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South East England Chapter First Chapter Meeting of 2003. Bob Walker South East England Chapter President. Agenda. CRIMINAL JUSTICE INTEGRATION PROGRAMME Tracking & Controlling projects within a large programme environment Colin Brown - Programme Manager for CJIT - PowerPoint PPT Presentation
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South East England South East England Chapter Chapter
First Chapter First Chapter Meeting of 2003Meeting of 2003
Bob WalkerBob Walker
South East England South East England Chapter PresidentChapter President
AgendaAgenda CRIMINAL JUSTICE INTEGRATION PROGRAMME CRIMINAL JUSTICE INTEGRATION PROGRAMME
Tracking & Controlling projects within a large programme environmentTracking & Controlling projects within a large programme environment
Colin Brown - Programme Manager for CJITColin Brown - Programme Manager for CJIT
Task Update Cycle – an In-depth ReviewTask Update Cycle – an In-depth ReviewDavid Hans - Pcubed David Hans - Pcubed
Collateral CornerCollateral CornerJo Handley - Jo Handley - Microsoft Account SE Project Specialist Microsoft Account SE Project Specialist
Tips and TricksTips and TricksBob Walker - President SEE MPUGBob Walker - President SEE MPUG
Question and Answer Session Question and Answer Session
Tracking & Controlling projectsTracking & Controlling projectswithin a large programme environmentwithin a large programme environment
CRIMINAL JUSTICE INTEGRATION CRIMINAL JUSTICE INTEGRATION PROGRAMMEPROGRAMME
Colin BrownColin Brown
11stst April 2003 April 2003
AgendaAgenda
1.1. CJIT Programme ContextCJIT Programme Context Overall ObjectivesOverall Objectives Scale, scope & complexity Scale, scope & complexity Key challengesKey challenges
2.2. Technology Solution Technology Solution Project 2002Project 2002 Project Web AccessProject Web Access CJIT Dashboard CJIT Dashboard
3.3. Summary & QuestionsSummary & Questions
Criminal Justice Integration Criminal Justice Integration ProgrammeProgramme
Government has three overarching Government has three overarching objectives:objectives:
1)1) Reduce crime and the fear of crimeReduce crime and the fear of crime
2)2) Ensure the effective delivery of justiceEnsure the effective delivery of justice
3)3) Deliver effective custodial & community Deliver effective custodial & community sentences to reduce re-offending and sentences to reduce re-offending and protect the public.protect the public.
CJIT Overview CJIT Overview Scale, Scope & ComplexityScale, Scope & Complexity
CJS Exchange
Secure Portal
Secure Web access
Role based access
Public Portal
Public Web access
User authenticationBudget £1.2 Billion Budget £1.2 Billion Business Change Business Change ProgrammeProgramme1.1. secure email between secure email between
CJS users by 2003; CJS users by 2003;
2.2. electronic exchange electronic exchange of case data by 2005; of case data by 2005;
3.3. case tracking for case tracking for victims of crime from victims of crime from 2005 onwards2005 onwards
Digitallysigneddocumentation
Scale of Integration Scale of Integration ChangeChange
In the core Criminal Justice Organisation alone, for In the core Criminal Justice Organisation alone, for example, there are 2099 police stations, 150 Crown example, there are 2099 police stations, 150 Crown Prosecution Service Offices, 414 Magistrates Court Prosecution Service Offices, 414 Magistrates Court
Houses, 90 Crown Court Centres, 136 Custodial Houses, 90 Crown Court Centres, 136 Custodial Institutions, 948 Probation Offices and 155 Youth Institutions, 948 Probation Offices and 155 Youth
Offending Teams.Offending Teams.
