 Collectively project phases are termed as Project Life
Cycle

 Project Life Cycle defines the beginning and end of a

project, may be generic or very detailed
 It defines the phasing sequence with overlap, if any
 Beginning phase may be with a feasibility study (first
phase)
 End phase may link with a technology-transfer or sign-off
of a software package
 Detailed description may have numerous forms, charts,
checklists etc to provide structure, consistency (PM
methodologies) etc.

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What is essentially defined in Project Life Cycle ?

 What technical work should be done

in each phase

 Who should be involved in each phase

 Cost & staffing level at each phase

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Characteristics of Project Phases

 Projects are usually divided into several project phases.

 Project phasing ensures better management, control and

linking between various ongoing project activities

 Each project phase is marked by completion of one or

more Deliverables and a Review of Key Deliverables and
project performance

 What is a Deliverable?
 A deliverable is a tangible, verifiable work product, e.g.
feasibility study, a detailed design, a working prototype etc.

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MAIN CAUSES OF A PROJECT FAILURE
 Inadequate Project Formulation
 Poor field investigations
 Inadequate information
 Inaccurate cost estimations
 Lack of experience
 Inadequate Project Analysis
 Poor Decisions

 Poor Planning for Implementation

 Inadequate time & resource planning
 Improper inter linking of resources
 Incorrect Organizational build up

 Lack of Proper Contract Planning & Management

 Inadequate actions before and after contract
implementations

 Lack of project Management during Execution

 Inefficient & Ineffective working
 Delays, Changes in scope of work

 Unforeseen Natural & Artificial Calamities

 Earthquakes, Floods etc.
 Strikes, Law & Order Problems etc.

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MANAGEMENT FAILURES

This may be on account of the following reasons

 Planning Failure
 Organizational Failure
 Resource Failure
 Directional Failure
 Controlling Failure
 Coordination Failure
 Other Failures

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What is Project Management ?

 Project Management is the application of knowledge,

skills, tools and techniques to various project activities in
order to

 Meet objectives of the project

 Meet or exceed stakeholder needs and expectations

 Balance competing demands among Scope, Time, Cost,

Quality, HR etc.

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What is a Project Management Framework ?

 Project Management Framework

 Basic structure for project management

 Should describe the environment in which project operates

 Should describe interactions between various project

management processes

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PROJECT MANAGEMENT KNOWLEDGE
AREAS RECOGNIZED BY PMI

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Project Management Component Processes

 Project Integration Management

 Project Scope Management
 Project Time Management
 Project Cost Management
 Project Quality Management
 Project HR Management
 Project Communication Management
 Project Procurement Management
 Project Risk Management

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 An Overview
Of
Microsoft Project

R.SRINIVASAN
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Different Versions of Microsoft Project 2007

 MS-Project 2007 STANDARD

Project Standard 2007 is a standalone program. It does
not support collaboration with Project Server and Web
Access 2007.

 MS-Project 2007 PROFESSIONAL

For Enterprise Project management and team
collaboration. Supports Project Sever and Web Access
2007.

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 Features of Microsoft Project 2007

 Project Guide for Printing Wizard

 Assistance Center
 Help Pane
 Web Based Training
 Spotlights
 Resources Booking Type
 Value List in Filters
 Copy Picture to Microsoft Office
 Sample Database
 Enterprise Resource Multi-Valued fields
 Protect/Adjust Actual Work

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 Features of Microsoft Project 2007
 Timesheet Lock Downs
 Protect Saved Baselines
 Risk Management
 Define Timesheet Views
 Multiple Timesheet Approvers
 Enterprise File Open Dialog
 Delete Resources
 Document Check-in/Check-Out
 Document Versions
 Pick Lists and Look up Tables in Enterprise Custom Fields
 Microsoft Outlook Integration
 Renamed Custom Fields Appear on Views Page
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Other Similar Products
 Computer Associates – Super project
 Sure Trak Project Manager (primavera)
 Virtual Boss
 Ajera
 Micro Planner X-Pert and Micro Planner Manager
 Smartworks - Project Planner 4.8
 Primavera
 Fast Track Schedule
 BUGTRACK
 Evolve
 Prolog
 PertMaster

