Project Management Project Management Software Yale Braunstein School

Project Management & Project Management Software Yale Braunstein School of Information Management & Systems UC Berkeley 1

Getting started Ø Think in terms of tasks § § § They should be easily defined There should be a “reasonable” number of tasks Task properties: duration, predecessors, etc. “Critical” tasks Milestones Summary tasks (optional, but useful) 2

Project 2000 “project map” 3

Project 98 “project map” 4

Planning Phase 2: System Request Project Plan 3: Work Plan 2: Feasibility Analysis 3: Staffing Plan 3: Risk Assessment Project Plan 5: As-Is System Summary 5: To-Be System Concept 6: As-Is Use Cases 4: Analysis Plan System Proposal Analysis Phase 6: To-Be Use Cases 5: Improvement Opportunities 6: As-Is Process Model 6: To-Be Process Model 7: As-Is Data Model 7: To-Be Data Model 9: Infrastructure Design 10: Interface Structure 9: Network Model 8: Physical Process Model 8: Design Plan 8: Physical Data Model 12: Data Storage Design System Design 8: Revised Use Cases 10: Interface Standards 9: Hardware/Software Specifications 9: Security Plan 13: Program Structure 11: User Interface Template 11: User Interface Design 13: Program Specifications Implementation Phase 15: Conversion Plan 14: Programs Delivered System 15: Change Management Plan 14: Test Plan 14: User Documentation 15: Support Plan 14: Tested System Project Assessment 5 System Delivery System Proposal Design Phase System Design Go/No-Go Decision Project Plan Revised Go/No-Go Decision 3: Charter 3: Standards

Using MS Project Ø Initial steps § § § Set initial parameters Enter tasks Link tasks Enter resources Assign resources to tasks Ø Additional steps § § Enter milestones Enter fixed costs 6

Analysis with MS Project Ø Look at Critical Path & identify slack Ø Check if resource used more than 100% Ø Group tasks; Split tasks Ø Remember baselines Ø Customize printouts 7

Track progress with MS Project Ø Several alternatives Enter % completed § Enter time to complete § Enter date completed (more than one is allowed) § Ø Choose additional reports 8

Determine the Critical Path Ø What is the critical path? § § The critical path is the series of tasks (or even a single task) that dictates the calculated finish date of the project. That is, when the last task in the critical path is completed, the project is completed. If it's important for your project to finish on schedule, pay close attention to the tasks on the critical path and the resources assigned to them. These elements determine whether your project will finish on time. 9

Critical Path - continued § § The series of tasks are generally interrelated by task dependencies. Although there are likely to be many such networks of tasks throughout your project plan, the network finishing the latest is the project's critical path. Note that the critical path can change from one series of tasks to another as you progress through the schedule. The critical path can change as critical tasks are completed, or tasks in another series of tasks are delayed. There is always one overall critical path for any project schedule. The new critical path then becomes the series of tasks you track more closely to ensure the finish date you want. 10

Gantt chart 11

Tracking Gantt chart 12

The critical path Using the PERT Chart view 13

The critical path Using View / More Views / Detail Gantt 14