@team building and project management

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Team Based and Project Management

By Lilliesköld at KTH

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Team-Based Design• Introduction to Teaming• Processes of Effective Teams• Nature of Individual Commitment• Diversity and Teamwork• Guidelines for Effective Feedback• Dealing with Common Team Problems

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Introduction to Teaming

Prominence of teams in workplace

• Self-directed teams

• CQI teams

• Participative management

• Cross-functional design teams (OURS)

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Nature of Teams• Members depend on each other in some way• Members must share at least SOME goals• Collective efforts yield high performance

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Advantages of Teams• Motivation – spirit• Sharing/delegation of workload• Fast response to change in requirements• High creativity, good decision-making• Better cross-functional communication/ find

problems• Lots of learning from each other

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Problems with Teaming• Meetings and consensus-building take time• Poor leadership ineffectiveness• Many people aren’t skilled as team members• Differences in effort/commitment conflict,

resentment• Hard to communicate between disciplines• Too much cohesion screen out relevant info

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Learning about Teaming• Employers really care about your ability to

work in teams• You will gain experience with a team• You SHOULD reflect on the team process you

are participating in, see how YOU can improve your skills

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Principles for Effective Teaming

• Collective decision making• Collaboration & interchangeability (pitching in

with each other)• Appreciation of conflict/differences – try to

RESOLVE them, not bury them• Balance of effort• Focus• Open communication• Mutual support• Team spirit

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Individual Commitment to Team

Willingness to:• Commit time, effort• Work hard• Identify with team• Prioritize team goals relative to your own

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Diversity in Teams• It’s a benefit – more views/expertise available• It’s a curse – harder to communicate/feel

cohesive• Ideally, want a BALANCE

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Feedback to Your Team Members

• Most people don’t like to do, if not positive, duh!• Fear hurting feelings/making enemies• Even when requested, most may not want to hear itBUT:• If ACCURATE and HELPFUL, may be valued,

and can help individual and team

• If they can’t change it, don’t mention it• Make it descriptive, not judgmental – “it makes

ME feel”, not “you are such a …”

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Protocol for Feedback Session

• Decide on subject for feedback (scope)--”Let’s talk about how we …”

• Start positive, what they should KEEP doing• Mention what you’d like to see people do more or

less of• Teammates should clarify, gently reinforce, avoid

ganging up• Continue feedback to rest of team – all get a chance

to give, receive• Some things are best left UNSAID – you need to

keep working with your teammates!

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For RECEIVING Feedback

• Evaluate your performance yourself, first – if they tell you what you know, don’t blame them!

• Relax, breathe while listening – no one will hit!• Listen carefully, without interrupting• Ask for examples, but don’t dispute• Acknowledge valid points / their viewpoints• Sort it out later – it’s just INPUT to you, NOT

revealed truth

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“Normal” Problems – They CAN be Handled• Floundering – recognize and adapt/decide

• Monopolizing – recognize, feed back, correct -- “Hang on, let’s see what xx and yy think…”

• Personalizing – don’t blame people for problems outside their control – attack the problem, not the person

• Power struggles – recognize, resolve – when WINNING matters, not resolving the issue, it’s a problem

• Externalizing – don’t blame the “powers that be” for the troubles of the group

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PROJECT MANAGEMENT

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Agenda

• What is a project?• What is project management?• Project phases and documents• Project planning• An example of project planning

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What is a project?• ”A project is a temporary endeavor undertaken to

create a unique product or service.”

• (Source: Project Management Institute - PMBOK)

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Why Project Management?• Today project management is used by most

companies – A way to control costs

– Helps focus the work on the goal

– Allows following-up from management

– Makes the work ”measurable”• Cheaper + more efficient = happier customer

– Problem: • Buzzword “project” (the term is misused)

• Why is this important to you?

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Project - Advantages• Decision making becomes

– Different

– Simplified

• Organization– Adapts to the task

– Crosses traditional organizational boundaries

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Agenda


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What is project management?

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Triple Constraints

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Planning and communication

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What is project management?• The application of:

– Knowledge

– Skills

– Tools and techniques

• In order to:– Meet project requirements and expectations

• The key (to becoming successful)– Meet the expectations!

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Disclaimer!!• Unique, depending on the context• Theory is not enough: skill of craftsmanship is

also needed• There is no universal truth…• ”Do not try to reinvent the wheel”:

”stolen with pride!!

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Agenda


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Project phases• A project is always divided into phases• Each phase includes activities that have to be

executed• Different check points are defined for each phase:

– Milestone

– Tollgate

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Project phases

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Example: PROPS• Phases in PROPS

– Pre-study phase

– Feasibility study phase

– Execution phase

– Conclusion phase

• 5 Tollgates• >8 Milestones

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PM’s most important documents• PM: Project manager

• Project documents

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The content of a project plan• Background

– The aim of this chapter is to inform the reader• Why the project has started • What has been done prior to project (pre-study, standardization work, other projects etc)• List of reference documents (For instance course-PM, contract, specifications, etc.)

• Goals– The project group has to agree in a measurable goal for the project

• Business and project goals• What are the ambition of the team members• When should the work be delivered

• Organization– Project members and other resources connected to the project should be mentioned

here• Name, address, responsibilities, etc.

• Project model (the method you use)– The project model refers to which way the project phases have been divided in the

planning process• A table of all phases, milestones, tollgates and responsibilities (Do not forget that you might need to

explain the project model in text as well!)

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The content of a project plan• Commentary on time and resource plan

– Explaining text between the diagrams and the project model

• Risk analysis– A short analysis of potential risks that can delay the project, and an

action list on how to avoid these risks

• Document rules– How are you going to communicate and take care of documentation

– Naming,

– Reference numbers,

– Saving,

– Backup etc.

