Ms-project Training Jekale Cmc by Abinet

8/19/2019 Ms-project Training Jekale Cmc by Abinet

1/128

Microsoft Project Microsoft Project

Tutorial Tutorial

Abinet D.Abinet D.

16/10/13

Ms-project training JekaleCMC by Abinet D.


2/128

Conceptual Parts

• Introduction

• Processes

Presentation Outline

1:40 AM 2

MS Project Application

Introduction

Scheduling Tasks

Setting Resources

Assigning Resources Assigning Costs

Checking & Adjusting Project

Plan


3/128

Introduction Introduction

• Background

• Definition, Purposes

• Contractual Bases

• Programming andPresentation Methods

• Programming

Approaches


1:40 AM 3

Processes Processes

Basic Planning

Scope, Construction Methods &

Crews

Activities & ResourcesDependencies

Constraints

Activity Duration Estimating

Construction Programs C

o n c e p t u a l P a r t

C



4/128


• Background




• Programming

Approaches


1:40 AM 4

Processes Processes

Basic Planning


Crews


Constraints

Precedence Diagram


Construction Works Program

Construction Resources Program

Construction Cash Flow Program

C


C



5/128

• Time is one among the Performance Criteria for Construction Projects

• Time is an important planning component• Time is expressed in Construction Works Program called Scheduling

• Scheduling is for everyone and can be used for every process

• Therefore; Construction Time need to be planned

• Otherwise; Failing to plan is planning to fail; that is, projects will

delay

• Projects delay causes:

– Contractors to pay Liquidated Damages and may loose expensesof idle resources, overhead costs, and escalated amounts

– Employers miss target completion dates, consequential benefits

and additional costs due to time related claims

Introduction: Background

1:40 AM 5


6/128

• Construction Time Management is a process of:

– Identifying Scopes, Activities and Resources

– Programming Works, Resources and Cash Flows

– Tracking, Monitoring and Evaluation of Time related progresses

– Re-Programming

• Purposes include:

– Ensuring the successful completion of projects within the

Contractual agreed date

– Administering Programs and Time related Claims such as

Extension of Time, Prolongation Costs and Liquidated damages

Introduction: Definition + Purpose

1:40 AM 6


7/128

• Bill of Quantities

• Works, Resources and Costs Breakdown Structures for Scope

Definition

• Construction Methods definition and Crews assignment

• Basic / Master, Detail and Updated Programs

• Programming and Presentation Methods and Approaches

selection

• Activities and Resources Dependencies

• Construction Works, Resources and Cash flow Programs

• Administrative and Technological allowances

Introduction: Contractual Bases

1:40 AM 7


8/128

• Bar Chart

• Critical Path Method (CPM)

• Program Evaluation and Review Technique (PERT)

• Network Diagramming (AoA, AoN and PrecedenceDiagram)

• Line of Balance Technique (LOB)

• Critical Chain Method

Introduction: Programming & Presentation Methods

1:40 AM 8


9/128

• Graphical presentations of Works against time

Introduction: Bar Chart

1:40 AM 9


10/128

AdvantagesAdvantages

• Ease of Preparation and Use

Introduction: Bar Chart

1:40 AM 10

DisadvantagesDisadvantages

Lack representations of activities

dependencies

Does not show Critical activities

Provides insufficient information


11/128


12/128

AdvantagesAdvantages

• Considers Activities and Resources

dependencies

• Shows Critical and Non-Critical

activities with their floats

• Considers and Provides Sufficient

Information

Introduction: Critical Path Method

1:40 AM 12

DisadvantagesDisadvantages

Lacks considerations of

uncertainties

PERT solves thisdisadvantage


13/128

• Three types of Network Diagramming

– Activities on Arrows system

– Activities on Nodes system later derived to Precedence Diagrams

– Event or Milestones system

• Precedence Diagram

– A derivative method of Activity on Nodes network diagramming

– The Nodes represent:

Introduction: Network Diagramming

1:40 AM 13

Earliest StartActivity

Number

Earliest

Finish

Latest Start Latest Finish

Activity Description

Total Float Duration


14/128


– The Arrow represents:

• Four Type of Dependencies shown by the directions of the arrows; and

• Lag or Lead times between activities.


