@team Building and Project Management

TeamBasedand
ProjectManagement
By Lillieskld at KTH
TeamBasedDesign
IntroductiontoTeaming
ProcessesofEffectiveTeams
NatureofIndividualCommitment
DiversityandTeamwork
GuidelinesforEffectiveFeedback
DealingwithCommonTeamProblems
IntroductiontoTeaming
Prominenceofteamsinworkplace
Selfdirectedteams
CQIteams
Participativemanagement
Crossfunctionaldesignteams
(OURS)
NatureofTeams
Membersdependoneachotherinsomeway
MembersmustshareatleastSOMEgoals
Collectiveeffortsyieldhighperformance
AdvantagesofTeams
Motivationspirit
Sharing/delegationofworkload
Fastresponsetochangeinrequirements
Highcreativity,gooddecisionmaking
Bettercrossfunctionalcommunication/find
problems
Lotsoflearningfromeachother
ProblemswithTeaming
Meetingsandconsensusbuildingtaketime
Poorleadershipineffectiveness
Manypeoplearentskilledasteammembers
Differencesineffort/commitmentconflict,
resentment
Hardtocommunicatebetweendisciplines
Toomuchcohesionscreenoutrelevantinfo
LearningaboutTeaming
Employersreallycareaboutyourabilityto
workinteams
Youwillgainexperiencewithateam
YouSHOULDreflectontheteamprocessyou
areparticipatingin,seehowYOUcanimprove
yourskills
PrinciplesforEffectiveTeaming
Collectivedecisionmaking
Collaboration&interchangeability(pitchingin
witheachother)
Appreciationofconflict/differencestryto
RESOLVEthem,notburythem
Balanceofeffort
Focus
Opencommunication
Mutualsupport
Teamspirit
8
IndividualCommitmenttoTeam
Willingnessto:
Committime,effort
Workhard
Identifywithteam
Prioritizeteamgoalsrelativetoyourown
DiversityinTeams
Itsabenefitmoreviews/expertiseavailable
Itsacursehardertocommunicate/feel
cohesive
Ideally,wantaBALANCE
10
FeedbacktoYourTeamMembers
Mostpeopledontliketodo,ifnotpositive,duh!
Fearhurtingfeelings/makingenemies
Evenwhenrequested,mostmaynotwanttohearit
BUT:
IfACCURATEandHELPFUL,maybevalued,
andcanhelpindividualandteam
Iftheycantchangeit,dontmentionit
Makeitdescriptive,notjudgmentalitmakes
MEfeel,notyouaresucha
11
ProtocolforFeedbackSession
Decideonsubjectforfeedback(scope)Letstalk
abouthowwe
Startpositive,whattheyshouldKEEPdoing
Mentionwhatyoudliketoseepeopledomoreorlessof
Teammatesshouldclarify,gentlyreinforce,avoid
gangingup
Continuefeedbacktorestofteamallgetachanceto
give,receive
SomethingsarebestleftUNSAIDyouneedtokeep
workingwithyourteammates!
12
ForRECEIVINGFeedback
Evaluateyourperformanceyourself,firstif
theytellyouwhatyouknow,dontblamethem!
Relax,breathewhilelisteningnoonewillhit!
Listencarefully,withoutinterrupting
Askforexamples,butdontdispute
Acknowledgevalidpoints/theirviewpoints
SortitoutlateritsjustINPUTtoyou,NOT
revealedtruth
13
NormalProblems
TheyCANbeHandled
Flounderingrecognizeandadapt/decide
Monopolizingrecognize,feedback,correct
Hangon,letsseewhatxxandyythink
Personalizingdontblamepeopleforproblems
outsidetheircontrolattacktheproblem,notthe
person
Powerstrugglesrecognize,resolvewhen
WINNINGmatters,notresolvingtheissue,itsa
problem
Externalizingdontblamethepowersthatbe
forthetroublesofthegroup
14
PROJECTMANAGEMENT
15
Agenda
16
Whatisaproject?
Whatisprojectmanagement?
Projectphasesanddocuments
Projectplanning
Anexampleofprojectplanning
Whatisaproject?
Aprojectisatemporaryendeavorundertakento
createauniqueproductorservice.
(Source:ProjectManagementInstitutePMBOK)
17
WhyProjectManagement?
Todayprojectmanagementisusedbymost
companies
Awaytocontrolcosts
Helpsfocustheworkonthegoal
Allowsfollowingupfrommanagement
Makestheworkmeasurable
Cheaper+moreefficient=happiercustomer
Problem:
Buzzwordproject(thetermismisused)
Whyisthisimportanttoyou?
18
ProjectAdvantages
Decisionmakingbecomes
Different
Simplified
Organization
Adaptstothetask
Crossestraditionalorganizationalboundaries
19
Agenda
20
Whatisaproject?
Projectplanning
21
TripleConstraints
22
Planningandcommunication
23
Theapplicationof:
Knowledge
Skills
Toolsandtechniques
Inorderto:
Meetprojectrequirementsandexpectations
Thekey(tobecomingsuccessful)
Meettheexpectations!
24
Disclaimer!!
Unique,dependingonthecontext
Theoryisnotenough:skillofcraftsmanshipis
alsoneeded
Thereisnouniversaltruth
Donottrytoreinventthewheel:
stolenwithpride!!
25
Agenda
26
Whatisaproject?
Projectplanning
Projectphases
Aprojectisalwaysdividedintophases
Eachphaseincludesactivitiesthathavetobe
executed
Differentcheckpointsaredefinedforeachphase:
Milestone
Tollgate
27
Projectphases
28
Example:PROPS
PhasesinPROPS
Prestudyphase
Feasibilitystudyphase
Executionphase
Conclusionphase
5Tollgates
>8Milestones
29
PMsmostimportantdocuments
PM:Projectmanager
Projectdocuments
30
Thecontentofaprojectplan
Background
Theaimofthischapteristoinformthereader
Whytheprojecthasstarted
Whathasbeendonepriortoproject(prestudy,standardizationwork,otherprojectsetc)
Listofreferencedocuments(ForinstancecoursePM,contract,specifications,etc.)
Goals
Theprojectgrouphastoagreeinameasurablegoalfortheproject
Businessandprojectgoals
Whataretheambitionoftheteammembers
Whenshouldtheworkbedelivered
Organization
Projectmembersandotherresourcesconnectedtotheprojectshouldbementionedhere
Name,address,responsibilities,etc.
Projectmodel(themethodyouuse)
Theprojectmodelreferstowhichwaytheprojectphaseshavebeendividedinthe
planningprocess
Atableofallphases,milestones,tollgatesandresponsibilities(Donotforgetthatyoumightneedto
explaintheprojectmodelintextaswell!)
31
Thecontentofaprojectplan
Commentaryontimeandresourceplan
Explainingtextbetweenthediagramsandtheprojectmodel
Riskanalysis
Ashortanalysisofpotentialrisksthatcandelaytheproject,andan
actionlistonhowtoavoidtheserisks
Documentrules
Howareyougoingtocommunicateandtakecareofdocumentation
Naming,
Referencenumbers,
Saving,
Backupetc.
Appendix
Timeplan
Resourceplan
Dropplan/dependencydiagram
32
Agenda
33
Whatisaproject?
Projectplanning
Projectplan
Isthemostimportantdocumentintheentireproject
Ifyoufailtoplan,youplantofail
Plansarenothing,planningiseverything
Shallmakeitclear
Whytheprojectisstarted
Howtheprojectwillbeexecuted
Thedeliveries
WHOisresponsibleforeachdeliveryandotherpartsoftheproject
Whoarethecontactpersonssurroundingtheproject
Howcanthesponsorfollowuptheprojectwork
I.e.Milestones,measurablegoalsanddeliveries
Inpractice,eachnewprojectmembershallbeableto
startworkontheprojectafterhavingreadtheprojectplan
34
Example:ContentofaStatusReport
35
ContentoftheFinalReport
36
ContentoftheFinalReport
37
Summary
Projectmanagementareusedtomakeworkinteams
moreefficient
Theprojectmanagersmaintoolsare
Documentsanddeadlines
Theteammembers
Meetingsandotherformsofcommunication
Whatisimportant:
Acommonstructure:1
Theprojectmembers:10
Makingthecustomersatisfied:100
Projectplanning
38
Ifyoufailtoplan,youplantofail
Whyistheprojectstartsoimportant?
39
Planning
Twotypesofplanningprocesses:
Backwardsplanning
Issomethingwealwaysdowithoutreflectingonit
Workbreakdownstructureplanning
Networkplanning
Followsastructuredprocess
40
Whyplan?
Thepurposeofaplanisto:
Definereasonablegoals
Createstrategiesonhowtoachievethegoals
Createasharedunderstandingofthegoalsandtheway
togetthere
Everyonecanplan,buttheplanmustbeunderstoodinthe
samewaybyeveryoneinordertoavoidproblems
Createabasisonhowtomanageandcontroltheproject
Theplanningeffortshouldmakeitpossibleto
managethefuturesothattheprojectgoalscanbe
achieved
41
Planning
Inprojectmanagementtherearetwotypesofplans:
OverarchingplansorMilestoneplans
Usedoutwardstoorientpeopleoutsidetheproject
abouttheprogress
Oftenusedincommunicationwiththeprojectsponsor,
clientorsupervisor
DetailedplansorActivityplans
Showtheactivitiesthatmustcarriedthroughandwhen
theyshouldbeperformed
OftenmadeinaGanttschedule
42
PlanningTechniques
43
GanttChart
44
Atypeofbarchartshowingworkvs.time,developedbyHenryGantt
inthe1910s,thatillustratesaprojectschedule.
Ganttchartsillustratethestartandfinishdatesoftheterminal
elementsandsummaryelementsofaproject.Terminalelementsand
summaryelementscomprisetheworkbreakdownstructureofthe
project.SomeGanttchartsalsoshowthedependency(i.e.,precedence
network)relationshipsbetweenactivities.
GanttChart
Advantages
Easytobuildandtounderstandthetasksandtheir
timing(scheduling)
Thetotaltimedurationoftheprojectiseasily
obtainable
Disadvantages
Donotshowtherelationbetweenthetasksandthe
informationontechnologicalprocedures,especiallyfor
theprojectofalargenumberoftasks
Applicabletosimple/smallandmediumsizedprojects
45
Gantt Charts and CPM/PERT

