Finished projects project. Creation of a new project in MS Project. How to make plans in MS Project

INTRODUCTION

BASICS OF PROJECT MANAGEMENT

PLANNING TECHNIQUE

DRAFTING A PROJECT

1 Statement of the problem and definition of roles

2 Create milestones and tasks

3 Determining the duration of tasks

4 Determining the task sequence

5 Resource shaping

6 Assigning resources to tasks

7 Plan with a budget

MANAGEMENT OF RISKS

1 Risks and indirect work

2 Risk management

CONCLUSION

LIST OF REFERENCES

INTRODUCTION

Computer technologies are increasingly becoming a factor determining the success of solving numerous, both production and non-production tasks.

Planning and project management tasks are the foundation on the quality of which the success of the entire solution depends.

Project management is the art and science of organizing, planning and managing various processes, which, as a rule, have individual characteristics, in conditions of limited human, material and time resources.

A project is understood as almost any activity aimed at achieving the set goals with the highest possible efficiency.

To facilitate the project management process, a wide variety of methods, approaches and management systems have been developed and continue to be developed and modernized.

The course work examines the theoretical foundations, and describes the process of creating a project in one of the most common and easy-to-use project management systems - Microsoft Project.

The main goal of the work is to study the features of the MS Project system and develop your own project on its basis.

The main task of the work is to develop a formal project for the creation of a technical translation bureau.

1. BASICS OF PROJECT MANAGEMENT

A project is a temporary venture designed to create unique products or services.

The project has a number of inherent characteristics, having determined which, one can say for sure whether the analyzed type of activity belongs to projects:

· Temporality - any project has a clear time frame (this does not apply to its results); if there is no such framework, the activity is called an operation and can last as long as desired.

· Unique products, services, results - the project should generate unique results, achievements, products; otherwise, such an enterprise becomes serial production.

· Sequential development - any project develops over time, going through previously defined stages or steps, but at the same time the drafting of project specifications is strictly limited to the content established at the start stage.

Despite the fact that the final result of the project must be unique, it has a number of characteristics in common with the process production:

· Performed by people;

· Limited by the availability of resources;

· Planned, executed and managed.

The definition of a project does not include operational activities. But the fact is that even operational activities can be viewed as a project, including in Microsoft Project, for example, a quarterly work plan for a production workshop for serial products. Time limited? Yes. Is there a uniqueness of the result? Yes, because the result is unique in terms of the temporal characteristic of its achievement. Is there any benefit from considering operational activities in the form of a project? Yes, using this approach, you can introduce project planning tools and achieve greater control over quarterly work.

Each project is characterized by a life cycle, on the basis of which a standard approach to project management is formed, see figure 1.1.

Figure 1.1. Project life cycle

2. PLANNING TECHNIQUE

The planning phase is one of the most important. At this stage, the tasks, budget and timing of the project are determined. Quite often, planning is understood only as scheduling work, overlooking resource management, budgeting, scheduling the need for materials, machines and mechanisms, etc.

A complete planning technique includes the following steps and sequence, see figure 2.1:

) Definition of the goal of the project and its description. Quite often, projects start without clear and measurable goals.

) Determination of technological stages (stages of work). The implementation technology should be chosen for the project, which determines the stages of the project development. One of the typical planning mistakes is the plan's inconsistency with the technological cycle.

) For technological stages, it is necessary to define a list of tasks, indicate their sequence and predicted duration (depending on the assigned resources).

) It is necessary to agree on the allocation of resources for the project. It should be noted that all company resources should be allocated centrally. Quite often, there is a planning error associated with the fact that some scarce resources are used simultaneously in two different projects. To solve this problem, all projects in the company must be prioritized.

A) Schedule in systems such as Microsoft Project is generated automatically when tasks and resources are defined.

) If you determine the prices for human resources, machines, mechanisms and materials, then the budget can also be obtained automatically. One of the common mistakes is that the budget is not checked against the schedule.

