South East England Chapter First Chapter Meeting of 2003

1. South East England Chapter First Chapter Meeting of 2003

2. Bob WalkerSouth East England Chapter President

3. Agenda • CRIMINAL JUSTICE INTEGRATION PROGRAMME Tracking & Controlling projects within a large programme environment Colin Brown - Programme Manager for CJIT • Task Update Cycle – an In-depth ReviewDavid Hans - Pcubed • Collateral CornerJo Handley - Microsoft Account SE Project Specialist • Tips and TricksBob Walker - President SEE MPUG • Question and Answer Session

4. Colin Brown 1st April 2003 Tracking & Controlling projectswithin a large programme environmentCRIMINAL JUSTICE INTEGRATION PROGRAMME

5. Agenda • CJIT Programme Context • Overall Objectives • Scale, scope & complexity • Key challenges • Technology Solution • Project 2002 • Project Web Access • CJIT Dashboard • Summary & Questions

6. Criminal Justice Integration Programme Government has three overarching objectives: • Reduce crime and the fear of crime • Ensure the effective delivery of justice • Deliver effective custodial & community sentences to reduce re-offending and protect the public.

7. CJIT Overview Scale, Scope & Complexity Public Web access Secure Web access Budget £1.2 Billion Business Change Programme • secure email between CJS users by 2003; • electronic exchange of case data by 2005; • case tracking for victims of crime from 2005 onwards User authentication Secure Portal Public Portal Digitally signed documentation Role based access CJS Exchange

8. Scale of Integration Change In the core Criminal Justice Organisation alone, for example, there are 2099 police stations, 150 Crown Prosecution Service Offices, 414 Magistrates Court Houses, 90 Crown Court Centres, 136 Custodial Institutions, 948 Probation Offices and 155 Youth Offending Teams.

9. Police Youth Offending Teams Probation Magistrates Courts Prisons Court Service Many organisations involved:many decisions both informal and formal Home Office CPS LCD Others Others Others Others Core Programme

10. Alignment With Business Objectives Business Benefits Investment, resources & Prioritisation Overall Programme “Visibility, Insight, & Control” Key Controls Raise the visibility & understanding of projects Business driven Strategic focus ‘Managing by Facts’ Managing Programmes Sub-Programs Managing Projects Projects Collaboration & Communication

12. Project Web Access • Functionality Extended for Risks • Added for Issues, Changes and Documents • One source of data – many uses

13. Dashboard Milestone Management • Monitor deliverable status • View key milestones at different levels • Drill down into problem areas

14. Milestone & Task Tracking • Track milestone by type e.g. “customer delivered”, OGC gateway review, supplier reference • Monitor & measure delivery • Understand trends

15. Risk Management & Analysis • Monitor risk mitigation & trends • Drill down to understand the details • Focus on key ones for management attention

16. Issues Management • Identify problem areas • Monitor problem resolution • Assess resolution performance

17. Summary • 1. Use the power of ‘facts’ to drive Programme decision making (real metrics supporting the real results) • 2. Get the same set of ‘facts’ to the delivery teams and key decision makers using a focused, experienced team (enterprise programme office) • Use the tools to provide visibility of the information, re-inforce process & highlight gaps at programme and project level Business Benefits Overall Programme Sub-Programs Projects Collaboration & Communication

18. Tracking and Updating with Project 2002 & PWADavid HansPcubed

19. Introduction • Prerequisites for Tracking (5 mins) • Scenarios & Best Practice (5 mins) • Usability Issues (10 mins) • Questions?

20. PrerequisitesTracking & Updating • Consistent Planning Standards • Resources assigned • Dependences applied • Constraints minimized • Task types agreed

21. Prerequisites • Reporting guidelines and Processes • Time Period for actual information update • Method of reporting progress • %complete • actual work and work remaining • % complete and work remaining

22. Best Practice

23. Usability Issues • Delegation of ownership • What happens if Jo(e) Bloggs is on vacation? • Non project time Tracking • Bucket Tasks • Matrix Organisations • Management vs Project view • Multiple Resource Calendars

24. Summary • Tracking and Updating using PWA is highly valuable for dispersed teams • Time Saving potential • Requires implementation of good planning and processes • Requires good understanding of scheduling engines by the PM

25. Questions?

26. Jo HandleyMicrosoft Account SE Project Specialist

27. Project Resources • UK Microsoft Project Site www.microsoft.com/office/project/default.asp • 60-day Evaluation Kit www.microsoft.com/office/project/evaluation/trial.asp • TechNet IT Professional Resources www.microsoft.com/technet/treeview/default.asp?url=/technet/prodtechnol/project/Default.asp • Project 2002 Resource Kit www.microsoft.com/technet/treeview/default.asp?url=/technet/prodtechnol/project/project2002/reskit/default.asp?frame=true • MSDN Developer Resources http://msdn.microsoft.com/library/default.asp?url=/nhp/default.asp?contentid=28000445 • Project 2002 Software Development Kit http://msdn.microsoft.com/library/default.asp?url=/library/en-us/pdr/PDR_Overview_3338.asp?frame=true

28. Project Resources Con’t • Project Downloads • MSDN: http://msdn.microsoft.com/downloads/default.asp?url=/downloads/topic.asp?URL=/MSDN-FILES/028/000/433/topic.xml&frame=true • Download Centre: http://office.microsoft.com/downloads/default.aspx?Product=Project&Version=95|97|98|2000|2002&Type=Update|Converter|Add-In|Assistant|Stationery|Document|Viewer|Template|Anti-Virus|Updates • Project Templates (Template Gallery) http://search.officeupdate.microsoft.com/TemplateGallery/ct137.asp • Project Support • Office Support Pages: www.microsoft.com/office/project/support/default.asp • Microsoft UK Help and Support: http://support.microsoft.com/default.aspx?LN=EN-GB

