Eng: Amr Askar

Eng_askar@yahoo.com
TEL : 01117770602 - 01223684649
Introducing P6 R8.1 LEVEL 1
 Topics
1- Introduction to project management and Primavera
2- The Project Management Life Cycle
3- Navigating and layouts
4- Creating Enterprise Project Structure
5- Creating a Project
6- Creating a Work Breakdown Structure
7- Adding Activities
8- Maintaining the Project Documents Library
continued...
 Topics (cont.)
9- Creating Relationships
10- Scheduling
11- Assigning Constraints
12- Formatting Schedule Data
13- Defining Roles and Resources
14- Assigning Roles
15 - Assigning Resources and Costs
16 - Analyzing Resources
17- Printing Layout and Reports

...

LECTURE 1
Introduction to project management and
Primavera
 PM Framework
• What is a Project?
A project is a temporary endeavor undertaken to create a
unique product, service, or result.
• Temporary
( definite beginning and definite end)
Most projects are undertaken to create a lasting outcome.
• Unique
( different location, different design, different circumstances, different
contractors etc.)

• Progressive Elaboration
Continuously improving and detailing a plan as more detailed and specific
information and more accurate estimates become available.
 The Triple Constraints

Time Time: Finish on time •

Cost: Complete within •
budget
Quality: Meet •
performance
Quality Cost
Scope requirements and
quality targets.
Scope: All deliverables •
Risk are completed.
Resouces
٩
Projects and strategic planning
Projects are often utilized as a means of achieving an organization’s strategic plan.

Program management
A program is defined as a group of related projects managed in a coordinated way to
obtain benefits and control not available from managing them individually.

Portfolio management
A portfolio is a collection of projects or programs and other work that are grouped
together to facilitate effective management of that work to meet strategic business
objectives.
Project management office (PMO)
A project management office (PMO) is a management structure that standardizes
the project-related governance processes and facilitates the sharing of
resources, methodologies, tools, and techniques.

Supportive. Supportive PMOs provide a consultative role to projects by

supplying templates, best practices, training, access to information and lessons
learned from other projects.

Controlling. Controlling PMOs provide support and require compliance through

various means.

Directive. Directive PMOs take control of the projects by directly managing the
projects.
١١
 Project Management Knowledge Areas
• Project Integration Management
• Project Scope Management
• Project Time Management
• Project Cost Management
• Project Quality Management
• Project Human Resources Management
• Project Communications Management
• Project Risk Management
• Project Procurement Management
• Project Stakeholder Management
 Project Management Process Groups
• Initiating process group
performed to define a new project or a new phase of an existing project by obtaining
authorization to start the project or phase.

•Planning process group

performed to establish the total scope of the effort, define and refine the objectives,
and develop the course of action required to attain those objectives.

•Executing process group

performed to complete the work defined in the project management plan to satisfy the
project specifications.

•Monitoring and Controlling process group

the processes required to track, review, and regulate the progress and performance of
the project; identify any areas in which changes to the plan are required; and initiate
the corresponding changes.

•Closing process group

performed to finalize all activities across all project management process groups to
formally complete the project, phase, or contractual obligations.
١٤
 Project Management Process Groups

Mapped to the Plan-Do-Check-Act Cycle

١٦
Process Groups Interact in a Project

١٧
Characteristics of a Project Life Cycle

١٨
OPEN
OPEN
File Open
Open Project
NEW PROJECT
 ADMIN

ADMIN PEREFERENCES ADMIN CATEGORIES CURRENCIES

ADMIN PEREFERENCES
TIME PERIOD
GENERAL
ADMIN CATEGORIES
ADD UNIT OF MEASURES
CURRENCIES
 EDIT

USER PREFERENCES

TIME UNIT CURRENCIES

TIME UNITS
DECIMALS
CURRUNCIES
CURRUNCIES
LECTURE 2
‫• ﻫﻳﻛﻝ ﻣﺷﺭﻭﻋﺎﺕ ﺍﻟﻣﺅﺳﺳﺔ ﻫﻭ ﺍﻟﺗﻧﻅﻳﻡ ﺍﻟﻬﺭﻣﻲ ﻟﻛﻝ‬
‫ﺍﻟﻣﺷﺭﻭﻋﺎﺕ ﺍﻟﻣﻭﺟﻭﺩﺓ ﺑﺎﻟﻣﺅﺳﺳﺔ ﺣﻳﺙ ﺃﻥ ﺍﻟﺑﺭﻧﺎﻣﺞ‬
‫ﻣﺻﻣﻡ ﻟﻳﺗﻌﺎﻣﻝ ﻣﻊ ﺍﻟﺭﺅﻳﺔ ﺍﻟﺷﺎﻣﻠﺔ ﻟﻠﻣﺅﺳﺳﺔ ﻭﺍﺿﻌﺎ ﻓﻲ‬
‫ﺍﻻﻋﺗﺑﺎﺭ ﻫﻳﻛﻝ ﺍﻟﻣﺅﺳﺳﺔ ﻭﺗﻘﺳﻳﻣﻪ ﺇﻟﻰ ﻋـﺩﺓ ﺇﺩﺍﺭﺍﺕ ﺃﻭ‬
‫ﺃﻗﺳﺎﻡ ﺛﻡ ﺗﻘﺳﻳﻡ ﻫﺫﻩ ﺍﻷﻗﺳﺎﻡ ﺇﻟﻰ ﺃﻗﺳﺎﻡ ﺃﻗﻝ ﻭﻛﻝ ﻗﺳﻡ‬
‫ﻣﺳﺋﻭﻝ ﻋﻥ ﻋﺩﺓ ﻣﺷﺭﻭﻋﺎﺕ ﻭﻫﻛﺫﺍ‪ .‬ﻭﺍﻟﺷﻛﻝ ﺍﻟﺗﺎﻟﻲ‬
‫ﻳﻭﺿﺢ ﺍﻟﻣﻘﺻﻭﺩ ﺑﺫﻟﻙ‬
Level 1
EPS
Root