) In small projects, a prerequisite for starting work on a project is an approved written assignment, budget and work schedule, which form a formal document "Project Plan". Quite often, before starting a project, some of these documents are missing, the consequences of this we will consider below. In large projects, it is also necessary to develop plans for managing risks, quality, document flow, personnel, etc.

It should also be noted that the planning process is iterative. The project plan (timeline, task list, budget) should change based on the results of both project execution and the results of changes in the project environment.

Figure 2.1 Planning process

3. DRAFTING A PROJECT

Let's apply the above methodology on the example of a project to create a "Language Center". Consider planning methods, budgeting techniques using human and material resources.

3.1 Statement of the problem and definition of roles

The project should start with a goal statement. In this case, the goal should be fixed in writing in the form of measurable indicators.

The document "Statement of the problem" should answer the following questions:

In what time frame should the goal be achieved?

What conditions for achieving the goal are available (budget, resources, technology)?

How to measure the achievement of the goal?

How are responsibilities and roles in the project distributed (who is responsible for what)?

The goal of this project is to create a technical translation bureau - "Language Center". Creation time - no more than 50 days. Creation costs - no more than 900 thousand rubles. Human resources - no more than 12 people.

To implement the project, you must assign the roles of employees.

The main role is the project manager - Alekseeva M.N.

The project manager determines the sequence of stages and tasks in each stage and the approximate duration of each stage and task. The project manager is responsible for the selection of personnel for the newly created "Language Center".

Project curator - Rostov E.V.

The project curator receives a license from the Ministry of General and Vocational Education for the Language Center and provides overall project management.

Project managers - O. V. Ivanov and Obukhov K.K.

Project managers register the "Language Center" as a legal entity and purchase the necessary equipment.

Employees - 8 peopleinvolved at various stages of the project:

· IT - specialists - 4 people - development of an advertising company;

· Drivers 2 - people - delivery of people, materials and necessary funds.

To implement a project in Microsoft Project, you must perform the following sequence of actions:

Carry out planning.

We calculate the estimate and budget.

Optimize the project in terms of time, cost and labor costs.

Identify project risks.

Close the project.

.2 Creating Milestones and Tasks

In order to create a milestone (milestone) "Decision to start a project", you must click on the icon "Insert a milestone".

In order to create a stage (summary task), you must click on the "Insert stage" icon. The result of creating the stages and tasks of the project is shown in Figures 3.1 and 3.2 of the project.

Microsoft Project 2010 introduces such an innovation as the choice of the scheduling mode - manual or automatic.

Figure 3.1. Sequence of actions - stages

Figure 3.2. Sequence of actions - stages and tasks

· Automatic scheduling means that tasks of this type are assigned by the project scheduling module, subject to constraints, dependencies, project calendars, and resources. Automatic scheduling was found in all previous versions of Microsoft Project.

· Manual scheduling means that tasks of this type can be placed anywhere in the schedule without changing their schedule in the project. They do not move because they represent related task change information, i.e. Microsoft Project never changes the dates for manually scheduled tasks, but it may issue warnings if there are potential problems with the values \u200b\u200bentered. You can change the parameters of a task to automatically schedule it. In this case, Project will schedule the task based on dependencies, constraints, calendars, and other factors. Manual planning is preferable to use when the exact dates of milestones are not known, and when the stages of the project are not specific and / or not fully defined.

In order to see the generalized statistics for the project, you must enable the display of the summary task (File - Options - Advanced).

The next step is to define the task list, see figure 3.2. In order to insert a new task, on the “Task” tab, in the “Insert” section, click on the “Task” icon and select “Task”.

Adding a new task to the project is shown in Figure 3.3.

Figure 3.3 Formation of a list of tasks within each stage

3.3 Determining the duration of tasks

Based on the document developed by the project manager, it is necessary to enter the duration of each task in the column "Duration", see figure 3.4.

Figure 3.4 Defining task duration

3.4 Determining the task sequence

Focusing on the priorities and features of the tasks, we define the sequence of tasks, see Figure 3.5. For this you need, or:

Figure 3.5 Defining the task sequence

1. Select two tasks and click on the “Link tasks” icon on the “Task” tab (by default, tasks will be linked by the “Finish-Start” relationship).