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PROJECT INTERFACE

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Topics
WHAT IS PROJECT 2007?
WHAT IS A PROJECT?
7HY USE PROJECT 2003?
OPENING MICROSOFT PROJECT 2003
INTERFACE OVERVIEW
USING TASK PANES, MENUS AND TOOLBARS
CLOSING MICROSOFT PROJECT 2003
MENU OVERVIEW
USING STANDARD & FORMATTING TOOLBAR
USING THE PROJECT GUIDE
OPENING PROJECT FILES
SAVING PROJECT FILES FOR THE FIRST TIME
RE-SAVING A PROJECT FILE
SWITCHING BETWEEN OPEN PROJECTS
CLOSING PROJECT FILES
USING THE HELP MENU & HELP TASK PANE
USING THE OFFICE ASSISTANT
USING THE TYPE A QUESTION BOX
GETTING HELP IN A DIALOG BOX
PLANNING YOUR PROJECT
CREATING A PROJECT
ENTERING PROJECT INFORMATION
SETTING WORKING TIME
ENTERING NEW TASKS
CHANGING A TASK’S DURATION
MOVING A TASK
INSERTING A TASK
DELETING A TASK
OPENING THE TASK INFORMATION DIALOG
TASK TYPES
SETTING MILESTONES
CREATING RECURRING TASKS
CREATING SUBTASKS
CREATING SUMMARY TASKS
TYPES OF CONSTRAINTS
CREATING A CONSTRAINT
SETTING TASK DEADLINES
CONSTRAINTS VS. DEADLINES
USING THE TASK ENTRY VIEW
USING THE TASK USAGE VIEW
USING THE TRACKING GANTT VIEW
ABOUT TASK INDICATORS
LINK TYPES
LINKING TASKS WITHIN A PROJECT
UNLINKING TASKS WITHIN A PROJECT
USING LAG TIME AND LEAD TIME
SPLITTING A TASK
CALENDAR TYPES
SETTING UP THE CALENDAR
CREATING A NEW CALENDAR
CHANGING CALENDAR VIEWS
ADJUSTING THE TIMESCALE
BASELINE BASICS
SAVING A BASELINE
VIEWING A BASELINE
CLEARING A BASELINE
SETTING AN INTERIM PLAN
VIEWING AN INTERIM PLAN
CLEARING AN INTERIM PLAN
WHAT IS THE CRITICAL PATH?
HOW DOES PROJECT DETERMINE THE CRITICAL PATH?
VIEWING THE CRITICAL PATH
SHORTENING THE CRITICAL PATH
CHECKING SPELLING IN A PROJECT
SELECTING TEXT
CUTTING, COPYING, AND PASTING
USING UNDO AND REDO
INSERTING PAGE BREAKS
USING ZOOM
USING THE VIEW BAR
USING BASIC VIEWS
USING ADVANCED VIEWS
USING THE FIND DIALOG
SETTING PAGE OPTIONS
SETTING MARGINS
SETTING HEADERS
SETTING FOOTERS
MODIFYING THE LEGEND
CHANGING VIEW SETTINGS
OPENING PRINT PREVIEW
USING PRINT PREVIEW
USING PRINT COMMANDS
USING THE PRINT DIALOG
USING THE PROJECT GUIDE FOR PRINTING WIZARD
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Learning Methodology

 Defining Tasks
 Resources

 Tracking

 Reporting

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Best Learning Approach
The FIRST STEP is to Plan and schedule the project's tasks.
✓ Define the project
✓ Define general working times
✓ List the tasks in the project
✓ Organize tasks into phases
✓ Schedule tasks
✓ Link to or attach more task information
✓ Add columns of custom information
✓ Set deadlines and constraint tasks
✓ Identify risks to the project
✓ Add documents to the project
✓ Publish project information to the Web

After planning the tasks, we have to define the RESOURCES to build the
project's team and assign people to tasks.

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Best Learning Approach

The SECOND STEP is to Build the project's team and assign

people to tasks.

✓ Specify people and equipment for the project

✓ Specify the booking types for resources
✓ Define working times for resources
✓ Assign people and equipment to tasks
✓ Link to or attach more resource information
✓ Add columns of custom information
✓ Publish project information to the Web

After entering the resource information, the next step is to Track

and manage the project.

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Best Learning Approach

The THIRD STEP is to Track and manage our project as it

progresses.

✓ Save a baseline plan to compare with later versions

✓ Prepare to track the progress of your project
✓ Incorporate progress information into the project
✓ Check the progress of the project
✓ Make changes to the project
✓ Track risks and issues associated with this project
✓ Request text-based status reports
✓ Publish project information to the Web

Use REPORTS to view different views and reports of project

information.

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Best Learning Approach

The FINAL STEP is to View and report the status of your

projects.
✓ Select a view or report
✓ Change the content or order of information in a view
✓ Change the look or content of the Gantt Chart
✓ Print current view as a report
✓ See the status of multiple projects in Project Center
✓ Compare progress against baseline work
✓ See the project's critical tasks
✓ See project risks and issues
✓ See how resources' time is allocated
✓ See project costs
✓ Publish project information to the Web

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Indicators

 Indicators represent information for a task or resource

and are displayed in the indicators field.

Types of Indicators

Misc Indicators
Constraint Indicators
Task Type Indicators
Work Group Indicators
Contour Indicators

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TASKS

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Tasks
There are four major types of tasks:
1. Summary tasks – Main tasks which contain
subtasks
2. Subtasks - are smaller tasks that are a part of a
summary task
3. Recurring tasks - are tasks that occur at regular
intervals
4. Milestones - are tasks that are set to zero
duration and are like key phases in the project.

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Summary & Sub Tasks

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DEPENDENCIES

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Linking Tasks

 Finish-to-Start - Task A must be finished before Task B

can start.

 Start-to-Start - Task A must start before Task B can

start.

 Finish-to-Finish - Task A must finish before Task B

finishes.

 Start-to-Finish - Task A must be started before Task B

can be completed.

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Logical Task Relationships
There are four Types of task relationships in Project

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Linking Tasks
1. All tasks in a Project plan start
at the project start date unless
we specify.
2. With no task dependencies or
constraints applied, the project
finish date is the same as the
longest task's finish date.
3. Task dependencies, like Finish-
to-Start dependency between
the first and second tasks, can
change the project's scheduled
finish date.
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Task Types

 If the assigned Task Type is Fixed Units, then

assigning additional resources will shorten the
duration of the task.

 If the assigned Task type is Fixed Duration, then

assigning additional resources will decrease the
individual unit values for resources.

 If the assigned Task type is Fixed Work, then

assigning additional resources will shorten the
duration of the task.

