INTRODUCTION TO PROJECT MANAGEMENT · INTRODUCTION TO PROJECT MANAGEMENT Prepared for Carleton...

PR

IVA

TEA

ND

CO

NFI

DE

NTI

AL

©B

omba

rdie

rIn

c.or

itssu

bsid

iarie

s.A

llrig

hts

rese

rved

.

INTRODUCTION TOPROJECTMANAGEMENT

Prepared for CarletonUniversity

Sep 28 and Oct 1, 2018

Milica Micic, PMP®

Training material adapted utilizing Bombardier Q-Series Basic Project Management Trainingdeveloped by Lidia Jovanovic, PMP and Milica Micic, PMP

Table of Contents1. Introduction to Project Management

1.1 Project Management Definition1.1.1 Project Management Need1.1.2 Project Management Statistics1.2.3 Project Management Institute

1.2 Project Initiation1.2.1 Typical Project Constraints and Triple Constraint1.2.2 Project Initiation Main Goals1.2.3 Understanding the Key Roles on a Project

1.3 Project Planning1.3.1 Work Breakdown Structure (WBS)1.3.2 Activity Duration Estimating1.3.3 Dependencies - Activity Sequencing1.3.4 Microsoft Project Resource Sheet1.3.5 Microsoft Project Gantt Chart Example1.3.7 Resources Sheet Example1.3.8 Resources Usage Example

Sep 28 & Oct 1, 2018 2

Table of Contents1. Introduction to Project Management – cont.

1.4 Project Execution and Monitoring & Controlling1.4.1 Communication1.4.2 Risk Management1.4.3 Negotiation and Conflict Resolution

1.5 Project Closing1.5.1 Project Success Criteria1.5.2 Lessons Learned

2. Summary and Recommendations3. Questions4. Appendix

Sep 28 & Oct 1, 2018 3

Sep 28 & Oct 1, 2018 4

Sep 28 & Oct 1, 2018 5

Sep 28 & Oct 1, 2018 6

1.1 Project Management Definition – Learning Goals

At the end of this module you will understand:

- What is Project Management- What is the role of Project Manager- What are 10 Project Management knowledge areas- What are the Project Management process groups

Sep 28 & Oct 1, 2018

§ What is a Project?

1.1 Project Management Definition

Project is a temporary endeavour undertaken to create a unique product, service orresult. (PMI)

SpecificPurpose

Specific ResultsTemporary

Definite Startand Finish

Dates

UnknownDetails

ProjectLimited

ResourcesProgressively

Elaborated

Involves Peopleand Teamwork

7


Sep 28 & Oct 1, 2018

§ Do We Need Project Management?§ Why?

8

Sep 28 & Oct 1, 2018

§ What is Project Management?


Project management is the application of knowledge, skills, tools and techniques toproject activities to meet project requirements (PMI)

PM Knowledge

PM Skills

PM Tools

PM Processes

ProjectManagement

9

Sep 28 & Oct 1, 2018



PM Knowledge

PM Skills

PM Tools

PM Processes

ProjectManagement

10

PM Knowledge

10 knowledge areas


Sep 28 & Oct 1, 2018

10 Areas of Knowledge (must be addressed to manage any project)


11

ScopeManagement

CostManagement

TimeManagement

QualityManagement

HumanResources

Management

RiskManagement

ProcurementManagement

CommunicationsManagement

ProjectIntegration

Management

StakeholdersManagement

Sep 28 & Oct 1, 2018



PM Knowledge

PM Skills

PM Tools

PM Processes

ProjectManagement

12

PM Skills- Technical knowledge- Project atmosphere

- Communication- Influence

- Leadership- Motivation- Negotiation

- Problem Solving


Sep 28 & Oct 1, 2018



PM Knowledge

PM Skills

PM Tools

PM Processes

ProjectManagement

13

PM Processes

5 process groups


Sep 28 & Oct 1, 2018

InitiatingProcesses

ClosingProcesses

PlanningProcesses

ExecutingProcesses

Monitoring &ControllingProcesses

5 Project Management Process Groups


14

Sep 28 & Oct 1, 2018



PM Knowledge

PM Skills

PM Tools

PM Processes

ProjectManagement

15

PM ToolsMS Project, Primavera, SAP,

TeamCenter, MS Office, TrackingDatabase, eRoom, …


Sep 28 & Oct 1, 2018



PM SkillsPM Tools

PM Processes

ProjectManagement

16

PM Knowledge

Sep 28 & Oct 1, 2018

§ Do We Need Project Managers?§ Why?


17

Sep 28 & Oct 1, 2018


§ Some of Project Manager’s responsibilities:§ Identify project requirements§ Determine the best order of activities and create schedule§ Define what is in and what is out of project scope§ Collect impacts and request adequate project budget§ Identify all stakeholders and build good relationships with them

§ Ensure adequate communication between stakeholders

§ Motivate and focus the team on objectives

§ Integration of all project activities

§ Project status reporting§ Document opportunities for improvement

§ Deliver the projectProject Manager is a person assigned by the performing organization to achieve theproject objectives (PMI)

18

ECSQueryExample

Sep 28 & Oct 1, 2018


19

A good Project Manager …

Is a goodcommunicator

Can manageand adapt to

change

Has team buildingand negotiation

skills Possesses thenecessarytechnicalexpertise

Puts thecustomer first

These skills are good to have even for the people on the technical path.

Sep 28 & Oct 1, 2018


20

“PMI appears to believe that the essential goal and aim of project management is toeliminate chance and accidents… While it is a good idea to tame what can usefully andpractically be tamed, most of the project world lives where the wild things are…You have to sail the turbulent seas toward a destination that often shifts.”from Creative Project Management by Michael S.Dobson and Ted Leemann (2010)

1.1 Project Management Definition1.1.1 Project Management Need

Sep 28 & Oct 1, 2018

§ Sampoong Department Store (삼풍백화점; 三豊百貨店)

1990

21

1.1 Project Management Definition1.1.1 Project Management Need

Sep 28 & Oct 1, 2018

§ Sampoong Department Store (삼풍백화점; 三豊百貨店) collapse

1990

1995

22

1.1 Project Management Definition1.1.2 Project Management Statistics

Sep 28 & Oct 1, 2018 23Link to full PMI report: https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/pulse-of-the-profession-2017.pdf

• Not-for-profit organization• 2.9 million professionals• Nearly every country• Eight globally recognized certifications• Standards for project, program and portfolio

management• Local Chapters located in over 80 countries• PMI research program: research projects, symposiums

and surveys• 1,600 Registered Education Providers (R.E.P.s)• Nearly 100 degree programs in institutions worldwide.