Or hover the cursor over a task, press the left mouse button and drag the cursor over the task with which you want to link the selected task (by default, tasks will be linked with the Finish-Start link).

In the details of the task, go to the "Predecessors" tab and select the task that will be the previous one. On this tab, you can select one of four types of communication and indicate a delay or a lead.

If you need to change the existing type of connection to any other, as well as determine the lag or lead, you need to move the cursor over the connection on the Gantt chart and double-click the left mouse button.

To calculate tasks with a manual type, you need to click on the "Maintain relationships" icon, the "Task" tab and click the "Project calculation" icon on the "Project" tab.

The next step is to define the critical path for the project. To do this, right-click on the Gantt chart and select Show or Hide Bar Styles - Critical Schedule from the drop-down menu, see Figure 3.6.

Figure 3.6 Calculation of a project with tasks of manual planning type

Project has highlighted the critical path of the project in red, i.e. those tasks that determine its duration. It can also be said that tasks lying on the critical path have no reserves at the beginning and at the end, i.e. any change at the beginning, end, duration of work lying on the critical path will be reflected in the terms of the entire project.

3.5 Resource shaping

Resources, human, machinery, equipment, materials, and cost items are entered into the resource sheet view, as shown in Figure 3.7.

For the convenience of future reporting and analysis of the project in terms of resources, each resource must be associated with a group. The group name is created by the user.

If, in addition to the project schedule, you need to get its budget, you must take into account the cost of resources.

For planning workforce, the time-based costing system is most convenient. This avoids complex calculations regarding the cost of work. It is enough to agree on the cost of a man-hour once, then calculate only the labor intensity. It is also possible to use material resources. If you need to model timephased costs, you can create, for example, a material resource, specify its "Costs" group and assign it to any tasks both fixedly and time-wise.

Figure 3.7. Defining project resources

3.6 Assigning resources to tasks

After defining the scope of tasks and their deadlines, you need to assign resources to each task.

In order to assign a resource to a task, you need either:

Go to the “Resource” tab, click on the “Assign resources” icon, in the “Assign resources” window, select the required resource and click the “Assign” button and specify the assignment units, if necessary, Figure 3.8.

Go to the task details, and on the "Resources" tab, in the "Resource name" column, select the required resource and specify the assignment unit, if necessary.

Display the column "Names of resources" and in the drop-down menu in the task cells check the boxes for the resources that will perform the work.

Figure 3.8 Assigning resources to tasks

As a result, after specifying the resources, we will receive an automatically generated work schedule. It should be noted that the duration of the work depends not only on directive orders from above, but also on who will perform this work.

It may turn out that some resource is overloaded, to view the load, you need to switch to the "Resource Sheet" view. The overloaded resource will be highlighted in red. In the "Resource Graph" view, you will see at what point in time the resource is overloaded, Figure 3.9.

Figure 3.9 Resource Graph View

In Microsoft Project 2010, overload can be dealt with in the following ways:

Alignment (automatic or manual) of loading resources (the "Resource" tab, the "Alignment" section, the "Alignment Options" and "Align All" icon).

Alignment to a specific resource ("Resource" tab, "Alignment" section, "Align resource" icon).

Alignment of the selected tasks (the "Resource" tab, the "Alignment" section, the "Align the selected" icon).

Manual movement of tasks in the "Group scheduling" view, Figure 3.10.

Figure 3.10 Resolving Resource Overload

3.7 Plan with budget

After assigning resource quotes, we automatically receive a plan with a budget, as shown in Figure 3.11.

From this document, the following main parameters of the project are visible:

Duration

Labor intensity

Executors and responsible persons

After the project plan is ready, it is necessary to approve it and create a baseline plan, see Figure 3.12, for the subsequent entry of performance information into it and comparison of the actual information with the planned.

Figure 3.11 Project plan with budget

Figure 3.13 Creating a baseline

To estimate the duration and sequence of actions for the implementation of the project, you can view the network schedule. The network diagram is shown in Figure 3.14.

