Practical work № 1.1

PURPOSE: formation of general ideas about working with MS Project.

In the course of this work, you should learn:

create, delete, move tasks; create, modify, delete links between tasks;

· change the duration and start dates of tasks using the mouse;

create composite tasks; create and assign resources;

· manage the structure of data presentation in tables of different views.

Introduction

The project consists of tasks aimed at achieving a certain result. In order for the task to be completed, resources are allocated for it - material (equipment) and workers (employees). The allocation of a resource to a task is called an assignment, and a task can have an unlimited number of assignments.

Tasks can be combined into groups or phases, and a task that combines others is called a summary (parent).

The task is characterized by duration, that is, the time required to complete it. Tasks with zero duration are called milestones. Milestones are used to mark an important event in the calendar, such as the completion of a major milestone.

In addition, the task is characterized by the amount of labor (amount of work) and the cost or cost required to complete it.

In a project plan, tasks are linked using dependencies that determine the order in which tasks are performed relative to each other.

The duration of the project is the sum of the time intervals from the start of the earliest task to the end of the latest task, taking into account dependencies between tasks. If increasing the duration of a task increases the duration of the entire project, the task is called a critical task.

Orderfulfillmentwork

Run the program Microsoft Project. To create a finished educational project, based on the available templates, use the command File -Create..., then in the task area on the panel Create a project In chapter Create with a template- General Templates select a project New enterprise. Save the file in your working folder. close panel Project creation.

Don't forget to save the file as the work progresses!

1. In the left part of the MS Project window is the View Panel,
containing icons that you can click to quickly switch between
various representations. View is active by default.
Gantt chart. To disable/enable the view bar
use View - View panel.

Familiarize yourself with the structure and purpose of the main views. With button Other performances... switch to views Task form. Resource form. Task list. Return to the Gantt Chart view.

2. Project New venture has a complex task structure with
multilevel hierarchy. To control the display of ktur tasks
use the buttons "Show subtasks" and "Hide subtasks"
toolbar or menu item Project - Structure A.

With the command Project - Structure- Show switch to the display mode of tasks of the second level.

3. The display of tasks on the Gantt chart can also be controlled. WITH
menu command View - Scale select the chart scale
Gantt so that the window displays the entire project, and then, highlighting the task Stage 2,
only the selected task. See how the time scale changes
Gantt charts.

The menu command is also used to control the time scale of the Gantt chart. Format - Timeline or double-click on the timeline area at the top of the Gantt chart window. The Timeline dialog box allows you to set the number of timeline levels, change the units of measurement for each level of the timeline, and change the appearance of labels on the timeline.

Set the time scale of the Gantt chart to your convenience.

4. With the command Project - Structure - Show go to mode
display tasks of the first level. Open task content Stage 3 -

Activity Planning - Development detailed business plan for 5 years. Add before task Enumeration of starting positions task Drafting project summary duration 4 hours.

To do this, click on the task line Enumeration of originalprovisions, press a key Insert on the keyboard and enter data about the name and duration of the added task into the table. When adding a task in this way, MS Project automatically embeds the new task in the chain of serial links. To verify this, place the mouse cursor on the task Drafting a project summary execute the menu command Project - Details about the task. In the Task details window that opens, go to the tab predecessors and check that the task is listed as an antecedent Description of representation and perspective. Information about the relationship between tasks can also be obtained using the Gantt chart directly, located on the right side of the screen. Move the mouse cursor over the arrow showing the relationship between tasks and read the information about the relationship characteristic.

5. The summary of the project, as a rule, is written after the entire
plan. So move the task Drafting a project summary thus,
so that it starts only after the end of the task Description of risks and
prospects.

To do this, you need to select a task Drafting a project summary and execute the menu command Edit - Cut task. Then select a task Publication of the business plan and run the command Edit - Paste. Check if the connection is established correctly.

Reschedule tasks Development of a sales and marketing strategy and Developmentdistribution structures so that they precede the task Development of a pricing strategy.

6. There are several ways to remove links between tasks in MS Project.
opportunities.

6.1. Open the task details window Development of a start-up plan and make sure in the tab predecessors task specified Definitionlicensing requirements, connection type "end - start", delay - 0 days. Highlight a task and run the command Edit - Unlink tasks or click the similar button on the toolbar. At the same time, the task Development of a start-up plan will be completely removed from the chain of related tasks and its start date will be moved to the beginning of the project. Undo the link removal or re-link the tasks.