For more info go to https://www.pmi.org/about/learn-about-pmi

1.1 Project Management Definition1.1.3 Project Management Institute

Sep 28 & Oct 1, 2018 24

• PMI ®– PMP ® Certification• Project Management Professional• Min 3-5 years of PM experience• Globally recognized• 833,025 certification holders as of March 2018

For more info go to https://www.pmi.org/about/learn-about-pmi

Sep 28 & Oct 1, 2018 25

All PMI Members, or non-members who hold a PMI certificate, must abide by PMI Codeof Ethics and Professional Conduct. This document covers four values vital for PMprofession: Responsibility, Respect, Fairness and Honesty.

1.1 Project Management Definition1.1.3 Project Management Institute

Sep 28 & Oct 1, 2018 26

Sep 28 & Oct 1, 2018

InitiatingProcesses

ClosingProcesses

PlanningProcesses

ExecutingProcesses



27

1.2 Project Initiation

Sep 28 & Oct 1, 2018 28

1.2 Project Initiation – Learning Goals


- What are project constraints- What are project initiation main goals- What are typical key roles on a project

Sep 28 & Oct 1, 2018

1.2 Project Initiation1.2.1 Typical Project Constraints and Triple Constraint

29

Sep 28 & Oct 1, 2018

1.2 Project Initiation1.2.1 Typical Project Constraints and Triple Constraint

Strategic decisions made arebased on the estimated Cost.If estimates are too low or toohigh, the right decision for thecompany / customer may notbe made.

Late to Schedule, incurs Cost.

J Happy Customers J

Being over or under budgetcreates a financial impactto the company andshareholders.

Schedule delays can impactother projects and day-to-daybusiness

Deviation from the originalScope in order to satisfyschedule and cost couldimpact customer satisfaction Triple Constraint

30

1.2 Project Initiation1.2.1 Carleton Capstone Projects - Cost Management –

Project Budgeting

Sep 28 & Oct 1, 2018 31

Department of Mechanical and AerospaceEngineering

Capstone Projects Category 1 Category 2 Category 3 Category 4

No CapstoneProject

Budget [$]

1 A $2,000

2 B $2,000

3 … …

No CapstoneProject A

Budget [$]

1 Department $2,000

2 CUESEF $2,000

3 Fund Raisers $2,000

4 Sponsors $2,000TOTAL $8,000

NOTE: BUDGET DISTRIBUTION USED IN THE EXAMPLE IS FICTIONAL.

Sep 28 & Oct 1, 2018

1.2 Project Initiation1.2.2 Project Initiation Main Goals

32

• What is the purpose of theproject?

• What is the product, service orresult that we are trying toachieve?

• What is the project successcriteria?

The Challenge of initiation process is to gain the agreement and approval of allstakeholders prior to proceeding to planning.

Producer

DirectorCensor Board

Bank

End UsersDistributor MovieTheaters

ScreenplayWriter

MediaReviews

Unions LeadActor

LeadActress

SupportCast

Cameraman

SoundTechnic.

MakeupArtist

Stakeholders

ExecutiveSponsor Clients

1st Customer

Project Team

Sep 28 & Oct 1, 2018

1.2 Project Initiation1.2.3 Understanding the Key Roles on a Project

ProjectManager

33

InternalStakeholders

End Users

ExternalStakeholders

LeadDesigner

Designers MethodsEngineer

Buyer Eng.Specialist

TechPubs

Writer

ProjectSponsor

ProjectManager Customer

Project Team

Sep 28 & Oct 1, 2018

Project Organization Chart – ExampleProject Organization Chart does not replacethe department organization chart.

34

1.2 Project Initiation1.2.3 Understanding the Key Roles on a Project

1.2 Project InitiationExercise #1 EXAMPLE – Create Project Organization Chart

Sep 28 & Oct 1, 2018 35

AerospaceComp. Leader

ProjectManager

Supply Chain

Operations

Airline AircraftCrew

Contracts

Media

Union(s)

DesignFocal

MethodsEngineer

InServiceEngineer

MaintenanceEngineer

Designers:InteriorWiring

Stakeholders

ExecutiveSponsor

Clients

Project Team

Passengers

ProgramManager

CustomerEngineer

Legal Services

Service Center

Supplier A

Eng.Specialist

FlightTest TeamTCCA Buyer

TechPubWriter

1.2 Project InitiationExercise #1 – Create Project Organization Chart

Sep 28 & Oct 1, 2018

Create a Project Organization Chart for following project: Define project team andinternal and external stakeholders.

High-Performance Rotary Wing (HPRW) Project

Project Description:

Evaluate and improve the racing quadcopter assigned to the team at the start ofthe fall semester. Both Red and Blue HPRW teams were each given the EachineWizard X220s. For the fall semester, both teams will be working together to get acommon benchmark platform, which will be used to improve the drone. Once thequadcopter is benchmarked, along with lead supervisor supervision, the teams willbe able to make measurable alterations to the drone to improve the desiredcriteria. At the end of the Winter term, the Red and Blue HPRW teams willcompare the alterations made to the quadcopters by racing them in apredetermined course. Using the wind tunnel testing results and outcome of therace will determine which team made the more effective adjustments.

36

1.2 Exercise #1: Project Organization Chart

***HINTS:A – Government D – Chair – Faculty of Eng. & DesignB – Science Fairs E – MediaC – Machine Shops F – Lead Supervisor

***Enter the appropriate letterin the space provided.

RacingCompetition

CompetingUniversities

Corporations

Team A

Stakeholders

ExecutiveSponsor

Clients

Project Team

Professor andChair

Dept. of Mech.and Aero.

EngineeringCompetitionOrganizers

Sponsors

Student EngSociety

Suppliers(Hardware &

Software)

Project Manager

Team B- Propulsion- Aerodynamics- Flight Control & Data Acquisition- Flight Testing- Structures and Mechanical Systems

- Propulsion- Aerodynamics- Flight Control & Data Acquisition- Flight Testing- Structures and Mechanical Systems

* Note: In this example we have teamA and B, but is usually not the case.

**A

B

CD

E

F

Sep 28 & Oct 1, 2018 37

1.2 Exercise #1: Project Organization Chart – Possible Solution

38

Chair – Facultyof Eng. &

Design

Lead Supervisor

Machine Shops

RacingCompetition

ScienceFairs

CompetingUniversities

Corporations

Team A

Stakeholders

ExecutiveSponsor

Clients

Project Team

Professor andChair

Dept. of Mech.and Aero.

