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Planning, Tracking and Control with MS-Project

Planning, Tracking and Control with MS-Project. Ed Mahler Project Administration Institute, Inc. edmahler@paiwebsite.com 917-734-3953. The project scheduling process. Execution. Start. Status update+ reports. Schedule Construction. N. Final Report. Done. Y. N. Construction. Proj

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Planning, Tracking and Control with MS-Project

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  1. Planning, Tracking and Control with MS-Project Ed MahlerProject Administration Institute, Inc. edmahler@paiwebsite.com 917-734-3953 MS Project PAI

  2. The project scheduling process Execution Start Status update+ reports Schedule Construction N Final Report Done Y N Construction Proj Done Y Execution N Sanity Check ) Status update + reports End Send status mtg invitation with To Do’s to team N Y Y OK N

  3. Planning Recommendations • Every task should have at least 1 predecessor, 1 successor, and 1 resource except…. • All tasks should be ASAP except… • Tasks should be defined as fixed duration, not fixed units or fixed work. • Don’t bother trying to assign work to tasks. • Do not use calendars. • Don’t autoschedule. • Don’t rely on MSP views, tables, and filters. Create your own. • Create your own menu ribbon. • Display the project summary task, task 0. • Set task duration to weeks and work to days. • Minimize field horizontal space req’ts.

  4. Tracking Recommendations • Use the status date. It will tell you what tasks should be underway or complete. • Your resource will tell you if the task is on schedule for the currently planned finish date. • For changes to end date adjust the duration to reflect a new finish date. • The MarkOnTrack command advances task progress to the current status date and MSP provides the task % duration complete and % work complete. The task is now on schedule for that date. • This eliminates the need for the resource to estimate % complete or the work accomplished. • Don’t try to capture actual work. Actual work should be captured using a separate labor claiming application as the nuances of actual daily activity are beyond the practical utility of MSP. • Display Duration and Finish Variances to see change.

  5. What do we need to see to understand the schedule? • Task name • Duration • Dependencies (predecessors and successors) • External dependency dates • Deliverables • Constraint types and dates • Resources • Critical path MS Project PAI

  6. To understand the schedule Defining the schedule MS Project PAI

  7. Construction integrity checks Schedule Integrity indicators MS Project PAI

  8. For schedule management Slack MS Project PAI

  9. The sanity check • Is the project on schedule? • Are tasks that should be underway or complete on schedule? MS Project PAI

  10. Set the status date MS Project PAI

  11. Set the status date MS Project PAI

  12. Set the status date MS Project PAI

  13. Set the baseline Setting the baseline MS Project PAI

  14. To Do’s MS Project PAI

  15. What do we need to see to understand status beside…. • Task name • Duration • Predecessors and successors • Constraint dates • External dependency start dates • Deliverables • Critical path MS Project PAI

  16. What do we need to see to understand status? • What should be underway or complete • Actual or projected completion dates • Duration changes (slippage) • Finish variances resulting from duration changes (the ripple effect) • Deliverable date changes • What can be done to get deliverables back on schedule MS Project PAI

  17. The status view MS Project PAI

  18. Updating task 2 MS Project PAI

  19. But what if….. MS Project PAI

  20. Gantt representation of status MS Project PAI

  21. But what if….. Status of line 2, on schedule MS Project PAI

  22. But what if….. MS Project PAI

  23. Gantt representation of 1 day slippage Status of line 2, 1 day late MS Project PAI

  24. Status of line 2, 3 days late Gantt representation of 3 day slippage MS Project PAI

  25. Status of line 5? MS Project PAI

  26. Status of line 5, 1 week late MS Project PAI

  27. Schedule Recovery • Look for critical path tasks long enough so a little shrinkage wont hurt • The closer to the delay the better • Prefer tasks with simple FS relationships • If that doesn’t work go to the next candidate down • A large delay may require shortening multiple tasks MS Project PAI

