How To: Add Progress Lines in MS Project

Progress lines in Microsoft Project help see where tasks are behind schedule.  They’re hideous to look at, but serve a useful purpose.  This post shows how to add progress lines to a Microsoft Project file.  Buckle up; this may get rough.  🙂

 

Start by adding a few tasks to a new project:

  1. Add Task 1, with 10 hours duration
  2. Add Task 2, with 20 hours
  3. Add Task 3, with 30 hours

The tasks and Gantt bar should look like this.  At this point, we have no progress lines, just simple task bars in the Gantt chart.

 

 

Add a Project Status date:

  1. Choose Project, Project Information
  2. Enter a ‘Status date’ for when you would like to check task status (the status date progress line will be red)
  3. Click OK

 

Add progress lines:

  1. Choose Tools, Tracking, Progress Lines
  2. Click ‘Always display current progress line’
  3. Click ‘At project status date’
  4. Click ‘Display selected progress lines’
  5. Click in the list and choose the dropdown arrow
  6. Select a date for a progress line (these lines will be black)
  7. Click OK

You should now have two progress lines on your Gantt chart, and things may have gotten a little ugly.  As you move the task bars, the progress lines will update.  Tasks before the progress line will cause the line to go leftward (that’s the ugly part).  What good are they?  Backward facing lines are those tasks you need to move forward.  They need to be rearranged to meet your current project plan.  The image below is an example.  Notice how the lines go backwards to tasks that are behind schedule.

 

 

–ray

Sleeping on the Job

Sleep happens!  Especially on Mondays…  I recently read that 35% of all respondents to a recent polls admitted to napping on the job.  If I would have taken the poll, what do you think I would have said?

Of course I have!  And the other 65% have too, but they won’t admit it.  I’m not sawing logs all day long, but yes, it happens.

The MSN article below claims we’re sleeping about 2-3 hours less than those before the invention of the electric light bulb.  Duhh.  That’s no surprise.  Every invention has its unintended consequences.

http://health.msn.com/health-topics/articlepage.aspx?cp-documentid=100205002>1=31036

I really feel this has an effect on our projects.  I remember burning the midnight oil during the dot com, while attempting to start a new software company.  I literally worked two back-to-back 8-hour days.  And fought to stay awake every day.

Most people don’t go to that extreme, but they do watch their shows, surf the web, and play video games late into the night.  All because of the humble electric lightbulb.  🙂

 

–ray

Define: Work Variance

Work Variance: Difference between the current ‘Work’ value and the baseline ‘Work’ value for a task .  In Microsoft Project, this is a read-only column.

 

There are a lot of variance fields in Microsoft Project, and they all relate to baselines.  Baselines are a way to compare your current values with original estimates.  A baseline captures all task values, including ‘Work.’  Weeks or months after capturing a baseline, you can compare those original estimates with current numbers.

To save a baseline in Microsoft Project, choose Tools, Tracking, Save Baseline.  To view all the baseline values, choose View, Table, Variance.  This changes the columns in the current view to show variances to the baseline.

 

–ray

How To: Show Critical Path Tasks

Here, we’ll be showing how to display critical path tasks in Microsoft Project.  The critical path is the sequence of tasks that take the longest to reach the project goal.  The steps below can be used to display your project’s critical path.  Follow these, and you’ll know which tasks threaten the final completion date of the project.   Create tasks to display the critical path: Enter three tasks Make the second task twice as long (in duration) as the first task Link the first task to the last task Link the second task to the last task At this point, the tasks should look like this.  Both the first and second tasks link to the last one. Two tasks, links to final task   Group the tasks by critical path: Choose Project, Group By, Critical Or, choose ‘Critical’ from the ‘Group By’ dropdown in the toobar After choosing this menu item the tasks will be grouped differently.  All the tasks that are not in the critical path will be displayed first (in the in ‘Critical: No’ group).  All the tasks in the critical path will be in the second group (‘Critical: Yes’). Tasks grouped by ‘Critical’   Format the Gantt column: Right-click in the Gantt column Choose Gantt Chart Wizard Click Next Click the ‘Critical path’ option Click Finish Click Format It Click Edit Wizard After formatting the Gantt column, the task bars in the critical path will turn red. Critical path task bars are red   –ray

When Projects Get Killed

This is a follow-up to the post named “Why IT Projects Get Killed.”  I began to wonder at what stage IT projects get killed.  In other words, when they are canceled.  Most of the projects I’ve worked on have been successful, but I’ve seen my fair share of canceled projects.