EngineeringCompetitionOrganizers

Sponsors

Government

Student EngSociety

Suppliers(Hardware &

Software)

Media

Project Manager

Team B- Propulsion- Aerodynamics- Flight Control & Data Acquisition- Flight Testing- Structures and Mechanical Systems

- Propulsion- Aerodynamics- Flight Control & Data Acquisition- Flight Testing- Structures and Mechanical Systems

Sep 28 & Oct 1, 2018

* Note: In this example we have team A and B, but isusually not the case.

**

Sep 28 & Oct 1, 2018 39

Sep 28 & Oct 1, 2018

InitiatingProcesses

ClosingProcesses

PlanningProcesses

ExecutingProcesses



40

1.3 Project Planning

Sep 28 & Oct 1, 2018 41

1.3 Project Planning – Learning Goals


- What is the Work Breakdown Structure (WBS)- How do we estimate activity duration- How do we sequence activities- What is the critical path- How does Microsoft Project work

Sep 28 & Oct 1, 2018

1.3 Project Planning1.3.1 Work Breakdown Structure (WBS)

To avoid micromanagement, projectmanager should focuson milestones,deliverable completionon time / at cost, andlet the owner of thedeliverable do theirjob. The owner is theexpert.

42

Sep 28 & Oct 1, 2018

1.3 Project Planning1.3.1 WBS - Few Definitions

• DELIVERABLE: According to PMI, a deliverable is “any uniqueand verifiable product, result or capability to perform aservice that must be produced to complete a process, phaseor a project.” Deliverable is usually represented as a noun.

• Examples: contract, test cards, flight permit, drawing,workbook, test plan etc.

43

• TASKS represent the activities required to produce thedeliverables. It is possible that more than one task isrequired to complete one deliverable. Tasks are usuallyrepresented as a verb-noun phrase.

• Examples: create a webpage, negotiate contract, completetest cards, obtain flight permit, create drawings, releasedrawings, approve test plan etc.

• MILESTONE is a significant event on the project.• Examples: webpage launched, contract signed, project

completed, flight test completed, drawings released,aircraft delivered, etc.

1.3 Project PlanningExercise #2 – Create Work Breakdown Structure (WBS)

Sep 28 & Oct 1, 2018 44

Create a WBS for following project:

High-Performance Rotary Wing (HPRW) Project

OR

Create a WBS for following your own Capstone Project

NOTE: This is a group exercise.

ObtainAircraftCertificationofAirworthiness

PrepareAircraft forDelivery

DeliverAircraft to theCustomer

Enter theAircraft intoService

Finalize 3D Design

CompleteInstallationDrawings

Finalize CertificationPlan

Complete ToolingBuild

ProduceComponents

Complete FirstArticle Inspection

Prepare WorkBooksSep 28 & Oct 1, 2018

1.3.1 Work Breakdown Structure (WBS)Exercise #2 - EXAMPLE: WBS for Bombardier AircraftConfiguration Project

New Aircraft Configuration

PROJECTLAUNCH

PRELIMINARYDEFINITION

PRODUCTCERTIFICATION

45

PROGRAMCOMPLETION

PRODUCTDEFINIT. RELEASE

Complete CRM

Complete DCP

Obtain SoftMaterialDefinition

Obtain PaintSchemeDefinition

ObtainTranslationRequirements

CompleteCRWS’s

CompleteInterface ControlDrawings forInteriors

Complete WiringSchematics

CompleteElectrical LoadAnalysis

CompletePreliminary TestRequirements

Complete PDR

UpdateInterface ControlDrawings forInteriors

Complete SourceControl Drawings

Complete WiringDiagrams

Complete CATIA3D Modeling

CompletePreliminaryCertification Plan

Complete CDR

DETAILDEFINITION

CompleteComponent LevelTesting

Complete AircraftBuild

Complete FirstArticle Installation

Complete AircraftLevel Testing(Projects)

Complete SOC’s

Complete All FTP,Ground and FlightTesting

ACRONYMS:CRM - Customer Requirement MatrixDCP – Design Change ProposalCRWS – Change Request Work StatementSOC – Statement of ComplianceFTP – Functional Test Procedure

1.3.1 Exercise #2: WBS for Carleton HPRW Project***HINTS:

A - Complete Flight Data Analysis E – Obtain Flight PermitB - Complete Machine Shop Training F - Approve Drawings for New AirframeC – Install New Airframe G – Prepare Final ReportD - Select Flight Test Location H - Complete Propeller Solid Model

***Enter the appropriate letter in the space provided.

High-Performance RotaryWing (HPRW) Project

TRAINING &THEORY

MODELING &EVALUATION

FLIGHT TESTPREPARATIONS

BASELINE TEST& ANALYSIS

DESIGNCHANGES

BUILD & TESTPREPARATIONS

DRONE RACE &REPORT

Complete (C.)WHMISTraining (T.)

C. Work Health& SafetyAwareness

C. BatterySafety T.

C. Wind TunnelOperations T.

C. Pilot T.

ResearchMaterials

Complete (C.)CATIA DroneModeling

C. CofGAnalysis

C. TestingCircuit Design

Complete TestProcedure

C. Wind TunnelTesting

C. AvionicsEvaluation

Review TC UAVregulationsand CARs

Develop List ofPossible FlightLocations

CompleteSFOCApplication\

Obtain LiabilityInsuranceCertificate

CompleteAerodynamics& PropulsionDesign Changes

Optimize Solid& CFD Model

CreateDrawings forNew Airframe

CompleteAvionicsModifications /Improvements

ManufactureNew Airframe

Order &Receive newAvionics Parts

Install AvionicsModifications

CompleteDrone Build


Obtain FlightPermit

CompletePreliminaryFlight Test

Perform FinalAdjustments

Complete Race

Analyze FlightData

Determine theCompetitionWinner

Submit FinalReport

DevelopChecklists

IdentifyBenchmarkingCriteria

Develop FlightTest Plans

Complete TestCards

CompleteFlight Testing

Complete CFDPropellerModeling

Prepare FallReportSubmit FallReport

AB

C

D

E

F

G

H

46

ACRONYMS:SFOC – Special Flight Operations CertificateCAR – Canadian Aviation RegulationCFD - Computational Fluid Dynamics

High-Performance RotaryWing (HPRW) Project

TRAINING &THEORY

MODELING &EVALUATION

FLIGHT TESTPREPARATIONS

BASELINE TEST& ANALYSIS

DESIGNCHANGES

BUILD & TESTPREPARATIONS

DRONE RACE &REPORT

Complete (C.)WHMISTraining (T.)