6.2. Highlight a task Determining Licensing Requirements and go to the tab predecessors task details window. Click on

To determine the timing of the implementation of activities aimed at achieving the goals of the project, and to establish the relationship between them in terms of time, taking into account the most risky events, a project calendar plan is drawn up. Scheduling is the creation and subsequent refinement of the schedule, which takes into account the scope of work, risks, restrictions. Since the schedule in the form of a list of exclusively planned parameters of work without comparison with the actual deadlines loses its meaning, often, instead of calendar plan, apply the name of the schedule.

As a result of creating a schedule, a complete project schedule is obtained, taking into account the duration of work and the resource base necessary to complete the project. Scheduling, in general, includes several main stages, including:

• project content planning and structure building,
• sequencing work and network graphics,
• drawing up a plan of terms, durations, coordinating the logical links of work and displaying them on Gantt charts or in tables,
• determination of resource needs (in personnel, mechanisms, materials, etc.) and drawing up a plan for the use of resources,
• calculation of project labor costs and other costs.

After the transition of the project to the stage of practical implementation - the execution of the planned actions - according to the calendar plan-schedule, the progress of the work is monitored, and corrective changes are made.

Planning the scope of work involves the appointment of responsible executors for tasks and deadlines. Tasks as a static category with their sequence are translated into a dynamic category of the state of work that lead to the result of the project. These tasks, given in the format of work, are summarized in a schedule and / or table. Tasks express the essence of the results according to the performance criterion (“solved / not resolved”). Accordingly, the start time for tasks is not as important as the end date.

As a rule, the project manager draws up a calendar plan, which attracts experts in various fields for these purposes. Experts should help hierarchically build complete list works. Then the duration of the work and their interdependence are determined. Some jobs can run simultaneously (in parallel), while others can only run sequentially. For clarity, these relationships are presented in the form of Gantt charts, in which a hierarchical list of tasks is located along one axis (vertically), and a calendar scale is located along the other axis. As a result of drawing up the schedule, a calendar-oriented, hierarchically structured plan should be obtained, including a complete list of works.

The resource model of the project is also part of scheduling. The need for performers for a particular stage of work and the degree of uniqueness of their qualifications, the availability of raw materials and consumables, mechanisms and equipment are taken into account. The resource base is estimated according to the characteristics of time (calendar or daily employment), the cost of using resources, the maximum availability of the resource in percent.

In its simplest form, the parameters of the schedule are the start and end dates of each work, the duration, and the resources required for these works. Complex calendar plans include several options for the start and end of work, their duration and time reserves. The methodology for calculating network models makes it possible to calculate only early and late dates. Initial (basic) planned dates and current dates must be selected taking into account other factors. There are three main choices:

1. By early start date. This is the earliest date from which you can start counting work. When you add the activity duration parameter to it, you get the early finish date. The duration of work depends on the number of employees and the total labor intensity, on the volume of work and the intensity of their implementation. According to the early start date, a schedule is created to incentivize the performers involved in the project.
2. By late completion date. The latest date by which work can be completed without delaying project work is calculated by adding the late start date and the duration. It is selected to maximize the project results to the level of consumer needs.
3. Most likely ending. Selected for resource smoothing.

If the early and late start dates differ, the interval between them (the period when work can start) becomes a reserve of time. In most planning systems, the assumption is that the duration of the work will remain unchanged, which means that the difference between late and early start and late and early completion of work will coincide. Critical work (the duration of which indicates the duration of the project as a whole) becomes work with a lead time, zero. Accordingly, the critical duration is the minimum time required to complete the entire set of works, and will have the length of the critical duration.

Technology for creating a project schedule

Since project management is based on scope, constraints, and risks, scheduling should be considered with these parameters in mind. The stages of the development of the plan will also correspond to these parameters: stage No. 1 and No. 2 - the content of the work, stage No. 3 and No. 4 - restrictions, stage No. 5 - risks.

