Using PMPlan to Develop a Project Plan
by
AlNik Solutions
June 2008 ©
Agenda ‘Developing Project Plan’
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General Project Management
Project Level Information
Work Breakdown Structure
Milestones
Scheduling
Budgeting
Defining Deliverables and
Control Accounts
• Miscellaneous Tips
• Presenting Project Plan to
stakeholders
Introduction
PMPlan© is a project management software
application developed by project managers to aid
users in developing a project plan that includes;
WBS objectives, scheduling and budgets;
auditable project plan justifications; support detail
for management and customer review, and for
proposal preparation; and methodologies to
measure and report project performance. The
primary attributes are its ease of use and its
flexibility.
Introduction (cont.)
• PMPlan helps the user to:
– Construct a Work Breakdown Structure (WBS) to break
down the project into activities with tangible results (i.e.
Deliverables)
– Record objectives and assumptions information within
each WBS element.
– Estimate and schedule the project using Precedence
Dependency Method (PDM) which can be viewed in
Gantt or Logic Network Charts.
– Develop resource loading to identify staff required to
complete the project.
– Generate reports for communicating with stakeholders.
– Obtain early (Difficult to Ignore) problem identification
using Earned Value Tracking Methods.
“Robert’s Rules of Order for Project Management”
1.
2.
3.
4.
5.
Get a project charter
Create the project scope statement
Create the WBS with the project team
Create the activity list from the WBS
Sequence the activities in the order in which
they must – or should – happen
6. Estimate the time of the activities based on
which resources you have to complete the
activities
7. Assign the needed resources to the activities
8. Get it done.
From “Real Life Project Management: Managing the
Project Scope” by Joseph Phillips Jan 28, 2005
Common Project Processes
• Initiation
– Defines the project objectives and grants authority to the project
manager.
• Planning
– Refines the project objectives and scope and plans the steps
necessary to meet the project’s objectives.
• Executing
– Puts the project plan into motion and performs the work of the
project.
• Controlling
– Measures the performance of the executing activities and
compares the results with the project plan.
• Closing
– Documents the formal acceptance of the project’s product and
brings all aspects of the project to a close.
Managing the Triple Constraint
• Project Scope
– How much work is to be done? Increasing the scope causes more
work to be done, and vice versa.
• Time
– The schedule of the project. Modifying the schedule alters the
start and end dates for tasks in the project and can alter the
project’s overall end date, and may alter the cost.
• Cost
– The cost required to accomplish the project’s objectives.
Modifying the cost of the project generally has an impact on the
scope, time, or quality of the project.
Elements of a Project’s Life Cycle
Client
Statement
of Work
Project
Monitoring
Preliminary
Project Plan
Revised
Project Plan
Project
Execution
Internal
Review
Work
Authorization
Proposal
Project Plan
Baseline
Project Plan
Client Review/
Negotiations
Client
Requested
Changes
PMPlan can be used effectively
for most of the elements of a
project’s life cycle.
Elements of Developing a Project Plan
Client
SOW
Work
Breakdown
Structure
Activity
Definition
Resource
Pool
Resource
Planning
Activity
Sequencing
Activity
Duration
Estimating
Cost
Estimating
Schedule
Development
Project Plan
Development
Work
Packages
PMPlan can address these elements
when developing the project plan.