Figures 3.16 and 3.17 show a baseline report in MicrosoftVisio format as an example.

Figure 3.18 shows the cash flow statement. Figure 3.19 is a resource availability report.

Figure 3.14. Project Network Schedule

Figure 3.15. List of automatically generated reports

A summary report on labor costs and funds is also presented, see Figures 3.20, 3.21 and tables 3.1, 3.2.

Figure 3.16. Baseline report in MicrosoftVisio

Figure 3.17. Baseline report in MicrosoftVisio

Figure 3.18. Cash flow statement

Figure 3.19. Resource availability report

Figure 3.20. Work summary report

Table 3.1 Labor Summary Report

Available by labor intensity

Labor costs

Remaining availability

Actual labor costs

Labor

Not assigned

Ivanov O.P.

Alekseeva M.N.

Obukhov K.K.

Rostov E.V.



Employee 6

Employee 5

Employee 3

Employee 2

Employee 1

Employee 8 (driver)

Employee 7 (driver)

Labor Outcome

Grand total

Figure 3.21. Cash flow statement

Table 3.2. Cash flow statement

Cumulative costs


















Grand total

4. RISK MANAGEMENT

Quite often, after formal planning and budgeting procedures, project documents end up in the trash can. The reason for this is that from the very first steps of the project, serious flaws in planning may become clear, it may be found that the plan is subject to significant risks. It is necessary to carry out some rather difficult work to modify the plan. In this part we will look at the issues of real project tracking.

4.1 Risks and indirect work

When creating a project, the following situation may arise:

The terms and budget of the project have been approved, but the problem is that IT specialists cannot start implementing their stage, since they do not have licensed software or their level of training is not sufficient. After analyzing the situation, you can plan an acquisition or training, and then go through the budget and timeline approval process again.

There are an infinite number of such re-approvals of the budget and deadlines, if you do not analyze the causes of such problems. They go much deeper than the specific lack of qualifications of the staff. The fact is that most of the direct work that follows directly from the tasks of the project generates a large number of indirect ones that are associated with their implementation. The problem is that it is impossible to accurately assess the composition and labor intensity of indirect works. Only statistical estimates can be made. On the other hand, indirect work is often due to the impact of risks on the project.

In order for indirect work not to ruin the project, you can give the following recommendations:

Plan training and quality. This prevents typical technological risks.

Investigate risks and plan actions to prevent them.

4.2 Risk management

Project risk is an uncertain event or condition that, if it occurs, could affect the performance of a project.

Studies have shown that the probability of successful implementation of a project, the parameters of which are determined on the basis of what is usually the case, fluctuates in the range of 20-38%, therefore, taking into account risks and uncertainties is of great importance at all stages of project management.

A project is usually subject to a very large number of risks, it is almost impossible to plan measures to combat all.

According to theory, you need to perform the following actions:

Plan how risk management will be conducted.

Determine the register of risks. It is necessary to analyze the project in order to identify the causes of the risks.

Conduct quantitative (to determine the probabilities and sizes of threats) and qualitative (to build a tree of goals) analyzes.

Develop a risk response plan.

Theoretical advice, as we can see, is quite general, but important conclusions follow from them:

· The plan can and should be subject to changes as a result of the search and elimination of risks;

· Real terms of completion of the project and the real cost of the project will be higher than planned.

Figure 4.2 shows the risk management mechanism.

Figure 4.2 Risk management

To minimize risks, you should refer to statistics. It is necessary to calculate which types of risks cause the most problems. As a rule, about 20% of the risks create 80% of the threat. It is on them that the main efforts should be paid. In the "Language Center" project, you can significantly reduce risks by conducting preliminary testing of IT specialists for knowledge of the subject area and checking the availability of licensed software. Determine the quality of previous work on the implementation of advertising campaigns.

To model risks in a project, it is necessary to develop three versions of the project:

· Optimistic, based on optimistic estimates of project parameters and including the most probable risk events (the probability of occurrence of which is higher than 90%);

· The most probable, including simply probable risk events (the probability of occurrence of which is higher than 50%) and the usual estimates of the project parameters;

· Pessimistic, including significant risk events selected during the qualitative analysis (the probability of occurrence of which is below 50%) and pessimistic estimates of the project parameters.