Level 2
EPS EPS
Node Node

Project
Level 3
EPS EPS EPS F
Node Node Node

Project Project Project Project Project

A B C D E
 ‫• ﻗﺑﻝ ﺩﺧﻭﻝ ﺍﻱ ﺑﻳﺎﻧﺎﺕ ﻧﻘﻭﻡ ﺑﻌﻣﻝ ﺗﺧﻁﻳﻁ ﺷﺑﻛﻲ ﻟﻠﺗﺻﻭﺭ ﺍﻟﺗﻲ‬
‫ﺳﻭﻑ ﺗﻛﻭﻥ ﻋﻠﻳﻪ ﺍﻟﺷﺭﻛﻪ ﻓﻲ ﺍﻟﻣﺳﺗﻘﺑﻝ ﻭﻟﻳﺱ ﻫﻧﺎﻙ ﺍﻱ ﻣﺷﻛﻠﻪ‬
‫ﻓﻲ ﻭﺿﻊ ﺗﺻﻭﺭ ﻣﺣﺩﻭﺩ ﻻﻧﻪ ﻳﻣﻛﻥ ﺗﻌﺩﻳﻝ ﻫﺫﺍ ﺍﻟﻭﺿﻊ ﻓﻲ ﺍﻱ‬
‫ﻟﺣﻅﻪ ﻓﻲ ﺍﻟﻣﺳﺗﻘﺑﻝ ﺩﻭﻥ ﺍﻟﺗﺄﺛﻳﺭ ﻋﻠﻲ ﺍﻟﻣﺷﺎﺭﻳﻊ ﺍﻟﻣﻭﺟﻭﺩﻩ ﻓﻲ‬
‫ﺍﻝ ‪ data base‬ﻭﻧﺑﺩﺃ ﺑﺈﺿﺎﻓﻪ ﺍﻟﻬﻳﻛﻝ ﺍﻟﻬﺭﻣﻲ ﻟﻠﺷﺭﻛﻪ ﻭﺍﻟﺫﻱ‬
‫ﺳﻭﻑ ﻳﺗﻡ ﺗﺳﻛﻳﻥ ﺍﻟﻣﺷﺎﺭﻳﻊ ﻓﻳﻪ ﻓﻳﻣﺎ ﺑﻌﺩ ‪:‬‬
 ‫• ﻭﻫﻛﺫﺍ ﻳﺗﻡ ﻋﻣﻝ ‪ OBS‬ﻛﻣﺎ ﺳﻭﻑ ﻧﻌﺭﻑ ﻓﻳﻣﺎ ﻳﻠﻲ ﺍﻭﻻ ﻣﻥ‬
‫ﻗﺎﺋﻣﻪ ‪ enterprise‬ﻧﺧﺗﺎﺭ ‪ OBS‬ﻓﺗﻅﻬﺭ ﺍﻟﺷﺎﺷﺔ ﺍﻟﺳﺎﺑﻘﺔ‬
‫ﻭﻣﻧﻬﺎ ﻳﺗﻡ ﻋﻣﻝ ﻫﻳﻛﻝ ﺗﻧﻅﻳﻣﻲ ﺍﻟﻣﻧﺎﺻﺏ ﺍﻻﺩﺍﺭﻳﻪ ﻣﻊ ﺗﺣﺩﻳﺩ ﻛﻝ‬
‫ﻣﺳﺋﺅﻝ ﻋﻥ ﻣﻧﺻﺏ ﺍﺫﺍ ﺍﻣﻛﻥ‬
‫ﻳﻣﻛﻥ ﺍﺿﺎﻓﺔ ﻣﺷﺭﻭﻉ ﺟﺩﻳﺩ ﻣﻥ ﺍﻟﺿﻐﻁ ﻋﻠﻲ ‪Ctrl‬‬
‫‪ + N‬ﻓﺗﻅﻬﺭ ﻟﻧﺎ ﺍﻟﺷﺎﺷﺔ ﺍﻟﺗﺎﻟﻳﻪ ‪:‬‬

‫ﻣﻥ ﺍﻟﺷﺎﺷﻪ ﺍﻟﺳﺎﺑﻘﺔ ﻳﺗﻡ ﺗﺣﺩﻳﺩ ﺍﻝ ‪ EPS‬ﺍﻟﺗﻲ ﻳﻘﻊ‬

‫ﺍﻟﻣﺷﺭﻭﻉ ﻓﻲ ﻧﻁﺎﻗﻬﺎ ﻭﻋﻧﺩ ﺍﻟﺿﻐﻁ ﻋﻠﻲ‬
‫ﺗﻅﻬﺭ ﻟﻧﺎ ﺷﺎﺷﺔ ﺑﻬﺎ ﺍﻟﻬﻳﻛﻝ ﺍﻟﺗﻧﻅﻳﻣﻲ ﻟﻠﺷﺭﻛﺔ ﻣﻥ ﻧﺧﺗﺎﺭ ﺍﻟﻣﻛﺎﻥ‬
‫ﻟﻠﻣﺷﺭﻭﻉ ﻭﻧﺿﻐﻁ ﻋﻠﻳﻪ ﺩﺑﻝ ﻛﻠﻙ ﺃﻭ ﻣﻥ ﻋﻼﻣﺔ ﺍﻟﻣﻧﺎﺳﺏ‬
‫ﺍﻣﺎ ﺧﺎﻧﻪ ‪ PROJECT NAME‬ﻓﻳﻣﻛﻥ ﻛﺗﺎﺑﻪ ﺍﻱ ﻋﺩﺩ ﻣﻥ ﺍﻟﺣﺭﻭﻑ ﻏﻳﺭ‬
‫ﻣﺣﺩﺩ ﻭﻓﻳﻬﺎ ﻳﺗﻡ ﻛﺗﺎﺑﻪ ﺍﺳﻡ ﺍﻟﻣﺷﺭﻭﻉ ﺗﻔﺻﻼ ﻭﺑﻌﺩ ﺫﻟﻙ ﻧﺿﻐﻁ ‪NEXT‬‬
‫ﻓﺗﻅﻬﺭ ﻟﻧﺎ ﺍﻟﺷﺎﺷﻪ ﺍﻟﺗﺎﻟﻳﻪ ﻣﻧﻬﺎ ﻳﺗﻡ ﺗﺣﺩﻳﺩ ﺗﺎﺭﻳﺦ ﺑﺩﺍﻳﻪ ﺍﻟﻣﺷﺭﻭﻉ ﻭﺗﺎﺭﻳﺦ‬
‫ﻧﻬﺎﻳﺔ ﻁﺑﻘﺎ ﻟﻠﻌﻘﺩ ﺍﺫﺍ ﻛﺎﻥ ﻣﺗﺎﺣﺎ ﺍﻣﺎ ﻓﻲ ﺣﺎﻟﻪ ﻋﺩﻡ ﻭﺟﻭﺩ ﺗﻭﺍﺭﻳﺦ ﻟﻠﻣﺷﺭﻭﻉ‬
‫ﻓﺎﻧﺔ ﻳﻔﺿﻝ ﺍﻥ ﻧﺗﺭﻙ ﺍﻟﺑﺭﻧﺎﻣﺞ ﻳﻘﻭﻡ ﺑﺣﺳﺎﺏ ﺗﺎﺭﻳﺦ ﺍﻟﻧﻬﺎﻳﻪ ﺑﻌﺩ ﺍﺿﺎﻓﻪ‬
‫ﺍﻧﺷﻁﻪ ﺍﻟﻣﺷﺭﻭﻉ ﻭﻋﻣﻝ ﺣﺳﺎﺑﺎﺕ ﺍﻟﺷﺑﻛﻪ‬