C. Work Health& SafetyAwareness

C. BatterySafety T.

C. Wind TunnelOperations T.

C. MachineShop T.

C. Pilot T.

ResearchMaterials

Complete (C.)CATIA DroneModeling

C. PropellerSolid Model

C. CofGAnalysis

C. TestingCircuit Design

Complete TestProcedure

C. Wind TunnelTesting

C. AvionicsEvaluation

Review TC UAVregulationsand CARs

Develop List ofPossible FlightLocations

Select FlightTest Location

CompleteSFOCApplication\


Obtain FlightPermit

DevelopChecklists

IdentifyBenchmarkingCriteria

Develop FlightTest Plans

Complete TestCards

CompleteFlight Testing

CompleteFlight DataAnalysis

Complete CFDPropellerModeling

Prepare FallReportSubmit FallReport

CompleteAerodynamics& PropulsionDesign Changes

Optimize Solid& CFD Model

CreateDrawings forNew Airframe

ApproveDrawings forNew Airframe

CompleteAvionicsModifications /Improvements

ManufactureNew Airframe

Install NewAirframe

Order &Receive newAvionics Parts

Install AvionicsModifications

CompleteDrone Build


Obtain FlightPermit

CompletePreliminaryFlight Test

Perform FinalAdjustments

Complete Race

Analyze FlightData

Determine theCompetitionWinner

Prepare FinalReport

Submit FinalReport

1.3.1 Work Breakdown Structure (WBS)Exercise #2: WBS for Carleton HPRW Project – Possible Solution

Sep 28 & Oct 1, 201847

Sep 28 & Oct 1, 2018

1.3 Project Planning1.3.2 Activity Duration Estimating

• Duration is the actual amount of time spent working on theactivity, including elapsed time.

• Effort (work) is the number of work days or work hours requiredto complete the task.

• Example: For 5 days, each day we test one specimen for 2 hours,but it takes 20 hours to condition the specimen in a chamber.

• Duration is 5 days.• Effort (work) is 10 hours.• Elapsed time is time specimen spends in a conditioning

chamber.

DAY 1 DAY 2 DAY 3 DAY 4 DAY 52 hours 2 hours 2 hours 2 hours 2 hours

= DURATION

= WORK

48

Sep 28 & Oct 1, 2018

1.3 Project Planning1.3.3 Dependencies - Activity Sequencing

Start Modeling and AnalysisA: Complete CATIA Drone Modeling– 10dB: Complete Propeller Solid Model – 5dC: Complete Testing Circuit Design – 5dD: Complete Test Procedure – 2dE: Complete CofG Analysis – 2dF: Complete Wind Tunnel Testing – 5dG: Complete Avionics Evaluation – 5dEnd Modeling and Analysis

WORKING IN PARALLEL

Start Test PreparationsH: Review TC UAV Regulations & CAR’s – 10dI: Develop List of Possible Flight Locations – 3dJ: Select Flight Test Location – 1dK: Obtain Liability Insurance Certificate – 10dL: Complete SFOC Application – 5dM: Obtain Flight Permit – 15 dEnd Test Preparations

Network Diagram (also referred to as a PERTchart) is a schematic display of the logicalrelationships among project activities. 49

S E

S

H = 10 d

I = 3 d J = 1 dK = 10 d

L = 5 d M =15 d

E

AEFG = 22 d BEFG = 17 d CDFG = 17 d

HLM = 30 d HK = 20 d IJK = 14 d

MILESTONE!

predecessor successor

A = 10 d

B = 5 d

C = 5 d D = 2 d

E = 2 dF = 5 d G = 5 d

CRITICAL PATH

Sep 28 & Oct 1, 2018

1.3 Project Planning1.3.4 Microsoft Project Gantt Chart Example

50

Critical Path represents the shortest time in which a project can be completed. Ifone or more activities on this path take longer than planned, the project will slip.

Sep 28 & Oct 1, 2018

1.3 Project Planning1.3.5 Microsoft Project Calendar

51

1. SET UP THE PROJECT CALENDAR

2. SELECT THE PROJECT CALENDAR

There are different calendars that could be assigned to overall project, a task or aresource. Holidays and vacations are entered prior to resource assignment, so MSProject can calculate properly.

Block the non-working timefor the whole project for

proper scheduling.

Sep 28 & Oct 1, 2018

1.3 Project Planning1.3.6 Microsoft Project Resource Sheet

52

4. ADJUST THE RESOURCEOR THE TASK CALENDAR

3. POPULATE RESOURCE SHEET

Block the non-workingtime for the individualresources for proper

scheduling.

Sep 28 & Oct 1, 2018

1.3 Project Planning1.3.6 Resources Sheet Example

53

Resource Sheet View – Define all resources required for a project. A resource doesnot have to be a person. It can also be a machine that you will be utilizing to do thework.

Example

Sep 28 & Oct 1, 2018

1.3 Project Planning1.3.7 Resources Usage Example

54

Resource Usage View – If resource name gets red, it signals that it is booked overhis/hers maximum available time. Check and perform resource leveling.Resource leveling is a technique that overlooks resource allocation and resolvespossible conflict arising from over allocation. It is considered one of the key elementsto resource/capacity management.

Example

1.3. Project Planning1.3.8 Carleton - Multi-Year Project Planning

55

PROJECT

ONGOING PROJECT TASKS: project management, meetings, website management,configuration management, design integration, technical papers, data management

YEAR 1

YEAR 3

YEAR 2

YEAR 4

YEAR 5

Sep 28 & Oct 1, 2018

• Since the WBS is a graphic, there is apractical limit to how much detailedinformation can be included in eachelement.

• We can solve this problem by using ashort title and a numbering scheme onthe graphic in the WBS and providingmore detail regarding these WBSelements in the WBS dictionary.

Sep 28 & Oct 1, 2018 56

InitiatingProcesses

ClosingProcesses

PlanningProcesses

ExecutingProcesses


Sep 28 & Oct 1, 2018 57

1.4 Project Execution, Monitoring andControlling – Learning Goals


- What are some elements of Project Execution- Why is Monitoring and Controlling important- What is Communication Management- What is Risk Management- What are Negotiation and Conflict Resolution processes

Sep 28 & Oct 1, 2018 58

1.4 Project Execution and Monitoring & Controlling

InitiatingProcesses

ClosingProcesses

PlanningProcesses

ExecutingProcesses


The Challenge of effective project management is to regularly monitor and measureprogress and recognize when corrective actions are necessary.