1:40 AM 14

01

5

0 5

Site

Clearance

0 5

2

3

20

7 25

Bulk

Excavation

5 18

SS = 2

5 2 255 25

Borrowed Fill

0 20

FS = 0

25

4

10

0

25 10

0

Sub Base

0 75FS = 0

FS = 5


15/128


– The Four types of dependencies


1:40 AM 15


16/128

• LOB method is used to program / schedule recurrent activities

• Recurrent activities include:

– Sections in Transport, Communication and Electric Power Line related Projects

– Construction Works on consecutive floors of buildings

Introduction: Line of Balance Method

1:40 AM 16


17/128

• Forward Pass Computations– Determines earliest starts and finishes

– Saves Floats if adhered to earliest starts and finishes

• Backward Pass Computations– Determines latest starts and finishes

– Indicates floats to consume w/out affecting completion

dates

Introduction: Programming Approaches

1:40 AM 17


18/128


• Background




• Programming

Approaches


1:40 AM 18

Processes Processes

Basic Planning for Programming


Crews


Constraints


Construction Programs

C o n c e p t u a l P a r t

C o n c e p t u a l P a r t


19/128

Processes: Basic Planning for Programming

1:40 AM 19

ItemsItems TasksTasks ApproachesApproaches

Works

Identifying & Knowing what is to be done

Identifying the activities involved

Identifying how the works can be done

Studying Contract Document

Developing WBSs

Selecting Construction Methods

Assignment of Crews

Time

Identifying When activities shall be done

Whichactivities can be done in parallel?Which activities shall be done before or after thisactivity?

Trade off between time and cost

Identifying which ones require at most attentions

Identifying where to provide buffers

Network Analysis

Critical Path

Critical Chain

ResourcesAssigning resources requirements MBSs, LBSs, EBSs & CBSs and their

Schedules

Controlling

Developing Performance Targets / Milestones

Identify how such targets to be measured

Identify how to transform trends into impacts

Communicate Performances

Gantt Chart with Milestones

Schedule and Cost Variances

Cost & Schedule Performance Index

Reporting Formats


20/128

• Scope

– BOQs of the Contract Document defines Scope of Works

– WBSs is a tool to show the various classifications of Scopes for Construction

Works Programming

Processes: Scope, Construction Methods & Crews

1:40 AM 20


21/128

• Construction Methods considers

– Own Force Vs Outsourcing (Alliance / Sub Contracting)

– Equipment Vs Labour Intensive

– Own / Buy or Rent or Lease (Storage and Equipment)

– On site Vs Prefabrication and Assembly / Plant Based

– Temporary Vs Permanent Works

• Construction Methods describes

– General description

– Scope and Tasks Involved

– Preparatory Works

– Resources involved

– Crew Designated and / or Assigned

– Productivities per Crew


1:40 AM 21


22/128

• Construction Methods: Example


1:40 AM 22


23/128

• Construction Methods


1:40 AM 23


24/128

• Construction Crews– Shows composition of Labor and Machineries for each trades of

works

– Serves as bases for determining productivities

– Are either based on Organizational / National / International

Standards

– National Standards include:

• EBCA / ETCA later BaTCoDA Standards

• MoWaUD Pre - Output Norms


1:40 AM 24


25/128

• Activities Dependencies define

– Which activity to Start / End

– Which Activity to Precede / Follow

– Which Activities to be executed in parallel

– Which Activities diverge from Which Activity

– Which Activities merge to which Activity

• Resources Dependencies considers

– Lead Time / Buffer for Resources Delivery

– Storage Capacity for Resources Delivery

– Scarcity for Resources Delivery

Processes: Activities and Resources Dependencies

1:40 AM 25


26/128

• Constraints show Lead / Lag times in Network Diagrams and

Work Programs• Constraints are considered for:

Submittals which required for Engineer’s Initial & Intermediate reviews

Shop Drawing Approvals

Start up, Testing and Inspections Mockups for Local & Imported materials

Procurement & Delivery for Local or Imported Materials, Machinery Rental or

Import

Procedural requirements for Sub Contracting

Plant erection & Installations

Productions

Installation and Removal of Temporary Works

Curing, etc

Processes: Constraints

1:40 AM 26


27/128

• S – Curve can be the bases for Preliminary estimates of Time – Cost cut

off points for its three Categories

Processes: Estimating Activity Durations

1:40 AM 27


28/128

• For individual activities: di = qi / (pi x nci); where

– di = duration of an activity i

– qi = quantity of an activity i planned to be executed

– pi = productivity of an activity i per a crew

– nci = number of crews for an activity planned to be executed

• numbers of crews are determined by apportioning the completion

time and iteratively arriving to an optimum value

Processes: Estimating Activity Durations

1:40 AM 28


29/128

• Construction Programs include

– Construction Works Program• Activities from WBS & BOQs

• Activity Quantities

• Activity Durations

• Lag Times• Precedence Diagrams

– Construction Resources Program

• Resources from LBSs, MBSs, EBSs & CBSs

• Lead Times

– Construction Cash flow Program

• Cash Inflows from diversified financial sources

• Cash Outflows including Direct and Indirect Costs

• Cash Flow Balance

Processes: Construction Programs

1:40 AM 29


30/128

Conceptual Parts

• Introduction

• Processes


1:40 AM 30

MS Project Application

Introduction

Scheduling Tasks

Setting Resources

Assigning Resources

Assigning Costs

Checking & Adjusting Project

Plan

M S P r o j e c t A p p l i c a t i o n

M S P r o j e c t A p p l i c a t i o n


31/128

• MS Project

– Is a Programming Software

– Uses specialized databases internally

– Defines Project and Task information

– Stores and Presents many data such as Tasks, Durations, Links,

Resources, Milestones, etc.

– Undertakes computations to determine Early / Latest Starts /

Finishes; Floats / Slacks; Critical Activities / Path; Costs;

Progresses; etc.

– Presents results in different Views such as Gantt Chart;

Precedence Diagram; Resources Graph; Cash flow; etc.

– Programs, Tracks and Update Programs

– Provides reports

Introduction

1:40 AM 31


32/128

Microsoft Project 2007

• Just a tool; which helps to manage

actives


33/128

What do we need to work with MS-Project

• Worked resource breakdown.

• Duration to each activity (Start date, finish

date, calendar, etc…)

• Relation of activities

• Generally Understanding your Project


34/128

What to Expect /Ms-Project output/

Automate repeated tasks: If you havetasks that repeat throughout the life of a

project, such as weekly meetings or regular

reviews, you can create a single repeating

task, and Project duplicates it for you.


35/128


Project templates: If you often do similar typesof projects, you can create project templates with

typical project tasks already in place; you can

then modify the templates for individual projects.

Project comes with templates to help you get

started.


36/128


Import existing task lists: You can createprojects from tasks that you’ve set up in

Outlook, or you can use Excel to start your

project and then easily import the

spreadsheet into Project.


37/128


Macros: You can take advantage ofMicrosoft Visual Basic to build macros that

automate repetitive tasks, such as

generating weekly reports. (advanced

option)


38/128


Advanced reporting and analyticalcapabilities: In addition to the reports

Project provides, you can easily use Project

data to prepare reports in Visio and Excel,

providing you with additional analytical

capabilities.


39/128


• Visual reports

• Cost /financial reports/

• Activity assignment• List of tasks in different categories

• A Gantt Chart

• Critical path

• Easy summary tasks


40/128

Defining the Project

• The objective of the project should bedefined by the person/group that is going to

manage the project.

• Tasks, start times, and deadlines should be

clearly established.