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CONSTRAINTS

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Constraints

There are about 8 types of constraints.

Types of Constraints
 Flexible constraints (blue icon) allow Project to calculate the
schedule and make appropriate adjustments based on the
constraint applied.

A constraint that is flexible and does not tie a task to a single

date

 Inflexible constraints (red icon) restrict scheduling to a great

extent, can cause conflicts between successive and preceding
tasks at times and you may need to remove such a constraint.

A constraint that is inflexible because it ties a task to a date.

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WORK CONTOURS

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Work Contours

 It is the shape of the distribution of work within an

assignment. If a resource is assigned 100% to a 40-hour task
with no predecessors, the task will begin immediately with 8
hours of work/day for 5 days.

This is the default flat work contour where each unit's work is
spread evenly across the duration of the task.

Project comes with 8 types of Work Contours

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Types of Work Contours
 Flat: The default contour with an even distribution of work.
 Back-loaded: Peak activity happens at the end of the project.

 Front-loaded: Peak activity is at the beginning of the project.

 Double Peak: A Project that has two major periods of peak

activity.
 Early Peak: The same as the Front-loaded but with a ramp up
to peak activity
 Late peak: A Back-loaded contour with a ramp.

 Bell: Single peak in the middle of the project

 Turtle: A bell with a ramp up and ramp down.

To change the work contour for an assignment in either Task Usage View
or the Resource Usage View, double-click an assignment to open the
Assignment Information Dialog box and choose a contour from the Work
Contour drop-down list.
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VIEWS

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Views

Views allow you to examine your project from different

angles based on what information you want displayed at any
given time. You can use a combination of views in the same
window at the same time.

 Project Views are categorized into two types:

 Task Views (5 types)

 Resource Views (3 types)

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To access the Task Information Dialog Box

You can access the Task Information dialog box

by clicking on the Task Information icon on

the Standard toolbar
OR
choose Project > Task Information
OR
double-click on the task
OR
press the Shift + F2 key combination.

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To enter a Task Note

Choose Project > Task Notes

OR
right click on the task and select Task Notes from the drop-
down menu
OR
double-click on the task and select the Notes tab in the Task
Information dialog box.

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To create a Milestone

Create a new task and enter a null value

in the duration field. Project will
automatically recognize it as a
milestone
OR
highlight the task you would like to make
a milestone and select the Mark
Task as Milestone checkbox in the
Advanced tab of the Task
Information dialog box.

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To access the Assign Resources Dialog Box

Open the Assign Resources dialog box by

choosing Tools > Assign Resources
OR
clicking on the Assign Resources icon on the
Standard toolbar
OR
pressing the Alt + F10 key combination.

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To assign a Resource in the Gantt Table View

1. Select the task you would like to

assign a resource.
2. Click on the down arrow in the
Resource Names field.
3. Select the Resource you would like
to assign from the drop-down
menu.
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To add a Hyperlink

1. Open a view.
2. Select the task, resource or assignment that you want to add a
hyperlink to and use Insert Menu -> Hyperlink to open the
Insert Hyperlink Dialog box
3. Enter a Web site URL or a filename from Microsoft Word or
Excel in the Type the File or Web Page Name Box.
4. Enter information in the Text to Display and Screen Tip to
Display when the user moves the mouse over the hyperlink
indicator.
5. The Bookmark button enables you to insert hyperlinks to other
Microsoft Project’s files.
6. Click OK.
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Project Management
Tools

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Project Management Tools include

 Financial Tools
 Cause and Effect Charts
 PERT Charts
 GANTT Charts
 Run Charts

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PERT

Program Evaluation Review Technique. A PERT chart is

a network diagram that depicts the predecessor -
successor relationships of tasks in a project plan.

A PERT Chart is used in the process of determining a

project schedule.

PERT uses a probabilistic formula - optimistic + 4 times

the most likely time + pessimistic divided by 6 to
determine the estimated time ( duration) of a project task.

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PERT Duration Calculation

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Definitions
 CPM is best suited for project which are having
definite boundaries, i.e., task/activity based, and
with one time deterministic duration.

 PERT is best suited for feasibility or research kind

of projects, where all the three time concepts i.e.,
optimistic, pessimistic, & most likely time, are
taken in to consideration for arriving at a
particular time.

 PNA is best suited for time planning for

construction projects.

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Project Network Analysis

It is a very generic term and covers the following network

techniques :
 Critical Path Method : CPM

 Program Review Evaluation Review Technique : PERT

 Precedence Network Analysis : PNA / PDM / AON

The basic purpose remains the same, i.e., of time planning for
the project, controlling the objectives of the project by using
network techniques.

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 Comparison between PDM and ADM
Precedence Diagram Method (PDM)
- Also called Activity on Node (AON).
- Four types of logical relationships:
- Finish to Start: The predecessor activity must finish before the successor
activity can start.
- Finish to Finish: The predecessor activity must finish before the successor
activity can finish.
- Start to Start: The predecessor activity must start before the successor
activity can start.
- Start to Finish: The predecessor activity must start before the successor
activity can finish.
- Also can show lead or lag time.
- Lead is the same as negative lag.
Arrow Diagram Method (ADM)
- (AOA) Also called Activity on Arrow
- Arrows represent activities while nodes represent the dependencies
- May require the use of dummy activities to define all logical relationships
correctly
- Only shows "Finish to start" relationships
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 Differences Between CPM & PERT
 Fields of application vary.
 CPM is activity oriented whereas PERT is an event
oriented.
 CPM uses one time estimate whereas PERT uses three time
estimate.
 In CPM activity durations were related to cost, whereas in
PERT it was their probable time of occurrence.
 CPM enabled optimization of resources as the activity
duration were defined in terms of resources employed. This
was not possible in PERT.
 Interpretation of CPM was easier whereas PERT required a
statistician to interpret the results.

