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Lesson objectives
To be able to identify the steps involved in project planning, you will:
a Plan a project. You will learn the difference between a project and a program, the
constraints common to all projects, the stages of a project life cycle, why a majority of
projects fail to meet their objectives, and how project management techniques help
overcome these obstacles.
b Define the scope of the project. Before a project can be started, you should ascertain
whether or not your organization's process is capable of delivery. You will become
familiar with the importance of defining customer requirements, Scope documents, and
Work Breakdown Structures [WBS].
c Develop a schedule for the project. Once all the required work in a project has been
defined, a schedule is developed. You will examine aspects of time management, work
effort estimates, calendar selection, network diagrams, task dependency, relationships,
and critical path(s).
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Microsoft Project 2000: Level 1 Ashbury Training
d Assign project resources and costs for budget development. Before a schedule or budget
can be finalized, resources such as labor, material, and equipment must be identified
and assigned. You will learn about resource loading, resource pools, over allocation,
individual calendars, cost types and cost loading.
e Save a baseline for the project. Now that planning for the project is complete, you will
use the project baseline to gain formal approval to move the project into the execution
phase.
f Control the execution of a project. You will learn about gathering information and
communicating that information to the stakeholders using tools in Microsoft Project.
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Ashbury Training Lesson 1: Introduction to Project Management
These three constraints are closely related in that typically one cannot be
changed without impacting at least one of the others. For example, if you want
to shorten a schedule, you can hire more resources (which would increase cost),
or reduce customer requirements (which would affect quality).
• Dissatisfied customers.
• Deliverables not understood by project team or customer.
• Budgets and schedules over or under estimated.
• Over taxed resources.
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1. Client or customer.
2. Project sponsor or parent organization.
3. Project team.
4. Public – government or regulatory agencies.
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The first phase in the project life cycle is Initiation. In most organizations, this is
accomplished by management. However, the outcomes are crucial to the
successful completion of the project.
1. Identify your customers. The primary customer is not always the end user. You
may meet the primary customer's requirements, but fail to meet end-user
requirements.
2. Define the requirements as set forth by your customers. During this process, don't
be afraid to ask “Why?” Determine the importance of usability, flexibility,
serviceability, cost, etc. for the customer.
3. Create a Scope document. The Scope Document forms a formal understanding
of project deliverables for all stakeholders.
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The second type of structure you can use is the linear chart. It lists the steps
(tasks) of the project and who is assigned to the task. Figure 1-3 contains a
sample linear chart.
The third type of structure you can use the Gantt Chart. The Gantt Chart is
available in Microsoft Project 2000. Figure 1-4 contains a sample Gantt Chart.
1. Choose from one of the following projects and create a simple WBS: cleaning your
garage, washing your car, or mowing your lawn.
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Duration Represents
m minutes
h hours
d days
w weeks
mon month
e elapsed duration
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Relationship Description
Finish-to-Start The preceding activity must finish before the
successor activity can start.
Finish-to-Finish The preceding activity must finish before the
successor activity can finish.
Start-to-Start The preceding activity must start before the
successor activity can start.
Start-to-Finish The preceding activity must start before the
successor activity can finish.
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Ashbury Training Lesson 1: Introduction to Project Management
Gantt Charting is another method you can use to diagram. Gantt Charts use
activity bars displayed on a horizontal timeline as displayed in Figure 1-7. It's
easy to read and can be very helpful in sequencing and resource allocation.
Task Predecessor
A none
B A
C B
D C
E B
F D, E
G D
H E
Completion F, G, H
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• Forward Pass Technique - you begin with the start of a project and
determine the early start [ES] and early finish [EF] dates for each activity.
Using the early finish [EF] of the proceeding activity as the early start [ES]
of the succeeding activity, then add the activity's duration estimate to
calculate the early finish [EF] date. Figure 1-9 displays a Forward Pass
Technique diagram.
The critical path consists of tasks A,C,E,G,H. The project duration is 19 weeks.
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Ashbury Training Lesson 1: Introduction to Project Management
• Backward Pass Technique - You begin at the finish date of the project and
calculate to the left [backwards] to determine late start [LS] and late finish
[LF] dates for each activity. Figure 1-10 displays a backward pass technique
diagram.
The critical path consists of tasks A,C,E,G,H. The project duration is 19 weeks.
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Microsoft Project 2000: Level 1 Ashbury Training
The information required can be loaded into Microsoft Project 2000 in many
ways. You can use the Resource Sheet, the Resource Form, or the Resource
Information dialog box. Regardless of the way you enter the information, the
same basic information is required.
Field Definition
Resource name or initials Used to identify the resource.
Maximum # of Units Available The total number of like units available for the
project.
Standard Rate The costs charged for regular, non-overtime
work.
Overtime Rate The rate of pay for overtime work. Rate must be
entered even if it's the same as the Standard
Rate. If nothing is entered, Microsoft Project
2000 will calculate at $0.00 per unit of time.
Cost Per Use This represents a cost per use fee. An example
is a consultants fee that is $1,500.00 per visit.
Accrual Rate Determines how costs are captured as a
resource is used. Costs can be accrued at the
start of a task, when the task has been
completed, or as the resource is used.
Base Calendar The calendar used for the project.
Replanning a Schedule
From time to time a project will not have adequate levels of resources to
successfully deliver on time, within budget, or with original requirements. The
project manager must then attempt to shift or add resources. Here are a few
techniques used by project managers:
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