Since this is often the case, the assessments of employees are unreliable and it is impossible to find out the full scope of work.

The way out is to use statistical forecasting methods:

In Microsoft Project add 30% to the total duration of scheduled tasks (Buffer time of 30%). This reserve is used to cover risks.

Use the Load Factor method (or by how much to multiply the words of the person responsible for determining the dates). Here are the indicative values \u200b\u200bfor the coefficient:

· Multiply by 2 - an optimistic estimate;

· Multiply by pi - normal project;

· Multiply by 4-5 - the use of non-standard technologies.

1. Scheme of PERT calculation of real time. It often happens that different assessments give different time frames; in this case, you can apply the method of calculating the real term according to the following formula:

Real_Term \u003d (Optimistic_Term + 4 * Expected_Term + Pessimistic_Term) / 6. (one)

The coefficients (4 and 6) in formula (1) are proposed by a group of experts using this technology. It should be noted that a PERT scheme is only effective if there are indeed different scores. Microsoft Project 2010 does not use the PERT calculation method.

2. Monte Carlo technique. Risk modeling systems based on Monte Carlo are more accurate than PERT (accuracy is about 10% higher), plus such tools allow you to set the level of risk in the project.

CONCLUSION

In this work, a project was developed to create a technical translation bureau - "Language Center".

For the development of the project, the software product Microsoft Project was studied.

During the design, the performers of the project and their roles were determined, the time frame of the entire project, its stages and tasks in each of the stages were set, labor and financial costs were calculated.

In the course of the design, attention was paid to assessing the risk of the project, and possible ways to reduce them were indicated.

The resulting formal project fully meets the terms of reference.

It is important to note that only a formal project has been developed, its implementation depends on numerous factors, the assessment of which goes beyond the course design.

It is necessary to understand that the implementation of the project largely depends both on real life situations and on the diligence and professionalism of people.

formal project technical financial

LIST OF REFERENCES

1. Pyron T. Using Microsoft Project 2002. M .: Dialectics "Williams", 2003. - 1184 p.

S. Stover MicrosoftOfficeProject 2007. InsideOut.M. : "Ecom", 2008 - 976 p.

3. Singaevskaya GI Project management in Microsoft Project 2007. M .: Dialectics, Williams, 2008 -800 p.

4. Shkryl A. MS Project 2007. Modern project management. SPb.: "BHV-Petersburg

Update:

The features described in this article are now an industry supplement to MS Project for construction organizations.

We adhere to the point of view that it is not necessary to implement MS Project Server for project management in general construction contractors. But along with this bold statement, an alternative must be presented. We consider the desktop MS Project, which runs the scheduler, to be a very useful tool for construction companies, and instead of the server, we suggest using a super-desktop based on Project containing industry-specific add-ons. Now the questions to be answered are: How can you make Project more effective in the construction industry? How should you expand its capabilities?

A powerful desktop application for managing construction projects, Spider Project, has been on the market for a long time, and you need to take into account its main disadvantages when creating a competing solution. First of all, this is the complexity and inconvenience of the interface, the overload of the program with features that are rarely used in practice. The application is not intuitively understandable for novice managers. It is also worth noting the weak communication capabilities of Spider.

If you finish building MS Project with Spider functions, it is not at all necessary to implement all the bells and whistles. Better to use the popular "20/80" rule of thumb, according to which 20% of the program's functions will give us 80% of the effect of its use. In addition, an attempt to implement all the best project management methodologies on the fly can lead to the failure of the entire implementation. Control over management processes is acquired gradually.

What will we add to MS Project for construction project management

Let's briefly describe the composition of our solution for general construction contractors based on MS Project.

Interaction with contractors

To exchange project information with contractors and subcontractors, we suggest using MS Excel files. They can be exported from the project and imported into the project both using the built-in export and import wizards in MS Project, and using our PlanBridge communication add-on.