1. Formation of a list of the scope of work. The list is important because if it is not possible to submit all the works at once, errors occur. To prevent this, when determining the composition of operations, the method of sequential decomposition of work is used.
2. Determining the potential for project implementation based on the duration of work and their sequence, which, in turn, depends on the implementation technology. In addition to the mentioned method of sequential decomposition, the method is used to determine peer review, brainstorming, etc.
3. Establishing the availability of resources. The project processes involve human, material, financial, information and other resources. Therefore, the work schedule must be correlated with the funding schedule. To do this, resources are differentiated - the concept of scarce resources is introduced. These include unique specialists, specific materials and capacities. The availability factor directly affects the sequence and duration of work.
4. Definition of external constraints. The most common restrictions are based on seasonality, on the supply of materials and equipment. An example of a restriction on external events is the deadline for completing a stage, timed to coincide with a national holiday. Such events are included in the project as milestones.
5. Risk response planning. For the main threats from among, it is necessary to develop a response plan, which also affects the calendar plan.

Such a phasing corresponds to the general logic of the development of the calendar plan, which determines the following semantic sequence:

• Step 1. Determining the scope of work.
• Step 2. Evaluation of the duration of work (labor costs).
• Step 3. Identification of external constraints and milestones.
• Step 4. Building a sequence of work and a schedule.
• Step 5. Recalculation and refinement of the schedule based on resource constraints.
• Step 6. Accounting for risks.

Since there are two opposite response strategies - active and passive - they are also reflected in the calendar plan. So active response involves the inclusion in the plan additional work which are aimed at minimizing risks, and this, in turn, affects the timing of the related work. If we consider the inclusion of this accounting parameter on the example of bringing to market new service, then in case of detection of a threat of lack of demand for the service, additional research is carried out to minimize losses. This study, as a separate work, is included in the plan and changes it. Passive response also has an indirect effect on the plan, since it involves the creation of additional financial reserves for identified risks.

Documentary component of the calendar schedule

In order to determine the final estimated terms of the operations included in the project, and its total duration, it is necessary to carry out the final coordination and approval of the calendar plan document. Coordination with the project participants specifies the degree of detail of the schedule, which should be sufficient, but not excessive. In other words, if the same resource is responsible for related operations, then there is no need for further division of higher work. If selected in independent work the task must be transferred to the execution of another responsible person, then the separation process cannot yet be called complete.

During the preliminary preparation of the calendar plan, a whole line intermediate documents, including milestone plans, network models, ISR and others. The schedule itself becomes not only a planning document, but also an execution control document. The complete project schedule package documentation includes:

• Consolidated (complex) calendar plan.
• Detailed calendar schedules for each performer.
• Detailed schedules for work packages.
• Contracting plan.
• Information about resource requirements.
• Measures of an organizational and technological nature for implementation.
• Plan for monitoring the progress of work.

Thus, the calendar project plan is functionally needed for:

• instructions for the implementation of specific actions,
• a monitoring benchmark and a document for the conduct of control measures,
• grounds for decisions to change the course of the project.

Using project management software (such as Microsoft Project), you can create electronic form schedule in the form of a Gantt chart or tabular form. The “header” of the schedule in tabular form may consist of the columns “Works”, “Timelines” (with division into columns for the start and end dates of work), “Responsible executors”, “Result”, “Fact of implementation”. Often, in separate columns, all works are numbered, and a comment cell is left for each of them.

In practice, project planning management does not end with scheduling, since adjusting the budget and changing the schedule dependent on it involves several iterations.

The final plan is assembled into a consolidated comprehensive document after development organizational structure, supply planning, risk assessment.

In the schedules for the considered set of actions, operations, works, the moments of their beginning, and sometimes the moments of their end, or even some intermediate states of their implementation in time, are indicated.

If necessary, those blocks of the system that implement the execution of the corresponding actions, operations, and works are also indicated.

The forms of presentation of calendar plans in the form of so-called network graphs (arrow diagrams) are quite widespread. Network diagrams are most often used to represent schedules for complex developments, individual orders of special importance, design or construction of unique objects by a large number of performers.

For such developments, projects, constructions, it is especially important to provide a correlation in the time of execution of individual works or their complexes. Network diagrams serve these purposes. An example of a network diagram in the so-called “work-top” form is shown in Fig. 9.1. The vertices of the network graph indicate the individual works into which the overall set of works is divided, the arcs represent information about the interdependence of the order of work. The logical interdependence of the sequence of work performed, represented by a network diagram, facilitates, first of all, the parallelization of the development complex, the distribution of work between performers.