Networks
Gantt Charts:
Even though a lot of info, easy to read and , understand

to monitor and follow progress.
Not very good for logical constraints
Should be used to COMPLEMENT networks, not replace
46
A tool to analyze project and determine duration, based on

identification of "critical path" through an activity network.
NETWORKTECHNIQUES
PERT
47
CPM
-Program Evaluation and

Critical Path Method
Review Technique
Developed by El
- developed by the US
Dupont for Chemical
Navy with Booz
Plant 1957
Hamilton Lockheed
Shutdown Project- on the Polaris
about
Missile/Submarine
same time as PERT
program 1958
Used in projects of high
risks
Both use same calculations, almost similar
Main difference is probabilistic and deterministic in time
estimation
Gantt Chart also used in scheduling
NETWORK
Graphical portrayal of activities and event
Shows dependency relationships between
tasks/activities in a project
Clearly shows tasks that must precede
(precedence) or follow (succeeding) other
tasks in a logical manner
Clear representation of plan a powerful
tool for planning and controlling project
48
CPMChart
49
PERTChart
PERT chart for a project with five
milestones (10 through 50) and six
activities (A through F). The project has two
critical paths: activities B and C, or A, D,
and F giving a minimum project time of 7
months with fast tracking. Activity E is subcritical, and has a float of 1 month.
50
A network diagram created using Microsoft Project (MSP).