Many organisations involved:Many organisations involved:many decisions both informal and formalmany decisions both informal and formal
OthersOthers OthersOthers
Home OfficeHome Office
OthersOthers OthersOthers
CPSCPS LCDLCD
MagistratesCourts
Probation
PoliceYouth
OffendingTeams
CourtService
Prisons
Core Programme
““Visibility, Insight, & Visibility, Insight, &
Control”Control”
Managing Projects Managing Projects
Managing Programmes
Managing Programmes
Projects
Sub-Programs
Investment, resources & Prioritisation
Investment, resources & Prioritisation
Alignment With Business Objectives
Alignment With Business Objectives
Overall ProgrammeOverall Programme
BusinessBenefits
BusinessBenefits
Raise the visibility & understanding of projects
Business drivenBusiness drivenStrategic focusStrategic focus
Collaboration & Communication
‘M
anag
ing
by F
acts
’
Key ControlsKey Controls
Project Server
Managers &Stakeholders
Project Planners
CJITDashboard
Project WebAccess
DesktopMS Project 2002
ProjectManagers
&WorkstreamManagers
Project Web AccessProject Web Access
Functionality Extended for RisksFunctionality Extended for Risks Added for Issues, Changes and Added for Issues, Changes and
DocumentsDocuments One source of data – many usesOne source of data – many uses
Dashboard Milestone Dashboard Milestone ManagementManagement
Monitor Monitor deliverable deliverable statusstatus
View key View key milestones milestones at different at different levelslevels
Drill down Drill down into problem into problem areasareas
Milestone & Task TrackingMilestone & Task Tracking Track milestone by Track milestone by
type type e.g. “customer e.g. “customer delivered”, OGC gateway delivered”, OGC gateway review, supplier referencereview, supplier reference
Monitor & measure Monitor & measure deliverydelivery
Understand trendsUnderstand trends
Task Completion Per Month
0102030405060708090
Mon
th n
Mon
th 4
Mon
th 3
Mon
th 2
Mon
th 1
Mon
th 0
Mon
th +
1
Mon
th +
2
Mon
th +
3
Time
No
. Tas
ks Tasks Completed(cum)
Baseline Tasks(Cum)
Milestone Performance
0%
10%20%
30%
40%50%
60%
70%
80%90%
100%
Month n Month 2 Month 1 Thismonth
% o
f m
ilest
on
es
Finish Var = 0
Finish Var between 0 & 2weeksFinish Var > 2weeks
Risk Management & AnalysisRisk Management & Analysis
Monitor risk mitigation & Monitor risk mitigation & trendstrends
Drill down to understand Drill down to understand the detailsthe details
Focus on key ones for Focus on key ones for management attentionmanagement attention
Probability
Very High (5)High (4)Medium (3)Low (2)Very Low (1)
54321
Very Low (1)
108642
Low (2)
1512963
Medium (3)
20161284
High (4)
252015105Very High
(5)
Impact
Probability
Very High (5)High (4)Medium (3)Low (2)Very Low (1)
54321
Very Low (1)
108642
Low (2)
1512963
Medium (3)
20161284
High (4)
252015105Very High
(5)
Impact
Issues ManagementIssues Management Identify problem areasIdentify problem areas Monitor problem Monitor problem
resolutionresolution Assess resolution Assess resolution
performanceperformance
Issue Age Analysis
05
10152025303540
Mon
th
Mon
th n
Mon
th 4
Mon
th 3
Mon
th 2
Mon
th 1
Mon
th 0
Time
No
Iss
ues Open Issues
>2weeks
Open Issues <= 2Weeks
SummarySummary
1. Use the power of ‘facts’ to drive Programme decision making (real metrics supporting the real results)
2. Get the same set of ‘facts’ to the delivery teams and key decision makers using a focused, experienced team (enterprise programme office)
3. Use the tools to provide visibility of the information, re-inforce process & highlight gaps at programme and project level
Projects
Sub-Programs
Overall ProgrammeOverall Programme
BusinessBenefits
BusinessBenefits
Collaboration & Communication
Tracking and Updating with Tracking and Updating with Project 2002 & PWAProject 2002 & PWA
David HansDavid Hans
PcubedPcubed
IntroductionIntroduction
Prerequisites for Tracking (5 mins)Prerequisites for Tracking (5 mins) Scenarios & Best Practice (5 mins)Scenarios & Best Practice (5 mins) Usability Issues (10 mins)Usability Issues (10 mins) Questions?Questions?