‫ﻣﻥ ﺧﻼﻝ ﺍﻟﺷﺎﺷﺔ ﺍﻟﺳﺎﺑﻘﺔ ﻳﺗﻡ‬

‫ﻛﺗﺎﺑﺔ ﺍﻝ ‪ ID‬ﻟﻠﻣﺷﺭﻭﻉ ﻭﻣﻥ‬
‫ﺍﻟﻣﻌﺭﻑ ﺍﻧﻪ ﻻﻳﻣﻛﻥ ﺗﻛﺭﺍﺭ ﺍﻝ ‪ID‬‬
‫ﻻﻱ ﻣﺷﺭﻭﻉ ﻭﻳﻌﺗﺑﺭ ﻛﻭﺩ ﻟﻠﻣﺷﺭﻭﻉ‬
‫ﻣﻠﺣﻭﻅﺔ ‪ :‬ﺍﻗﺻﻲ ﻋﺩﺩ ﻣﻥ ﺍﻟﺧﺎﻧﺎﺕ‬
‫) ﻳﻌﻧﻲ ﺍﺣﺭﻑ ﺍﻭ ﻣﺳﺎﻓﺎﺕ ( ﻳﻣﻛﻥ‬
‫ﻛﺗﺎﺑﺗﻬﺎ ﻓﻲ ﺍﻝ ‪ ID‬ﻫﻭ ‪ ٢٠‬ﺧﺎﻧﻪ‬
‫ﺍﻣﺎ ﺧﺎﻧﻪ ‪ PROJECT NAME‬ﻓﻳﻣﻛﻥ ﻛﺗﺎﺑﻪ ﺍﻱ ﻋﺩﺩ ﻣﻥ ﺍﻟﺣﺭﻭﻑ ﻏﻳﺭ ﻣﺣﺩﺩ ﻭﻓﻳﻬﺎ ﻳﺗﻡ ﻛﺗﺎﺑﻪ‬
‫ﺍﺳﻡ ﺍﻟﻣﺷﺭﻭﻉ ﺗﻔﺻﻼ‬
‫ﻭﺑﻌﺩ ﺫﻟﻙ ﻧﺿﻐﻁ ‪ NEXT‬ﻓﺗﻅﻬﺭ ﻟﻧﺎ ﺍﻟﺷﺎﺷﻪ ﺍﻟﺗﺎﻟﻳﻪ ﻣﻧﻬﺎ ﻳﺗﻡ ﺗﺣﺩﻳﺩ ﺗﺎﺭﻳﺦ ﺑﺩﺍﻳﻪ ﺍﻟﻣﺷﺭﻭﻉ‬
‫ﻭﺗﺎﺭﻳﺦ ﻧﻬﺎﻳﺔ ﻁﺑﻘﺎ ﻟﻠﻌﻘﺩ ﺍﺫﺍ ﻛﺎﻥ ﻣﺗﺎﺣﺎ ﺍﻣﺎ ﻓﻲ ﺣﺎﻟﻪ ﻋﺩﻡ ﻭﺟﻭﺩ ﺗﻭﺍﺭﻳﺦ ﻟﻠﻣﺷﺭﻭﻉ ﻓﺎﻧﺔ‬
‫ﻳﻔﺿﻝ ﺍﻥ ﻧﺗﺭﻙ ﺍﻟﺑﺭﻧﺎﻣﺞ ﻳﻘﻭﻡ ﺑﺣﺳﺎﺏ ﺗﺎﺭﻳﺦ ﺍﻟﻧﻬﺎﻳﻪ ﺑﻌﺩ ﺍﺿﺎﻓﻪ ﺍﻧﺷﻁﻪ ﺍﻟﻣﺷﺭﻭﻉ ﻭﻋﻣﻝ‬
‫ﺣﺳﺎﺑﺎﺕ ﺍﻟﺷﺑﻛﻪ‬

‫ﻋﻧﺩ ﺍﻟﺿﻐﻁ ﻋﻠﻲ ﺗﻅﻬﺭ ﺷﺎﺷﺔ ﺍﻟﺗﻘﻭﻳﻡ‬

‫ﻭﻣﻧﻬﺎ ﻧﺧﺗﺎﺭ ﺗﺎﺭﻳﺦ ﺑﺩﺃ ﺍﻟﻣﺷﺭﻭﻉ‬
‫ﻭﺗﺎﺭﻳﺦ ﻧﻬﺎﻳﻪ ﺍﻟﻣﺷﺭﻭﻉ‪.‬‬
‫‪ NEXT‬ﻓﺗﻅﻬﺭ‬ ‫ﺛﻡ ﻧﺿﻐﻁ ﻋﻠﻲ‬
‫ﻭﻣﻧﻬﺎ ﻳﺗﻡ ﺗﺣﺩﻳﺩ‬ ‫ﺍﻟﺷﺎﺷﻪ ﺍﻟﺗﺎﻟﻳﻪ‬
‫ﺍﻟﻣﺳﺅﻭﻝ ﻋﻥ ﺍﻟﻣﺷﺭﻭﻉ ﻭﻋﻧﺩ ﺍﻟﺿﻐﻁ‬
‫ﻋﻠﻲ ﺗﻅﻬﺭ ﺷﺎﺷﺔ ﺑﻬﺎ ﻛﻝ ﺍﻝ ‪OBS‬‬
‫ﻧﺧﺗﺎﺭ ﻣﻧﻬﺎ ﺍﻟﻣﺳﺅﻭﻝ ﻋﻥ ﺍﻟﻣﺷﺭﻭﻉ‬
LECTURE 3
Project Scope Management

Mohamed Seleam, PMP, PMI-RMP, PMI-SP

Mohamed Seleam, PMP, PMI-RMP, PMI-SP
 Project Scope Management
Project Scope Management: includes the processes required to ensure that
the project includes all the work required, and only the work required, to
complete the project successfully.