Project Pricing Workflow
• Initial Project
Information
• Create Project WBS
• List Major Milestones
• Develop Sequence of
Activities
• Create Resource Pool
• Develop Initial Budget
and Schedule
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•
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Review Schedule
Review Budgets
Submit to Finance
Fine Tune Budget and
Schedule
• Invoicing Plan
• Generate Reports and
Graphics
• Submit Proposal to
Client
Agenda ‘Developing Project Plan’
•
•
•
•
•
•
•
General Project Management
Project Level Information
Work Breakdown Structure
Milestones
Scheduling
Budgeting
Defining Deliverables and
Control Accounts
• Miscellaneous Tips
• Presenting Project Plan to
stakeholders
• Subtopics
– New Project Dialog
– Information Tab
– Custom fields used at GD
Richardson
PMPlan Startup Screen
For a new project,
select this option
For an existing project, select this
option from a list of the latest 12
After making your
selection, click ‘Next’
The “Licensed User’s” name and
company information will appear here
New Project Form
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Title
Start Date
Objective
Fiscal Month
Default Loading
Method
• Work Days
• Starting Day of Work
Week
Information Tab - Other Project Information
Project Title
Project Start Date
Project Finish Date (Calculated)
Project Cost Control Number
Contractor Information
Project Type
Client Information
Project Fee
Project Contract Number from Client
Project Appropriations
Management Reserve
Fiscal Month
Agenda ‘Developing Project Plan’
•
•
•
•
•
•
•
General Project Management
Project Level Information
Work Breakdown Structure
Milestones
Scheduling
Budgeting
Defining Deliverables and
Control Accounts
• Miscellaneous Tips
• Presenting Project Plan to
stakeholders
• Subtopics
– What is WBS and its Role
– Develop a WBS in PMPlan
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Inserting WBS elements
Adding Objectives/Scope
Cut operation
Copy operation
Paste operation
Move operation
Promote operation
Demote operation
What is a Work Breakdown Structure
“The Work Breakdown Structure (WBS) is the foundation for defining the project’s work as
it relates to the objectives and establishes a structure for managing the work to its
completion. The WBS defines:
• the project’s work in terms of activities that create deliverables.
• the project’s life-cycle process, in terms of process steps appropriate to that project
and organization.
The WBS is the basis for establishing:
• All of the effort/cost to be expended to create the deliverables and supporting
processes.
• The assigned responsibility for accomplishing and coordinating the work.
” (from the PMI Practice Standard for Work Breakdown Structures, Oct 2000)”
WBS Role
• Partition the major project deliverables into
smaller components to improve the
accuracy of cost estimates
• Provide a mechanism for collecting actual
costs
• Provide a mechanism for performance
measurement and control
Good WBS Design Principles
• The 100% Rule
– The WBS defines 100% of the work of the project
– Anything that isn’t defined in the WBS is outside the scope of the project.
– The work content on any item is the sum of what is included under that
work item
• Upper Levels of the WBS are Planned outcomes
(deliverables), not planned actions
• Lower levels of the WBS include the activities needed to
create the project deliverables
• Mutually-exclusive elements
– Work should only appear in one place in the WBS
• The WBS must be consistent with the way the project will
be performed and controlled
• The WBS must be easy to update
Why create a WBS?
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Cost Estimating
Cost Budgeting
Resource Planning
Risk Management Planning
Activity Definition
WBS Tree Tab
The WBS Tree Tab is divided into Window Panes to
accommodate the implementation of the multiple
construction tools required to develop a project plan.
PMPlan is based on the premise that the WBS should be
the focus of activity during the development of the project
plan, under the Rules appropriate to such WBS
development. Consequently the WBS Tree Pane, the
default starting view for PMPlan, is key to the project
plan's development
PMPlan Work Areas
App Title Bar
Menu Bar
Toolbars Area
Input/Output Area
Tab Select Area
Status Bar
Developing WBS – General Notes
Clicking one of these tool buttons affects selected yellow element.
Active Pane color matches
your desktop settings
Light Grey hotspots for
inserting elements with
left-click, or other actions
with right-click
To move activities, put the
cursor over the blue border,
press left button, drag to new
position.
Blue dashed Box shows
tasks that would be
affected by move, cut, or
copy
WBS Development in PMPlan
PMPlan can import MS Project
*.mdb or *.mpx Files
The WBS can be developed in the
Outline mode or Tree mode.
Developing WBS – Action Behaviors
• Cutting or Copying an WBS Element
– Cuts or copies all of its subtasks
– Copies all internal logic linkages, and
– Copies all planned resource loadings and cost
• To Select several WBS Elements for cut/copy
– Select the first element, then while holding down Shift, select the last
element.
– Only select the siblings
• Adding Activity A to Activity B, causes Activity B to become a subtask
and all of Activity B resources and linkages are transferred to Activity
A.
• Demote moves an element (and its children) down a level
• Promote moves an element (and its children) up a level
WBS Development in PMPlan
In addition to the WBS the objectives and
Basis of Estimates can be entered.
