history of scheduling2003-msp

7/30/2019 History of Scheduling2003-Msp

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Welcome to READ

Title: Short Training on Microsoft Project Duration: 42 hours

Time : 2 hours/day

Course module: Lecture and Lab class Provided: A copy of Office XP with project

Class notes

Resource person: Amir M. Joshi

(BE. Civil/ Urban Planner)

@READ Consult.


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Msp

Widely used ProjectPlanning,scheduling, controllingsoftware

Microsoft -USA www.microsoft.com
http://www.primavera.com/http://www.primavera.com/


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Software costs

P3 - $4000 (50,000 Activities)

Suretrak (Microtrak)-$499

P3ec or P3e -$ 2-4000 (>50,000 Act) Primavera Contractor-$499

Microsoft Project-$3-500

P6-$10,000 -40,000


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Project Management

Defining the Project:A project is a set of activities andassociated information that constitutes aplan for creating a product or service. Aproject has a start and finish dateusuallyconfined to a budget

A project is unique. It may take peopleaway from their usual work, asking them

to focus on achieving a deliverable result. Usually a project constitutes three

parameters; Cost, time and Scope.


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Project Management

Application of knowledge, skills, tools andtechniques to project activities in order to meet

or exceed stakeholder need and expectationsfrom a project

Achieving project goal depends on time, scopeand quality expected

The crucial part of successful projectmanagement however, is the actions taken afterthe plan is created.

MSP helps to plan and control any kind of projectby using a dynamic schedule-a schedule thatprovides a realistic model of a projectsanticipated behavior, then changes to match theprojects actual behavior.


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With good project management system youshould be able to answer such questions

as; What tasks must be done to produce the

deliverable of the projects? Who will complete these tasks? Whats the best way to communicate project

details to people who have an interest in theproject?

When should each task be performed? How much will it cost? What if some tasks are not completed as

scheduled?


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Planning, Controlling, and Managing

Projects

Process of Project management guidedby;

Planning

Controlling

Managing


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Purpose of Planning

To build a model that allows you topredict which activities and resourcesare critical to the timely completionof the project

Implement strategies to ensure that

these activities and resources aremanaged, ensuring the project isdelivered both On Time and WithinBudget.


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Planning helps to avoid

Loss of revenue Loss of a facility

Additional changeover costs

Inconvenience costs Contractual fights

Extensions of time claims


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Planning aims to

Optimise time Evaluate different methods

Optimise resources

Provide early warning of potentialproblems

Enable you to take proactive and notreactive action


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Project Planning Metrics

The three components that you maymeasure and control using a planningand scheduling software are

Time

(Efforts)

Costs Resources

Any change in one normally results in achange in one or both of the other two.


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Planning cycle


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Planning Cycle The planning cycle is an integral part of

managing a project

When the original plan is agreed the Baseline isset. The Baseline is a record of the original plan.

Actual progress monitored & recorded duringproject execution & compared to the Targetdates.

The progress is reported and evaluated. The plan

may be changed by adding or deleting activitiesand adjusting Remaining Durations or Resources.

A revised plan is then published.


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Managing projects with Project management

Software

Using project management software can organizeyour thinking and identify potential problems.

Following established project procedures ensuresthat you inform the team about options,

alternatives, and workarounds efficiently and intime.

And presenting your project to upper

management clearly and convincingly makes iteasier to obtain their support when you need it Helps data input, edit, organise, anlysis and

present.


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Project Scheduling and CPM

Project planning and Schedulingevolved through years ofdevelopment

Scheduling: Sequencing of Activitiesin time to obtain project goal

CPM: the method which helps to findout critical activities in the project.


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1956

Gantt Chart: Developed by Henry Gantt in1917 as production control tool

Correlates activities and time in graphical

display No interdependencies between activities


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Typical Gantt Chart


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Development of PERT

US Navy Special Projects Office, Bureau ofOrdnance

Used the term Critical Path

Network chart of connected box activities


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1956 Du PONTused UNIVAC for Planning, Estimating

and Scheduling

Focus on Right Task can reduce time and cost

1957-A project started to develop CPM method

i-j notation to describe relationship betweenactivities

Activity-on-Arrow later used


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Topological construction schedule of the George

Fischer work

61 Activities, 16 dummies and 8 timing restraints

history of scheduling2003-msp

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