• Appendix– Time plan

– Resource plan

– Drop plan/dependency diagram

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Agenda


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Project plan• Is the most important document in the entire project

– If you fail to plan, you plan to fail– “Plans are nothing, planning is everything”

• Shall make it clear– Why the project is started

– How the project will be executed• The deliveries

• WHO is responsible for each delivery and other parts of the project

• Who are the contact persons surrounding the project

– How can the sponsor follow-up the project work• I.e. Milestones, measurable goals and deliveries

• In practice, each new project member shall be able to start work on the project after having read the project plan

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Example: Content of a Status Report

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Content of the Final Report

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Content of the Final Report

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Summary• Project management are used to make work in

teams more efficient• The project managers main tools are

– Documents and deadlines

– The team members

– Meetings and other forms of communication

• What is important:– A common structure: 1

– The project members: 10

– Making the customer satisfied: 100

• Project planning– If you fail to plan, you plan to fail

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Why is the project start so important?

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Planning• Two types of planning processes:

– Backwards planning• Is something we always do without reflecting on it

– Work breakdown structure planning• ”Network planning”

• Follows a structured process

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Why plan?• The purpose of a plan is to:

– Define reasonable goals

– Create strategies on how to achieve the goals

– Create a shared understanding of the goals and the way to get there

• Everyone can plan, but the plan must be understood in the same way by everyone in order to avoid problems

– Create a basis on how to manage and control the project

• The planning effort should make it possible to manage the future so that the project goals can be achieved

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PlanningIn project management there are two types of plans:• Overarching plans or Milestone plans

– Used outwards to orient people outside the project about the progress

– Often used in communication with the project sponsor, client or supervisor

• • Detailed plans or Activity plans– Show the activities that must carried through and when

they should be performed

– Often made in a Gantt-schedule

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Planning Techniques

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Gantt Chart• A type of bar chart showing work vs. time, developed by Henry Gantt

in the 1910s, that illustrates a project schedule.

• Gantt charts illustrate the start and finish dates of the terminal elements and summary elements of a project. Terminal elements and summary elements comprise the work breakdown structure of the project. Some Gantt charts also show the dependency (i.e., precedence network) relationships between activities.

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Gantt Chart• Advantages

– Easy to build and to understand the tasks and their timing (scheduling)

– The total time duration of the project is easily obtainable

• Disadvantages– Do not show the relation between the tasks and the

information on technological procedures, especially for the project of a large number of tasks

– Applicable to simple/small and medium sized projects

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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

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NETWORK TECHNIQUES

PERT CPM

-Program Evaluation and Review Technique- developed by the US Navy with Booz Hamilton Lockheed - on the Polaris Missile/Submarine program 1958 Used in projects of high risks

Critical Path MethodDeveloped by El Dupont for Chemical Plant 1957Shutdown Project- about same time as PERT

Both use same calculations, almost similarMain difference is probabilistic and deterministic in time estimationGantt Chart also used in scheduling

A tool to analyze project and determine duration, based on identification of "critical path" through an activity network.

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• 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

NETWORK

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CPM Chart

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PERT Chart

A network diagram created using Microsoft Project (MSP). Note the critical path is in red

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 sub-critical, and has a float of 1 month.

http://en.wikipedia.org/wiki/Microsoft_Project

http://en.wikipedia.org/wiki/Critical_path_method

http://en.wikipedia.org/wiki/Program_Evaluation_and_Review_Technique

http://en.wikipedia.org/wiki/Milestone_%28project_management%29

http://en.wikipedia.org/wiki/Float_%28project_management%29

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CPM• CPM models the activities and events of a project

as a network. Activities are depicted as nodes on the network and events that signify the beginning or ending of activities are depicted as arcs or lines between the nodes. – Provides a graphical view of the project.

– Predicts the time required to complete the project.

– Shows which activities are critical to maintaining the schedule and which are not.

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Steps in CPM Project Planning• Specify the individual activities.• Determine the sequence of those activities.• Draw a network diagram.• Estimate the completion time for each activity.• Identify the critical path (longest path through the

network)• Update the CPM diagram as the project

progresses.

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PERT For Dealing With Uncertainty

• 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 (δ) = SQRT (V)

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Comparison Between CPM and PERT

CPM PERT

1 Uses network, calculate float or slack, identify critical path and activities, guides to monitor and controlling project

Same as CPM

2 Uses one value of activity time Requires 3 estimates of activity timeCalculates mean and variance of time

3 Used where times can be estimated with confidence, familiar activities

Used where times cannot be estimated with confidence.Unfamiliar or new activities

4 Minimizing cost is more important Meeting time target or estimating percent completion is more important

5 Example: construction projects, building one off machines, ships, etc

Example: Involving new activities or products, research and development etc

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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.

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• 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

BENEFITS OFCPM / PERT NETWORK (cont.)

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Importance of PERT system• Reduction in cost• Saving of time• Determination of activities• Elimination of risk in complex activities • Flexibility• Evaluation of alternatives• Useful in effective control• Useful in decision making• Useful is research work

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Procedure of PERT/CPM• Develop a list of activities that make up project. • Estimate the completion time for each activity. • Draw a project network and t

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CPM Limitations• CPM was developed for complex but fairly

routine projects with minimal uncertainty in the project completion times. For less routine projects there is more uncertainty in the completion times, and this uncertainty limits the usefulness of the deterministic CPM model.

• An alternative to CPM is the PERT project planning model, which allows a range of durations to be specified for each activity.

http://www.netmba.com/operations/project/pert/

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Limitations to CPM/PERT• Clearly defined, independent and stable activities• Specified precedence relationships• Over emphasis on critical paths• Deterministic CPM model• Activity time estimates are subjective and depend

on judgment• PERT assumes a beta distribution for these time

estimates, but the actual distribution may be different

• PERT consistently underestimates the expected project completion time due to alternate paths becoming critical

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Project planning• 1. Formulate the project goal• 2. WBS – Work Breakdown Structure• 3. Identify tasks• 4. Identify dependencies• 5. Estimate time• 6. Identify the critical path• 7. Distribute resources• 8. Transfer to Gantt-schedules or other diagrams

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What WBS?• A work breakdown structure (WBS), in

project management and systems engineering, is a deliverable oriented decomposition of a project into smaller components. It defines and groups a project's discrete work elements in a way that helps organize and define the total work scope of the project.