Preventing extra work or gold plating.

Giving any extras is a waste of time and adds no benefit to the
project

Completion of project scope is measured against the project management plan.•

Completion of the product scope is measured against the product requirements•

 Plan Scope Management

inputs Tools & techniques Outputs

1 Project management
1. Expert judgment. 1 Scope management plan .
plan .
2. Meetings. 2 Requirements
2 Project charter .
management plan
3 Enterprise
environmental factors .
4 Organizational process
assets

Plan Scope Management is the process of creating a scope management plan that
.documents how the project scope will be defined, validated, and controlled
The key benefit of this process is that it provides guidance and direction on how
.scope will be managed throughout the project
 Collect requirements

• The process of defining and documenting

stakeholders’ needs to meet the project objectives.

٨٦
 Collect requirement

inputs Tools & techniques outputs

1 . Interviews
1 Scope 1 . Requirements
management plan . 2 . Focus groups
3 . Facilitated workshops documentation.
2 Requirements
management plan .
4 . Group creativity techniques 2 . Requirements
5 . Group decision making techniques traceability matrix.
3 Stakeholder
management plan . 6 . Questionnaires and surveys
7 . Observations
4 Project charter .
8. Prototypes
5 Stakeholder
register .9 Benchmarking .
10 Context diagrams .
11 Document analysis

٨٧
 Group creativity techniques

• Brainstorming.

• Nominal group technique.

• The Delphi technique.

• Idea/ mind mapping.

٨٨
 Requirements
Traceability Matrix
Business
need
Links requirements to
Different level
of Project
their origins
requirements objective
details Allows for tracking &
traceability throughout
project life cycle.
Provides a structure for
Requirement
managing changes to
Test strategy
/scenario
Scope/WBS product scope.
Requirement attributes
include:
Unique ID, description,
Product owner, version, status,
Design
development
completion date,
acceptance criteria.
 Define scope

• The process of developing a detailed description

of the project and product.

• In the project context the term scope can refer

to:

• Product scope – The Features and functions that characterize a

product, service or result.
• Project scope – The work that needs be accomplished to deliver a
product, service, or result within the specified features and functions.

٩٠
 Define scope
inputs Tools & techniques outputs
.1 Scope 1 . Project scope
management 1 . Expert judgment statement
plan 2 . Project document
2 . Product analysis
.2 Project charter updates
3 . Alternatives generation
3 Requirements
4 . Facilitated workshops
documentation
4 Organizational
process assets

٩١
 Project Scope Statement
Detailed description of the project scope, including major deliverables,
project objectives, project assumptions, project constraints, and a
statement of work.
•Provides documented basis for
• Making future project decisions and for confirming.
•Confirming or developing a common understanding of project scope
among the stakeholders.
•Enables the project team to perform more detailed planning.
•Guides the project team's work during project execution.

Approved detailed project scope statement and its

associated WBS and WBS dictionary form the scope
baseline for the project

٩٢
 Project Scope Statement

– Project boundaries and exclusions

– Product scope description (characteristics of product/result)

– Product acceptance criteria

– Project deliverables

– Project constraints

– Imposed milestones and/or budget

– Project assumptions

– Initial project organization

– Initial defined risks

– Order of magnitude cost estimate

– Approval requirements
 Create WBS
inputs Tools & outputs
1 Scope management plan . techniques
2 Project scope statement . 1. Scope baseline
3 Requirements 1 . Decomposition 2. Project document
documentation . .2 Expert judgment updates
4 Enterprise environmental
factors .
5 Organizational process
assets

Create WBS is the process of subdividing project deliverables and project work
.into smaller, more manageable components
The key benefit of this process is that it provides a structured vision of what has
٩٤
.to be delivered
 Project

Phase 1 Phase 2 Deliverable 3 Subproject4 Subproject 5

Deliverable 2.1 Deliverable 2.2 Deliverable 2.3 Deliverable 4.1 Deliverable 4.2

Deliverable 2.2.1 Deliverable 2.2.2 Deliverable 4.1.1 Deliverable 4.1.2 Deliverable 4.1.x

Work package
Work package Work package Work package
2.2.2.1 4.1.2.1
2.2.1.1 3.1

Work package Work package

Work package Work package
2.2.2.2 3.2 4.1.2.2
2.2.1.2
Work package
Work package 3.3 Work package
2.2.1.3 Work package 4.1.2.3
2.2.2.2.1
Work package
3.4
Work package
2.2.2.2.2

٩٥
 Sample of WBS (Intranet WBS in Tabular Form)
1.0 Concept
1.1 Evaluate current systems
1.2 Define Requirements
1.2.1 Define user requirements
1.2.2 Define content requirements
1.2.3 Define system requirements
1.2.4 Define server owner requirements
1.3 Define specific functionality
1.4 Define risks and risk management approach
1.5 Develop project plan
1.6 Brief web development team
2.0 Web Site Design
3.0 Web Site Development
4.0 Roll Out
5.0 Support
 Decomposition
A planning technique that subdivides the project scope and project deliverables
into smaller, more manageable components, until the project work associated
with accomplishing the project scope and providing the deliverables is defined in
sufficient detail to support executing, monitoring and controlling the work .

Generally involves five steps:

1. Identify the deliverables and related work
2. Structure and organize the WBS
3. Decompose the upper WBS levels into lower detailed components
4. Develop and assign identification codes to the WBS components
5. Verify that the degree of decomposition of the work is necessary and sufficient

٩٧
 Work Package
Work Package: is a deliverable or project work
component at the lowest level of each branch of the work
breakdown structure .
•The work package includes the schedule activities and
schedule milestones required to complete the work
package deliverable or project work component
•Level at which the cost and schedule for the work can be
reliably estimated, monitored, and controlled
•Approximated time expected for work package is 80
hours
٩٨
 Benefits of using WBS
• Provides a structure for planning the project
• Provides a basis for assigning work to groups and individuals
• Provides a basis for preparing estimates, calculating costs, and
measuring the progress of work
• Clarifies roles and responsibilities of personnel
• Defines the project scope and thus provides a mechanism for
assessing the impact of proposed changes
• Provides data for projecting costs and activities needed on
future, similar projects

٩٩
 WBS Dictionary
Work Breakdown Structure Dictionary A document that describes
each component in the WBS

For each WBS component, the WBS dictionary includes a:

•Code of account identifier
•Statement of work
•Responsible organization
•List of schedule milestones
It may include:
•Contract information
•Quality requirements
•Technical references to facilitate performance of the work
•List of associated schedule activities
•Resources required
•Estimate
١٠٠ of cost
Scope Baseline

Approved WBS
Scope
statement Approved
WBS
Scope
Dictionary
+ Statement

WBS
Scope
+ Baseline

WBS
dictionary
 Project time management

Project Time
Management
includes the
processes required
to manage timely
completion of the
project.