Rice. 9.1. . Network schedule for the development and implementation of the task ( software package) in ACS. Works: 1 - preliminary definition of the list and structure of issued documents, information arrays and the nature of their use; 2 - development general scheme problem solving, approval of the list and forms of issued documents, issuance of assignments for programming, adjustment of base arrays and primary documents etc.; 3 - definition of data structures and ways of encoding information; 4 - ensuring the formation of primary data; S - ensuring the formation of normative arrays; 6 - ensuring the formation of base arrays; 7 - software development; 8 - debugging programs; 9 - technical support for solving the problem; 10 - organizational support for solving the problem; 11 - pilot test; 12 - adjustment based on the results of the check.

A scale representation of the duration and timing of work is used in network diagrams in the so-called "vertex-event" form. In network diagrams in the form of "vertex-event" works are displayed as arcs, and the vertices separate the works from each other - they are usually identified with some events. Arcs emanating from some vertex correspond to jobs that can be started only after the event represented by this vertex has occurred (that is, all jobs corresponding to the arrows entering this vertex have been completed). On fig. Figure 9.2 shows such a representation of the network graph (identical to the graph in Fig. 9.1) in the form of an “event vertex”.

Rice. 9.2. Representation of the network graph in the form of "vertex-event".

From a graph in the form of a "node-work" you can always get a graph in the form of "node-event" and vice versa. We will always make the reverse transition. The inconvenience of the second representation is that in order to reflect the order in which the work is performed, it is necessary to introduce the so-called "fictitious work" (work 13 in Fig. 9.2). Dummy jobs are introduced, in particular, to eliminate the cases of two or more parallel arcs leaving the same and entering the same vertex.

Graphical representations of schedules are usually accompanied by tables with numerical characteristics of the schedules. In many cases, the tabular presentation is generally accepted, sufficiently clear and does not require additional explanation - the schedule of training sessions, the football calendar, the schedule of institutions, etc.

Gantt chart.

One way to present timetables and schedules are Gantt charts. They represent a set of tapes or bands located along the time axis, with each tape corresponding to one operation of any work. The lengths of these tapes are equal to the durations of the operations, and the beginning of the tape coincides with the beginning of the operation.

Two types of these charts are used: Gantt charts for jobs and Gantt charts for machines. In the diagrams for jobs, each job corresponds to the time axis, the tapes on it correspond to the operations of this job, performed sequentially on different machines. On these tapes the number of the machine performing this operation is affixed.

In the diagrams for machines on the same axis, the tapes depict all the operations performed sequentially on a given machine for various works. On each tape is put the number of the work to which this operation belongs.

Figure 9.3 is an example of a Gantt chart. The data for it are contained in Table 9.1. In it, for each job, a sequence of machines is specified on which the operations of this job (technological route) are performed, and the durations of these operations are given in brackets. The sequence of execution of operations of various jobs on each machine, that is, the schedule itself, is given by:

M2: 1, 3, 2, 4;

M3: 2, 1, 3, 4;

Figure 9.3 shows the Gantt charts for this schedule.

Table 9.1.- Technological routes for four jobs and three machines

Rice. 9.3. Gantt charts for an example in table 9.1:
A) for work B) for cars

9.4. Scheduling with limited resources.

Scheduling tasks arise in various fields of activity, including the design of new products and their launch in production, scheduling of traffic, scheduling the release and delivery of products, exploration and development of mineral deposits, etc. A variety of applications makes this direction very relevant both in the development of mathematical models and optimization methods.

Scientific approach to the scheduling of projects was proposed and applied in the late 50s of the last century. Technologies such as PERT (Project Evaluation and Review Technique) and CPM (Critical Path Method) were developed (in the domestic literature, SPU is network planning and management). characteristic feature of these technologies is the presentation of the project in the form of a complex of interrelated works. The goal of these methods is to minimize project execution time by assuming that the resources required for execution are available in the required quantities. However, the possibilities of these developments were limited, since they did not take into account the real restrictions on the resources used, but only the temporal aspect was taken into account.

It is known that most scheduling problems subject to resource constraints are NP-hard. At present, studies of the indicated scheduling problems are being continued, polynomially solvable cases are being identified, and exact and approximate methods for their solution are being developed. These tasks are of particular relevance when planning large-scale projects that require large expenditures of resources.