Developing WBS – PMPlan Rules
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The general order of WBS elements is
– Project (Level 1)
– Task (Level 2)
– Subtask (all other lower elements, that
are not Activities)
– Activities/Deliverables
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Automatically numbers outline
An Activity <A> is at the end of any
branch
All changes to Activities roll up the
WBS
Milestones are major events, thus are
not included in the WBS
Only Activities can be deliverables
A Control (Cost) Account <$> is where
actual costs will be tracked
Changing WBS View Settings
To display, select Tools |
Options | WBS
Controls the size
of the text boxes.
Controls the WBS
Numbering method
Controls what is displayed
in each text box
Agenda ‘Developing Project Plan’
•
•
•
•
•
•
•
General Project Management
Project Level Information
Work Breakdown Structure
Milestones
Scheduling
Budgeting
Defining Deliverables and
Control Accounts
• Miscellaneous Tips
• Presenting Project Plan to
stakeholders
• Subtopics
– Milestones are major events
– Milestone Tab
Milestones Tab
Milestones being separately developed scheduled events,
may be developed and edited in text mode in the
Milestone Tab. This view provides the capability of printing
the complete list of project milestones. The completion
date, approved by whom, and notes specific to each
milestone can be maintained here.
Milestones are critical events, and not Activities for
planning costs. Therefore, Milestones are scheduled
events that depict major project milestones such as IDR,
PDR, etc, and are linked logically to WBS elements.
Milestone Tab Screen Shot
Agenda ‘Developing Project Plan’
•
•
•
•
•
•
•
General Project Management
Project Level Information
Work Breakdown Structure
Milestones
Scheduling
Budgeting
Defining Deliverables and
Control Accounts
• Miscellaneous Tips
• Presenting Project Plan to
stakeholders
• Subtopics
– Methods (Gantt and CPM)
– Develop Schedule in PMPlan
• Using Gantt Table to change
schedule
• Using mouse to change
schedule
• Linking activities
• Modifying existing links
• Adding and Moving Milestones
in Schedule Tab
• Controlling Milestone Area
• Using Logic Network Pane
– Custom Calendars
• Creating custom calendars
• Assigning custom calendars to
activities
Scheduling
• Scheduling forces:
– Quantification of discrete effort
– Placement of tasks in proper relationship
• Two most common scheduling
methodologies
– Bar Charts (aka Gantt Charts)
– Critical Path Method (CPM) using Precedence
Diagramming Method (PDM)
Bar / Gantt Charts Defined:
• Analyze and specify the basic approach in
execution
• Segment into reasonable number of activities
• Estimate the time required to perform each
activity
• Manually places activities in time order
– Sequential performance
– Parallel performance
• Adjust to specified completion time
Bar / Gantt Charts Advantages:
• Plan, schedule and progress are all
depicted graphically on a single chart
• Easily read
• Provides simple way to schedule small
undertaking
• Provides summary display of more detailed
plans and schedules
• Best used for management briefings
Bar / Gantt Charts Disadvantages:
• Planning and scheduling are considered
simultaneously
• Simplicity precludes sufficient detail for
timely detection of slippages
• Activity dependencies cannot adequately be
shown
• Difficult to determine how activity progress
delays affect project completion
• Difficult to establish and maintain for large
projects.