Sep 28 & Oct 1, 2018 59


Build the Teamand Allocate

Responsibilities

Launch theProject – Start

positively

RiskManagement

Organizecommunication

systemProjectExecution Negotiate

effectively

Identify allStakeholders

Respect culturaldifferences

betweenstakeholders

Look for waysto use conflictconstructively

Adapt yourLeadership

style

The Challenge of effective project management throughout the project executionis to coordinate the people and other resources well.

Sep 28 & Oct 1, 2018 60



Responsibilities

Execution Kick-Off – Startpositively

RiskManagement


systemProjectExecution Communicate

key information



betweenstakeholders Look for ways

to use conflictconstructively

adapt yourLeadership

style

Project Execution Kick-Off- Invite Sponsor and ask him to greet the team, present

the project background and express his confidence inthe team

- Include the summary of project goal, anyperformance indicators and target figures

- Summarize milestones and identify associateddeliverables

- Present any risks and opportunities identified so far- Present the list of stakeholders …

Sep 28 & Oct 1, 2018 61


Source:https://www.thebalancecareers.com/list-of-soft-skills-2063770

Sep 28 & Oct 1, 2018 62



Responsibilities


positively

RiskManagement



key information






style

Build the Team1. Forming – team members introduced

2. Storming - confirm roles and responsibilities3. Norming - establish team ground rules and boundaries

4. Performing – teamwork to achieve goals5. Adjourning – celebrate success, learn from mistakes

and share the improved processes

Sep 28 & Oct 1, 2018 63



Responsibilities


positively

RiskManagement



key information






style

Leadership Style1. Dictatorial – Making decisions alone, taking risks2. Analytical – Gathering all the facts, observing and

analyzing3. Opinion-Seeking – Asking stakeholders for opinion on

which to base the decisions4. Democratic – Encouraging team participation and

involvement in decision-making

Sep 28 & Oct 1, 2018 64



Responsibilities


positively

RiskManagement



Effecitvely






style

Communication

Sep 28 & Oct 1, 2018

1.4 Project Execution and Monitoring & Controlling1.4.1 Communication§ Communication Types:

- Formal - Verbal- Informal - Written

65

FormalWritten

FormalVerbal

InformalWritten

InformalVerbal

Complex Technical Issue P

Meeting P

Statement of Work P

Corporate Presentation P

Meeting Minutes P

E-mail P

Estimate P

DCP PDesign Proposal

Sep 28 & Oct 1, 2018

1.4 Project Execution and Monitoring & Controlling1.4.1 Communication

66

Dear Ms. Johnston:

Enclosed please findthe informationrequested during ourtelephonecommunication onApril 21st.…

FORMAL TONE

Good morning Susan:

Here is the informationyou requested duringour phoneconversation onFriday.…

CONVERSATIONALTONE

Hi Susan:

Hope all is well. Justsending along theinformation you askedfor. As I said on Fridayour team ….

INFORMAL TONE

Sep 28 & Oct 1, 2018


67

Exercise #3: Effective Business CommunicationThe summer student wants to ensure all Design Proposals are submitted forEngineering Change Board review in a timely fashion. The student just finished thedraft of an e-mail he plans to send to Design Proposal authors and asked you toreview it.

What will your feedback be? Will you ask him to improve the text, and how?

Sep 28 & Oct 1, 2018 68

1.4.1 Exercise #3: Effective Business CommunicationGood day all,

I would appreciate if Design Proposals requiring Engineering Change Board Review are sent two workingdays prior to the meeting (held on Thursday’s at 11am). Personally the latest (and I stress LATEST) I wouldwant these is Wednesday by noon. I hope you understand I have to review these and submit to Management.Once I receive the Board Agenda I will forward it in an e-mail to you. If you send a Design Proposal for BoardReview after this email is sent, chances are it will not be presented in the meeting and will be placed for thenext Board Review.

I know this will be somewhat of a struggle, unfortunately in order to make this process effective, I am askingthat Design Proposals are completed PROPERLY! For example, if signatures and hours are missing I will berejecting them. This will create unnecessary delay in approval of your proposal and you may end up havingto reschedule your milestones. And the situation will get even more complicated as for any milestone datechanges, approval will be required. I think that all of this is unnecessary, and can be prevented by simplysubmitting your Design Proposal two days prior to our Engineering Change Board Meeting.

Regards,Student Xyz

Sep 28 & Oct 1, 2018 69

1.4.1 Exercise #3: Effective Business CommunicationGood day all,

I would appreciate if Design Proposals requiring Engineering Change Board Review are senttwo working days prior to the meeting (held on Thursday’s at 11am). Personally the latest (and I stressLATEST) I would want these is Wednesday by noon. I hope you understand I have to review these andsubmit to Management. Once I receive the Board Agenda I will forward it in an e-mail to you. If you send aDesign Proposal for Board Review after this email is sent, chances are it will not be presented in the meetingand will be placed for the next Board Review.

I know this will be somewhat of a struggle, unfortunately in order to make this process effective, I am askingthat Design Proposals are completed PROPERLY! For example, if signatures and hours are missingI will be rejecting them. This will create unnecessary delay in approval of your proposal and you may end uphaving to reschedule your milestones. And the situation will get even more complicated as for any milestonedate changes, approval will be required. I think that all of this is unnecessary, and can be prevented bysimply submitting your Design Proposal two days prior to our Engineering Change Board Meeting.

Regards,Student Xyz

Sep 28 & Oct 1, 2018

1.4 Project Execution and Monitoring & Controlling1.4.1 Communication§ Communication

70

Sep 28 & Oct 1, 2018


§ Communication Model

Sender ReceiverMessage

Feedback

71

Sep 28 & Oct 1, 2018

1.4 Project Execution and Monitoring & Controlling1.4.1 Communication§ Communication Channels:

§ The more people involved in a project, the greater the numberof communication channels

§ Number of communication channels grows quickly as peopleare added to the project

72

The Challenge of effective project management is to ensure communication channels areopen and that cooperation happens. Continuous Monitoring and Controlling is essential.