Among the approaches to obtaining optimal solutions to scheduling problems, one should highlight the dynamic programming scheme. Another promising direction is the reduction of scheduling problems to ILP problems.

Resource constrained scheduling tasks can be divided into two classes. The first includes tasks with time criteria (total or weighted average time to complete all work, a penalty for violating deadlines, the number of work not completed on time, etc.).
To the second class - tasks with criteria related to the efficient use of resources or profit, in particular, the tasks of minimizing the total consumption of resources, smoothing the consumed resources, maximizing the net present value.

The limited resources used in the performance of work are mainly divided into renewable and warehousing. Renewable resources are available at any given time. In this case, the total consumption of the resource required to perform all the work at the considered point in time should not exceed the available amount of the resource. Representatives of this type of resources are work force, equipment, manufacturing facilities, etc. Stored resources, unlike renewable resources, are available throughout the project. In each period of time, the unclaimed volume of the stored resource is transferred to the next period of time. At the same time, at each moment of time, a balance must be maintained between the consumed and allocated volumes of resources. An example of this type of resource is materials with a long shelf life: finance, raw materials, etc.

The most studied is the problem of scheduling with renewable resources and the criterion of the total time of completion of all work. For this problem, algorithms for exact and approximate solutions are proposed. However, problems of this type with other optimization criteria have been studied relatively poorly, so there is a need to build both exact and approximate algorithms for solving such problems.

Due to the complexity of the problems under consideration, a significant number of studies are devoted to the development of approximate algorithms with a guaranteed accuracy estimate. Approximation schemes are of particular importance, with the help of which, in polynomial time from the length of the input, one can obtain a solution to problems with any predetermined accuracy. The construction of approximation schemes for solving NP-hard problems is one of the promising areas of discrete optimization.

Continuation of the apotheosis (from them):

Vacancy: Personal Assistant

Salary from 25,000 to 100,000 rubles.

Our company is looking for a person for the position of Personal Assistant to the President.

Gender doesn't matter.

Before responding, be sure to carefully and thoroughly read the Company's website - especially the sections F.A.Q. and Career.

Requirements:
High efficiency.
Balance and ingenuity;
UNRESTRAINTABLE! Striving for personal and professional growth;
High learning ability;
Must have experience working as an Assistant to the first person of the company;
A responsibility;
Patience, perseverance, discipline and meticulous diligence;
Stress resistance, tenacity and grasp;
Developed communication skills (including MANDATORY competent oral and written speech);
Knowledge business etiquette;
Free! English language- highly desirable.
PC (MS Word, MS Excel, MS Outlook, MS Power Point, MS Access, MS Visio at the advanced user level);
Sincerity;
Intelligence, delicacy, kindness. Diplomacy;
Ability to clearly prioritize and firmly hold one's position;
The already acquired habit of working without emergency work, i.e. systematically, regularly, persistently and consistently.
Ability to think independently;
The ability to understand many things without words.

Special requirements:
Faith in a dream;
Sense of style;
Sense of humor;
The ability to take a hit.

Conditions:
Work only FOR RESULT.
Remotely, from home, independently and autonomously + trips to meetings with the manager and business trips.
The working day is irregular. You must be fully in touch (mail, phone, skype) 24 hours a day, 7 days a week, 365 days a year. The concepts of "calendar holiday" or "public holiday" are ABSENT as a fact. Weekends - depending on the urgency of tasks.
Vacation 2-3 times a year.
Income growth in this position is absolutely in your hands.

The content of the work:
All that needs to be done. At the same time, it is not known what will need to be able to do tomorrow. This work consists in saving the manager's time and influencing the effectiveness of the Company's management.
Payment: Rate plus interest. It's simple - if with your appearance in the life of a leader, unnecessary questions disappear, then your life will automatically improve. This position is not a gift of fate at all. This is sometimes quite hard and tiring, a little routine and everyday work. At the same time, we are not interested in opinion. The result is the only thing that interests us. You can't relax in this position. But it's not worth the stress. We must calmly, methodically and effectively do our job. It is also not necessary to sacrifice oneself or voluntary slavery. You just have to do your thing. Easy, unconstrained and only for the result. You will have performance indicators.
IMPORTANT: after six months or a year of work, accumulated fatigue from work comes. This is that dangerous period when pride in previously achieved results, self-pity and a desire for praise suddenly appear: “I don’t have time, I have a lot of work”, “This is not part of my responsibilities”, “I already do so much” and etc. etc. So. Any previously achieved results and former merits are NOT ACCEPTED. There will be no compromises and concessions - they destroy both equally: those who represent them and those who use them. Failure to complete the task automatically leads to a break. If you are not sure that you need it, or even a little doubt - do not even try. If you have a desire to work and carefully, effectively do your job, then this job is probably just for you.