41/128

Using MS Project

• Define the Project• Build the Plan

– Set a start date

– Enter tasks/durations

– Assign resources

– Link tasks– Fine tune the plan


42/128

Using MS Project (cont’d)

• Track and Manage– Set a baseline

– Enter actual

– Adjust plan

• Close Project


43/128

Start working with MS-Project

• Click start on Windows 7– Click on start

– All Programs

– Microsoft Office

– “Microsoft office 2007”


44/128

Start working with MS-Project

• For windows 8- Type “Microsoft office 2007” in search box or

look @ on recent items


45/128

Default View of Ms Project

Table areaChart area


46/128

• Two Options to open an MS Project file:

– Open MS Project from MS Office Drop Down Menu– From Existing File using “OPEN” from “File” Menu

– Creating a New File using “NEW” from “File” Menu

Start => MS-Project

1:40 AM 46


47/128

Setup a Project information

1:40 AM 47

((To be scheduled from project startTo be scheduled from project start

date)date)

1. Click Project > Project

Information.

2. In the Start Date box,.

–– By default, the Start Date By default, the Start Date

box shows today’s date.box shows today’s date.3. Click OK.


48/128

Setup a Project information

1:40 AM 48

SETUP A PROJECT(To be scheduled from project(To be scheduled from project finish finishdate)date)

1. Click Project, Project

Information.

2. In the Schedule From box,

click Project Finish Date.

3. In the Finish Date box,enter the project finish

date.


49/128

Setting Your Project Calendar

1:40 AM 49

Working with Base Calendars in Microsoft Project Working with Base Calendars in Microsoft Project

Microsoft Project comes with four base calendars. These base calendars are like

calendar templates that you can apply to a set of resources,resources, aa setset of of tasks,tasks, oror thethe projectproject

asas aa wholewhole.

• Standard Working time is set to Monday through Friday, 8:00 A.M. until 5:00 P.M.,

with an hour off for lunch from noon until 1:00 P.M. each day. ThisThis isis thethe default default

basebase calendar calendar used used for for thethe project, project, for for tasks,tasks, and and for for resourcesresources..• Night Shift Working time is set to an 11:00 P.M. until 8:00 A.M. night shift, five

days a week, with an hour off for lunch from 3:00 A.M. until 4:00 A.M. each

morning.

• 24 Hours Working time is set to midnight until midnight seven days a week; that is,work never stops. This base calendar is typically used for projects in a manufacturing

situation.

• Customs (next topic)


50/128

MODIFYING A CALENDAR

1:40 AM 50

Click Tools, Change WorkingTime.

Dialog box will open with the

name “Change Working Time”


51/128

MODIFYING A CALENDAR (CONT’D)

1:40 AM 51

Click on “crate New Calendar” tab

and rename your project calendar In the For box, click the name of

the base calendar you want to

modify

To change the working time of a

single day, click that day.

In the Exceptions field, write the

holiday. AutomaticallyAutomatically thethe selectedselected

dayday willwill bebe setset asas nonnon workingworking timetime

Example: Select January 20 and write

“Ethiopian Epiphany” at the Exceptions

Field. Do to the same for 13 nation

holyday


52/128


1:40 AM 52

To change the working time of a

particular day of each week,Select the workweeks field.

For example, to change the

working time of Saturday, Select

Details button. Select the day (example Saturday)

and Mark the “Set day(s) to these

specific working time”

then change the times in the From

and To boxes as needed.


53/128


1:40 AM 53

To add or change the working time of a

day in another month. In the Change Working Time dialog

box, select the calendar from the

“For calendar” drop-down list, and

then click the Exceptions tab.

TheThe ExceptionsExceptions tabtab appearsappears..

Enter the name, start date, and finish

date as you would for a regular

exception.

Recurring exceptions tend to span

longer periods of time than

exceptions for holidays or training

classes.


54/128

Working with Ms-project views

• It vital of ms-project

• We use frequently now and then

• Its adjustable

• Have five main views

• Calendar view

• Gantt Chart

• Network Diagram

• Task Usage

• Tracking Gantt Chart


55/128


• Calendar view


56/128

Calendar View

• Keeps tabs on whentasks occur.

• Quickly see how long

tasks take, when theystart and finish, and

how they occur in

relation to other tasks.

• To view, click the

Calendar icon


57/128


• Gantt Chart

• Very common view of Ms-Project


58/128


• Network Diagram


59/128


• Task Usage


60/128

Task Usage View

• Work with task andresource information

side by side.