MeetingFacilitation

Sep 28 & Oct 1, 2018

1.4 Project Execution and Monitoring & Controlling1.4.1 Communication§ Project Manager’s role:

§ Communication planning§ Information distribution§ Performance reporting§ Managing stakeholders

73

Meeting Minutes

Status Reporting

The Challenge of effective project management is to ensure effective communicationand prevent information overload.

Actions

ID Description Next Steps Responsible ECD Status1 Aaaaaaaaa Dec 1: Bbbb Izabella Dec 12 Open2 Cccccccccc Dec 1: Dddd Ramanan Dec 20 Open

Sep 28 & Oct 1, 2018 74


Responsibilities


positively

RiskManagement



effectively






style RiskManagement

1.4 Project Execution and Monitoring & Controlling1.4.2 Risk Management

Sep 28 & Oct 1, 2018 75


Risk is an uncertain event or condition that, if it occurs, has a positive or negativeeffect on a project’s objectives (PMI, PMBOK Rev3)Risk is an undesired situation or circumstance that has both a likelihood ofoccurring and a potentially negative consequence (AS9100)

§ What is Risk?§ An event with some degree of uncertainty§ Positive risks are opportunities§ Negative risks are threats§ Materialized risk is an issue§ Risks are being assessed to offset any negative impact on

project and pursue any positive impact§ Risk Register should identify the risks, assess their probabilities,

impact and uncertainty

§ Objective:§ To be proactive & anticipate any events which may harm the

program so that actions may be taken to decrease the risk impact if /when they materialize.

Sep 28 & Oct 1, 2018 76

1. Identification

2. Analysis & Prioritization

3. Mitigation Plan Development4. Mitigation Plan Implementation5. Monitoring & Reporting6. Closing

Mitigation &Monitoring

Assessment

A

B

C

Identification Assessment Mitigation Closure

I M P A C T

Identification

1.4 Project Execution and Monitoring & Controlling1.4.2 Risk & Opportunity Management Strategy – Process

77

1.4 Project Execution and Monitoring & Controlling1.4.2 Risk Management§ Some Risks that may occur during Project Execution

Phase§ Change in scope§ Change in schedule§ Unskilled labour§ Material availability§ Strike§ Weather§ Change in Regulatory Requirements …

1 2 3 4 5

9

9

9

9

9

9

9

9

9

9

9

9

9

9

9

9

9

9

9

9

5

4

3

2

1

LIK

ELIH

OO

D

IMPACT

19 14 9 3 1

21 16 11 6 2

23 18 13 8 4

24 20 15 10 5

25 22 17 12 7

Sep 28 & Oct 1, 2018

Sep 28 & Oct 1, 2018


78

Exercise #4: Risk AssessmentWhile planning your project, you became aware that Machine Shop is very busy atthe time you need your new components. You have also learned from other studentsthat sometimes the components get delayed up to 1 week, and you know that wouldshift your schedule to the right (Drone Build would be delayed) and subsequentlyaffect the end date of your project.

1) Perform risk assessment.2) Define mitigation plan.

Sep 28 & Oct 1, 2018


79

Exercise #4: Risk Assessment

CompleteDrone Build Complete

PreliminaryFlight Test

Perform FinalAdjustment

Obtain FlightPermit

Complete theRace

Prepare /Submit Final

Report

Complete 3DPrintedMissing

Component

PLAN5 DAYLAG

Sep 28 & Oct 1, 2018


80

Exercise #4: Risk Assessment – Possible Mitigation Actions

MITIGATINGACTION

MITIGATINGACTION

Sep 28 & Oct 1, 2018 81

No RiskHealth

Description Likelihood

Impact Mitigation Action ECD

1

?????? Low High

2

?????? Medium Low

3

?????? High Low

54 6

Likelihood 321

1 2 3 4 5Impact

• Identify risks sooner, rather than later.• Prioritize - Focus more on high likelihood /

high impact risks.


Sep 28 & Oct 1, 2018 82

1.4 Project Execution and Monitoring & Controlling1.4.3 Negotiation and Conflict Resolution


Responsibilities


positively

RiskManagement



effectively






style

Negotiation andConflict

Resolution

Sep 28 & Oct 1, 2018

Conflict is a process in which one party perceives that itsinterests are being opposed or negatively affected by anotherparty.

Which vertical line is longer? Which smiley face circle is larger?


83

The Conflict Process

RETREAT

RESOLVE

SITUATION

REACTION

CHOICE OUTCOME

The Choicehow thehandle theconflict isyours.

The Outcomedepends onyour choice:- Positive- Negative- Damaging- Productive

A conflict that is being ignored or run away from acts like a catalyzer for future projectissues and unplanned roadblocks. This applies to both, personal and intergroup conflicts.


Sep 28 & Oct 1, 2018 84

The Challenge of effective project management is to encourage healthy conflict andmanage dysfunctional conflict.

Sep 28 & Oct 1, 2018


Project Managers are constantly involved in negotiations, discussing scope, schedule,cost; discussing with project team members, upper management, Customers.

Budget Department A

Department BDistributive negotiations – asingle issue is being discussed.One person or group gains at theexpense of the other. Involves“win-lose” strategy.

Integrative negotiations – morethan one issue is being discussed.An agreement can be reached tosatisfy both parties. Involves“win-win” strategy.

Prior to negotiations, always do your “homework”. Both parties should be satisfied, sofuture business does not suffer.

85

Sep 28 & Oct 1, 2018

1.4.3 Negotiation and Conflict ResolutionExercise #5 – Role Playing

CUSTOMER – SUPPLIER NEGOTIATIONS

An Aerospace Company is negotiating a sale of theproduct with Supplier A. Various aspects will benegotiated.

You will earn points depending on the outcome.Remember, think of your priorities. You have donevery well if you get 13 points.

You will be playing either a role of an AerospaceCompany or Supplier A.

86

Sep 28 & Oct 1, 2018 87

Sep 28 & Oct 1, 2018

InitiatingProcesses

ClosingProcesses

PlanningProcesses

ExecutingProcesses



88

1.5 Project Closing

Sep 28 & Oct 1, 2018 89

1.5 Project Closing – Learning Goals


- Why is it important to hold a formal project close outmeeting- Why do we publish lessons learned- How do we know the project was successful

Sep 28 & Oct 1, 2018

1.5 Project Closing

Project Closing is the process of finalizing all activities across all of the project processgroups to formally close the project or phase.

… is performed upon:- Successful completion or- Project cancelation

Main output:- Project product, service or result

Milestones:- Close-Out Meeting- Contract Closures- Lessons Learned

90

Sep 28 & Oct 1, 2018

Discussion: What constitutes Project Success?