PrerequisitesPrerequisitesTracking & UpdatingTracking & Updating
Consistent Planning StandardsConsistent Planning Standards Resources assignedResources assigned Dependences appliedDependences applied Constraints minimizedConstraints minimized Task types agreedTask types agreed
PrerequisitesPrerequisites
Reporting guidelines and ProcessesReporting guidelines and Processes
Time Period for actual information updateTime Period for actual information update
Method of reporting progressMethod of reporting progress %complete%complete actual work and work remainingactual work and work remaining % complete and work remaining% complete and work remaining
Best PracticeBest Practice1) Resources
SubmitUpdates Via PWA
3) PM AppliesUpdate toPlan
5) PM ReviewsPlan against
Baseline4) PM Takes
Note ofScheduling
Errors
6) RescheduleActivities andAssignments
2) PM ChecksUpdates
Usability IssuesUsability Issues
Delegation of ownership Delegation of ownership What happens if Jo(e) Bloggs is on What happens if Jo(e) Bloggs is on
vacation?vacation?
Non project time TrackingNon project time Tracking Bucket TasksBucket Tasks
Matrix OrganisationsMatrix Organisations Management vs Project viewManagement vs Project view
Multiple Resource CalendarsMultiple Resource Calendars
SummarySummary
Tracking and Updating using PWA is Tracking and Updating using PWA is highly valuable for dispersed teamshighly valuable for dispersed teams
Time Saving potentialTime Saving potential Requires implementation of good Requires implementation of good
planning and processesplanning and processes Requires good understanding of Requires good understanding of
scheduling engines by the PMscheduling engines by the PM
Questions?Questions?
Jo HandleyJo Handley
Microsoft Account SE Microsoft Account SE Project Specialist Project Specialist
Project ResourcesProject Resources
UK Microsoft Project SiteUK Microsoft Project Sitewww.www.microsoftmicrosoft.com/office/project/default.asp.com/office/project/default.asp
60-day Evaluation Kit60-day Evaluation Kitwww.www.microsoftmicrosoft.com/office/project/evaluation/trial.asp.com/office/project/evaluation/trial.asp
TechNet IT Professional ResourcesTechNet IT Professional Resourceswww.www.microsoftmicrosoft.com/.com/technettechnet//treeviewtreeview/default.asp?/default.asp?urlurl=/=/technettechnet//prodtechnolprodtechnol/project/Default.asp/project/Default.asp
Project 2002 Resource KitProject 2002 Resource Kitwww.www.microsoftmicrosoft.com/.com/technettechnet//treeviewtreeview/default.asp?/default.asp?urlurl=/=/technettechnet//prodtechnolprodtechnol/project/project2002//project/project2002/reskitreskit/default.asp?frame=true/default.asp?frame=true
MSDN Developer ResourcesMSDN Developer Resourceshttp://http://msdnmsdn..microsoftmicrosoft.com/library/default.asp?.com/library/default.asp?urlurl=/=/nhpnhp/default.asp?/default.asp?contentidcontentid=28000445=28000445
Project 2002 Software Development KitProject 2002 Software Development Kithttp://http://msdnmsdn..microsoftmicrosoft.com/library/default.asp?.com/library/default.asp?urlurl=/library/en-us/=/library/en-us/pdrpdr//PDRPDR_Overview_3338.asp?frame=true_Overview_3338.asp?frame=true
Project Resources Con’tProject Resources Con’t Project DownloadsProject Downloads MSDN: MSDN: http://http://msdnmsdn..microsoftmicrosoft
.com/downloads/default.asp?.com/downloads/default.asp?urlurl=/downloads/topic.asp?URL=/MSDN-FILES/028/000/=/downloads/topic.asp?URL=/MSDN-FILES/028/000/433/topic.xml&frame=true433/topic.xml&frame=true