Bar / Gantt Chart Sample
Jan07
Feb07
Mar07
Actual Progress
Apr07
May07
Jun07
Status Date: 02/Mar/2007
25
01
08
15
22
29
05
12
19
26
05
12
19
26
02
09
16
23
30
07
14
21
28
04
WBS Description
Sample Project Plan
1 Literature Search
Ahead of Schedule
2 Concepts Development
3 Lab Models
Planned Progress
Completed Task
4 Design
5 Prototype
Behind
Schedule
Time Now
Critical Path Method Advantages:
• Identifies activities that control the project length
• Determines shortest time for completion
• Identifies activities that are critical (i.e. cannot be
delayed)
• Shows available float for non-critical activities
• Allows evaluation of “what-if” scenarios
• Allows monitoring & control of fast-track projects
• With software can be resource loaded and leveled
Critical Path Method Disadvantages
• Only as good as the effort put forth to
properly model the plan
• Can be difficult to properly update
• Can be easily misused
• May lead to a false sense of security
• Actual conditions may necessitate
significant modifications to model to
accurately reflect reality
Precedence Diagramming Method (PDM)
• PDM network rules:
– Activities are represented by boxes or nodes that are
assigned properties of the activity they represent
– Precedences are shown by arrows that have both
direction and time properties
– Precedences consist of two parts: A relationship and a
lag value or constraint
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Finish – to – Start
Finish – to – Finish
Start – to – Start
Start – to – Finish
FS
FF
SS
SF
Lag = x Days
( a negative lag is
called a lead)
PDM – Precedence Diagram
• PDM activities are comprised of:
– Activity descriptions
– Nodes representing the activity
– Arrows representing relationship / dependency
– Points indicating direction of relationship /
dependency
PDM Logic Relationships
Finish to Start (FS) – Activity A must Finish before Activity B may Start.
The lag is usually zero. FS is the most common type.
Activity A
Activity B
Start to Finish (SF) – Activity A must start before Activity B may Finish. The
lag is usually greater than either activity duration. FS is the least common type.
Activity A
Activity B
PDM Logic Relationships
Finish to Finish (FF) – Activity A must Finish before Activity B may Finish.
The lag value is usually greater than zero. FF is a less common type.
Activity A
Activity B
Start to Start (SS) – Activity A must Start before Activity B may Start.
The lag value is usually greater than zero. SS is a less common type.
Activity A
Activity B
PDM Time Calculations
• Once the Network is constructed and duration of
each activity is estimated, we can determined the
following four time values:
– Earliest Start (ES) – The earliest possible time an
activity can begin
– Earliest Finish (EF) – The earliest possible time an
activity can finish
– Latest Start (LS) – The latest possible time an activity
can start without delaying project completion
– Latest Finish (LF) – The latest possible time an activity
can start without delaying project completion
PDM Time Calculations
• ES and EF are determined by making a Forward
Pass (left-to-right) through the Network. ES of an
activity is equal to the latest of early finish times of
its predecessors. EF is the total of the activity ES
plus its duration.
• LS and LF are determined by making a Backward
Pass (right-to-left) through the Network. LF of an
activity is equal to the smallest of the LS times of
the activities exiting from the activity in question.
LS of an activity is equal to its LF minus its
duration.
CPM – Float (or Slack) and Critical Path
• Additional Network calculations provide other
important information allowing analysis and
control:
– Total Float (TF) – The amount of time an activity can
be delayed without delaying the overall project
completion, which is equal to Late Finish minus Early
Finish.
– Free Float (FF) – The amount of time an activity can be
delayed without delaying the start of another activity.
Can be determine by subtracting the smallest Total
Float going into an activity from each predecessor into
that activity.
– Critical Path – The path through the Network that has
the longest total duration, thus it defines the shortest
period of time in which the project may be completed.
Scheduling Basics Review
• Two widely used scheduling techniques:
– Bar / Gantt Charts
• Project, schedule & progress depicted on a single
chart
• Easy to read
• Good for management review and oversight
– Critical Path Method (CPM)
• Identifies activities that control the project length
• Identifies activities that are critical
• Shows available float for non-critical activities
Schedule Tab
The Integrated Project Schedule format of the Schedule
Tab reflects the time phasing performance of line items of
the WBS. While various types and methods of scheduling
and planning techniques may exist, the Integrated Project
Schedule, as developed in PMPlan, establishes the
baseline time parameters for the Project Organization at
the lowest level of each WBS element. The Integrated
Project Schedule, in Gantt form, reflects all contractual
schedule requirements and can be graphically adjusted
reflecting the days of the month, weeks of the month, or
months of the year.
Activity Sequencing – Schedule View
Activity and Milestone sequencing
in the Schedule View.
Width of these areas
can be changed
Calendar Scroom Control
provides a flexible adjustment
to the displayed period.