• A work breakdown structure element may be a product, data, service, or any combination. A WBS also provides the necessary framework for detailed cost estimating and control along with providing guidance for schedule development and control

http://en.wikipedia.org/wiki/Project_management

http://en.wikipedia.org/wiki/Systems_engineering

http://en.wikipedia.org/wiki/Project

http://en.wikipedia.org/wiki/Product_%28business%29

http://en.wikipedia.org/wiki/Data

http://en.wikipedia.org/wiki/Service_%28economics%29

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Break down the phases into tasks• Most important tool for project management and a basis

for planning and monitoring projects• Break down the phases into tasks

– So the projects tasks become obvious and easy to manage (more detailed and deliverable/manageable tasks)

– Determine all necessary tasks

– Estimate resources, time, cost, technological specs and requirements in a systematic manner

– Appropriate assignments of responsibilities

• Choose time unit! – Aim on half work days

• This means the project are well thought through early– Which is an important side effect of project planning effort

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What WBS• In a project or contract, the WBS is developed by starting with the end

objective and successively subdividing it into manageable components in terms of size, duration, and responsibility (e.g., systems, subsystems, components, tasks, subtasks, and work packages) which include all steps necessary to achieve the objective.

• The work breakdown structure provides a common framework for the natural development of the overall planning and control of a contract and is the basis for dividing work into definable increments from which the statement of work can be developed and technical, schedule, cost, and labor hour reporting can be established.

• A work breakdown structure permits summing of subordinate costs for tasks, materials, etc., into their successively higher level “parent” tasks, materials, etc. For each element of the work breakdown structure, a description of the task to be performed is generated. This technique (sometimes called a system breakdown structure ) is used to define and organize the total scope of a project.

http://en.wikipedia.org/wiki/Statement_of_work

http://en.wikipedia.org/wiki/Scope_%28project_management%29

http://en.wikipedia.org/wiki/Project

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WBS• The WBS is organized around the primary products of the

project (or planned outcomes) instead of the work needed to produce the products (planned actions). Since the planned outcomes are the desired ends of the project, they form a relatively stable set of categories in which the costs of the planned actions needed to achieve them can be collected. A well-designed WBS makes it easy to assign each project activity to one and only one terminal element of the WBS. In addition to its function in cost accounting, the WBS also helps map requirements from one level of system specification to another, for example a requirements cross reference matrix mapping functional requirements to high level or low level design documents

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What WBS?• A WBS is not an exhaustive list of work. It is

instead a comprehensive classification of project scope

• A WBS is neither a project plan, a schedule, nor a chronological listing. It specifies what will be done, not how or when.

• A WBS is not an organizational hierarchy, although it may be used when assigning responsibilities. See also: responsibility assignment (RACI) matrix (also called a Staffing Matrix).

http://en.wikipedia.org/wiki/Project_plan

http://en.wikipedia.org/wiki/Schedule_%28project_management%29

http://en.wikipedia.org/wiki/Responsibility_assignment_matrix

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WBS Example

Example of a product oriented work breakdown structure of an aircraft system

http://en.wikipedia.org/wiki/Aircraft

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WBS Example

The WBS construction technique employing the 100% rule during WBS construction.

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WBS Coding Scheme Example• It is common for work breakdown structure elements to be numbered

sequentially to reveal the hierarchical structure. The purpose for the numbering is to provide a consistent approach to identifying and managing the WBS across like systems regardless of vendor or service.

• For example 1.1.2 Propulsion (in the example below) identifies this item as a Level 3 WBS element, since there are three numbers separated by a decimal point. A coding scheme also helps WBS elements to be recognized in any written context.

http://en.wikipedia.org/wiki/Decimal_separator

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Identification of a Good WBS Tasks in a project:• Performance and completion satisfaction are

easily measurable• With beginning and ending events• Familiar to project group: timing, cost and

resources can be easily estimated• Include manageable and measurable tasks and the

tasks are independent of the tasks of other operations

• Normally be a series of continuous tasks from the start to the end

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Planning smaller projects

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Summarized in the project plan

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Simplified planning(no or few parallel activities)

• 1. Formulate the project goal• 2. Divide the project into phases and activities

– In what order are we going to do the work?

• 3. Break down the activities into work tasks– What are we going to do in each step?

– Which are the deliveries (i.e. Milestones & Tollgates)?

• 4. Time estimate each work task– How much time will it take?

• 5. Schedule and divide the time estimated work tasks on each project participant (resource planning)– Who is spending their time on what task, and when

should it be done?

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Agenda


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Example: Develop control system for a crane

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– Which are the deliveries (i.e. Milestones and Tollgates)?


• 5. Schedule and divide the time estimated work tasks on each project participant (resource planning)– Who is spending their time on what task, and when should it

be done?

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Break down the phases into tasks• Most important tool for project management and a basis

for planning and monitoring projects• Break down the phases into tasks

– So the projects tasks become obvious and easy to manage (more detailed and deliverable/manageable tasks)

– Determine all necessary tasks

– Estimate resources, time, cost, technological specs and requirements in a systematic manner

– Appropriate assignments of responsibilities

• Choose time unit! – Aim on half work days

• This means the project are well thought through early– Which is an important side effect of project planning effort

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Break down the into phases• Planning

– Meetings (customer and internal)– Meeting with the project sponsor– Planning meeting 1– Guidance (inc. preparation)– Planning meeting 2– Documentation– Examine the project plan

• Study of literature– Read the suggested books– Search the Internet and databases of the library– Review the knowledge– Write the theory chapter of the Technical report– Examine the theory chapter

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To choose milestones……is difficult• Milestones are the internal points of following up

– Do NOT put the milestones on deliveries of tasks!

– Try to place milestones to ensure that you are never late with a delivery without getting indications in advance

• Milestones should help you have control on the project

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To choose tollgates……is easy. • The tollgates are the follow up with the project

sponsor or client– Often defined in the contract, assignment or

methodology of the company

– Tollgates are evaluations of the projects potential success

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Decide on suitable milestones• Planning

– Meetings (customer and internal)– Meeting with the project sponsor– Planning meeting 1– Guidance (inc. preparation)– Planning meeting 2– Documentation– Examine the project plan

• Study of literature– Read the suggested books– Search the Internet and databases of the library– Review the knowledge– Write the theory chapter of the Technical report– Examine the theory chapter

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Example: Develop control system for a crane

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• 5. Schedule and divide the time estimated work tasks on each project participant (resource planning)– Who is spending their time on what task, and when should

it be done?