Note the critical path is in red
CPM
CPMmodelstheactivitiesandeventsofaproject
asanetwork.Activitiesaredepictedasnodeson
thenetworkandeventsthatsignifythebeginning
orendingofactivitiesaredepictedasarcsorlines
betweenthenodes.
Providesagraphicalviewoftheproject.
Predictsthetimerequiredtocompletetheproject.
Showswhichactivitiesarecriticaltomaintainingthe
scheduleandwhicharenot.
51
StepsinCPMProjectPlanning
Specifytheindividualactivities.
Determinethesequenceofthoseactivities.
Drawanetworkdiagram.
Estimatethecompletiontimeforeachactivity.
Identifythecriticalpath(longestpaththroughthe
network)
UpdatetheCPMdiagramastheproject
progresses.
52
PERTForDealingWithUncertainty
So far, times can be estimated with relative certainty,
confidence
For many situations this is not possible, e.g Research,
development, new products and projects etc.
Use 3 time estimates
m= most likely time estimate, mode.
a = optimistic time estimate,
b = pessimistic time estimate, and
Expected Value (TE) = (a + 4m + b) /6

Variance
(V) = ( ( b a) / 6 ) 2
Std Deviation
() = SQRT (V)
53
ComparisonBetweenCPMandPERT
CPM
1
54
Uses network, calculate float or

slack, identify critical path and
activities, guides to monitor and
controlling project
PERT
Same as CPM
Uses one value of activity time
Requires 3 estimates of activity

time
Calculates mean and variance of
time
Used where times can be

estimated with confidence,
familiar activities
Used where times cannot be

estimated with confidence.
Unfamiliar or new activities
Minimizing cost is more important
Meeting time target or estimating

percent completion is more
important
Example: construction projects,

building one off machines, ships,
etc
Example: Involving new activities

or products, research and
development etc
BENEFITS OFCPM / PERT NETWORK

Consistent framework for planning, scheduling,
monitoring, and controlling project.
Shows interdependence of all tasks, work packages,

and work units.
Helps proper communications between departments
and functions.
Determines expected project completion date.
Identifies so-called critical activities, which can delay
the project completion time.
55
BENEFITS OFCPM / PERT NETWORK (cont.)

Identified activities with slacks that can be delayed
for specified periods without penalty, or from which
resources may be temporarily borrowed
Determines the dates on which tasks may be started
or must be started if the project is to stay in
schedule.
Shows which tasks must be coordinated to avoid
resource or timing conflicts.
Shows which tasks may run in parallel to meet
project completion date
56
ImportanceofPERTsystem
57
Reductionincost
Savingoftime
Determinationofactivities
Eliminationofriskincomplexactivities
Flexibility
Evaluationofalternatives
Usefulineffectivecontrol
Usefulindecisionmaking
Usefulisresearchwork
ProcedureofPERT/CPM
Developalistofactivitiesthatmakeupproject.
Estimatethecompletiontimeforeachactivity.
Drawaprojectnetworkandt
58
CPMLimitations
CPMwasdevelopedforcomplexbutfairly
routineprojectswithminimaluncertaintyinthe
projectcompletiontimes.Forlessroutineprojects
thereismoreuncertaintyinthecompletiontimes,
andthisuncertaintylimitstheusefulnessofthe
deterministicCPMmodel.
AnalternativetoCPMisthePERTproject
planningmodel,whichallowsarangeofdurations
tobespecifiedforeachactivity.
59
LimitationstoCPM/PERT
Clearlydefined,independentandstableactivities
Specifiedprecedencerelationships
Overemphasisoncriticalpaths
DeterministicCPMmodel
Activitytimeestimatesaresubjectiveanddependon
judgment
PERTassumesabetadistributionforthesetime
estimates,buttheactualdistributionmaybedifferent
PERTconsistentlyunderestimatestheexpected
projectcompletiontimeduetoalternatepaths
becomingcritical
60
Projectplanning
61
1.Formulatetheprojectgoal
2.WBSWorkBreakdownStructure
3.Identifytasks
4.Identifydependencies
5.Estimatetime
6.Identifythecriticalpath
7.Distributeresources
8.TransfertoGanttschedulesorotherdiagrams
WhatWBS?
Aworkbreakdownstructure(WBS),in
projectmanagementandsystemsengineering,isa
deliverableorienteddecompositionofaprojectinto
smallercomponents.Itdefinesandgroupsaproject's
discreteworkelementsinawaythathelpsorganizeand
definethetotalworkscopeoftheproject.
Aworkbreakdownstructureelementmaybeaproduct,
data,service,oranycombination.AWBSalsoprovides
thenecessaryframeworkfordetailedcostestimatingand
controlalongwithprovidingguidanceforschedule
developmentandcontrol
62
Breakdownthephasesintotasks
Mostimportanttoolforprojectmanagementandabasis
forplanningandmonitoringprojects
Sotheprojectstasksbecomeobviousandeasytomanage(more
detailedanddeliverable/manageabletasks)
Determineallnecessarytasks
Estimateresources,time,cost,technologicalspecsand
requirementsinasystematicmanner
Appropriateassignmentsofresponsibilities
Choosetimeunit!
Aimonhalfworkdays
Thismeanstheprojectarewellthoughtthroughearly
63
Whichisanimportantsideeffectofprojectplanningeffort
WhatWBS
Inaprojectorcontract,theWBSisdevelopedbystartingwiththeendobjective
andsuccessivelysubdividingitintomanageablecomponentsintermsofsize,
duration,andresponsibility(e.g.,systems,subsystems,components,tasks,
subtasks,andworkpackages)whichincludeallstepsnecessarytoachievethe
objective.
Theworkbreakdownstructureprovidesacommonframeworkforthenatural
developmentoftheoverallplanningandcontrolofacontractandisthebasis
fordividingworkintodefinableincrementsfromwhichthestatementofwork
canbedevelopedandtechnical,schedule,cost,andlaborhourreportingcanbe
established.
Aworkbreakdownstructurepermitssummingofsubordinatecostsfortasks,
materials,etc.,intotheirsuccessivelyhigherlevelparenttasks,materials,etc.
Foreachelementoftheworkbreakdownstructure,adescriptionofthetaskto
beperformedisgenerated.Thistechnique(sometimescalledasystem
breakdownstructure)isusedtodefineandorganizethetotalscopeofaproject.
64
WBS
TheWBSisorganizedaroundtheprimaryproductsofthe
project(orplannedoutcomes)insteadoftheworkneeded
toproducetheproducts(plannedactions).Sincethe
plannedoutcomesarethedesiredendsoftheproject,they
formarelativelystablesetofcategoriesinwhichthecosts
oftheplannedactionsneededtoachievethemcanbe
collected.AwelldesignedWBSmakesiteasytoassign
eachprojectactivitytooneandonlyoneterminalelement
oftheWBS.Inadditiontoitsfunctionincostaccounting,
theWBSalsohelpsmaprequirementsfromonelevelof
systemspecificationtoanother,forexamplea
requirementscrossreferencematrixmappingfunctional
requirementstohighlevelorlowleveldesigndocuments
65
WhatWBS?
AWBSisnotanexhaustivelistofwork.Itis
insteadacomprehensiveclassificationofproject
scope
AWBSisneitheraprojectplan,aschedule,nora
chronologicallisting.Itspecifieswhatwillbe
done,nothoworwhen.
AWBSisnotanorganizationalhierarchy,
althoughitmaybeusedwhenassigning
responsibilities.Seealso:
responsibilityassignment(RACI)matrix(also
calledaStaffingMatrix).
66
WBSExample
Example of a product oriented work