Excel exchange documents can be sent by email, but it's even more convenient to use the cloud-based SkyDrive document storage, which you can share with contractors. It allows not only storing data exchange documents, but also linking other project-related documentation to them.

Resource calculations module

The most popular addition to the resource capabilities of Project builders is planning and accounting for physical volumes. It should be possible to appoint nat. volume per task as a regular resource, after which it is detailed according to certain standards, and due to this, the scheduler receives a schedule containing resources that depend on physical. volumes. Physical standards volumes are stored in directories, from where they can be used many times.

This is partly a repetition of the functions of the budget programs, but they have much more scarce scheduling capabilities. However, the capability is needed through the popular ARPS format. Since the Soviet Norms of expenditure of material resources and labor (SNiP 5.01.01 - SNiP 5.01.17) have long lost their relevance, estimates are the main source of data for the initial formation of reference books of standards.

Job block templates

In addition to physical. volumes, when planning construction projects, it is convenient to reuse entire blocks of work, for example, such as stages of the technological process. Work block templates are MS Project files previously developed by the company and assembled into a library.

A project built from blocks refers to the library and links blocks from it to upper-level tasks. The system should be able to scale the duration of the block of work used in the project, while maintaining its labor costs, costs, and physical. volumes. Due to this, compliance with the target date is achieved, and thus top-down planning is realized.

Construction projects are very diverse, and therefore there is no guarantee that the described add-ons for MS Project will find application in all construction companies. First of all, they should be implemented in industries where regulation is widespread, and projects are often typical and the amount of work on them is large. For example, this is road construction and construction of infrastructure facilities. But even if the organization found a use for only one of the components of our solution, it will benefit its projects.

Templates are designed to standardize project files within a project team or organization. There are two types of templates in MS Project: Global.mpt file and file templates. The global file stores the basic settings applied to new projects. File templates are sample projects saved for future reference for standardization purposes.

Global file

A global file cannot be opened for editing like a regular file - changes are made to it through the Organizer (We considered working with the Organizer in the section "Removing and moving views and their components"). Changes to general settings are made by clicking the Set as Default button on the various tabs of the Options dialog box.

The disk contains two copies of the global file Global.mpt - one in the MS Project installation folder, and the other in the user's working folder. (You can determine the location of these files by using the Find Files command in Windows.) The installation folder contains the original template file that comes with the program, and the working folder contains a copy of it, which includes all the customizations made while working with the program. It is this file that the program uses when working.

If you delete a global file from the user's working folder, then when MS Project starts, it will automatically place the file from the installation folder into it. Therefore, to revert the template to "initial settings, you can simply delete the work file.

Creating a file template

File templates are created by the user by saving project plans in * .mpt format. Any information can be saved in a template: data on tasks, resources and assignments, view settings, macros, etc. At the same time, when saving a template, unnecessary information from the current plan can also get into it (for example, data on actual labor costs , which will definitely not be needed when creating new projects). Therefore, when saving a file in the template format, a dialog box appears (Fig. 23.16), in which it is determined which data from the current plan should not be included in the template.

Fig. 23.16. Defining the data to be stored in the template

The dialog box contains checkboxes that, when checked, you define the types of data not included in the template. The Values \u200b\u200bof all baselines checkbox will remove the project baselines from the future template. By selecting the Actual Values \u200b\u200bcheck box, you will remove the current actual values \u200b\u200bfrom the saved plan from the template. The Resource Rates checkbox determines whether resource rates are saved in the template. Fixed cost data for tasks can be removed by selecting the Fixed Costs check box, and selecting the Whether tasks have been published to Microsoft Project Server check box will exclude tasks publishing data from the template. server.

Typically, resource rates are included in the template if the same resources will be used in projects that will be scheduled using the template. In addition, it is sometimes useful to transfer data on the fixed costs of tasks, because often the fixed costs for the same tasks in the same type of projects are the same. In fig. 23.16 we transfer to the template only. data on resource rates.

Create a file from a template

To create a file based on a template, use the File V New menu command, and then in the task pane on the New Project panel, in the New from template section, select a template based on which create a project plan (fig. 23.17).