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Break down the phases and estimate the time

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• 5. Schedule and divide the time estimated work tasks on each project participant (resource planning)– Who is spending their time on what task, and when should

it be done?

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Break down the phases and estimate the time

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Example of the phases (project model)

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Milestone diagram (or time plan)

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Coverage and resource plan

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GANTT

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Present situation line

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Use Task and responsibility contracts

• When the tasks are identified, it is time to distribute resources to them– Who is responsible for what?

– Resources can also be rooms, computers and other equipments

• A task contract can be a simple table

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Example of Time Plan

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Example of Time Plan

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Example of Resource Plan

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Example of Gantt Chart

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Example of Pertchart

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EXAMPLE:

Develop an advanced control system

for a laboratory process

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Main Task• Develop an advanced control system for a

laboratory process– Modeling and system identification

– Control design

– Verification through simulation

– Implementation

– Validation and evaluation

– Presentation and documentation

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Hardware and Software

• HW: – Processes, PC’s, camera, instruments etc.

• SW:– Modeling, design, verification

• Matlab with Simulink, Maple etc.

– Implementation, validation• LabView, Matlab, etc.

– Presentation, documentation• MS Office, Latex etc.

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Product Order• Each team receives a product order• Defines specifications, tools etc• Example

– Hereby we (customers) order a demonstration of the lab process X. The demo should illustrate the technology …

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Team preference• Each team should have competence profiles, e.g.,

– Hardware specialist

– Software developer

– Control implementer

– Model deriver

– Project leader

• Email team preferences to [email protected] before a specified deadline

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Team Building Activity• Each team shall have a team building activity the

first week• Should set good initial conditions for project work• Should be reported to your consultant

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Project Plan• Project Plan

– Draft of the Project Plan due by a specified deadline

– Detailed Description of the Project Plan due by a specified deadline

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Course Components: Requirement List

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Challenges• Define and meet specifications• Work planning and distribution• HW/SW struggling

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PROJECT REPORT EXAMPLES

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Example 1: Project Report (Cover Pages)

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Example 1: Project Report (1)

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Example 2: Project Report (Cover page)

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PROJECT TUTORIAL

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PROJECT EXERCISES

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CAÙC BAØI TAÄP LUYEÄN TAÄP vôùi MS Project

PHAÀN 1: LAÄP TIEÁN ÑOÄ

By AIT

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BAØI TAÄP 1: Ñònh nghóa thoâng tin döï aùn

• Baïn quyeát ñònh duøng MS Project ñeå laäp tieán ñoä cho döï aùn môû moät nhaø haøng môùi. Böôùc ñaàu tieân cuûa moät döï aùn môùi laø nhaäp vaøo Project start date vaø caùc thoâng khaùc veà döï aùn

Kích hoaït MS Project baèng caùch nhaán ñuùp vaøo bieåu töôïng cuûa MS Project

Treân Toolbar choïn Project Project Information, ta ñöôïc cöûa soå nhö trang sau:

Nhaäp vaøo caùc thoâng tin caàn thieát, sau khi nhaäp xong thì choïn OK

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BAØI TAÄP 2: Nhaäp Task information• Baïn nhaäp Task information töông töï nhö nhaäp

thoâng tin trong moät baûng tính (spreadsheet). Thoâng tin caàn nhaäp nhö sau:

• Task 1 – Baét ñaàu• Task 2 – Vay voán• Taks 3 – Löïa choïn ñòa ñieåm• Task 4 – Choïn thieát bò• Task 5 – Ñaët mua thieát bò• Task 6 – Giao nhaän thieát bò• Task 7 – Laép ñaët thieát bò• Task 8 – Thueâ möôùn nhaân vieân• Task 9 – Thieát keá thöïc ñôn• Task 10 – Ñaët haøng caùc nhaø cung caáp• Task 11 – Quaûng caùo• Task 12 – Khai tröông nhaø haøng

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BAØI TAÄP 3: Nhaäp Task Durations

Baïn nhaäp Task Duration vaøo coät Duration theo döõ lieäu ñaõ ñöôïc öôùc löôïng nhö sau:

• Task 1 – 0d• Task 2 – 2w• Taks 3 – 5d• Task 4 – 4d• Task 5 – 1d• Task 6 – 15d• Task 7 – 3d• Task 8 – 8d• Task 9 – 3d• Task 10 – 6d• Task 11 – 2w• Task 12 – 0d

Duøng baøn phím ñeå nhaäp vaøo Duration cho töøng coâng taùc hoaëc duøng duøng mouse vôùi vaø maø xuaát hieän trong Duration cell

Neáu ñôn vò cuûa Duaration laø ngaøy, baïn khoâng caàn nhaäp kyù töï ‘d’.

Tuy nhieân, neáu ñôn vò cuûa Duration khoâng phaûi laø ngaøy, thì phaûi nhaäp vaøo kyù töï thích hôïp, chaún haïn ‘w’ laø tuaàn, …

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QUAN HEÄ GIÖÕA CAÙC TASKCoù 4 kieåu quan heä coù theå ñöôïc duøng: FS (Finish-to-Start): Ñaây laø kieåu maëc ñònh cuûa

MS Project vaø laø kieåu thöôøng duøng nhaát SS (Start-to-Start): Kieåu naøy quy ñònh moät

coâng taùc phaûi baét ñaàu tröôùc khi moät coâng taùc tieáp theo baét ñaàu.

FF (Finish-to-Finish): Kieåu naøy quy ñònh moät coâng taùc ñöùng tröôùc phaûi hoaøn thaønh tröôùc khi moät coâng taùc tieáp theo hoaøn thaønh. Moät daïng ñaëc bieät cuûa quan heä naøy laø khi caû hai coâng taùc cuøng keát thuùc taïi moät thôøi ñieåm.