Activity Sequencing – PMPlan Rules
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The manual placement of an activity (either by selecting start, finish, or
duration or dragging start, finish, or moving in Schedule View)
Sequencing using the Precedence Diagramming Method (PDM) which is
the process of placing activities in boxes and connecting them with arrows
that show the dependencies, which may include a lag, and which are of
the following type:
– Finish-to-start - the 'from' activity must finish before the 'to' activity can
start. This is the most commonly used dependency and most reliable
getting the expected result.
– Finish-to-finish - the 'from' activity must finish before the 'to' activity
can finish. A common use of this dependency is to assign a lag which
indicates that the 'to' activity must be completed lag days after
completion of 'from' activity for example must submit a survey report
30 days after completion of survey.
– Start-to-start - the 'from' activity must start before the 'to' activity can
start. A common use of this dependency is to assign a lag, which
indicates that, the 'to' activity cannot start until lag days have passed
after starting 'from' activity.
– Start-to-finish - the 'from' activity must start before the 'to' activity can
finish. This dependency is rarely used.
Only Activities and Milestones can be linked.
Activity Sequencing – Linking Modes
The depressed button determines the next linkage mode,
which will display the cursor as shown in the table below.
Linking Modes
This value determines the lag (positive)
or lead (negative) of next the link created.
Over
Over
Default Predecessor Successor
Finish – Start
Finish – Finish
Start – Start
Start - Finish
The Center Circle is the Hotspot of the Cursor.
Activity Sequencing – Schedule (Gantt)
Toolbar for linking elements
You can drag the start, move, or end
of any Activity or Milestone. The
cursor will change image to match the
type of dragging allowed.
The dashed blue line is showing
the slack in the schedule for the
‘Survey Data Loading’
Calendar Scroom Control
provides flexible adjustment
to the displayed period.
Activity Sequencing – Using Calendar Scroom Control
To reset the schedule to full project
duration, select menu
Project | Gantt | Set to Project Length
Back One Month
Back Six Month
Add Six Month
Drag Start
Add One Month
Drag Scale
Remove Six Month
Remove One Month
Forward Six Month
Drag Start
Forward One Month
Activity Formatting – Schedule View
You can control the autoformatting of the first 5
levels plus activities
You can change format
of individual elements in
the schedule view to have
additional emphasis.

Milestones on Schedule Tab
Left clicking here with the
triangle cursor; will create a
milestone on the date shown
in the upper right corner.
If the left button is
held down; you can
drag the milestone to
a new date and row.
If the right button is clicked; the
milestone properties dialog box will
be displayed.
Milestone Properties Dialog Box
• General Tab
– Can change displayed
properties
• Linkages Tab
– Provides table for creating,
deleting, and modifying
linkages
• Note Tab
– Provides place to write
comments about the milestone.
• Format Tab
– Can change symbol type, size,
fill color, and border color
– Don’t select a fill color of black,
since a completed milestone
willl be filled with black.
Activity Sequencing – Logic Network
Click on Panes button to display Logic Network.
This view only shows Activities
and Milestones
Activities in this row are
not in any paths
This is a
Milestone
Blue Activities must be completed
before selected Activity
Red lines and borders
indicate Critical Path(s)
Currently selected Activity
Magenta Activities can start after
selected Activity is completed
Activity Sequencing – Logic Network
Activity WBS
Number and Title
Earliest
Start
Duration
of Activity
Earliest
Finish
Latest
Start
Latest
Finish
Float
Agenda ‘Developing Project Plan’
• General Project
Management
• Project Level Information
• Work Breakdown
Structure
• Milestones
• Scheduling
• Budgeting
• Defining Deliverables and
Control Accounts
• Miscellaneous Tips
• Presenting Project Plan to
stakeholders
•
Subtopics
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–
Setup for Budgeting
• Selecting Resources to be used on project
• Selecting Burden Rates
• When to change the Available value from
standard 100%
Develop Budget in PMPlan
• First Cut use Res Total Tab
– Entering data (hours, FTE, %, or
Math)
– Auto-Spreading methods
– BOE mode
– Entering Materials and Travel data
– Standard entries
– Using duplicate information between
activities
– Importing information from VPAS
• Individual Resource Tab
• BOE Tab on Task Information
• Planned Loading Pane in WBS Tree Tab
• Project Usage Tab
• Budget Tab
• Fine-tuning the resource load distribution
Resource Pool Tab
Project resources are composed in units of labor,
materials, travel, use of equipment and any other "cost
items" necessary to meet performance requirements, and
can be loaded daily, weekly or monthly. In PMPlan, these
items are properly identified and unit priced with
appropriate rates, Indirect Cost (Overheads & Burden) and
inflation & escalation factors, calculated and input
manually or down loaded from a corporate database. The
rates can be adjusted for estimated, or actual, increases
through the life of the project. The rates can be optionally
adjusted by setting an appropriate Increase Factor. This
rate table may be password protected, if appropriate.