١١٠
 Project time management
Planning
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule

Monitoring and controlling

6.7 Control Schedule

١١١
Dependency Relationships in the Precedence Diagramming Method (PDM)

١١٢
 .
• Dependency Determination

Three types of dependencies are used to define the sequence among the activities

• Mandatory dependencies

• Discretionary dependencies ( optional )

• External dependencies

• Internal dependencies

١١٣
 .

• Applying leads and lags

A lead
Allows an acceleration of the successor activity.

A lag
Directs a delay in the successor activity

• Schedule network templates

١١٤
 B
SS
A

C E
D

Start
H FS +15
F G End

SS +10
I J
K
FF

Precedence diagramming method

١١٥
 Network Diagramming

Activities Activity Resources Original Predecessor

Code Description Needed Duration Logic

Start 0 -------------

A 2 Start

B 12 A

C 5 B&D

D 6 Start

E 7 D

F 3 E

Finish 0 C&F
 Network Diagramming Analysis
A network diagrams is a schematic display of project’s activities and
dependencies
2 Days 12 Days 5 Days

A B C

Finish
Start

6 Days 7 Days 3 Days

D E F
 Network Diagram Analysis

The Forward Pass …

Early Start Early Finish

Box 2 Days
Box
0 2

A
0 0

Start 6 Days
0 6

D
١١٨
 Critical Path Method (PDM), Forward Pass
Early Start = Highest of predecessor’s
Early Finish Times

0 2 2 14 14 19

A B C
2 Days 12 Days 5 Days 19 19
0 0

Start Finish

0 6 6 13 13 16

D E F
6 Days 7 Days 3 Days
 Network Diagram Analysis

The Backward Pass …

5 Days
14 19
C 19 19
14 19 Finish
19 19
3 Days
13 16
F
Late Start 16 19 Late Finish
Box Box
١٢٠
 Critical Path Method (PDM), Backward Pass

Late Finish =
Lowest of successor’s Late Start Times

2 Days 12 Days 5 Days

0 2 2 14 14 19
A B C
0 2 2 14 14 19
0 0 19 19

Start Finish
6 Days 7 Days 3 Days 19 19
0 0
0 6 6 13 13 16
D E F
3 9 9 16 16 19
 Network calculations

How much the free float for activity D?

8 Days 12 Days 5 Days

0 8 8 20 20 25
A B C
0 8 8 20 20 25
0 0 25 25
(0) (0) (0) Finish
Start
6 Days 7 Days 3 Days 25 25
0 0
0 6 8 15 15 18 (0)
Float = (0)
D E F
9 15 15 22 22 25

(9) (7) (7)

• Free float ( slack )
The amount of time an activity can delay
without delaying the early start of its
successors .

• Total float ( slack )

The amount of time an activity can delay
without delaying the project completion
date .

١٢٣
 .

Exercise
15 minutes

١٢٤
 You are the project manager for project with the
following network diagram
task Preceding Estimate
Activity in months
Start 0
Draw the network diagram ? •
1 Start 2
Calculate all of the paths in this •
network diagram?
2 Start 3
What is the duration of the •
critical path of this network 3 1 7
diagram?
What is the float of task 3? • 4 1,2 9
What is the float of task 5? •
5 2 3
What is the float of task 1? •
What is the slack of task 7? • 6 3 2

7 4 8

End 5,6,7 0
 7 2

2 9 9 11
2
3 6
11 18 18 20
0 2
1
1 3 9 8

3 12 12 20
start 3 4 7 Finish
3 12 12 20
0 3
2 3
0 3
3 6
5
17 20
• 1 - 3 - 6 : 2 + 7 + 2 = 11 months .• = 14 months

1 - 4 - 7 : 2 + 9 + 8 = 19months • = 1 month

2 - 4 - 7 : 3 + 9 + 8 = 20months • Since Task VII is in the critical path by

definition the slack is 0.
2 - 5 : 3 + 3 = 6 months

• 20 months
•
• Using float = LS – ES = 9 months

١٢٧
Schedule Compression
Shortens the project schedule without changing the project scope, to meet schedule

constraints, imposed dates, or other schedule objectives.

Crashing: cost and schedule tradeoffs are analyzed to determine how to obtain
the greatest amount of compression for the least incremental cost.

Fast tracking: doing activities in parallel that would normally be done in

sequence. Fast tracking often results in rework and usually increases risk.

١٢٨
 Estimate activity durations

• Expert judgment
Expert judgment can be used to determine whether to combine methods of estimating and how
to reconcile differences between them.

• Analogous estimating
This technique relies on the actual duration of previous similar projects as the basis for
estimating the duration of the current project.
Analogous estimating uses historical information and expert judgment.
Analogous estimating is generally less costly and time consuming than other techniques, but it is
also generally less accurate.

١٢٩
• Parametric estimating .
Parametric estimating uses a statistical relationship between historical data and other
variables to calculate an estimate for activity parameters, such as cost, budget, and
duration.