SF (Start-to-Finish): Kieåu naøy quy ñònh moät coâng taùc ñöùng tröôùc baét ñaàu tröôùc khi moät coâng taùc tieáp theo hoaøn thaønh. Ñaây laø kieåu ít duøng nhaát

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BAØI TAÄP 4a: Nhaäp quan heä giöõa caùc coâng taùc baèng baøn

phím Baïn haõy duøng baøn phím & quan

heä FS ñeå nhaäp vaøo coät Predecessors

Sau khi thöïc hieän baïn ñöôïc keát quaû sau:

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Keát quaû sau khi ñaõ nhaäp quan heä giöõa caùc coâng taùc theo

FS

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Baïn quan saùt ñöôïc Gantt chart nhö sau:

141

BAØI TAÄP 4b: Duøng Unlink Task

Ñeø phím traùi cuûa mouse vaø toâ khoái taát caû caùc coâng taùc, roài aán vaøo Unlink Tasks.

Taát caû caùc coâng taùc ñeàu chöa coù quan heä vôùi nhau. Baïn quan saùt ñöôïc keát quaû nhö sau:

142

Nuùt Unlink Task

143

BAØI TAÄP 4: Duøng Link Task & & Unlink Task

Baây giôø chuùng ta seõ thieát laäp quan heä giöõa caùc coâng taùc trôû laïi.

Baïn thöïc hieän nhö sau: Ñeø phím traùi cuûa mouse vaø toâ

khoái taát caû caùc coâng taùc, roài aán vaøo Link Tasks.

Taát caû caùc coâng taùc ñeàu coù quan heä vôùi nhau theo FS. Baïn quan saùt ñöôïc keát quaû nhö sau:

144

Nuùt Link Task

145

THAY ÑOÅI Timescale

Caùch 1:• Vaøo Format treân Toolbars roài choïn

Timescale

Caùch 2:• Ñöa mouse vaøo phía treân cuûa cöûa soå

Gantt chart, roài aán phím phaûi cuûa mouse, roài choïn Timescale

146

Ñieàu chænh Timescale

147

Ñöa mouse vaøo vò trí naøy roài aán phím

phaûi

148

CAÙC RAØNG BUOÄC (TASK CONSTRAINTS)

Kieåu raøng buoäc(Constraint Type)

Möùc ñoä linh ñoäng

(Degree of Flexibility)

Moâ taû (Description)

As soon as possible Linh ñoäng nhaát Laø raøng buoäc maëc ñònh. Caùc task ñöôïc laäp tieán ñoä vôùi thôøi ñieåm baét ñaàu sôùm nhaát döïa treân quan heä cuûa chuùng

As late as possible Linh ñoäng nhaát Caùc task ñöôïc laäp tieán ñoä vôùi thôøi ñieåm baét ñaàu muoän nhaát döïa treân quan heä cuûa chuùng

Start no Earlier than Keùm linh ñoäng Moät task ñöôïc baét ñaàu ñuùng hoaëc sau moät ngaøy cuï theå

Start no later than Keùm linh ñoäng Moät task ñöôïc baét ñaàu ñuùng hoaëc tröôùc moät ngaøy cuï theå

Finish no Earlier than Keùm linh ñoäng Moät task ñöôïc keát thuùc ñuùng hoaëc sau moät ngaøy cuï theå

Finish no later than Keùm linh ñoäng Moät task ñöôïc keát thuùc ñuùng hoaëc tröôùc moät ngaøy cuï theå

Must start on Linh ñoäng toái thieåu

Cuï theå hoùa moät ngaøy maø phaûi ñöôïc toân troïng khi vieäc laäp tieán ñoä baét ñaàu cho moät task

Must Finish on Linh ñoäng toái thieåu

Cuï theå hoùa moät ngaøy maø phaûi ñöôïc toân troïng khi vieäc laäp tieán ñoä keát thuùc cho moät task

149

BAØI TAÄP 5a: Aùp duïng Start No Later Than

Do giôùi haïn veà ngaân saùch, Task 4 khoâng theå baét ñaàu tröôùc 15Dec04.

Baïn thöïc hieän nhö sau: Ñöa mouse vaøo Task 4 Nhaán ñuùp vaøo Task name, ta coù cöûa soå

Task Information Choïn Advanced Tab, Choïn Constraint

type Choïn Start No Later Than, Nhaäp ngaøy

15Dec04 trong Constraint date Baïn quan saùt ñöôïc keát quaû nhö sau:

151

BAØI TAÄP 5b: Aùp duïng Finish No Later Than

Nhaø haøng döï kieán khai tröông vaøo 25Feb05 vì vaäy döï aùn caàn phaûi hoaøn thaønh khoâng muoän hôn ngaøy ñoù


Task Information Choïn Advanced Tab, Choïn Constraint type Choïn Finish No Later Than, Nhaäp ngaøy

25Feb05 trong Constraint date Baïn quan saùt ñöôïc keát quaû nhö sau:

153

COÄT CHÆ THÒ (the Indicator Column)

Ñöa mouse vaøo “indicator icon”, baïn seõ ñoïc ñöôïc nhöõng thoâng tin theâm veà coâng taùc naøy

Ví duï: Ñöa muûi teân mouse vaøo “indicator icon” cuûa task 12, baïn seõ quan saùt ñöôïc nhö sau:

155

BAØI TAÄP 6: Nhaäp Notes

Baïn caàn ghi chuù vaøo Task 12 raèng “Ngaân haøng yeâu caàu khai tröông vaøo 25Feb05”


Task Information Choïn Notes Tab, Choïn Memo Field Nhaäp vaøo “Ngaân haøng yeâu caàu khai

tröông vaøo 25Feb05” Aán OK ñeå löu Notes Baïn quan saùt ñöôïc keát quaû nhö sau:

157

Ñaõ ñöa Notes vaøo trong Task 12

158

BAØI TAÄP 7: Nhaäp subtask (coâng taùc phuï)

Task “Thueâ möôùn nhaân vieân” coù caùc coâng taùc con (subtask) nhö sau:

* Quang cao tuyen dung = 2w * Phong van = 1w * Tuyen dung = 4d * Dao tao them =5dBaïn thöïc hieän nhö sau: Ñöa mouse vaøo döôùi Task “Thueâ möôùn

nhaân vieân” Laàn löôït nhaäp caùc coâng taùc môùi vaøo Toâ khoái vaø duøng nuùt “ ñeå ñaùnh daáu

caùc coâng taùc naøo laø coâng taùc con cuûa Task “Thueâ möôùn nhaân vieân”

