Facilitated by: Ahmed Aslam, PMP 2019

Facilitator – Ahmed Aslam

PMI Credentials
• Project Management Professional (PMP)

Education
• Masters in Project Management, Szabist Isb
• Chartered Certified Accountant, Kaplan UK

Professional/Training/Teaching Experience
• Academic, Corporate Training & Development
• HVAC & Alternative Energy industry, and
• Project Management

Current Designation
• Vice- President Finance, PMI-IPC
• Program Manager (MPM), Szabist Islamabad

Contact
• Email: [Link]@[Link]
• Phone: 0333-5933333
Why Use MS Project
• Easily manage your company’s projects

• Get resources and finances under control

• Bring project’s critical issues to your attention

• Track project evolution in terms of completion, time and costs

• “what if” scenarios capability is offered via multiple undo and redo levels

• Provide a clean way to break down your project, build schedules, allocate
resources and manage budgets
Contents
1. Project Management
2. Setting up a Project
3. Entering Tasks and Outlining Summary Tasks
4. Entering Durations & Milestones
5. Creating Task Relationships
6. Assigning Resources
7. Calculating Project Cost
8. Setting a Baseline
9. Tracking
Project Management
What is a Project
• A project is a temporary endeavor undertaken to create a unique product,
service, or result while operations are permanent initiatives that produce
repetitive product, service or result

• Projects drive change

• Projects enable business value creation. Value is total quantifiable benefit

derived from a business endeavor. Benefit may be tangible or intangible

• Why Initiate Projects

 Meet legal/regulatory or social requirements

 Satisfy stakeholder requests or needs
 Implement or change business or technological strategies, and
 Create, improve, or fix products, processes, or services
Project Management
• Application of knowledge, skills, tools, and techniques to project activities
to meet the project requirements

• Accomplished through the appropriate application and integration of the

49 logically grouped project management processes, which are
categorized into the 5 Process Groups and 10 knowledge areas

• Project Manager is the person assigned by the performing organization to

lead the team that is responsible for achieving the project objectives.
Team Members are individuals who support the project manager in
performing the work of the project to achieve its objectives
Need for Project Management
Project Management is the planning, organizing and managing of tasks and
resources to accomplish a defined objective, usually with the constraint of
time and cost. Project Management helps you to answer:

• How long the project will take.

• The impact on the overall project if a task is delayed.

• Which tasks are critical?

• Are sufficient resources allocated to the project to complete on time?

• The resource costs of the project.

• Is the project on schedule?

Project Management Process Groups
Process Group is a logical grouping of project management processes to
achieve specific project objectives. Process Groups are independent of
project phases.

1. Initiating Process Group. Define a new project or a new phase of an existing

project by obtaining authorization to start the project or phase.
2. Planning Process Group. Establish the scope of the project, refine the objectives,
and define the course of action required to attain the objectives that the project
was undertaken to achieve.
3. Executing Process Group. Complete the work defined in the project management
plan to satisfy the project requirements.
4. Monitoring and Controlling Process Group. Track, review, and regulate the
progress and performance of the project; identify any areas in which changes to
the plan are required; and initiate the corresponding changes.
5. Closing Process Group. Formally complete or close a project, phase, or contract.
Project Management Knowledge Areas
Knowledge Area is an identified area of project management defined by its
knowledge requirements. A specific field, or area of specialization
1. Project Integration Management 6. Project Resource Management
Identify, define, combine, unify, and Identify, acquire, and manage the resources
coordinate project activities needed for the project
2. Project Scope Management 7. Project Communications Management
Ensure that the project includes all the Management, control and disposition of
work and only the work required project information
3. Project Schedule Management 8. Project Risk Management
Manage timely completion of the project Identification, analysis, responding to risk on a
4. Project Cost Management project
Estimating, budgeting and controlling 9. Project Procurement Management
project cost Purchase or acquire products, services, or
5. Project Quality Management results needed for the project
Planning, managing, and controlling 10. Project Stakeholders Engagement
project and product quality Identify and manage everyone that could
requirements impact or be impacted by the project
 Work Breakdown Structure (WBS)

A work-breakdown structure (WBS) in project management and systems

engineering, is a deliverable-oriented breakdown of a project into smaller
components. A work breakdown structure is a key project deliverable that
organizes the team's work into manageable sections