Download Centre: Download Centre: http://office.http://office.microsoftmicrosoft.com/downloads/default..com/downloads/default.aspxaspx?Product=Project&Version=95|97|98|2000|2002&Ty?Product=Project&Version=95|97|98|2000|2002&Type=Update|Converter|Add-In|Assistant|Stationery|pe=Update|Converter|Add-In|Assistant|Stationery|Document|Viewer|Template|Anti-Virus|UpdatesDocument|Viewer|Template|Anti-Virus|Updates
Project Templates (Template Gallery)Project Templates (Template Gallery)http://search.http://search.officeupdateofficeupdate..microsoftmicrosoft.com/.com/TemplateGalleryTemplateGallery/ct137.asp/ct137.asp
Project Support Project Support Office Support Pages: Office Support Pages:
www.microsoft.com/office/project/support/default.awww.microsoft.com/office/project/support/default.aspsp
Microsoft UK Help and Support: Microsoft UK Help and Support: http://support.http://support.microsoftmicrosoft.com/default..com/default.aspxaspx??LNLN=EN-GB=EN-GB
Project Resources Con’tProject Resources Con’t
Office Community Newsgroups (including Project)Office Community Newsgroups (including Project)
http://communities.microsoft.com/newsgroups/http://communities.microsoft.com/newsgroups/default.asp?default.asp?icp=Prod_Office&sLCID=US&newsgroup=microsoft.icp=Prod_Office&sLCID=US&newsgroup=microsoft.public.projectpublic.project
Case Studies:Case Studies:
UK: www.microsoft.com/uk/casestudies/UK: www.microsoft.com/uk/casestudies/
US: www.microsoft.com/resources/casestudies/US: www.microsoft.com/resources/casestudies/
MS Press (Books):MS Press (Books):
www.microsoft.com/uk/mspress/subjects/www.microsoft.com/uk/mspress/subjects/subjectaj_p1.htmsubjectaj_p1.htm
Press Centre (Press Releases)Press Centre (Press Releases)
www.microsoft.com/uk/press/www.microsoft.com/uk/press/
Project Resources Con’tProject Resources Con’t
Partner Marketing ResourcesPartner Marketing Resources
www.microsoft.com/uk/partner/directdrive/102/www.microsoft.com/uk/partner/directdrive/102/marketplace.aspmarketplace.asp
Hands-on LabsHands-on Labs
www.microsoft.com/uk/skills/handsonlabs/www.microsoft.com/uk/skills/handsonlabs/default.aspdefault.asp
Microsoft Project User GroupMicrosoft Project User Group
www.mpug.org/se-england/seedefault.htmwww.mpug.org/se-england/seedefault.htm
Keeping YourKeeping YourMicrosoft Project ScheduleMicrosoft Project ScheduleCurrentCurrent
Bob Walker,Bob Walker,
MPUGMPUG
South East England ChapterSouth East England Chapter
Table of ContentsTable of Contents
1.1. Why Keep Your Schedule Current?Why Keep Your Schedule Current?2.2. My Schedule Is The Way It Is - Because It My Schedule Is The Way It Is - Because It
Got That WayGot That Way3.3. Tonight’s FocusTonight’s Focus4.4. Ways That Schedules are BuiltWays That Schedules are Built5.5. The Project Network DiagramThe Project Network Diagram6.6. Actuals Update ProcessActuals Update Process7.7. Task TypesTask Types8.8. Duration UpdateDuration Update9.9. Work UpdateWork Update10.10. Updating the Time and Cost BaselineUpdating the Time and Cost Baseline
Why Keep Your Schedule Why Keep Your Schedule Current?Current? Appropriate reaction to time or cost schedule Appropriate reaction to time or cost schedule
variance. variance. Minimize unacceptable negative variance.Minimize unacceptable negative variance. Maximize positive variance.Maximize positive variance.
Fact based schedule status communicated to Fact based schedule status communicated to stakeholders.stakeholders.