Baïn quan saùt ñöôïc keát quaû nhö sau:

161

Daáu ñi caùc Sub-task

Toâ khoái caùc sub-task, Choïn nuùt – roài aán phím traùi cuûa

mouse Baïn quan saùt ñöôïc keát quaû nhö

sau:

163

Hieån thò laïi caùc Sub-task

Ñöa mouse vaøo main-task Choïn nuùt + roài aán phím traùi

cuûa mouse Baïn quan saùt ñöôïc keát quaû nhö

sau:

165

BAØI TAÄP 8: Laøm vieäc vôùi 2 cöûa soå

Baïn thöïc hieän nhö sau: Ñöa mouse vaøo Window treân Toolbars Choïn Split Ñeå thay ñoåi moät cöûa soå sang View

khaùc, baïn haõy ñöa mouse vaøo cöûa soå ñoù roài choïn View bar maø baïn thích xem


168

BAØI TAÄP 9: Taïo ra moät View rieâng

Baïn thöïc hieän caùch khaùc nhö sau: Ñöa mouse vaøo View treân Toolbars, Choïn

More Views Aán phím traùi mouse vaøo New, choïn

Combination View Nhaäp vaøo New My view (baïn coù theå

ñaët teân khaùc ñi) Nhaäp vaøo doøng coù chöõ “Top” baèng

caùch löïa Network Diagram Nhaäp vaøo doøng coù chöõ “Bottom” baèng

caùch löïa Task Details Form Kieåm tra “Show in menu”, roài click OK,

sau ñoù click Apply Baïn quan saùt ñöôïc keát quaû nhö sau:

173

BAØI TAÄP 10: Khaùm phaù More Views

Baïn thöïc hieän nhö sau: Ñöa mouse vaøo View treân Toolbars Baïn quan saùt ñöôïc keát quaû nhö

sau, vaø choïn caùi maø baïn muoán xem nhu laø Calendar, Gantt chart, Network diagram, Task Usage, Tracking Gantt.

175


PHAÀN 2: Calendar & Resources

By AIT

176

BAØI TAÄP 1: Taïo ra moät calendar maø phaûn aùnh nhöõng ngaøy nghæ

vaø giôø laøm vieäc cuûa coâng ty

• Haõy thieát laäp moät lòch laøm vieäc coâng ty nhö sau:

Ngaøy 6/12/2004 laø ngaøy nghæ truyeàn thoáng nhaân ngaøy thaønh laäp coâng ty

Ngaøy 9/2/2005, 10/2/2005, 11/2/2005 laø ngaøy nghæ teát

Baïn haõy thöïc hieän nhö sau: Vaøo Tools treân thanh Toolbar, choïn

Change Working Time• Baïn seõ quan saùt ñöôïc nhö sau:

178



Choïn New vaø nhaäp vaøo “Name” laø Company Calendar

Choïn OK• Baïn seõ qua saùt ñöôïc nhö sau:

180



Baïn click phím traùi cuûa mouse vaøo 6December2004 roài choïn “Nonworking time”. Luùc naøy ngaøy 6/12/2004 seõ ñöôïc toâ maøu xaùm

• Baïn seõ qua saùt ñöôïc nhö sau:

182



Baïn aán phím Ctr beân traùi roài laàn löôït click mouse vaøo caùc ngaøy 9February2005, 10February05, 11February05 roài choïn “Nonworking time”. Luùc naøy caùc ngaøy 9/2/2005, 10/2/2005,11/2/2005 seõ ñöôïc toâ maøu xaùm

• Baïn seõ qua saùt ñöôïc nhö sau:

184

BAØI TAÄP 2: Phaân coâng moät Calendar ñeán döï aùn

• Baïn haõy tuaàn töï thöïc hieän nhö sau:

Choïn Project treân thanh Toolbar, roài click vaøo Project Information

186



Vaøo Calendar treân cöûa soå, roài choïn Company Calendar

Click OK. Keå töø luùc naøy Company Calendar seõ laø Calendar cuûa döï aùn

188



Vaøo Format treân thanh Toolbar, roài choïn Timescale, sau ñoù choïn Non-working time tab

Baïn seõ quan saùt ñöôïc nhö sau:

190



Vaøo Calendar treân cöûa soå , roài choïn Company Calendar. Luùc naøy nhöõng ngaøy nghæ maø baïn ñaõ quy ñònh seõ ñöôïc hieån thò treân Gantt Chart

Baïn seõ quan saùt ñöôïc nhö sau:

191

Choïn Company Calendar

192

Caùc ngaøy 9, 10, 11/2/2005 ñaõ ñöôïc quy ñònh laø ngaøy nghæ

193

BAØI TAÄP 3: Ñoåi resource units töø % sang decimal

Maëc ñònh MS Project hieån thò resource units nhö laø %. Ñieàu naøy ñöôïc laøm ñeå chæ ra toång soá thôøi gian cuûa nguoàn löïc ñöôïc daønh heát cho moät task cuï theå.

Toát nhaát baïn neân chuyeån sang soá thaäp phaân theo trình töï sau:

Choïn Tools treân thanh coâng cuï, roài choïn Options,sau ñoù choïn Schedule tab. Baïn seõ quan saùt ñöôïc nhö sau:

194

Chuyeån oâ naøy sang Decimal

195

BAØI TAÄP 3: Ñoåi resource units töø % sang decimal

Taïi “Show assignment units as a” baïn haõy choïn Decimal

Tools treân thanh coâng cuï, roài choïn Options,sau ñoù choïn Schedule tab.