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To perform a PERT analysis to estimate a task's duration.

 On the View menu, point to Toolbars, and then click PERT Analysis.
 On the PERT Analysis toolbar, click PERT Entry Sheet .
 For each task, enter the optimistic, expected, and pessimistic durations in
the Optimistic Dur., Expected Dur., and Pessimistic Dur. fields,
respectively. (If a task's duration is not expected to vary, enter the expected
duration in all three fields).
 Click Calculate PERT to calculate the estimated durations. (Microsoft
Office Project 2003 estimates a single project duration based on a weighted
average of the three duration values for each task).
 To view the optimistic, expected, and pessimistic durations, on the PERT
Analysis toolbar, click Optimistic Gantt , Expected Gantt , or Pessimistic
Gantt .
 To view the end dates of the three resulting schedules, on the Tools menu,
click Options.
 Click the View tab, and then select the Show project summary task box.

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OVER ALLOCATION

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 Resolve Over allocations

Different ways to resolve over allocations.

 To delay a task
 Split a task
 Assign additional or different resources

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Tasks Leveling
Three leveling orders are:
1. ID: Higher ID tasks are delayed (It would be useful to enter
tasks in order of importance).

2. Standard: This is the Default leveling order.

Tasks without successors are delayed first.
Tasks that are not on a critical path are delayed first.
Lower-Priority and non-constrained tasks are delayed first.
Tasks with later Start dates are allowed to begin later.

3. Priority/Standard: The only factor of importance is the priority

of tasks. Task Priority is set to any value between 0 and 1000
on the General Tab of the Task Information Form. (If you don't
want Project to delay a task set its priority to 1000.

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Overallocated resources will be in BOLD RED color and a
LEVELLING ICON appears in the information column.

MS Project levels resources by delaying or splitting tasks, it

does not add resources.

Tools - level resources.

With Automatic Leveling calculation enabled, project will

adjust tasks as soon as you assign a resource that creates an
over allocation.

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Overallocation

For example, if a resource is booked for a 3-hour meeting

at 9am and a 2-hour task also at 9am the same day, it will
be overallocated .

Some ways of resolving such overallocations are,

1. View/Task Usage and change the minor time scale to hours,

then manually edit the working hours so there is no overlap.
2. Set the Resource Units of the two tasks to be 50% on both so
when there is an overlap the maximum is 100% .

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Unleveling

The effect of leveling can undone by selecting

Tools -> Resource Leveling -> Clear Leveling…

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FILTERS

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Filtering & Auto Filter

 Filtering allows you to impose certain conditions on the way

in which you want to display your information at any time.

 To apply an Auto Filter:

1. Choose Project > Filtered For > Auto Filter.
2. Click on one of the drop-down lists to view the various
headings and select the one you want.
3. Once the table is filtered the column headings and filter drop-
down arrow turns blue.
4. To include additional filter conditions use the drop-down list to
select other headings.
5. To turn off the Auto Filter select Project > Filtered for > Click
Auto Filter to turn the feature off.

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VIEWING COSTS

94
To Assign a Fixed Cost for a Task

1. On the View menu, click Gantt Chart.

2. On the View menu, point to Table, and
then click Cost.
3. In the Task Name field, select the task for
which you want to enter a fixed cost.
4. In the Fixed Cost field, type a cost value.

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 Viewing Costs

The Summary Table gives you a quick look at cost and work.

1. Display the Gantt Chart or other list views.

2. Choose View > Table > Summary.

Duration, Start, Finish, Cost, Work, % of completion are displayed.

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Assigning the resource cost table to a task

1. View – Task Usage

2. In the Task Name Column, Select the
resource for which we want to select a Cost
Rate Table.
3. Click the Assignment Information button
on Standard Tool bar.
4. Click the General Tab
5. Choose the Cost rate Table (A to E)
6. Click OK
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Review Task Cost Variances

1. On the View menu, click More Views.

2. In the Views list, click Task Sheet, and then click
Apply.
3. On the View menu, point to Table, and then click
Cost.
4. Review available cost values in the Total Cost,
Baseline, Variance, Actual, and Remaining fields

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Review Resource Cost Variances

1. On the View menu, click Resource Sheet.

2. On the View menu, point to Table, and
then click Cost.
3. Review available cost values in the Cost,
Baseline Cost, Variance, Actual Cost, and
Remaining fields.

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Review Assignment Cost Variances

1. On the View menu, click Resource Usage or Task Usage.

2. On the View menu, point to Table, and then click Cost.
3. In the Cost table for the Resource Usage view, review
available cost values in the Cost, Baseline Cost, Variance,
Actual Cost, and Remaining fields.
4. In the Cost table for the Task Usage view, review
available cost values in the Fixed Cost, Fixed Cost
Accrual, Total Cost, Baseline, Variance, Actual, and
Remaining fields .

100
View Costs per task

1. On the View menu, click More Views.

2. In the Views list, click Task Sheet, and then
click Apply.
3. On the View menu, point to Table, and
then click Cost.
4. Review the Total Cost field.