Construction
of House

Land Electrical &

Design Construction Finishing
Acquisition Plumbing

Site Survey Architecture Foundations Wiring Paint

Structure
Soil Test Structure Piping Woodwork
Activity list
1. Construction of house
2. Land acquisition
3. Site survey
4. Soil test
5. Design
6. Architectural design
7. Structural Design
8. Construction
9. Foundation
10. Structure
11. Electrical & Plumbing
12. Wiring
13. Piping
14. Finishing
15. Paint
16. Woodwork
Project Management Phases
• Creating the project plan
Identifying the tasks to be completed and organizing the resources
available to complete the tasks

• Managing the project

Ensuring that the allocated resources complete the defined tasks on
schedule and within budget

• Progress reporting
Producing reports on project progress
Setting up a Project
An Overview
1. Set a schedule
Create a workday and holiday schedule.
2. Define the project goals and determine what needs to be done.
Break the project into phases and subdivide phases into tasks. Identify Project
Milestones. Estimate the duration of each task
3. Determine the sequence of tasks.
Which tasks can be completed before others? Which tasks can be completed at
the same time? Define task constraints
4. Assign resources
Who is needed for each task? What equipment is needed for each task? What
facilities are necessary?
An Overview
An Overview
There are three activities that need to be completed before you enter
individual project tasks:

• Setting the Project Properties

• Entering project working times and non working times

• Setting the file properties

The Project Properties
If you don't enter a project start date or finish date, Microsoft Project
automatically uses the current date as the start date.

1. From the Project Menu select Project Information

2. Enter a start date

To enter a start date

Type the date on which you want to start your project in the Start date box.

To enter a finish date

Click Project Finish Date in the Schedule from box, and then type a finish date
from which to schedule your project in the Finish date box.
The Project Properties
Entering the project working times
This involves setting the options and working times in the standard calendar
that all other calendars use as a default.
• Choose Project, Change Working Time
• Make sure that Standard project calendar is selected in the For drop down
list.
• The default work times are 8am to Noon and 1pm to 5pm Monday to
Friday, Fifty-two weeks of the year. Eight working hours per day with an
hour for lunch.
• Change these settings to reflect you Organizations requirements. You do
this by clicking the Details button to enter the working hours for the
organization as shown.
• Click the Exceptions tab to enter the non-working time for the company.
EG: Public holidays.
• Click on the Options button to make any changes to the Calendar options.
Important to set these as you need to tell how many hours in the working
day, week and month.
Entering the project working times
Entering the project working times
Entering the project working times
Setting File Properties
This is an optional activity but is useful
because the options you enter can be
used in header and footer details for
printing and reporting

• Choose File, Info, Adv. Properties

• The properties dialog box is displayed
• Enter text into the headings that you
might wan to use later. You should a
least enter the Title and Author
 Entering Tasks and
Outlining Summary Tasks
An Overview
• The first view that you see when you enter Project is the Gantt Chart.
When you first enter tasks they all appear left aligned in the Gantt chart.

• Projects can be broken down into manageable portions by either using

outlining to split tasks into logical groups, or you can create sub-projects,
which can be set up as different tiles but linked to the main project. Sub-
Projects are detailed as a separate section later in this manual.

• When you create your project you will have Phases, known as summary
tasks and the tasks needed to complete those phases, known as
subordinate tasks.

• Summary tasks are descriptive headings, subordinate tasks are details. A

summary task is completed only when all the subordinate tasks have been
completed
• Outdent : Outdents a task to a higher level
• Indent: Indents a task to a lower level
• Show Subtasks: Expands a summary task
• Hide Subtasks: Collapses a summary task
• Show: Select the outline level that you want to display or select the top
option to show all tasks
• Summary Task: Summarizes the cost, work and schedule information of
the other tasks showing the total duration between the starting point of
the earliest task and the finish of the latest task for the five subordinate
tasks
• Subtasks: Any tasks that have been demoted below a summary task
Entering Durations &
Milestones
Enter Tasks, Durations & Milestones

• The Gantt Chart consists of a table on the left and a bar chart on the right.
Type the duration of the task in the Duration column next to task names

• Tasks with duration of Zero are set as milestones. Milestones usually

represent the completion of an event, phase or other measurable goal
within the project. When duration is entered as zero the Gantt bar
changes to a diamond shaped marker.
ASSIGNING TASK
RELATIONSHIPS
An Overview
• Microsoft Project lets you set up task relationships so that you can make
one task’s start or finish date dependent upon another task’s start or finish
date

• A task that must be started or finished before another task can begin is
called a predecessor task.