breakdown structure of an aircraft system
67
WBSExample
The WBS construction technique employing the

100% rule during WBS construction.
68
WBSCodingSchemeExample
69
Itiscommonforworkbreakdownstructureelementstobenumbered
sequentiallytorevealthehierarchicalstructure.Thepurposeforthe
numberingistoprovideaconsistentapproachtoidentifyingand
managingtheWBSacrosslikesystemsregardlessofvendoror
service.
Forexample1.1.2Propulsion(intheexamplebelow)identifiesthis
itemasaLevel3WBSelement,sincetherearethreenumbers
separatedbyadecimalpoint.AcodingschemealsohelpsWBS
elementstoberecognizedinanywrittencontext.
IdentificationofaGoodWBS
Tasksinaproject:
Performanceandcompletionsatisfactionare
easilymeasurable
Withbeginningandendingevents
Familiartoprojectgroup:timing,costand
resourcescanbeeasilyestimated
Includemanageableandmeasurabletasksandthe
tasksareindependentofthetasksofother
operations
Normallybeaseriesofcontinuoustasksfromthe
starttotheend
70
Planningsmallerprojects
71
Summarizedintheprojectplan
72
Simplifiedplanning
(noorfewparallelactivities)
2.Dividetheprojectintophasesandactivities
Inwhatorderarewegoingtodothework?
3.Breakdowntheactivitiesintoworktasks
Whatarewegoingtodoineachstep?
Whicharethedeliveries(i.e.Milestones&Tollgates)?
4.Timeestimateeachworktask
Howmuchtimewillittake?
5.Scheduleanddividethetimeestimatedworktasks
oneachprojectparticipant(resourceplanning)
73
Whoisspendingtheirtimeonwhattask,andwhenshould
itbedone?
Agenda
74
Whatisaproject?
Projectplanning
Example:Developcontrolsystemforacrane
75
Simplifiedplanning
Whicharethedeliveries(i.e.MilestonesandTollgates)?
76
Whoisspendingtheirtimeonwhattask,andwhenshouldit
bedone?
Mostimportanttoolforprojectmanagementandabasis
forplanningandmonitoringprojects
Sotheprojectstasksbecomeobviousandeasytomanage(more
detailedanddeliverable/manageabletasks)
Determineallnecessarytasks
Estimateresources,time,cost,technologicalspecsand
requirementsinasystematicmanner
Appropriateassignmentsofresponsibilities
Choosetimeunit!
Aimonhalfworkdays
Thismeanstheprojectarewellthoughtthroughearly
77
Whichisanimportantsideeffectofprojectplanningeffort
Breakdowntheintophases
Planning
Meetings(customerandinternal)
Meetingwiththeprojectsponsor
Planningmeeting1
Guidance(inc.preparation)
Planningmeeting2
Documentation
Examinetheprojectplan
Studyofliterature
78
Readthesuggestedbooks
SearchtheInternetanddatabasesofthelibrary
Reviewtheknowledge
WritethetheorychapteroftheTechnicalreport
Examinethetheorychapter
Tochoosemilestonesisdifficult
Milestonesaretheinternalpointsoffollowingup
DoNOTputthemilestonesondeliveriesoftasks!
Trytoplacemilestonestoensurethatyouareneverlate
withadeliverywithoutgettingindicationsinadvance
Milestonesshouldhelpyouhavecontrolonthe
project
79
Tochoosetollgatesiseasy.
Thetollgatesarethefollowupwiththeproject
sponsororclient
Oftendefinedinthecontract,assignmentor
methodologyofthecompany
Tollgatesareevaluationsoftheprojectspotential
success
80
Decideonsuitablemilestones
Planning
Meetings(customerandinternal)
Meetingwiththeprojectsponsor
Planningmeeting1
Guidance(inc.preparation)
Planningmeeting2
Documentation
Examinetheprojectplan
Studyofliterature
81
Readthesuggestedbooks
SearchtheInternetanddatabasesofthelibrary
Reviewtheknowledge
WritethetheorychapteroftheTechnicalreport
Examinethetheorychapter
Example:Developcontrolsystemforacrane
82
Simplifiedplanning
83
itbedone?
Breakdownthephasesand
estimatethetime
84
Simplifiedplanning
85
itbedone?
Breakdownthephasesand
estimatethetime
86
Exampleofthephases(projectmodel)
87
Milestonediagram(ortimeplan)
88
89
90
Coverageandresourceplan
91
92
93
GANTT
94
Presentsituationline
95
UseTaskandresponsibilitycontracts
Whenthetasksareidentified,itistimeto
distributeresourcestothem
Whoisresponsibleforwhat?
Resourcescanalsoberooms,computersandother
equipments
Ataskcontractcanbeasimpletable
96
ExampleofTimePlan
97
ExampleofTimePlan
98
ExampleofResourcePlan
99
ExampleofGanttChart
10
0
ExampleofPertchart
10
1
EXAMPLE:
Developanadvancedcontrolsystem
foralaboratoryprocess
10
2
MainTask
Developanadvancedcontrolsystemfora
laboratoryprocess
10
3
Modelingandsystemidentification
Controldesign
Verificationthroughsimulation
Implementation
Validationandevaluation
Presentationanddocumentation
HardwareandSoftware
HW:
Processes,PCs,camera,instrumentsetc.
SW:
Modeling,design,verification
MatlabwithSimulink,Mapleetc.
Implementation,validation
LabView,Matlab,etc.
Presentation,documentation
MSOffice,Latexetc.
10
4
ProductOrder
Eachteamreceivesaproductorder
Definesspecifications,toolsetc
Example
Herebywe(customers)orderademonstrationofthe
labprocessX.Thedemoshouldillustratethe
technology
10
5
Teampreference
Eachteamshouldhavecompetenceprofiles,e.g.,
Hardwarespecialist
Softwaredeveloper
Controlimplementer
Modelderiver
Projectleader
Emailteampreferencestoabc@gmail.combefore
aspecifieddeadline
10
6
10
7
TeamBuildingActivity
Eachteamshallhaveateambuildingactivitythe
firstweek
Shouldsetgoodinitialconditionsforprojectwork
Shouldbereportedtoyourconsultant
10
8
ProjectPlan
ProjectPlan
DraftoftheProjectPlanduebyaspecifieddeadline
DetailedDescriptionoftheProjectPlanduebya
specifieddeadline
10
9
CourseComponents:RequirementList
11
0
Challenges
Defineandmeetspecifications
Workplanninganddistribution
HW/SWstruggling
11
1
PROJECTREPORTEXAMPLES
11
2
Example1:ProjectReport(CoverPages)
11
3
Example1:ProjectReport(1)
11
4
11
5
11
6
11
7
11
8
Example2:ProjectReport(Coverpage)
11
9
12
0
12
1
12
2
12
3
12
4
12
5
12
6
12
7
PROJECTTUTORIAL
12
8
PROJECTEXERCISES
12
9
CAC BAI TAP LUYEN