101
View Costs per Resource

1. On the View menu, click Resource Sheet.

2. On the View menu, point to Table, and
then click Cost.
3. To display summarized resource cost
totals, click Work vs. Material Resources in
the Group By box.
4. Review the Cost field.

102
View Project Costs

1. On the View menu, click More Views.

2. In the Views list, click Task Sheet, and then click
Apply.
3. On the Tools menu, click Options, and then click
the View tab.
4. Under Outline options for, select the Show
Project summary task check box, and then click
OK.
5. On the View menu, point to Table, and then click
Cost.

103
Using Per Use Costs

If you want to enter material costs

that are based on a unit price, you can
assign a PER-USE COST to a material
resource before assigning this resource
to a task.

104
FORMATTING

105
 Grid Lines
When information is displayed across rows and columns, the appropriate
placement of gridlines is very useful in obtaining a good view.

Format – Gridlines , The different lines for Gantt Chart Rows are displayed in a
row.

1. Select the line you want to change from the list.

2. In the Normal section of the dialog box, select the type and pattern for the
gridline.
3. To get rid of an existing gridline, select it from the list and check the blank
area in the Type drop-down list.
4. Select an Interval, line type and color.
5. In the At Interval section, choose None to display all lines of the selected
type or choose an interval to display lines only at that interval.
6. Click OK.

106
 USING
COPY PICTURE
WIZARD

107
 Using Copy Picture Command & Wizard

To copy the screen Image Use Copy

Picture Icon on the Standard Tool Bar
and Paste it in any windows based
Application.

ID Task Name Duration Start Finish

August 2007 September 2007 October 2007
7 10 13 16 19 22 25 28 31 3 6 9 12 15 18 21 24 27 30 3 6 9 12 15 18 21 24
1 A 0.4 wks Aug 27 '07 Aug 28 '07
2 B 4 wks Aug 27 '07 Sep 21 '07
3 C 4 wks Aug 27 '07 Sep 21 '07
4 D 2.4 wks Aug 27 '07 Sep 11 '07
5 E 4.6 wks Aug 27 '07 Sep 26 '07
6 F 2.4 wks Aug 27 '07 Sep 11 '07
7 G 0.2 wks Aug 27 '07 Aug 27 '07

108
3. Copy Picture Wizard

View – Toolbars – Analysis

1. Adjust Dates
2. Analyze Timescaled data in Excel
3. Copy Picture to Office Wizard
4. PERT Analysis
5. Visio WBS Chart Wizard
6. XML Reporting Wizard

109
Company Microsoft Corporation

Current Date 8/27/2007

Title delete

Project Start 8/30/2007 8:00:00 AM

Project Finish 10/1/2007 5:00:00 PM

PREPARED AND COMPILED BY 110

R.SRINIVASAN .B.E, M.I.E
2. Analyze Timescaled Data in Excel

View – Toolbars – Analysis then click on

Second Tab with Title as Analyze
Timescaled Data in to Excel and follow the
wizard.

Click the Link to View the Sample file

exported into Excel

LINK TO EXCEL
111
Custom Fields in Tables

Project has three sets of Custom fields: one for Task

tables, one for Resource tables and one for Assignment
tables.
Each one is unique and cannot be read or seen in the
other. Data entered in custom fields like the Text1 to
Text30 or Number 1 to Number 20 fields any one
cannot be seen in the other two.
For example, if a Text1 field is created for a particular
use in the Entry table in the Gantt Chart view, details of
that field cannot be seen in any Resource views or
Assignment views.
112
PRINTING

113
 To print Gantt Charts

The page Setup Dialog box gives you a few options

regarding printing a Gantt Chart View.

1. You can choose to print all sheet columns of the Gantt

Chart Table, regardless of whether they are completely
visible on the screen or you may print specified
number of columns on all pages.
2. You can print the task notes on a separate page.
3. Fit the Timescale to extend all the way to the right
margin.

114
BASELINE

115
After building and refining the project to the point where we are
confident that we can start the project, we save a baseline.
If we save baseline task information at that point, at later points
throughout the project we can compare your current progress against
your initial plan.

Saving the baseline is essential for meaningful project tracking and

analysis.

To save baseline information, Tools ->Tracking -> Save Baseline.

Once we save a baseline, the five key information about Work, Cost,
Duration, Start and Finish date, are saved for each task in the project.

116
MULTIPLE
BASE LINES

117
 Viewing Multiple Baselines
Format > Bar Styles... In the Bar Styles form, scroll down to a blank
row and click in the Name cell.
Type in a name for example - Interim1.
Click in the Appearance cell and give it a color / pattern.
Click in the Show For...Tasks cell and using the drop-down arrow,
select Normal.
In the Row cell select 2.
In the from cell select Start1 and in the To cell select Finish1.
This will show the first Interim baseline, assuming when you created it
from Tools > Tracking > Save Baseline you selected the data to be
copied from Start/Finish to Start1/Finish1.
Repeat the same procedure for Start2/Finish2 but change the Row to 3
(you can have up to 4 rows - make them all thin bars to save space on
the screen).
118
TRACKING

119
Tracking Work

A effective project manager need to ensure that the project goals

are met on time and are within the budget. Anticipating the
implications of a task that is slipping behind schedule, revising
project plans, reassigning resources and finding ways to
minimize the impact on time and costs require an orderly
approach to tracking project progress.

It is important to save your project as a BASELINE and then later

compare it with the actual schedules.