196

BAØI TAÄP 4: Phaân coâng nguoàn löïc vôùi nuùt “Resource assignment”

Baïn tuaàn töï thöïc hieän theo caùc böôùc sau:

Click vaøo nuùt “Resource Assignment” Löïa choïn Task 2 – Vay nôï Trong hoäp thoaïi Resource Assignment

choïn Bank Click vaøo Assign Choïn Task 3 – Choïn ñòa ñieåm Trong hoäp thoaïi Resource Assignment

choïn Owner vaø Manager. Click vaøo Assign

199

BAØI TAÄP 4: Phaân coâng nguoàn löïc vôùi nuùt “Resource assignment”

Tieáp tuïc phaân coâng nguoàn löïc theo nhö quy ñònh döôùi ñaây:

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. Ñoùng cöûa soå Resource Assignment, baïn seõ

nhìn thaáy treân Gantt chart nhö sau:

201

Quan heä giöõa Task Duration & Resources

Work = Duration * UnitsThí duï: Task 1 – Coâng taùc sôn coù

duration laø 3 ngaøy vôùi 4 thôï sôn thì MS Project hieåu Work laø 12 ngaøy coâng (man-days)

MS Project cung caáp cho ngöôøi söû duïng caùc moâ hình quan heä giöõa resource/work/duration. Coù 3 moâ hình: Fixed Duration, Fixed Units vaø Fixed Work. Maëc ñònh laø Fixed Units.

202


Fixed Units Units laø coá ñònh tröø phi bò thay ñoåi

bôûi chính ngöôøisöû duïng. Neáu ngöôøi söû duïng thay ñoåi

Duration, döï aùn seõ tính toaùn laïi Work

Neáu ngöôøi söû duïng thay ñoåi Work, döï aùn seõ tính toaùn laïi Duration

Neáu ngöôøi söû duïng thay ñoåi Units, döï aùn seõ tính toaùn laïi Duration

203


Fixed Duration Duration laø coá ñònh tröø phi bò thay

ñoåi bôûi chính ngöôøisöû duïng. Neáu ngöôøi söû duïng thay ñoåi

Units, döï aùn seõ tính toaùn laïi Work Neáu ngöôøi söû duïng thay ñoåi Work,

döï aùn seõ tính toaùn laïi Units Neáu ngöôøi söû duïng thay ñoåi

Duration, döï aùn seõ tính toaùn laïi Work

204


Fixed Work Work laø coá ñònh tröø phi bò thay ñoåi

bôûi chính ngöôøisöû duïng. Neáu ngöôøi söû duïng thay ñoåi

Units, döï aùn seõ thay ñoåi Duration Neáu ngöôøi söû duïng thay ñoåi

Duration, döï aùn seõ thay ñoåi Units Neáu ngöôøi söû duïng thay ñoåi Work,

döï aùn seõ tính toaùn laïi Duration

205

Effort-driven tasks Effort Driven xaùc ñònh laøm theá naøo maø MS

Project phaûn öùng laïi khi moät kieåu nguoàn löïc môùi ñöôïc theâm vaøo hoaëc laáy ñi hoûi 1 task.

Neáu hoäp thoaïi Effort Driven khoâng ñöôïc ñaùnh daáu () thì theâm vaøo hoaëc laáy ñi taøi nguyeân seõ thay ñoåi toång soá work (man-hours) yeâu caàu cho task vaø giöõ Duration coá ñònh

Khi hoäp thoaïi Effort Driven ñöôïc ñaùnh daáu () thì toång soá Work seõ ñöôïc giöõ coá ñònh vaø taát caû caùc resources ñöôïc phaân coâng ñeán task seõ ñöôïc xöû lyù nhö laø söï phaân chia maø giöõ nguyeân khoái löôïng Work

206

BAØI TAÄP 5: Thay ñoåi task type

Yeâu caàu: Baïn haõy thay ñoåi kieåu cuûa Task 2 – Vay nôï.

Baïn haõy thöïc hieän nhö sau: Nhaáp ñuùp mouse vaøo Task 2 ñeå hieån thò

Task Information cho Task 2 Choïn Advaned tab Choïn Fixed Duration trong cöûa soå con Task

type Khoâng ñaùnh daáu ()Effort-Driven Click OK Phaân coâng Owner cho Task 2 Sau khi thöïc hieän baïn ñöôïc keát quaû sau:

207

Thay ñoåi sang Fixed Duration Khoâng ñaùnh daáu vaøo

oâ naøy

209

BAØI TAÄP 6: Phaân coâng nhieàu units cho moät resource

Choïn Task 12 – Ñaøo taïo theâm. Nhaán ñuùp ñeå hieån thò hoäp thoaïi Task

Information, sau ñoù choïn Advanced tab vaø khoâng ñaùnh daáu oâ Effort-Driven. Aán OK

Môû cöûa soå Assign Resources Aán vaøo hoäp thoaïi Units cho Wait Staff Goõ vaøo ñoù soá 5. Luùc naøy baïn seõ nhìn

thaáy con soá treân Gantt chart Ñoùng cöûa soå Assign Resources Baïn quan saùt ñöôïc keát quaû nhö sau:

211

Soá 5 ñaõ hieån thò vaøo ñaây

212

BAØI TAÄP 7: Ñònh nghóa Individual Resource Calendars

Yeâu caàu: Manager seõ ñi coâng taùc vaøo ngaøy 24 vaø 25 January 2005.

Baïn thöïc hieän nhö sau: Choïn Change Working Time treân thanh coâng cuï Treân hoäp thoaïi For, Choïn Manager (ñieàu naøy nguï

yù caùc thay ñoåi chæ döôïc laøm treân Manager maø thoâi).

Choïn ngaøy 24 vaø 25 January 2005 (aán phím Ctrl ñeå choïn nhieàu ngaøy), sau ñoù choïn Nonworking time

Aán OK Chuyeån sang 2 maøn hình vôùi Resource Usage ôû phía

döôùi Choïn Task 9 – Quaûng caùo Baïn seõ nhìn thaáy khoâng coù coâng vieäc ñöôïc phaân

coâng cho Manager trong caùc ngaøy 24 vaø 25 January 2005


215

Khoâng phaân coâng vaøo 2 ngaøy naøy

216

Baøi taäp 8: Quan saùt Resource Overallocation

Chuyeån sang Resource Sheet Quan saùt ñöôïc nhöõng caùc

Overallocated resources (ñaäm vaø toâ maøo ñoû)

Choïn Wait Staff resource Chuyeån sang Resource Graph Aán Alt-F5 (ñeå hieån thò nhanh nhöõng

ngaøy xaõy ra overallocated resources) Chuyeån sang Gantt chart Baïn quan saùt ñöôïc keát quaû nhö sau:

219


PHAÀN 3: Sorting and Filtering data

By AIT

220

BAØI TAÄP 1: Saép xeáp laïi Resource Information

Chuyeån sang Resource Sheet View Nhaáp vaøo Project treân thanh

coâng cuï roài vaøo Sort vaø Sort by Choïn Group nhö laø caáp ñoä ñaàu

tieân ñeå sort Sau ñoù choïn Name nhö laø caáp

ñoä thöù 2 ñeå saép xeáp Aán SortTa seõ ñöôïc caùc keát quaû nhö treân

caùc hình döôùi ñaây:

224

BAØI TAÄP 2: Saép xeáp laïi Resource Information vôùi

Permanently Renumber Nhaáp vaøo Project treân thanh coâng cuï roài

vaøo Sort vaø Sort by Choïn Standard Rate nhö laø caáp ñoä ñaàu

tieân ñeå sort Ñaùnh daáuvaøo oâ “Permanently Renumber”.