TAP vi MS Project
PHAN 1: LAP TIEN O
By AIT
130
BAI TAP 1: nh ngha thong

tin d an
Ban quyet nh dung MS Project e lap
tien o cho d an m mot nha hang
mi. Bc au tien cua mot d an
mi la nhap vao Project start date va
cac thong khac ve d an
Kch hoat MS Project bang cach nhan
up vao bieu tng cua MS Project
Tren Toolbar chon Project Project
Information, ta c ca so nh trang sau:
Nhap vao cac thong tin can thiet, sau
khi nhap xong th chon OK
131
132
BAI TAP 2: Nhap Task information

Ban nhap Task information tng t nh nhap
thong tin trong mot bang tnh (spreadsheet).
Thong tin can nhap nh sau:
Task 1 Bat au
Task 2 Vay von
Taks 3 La chon a iem
Task 4 Chon thiet b
Task 5 at mua thiet b
Task 6 Giao nhan thiet b
Task 7 Lap at thiet b
Task 8 Thue mn nhan vien
Task 9 Thiet ke thc n
Task 10 at hang cac nha cung cap
Task 11 Quang cao
Task 12 Khai trng nha hang
133
134
BAI TAP 3: Nhap Task

Durations
Ban nhap Task

Duration vao cot
Duration theo d
lieu a c
c lng nh
sau:
Task
Task
Taks
Task
Task
Task
Task
Task
Task
Task
Task
Task
1 0d
2 2w
3 5d
4 4d
5 1d
6 15d
7 3d
8 8d
9 3d
10 6d
11 2w
12 0d
Dung ban phm e

nhap vao Duration cho
tng cong tac hoac
dung dung mouse
vi va ma xuat
hien trong Duration cell
Neu n v cua
Duaration la ngay,
ban khong can nhap
ky t d.
Tuy nhien, neu n v
cua Duration khong
phai la ngay, th
phai nhap vao ky t
thch hp, chan han 135
w la tuan,
136
QUAN HE GIA CAC TASK

Co 4 kieu quan he co the c dung:
FS (Finish-to-Start): ay la kieu mac nh cua
MS Project va la kieu thng dung nhat
SS (Start-to-Start): Kieu nay quy nh mot
cong tac phai bat au trc khi mot cong
tac tiep theo bat au.
FF (Finish-to-Finish): Kieu nay quy nh mot
cong tac ng trc phai hoan thanh
trc khi mot cong tac tiep theo hoan
thanh. Mot dang ac biet cua quan he nay
la khi ca hai cong tac cung ket thuc tai
mot thi iem.
SF (Start-to-Finish): Kieu nay quy nh mot
cong tac ng trc bat au trc khi mot
cong tac tiep theo hoan thanh. ay la kieu
t dung nhat
137
BAI TAP 4a: Nhap quan he

gia cac cong tac bang ban
phm
Ban hay dung ban phm & quan
he FS e nhap vao cot
Predecessors
Sau khi thc hien ban c ket
qua sau:
138
Ket qua sau khi

a nhap quan
he gia cac
cong tac theo139
FS
Ban quan sat c Gantt chart nh sau:
140
BAI TAP 4b: Dung Unlink Task

e phm trai cua mouse va to
khoi tat ca cac cong tac, roi
an vao Unlink Tasks.
Tat ca cac cong tac eu cha
co quan he vi nhau. Ban quan
sat c ket qua nh sau:
141
Nut Unlink Task
142
BAI TAP 4: Dung Link Task & &

Unlink Task
Bay gi chung ta se thiet lap

quan he gia cac cong tac tr
lai.
Ban thc hien nh sau:
e phm trai cua mouse va to
khoi tat ca cac cong tac, roi an
vao Link Tasks.
Tat ca cac cong tac eu co
quan he vi nhau theo FS. Ban quan
sat c ket qua nh sau:
143
Nut Link Task
144
THAY OI Timescale
Cach 1:
Vao Format tren Toolbars roi chon
Timescale
Cach 2:
a mouse vao pha tren cua ca so
Gantt chart, roi an phm phai cua
mouse, roi chon Timescale
145
ieu chnh
Timescale
146
a mouse vao v tr
nay roi an phm
phai
147
CAC RANG BUOC (TASK CONSTRAINTS)