• Three-point estimates
PERT uses three estimates to define an approximate range for an activity’s duration
Most likely: the duration of the activity, given the resources likely to be assigned,
their productivity, realistic expectations of availability for the activity,
dependencies on other participants, and interruptions.
Optimistic: the activity duration is based on analysis of the best-case scenario for
the activity.
Pessimistic: the activity duration is based on analysis of the worst-case scenario
for the activity

T = O+4M+P
6
 Calculation of PERT PROBABILITIES

• Standard Deviation
VARIANCE
σ=P–O
V = σ2
6

O = OPTIMISTIC

P = PESSIMISTIC
١٣١
 5
B
4
A
7 5
start C D Finish

Activity Optimistic Most Pessimistic Expected Standard Variance

likely duration Deviation
(O+ 4*M +P) (P – O)
6 6
A 2 4 6 4 0.67 0.44
B 3 5 7 5 0.67 0.44
C 4 7 10 7 1 1
D 4 5 6 5 0.33 0.11

Expected Project duration = 14

Project duration, standard deviation =
0.44 + 0.44 + 0.11 = 1.00
• Normal Distribution

•Statistically measures variability - commonly used in quality

control
σ•
-1 +1σ
•

-2σ
• +2σ•

σ•
-3 Te, Project• σ•
+3
Duration•

68.26%•
95.46%•
99.73%•

LCL• UCL•
•PERT Calculations

-1σ
• +1σ
•
Project •
Start Date

-2•σ +2σ•

-3σ
• Te, Project• σ•
+3
Duration•

50%•
84.13%•
97.73%•
99.86%•

• Normal Distribution:

50% chance - using expected time durations (Te, )

84% chance - (Te, ) + 1 s , etc
 A
B Crashing Cost
C D

Activity Normal Crash Normal cost $ Crash cost $ Crash cost /

duration duration day

A 4 2 6000 8000 1000

B 5 4 5000 5750 750

C 7 6 8000 8500 500

D 5 4 6000 8000 2000

١٣٥
- If activity P , Q, and T are on The critical path
which activity should be crashed first considering
the cost is important

Activity Normal time Crash Time Normal Cost Crash Cost

P P 7 5 7000 9000
S
Q 4 3 7000 7500
T
Q R 5 2 8000 14000
S 4 2 4000 4800

T 8 7 4000 5500
 Project time management
Planning
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Resources
6.5 Estimate Activity Durations
6.6 Develop Schedule

Monitoring and controlling

6.7 Control Schedule

١٣٧
 6.1 Plan Schedule Management

how the project schedule will be managed throughout the

project .

Establishing the policies, procedures, and documentation for

planning, developing, managing, executing, and controlling the

project schedule.

١٣٨
 Plan Schedule Management
Inputs Tools & techniques Outputs
1. Project 1. Expert judgment
management Schedule
plan 2. Analytical techniques Management
2. Project charter 3. Meetings Plan
3. E E F.
4. O P A.

1. (Scope B line – WBS &

Cost, risk and comm.
Decisions)
2. (Summary mile stone)

١٣٩
 Define activities
Inputs Tools & techniques Outputs
1. Schedule 1. Decomposition 1. Activity list
management 2. Rolling wave planning 2. Activity attributes
plan
3. Expert judgment 3. Milestone list
2. Scope baseline
3. E E F.
4. O P A.

١٤٠
 Sequence activities
Inputs Tools & techniques Outputs
1. Schedule Mng 1 . Precedence diagramming 1. Project schedule
plan method (PDM) network diagrams
2. Activity list 2 . Dependency 2. Project document
3. Activity attributes determination updates
4. Milestone list 3 . Leads and lags
5. Project scope
statement
6. EEF.
7. OPA.

١٤١
 Estimate Activity Resources
Inputs Tools & techniques Outputs
1. Schedule 1 . Expert judgment 1 . Activity resource
management plan 2 . Alternatives analysis requirements
2. Activity list 3 . Published estimating data 2 . Resource
3. Activity attributes 4 . Bottom-up estimating breakdown structure
4. Resource calendars 5 . Project management 3 . Project document
5. Risk register software updates
6. Activity cost
estimates
7. EEF.
Estimate Activity Resources is the process of
8. OPA.
estimating the type and quantities of material,
human resources, equipment, or supplies required to
perform each activity.

١٤٢
 Estimate Activity Durations
Inputs Tools & Outputs
.1 Schedule management Techniques 1 . Activity duration
plan 1 . Expert judgment estimates
.2 Activity list 2 . Analogous estimating 2 . Project
.3 Activity attributes 3 . Parametric estimating document updates
.4 Activity resource req. 4 . Three-point estimates
.5 Resource calendars 5 . Reserve analysis
.6 Project scope statement
.7 Risk register
.8 Resource breakdown The Estimate Activity Durations process requires
structure an estimation of the amount of work effort
.9 EEF required to complete the activity and
.10 OPA The amount of available resources estimated to
complete the activity .

١٤٣
 Develop schedule
Inputs Tools & outputs
.1 Schedule management plan techniques
.2 Activity list 1. Schedule baseline
1 . Schedule network
.3 Activity attributes analysis 2.Project schedule
.4 Project schedule network 2 . Critical path method .3 Schedule data
diagrams 3 . Critical chain method .4 Project calendars
.5 Activity resource requirements . 4 . Resource optimization .5 Project management
6 Resource calendars techniques plan updates
.7 Activity duration estimates .5 Modeling techniques .6 Project documents
updates
.8 Project scope statement 6 . Applying leads and lags
.9 Risk register 7 . Schedule compression
.10 Project staff assignments 8 . Scheduling tool
.11 Resource breakdown structure
.12 EEF.
.13 OPA.

١٤٤
 Gantt Chart

Activity
Task A

Task B

Task C

Task D
June July Aug sep Oct.
١٤٥
Time
 Milestone Chart

١٤٦
LECTURE 4
 Human resource management
• Project Human Resources Management includes the processes that organize,
manage, and lead the project team.
• Project management team is a subset of the project team and is responsible for
project management and leadership activities such as initiating, planning,
executing, controlling, and closing

• This group can also be referred to as

( the core – executive – leadership team )

• Managing and leading the project team includes:

• Influencing the project team
• Professional and ethical behavior

١٧١
 Project HR
management

Plan
human
Acquire Develop Manage
resource
project team project team project team
Management

١٧٢
 Develop human resource plan
inputs Tools & techniques
1. Project Management Plan 1. Organizational charts and
2. Activity resource position descriptions
requirements 2. Networking
3. Enterprise environmental 3. Organizational theory
factors 4. Expert judgment
4. Organizational process
5. Meetings
assets

outputs
1. Human resource
Management plan
١٧٣
 Roles and Responsibilities

• Roles and Responsibilities: Defines the positions, skills, and competencies that
the project demands; the following should be addressed when listing the roles and
responsibilities needed to complete the project:

• Role : A defined function to be performed by a project team member; role clarity

concerning authority, responsibilities, and boundaries is essential for project success