For this post, I decided to take a guess at when I felt IT projects are canned.  Of all the canceled projects, these are my guesses at when they occur.  I have no detailed surveys to back up my assertions, just a little experience.  So, here goes…  Post a comment and let me know what you think.

    25% In the investigative stages
    50% In the requirements gathering stage
    10% In the development stage
    10% In the final QA stage
    5% In the pre-sales marketing stage

25% In the investigative stages
This one’s fairly obvious.  A project passes the “good idea” stage and passes into the “due diligence” stage to learn its true value.  That’s when it dies.  Not all good ideas have true merit, or can be marketed effectively with the given resources.  It’s common for projects to die here.

50% In the requirements gathering stage
Here, the project members are interviewing customers and collecting information.  They may even be building prototypes to prove the concept.  But just as in the investigative stages, the idea may die because it cannot meet requirements or marketing expectations.  Again, lots of possible reasons for cancelation, but most of these are because the idea wasn’t feasible.

10% In the development stage
By the time it’s gotten to the stage where development resources are committed, it’s probably proven to be viable or too highly visibility to cancel.  By this stage, the project stakeholders may never cancel it, even if it isn’t viable.  Egos and persistence are at play here.

10% In the final QA stage
Sometimes products never meet customer expectations, or will cost too much to do so.  The project may have gone terribly over budget, and customers hate it.

5% In the pre-sales marketing stage
Surprisingly, some get to this last stage, and still die.  I was once involved in such a project in 1995.  It was killed after two years of intense development, before a single sale was made.  That’s right!  We finished a two-year death march, only to find the product pulled from marketing.  There were too many competitors and not enough customer value.  That fiasco, and a few others like it, eventually killed the entire company.

 

–ray

How to Lose Your Best People

Don’t get discouraged; losing your best people is not as hard as it sounds.  And we’re here to help!  We’ve offered a few good ideas below.  If you have others, please post a comment, and they’ll be added to the list.  Why remain in agony, when the answers are so simple.

#1: Make life easy
That’s right; lavish money, benefits, and perks on your best people.  Foosball, anyone?  They’ll relax from the high-tension goals you’ve set, and things will slowly go undone.  Small things.  Your competitors will make life hard for you, and remove your ability to compensate so graciously.  Your best people will leave as a result.  Harsh realities, but you can pull it off!

#2: Lower your expectations
Why treat your best people like slaves?  They’ve worked hard to get where they are today, and they deserve a rest.  After all, you don’t want to be known as the Pharoah’s taskmaster.  Trust me… this works.  The results will be similar to point #1.  As soon as they realize the company and project goals are negotiable, you won’t have far to go.

#3: Create a Dilbert environment
Don’t know Dilbert?  See the comic to the left, or click here to see the cartoon.  Poor Dilbert is an IT professional who faces more daily incompetence than an Oklahoma Street-sweeper.  (Get it?  Armadillos?  That was my own pitiful attempt at humor.)  🙂  Foster a certain degree of incompetence in the office, and your Dilbert will flee.

#4: Let your projects take care of themselves
They will, you know?  Project management is not a discipline, its a recreation.  Don’t track your project time.  Don’t bother with post-mortem analysis and percent complete.  If you must, use a little spreadsheet with some cool fonts and colors.  Your best people will drift along with you – until their job search pays off.

All kidding aside, people leave for a lot of reasons, and it’s not always the company’s fault.  Don’t beat yourself up too badly.  If you’re trying hard to keep good people, you’re probably doing okay.  It takes a pretty messed up organization to drive good people away.  And sometimes, even the best companies cannot keep them.  Keep up the good work, and don’t let these things happen to you.  🙂

 

–ray

Define: Deadline Date

Deadline: A date associated with a task’s finish date, after which an indicator appears in the ‘Information’ column of Microsoft Project.