  28. Status of line 5, 1 week late, on schedule for new date MS Project PAI

  29. To get back on schedule ▬`▬ MS Project PAI

  30. Back on schedule MS Project PAI

  31. Status report to the project team and management MS Project PAI

  32. 1/24/16Status Report MS Project PAI

  33. 1/24/16 Status Report without the circles MS Project PAI

  34. 1/24/16 Milestone Report MS Project PAI

  35. 1/24/16 Rebaselined new current schedule MS Project PAI

  36. Rebaseline & status date to 2/7/16 for next To Do view MS Project PAI

  37. 2/7/16 To Do View MS Project PAI

  38. 2/7/16 To Do’s for the next status update MS Project PAI

  39. 1/24/16 Verbal Status Report • Apple Mandarin • Start on shelf unchanged, still on schedule for 5/9/16 • Wk of 1/24 project metrics, project 8% complete, 3 dur changes, 10 fin changes • Next status update 4 To Do’s wk of 2/7 • Update description……… • Risk assessment……. MS Project PAI

  40. To the 1/24 Project Repository 6 Files • Status Report without the circles • Updated rebaselined current schedule • Milestone Report • To Do’s for the next status update • Verbal Status Report • MS project schedule after rebaseline MS Project PAI

  41. Communication To team and management • 4 schedule view reports (files 1-4) • Verbal Status Report (file 5) To team • Invitation to 2/7 status update with 2/7 To Do view (file 4) MS Project PAI

  42. Benefits of a Scheduling Service Fewer tool licenses and less tool training is required when a Scheduler supports multiple project teams. Project managers are freed from the need to become project management tool experts and can concentrate full time on managing their projects.  Tool licenses and training for project managers can be eliminated. In large and multi-project environments a Scheduler ensures that planning and reporting are consistent in format and terminology and conform to organization standards thus eliminating the need to provide training and enforce compliance. The Scheduler provides a single a focal point for executives to understand their portfolio status, eliminates the need for a project office person to provide that roll up function. MS Project PAI

  43. Benefits of a Scheduling Service Higher quality planning, tracking, and reporting because the Scheduler works with the project management tool full time compared to the project manager who would use it no more than 10% to 15% of their time. New project managers become effective more quickly because the Scheduler can help them begin their planning, tracking, and reporting immediately.  Without the Scheduler Service a new project manager would require training in the use of the tool and the organization's usage standards and then take months to become proficient. In large and multi-project environments the Scheduler provides cross plan and cross organization dependency resolution and resource loading reconciliation. MS Project PAI

  44. Benefits of a Scheduling Service Slippage information is less likely to be filtered by the project team’s incentive to only report good news, thus improving early warning of missed targets. Scheduler mentoring improves the performance of inexperienced project managers. The Scheduler provides a project executive with valuable project management guidance.  For example, ensuring that plans contain the information needed to provide early warning of slippage, or that reports are frequent enough to allow remedial action before its too late. MS Project PAI

  45. Reporting structure • Scheduler should reside in the project office • Report to project executive • Supports project managers • Project manager responsible for schedule content • Scheduler responsible for schedule integrity • Both responsible for reporting MS Project PAI

  46. Reporting structure MS Project PAI

  47. Reporting structure MS Project PAI

  48. Conclusion • The PMO in its current form is not delivering what the organization needs • Is not cost justifiable • I have not heard anyone in the PMO community addressing the points made in this presentation • If not the PMOs in companies that do projects for themselves will continue to disappoint and lose support MS Project PAI

  49. PMCOS • If your interested in scheduling join the • Project Management College of Scheduling • http://www.pmcos.org/ • $35/year • Incentive: PAILite MS Project scheduling template MS Project PAI

  50. Planning, Tracking and Control with MS-Project Ed MahlerProject Administration Institute, Inc. edmahler@paiwebsite.com 917-734-3953 MS Project PAI

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