• Authority : Right to apply project resources, expend funds, make decisions, or

give approvals

• Responsibility :Work that a project team member is expected to perform in order

to complete the project's activities

• Competency :Skill and capacity required to complete project activities

١٧٤
Organization Charts and Position Descriptions

Organizational Charts and Position Descriptions

Objective is to ensure that each work package has an unambiguous owner and that
all team members have a clear understanding of their roles and responsibilities;
three most common types:
Hierarchical-type charts - The traditional organization chart structure can be used
to show positions and relationships in a graphic, top-down format; can be work
breakdown structure (WBS), organizational breakdown structure (OBS), and
resource breakdown structure (RBS)
Matrix-based charts - A responsibility assignment matrix (RAM)
is used to illustrate the connections between work that needs to be done (shown in
WBS) and the project team members (shown in OBS)
Text-oriented formats - Used for team member responsibilities that require detailed
descriptions; usually in outline form, provides information on: responsibilities,
authority, competencies, and qualifications

١٧٥
 PM RAM Role

Responsibility

Authority

Hierarchal- type
Organization chart
Text-oriented
format

Matrix-based
١٧٦ Responsibility chart
RACI ◌ٌ
chart Person

Activity Aly Nora Salma Akram Ahmad

Design A R I I I

Build I A R C C

Test I A R C C

Develop
A R I R I

R= responsible A= accountable C= consult I= inform

١٧٧
 Acquire project team
inputs Tools & techniques
1. Human resource management 1.pre-assignment
plan 2.Negotiation
2.Enterprise environmental 3.Acquisition
factors 4.Virtual teams
3.Organizational process assets 5.Multi-criteria decision analysis

outputs
1.Project staff assignment
2.Resource calendars
3.Project management plan
١٧٨
updates
 Develop project team
inputs Tools & techniques
1.Project staff assignments 1.Interpersonal skills
2.Human resource 2.Training
Management plan 3.team-building activities
3.Resource calendars 4.Ground rules
5.co-location
6.Recognition and rewards
7. Personnel assessment tools

outputs
1.Team performance assessments
2.Enterprise environmental factors
١٧٩
updates
 Manage project team
inputs Tools & techniques
1.Project staff assignments 1.Observation and conversation
2.H R management plan 2.Project performance appraisals
3.Team performance 3.Conflict management
assessments 4.Interpersonal skills
4. Issue log
4.Work Performance reports
5.Organizational process
assets
Outputs
1.Enterprise environmental factors
updates
2.Organizational process assets
updates
3.Change requests
4.Project management plan updates
١٨٠
5. Project Documents updates
LECTURE 5
LECTURE 6
Project Cost Management

Mohamed Seleam, P M P, PMI-RMP,

PMI-SP
 Cost Estimation vs. Pricing
Cost estimating:
Assessing how much it
will cost the organization
to provide the product
or service

Cost

Price
Pricing: Assessing
Profit how much the
organization will
charge for the
product or service
 Project cost management
• Project cost management includes the processes
involved in estimating, budgeting, and controlling
costs so that the project can be completed within
the approved budget

• Plan cost Management.

• Estimate costs.
• Determine budget.
• Control costs.

٢٢١
We are about to produce 20 tables in 20 days cost is $20
for each.
How much BAC = ???
BAC = $20 * 20 tables = $400
Today is day 4 How much is the PV ?
PV = $20 x 4 tables = $80
At day 4 i earned only 3 tables, how much is the EV ?
EV = $20 x 3 tables = $60
AC = ??? X 3 tables = $90
SV = EV – PV = 60 – 80 = -$20
CV =EV – AC = 60 – 90 = -$30
SPI = EV / PV = 60 / 80 = 0.75
CPI٢٢٢= EV / AC = 60 / 90 = 0.666
 forecasting
• EAC forecast for ETC at new estimate
EAC = AC+ETC
90+ 300 = 390
• EAC forecast for ETC work performed at the budgeted rate
EAC = AC+(BAC-EV )
= 90+(400-60)=430
• EAC forecast for work performed at the percent CPI
EAC = BAC/ CPI
=400 / .66 = 600
• EAC forecast for ETC work considering both SPI and CPI factors
EAC =AC+((BAC-EV) /(CPI*SPI))
=90 +((400 – 60 )/ (.495 )) = 868.68

٢٢٣
 Variance at Completion (VAC)

B AC what the total job is supposed to cost

E AC what the total job is expected to cost

VARIANCE AT COMPLETION is the difference between what the

total job is supposed to cost and what the total job is now expected to cost.

FORMULA: VAC = BAC - EAC

Example: VAC = $400 - $430
VAC = - $30 (negative = overrun)

٢٢٤
 exercise
.

٢٢٥
 Example - Wall Construction

Wall Construction
Time = 1 week per wall
Cost = $ 1,000 per wall,
materials and labor
Total Schedule = 4 weeks
Total Cost = $ 4,000
Working days 5 day per
week starting on Sunday
and finish on Thursday by 5
PM
Assume production is liner
٢٢٦
 5 pm Wednesday, Week 2

How much work should

have been completed -
PV?
PLANNED
Wall 1 100% = $ 1,000
Wall 2 80% = $ 800
Wall 3 0% = 0
Wall 4 0% = 0
PV = $ 1,800

٢٢٧
 5 pm Wednesday, Week 2

10 % What is the budgeted

value of actual work -
EV?
EARNED
Wall 1 100% = $ 1,000
Wall 2 50% = $ 500
Wall 3 10% = $100
Wall 4 0% = 0
50 % Total = $1,600

٢٢٨
 5 pm Wednesday, Week 2

Total Cost to date –

AC = $ 2,250

٢٢٩
 5 pm Wednesday, Week 2
Earned Value
PV $1,800
EV $1,600
AC $2,250

Schedule Variance = EV - PV
= $1,600 - $1,800
= ($200)
Cost Variance = EV - AC
= $1,600 - $2,250
= ($650)
٢٣٠
 5 pm Wednesday, Week 2
Performance Indices
PV $1,800
EV $1,600
AC $2,250

SPI = EV / PV
= $1,600 / $1,800
= .9
CPI = EV / AC
= $1,600 / $2,250
= .7
٢٣١
 Types Of Costs

Direct Costs

Indirect costs

Fixed costs

Variable costs

Opportunity costs

Sunk costs

٢٣٢
 Present Value

Budgeting technique that debates Year FV PV
0 $50,000 $50,000
the future value of money based on 1 $35,000 $31,819
inflation, etc. 2 $15,000 $12,397

PV = FV
Assume a 10% interest (discount rate)
(1 + r)t
PV (Year 1) = FV / (1 + r)t
FV = amount of money t years from now =$35,000/(1 + 0.1)1
r = interest rate (also called “discount = $31,819

rate”)

t = time period
 Net Present Value (NPV)
This Means the total benefits (income or revenue) less the cost. To calculate NPV
you need to calculate the present value of each of the income and revenue figures
then add upA the present values.