Accurate analysis of requested change.Accurate analysis of requested change. Change impacts compared to the current baseline.Change impacts compared to the current baseline.
Efficient forecast & deployment of resources.Efficient forecast & deployment of resources. Based on an accurate schedule.Based on an accurate schedule.
Your performance appraisal. Your performance appraisal. Team (including PM) accountable to the current agreed Team (including PM) accountable to the current agreed
baseline.baseline.
My Schedule Is The Way It Is - My Schedule Is The Way It Is - Because It Got That Way.Because It Got That Way.
Approved Changes not modeled.Approved Changes not modeled.
Work results (actuals) not posted.Work results (actuals) not posted.
Resource replacements not applied.Resource replacements not applied.
Resource details not changed.Resource details not changed.
Planning Detail not added.Planning Detail not added.
Holidays not addedHolidays not added
Invalid baseline.Invalid baseline.
Tonight’s FocusTonight’s Focus
Applying Actuals – Start, Finish, Completed, Applying Actuals – Start, Finish, Completed, Remaining.Remaining. Duration based.Duration based. Effort based.Effort based. Tracking commandTracking command Tracking toolbarTracking toolbar
Updating the Baseline.Updating the Baseline. New materialNew material Sizable negative variance.Sizable negative variance.
Ways That Schedules Are Ways That Schedules Are BuiltBuilt1.1. Constraint based schedule – no Network Diagram, Constraint based schedule – no Network Diagram,
manually entered dates.manually entered dates.((not recommendednot recommended).).
2.2. Network Diagram only – no assignments, duration Network Diagram only – no assignments, duration estimates.estimates.
3.3. Network Diagram with contacts – no assignments, Network Diagram with contacts – no assignments, duration estimates.duration estimates.
4.4. Network Diagram with resources - work estimates & Network Diagram with resources - work estimates & resources balanced.resources balanced.
(tonight’s presentation)(tonight’s presentation)
5.5. Organizational – #4 plus resources balanced across Organizational – #4 plus resources balanced across a portfolio of projects.a portfolio of projects.
Actuals Update ProcessActuals Update Process
1.1. Define & publish the update schedule & the update Define & publish the update schedule & the update process.process.
2.2. Collect task progress from last update date to current Collect task progress from last update date to current update date.update date.
3.3. Enter the update date (if using the Tracking toolbar.)Enter the update date (if using the Tracking toolbar.)
4.4. Update those tasks that are on-schedule.Update those tasks that are on-schedule.
5.5. Update those tasks that have schedule variance.Update those tasks that have schedule variance.
6.6. Reschedule all past work not completed.Reschedule all past work not completed.
7.7. Apply estimate revisions and approved plan changes.Apply estimate revisions and approved plan changes.
Actuals Update Process Actuals Update Process (Continued)(Continued)
Don’t use % complete – 25%, 50%, 75%, …Don’t use % complete – 25%, 50%, 75%, …
Do track what’s finished and estimate the Do track what’s finished and estimate the remaining:remaining: Actual Start (enter if different from Scheduled Start)Actual Start (enter if different from Scheduled Start) Actual Finish (enter if different from Scheduled Finish)Actual Finish (enter if different from Scheduled Finish) Actual Duration (or Work) completedActual Duration (or Work) completed Remaining Work (or Duration)Remaining Work (or Duration)
Completed duration or work drives completed Completed duration or work drives completed cost.cost.
Remaining duration or work drives future Remaining duration or work drives future schedule variance.schedule variance.