• A task that can only start or finish after another task has finished is called
the successor task.
Task Relationships
Task Relationships
Open task information by double clicking on the task name individually. Click
on the processors tab in the task information dialogue box. Select the task
name or task ID, dependency type and lag if any
Critical Path
• A critical path is the sequence of project network activities which add up
to the longest overall duration. This determines the shortest time possible
to complete the project

• Understanding the critical path on your project is an important concept as

the critical path drives your end date. If there is a single delay in any of
the tasks on the project schedule, it will have a direct impact on the
project end date

• Applying the critical path methodology is one approach to understanding

your project’s network sensitivity. Ms Project has a Format option that will
automatically format the Gantt chart to display the critical path
Critical Path
• Select Format>Critical Tasks
ASSIGNING RESOURCES
An Overview
• A resource can be any item, place or person necessary to completing the
task. A task might require a single resource or multiple resources to be
completed

• Resource names can be generic or specific in their description. How you

name your resources depends on the project and the scheduler's
preference but whatever method you choose make sure you are
consistent

• When a resource is assigned to a task a single unit or 100% is entered into

the Max units field. This can be changed if you are entering a team as a
single entry. You can enter a value of less than 100% if you wish. You can
assign a single unit, partial unit or multiple units of a resource to a task but
you shouldn't assign more units of a resource than you have available in
the project
The Resource Sheet
• The Resource sheet can be used for entering information about more than
one resource quickly. This method can be used if you know the names of
the majority of resources you are going to use before you start assigning
resources to tasks

• Click the Resource Sheet Icon on the View Bar. Enter the name of the
resource in the name field and then any additional resource information
as required
Resources Types
Three different types of resources

• Work (Equipment or people)

• Material (Consumables; papers, pencils, cement)

• Cost (It’s a way to add fixed cost to tasks without making the cost
dependent on work performed)
Assigning Resources to Tasks
Open task information by double clicking on the task name individually. Click
on the resources tab in the task information dialogue box. Select the resource
name and enter units used for this task
Resource Costs
Insert “cost” column in the Gantt chart area to view cost of each task and
cumulative cost of summary tasks and the project
SETTING A BASELINE
An Overview
Setting the baseline is a critical step
in the scheduling process. As a
project progresses, the start times,
finish times and resource
assignments will change. A baseline
is useful for comparing the planned
schedule with later versions of the
schedule to see what changes have
occurred.

Select Project>Set Baseline

Click OK.
TRACKING
An Overview
• Tracking is the process of gathering and entering task information into the
schedule. Before the first task in the project can begin the project schedule
should be fully developed and a baseline should be set

• When actual task progress is entered, the project is automatically

recalculated and subsequent tasks are rescheduled based on the actual
data, task dependencies, resources and constraints

• Task progress should be entered chronologically so that the remainder of

the project can be evaluated and both positive and negative impacts can
be dealt with on a proactive basis rather than a reactive basis
Entering Actual Progress
• There are five types of actual data that can be entered in Project
– Actual Start and Finish dates
– Percentage Complete
– Actual Duration and Remaining Duration
– Actual and Remaining Work
– Actual and remaining cost
• Actual task data can be entered by Task>Mark on Track>Update Tasks
Comparing the Baseline to Actual Data
• The project baseline provides the basis for comparing costs, work and
dates for all tasks and resources. By comparing the project progress to the
baseline, the project can be monitored to ensure tasks are on schedule,
resources are completing their work and costs are not exceeding the
budget

• To View the Tracking Gantt Select Tracking Gantt from the View Bar.
Patterned Gantt bars represent the updated schedule for tasks that have
not yet started or are in progress. Double click on any white are on the
Gantt chart to view the Bar Styles definition dialog box to find out what
each bar represents
THANK YOU !!!
Activity
1. Enter Tasks
2. Outline Summary & Sub Tasks
3. Enter Durations & Milestones
4. Assign Task Relationships
5. Determine Critical Path
6. Assign Resources
7. Setting Baseline
8. Track Project