• Easily create usefulreports about when a

resource is scheduled

to work on a task.


Task Usage icon


61/128


• Tracking Gantt Chart


62/128

Resource Graph View

• See whether resourcesare over allocated,

what capacity they're

working at, and how

much they cost in a

timescale graph


Resource Graph icon


63/128

More Views

• Resource Sheet View– Easy way to review, add, edit data about

resources

• Resource Usage View

– Work with resource and task information side

by side


64/128

Working with ==>>Tools ==>>Option

View tab; Point to

focus

•Default view•Calendar type•Date format•Currency symbol


65/128

Changing Date formats

•It is possible to change date formats by clicking:•Tools => Option => View


66/128


General Tab;

•User name

•Rate /hr or /day


67/128


Edit Tab;

•View option

•Minutes, Hrs, day..


68/128


Calendar Tab;

•Week/yr stats on

•Working hr/day …


69/128

69

Constraints

Definition and Types of ConstraintsEight types of constraints available in Ms Project. By default all tasks are assigned As Soon

As Possible constraint.

• As Soon As Possible (ASAP) Starts the as soon as possiblebased on links to other tasks. allow schedule changes tostart tasks earlier or later .– Used for Starting a task as soon as possible with predecessor

tasks, if any, allow. Do not enter a date with this constraint ..

• As Late As Possible (ALAP) Starts the as late as possiblebased on links to other tasks. allow schedule changes to

start tasks earlier or later.– Used for Starting a task as late as possible with out delaying the

project end date or the finish date of a successor task .do no entera date with this constraint.


70/128

70

• Finish No Earlier Than (FNET) Finishes thetask on or after the day you enter. allowsschedule changes to start tasks later .

– Used for Tasks that perhaps can but shouldn’t finishbefore a specific date. Ms Project automatically

assigns this constraint when you enter a task finishdate.

• Start No Earlier Than (SNET) Starts the taskon or after the day you enter. allows schedule

changes to start tasks later.– Used for Tasks that must start on or after a specific

date. Ms Project automatically assigns this constraintwhen you enter a task start date.

Constraints cnt’d


71/128

71

• Finish No Later Than (FNLT) Finishes thetask on or before the day you enter. Allowsschedule changes to move the finish date up to.But not later than the specified start date.

– Used for Tasks that must finish by a specific date• Start No Later Than (SNLT) Starts the task on

or before the day you enter. Allows schedule

changes to move the finish date up to. But notlater than the specified start date.

– Used for tasks that must start by a specific date.

Constraints cnt’d


72/128

72

Constraints cnt’d

• Must Finish On (MFO) Finishes the taskon a specific date. schedule changes don’taffect the finish date.

– Used for Tasks that must finish on a specificdate.

• Must Start On (MSO) Starts the task on aspecific date. schedule changes don’t affectthe start date.

– Used for Tasks that must start on a specific date


73/128

Entering Tasks and Durations

• Tasks are entered in the “Task Name”column

• Subtasks are created by indenting a task.

• Durations may be entered in number of

working days or start and finish dates may

be used


74/128


75/128


Inking Duration with Excel• Copy duration column from excel and “past

special” in ms-project duration column


76/128

• Recurring tasks like weekly meeting• Click on Insert (main menu) recurring

task



77/128

Standard Markers

• Normal Task

– designates ordinary task duration

• Summary Bar

– designates the duration of a group of sub-tasks


78/128

Special Markers

• Milestones– A reference point marking a major event in a

project and used to monitor the project's

progress– To create a milestone, Enter “0” in the duration

field


79/128

Changing Marker Styles

• Double-click on the Marker you want to change

and format accordingly or from main menu

forma=> Bar style (for the project)


80/128

Assigning Resources

• A resource can be a single person, anequipment, or it can represent a group, such

as Plumbers

• Information on resources includeAvailability, Costs, and Working Time

• Resources are very important in accurate

scheduling


81/128

• Copy all list of resources and past @ resource sheet

• View => Resource Sheet

Assigning Resources


82/128

Assigning Resources

• Enter pertinent information and click OK.