Kieu rang buoc
(Constraint Type)
Mc o linh
ong
(Degree of
Flexibility)
Mo ta (Description)
As soon as possible
Linh ong nhat
La rang buoc mac nh. Cac task c

lap tien o vi thi iem bat au
sm nhat da tren quan he cua
chung
As late as possible
Linh ong nhat
Cac task c lap tien o vi thi

iem bat au muon nhat da tren
quan he cua chung
Start no Earlier than
Kem linh ong
Mot task c bat au ung hoac sau

mot ngay cu the
Start no later than
Kem linh ong
Mot task c bat au ung hoac

trc mot ngay cu the
Finish no Earlier than
Kem linh ong
Mot task c ket thuc ung hoac sau

mot ngay cu the
Finish no later than
Kem linh ong
Mot task c ket thuc ung hoac

trc mot ngay cu the
Must start on
Linh ong toi

thieu
Cu the hoa mot ngay ma phai c

ton trong khi viec lap tien o bat
148
au cho mot task
Must Finish on
Linh ong toi
Cu the hoa mot ngay ma phai c
BAI TAP 5a: Ap dung Start No

Later Than
Do gii han ve ngan sach, Task 4 khong
the bat au trc 15Dec04.
a mouse vao Task 4
Nhan up vao Task name, ta co ca so
Task Information
Chon Advanced Tab, Chon Constraint type
Chon Start No Later Than, Nhap ngay
15Dec04 trong Constraint date
Ban quan sat c ket qua nh sau:
149
150
BAI TAP 5b: Ap dung Finish

No Later Than
Nha hang d kien khai trng vao
25Feb05 v vay d an can phai hoan
thanh khong muon hn ngay o
a mouse vao Task 12
Task Information
Chon Advanced Tab, Chon Constraint type
Chon Finish No Later Than, Nhap ngay
25Feb05 trong Constraint date
151
152
COT CH TH (the Indicator

Column)
a mouse vao indicator icon,
ban se oc c nhng thong
tin them ve cong tac nay
V du: a mui ten mouse vao
indicator icon cua task 12, ban
se quan sat c nh sau:
153
154
BAI TAP 6: Nhap Notes

Ban can ghi chu vao Task 12 rang Ngan
hang yeu cau khai trng vao 25Feb05
a mouse vao Task 12
Task Information
Chon Notes Tab, Chon Memo Field
Nhap vao Ngan hang yeu cau khai
trng vao 25Feb05
An OK e lu Notes
155
156
a a Notes vao
trong Task 12
157
BAI TAP 7: Nhap subtask

(cong tac phu)
Task Thue mn nhan vien co cac cong
tac con (subtask) nh sau:
* Quang cao tuyen dung = 2w
* Phong van = 1w
* Tuyen dung = 4d
* Dao tao them =5d
a mouse vao di Task Thue mn nhan
vien
Lan lt nhap cac cong tac mi vao
To khoi va dung nut e anh dau cac
cong tac nao la cong tac con cua Task
Thue mn nhan vien
158
159
160
Dau i cac Sub-task

To khoi cac sub-task,
Chon nut roi an phm trai cua
mouse
Ban quan sat c ket qua nh
sau:
161
162
Hien th lai cac Sub-task

a mouse vao main-task
Chon nut + roi an phm trai
cua mouse
sau:
163
164
BAI TAP 8: Lam viec vi 2

ca so
a mouse vao Window tren Toolbars
Chon Split
e thay oi mot ca so sang View
khac, ban hay a mouse vao ca
so o roi chon View bar ma ban
thch xem
sau:
165
166
167
BAI TAP 9: Tao ra mot View rieng

Ban thc hien cach khac nh sau:
a mouse vao View tren Toolbars, Chon
More Views
An phm trai mouse vao New, chon
Combination View
Nhap vao New My view (ban co the at
ten khac i)
Nhap vao dong co ch Top bang
cach la Network Diagram
Nhap vao dong co ch Bottom bang
cach la Task Details Form
Kiem tra Show in menu, roi click OK, sau
o click Apply
168
169
170
171
172
BAI TAP 10: Kham pha More

Views
a mouse vao View tren Toolbars
sau, va chon cai ma ban muon
xem nhu la Calendar, Gantt chart,
Network diagram, Task Usage,
Tracking Gantt.
173
174
CAC BAI TAP LUYEN

TAP vi MS Project
PHAN 2: Calendar & Resources
By AIT
175
BAI TAP 1: Tao ra mot calendar

ma phan anh nhng ngay ngh
va gi lam viec cua cong ty
Hay thiet lap mot lch lam viec cong
ty nh sau:
Ngay 6/12/2004 la ngay ngh truyen
thong nhan ngay thanh lap cong ty
Ngay 9/2/2005, 10/2/2005, 11/2/2005 la
ngay ngh tet
Ban hay thc hien nh sau:
Vao Tools tren thanh Toolbar, chon
Change Working Time
Ban se quan sat c nh sau:
176
177

Chon New va nhap vao

Name la Company Calendar
Chon OK
Ban se qua sat c nh sau:
178
179

Ban click phm trai cua mouse

vao 6December2004 roi chon
Nonworking time. Luc nay ngay
6/12/2004 se c to mau xam
180
181

Ban an phm Ctr ben trai roi

lan lt click mouse vao cac
ngay 9February2005, 10February05,
11February05 roi chon Nonworking
time. Luc nay cac ngay
9/2/2005, 10/2/2005,11/2/2005 se
c to mau xam
182
183
BAI TAP 2: Phan cong mot

Calendar en d an
Ban hay tuan t thc hien nh

sau:
Chon Project tren thanh Toolbar, roi
click vao Project Information
184
185

Calendar en d an

sau:
Vao Calendar tren ca so, roi
chon Company Calendar
Click OK. Ke t luc nay Company
Calendar se la Calendar cua d an
186
187

Calendar en d an

sau:
Vao Format tren thanh Toolbar, roi
chon Timescale, sau o chon Nonworking time tab
188
189

Calendar en d an

sau:
Vao Calendar tren ca so , roi
chon Company Calendar. Luc nay
nhng ngay ngh ma ban a quy
nh se c hien th tren Gantt
Chart
190
Chon Company Calendar