91

1.5. Project ClosingProject Success Criteria

Sep 28 & Oct 1, 2018

Discussion: What constitutes Project Success?

92

1.5. Project Closing1.5.1 Project Success Criteria

Sep 28 & Oct 1, 2018

1.5. Project ClosingExercise #6 – Compare Success of 3 Project

It is the end of the quarter and three projects of high significance were closed inthe last few months. Your team has been asked to select the best project.

Please review the results shown below and discuss with your team which projectwas the most successful and why.

93

Project # Project Name EstimatedHours

ActualHours %

01234 Structural Enhancement 210 149 71.0%

34567 New Product Option 150 141 94.0%

56789 Installation Improvement 135 171 126.7%

Sep 28 & Oct 1, 2018

1.5 Project Closure1.5.2 Lessons LearnedLessons Learned Value:

- Incorporation of lessons learned into process assets- Improvement of existing processes- Building on existing successes- Turning mistakes into future successes

94

Sep 28 & Oct 1, 2018

1.5 Project Closure1.5.2 Lessons Learned

Lessons Learned Value:

- Incorporation of LL into process assets- Improvement of existing processes- Building on existing successes- Turning mistakes into future successes

When?

- Project completed- Project cancelled- Project phase completed- Project handover to a different team

95

1.5.2 Example - Team Lessons Learned Workshop

Accomplishments:- Exceptional team work- Active communication- Cross-team learning experience- Transfer of knowledge- Change in project learning

culture- Creation of ‘learning to learn’

cycle

Initiative to:- incorporate lessons into process

assets- enrich existing processes- turn mistakes into successes

97

PROJECT

ONGOING PROJECT TASKS: project management, meetings, website management,configuration management, design integration, technical papers, data management

YEAR 1

YEAR 3

YEAR 2

YEAR 4

YEAR 5

Sep 28 & Oct 1, 2018

• The importance of standardization andhousekeeping.

1.5 Project Closure1.5.2 Project Handover to Next Year Students

Sep 28 & Oct 1, 2018

1.5.2 Lessons Learned - What Went Wrong?§ http://en.wikipedia.org/wiki/Sampoong_Department_Store_collapse§ The Sampoong Department Store (삼풍백화점; 三豊百貨店) collapse was a

structural failure that occurred on June 29, 1995 in the Seocho-gu district ofSeoul, South Korea. The collapse is the largest peacetime disaster in SouthKorean history – 502 people died and 937 were injured.

1986: Design 4-storey residentialapartment building

1987: Startedconstruction of theSampoongDepartment Store

Support Columns ina way to installescalators; theoriginal contactorrefused to proceed.New one hired.

Concrete columnswere f60cminstead of f80cm;had 8 instead of 16steel reinforcementbars

1989: Workcompleted.1990: SampoongDepartment Storeopened.

Add 5th floor –Skating Rink

Plans for 5th floorchanged to add 8restaurants instead

Contractor hiredadvised thestructure would notsupport anotherfloor.

New Contractorhired thatcompleted thework.

A/C unit installedon the roof, load 4Xthe design limit

1993: Due to Noisecomplaints, A/Cunit moved to theother side of thebuilding

Instead of crane,A/C Unit wasdragged across theroof on rollers

A/C Unit vibration,radiated throughthe cracks

When installing fireshields around theescalators, columnscut further,reducing thestrength.

1995: Buildingcollapsed.

98

Sep 28 & Oct 1, 2018 99

Sep 28 & Oct 1, 2018 100

You should now have a basic understanding of:

- What is project management- What are the roles of project manager- What are project management process groups- What are project management knowledge areas- What are typical constraints on the project- What are typical key roles on a project- The importance of Monitoring and Controlling- Communication management- Risk management- Negotiation and conflict resolution processes- Lessons learned

Sep 28 & Oct 1, 2018

2. SUMMARY AND RECOMMENDATIONS

101

PROJECT INITIATIONNOTE: This could apply to the phase initiation, as you are acceptingthe project from the previous project team.

Select your PMDefine and Agree:• What is the purpose of theproject?• What is the product, service orresult that we are trying toachieve?• What is the project successcriteria?

Create ProjectOrganization Chart

Sep 28 & Oct 1, 2018


102

PROJECT PLANNINGNOTE: This could apply to the phase planning, as you have acceptedthe project from the previous project team.

Answer your twoquestions:

1. WHAT?2. HOW?

Prepare WBS

- Estimate DurationandDependencies foryour tasks

- IdentifySignificantMilestones

Prepare Schedule

Make sure yourproject informationfolder is organizedand create a table ofcontents. Sameapplies to CAD datamanagement.

Project 12345Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar

MAJOR PROJECTMILESTONES

GROUP 1Focal: ?

GROUP 2Focal: ?

GROUP 3Focal: ?

GROUP 4Focal: ?

GROUP 5Focal: ?

GROUP 6Focal: ?

GROUP 7Focal: ?

GROUP 8Focal: ?

Q1-17 Q2-17 Q3-17 Q4-17 Q1-18

??? ??? ???

???

??? ??? ??? ???

???

???

???

???

????

???

???

??????

Sep 28 & Oct 1, 2018 103

LEGEND STATUS LEGEND MILESTONESON SCHEDULE ON SCHEDULE

RISK OR OPPORTUNITY COMPLETED

ROADBLOCK OR LATE LATE

EXAMPLE – SWIM LANE TEMPLATE

Don’t forget to enter major project milestones:i.e. major design reviews, report submissions, etc.

Sep 28 & Oct 1, 2018


104

PROJECT EXECUTION, MONITORING & CONTROLLINGProject Execution Kick-Off- Invite Sponsor and ask him to great the team, present the project background and express his confidence in the team- Include the summary of project goal, any performance indicators and target figures- Summarize milestones and identify associated deliverables- Present any Risks and Opportunities identified so far- Present the list of Stakeholders …

Adopt leadership styles, as required…Dictatorial / Analytical / Opinion-Seeking / Democratic

Prepare Communication Plan:- How often would you meet regularly- What are your major design reviews- Define high level project visibility- Define working level communication- Have action item register- Record and publish meeting minutes- Communicate effectivelyà always seek

feedback

Identify and manage your risks early:- Create and maintain risk register: ID, Description, Impact,

Likelihood, Mitigation Plan, Risk Owner, Status- Focus on high impact / high likelihood risks

Negotiate effectively and resolve conflicts- Encourage healthy conflicts and manage dysfunctional conflicts- Come prepared for negotiations

Sep 28 & Oct 1, 2018 105

No RiskHealth

Description Likelihood

Impact Mitigation Action ECD

1

?????? Low High

2

?????? Medium Low

3

?????? High Low

54 6

Likelihood 321

1 2 3 4 5Impact

EXAMPLE – RISK REGISTER TEMPLATE

• Identify risks sooner, rather than later.• Prioritize - Focus more on high likelihood /

high impact risks.