Resource Pool
Resource Totals Tab
PMPlan deals with the development of the project
budget at the lowest level of each WBS element
(the Activity). Once the base WBS Tree
development has reached a tangible point of
development, resources can then be identified
and loaded into the project plan. As the Resource
Pool is populated, the resources may be loaded
across all Planed Activities at the project level by
selecting the Res. (Resource) Totals Tab.
Loading and Costing – PMPlan Rules
• Planned Resource Loading can only be entered at the Activities. You
can review rollup impacts on the upper levels of the WBS.
• Loading can be accomplished at three locations:
– Resource Totals Tab
– Individual Tab
– Loading by WBS Element in the Planned Loading Pane
– Basis of Estimate Tab with WBS Element Information Dialog
• Actual Costs and Resources can only be entered at Cost Account
Level.
• Setting a shorter duration of an Activity with resource loading, results
in all loading occurring after end shorter activity to be assigned to the
last workday.
BOE Mode for Resource Totals
Loading and Costing – Travel and Material Costs
Detailed information can be entered for travel, material,
services, etc., providing evidence to support the estimates.
Basis Of Estimate Views
• Text for defining the “Basis
Of Estimate” can be filled
in at three locations:
– Right-click on an activity,
select “Task Information,
select “BOE” tab (sample to
right)
– Add BOE pane to WBS Tree
Tab
– Setting Res Totals in BOE
mode in the Tools | Options
Loading and Costing – By WBS Element
Clicking here adds the
Resource to the loading
pane on the right
Clicking here will
display details of
the Materials
Resource loading can be planned
by WBS element and schedule.
Resource Planning – Project Allocation Levels
The scaled color-coding of allocation gives you a quick overview of how
well you are utilizing resource in the project.
You can set the desired allocation level of each resource. For example,
Mark as been set for 25%, thus he is green for full utilization.

Cost Estimating - Budgets
Budgets can be viewed in daily, weekly,
monthly, quarterly, annual, or fiscal time
periods. The numbers can also be cumulative.
Fine Tuning – Individual Tab
Planning for individual labor
resource, by activity and schedule.
The Light Grey cells
are rollup hours
The Dark Grey cells are periods
outside of the activity’s time frame.
You can enter labor hours
in the White cells
Fine Tuning - Planned Loading Pane
Agenda ‘Developing Project Plan’
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General Project Management
Project Level Information
Work Breakdown Structure
Milestones
Scheduling
Budgeting
Defining Deliverables and
Control Accounts
Miscellaneous Tips
Presenting Project Plan to
stakeholders
Setting Project Permissions
Copying an Existing Project
WBS Table Tab
Rollup Account
Control Account Identification
This is a Control
Account
Activities used for
Earned Value Metrics
This activity is a Level
of Effort Activity
Completed activity
results in deliverable
Should this activity be
checked, the activity
would be a Resource
Driven Activity
Agenda ‘Developing Project Plan’
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General Project Management
Project Level Information
Work Breakdown Structure
Milestones
Scheduling
Budgeting
Defining Deliverables and
Control Accounts
Miscellaneous Tips
Presenting Project Plan to
stakeholders
Setting Project Permissions
Copying an Existing Project
• Subtopics
– Creating repeating activities
– Exporting to MS Project
– Summary Projects (How to
combine projects)
– Changing Project Start
– Adding Custom Fields
Activity Sequencing – Handling Repeating Tasks
Each Set must not
overall next set
For creating repeating
tasks use the following
approach:
• Create initial set of tasks
setting schedule, linkages,
and resource loading.