191
Cac ngay 9, 10, 11/2/2005 a

c quy nh la ngay ngh
192
BAI TAP 3: oi resource units t %

sang decimal
Mac nh MS Project hien th

resource units nh la %. ieu nay
c lam e ch ra tong so thi
gian cua nguon lc c danh
het cho mot task cu the.
Tot nhat ban nen chuyen sang so
thap phan theo trnh t sau:
Chon Tools tren thanh cong cu,
roi chon Options,sau o chon
Schedule tab. Ban se quan sat
c nh sau:
193
Chuyen o nay sang

Decimal
194
BAI TAP 3: oi resource units t %

sang decimal
Tai Show assignment units as a

ban hay chon Decimal
Tools tren thanh cong cu, roi
chon Options,sau o chon
Schedule tab.
195
BAI TAP 4: Phan cong nguon lc

vi nut Resource assignment
Ban tuan t thc hien theo cac bc

sau:
Click vao nut Resource Assignment
La chon Task 2 Vay n
Trong hop thoai Resource Assignment
chon Bank
Click vao Assign
Chon Task 3 Chon a iem
Trong hop thoai Resource Assignment
chon Owner va Manager.
Click vao Assign
196
197
198
BAI TAP 4: Phan cong nguon lc

vi nut Resource assignment
Tiep tuc phan cong nguon lc theo nh quy
nh di ay:
Task 4 Chef
Task 5 Chef
Task 7 Creative Kitchens
Task 9 Manager
Task 10 Owner
Task 11 Owner
Task 12 Manager
Task 13 Chef, Owner
Task 14 Owner
Task 15 Ads Etc.
ong ca so Resource Assignment, ban se nhn
thay tren Gantt chart nh sau:
199
200
Quan he gia Task Duration &

Resources
Work = Duration * Units
Th du: Task 1 Cong tac sn co duration
la 3 ngay vi 4 th sn th MS Project
hieu Work la 12 ngay cong (man-days)
MS Project cung cap cho ngi s dung
cac mo hnh quan he gia
resource/work/duration. Co 3 mo hnh:
Fixed Duration, Fixed Units va Fixed Work.
Mac nh la Fixed Units.
201

Resources
Fixed Units
Units la co nh tr phi b thay oi
bi chnh ngis dung.
Neu ngi s dung thay oi
Duration, d an se tnh toan lai
Work
Neu ngi s dung thay oi Work,
d an se tnh toan lai Duration
Neu ngi s dung thay oi Units,
202

Resources
Fixed Duration
Duration la co nh tr phi b thay
oi bi chnh ngis dung.
Neu ngi s dung thay oi Units,
d an se tnh toan lai Work
d an se tnh toan lai Units
Duration, d an se tnh toan lai
Work
203

Resources
Fixed Work
Work la co nh tr phi b thay oi
bi chnh ngis dung.
Units, d an se thay oi Duration
Duration, d an se thay oi Units
204
Effort-driven tasks
Effort Driven xac nh lam the nao ma MS
Project phan ng lai khi mot kieu nguon lc
mi c them vao hoac lay i hoi 1 task.
Neu hop thoai Effort Driven khong c anh
dau () th them vao hoac lay i tai nguyen
se thay oi tong so work (man-hours) yeu
cau cho task va gi Duration co nh
Khi hop thoai Effort Driven c anh dau ()
th tong so Work se c gi co nh
va tat ca cac resources c phan cong
en task se c x ly nh la s phan chia
ma gi nguyen khoi lng Work
205
BAI TAP 5: Thay oi task

type
Yeu cau: Ban hay thay oi kieu cua Task
2 Vay n.
Ban hay thc hien nh sau:
Nhap up mouse vao Task 2 e hien th
Task Information cho Task 2
Chon Advaned tab
Chon Fixed Duration trong ca so con Task
type
Khong anh dau ()Effort-Driven
Click OK
Phan cong Owner cho Task 2
Sau khi thc hien ban c ket qua sau:
206
Thay oi sang Fixed

Duration
Khong anh dau vao

o nay
207
208
BAI TAP 6: Phan cong nhieu units

cho mot resource
Chon Task 12 ao tao them.
Nhan up e hien th hop thoai Task
Information, sau o chon Advanced tab va
khong anh dau o Effort-Driven. An
OK
M ca so Assign Resources
An vao hop thoai Units cho Wait Staff
Go vao o so 5. Luc nay ban se nhn
thay con so tren Gantt chart
ong ca so Assign Resources
209
210
So 5 a hien th vao
ay
211
BAI TAP 7: nh ngha Individual

Resource Calendars
Yeu cau: Manager se i cong tac vao ngay 24 va
25 January 2005.
Chon Change Working Time tren thanh cong cu
Tren hop thoai For, Chon Manager (ieu nay ngu y
cac thay oi ch dc lam tren Manager ma thoi).
Chon ngay 24 va 25 January 2005 (an phm Ctrl e
chon nhieu ngay), sau o chon Nonworking time
An OK
Chuyen sang 2 man hnh vi Resource Usage pha
di
Chon Task 9 Quang cao
Ban se nhn thay khong co cong viec c phan
cong cho Manager trong cac ngay 24 va 25 January
2005
212
213
214
Khong phan cong vao 2

ngay nay
215
Bai tap 8: Quan sat Resource

Overallocation
Chuyen sang Resource Sheet
Quan sat c nhng cac
Overallocated resources (am va to
mao o)
Chon Wait Staff resource
Chuyen sang Resource Graph
An Alt-F5 (e hien th nhanh nhng
ngay xay ra overallocated resources)
Chuyen sang Gantt chart
216
217
218
CAC BAI TAP LUYEN

TAP vi MS Project
PHAN 3: Sorting and Filtering data
By AIT
219
BAI TAP 1: Sap xep lai Resource

Information
Chuyen sang Resource Sheet View

Nhap vao Project tren thanh cong
cu roi vao Sort va Sort by
Chon Group nh la cap o au
tien e sort
Sau o chon Name nh la cap o
th 2 e sap xep
An Sort
Ta se c cac ket qua nh tren
cac hnh di ay:
220
221
222
223
BAI TAP 2: Sap xep lai

Resource Information vi
Permanently Renumber
Nhap vao Project tren thanh cong cu roi
vao Sort va Sort by
Chon Standard Rate nh la cap o au
tien e sort
anh dauvao o Permanently Renumber.
Luc nay resource se c phan cong vi
mot new ID number da vao th t va mi
sap xep
An Sort
Neu muon tr tai nh cu ban hay thc hien
nh bc 1 roi chon Reset
224
225
BAI TAP 2: Sap xep lai Task