Sep 28 & Oct 1, 2018 106

EXAMPLE – ACTION ITEM REGISTER TEMPLATE

• Don’t forget to keep closed items. You can have aseparate tab in excel spreadsheet. History.

• You can rotate who updates the register.• Date your discussions / actions.• Start your actions always with the verb.

ITEMNO PA

RK

E

TITLE DESCRIPTION ACTION OWNER DATEOPENED ECD ACD STATUS / NOTES

1.000.01.001 DESCRIBE THE ISSUE 11/27: NSJDSDJKSHDKJHSK

11/20:DSKHDKSHDKSAHNAME 13-Nov-17 5-Dec-17

1.002

2.000.0

2.0012.002

3.000.0

3.0013.002

4.000.04.0014.002

GENERAL

OTHER TECHNICAL DISCUSSIONS

SCHEDULE

CERTIFICATION

Sep 28 & Oct 1, 2018


107

PROJECT CLOSURENOTE: This could apply to the phase closing, as you are passing theproject over to the next year project team.

Prepare for closeout meeting:- Status the project scope, schedule and cost- Have you met your purpose, produced your

product and met your project successcriteria?

- If you are handing over the project:- Prepare checklists for project handover- Inform where project information is

stored

Conduct LessonsLearned meeting

Sep 28 & Oct 1, 2018


108

ENJOY THE PROJECT…

… AND NEVER FORGET

Sep 28 & Oct 1, 2018 109

Sep 28 & Oct 1, 2018 110

3. Questions

Sep 28 & Oct 1, 2018 111

Sep 28 & Oct 1, 2018 112

4. AppendixSome MS Project Hints - Planning1. Set up the Project Calendar

Sep 28 & Oct 1, 2018 113

4. AppendixSome MS Project Hints - Planning2. Set up the Project Information, choose project start date and Calendar

Sep 28 & Oct 1, 2018 114

4. AppendixSome MS Project Hints - Planning3. In File / Options change tasks to Auto Scheduled and Fixed Duration

Sep 28 & Oct 1, 2018 115

4. AppendixSome MS Project Hints - Planning4. Enter your Tasks from WBS. Use Intent Icons to move Subtasks

Sep 28 & Oct 1, 2018 116

4. AppendixSome MS Project Hints - Planning5. Set up Durations and Milestone Constraints.

Right click in this areaand select “Show Split”

Sep 28 & Oct 1, 2018 117

4. AppendixSome MS Project Hints - Planning6. Set up Durations and Milestone Constraints. Milestone has duration zero.

Work one task at thetime adding theduration. Milestoneshave zero duration.

Sep 28 & Oct 1, 2018 118


Sep 28 & Oct 1, 2018 119


Double click on number corresponding to milestone. Go to Advanced Tab. Set upby which date you should complete this milestone.

Under Notes tab, youcan add additionalinformation related to aparticular task. Thatcould be your WBSDictionary.

Sep 28 & Oct 1, 2018 120

4. AppendixSome MS Project Hints - Planning9. Set up your Resource Sheet

The hints provided in the Appendix arebasic. In this example we are notscheduling tasks based resourceloading and work hours requested, weare estimating duration in days.

If this was not the case, the durationwould not be entered (see steps 5 – 7).We would enter the number of hoursrequired for the task. Based on numberof hours required and percentageavailable, MS project would calculatethe duration.Example: 8 hour task done by 20%available resource would take 5 days, aseach day resource would work on thetask 1.6 hours.

Sep 28 & Oct 1, 2018 121

4. AppendixSome MS Project Hints - Planning10.Example – if not using estimating by Duration

If estimating duration based on hours required to complete the task, in your split view:• Change task type from Fixed Duration to Fixed Work• Select resource• Add work / effort required to complete the task• Then click OK

Sep 28 & Oct 1, 2018 122

4. AppendixSome MS Project Hints - Planning11.Assigned Resources

Resources are assigned, and all Red, as MS Project thinks all tasks are done at thesame time. We need to set up task dependencies.

Sep 28 & Oct 1, 2018 123

4. AppendixSome MS Project Hints - Planning12.Set up the dependencies: FS (finish-start), SS (start-start), FF (finish-finish).

SF (start-finish) is not used that often.

Resources are no more red.If you have extra time between the last task and the milestone for a chapter, you can add some lag on thetasks. Double-click on the dependency lines to adjust.

Double-click on 103 for Task 1 and go toPredecessors tab.

Sep 28 & Oct 1, 2018 124

4. AppendixSome MS Project Hints - Planning13.Add lag.

Double-click on the dependency lines to add lag or double-click on the task line item number and go toPredecessor tab.

Sep 28 & Oct 1, 2018 125

4. AppendixSome MS Project Hints – Execution, Monit. & Controlling14.Once you are happy with your schedule, save the baseline.

Sep 28 & Oct 1, 2018 126

4. AppendixSome MS Project Hints – Execution, Monit. & Controlling14. Insert column “% Complete”, update weekly and monitor your schedule

adherence.

If you have to reschedule tasks, you can re-baseline the schedule.

Note: In this simple example, the task dependences are FS and it continue like this. That is why there is nocritical path, as there is only one path.In case that you have a critical path, the tasks on the critical path will turn red (see next slide). Pay specialattention to those tasks, so they don’t get late.

Sep 28 & Oct 1, 2018 127

4. AppendixSome MS Project Hints – Execution, Monit. & Controlling15.Example Showing Critical Path

Make sure you are in Tracking Gantt View (change in the drop-down beside Gantt Chart icon).In case that you have a critical path, the tasks on the critical path will turn red.Pay special attention to those tasks, so they don’t get late.

INTRODUCTION TO PROJECT MANAGEMENT · INTRODUCTION TO PROJECT MANAGEMENT Prepared for Carleton...

Documents

Transcript of INTRODUCTION TO PROJECT MANAGEMENT · INTRODUCTION TO PROJECT MANAGEMENT Prepared for Carleton...