Time Income or Present Value at Present Value at

Costs
Period revenue 10% interest rate 10% interest rate

0 0 0 200 200

1 50 45 100 91

2 100 83 0 0

3 300 225 0 0

Total 353 291

NPV =353-291=62
 Payback Period

The exact length of time needed to recover an initial investment as calculated from
cash inflows.

Total Benefits Total Cost Benefits Costs Month

$0 $0 $5000 $5000 1
$0 $0 $10000 $5000 2
$0 $0 $18000 $8000 3
$5000 $5000 $23000 $5000 4
$15000 $10000 $25000 $2000 5
$25000 $10000 $25000 $0 6
$35000 $10000 $25000 $0 7

PAYBACK PERIOD is 6 MONTHS

 Benefit Cost Ratio (BCR) Internal Rate of Return (IRR)

 Compares the cost to the benefits of  The interest (discount) rate where the
different projects. A BCR of > 1 means present value of the benefits exactly
the benefits are grater than the costs. equals the costs.
A BCR of < 1 means the costs are  The higher the rate, the better the
grater than the benefits. A BCR =1 project.
means the costs and benefits are the
 An IRR of 0.15 means that you
same.
expect the project to return an
 If the BCR of project A is 2.3 and BCR average of 15% on your investment
of project B is 1.7 which project would over a given time period (usually a
you select? number of years).

The answer is A. the project with the

higher BCR
 Exercise: Accounting Standards

Project A Project B Choice

Net present V $95.00 $75.00 A

IRR 13% 17% B

Payback Period 21 Month 16 Month B

Benefit Cost Ratio 2.79 1.3 A

 LIFE CYCLE COSTING

LIFE CYCLE COSTING : Means that the cost of operation

and maintenance phase to be consider and manage with
the project cost

PROJECT OPERATIONS AND

MAINTENANCE PHASE

costs costs

٢٣٨
 Project Cost Management

Planning Monitoring & Controlling

Plan Cost Estimate determine Control

Management Costs Budget Cost

٢٣٩
 Plan Cost Management
Inputs Tools & Techniques Outputs
• Project management • Expert judgment . • Cost management
plan . • Analytical techniques . plan
• Project charter • Meetings
• Enterprise
environmental factors
• Organizational process
assets.

Plan cost Management: The process that establishes the policies, procedures,
and documentation for planning, managing, expending, and controlling
project costs.
The key benefit of this process is that it provides guidance and direction on
how the project costs will be managed throughout the project.

٢٤٠
٢٤٠
 Estimate Costs
Inputs Tools & Techniques Outputs
• Cost management plan 1 Expert judgment . • Activity Cost
• Human resource 2 Analogous estimating . estimates
management plan . 3 Parametric estimating . • Basis of estimates
• Scope baseline . 4 Bottom-up estimating . • Project document
• Project schedule . 5 Three-point estimating . updates.
• Risk register . 6 Reserve analysis .
• Enterprise 7 Cost of quality .
environmental factors . 8 Project management software
• Organizational process 9 Vendor bid analysis .
assets 10 Group decision-making
techniques.

Estimate Costs is the process of developing an approximation of

the monetary resources needed to complete project activities.
The key benefit of this process is that it determines the amount
of cost required to complete project work.
٢٤١
 Determine budget
Inputs Tools & Techniques Outputs

• Cost management plan . • Cost Aggregation • Cost baseline

• Scope baseline . • Reserve Analysis • Project Funding
• Activity cost estimates . • Historical relationships Requirements
• Basis of estimates . • Expert judgment • Project document updates
• Project schedule . • Funding Limit
• Resource calendars. Reconciliation
• Risk register.
• Agreements .
• Organizational process
assets
Determine Budget is the process of aggregating the estimated
costs of individual activities or work packages to establish an
authorized cost baseline.
The key benefit of this process is that it determines the cost
baseline against which project performance can be monitored and
controlled.
٢٤٢
 Project Performance Management
Cost
EAC
Data date
BAC

AC

PV CV= EV - AC
SV= EV - PV
EV
Time
٢٤٣
 Control Costs
Inputs Tools & Techniques Outputs

• Project management • Earned value management • Work Performance

plan • Forecasting information
• Project Funding • To-complete performance • Cost forecasts
Requirements index (TCPI) • Change requests
• Work Performance • Performance Reviews • Project management plan
data • Project Management (Updates)
• Organizational Software • Project document (Updates)
process assets • Reserve analysis • Organizational Process
Assets (Updates)

Control Costs is the process of monitoring the status of the project to

update the project costs and managing changes to the cost baseline.
The key benefit of this process is that it provides the means to
recognize variance from the plan in order to take corrective action and
.minimize risk
٢٤٤
 To-Complete
Performance index
(TCPI)

TCPI is a CPI that must

be achieved in order to
meet a certain
management goal for
the project (such as
BAC or EAC).
INSERT QUANTITIES , UNIT AND UNIT PRICE
TOOLS GLOBAL CHANGE
NEW
NEW THEN ADD
CHANGE
COMMIT CHANGES
NOT NEEDED
OK
CLOSE
CALCULATED CHANGE
ADD FILTER THEN ADD FILTER
VIEW DIRECT COST ONLY OF THE PROJECT
LECTURE 7
ADD BID VALUE AS EXPENSES
ADD BOQ
THEN
ACTIVITY USAGE SPREAD SHEET
RIGHT CLICK SPREAD SHEETFIELDS
SELECT TIME INTERVAL FIELDS
ACTIVITY MONTHLY CASH FLOW
ACTIVITY USAGE PROFILE
RIGHT CLICK ACTIVITY USAGE
PROFILE OPTIONS
SELECT EXPENSES , COST
GET CASH IN CURVE
EDIT COLUMN
RESOURCE USAGE SPREAD SHEET SELECT
ALL SHIFT ↓
RIGHT CLICK COLLAPSE ALL
RIGHT CLICK SPREAD SHEET FIELDS
THEN BUDGET UNITS
GROUP AND SORT BY ACCOUNT
RIGHT CLICK COLUMNS
THEN CUSTOMIZE
SELECT BUDGET COST
SELECT BUDGET COST
RESOURCE USAGE PROFILE
RIGHT CLICK RESOURCE USAGE PROFILE
OPTIONS
DISPLAY COST