 

Microsoft Project allows you to set a deadline date for each task in an MPP project file.  This date is closely linked to the task’s finish date.  See the link below to set a deadline for a task.

http://www.projectteamblog.com/?p=43

 

I prefer deadline dates to task constraints.  They are simple and informal, and do not affect downline task dependancies.  In other words, they simply show a red symbol next to the task rather than affecting the starting dates of other tasks.

 

But honestly, Microsoft Project® is not as elegant as Standard Time® when it comes to time-related things.  It has no timesheet, and cannot accurately track employee hours for tasks.  Obviously, there is an ‘Actual Work’ column, but has no effective way to fill it. Standard Time® is much better suited for that purpose, and it has a task deadline feature as well.

 

–ray

How To: Filter Tasks in MS Project

Ever wonder how to reduce your Microsoft Project file from thousands of tasks down to a manageable few hundred, without deleting any?  Have you tried filtering?  This post discusses the steps to filter tasks in Microsoft Project.

Filtering is the act of reducing the number of visible tasks so that you only see what you are interested in.  All the tasks will still exist in the MPP file, but you will only see tasks that correspond to your filter criteria.  Follow these steps to filter tasks in Microsoft Project.

Create some tasks to filter by:

  1. Enter three tasks
  2. Set the durations to 10 hours, 20 hours, and 0 hours
  3. The results should look like the image below

 

 

 

Set up a new filter to show long tasks only:

  1. Choose Project, Filtered, More Filters…
  2. Click New
  3. Enter the name “Long tasks” (without the quotes)
  4. Click ‘Show in menu’
  5. Click in the ‘Field Name’ column, and choose ‘Duration
  6. Click in the ‘Test’ column and choose ‘is greater than’
  7. Click in the ‘Values(s)’ column and enter 10
  8. Click OK to save the new filter
  9. Nothing should change in your view

 

Activate your task filter:

  1. Choose Project, Filtered, Long Tasks (the new filter you created)
  2. Your view should now look like this image (hiding all the short tasks)
  3. Choose Project, Filtered, All Tasks to remove the filtering and show all tasks

 

 

 

–ray

Why Resource Leveling is Old School

On the surface, resource leveling looks appealing.  It offers the ability to spread work out so that an employee never has too little and never has too much.  Sounds good, right?  Maybe not…  Read on and let me know what you think.

The problem I have stems from the term resource itself.  Some of my customers won’t even use the word because it turns employees into machines.  Are “resources” human beings?  No, they are just “things” to be used.

I don’t go that far with my interpretation.  I’m okay with the word “resource.”  I know what it means, and what it doesn’t mean.  But still, when software attempts to tell the employee when to work, something is wrong.  Shouldn’t it be the other way around?

Spreading work around (as is in resource leveling) removes the human element from the project.  It turns employees into machines who crank out project hours, task after task after task with no regard to content.  One task is the same as another, right?

I’m sorry; people don’t work that way.  Machines do.  They love steady work.  Give them something to do, and they will churn it out day after day.  People work differently; they are diven by passions and love for the job.  They get excited about one task, and then another.  They schedule them in order of passion for the task at hand.  No passion – no work.

As soon as you allow software to tell your people when to come and go, the passion is gone.  Make sense?

 

–ray

Define: Earned Value

Earned Value: The amount of money a project has already earned, based on percent complete.

Calculating earned value will let you know approximately how much money is in the bag.  Obviously, it has to pass through the Accounts Receivable department, but eventually the money will be there.  This scheme works well for projects where money tightly follows work.  In other words, you do the work, and the money follows soon after.  While that’s often true of service-based companies like consultancies, it is not always true of manufacturing projects.

When a company manufactures goods, there is a much longer pipeline to cash.  Money does not tightly follow work.  You develop the product, test it, manufacture it, test it again, market it, sell it, and then your customer pays.  That process can take months or years.  So earned value is not as tangible.  And, there is the upside of selling the same design for several years.

Standard Time® calculates earned value based on Actual Work times the Client Rate.  Obviously, this is very tightly connected to the work you perform.  Every hour means billable time.  For consultancies, this matches reality pretty closely.

–ray