The variance fields show the difference between the current value
and the baseline value for each task.
A positive variance means that your task will take longer to
complete than originally scheduled.

120
Tracking Work

 Project calculates variances to the baseline for start and finish

dates, duration, work and costs. You can display this variance
by switching to tracking Gantt Chart View and selecting the
Variance Table.
 The Tracking Gantt Chart shows a baseline task bar in gray
and blue or red bars for actual or scheduled tasks (dates). The
Variance table contains fields that show the baseline date and
variances and you can add additional fields to compare actual
and scheduled dates and interim plans.

121
To update the percentage of a task is complete

Indicating the percentage that a task is complete helps you track actual
progress. By specifying a percentage of completion between 0 (for a task
that hasn't started) and 100 (for a task that is finished), you can compare
planned progress to actual progress.

1. On the View menu, click More Views.

2. In the Views list, click Task Sheet, and then click Apply.

3. On the View menu, point to Table, and then click Tracking.

4. In the % Comp. (Percent Complete) field, type the percentage of

completion for the tasks you want to update.

The recalculated values for actual duration and remaining

duration appear in the Act. Dur. (Actual Duration) and
Rem. Dur. (Remaining Duration) fields.
122
Tracking & Re-Scheduling

Tracking is the act of progressing or tracking the progress

of the project goes by.

Tools -> Tracking -> Progress Lines…

The obvious thing is to get Project to reschedule our plan

so that the progress is corrected up to the Status date.
Tools -> Tracking -> Update Project…

123
Progress of Tasks

We enter the progress by changing the % Complete field.

Tools -> Tracking -> Update tasks…

Entering % Complete, will cause Project to automatically

calculate the remaining data. This would be fine if the
Remaining Duration is exactly as planned.

Thus it’s recommended that you enter Actual Duration

and Remaining Duration allowing Project to calculate the
% Complete.

124
Adding progress lines to the Gantt Chart

 Project draws a line that connects in-progress

tasks and tasks that should have started.

 Peaks pointing to the left represent work

behind schedule and those pointing to the
right represent work ahead of schedule.

125
To define progress lines
1. Choose Tools, Tracking – Progress lines to open the Progress
Lines Dialog box.
2. Select the Always Display Current Progress line checkbox.
3. Click At Project Status Date or At Current Date to indicate
where you want the project lines to appear.
4. Select Display Project Lines at Recurring Intervals Checkbox;
then check Daily, Weekly, Monthly to specify a time that you
want to display the progress lines
5. Turn on Display Selected Progress lines and select dates.
6. Check the Line styles tab and select line type, color, and
progress point shape, point color for the current and all
progress lines.
7. Click OK to close the dialog box and apply the project lines.
126
MACROS

127
Changing All Entered Durations

To change all durations entered, from days to

weeks.

Use the Format_Duration macro that comes with

Project.

Select Tools > Macro > Macros... select

Format_Duration and Run.

128
REPORTS

129
To create a New Report
1. To create a new report, click New in the Custom
Reports dialog box.
2. Project offers four formats to base your new
report
on: Task, Resource, Monthly Calendar, and
Crosstab.
3. Select the report type you would like to create
from the Define New Report dialog box and click
OK.
4. Depending on the type you select, the appropriate
dialog box appears to assist you in building your
report.
130
 To print a Report

1. Choose View – Reports to open the Report Dialog box and

double-click the category of report that you want to print.
2. Double-click a report and Project opens it in the Print preview
window.
3. Click Print.
4. If you choose to hide a few report details, once you click on the
report in the Report Dialog box, click the Edit button. The
Report Definition Dialog box appears and select the Details tab.
5. Unclick the check mark in the check box next to the Details
option you choose to hide.
6. Click OK.

131
WBS

132
Definition : WBS

Work-break down structure is a process by which

the whole project is divided/broken down into
various sub-projects, the sub-projects into various
tasks, the tasks into various sub-tasks and finally the
sub-tasks into work-packages.
The breaking down of the project should go on till such
time the work package contains a sizeable, identifiable,
measurable, cost able and controllable package of
work.

Work-break down structure is the basis for planning,

scheduling and controlling.
133
What is a Work Breakdown Structure (WBS) ?

 A WBS is a deliverable-oriented grouping of all Project

Activity Elements
 It defines and organizes total scope of project work

 Any work which is not in WBS is outside the scope of

project

134
What is a Work Breakdown Structure ?
 Each item in WBS is assigned a unique identifier,
collectively known as Codes of Accounts.

 Items at lowest level of WBS are called Work packages

which may be further decomposed to Activity definition.

 Work element descriptions are often kept in a WBS

dictionary which may include other planning information
like schedule dates, cost budgets, staff assignments etc.

135
 Work Break Down Structure ( WBS )

Work Break Down Levels

Project
Sub-Project
Task
Sub-Task
Work Package
Activity
Operations

136
137
EVA

138
Earned Value Analysis

Earned Value Analysis is a set of simple

calculations that separate budget performance
from work performance so you can manage
costs and work.

139
Three task-related values used to calculate variances and ratios

1. Budgeted cost of work schedules –BCWS or Base Line Budget

(baseline cost * baseline hours)

2. Budgeted cost of work performed - (BCWP) or Actual Hours Budget

(baseline cost * actual hours)

3. Actual cost of work performed – (ACWP) or Actual Cost incurred for tasks
(actual cost * actual hours)

140
The three values are used to calculate two variances
and two ratios that are:

1. Schedule Performance Index (SPI) = Actual work

performed / Scheduled work

2. Cost Performance Index (CPI) = Baseline Budget

Costs / Actual Costs

141
Definitions

Fixed Cost: A set cost for a task that remains constant

regardless of the task duration or the work performed by a
resource.