Project Management for Dummies Portney Stanley I.

Project Schedule Presentation Forms

The network diagram does not contain a calendar plan for the implementation of the project, it reflects only information for its development. Having decided on the deadlines, you can begin to draw up a work schedule in any of the listed formats.

Schedule of key events. List of events and planned dates of their occurrence.

Operating schedule. A list of jobs along with their start and finish dates.

Gantt chart. A graphical depiction of work as lines on a timeline indicating start, end, and possibly degree of completion on this moment.

Gantt chart with event marks. In addition to the above, key events are also indicated on the timeline.

On fig. Figure 4.12-4.14 shows the schedule of your picnic in the formats of key events schedule, work schedule and Gantt chart, respectively.

Consider the following when choosing a graph format.

Key events schedule and work schedule are more suitable for displaying specific dates.

The Gantt chart will give a visual representation of the progress of several works, and if they overlap each other, this is immediately visible.

Rice. 4.12. Schedule of key events for organizing a picnic on the lake

Rice. 4.13. Schedule for organizing a picnic on the lake

Rice. 4.14. Gantt chart for organizing a picnic on the lake

From the book Fundamentals of Project Management author Presnyakov Vasily Fedorovich

Designing a project network diagram

From the book Project Management for Dummies author Portney Stanley I.

Estimate the start and finish of work using the network schedule A realistic project plan and network schedule require a reliable estimate of the time of all project activities. Entering time into the network schedule allows you to estimate the duration of the project. network diagram

From the book Project Management from A to Z author Newton Richard

Control labor resources project and project human resource management Personnel are specific individuals, part of which is their qualification, performance of functional duties, etc., which is described in the framework staffing

From the author's book

Plotting a project's lead time cost graph When plotting a project's lead time cost graph, you need to follow the following three main steps: Find the total direct costs for the selected project durations. Find indirect costs for

From the author's book

From the author's book

Risks associated with the implementation of the work schedule Use of time reserves. When some managers see that the network is slowing down, they stop worrying about finishing work on time - why worry if there is still a full 10 days of lead time. Management

From the author's book

Resource analysis of project work The project manager can set his own rules for resource planning, including determining the priority of work. In the standard scheduling scheme, activities on the critical path must be completed first,

From the author's book

Development methods and presentation forms block diagram Workflow There are various ways to develop and display a workflow diagram for a project. It all depends on the specific project and specific

From the author's book

Various formats for presenting the workflow diagram Organizational flowchartThe organizational format of the workflow diagram (see Figure 3.4) quite clearly reflects the overall structure of the project. However, such a scheme can take up a lot of space, so it is not entirely

From the author's book

Chapter 4 Scheduling In this chapter… Developing and Analyzing a Network Scheduling Estimating Work Time How to Handle a Limited Time Schedule Presentation Forms A project always has set time completion. You

From the author's book

Analysis of the work schedule The total time to complete the work package of the task depends on following factors. duration. The time it takes to complete each separate work. Sequence. The order of work. Suppose your project

From the author's book

Two Forms of Network Diagram Representation A network diagram has two representation forms. Job events. Circles denote events, and arrows denote work. This form is considered classical, or traditional. Communication works. Job titles are in

From the author's book

Development of the work schedule Development of the work schedule consists in finding such a sequence of activities and a combination of resources that will provide the maximum opportunity to achieve the intended goals with the minimum

From the author's book

Monitoring compliance with the work schedule It is often preferable to have your own information system, than to use the one that is in the organization. What information to collect To monitor compliance with the work schedule, it is important: the start and end dates of each work; dates

From the author's book

Preparing a project progress report reporting period encountered difficulties and measures to eliminate them, as well as those planned for the next period