Luùc naøy resource seõ ñöôïc phaân coâng vôùi moät new ID number döïa vaøo thöù töï vöøa môùi saép xeáp

Aán SortNeáu muoán trôû taïi nhö cuõ baïn haõy thöïc

hieän nhö böôùc 1 roài choïn Reset

226

BAØI TAÄP 2: Saép xeáp laïi Task Information

Chuyeån sang Task Sheet Nhaáp vaøo Project treân thanh coâng cuï

roài vaøo Sort vaø Sort by Choïn Duration nhö laø caáp ñoä ñaàu tieân

ñeå sort Ñaûm baûo raèng oâ “Permanently

Renumber” khoâng ñöôïc ñaùnh daáu Baïn cuõng khoâng ñaùnh daáu vaøo oâ

“Keep Outline Structure” Aán Sort Quan saùt treân döõ lieäu ñaõ sort Aán Reset roài aán Sort

229

BAØI TAÄP 3: Chæ view nhöõng resource thoaõ maõn nhöõng

tieâu chuaån naøo ñoù Chuyeån sang Resource Sheet: View / More

Views/ Resource Sheet Choïn Group Goõ vaøo External cho Group Name Quan saùt danh saùch ñaõ short Sau ñoù choïn Data Range (Ñieàu naøy seõ loïc taát

caû caùc resources maø ñaõ ñöôïc laäp tieán ñoä trong moät khoaûng thôøi gian cuï theå)

Goõ vaøo 10/2/2005, nhaán OK (ngaøy baét ñaàu cuûa range)

Goõ vaøo 11/2/2005, aán OK (ngaøy keát thuùc cuûa range)

Quan saùt danh saùch ñaõ short Choïn All Resources ñeå loaïi tröø taát caû söï loïc

233

BAØI TAÄP 4: Loïc thoâng tin veà Task

Chuyeån sang Task Sheet: View / More Views/ Task Sheet

Choïn Milestones Quan saùt danh saùch ñaõ short Sau ñoù choïn Data Range (Chæ trình baøy

nhöõng task maø ñaõ ñöôïc laäp tieán ñoä trong range)

Goõ vaøo 10/1/2005, nhaán OK (ngaøy baét ñaàu cuûa range)

Goõ vaøo 11/1/2005, aán OK (ngaøy keát thuùc cuûa range)

Sort caùc task baèng Duration: Project/Sort/Sort by Choïn All Tasks ñeå loaïi tröø taát caû söï loïc

240

BAØI TAÄP 5: Duøng AutoFilter ñeå view nhöõng Task maø thoõa

maõn tieâu chuaån naøo ñoù Chuyeån sang Task Sheet: View /

More Views/ Task Sheet Baät AutoFilter sang on Aán vaøo muûi teân ôû beân phaûi coät

Duration roài choïn “>1 week” Loïc theo coät taøi nguyeân cho “Ads

Etc.” (chæ coù 1 task laø ñöôïc trình baøy ra)

Ñeå hieån thò nhanh caùc task trôû laïi ta taét AutoFilter sang Off

245

BAØI TAÄP 6: Loïc Resource Information vôùi moät Custom Filter


Aán Project / Filter for: / More Filters Aán New Nhaäp vaøo Name the filter laø “Internal Group” Ñaùnh daàu vaøo hoäp thoaïi “Show in Menu” Aán vaøo khoaûng troáng ñaàu tieân trong cell beân

döôùi “Field Name” trong table Choïn Group Di chuyeån ñeán Test field, choïn “Contains” Trong Value field goõ vaøo “Internal” Aán OK Choïn Highlight hoaëc Apply Quan saùt danh saùch ñaõ short

250

BAØI TAÄP 7: Thay ñoåi moät Table View


Aán View / Table / More Tables Aùp duïng thöû cho moät vaøi baûng

khaùc Chuyeån sang Resource Sheet View Aán View / Table / More Tables Aùp duïng thöû cho moät vaøi baûng

khaùc Quay trôû laïi Gantt View

253

CHOÏN SCHEDULE TA ÑÖÔÏC:

254

CHOÏN COST TRONG RESOURCE SHEET, TA ÑÖÔÏC:

255

BAØI TAÄP 8: Taïo ra moät Custom Table

Chuyeån sang Task Sheet: View / More Views/ Task Sheet Aán View / Table / More Tables Aán New Name cuûa table laø My Table Ñaùnh daáu vaoø hoäp thoaïi “Show in Menu” Click vaøo doøng ñaàu trong hoäp thoaïi ‘Fieldname’ Choïn ID Click vaøo doøng thöù 2 cuûa hoäp thoaïi ‘Fied name’ Choïn Name Thay ñoåi width sang 30 Click vaøo doøng thöù 3 cuûa hoäp thoaïi ‘Fied name’ Choïn Resource Group Chuyeån ñeán ‘Title field’, goõ vaøo Group Thay doåi width sang 20 Aán OK Aán Apply

258

BAØI TAÄP 9: View moät vaøi report khaùc nhau

• Baïn haõy tuaàn töï thöïc hieän nhö sau: Aán View / Reports Choïn Overview, choïn Project

Summary Phoùng to thu nhoû baèng zoom in

hoaëc zoom ut trong report Ñoùng Review Xem vaø quan saùt moät vaøi daïng

thöùc baùo caùo khaùc