Baseline Cost: The original project, resource, and assignment

cost as shown in the baseline plan. The baseline cost is a
snapshot of the cost at the time when the baseline plan was
saved.

Actual Cost: The cost that has actually been incurred to date
for a task, resource. For example, if the only resource
assigned to a task gets paid Rs. 20 per hour and has worked
for two hours, the actual cost to date for the task is Rs. 40)

142
BCWS – Budgeted Cost of Work Scheduled

The budgeted cost of tasks as scheduled in the project

plan plus any fixed costs associated with the tasks is called
as “Budgeted Cost of Work Scheduled"

BCWS is the baseline cost up to the status date you

choose.

For example, the total planned budget for a 4-day task is

Rs. 100 and it starts on a Monday. If the status date is set
to the following Wednesday, the BCWS is Rs. 75.

143
ACWP – Actual Cost of Work Performed
BCWP – Budgeted Cost of Work Performed

ACWP - The actual cost required to complete all or some

portion of the tasks, up to the status date.

For example, if the 4-day task actually incurs a total cost of

Rs. 35 during each of the first 2 days, the ACWP for this
period is Rs. 70.

BCWP - The value of the work performed by the status date,

measured in currency

For example, if after 2 days 60% percent of the work on a

task has been completed, you might expect to have spent 60
percent of the total task budget or Rs. 60.

144
 Key Values of Earned Value Analysis
Chart showing a steady accumulation of cost over the lifetime of a project

1. The vertical y-axis shows the projected cumulative cost

for a project.

2. The horizontal x-axis shows time.

3. The planned budget for this project shows a steady

expenditure over the lifetime of the project. This line
represents the cumulative baseline cost.

145
 Once the work on the project has begun
Chart of the key values of earned value analysis

1. The status date determines the values Project calculates.

2. The actual cost (ACWP) of this project has exceeded the
budgeted cost.
3. The earned value (BCWP) reflects the true value of the work
performed.

In this case, the value of the work performed is less than the
amount spent to perform that work.

146
Cost Variance

The difference between a task's estimated cost and its

actual cost.
CV = BCWP - ACWP)

Example : If the total planned budget for a 4-day task is

Rs. 100 and it starts on a Monday. When the status date is
set to the following Wednesday, the BCWS is Rs.75, the
ACWP for this period is Rs.70, and the BCWP is Rs.60.

Then the task's CV is Rs - 10

147
Schedule Variance

The difference between the current progress and the

scheduled progress of a task, in terms of cost.

SV = BCWP - BCWS.

Example : The task's SV is Rs. - 15

148
 Cost Performance Index & Schedule Performance Index

CPI - It is the Ratio of budgeted costs of work performed to

actual costs of work performed
CPI = BCWP/ACWP

Example : The task's CPI is about .86 or 86 percent.

SPI - It is the ratio of the budgeted cost of work performed

[BCWP] to the budgeted cost of work scheduled [BCWS],
which is often used to estimate the project completion date.
SPI = BCWP/BCWS

Example : The task's SPI is .80 or 80 percent.

149
 Earned Value Indicators
Earned value indicators will help us to determine if there is enough money
left in the budget and if the project will finish on time.

Cost Variance (CV) can be either positive or negative.

A positive variance indicates that the project is ahead of schedule
or under budget.

A negative variance indicates that the project is behind schedule

or over budget.

Cost Performance Index (CPI) & Schedule Performance Index (SPI) can
be greater than 1 or less than 1.
A value that's greater than 1 indicates that the project is ahead of
schedule or under budget.

A value that's less than 1 indicates that you're behind schedule or

over budget .

150
Performance Measurement Technique

151
152
153
154
155
156
157
158
159
160
161
IMPORTANT

162
AUTO SAVE

Tools-Options-Save Tab – Enter a

Time for Auto Save in Minutes
(Range 1-120 Minutes)

163
Automatically repair Project

If you use Detect and Repair in Microsoft Office Project

2003, the program automatically finds and fixes errors in
Project and in the shared Microsoft Office 2003
components.

1.On the Help menu, click Detect and Repair.

2.By default, shortcuts are restored while repairing.

3.To restore default settings, select the Discard my

customized settings and restore default settings check box.
4.Click Start.

164
To create a link between tasks that cross projects

 Open both the projects and choose Window, Arrange All to

see the two projects in the same window.
 Double – click the task that you want to name as the
successor and this will open the Task ID Dialog box.
 Click the predecessors’ tab to establish the task as the
predecessor.
 Select the ID field and type the project name and ID # of the
predecessor task using this format: Project Name/Task ID #.
 Press Enter. Project automatically adds External Project to the
Type and Lag fields.
 Click OK.

165
 To Change the project's currency settings

1. On the Tools menu, click Options, and then click the View
tab.
2. In the Symbol box, type the symbol of the currency you
want to use.
3. In the Placement box, select the position you want the
currency symbol to occupy.
4. In the Decimal digits box, type the number of digits after
the decimal you want to display.

166
Set the default working folder

1. From the Tools menu, click Options, and

then click the Save tab.

2. In the File types list, double-click Projects,

navigate to the new default working folder
and double-click it, and then click OK.