83/128

Assigning Resources

• To Assign a Resource:

– Select the task to which you want to assign the resource

– Click the Assign Resources button on the toolbar Or from

tools main menu bar “Assign Resource” or select task

and Alt+F10


84/128

Assigning Resources

• If resources are not already set up, doubleclick on the name box


85/128

Entering Cost (BOQ)

• We need this when we do planning forcontractor side (or not earned value) after

award of contract. In this scenario even if

we assign project resource we have to satevalue as zero, and to follow our financial as

of our BOQ.


86/128

• Setting View for cost

Entering Cost (BOQ)

• The copy your data on excel and

pate here the amount should be

at “fixed price”

C l


87/128

Crating Financial Report view

• Again we need this when we do planningfor contractor .

• We need to have financial report view left

side actives on right side monthly cashflow.

C i Fi i l R i


88/128


• Click on view• More views

• Select task usage

• Click copy

• Rename as cash flow

• Select table; cost• Click ok

C i Fi i l R i


89/128


C i Fi i l R i


90/128


You will have normal cash flow view (BOQ) or duration

on the left and monthly executed/planned monetary

value on right side

Li ki T k


91/128

Linking Tasks

• Some tasks require that another task becompleted before it can begin. These tasks

must be linked.

• Tasks and subtasks are linked by assigningPredecessors.

Li ki T k


92/128

Linking Tasks

• Predecessor– A task that must start or finish before anothertask can start or finish

• Successor– A task that cannot start or finish until another

task starts or finishes

– A task becomes a successor when a rownumber is entered in the predecessor column

Li ki T k


93/128

Linking Tasks

There are four types of relationships between tasks:

Finish-to-Start; The default link between tasks and what you

get when you press the Link Tasks button on the Standard

toolbar. This is sometimes called a “stair step” or “waterfall”plan when tasks are linked using this relationship type. Tasks

happen in serial fashion, one after the other. Task 1 finishes and

then Task 2 begins.

Li ki T k


94/128

Linking Tasks

Start-to-Start; Tasks begin at the same time. Tasks are

linked in a parallel fashion, happening at the sametime. Task 1 and Task 2 begin at the same time.

Microsoft Project 2007 Level 1Creating Project Tasks

Linking Tasks


95/128

Linking Tasks

Finish-to-Finish; Tasks end at the same time. Again

tasks are parallel, happening at the same time. Task 1

and Task 2 finish at the same time.

Linking Tasks


96/128

Linking Tasks

Start-to-Finish; Tasks are not listed in chronological

order, or tasks from one category of your project plan

affect tasks in another category. Tasks are happening in

a serial fashion; Task 1 starts after Task 2 finishes.

Linking Tasks


97/128

Linking Tasks

Adding Lags; in any of previous links you can also

add lag .

Linking Tasks


98/128

Linking Tasks

Fine Tune the Plan


99/128

Fine Tune the Plan

• When all resources have been assigned and

appropriate tasks are linked, the original

Gantt chart will be complete

• Check to make sure tasks have been linkedcorrectly and task durations are correct

• The project is now ready to begin

Set a Baseline


100/128

Set a Baseline

• A baseline compares your original plan for

the project with the actual course of the

project.

• You can see which tasks started earlier orlater than planned, exceeded their original

budget, took longer than planned, and so on.

Set a Baseline


101/128

Set a Baseline

• Create a baseline after you've polished it

and just before you actually start work on

the project

• To track costs, be sure to enter costinformation before you create the baseline

• Updates can easily be made to the baseline

if information is missing

Set a Baseline


102/128

Set a Baseline

• The Baseline plan includes:

– Tasks (start and finish dates, duration, work,

cost, splits, time phased work, and time phased

cost)

– Resources (work, cost, time phased work, and

time phased cost)

– Assignments (start and finish dates, work, cost,time phased work, and time phased cost)

Set a Baseline


103/128

Set a Baseline

• To set a baseline:

– Point to Tracking on the Tools menu

– Click Save Baseline

Entering Progress


104/128

Entering Progress

• Update actual start and finish dates for a task.