Task types and behaviourTask types and behaviour
Fixed Fixed DurationDuration
Fixed Fixed WorkWork
Fixed Fixed UnitsUnits
DurationDuration WorkWork UnitsUnits WorkWork
WorkWork UnitsUnits DurationDuration DurationDuration
UnitsUnits WorkWork DurationDuration DurationDuration
Duration Update – Tracking Duration Update – Tracking CommandCommand
Updating a task that is on schedule:Updating a task that is on schedule: Select the task.Select the task. Open the Tools menu, select tracking, select Update Open the Tools menu, select tracking, select Update
Project.Project. Turn on the Selected tasks button.Turn on the Selected tasks button. Select the update date (Update work as complete Select the update date (Update work as complete
through… dropdown)through… dropdown) Click OKClick OK
Updating a task that is not on schedule.Updating a task that is not on schedule. Select the task.Select the task. Open the Tools menu, select tracking, select Update Open the Tools menu, select tracking, select Update
Tasks.Tasks. Enter the Actual dur:value (time span – not work).Enter the Actual dur:value (time span – not work). Enter the Remaining dur: estimate (again time span)Enter the Remaining dur: estimate (again time span) Click OK.Click OK.
Duration Update – Tracking Duration Update – Tracking CommandCommand(continued)(continued)
Reschedule remaining work – uncompleted Reschedule remaining work – uncompleted work must be rescheduled beyond the Update work must be rescheduled beyond the Update date.date. Select the task.Select the task. Open the Tools menu, select tracking, select Update Open the Tools menu, select tracking, select Update
Project.Project. Turn on the Selected tasks button.Turn on the Selected tasks button. Select the reschedule date (Reschedule dropdown).Select the reschedule date (Reschedule dropdown). Select the Rescheduled uncompleted work to start Select the Rescheduled uncompleted work to start
after: radio button.after: radio button. Click OKClick OK
Duration Update – Tracking Duration Update – Tracking ToolbarToolbar
Activate the Tracking toolbarActivate the Tracking toolbar
Define the Update date in the Current date field in Define the Update date in the Current date field in the Project Information dialog box (Project the Project Information dialog box (Project menu).menu). Project assumes 5:00 PMProject assumes 5:00 PM
Use the Update as scheduled button for tasks on Use the Update as scheduled button for tasks on schedule.schedule. Select the task.Select the task. Click on the Update as Scheduled button on the Click on the Update as Scheduled button on the
Tracking toolbar.Tracking toolbar.
Updating a task that is not on schedule.Updating a task that is not on schedule. Click on the Update tasks button.Click on the Update tasks button. Enter data as before (above).Enter data as before (above).
Duration Update – Tracking Duration Update – Tracking ToolbarToolbar(Continued)(Continued)
Reschedule remaining work – uncompleted Reschedule remaining work – uncompleted work must be rescheduled beyond the Update work must be rescheduled beyond the Update date.date. Define the update date (Project Information dialog Define the update date (Project Information dialog
box, Current date field).box, Current date field). Select the task.Select the task. Click on the Update Tasks button on the Tracking Click on the Update Tasks button on the Tracking
toolbar.toolbar. Select the Reschedule Work button on the Tracking Select the Reschedule Work button on the Tracking
toolbar.toolbar.
Work UpdateWork Update
Use the Task Usage view or the Resource Usage Use the Task Usage view or the Resource Usage view.view.
Add & color code the Actual Work row in the Add & color code the Actual Work row in the timescale.timescale.
Set the Current date value (update date) as Set the Current date value (update date) as before.before.
Add the Remaining Work column to the table.Add the Remaining Work column to the table.
Enter hours worked day by day in assignment Enter hours worked day by day in assignment row.row.
Revise the Remaining Work value in the Revise the Remaining Work value in the assignment row.assignment row.
Reschedule remaining work as before.Reschedule remaining work as before.
Updating the Time & Cost Updating the Time & Cost BaselineBaseline
Analyze which tasks to re-baseline.Analyze which tasks to re-baseline.
Analyze which summary tasks to re-baseline.Analyze which summary tasks to re-baseline.
Select those tasks and summary rows.Select those tasks and summary rows.
Open the Tools menu.Open the Tools menu.
Click Tracking & then Save baseline.Click Tracking & then Save baseline.
Turn on the Selected tasks radio button.Turn on the Selected tasks radio button.
Click OK.Click OK.
South East EnglandSouth East England