167
ORGANIZER

168
Using the Organizer

Using this tool you can copy, rename, or delete the following elements:
 Views
 Reports
 Visual Basic for Applications modules
 Forms (predefined and custom forms)
 Tables
 Filters
 Calendars
 Toolbars (including menu bars)
 Export/import maps
 Fields (including custom fields)
 Groups

169
 Steps
1. On the Tools menu, click Organizer.
2. If you want to change the enterprise global template, you
need to open this template before you can change elements
using the Organizer.
3. Click the tab you want.
4. In the Global.mpt or Global (+ cached Enterprise list, click
the element you want to copy, delete, or rename. Only
someone with administrative privileges can change the
enterprise global template.
1. To copy a project element, click the file in the available in box
on the right to which you want to copy the element, and then
click Copy.
2. To delete a project element, click Delete, and then click Yes.
3. To rename a project element, click Rename, and then type a
new name for the element.
170
CUSTOMIZATION

171
Create a custom toolbar

1. You can rearrange and modify toolbar buttons, menus, and menu
commands by using the mouse or you can use the Rearrange
Commands dialog box which is accessible using a keyboard menu.
These tasks are identified as (keyboard accessible).
2. On the Tools menu, point to Customize, and then click Toolbars.
3. On the Toolbars tab, click New.
4. In the Toolbar name box, type the name you want, and then click OK.
5. Click the Commands tab.
6. Do one of the following:
7. Add a button to the toolbar
1. Click a category in the Categories box.
2. Drag the command you want from the Commands box to the
displayed toolbar.

172
Next
 Add a button to the toolbar (keyboard accessible)
 Click Rearrange Commands.
 Click Toolbar, and then click the new toolbar in the Toolbar list.
 Click Add.
 In the Categories list, click a category.
 In the Commands list, click the command you want.
 Add a built-in menu to the toolbar
 In the Categories box, click Built-in Menus.
 Drag the menu you want from the Commands box to the displayed
toolbar.
 Add a built-in menu to the toolbar (keyboard accessible)
 Click Rearrange Commands.
 Click Toolbar, and then click the new toolbar in the Toolbar list.
 Click Add.
 In the Categories list, click Built-in Menus .
 In the Commands list, click the menu you want.

173
TEMPLATES

174
Available templates
 Commercial Construction template
 Engineering template
 Home Move template
 Infrastructure Deployment template
 Microsoft Active Directory Deployment template
 Microsoft Exchange 2000 Deployment template
 Microsoft Office 2003 Deployment template
 Microsoft SharePoint Portal Server "v2.0" Deployment template
 Microsoft Windows XP Deployment template
 MSF Application Development template
 New Business template
 New Product template
 Office Move template
 Project Office template
 Residential Construction template
175
MASTER PROJECT

176
 MASTER / CONSOLIDATED PROJECT

A project containing other

projects [known as inserted
projects or subprojects].

177
PROJECT SERVER

178
Project Server

Project 2003 has Project Server, which can display

project information, including graphical pages.

This include a client/server structure that allows for

central management of project data, remote access, role
based data entry and access, and much more.

Depending on how the data is accessed (with Project, an

SQL front end), you can get pictures, reports, tables etc.

179
 Microsoft Office Enterprise Project Management
(EMP) Solution

 Which combines Microsoft Office Project Professional

2003, Microsoft Office Project Web Access 2003, and
Microsoft Office Project Server 2003 together as a
cohesive solution.

 On the server side, the new Project Center tool lets

executives and project managers track the status of their
projects and the resources required at each step.

 This provides a Web-based front end so that users can use

a Web browser to add project resources.

180
Critical Path Method (CPM)

 A network analysis technique to predict project duration

by analyzing which sequence of activities (which path) has
the least amount of scheduling flexibility (least float)

 Early dates are calculated by means of a forward pass

using a specified start date

 Late dates are calculated by means of a backward pass

starting from a specified completion date

 CPM calculates a single, deterministic early and late

start-finish dates for each activity based on specified,
sequential network logic and single duration estimate

181
Project Time Management – Schedule Development

 PERT uses probabilistic method for both network logic

and activity duration estimate to calculate project
duration
 PERT uses sequential network logic and a weighted
average duration estimate to compute project duration
 PERT uses distribution mean (expected value) instead of
most likely estimate used in CPM
 Duration Compression techniques are used with
compromising scope
 Crashing, often results in increased cost
 Fast track – increased risk

(Contd…)
182
Project Time Management – Schedule Development

 Project Management Software

 Most widely used now

 Embodies all mathematical analysis and resource leveling

in automated way

 Allows rapid considerations on many schedule alternatives

 MIS prints possible

183
Outputs for Schedule Development

 Project Network Diagram with scheduled dates

 shows both project logic and critical path activities
 Bar (Gantt) Chart
 Shows activity start and end dates, expected dates, do not
show dependencies, most widely used
 Milestone Chart
 usually indicate completion of major deliverables and key
external interfaces
 Time – Sealed Network Diagram
 Blend of project network diagram and bar chart indicating
project logic, activity duration and schedule information

184
Project Network Diagram

There are many other acceptable ways to display date information on a project network diagram

185
Bar (Gantt) Chart

There are many other acceptable ways to display project information on a bar chart.

186
Time-Scaled Network Diagram

There are many other acceptable ways to display project information on a time-scaled
network diagram

187
Milestone Chart

There are many other acceptable ways to display project information on a milestone chart.

188
Thank You

189