– On the Tools menu, point to Tracking and then click

Update Task

– Under Actual, type Start and Finish dates

Entering Progress


105/128

Entering Progress

• Update progress on a task

– Double-click on the task to be updated

– Enter a percentage

– On the Gantt chart, a progress bar appears in the task

bar

Tracking Gantt Chart


106/128


• Tracks the progress of the project

• Shows what tasks are overdue and what has

been completed on time

• Click on the view Tracking Gantt (as wediscussed in previous PPT)



107/128

Tracking Progress


108/128

Tracking Progress

• Determining if tasks are starting and

finishing according to plan:

– In the Tracking Gantt, point to Table (View

menu) and click Variance– Drag the Divider bar to the right to view

variance.

– Variance is shown in Days

Tracking Progress


109/128

Tracking Progress

• Determine if tasks cost more or less than

budgeted

– In the Tracking Gantt, point to Table (View

menu) and click Cost – Drag the Divider bar to the right to view Total

Cost and Baseline fields

PERT Chart


110/128

C

• You have many ways to gather information to

estimate durations. However, most of these methodsdon't enable you the flexibility of analyzing best-case

and worst-case scenarios. A Program, Evaluation, and

Review Technique (PERT) analysis• (PERT analysis: PERT [Program, Evaluation, and

Review Technique] analysis is a process by which you

evaluate a probable outcome based on three scenarios:best-case, expected-case, and worst-case.) gives you

this flexibility

PERT Chart


111/128

• Shows a flowchart of

the project.

• Each box represents a

task in the project.

• Connecting arrows

show dependencies

between tasks.


PERT chart icon

PERT in MS-project


112/128

p j

1 2 3 4 5 6 7

PERT in MS-project


113/128

p j

• 1. Optimistic Gantt

• 2. Expected Gantt

• 3. Pessimistic Gantt

• 4. Calculate PERT

• 5. PERT Entry form

• 6. PERT weight• 7. PERT Entry sheet

PERT in MS-project


114/128

p j• Start with no. 7

• Click (PERT Entry sheet)• Feed optimistic duration, Expected Duration and

Pessimistic Duration.

• And click no. 4 (calculate PERT) to find duration.

PERT in MS-project


115/128

p j

• No.6 (PERT weight) use to adjust weight of

each duration (1:4:1) to any other special

condition for the common left default.

• No 5 (PERT Entry form) to input data foreach activity one by one.

• The others (no. 1,2 and 3) click on them to

view the graph.

Ms-Project Reports/Out puts


116/128

j p p

• Overview

• Current Activates

• Costs

• Assignments

• Work load

• Custom


117/128



118/128

• To edit click on “Edit” and work with font

formatting for project summary and Milestone.But for others different

dialog box will appear



119/128

• Current Activity Reports; incorporates reportsrelated to tasks;

• Unstated task

• Tasks Starting soon

• Tasks in Progress

• Completed tasks

• Should have stared tasks

• Slopping tasks



120/128

• Cost Report• Cash Flow

• Budget• Overbudget Tasks

• Overbudget Resources

• Earned Value



121/128

• Assignment Reports; to find reports in

relation to resources

• Who Does what

• Who does what when• To-do-List

• Overallocated Resources



122/128

• Work Loads;

– Task Usage and

– Resource Usage



123/128

• Work Loads; to customize and to create

your own report– Can edit from exiting reports.



124/128

• Export Reports to Excel (you have to have

knowledge of Excel pivot table)

• Click Report => Visual Reports



125/128

• Cont..

• Visual Report

– Dialog box

– Select one– Click on view



126/128

The Project is Now Complete !!


127/128

• MS Project is a very powerful tool if it is

used correctly

• This program can save a lot of time for

engineers who are interested in time, cost,etc.

• Automatically keeps your project organized.


128/128

Thank you !!

visitwww.constructionproxy.comwww.constructionproxy.com

for more short and clear softwaremanuals

Documents

Ms-project Training Jekale Cmc by Abinet