29. Project Resources Con’t • Office Community Newsgroups (including Project) http://communities.microsoft.com/newsgroups/default.asp?icp=Prod_Office&sLCID=US&newsgroup=microsoft.public.project • Case Studies: UK: www.microsoft.com/uk/casestudies/ US: www.microsoft.com/resources/casestudies/ • MS Press (Books): www.microsoft.com/uk/mspress/subjects/subjectaj_p1.htm • Press Centre (Press Releases) www.microsoft.com/uk/press/

30. Project Resources Con’t • Partner Marketing Resources www.microsoft.com/uk/partner/directdrive/102/marketplace.asp • Hands-on Labs www.microsoft.com/uk/skills/handsonlabs/default.asp • Microsoft Project User Group www.mpug.org/se-england/seedefault.htm

31. Bob Walker, MPUG South East England Chapter Keeping YourMicrosoft Project ScheduleCurrent

32. Table of Contents • Why Keep Your Schedule Current? • My Schedule Is The Way It Is - Because It Got That Way • Tonight’s Focus • Ways That Schedules are Built • The Project Network Diagram • Actuals Update Process • Task Types • Duration Update • Work Update • Updating the Time and Cost Baseline

33. Why Keep Your Schedule Current? • Appropriate reaction to time or cost schedule variance. • Minimize unacceptable negative variance. • Maximize positive variance. • Fact based schedule status communicated to stakeholders. • Accurate analysis of requested change. • Change impacts compared to the current baseline. • Efficient forecast & deployment of resources. • Based on an accurate schedule. • Your performance appraisal. • Team (including PM) accountable to the current agreed baseline.

34. My Schedule Is The Way It Is - Because It Got That Way. • Approved Changes not modeled. • Work results (actuals) not posted. • Resource replacements not applied. • Resource details not changed. • Planning Detail not added. • Holidays not added • Invalid baseline.

35. Tonight’s Focus • Applying Actuals – Start, Finish, Completed, Remaining. • Duration based. • Effort based. • Tracking command • Tracking toolbar • Updating the Baseline. • New material • Sizable negative variance.

36. Ways That Schedules Are Built • Constraint based schedule – no Network Diagram, manually entered dates. (not recommended). • Network Diagram only – no assignments, duration estimates. • Network Diagram with contacts – no assignments, duration estimates. • Network Diagram with resources - work estimates & resources balanced. (tonight’s presentation) • Organizational – #4 plus resources balanced across a portfolio of projects.

37. Actuals Update Process • Define & publish the update schedule & the update process. • Collect task progress from last update date to current update date. • Enter the update date (if using the Tracking toolbar.) • Update those tasks that are on-schedule. • Update those tasks that have schedule variance. • Reschedule all past work not completed. • Apply estimate revisions and approved plan changes.

38. Actuals Update Process (Continued) • Don’t use % complete – 25%, 50%, 75%, … • Do track what’s finished and estimate the remaining: • Actual Start (enter if different from Scheduled Start) • Actual Finish (enter if different from Scheduled Finish) • Actual Duration (or Work) completed • Remaining Work (or Duration) • Completed duration or work drives completed cost. • Remaining duration or work drives future schedule variance.

39. Task types and behaviour

40. Duration Update – Tracking Command • Updating a task that is on schedule: • Select the task. • Open the Tools menu, select tracking, select Update Project. • Turn on the Selected tasks button. • Select the update date (Update work as complete through… dropdown) • Click OK • Updating a task that is not on schedule. • Select the task. • Open the Tools menu, select tracking, select Update Tasks. • Enter the Actual dur:value (time span – not work). • Enter the Remaining dur: estimate (again time span) • Click OK.

41. Duration Update – Tracking Command(continued) • Reschedule remaining work – uncompleted work must be rescheduled beyond the Update date. • Select the task. • Open the Tools menu, select tracking, select Update Project. • Turn on the Selected tasks button. • Select the reschedule date (Reschedule dropdown). • Select the Rescheduled uncompleted work to start after: radio button. • Click OK

42. Duration Update – Tracking Toolbar • Activate the Tracking toolbar • Define the Update date in the Current date field in the Project Information dialog box (Project menu). • Project assumes 5:00 PM • Use the Update as scheduled button for tasks on schedule. • Select the task. • Click on the Update as Scheduled button on the Tracking toolbar. • Updating a task that is not on schedule. • Click on the Update tasks button. • Enter data as before (above).

43. Duration Update – Tracking Toolbar(Continued) • Reschedule remaining work – uncompleted work must be rescheduled beyond the Update date. • Define the update date (Project Information dialog box, Current date field). • Select the task. • Click on the Update Tasks button on the Tracking toolbar. • Select the Reschedule Work button on the Tracking toolbar.

44. Work Update • Use the Task Usage view or the Resource Usage view. • Add & color code the Actual Work row in the timescale. • Set the Current date value (update date) as before. • Add the Remaining Work column to the table. • Enter hours worked day by day in assignment row. • Revise the Remaining Work value in the assignment row. • Reschedule remaining work as before.

45. Updating the Time & Cost Baseline • Analyze which tasks to re-baseline. • Analyze which summary tasks to re-baseline. • Select those tasks and summary rows. • Open the Tools menu. • Click Tracking & then Save baseline. • Turn on the Selected tasks radio button. • Click OK.

46. South East England