Fig. 23.17. Project creation panel

In our case, the list of templates contains the BookProject.mpt file, which we created to prepare the accompanying files for this book. Clicking on the name of the template will create a file based on it. In addition, in the list of templates there is an item General Templates (General templates), clicking on which, you will be taken to a dialog box with a complete list of templates available for use when creating a new file (Fig. 23.18).

The template list dialog is divided into two groups: the first tab, General, contains a list of user-created templates and an empty project template. The second tab, Project Templates, presents the templates included with MS Project. By selecting any of them and double-clicking on its icon, you will create a new project based on it.

Digital planning tools are a perennial topic of controversy. Not all software is equally useful, but the required software can be difficult. MS Project is just that.

Meet Microsoft Project, sophisticated project management software. Helps the manager in current tasks: planning, allocating resources, analyzing the complexity of the project. Automatically makes reports and calculates estimates. If you understand it, it can become irreplaceable.

The program is similar to MS Excel, but contains more functions. Visually it looks like this: on the left - a table with data: tasks, time and labor costs. On the right are charts, such as a Gantt chart.

How to make plans in MS Project

Create a new project

The program has different templates, for example, Simple Project Plan, New Product Launch or Agile Project Management. Choose a suitable structure or open a New Project.

New project before data entry

Define tasks

They depend on the type of project. First, write down the general stages, and then divide into specific ones. For example, we will create a simple online store. The stages can be as follows: analytics, home page, product catalog, integration with payment and delivery services, personal account.

In the top pane, select the Task block and find the Summary task button. Use it to create all the general stages. Add details later.

General stages of the project

Specify tasks

Think about which ones will go into each stage. Add them to the table using the + Task button. Or double-click on the empty column where you want to insert the task. This window will open.

Task details

In this window, edit the details of the task. For example, name or duration, if already known. When there is no exact data, check the box in the Preliminary estimate. The approximate duration of the task will be displayed in the table with a question mark.

About the Requirements Aggregation Task

Add tasks to the table. Our online store will have the following.

For analytics:

  1. aggregation of requirements;
  2. prototyping;
  3. technical task;
  4. database design.

For the home page and product catalog:

  1. design;
  2. layout;
  3. development.

For payment and delivery:

  1. payPal connection;
  2. connection of CDEK.

For personal account:

  1. authorization;
  2. check in;
  3. password recovery;
  4. bonus system;
  5. pending orders;
  6. personalization;
  7. integration with Axapta.

Decomposition of tasks

Determine the duration of tasks

To do this, to the left of each of them there is a column in which you can select the type of planning. With automatic, the program determines the duration of the task, with manual, you change the dates yourself. Choose the right one.

Duration of tasks

Establish dependencies between tasks

While you enter the initial data about the project in the table on the left, a Gantt chart is automatically built on the right. For it to be displayed correctly, set the dependencies between the tasks. For example, to make a prototype of an online store, you first need to collect the requirements. That is, the third task of the list depends on the second. All tasks are numbered automatically by the program as they appear.

Add dependencies in the graph Predecessors... It will turn out like this.

Dependencies between tasks

Allocate resources

Now hand out the tasks to the team and reflect this in the table. There are five different tabs in the bottom right corner. Gantt Chart (you will spend most of your time in it), Task Usage, Visual Resource Optimizer, Resource Sheet, and Report.

Select Resource Sheet. In it, enter all the employees who work on the project, their rates per hour of work and the schedule. Indicate titles or names if several employees in the team occupy the same position. This way you can avoid confusion.

Let's say that the team has one employee for each position. Here's what happens.

Resource sheet.

Return to the Gantt Chart tab. Find the Resources column and put the job titles in front of each task.

In a project to create an online store, the analyst is responsible for all analytical tasks, the designer is responsible for the design, the layout designer is responsible for the newsletter, the programmer is responsible for the development.

Tasks with assigned resources

If some resource is overloaded, the program will show it: red men will appear to the left of the task.

Overloaded resources

Eliminate the overload problem

To do this, go to the Visual Resource Optimizer. It looks like this.

 

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