• Select ‘Project | Outline |
Repeating Tasks’ menu
choices
The ability to put groups of activities on the
same row provides a compact schedule for
display.
• In Dialog box, select
repeat period and number
of repeats (which includes
selected set).
Exporting to MS Project
• Select ‘File | Export MS Project’
• Creates MS Project compatible file with an
extension of .mdb
• WBS, Schedule (Baseline, Planned, and
Actual), linkages are exported.
• If wish to send client standard .mpp file,
need to open the .mdb file in MS Project.
Then save as a file with the .mpp extension.
• Export always overwrites an existing file.
Summary Projects
• To create a summary project, select the
summary option in the New Project Dialog
box.
• Create the upper WBS.
• For each lower element, right-click for Task
Information, then select subproject for
combo at the bottom of the form.
• If changes are made to a subproject, it is
necessary to manual re-select the
subproject to force a refresh.
Changing Project Start
Change the project date here.
You will be given the option to move all of
the schedule or to move only the start with
all early starts set to the new start.
Adding Custom Fields
• Applies to Gantt Table and WBS Table.
• Right-Click on table header, then insert.
• Pick one of the custom fields (Bytenn,
Costnn, Datenn, Numbernn, Textnn)
• Provide a title
• Click OK
Agenda ‘Developing Project Plan’
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General Project Management
Project Level Information
Work Breakdown Structure
Milestones
Scheduling
Budgeting
Defining Deliverables and
Control Accounts
• Miscellaneous Tips
• Presenting Project Plan to
Stakeholders
Subtopics
–
Standard Reports
•
•
•
•
•
•
•
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–
–
Work Breakdown Structure
– Controlling size of textboxes
– Controlling what is displayed in textboxes
– Controlling horizontal level of WBS
– Controlling which elements are shown
WBS Dictionary
Schedule
– Controlling format of bars and fonts
– Controlling Calendar
– Controlling which elements are shown
– Controlling what is displayed
Milestones
Deliverables
Horizontal Basis of Estimates
Vertical Basis of Estimates
Transferring to MS Word and MS Excel
Tips for creating Presentations
Project Initiation Reports
•
•
Control Account Plan Listing
Work Authorization
Outputs for communicating with stakeholders
• PMPlan can provide printouts of all screen views
plus several others.
• To generate printouts that are not screen views,
select main menu ‘Reports’, then click desired
report.
• Many reports provide several choices on what
information is displayed.
Work Breakdown Structure Report
The fully expanded
WBS of the one
shown at the right
The WBS can be configured
to display other information
such as Task Leader, etc.
Displayed WBS
matches WBS Tree
Pane settings.
Changing WBS View Settings
To display, select Tools |
Options | WBS
Control size of text
boxes.
Controls WBS
Numbering method
Controls what is included
in each text box
WBS Structure Options
2
3
User can control the
level WBS stays
horizontal
(2, 3, or 4)
4
WBS Dictionary Report
The narrative outline can be exported
from PMPlan into a RTF Word
Processor.
Schedule Report
2004
2005
Status Date: 03/May/2004
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Milestones
TRR
WBS Description
Duration
Start
Finish
Outfit RV Fulton
325
03-May-2004
29-Jul-2005
1 Project Manage
325
03-May-2004
29-Jul-2005
2 System Engineer
325
03-May-2004
29-Jul-2005
3 Stern A-Frame
261
24-May-2004
23-May-2005
3.1 SAF Concept
25
24-May-2004
25-Jun-2004
3.2 SAF Prelimina
40
02-Aug-2004
24-Sep-2004
3.3 SAF Detail De
60
04-Oct-2004
24-Dec-2004
3.4 SAF Fab and
73
03-Feb-2005
16-May-2005
3.5 SAF Factory A
78
03-Feb-2005
23-May-2005
4 Split Drum Winc
229
24-May-2004
07-Apr-2005
4.1 SDW Concept
30
24-May-2004
02-Jul-2004
4.2 SDW Prelimin
40
02-Aug-2004
24-Sep-2004
4.3 SDW Detail D
55
04-Oct-2004
17-Dec-2004
4.4 SDW Fab and
38
03-Feb-2005
28-Mar-2005
4.5 SDW Factory
46
03-Feb-2005
07-Apr-2005
PDR
CDR
Jun
This graphic was
generated by PMPlan
and auto-inserted into
the Presentation
PMPlan’s schedule matches Schedule Tab settings
Controlling Schedule Output
• WBS shown as in Schedule Tab
• Calendar range same as Schedule Tab
• Use Tools | Options to control default
appearance of bars
Changing Default Gantt Bar Format
To display, select
Tools | Options | Schedule
The Toolbar-Modifications will effect each
task level Schedule Bar separately.