Information
Chuyen sang Task Sheet
Nhap vao Project tren thanh cong cu roi
vao Sort va Sort by
Chon Duration nh la cap o au tien
e sort
am bao rang o Permanently
Renumber khong c anh dau
Ban cung khong anh dau vao o
Keep Outline Structure
An Sort
Quan sat tren d lieu a sort
An Reset roi an Sort
226
227
228
BAI TAP 3: Ch view nhng

resource thoa man nhng
tieu chuan nao o
Chuyen sang Resource Sheet: View / More Views/
Resource Sheet
Chon Group
Go vao External cho Group Name
Quan sat danh sach a short
Sau o chon Data Range (ieu nay se loc tat
ca cac resources ma a c lap tien o trong
mot khoang thi gian cu the)
Go vao 10/2/2005, nhan OK (ngay bat au
cua range)
Go vao 11/2/2005, an OK (ngay ket thuc cua
range)
Chon All Resources e loai tr tat ca s loc
229
230
231
232
BAI TAP 4: Loc thong tin ve

Task
Chuyen sang Task Sheet: View / More Views/
Task Sheet
Chon Milestones
Sau o chon Data Range (Ch trnh bay nhng
task ma a c lap tien o trong range)
Go vao 10/1/2005, nhan OK (ngay bat au
cua range)
Go vao 11/1/2005, an OK (ngay ket thuc
cua range)
Sort cac task bang Duration: Project/Sort/Sort by
Chon All Tasks e loai tr tat ca s loc
233
234
235
236
237
238
239
BAI TAP 5: Dung AutoFilter

e view nhng Task ma thoa
man tieu chuan nao o
Chuyen sang Task Sheet: View / More
Views/ Task Sheet
Bat AutoFilter sang on
An vao mui ten ben phai cot
Duration roi chon >1 week
Loc theo cot tai nguyen cho Ads
Etc. (ch co 1 task la c trnh
bay ra)
e hien th nhanh cac task tr lai ta
tat AutoFilter sang Off
240
241
242
243
244
BAI TAP 6: Loc Resource Information

vi mot Custom Filter
Chuyen sang Task Sheet: View / More Views/
Task Sheet
An Project / Filter for: / More Filters
An New
Nhap vao Name the filter la Internal Group
anh dau vao hop thoai Show in Menu
An vao khoang trong au tien trong cell ben
di Field Name trong table
Chon Group
Di chuyen en Test field, chon Contains
Trong Value field go vao Internal
An OK
Chon Highlight hoac Apply
245
246
247
248
249
BAI TAP 7: Thay oi mot Table

View
Chuyen sang Task Sheet: View / More

Views/ Task Sheet
An View / Table / More Tables
Ap dung th cho mot vai bang
khac
Chuyen sang Resource Sheet View
Ap dung th cho mot vai bang
khac
Quay tr lai Gantt View
250
251
252
CHON SCHEDULE TA C:
253
CHON COST TRONG RESOURCE SHEET, TA C:
254
BAI TAP 8: Tao ra mot Custom

Table
Chuyen sang Task Sheet: View / More Views/ Task Sheet

An New
Name cua table la My Table
anh dau vao hop thoai Show in Menu
Click vao dong au trong hop thoai Fieldname
Chon ID
Click vao dong th 2 cua hop thoai Fied name
Chon Name
Thay oi width sang 30
Click vao dong th 3 cua hop thoai Fied name
Chon Resource Group
Chuyen en Title field, go vao Group
Thay doi width sang 20
An OK
An Apply
255
256
257
BAI TAP 9: View mot vai report

khac nhau
Ban hay tuan t thc hien nh sau:

An View / Reports
Chon Overview, chon Project
Summary
Phong to thu nho bang zoom in
hoac zoom ut trong report
ong Review
Xem va quan sat mot vai dang
thc bao cao khac
258
259
260
261
262

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TeamBasedand

Gantt Charts and CPM/PERT

Even though a lot of info, easy to read and , understand

A tool to analyze project and determine duration, based on

-Program Evaluation and

A network diagram created using Microsoft Project (MSP).

Expected Value (TE) = (a + 4m + b) /6

Uses network, calculate float or

Uses one value of activity time

Requires 3 estimates of activity

Used where times can be

Used where times cannot be

Minimizing cost is more important

Meeting time target or estimating

Example: construction projects,

Example: Involving new activities

BENEFITS OFCPM / PERT NETWORK

Shows interdependence of all tasks, work packages,

BENEFITS OFCPM / PERT NETWORK (cont.)

Example of a product oriented work

The WBS construction technique employing the

CAC BAI TAP LUYEN

BAI TAP 1: nh ngha thong

BAI TAP 2: Nhap Task information

BAI TAP 3: Nhap Task

Ban nhap Task

Dung ban phm e

QUAN HE GIA CAC TASK

BAI TAP 4a: Nhap quan he

Ket qua sau khi

Ban quan sat c Gantt chart nh sau:

BAI TAP 4b: Dung Unlink Task

Nut Unlink Task

BAI TAP 4: Dung Link Task & &

Bay gi chung ta se thiet lap

Nut Link Task

CAC RANG BUOC (TASK CONSTRAINTS)

Linh ong nhat

La rang buoc mac nh. Cac task c

Linh ong nhat

Cac task c lap tien o vi thi

Start no Earlier than

Kem linh ong

Mot task c bat au ung hoac sau

Start no later than

Kem linh ong

Mot task c bat au ung hoac

Finish no Earlier than

Kem linh ong

Mot task c ket thuc ung hoac sau

Finish no later than

Kem linh ong

Mot task c ket thuc ung hoac

Linh ong toi

Cu the hoa mot ngay ma phai c

Linh ong toi

Cu the hoa mot ngay ma phai c

BAI TAP 5a: Ap dung Start No

BAI TAP 5b: Ap dung Finish

COT CH TH (the Indicator

BAI TAP 6: Nhap Notes

BAI TAP 7: Nhap subtask