The checked items will be
displayed in the Schedule
Check this to set the new default settings
that will apply to all new projects.
Select this button to convert older project
file settings to the new default settings
Milestones
Deliverables with Schedule Report
A List of
Deliverables
can be exported
to a proposal.
Basis of Estimates (Horizontal Mode)
Project: Bedroom Set for Dennis and Emily
Quotation Backup Data
Task Description, Resource Requirements
This Mode
includes BOEs
of the subtasks
Proposal Number:
Contract Number:
CWBS Code:
WBS Title:
TL SOW Para:
CP2004-149
GOV47-2004-34985
1000CD
Concept Development
5.2.1.1
The Resources are
12-Jan-07 10:39
spread
horizontally and
_______________
only
the used resources
_______________
are
displayed
_______________
Date/Time
Leader: Bonnie
Organization: Fine Furniture
Lead Sign:
PE Sign:
PM Sign:
WBS SOW:
WBS No.
1
Basis>
1.1
Basis>
Concept Development
Portfolio of Bedroom Furniture
Duration
(days)
Budget
Labor Totals
Bonnie
Travel
02/Jan/2002
30/Jan/2002
21
$5,440
64
64
$1,600
02/Jan/2002
15/Jan/2002
10
$1,440
24
24
Meet with Dennis and Emily
16/Jan/2002
16/Jan/2002
1
$2,560
16
16
17/Jan/2002
30/Jan/2002
10
$1,440
24
24
$1,600
Travel time is 2 hours to airport, 8 hours to
San Diego, 4 hour meeting with clients, 8
hours return plus 1 hour to get home for a
total of 23 hours, but choose to charge
clients only 16 hours.
1.3
Basis>
End Date
The estimate for creating the portifolio is
based on the aveage time to put together
previous portifolio.
1.2
Basis>
Start Date
Planned Task Resource Totals
Design Specifications
Assuming 4 pieces x 6 hours per piece.
Assumptions and Rationale:
Non-Labor Details for Concept Development
Planned Loading for Travel
Travel Between
Nashua, NH to San Diego,CA
Travel Between
Nashua, NH to San Diego,CA
Persons
Days
Airfare per
Per Diem
Ground
Cost/Trip
1
2
$1,200
$150
$100
$1,600
Trips
$1,600
1
Basis
Costs ->
Agent
Basis of Estimates (Vertical Mode)
The labor is displayed
vertically and only
displays the labor
categories
Graphic Spend Plan Report
Project Spend Plan
Title: Outfit RV Fulton
$1,100
May
Date: 03-May-2004
Manager: Alex
Jun
Jul
2004
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
2005
Apr
May
Jun
Jul
$1,000
$900
Expenditures/Performance
In Thousands
$800
$700
$600
$500
$400
$300
$200
$100
$0
A graphic spend plan can be
generated within PMPlan.
Transferring to MS Word and MS Excel
• Microsoft Excel
– Method #1
• Select any cell in desired table
• Click menu ‘Edit | Copy Table’
• In Excel, ‘Crtl + V’ or ‘Paste’ button
– Method #2
• If report options dialog, displays
• Check box
• After preview is displayed, paste in Excel
• Microsoft Word
– Method #1
•
•
•
•
If preview displays button
Click button
Create filename, which will have the extension .rtf
Open new file in Word
– Method #2
• If preview displays button
• Click button, then paste in Word
Tips for Creating Presentations
•
•
•
•
Set reports to Landscape
Consider using ‘Fit to Page’
Use the Slide Button
Once a presentation is started, do not work
in PowerPoint until all slides are created
from PMPlan.
Control Account Plan Listing
Work Authorization