This section describes the conventions used throughout this manual.
While reading this ConceptDraw Project manual and its usage for creating projects you can face some terms. For your not having questions while reading we list all basic conventions you need for your quick creating a project giving their definitions. Other conventions are in appropriate help sections (the program help system).
A Task or an Activity - actions or a pursuit aimed at achieving a positive result.
A Total Task, a Group of Tasks or a phase is a set of several tasks aimed at achieving sjme intermediate result.
A Task Link is the sequence of excecuting project tasks relative to each other.
A Project is a task or a set of tasks or phases aimed at achieving a certain result planned by its developer.
A Milestone is a task completing a part of a project, i.e., it is the task which results in achieving an important goal or finishes a project phase.
Task Duration is the period of time necessary for realizing a task.
A Task Resource is a means for realizing a task.
A Material Resource is a means for realizing a task including financial or material means (materials, equipment, etc.).
A Worker's Resource is the people who are involved into performing a task, a phase or a whole project.
Assigning a Resource is an allotment of a resource for a task. Any task may have an unlimited number of assignments.
In common, creating a ConceptDraw project consists in describing project tasks, resources available and defining links among them by means of their assigning.
Developing a project starts with
its definition, i.e., describing of its key features.
Then a list of
phases and tasks and a list of resources needed for their realizing are
made.
That done, the information concering tasks and resources used
for defining project goals and objectives and plan tracking is
included.
At last, assigning tasks and resources is made, then the
project is optimized in case its duration or its budget turn out to have
exceeded desirable values.
Practically, when creating a project using the ConceptDraw Project there are the following stages:
Just after starting ConceptDraw Project you get into the program working area - its Start Wizard.
Start Wizard window
after starting the program.
The Start Wizard window is intended for a quick start of running the program. It offers you four variants of starting your work with the program:
In case you are getting acquainted with ConceptDraw Project and developing your first project with it, the best way to begin is to use Project Assistant.
To start Project Assistant, click the Project Assistant button.
Creating a project is impossible without its defining, e.g., assigning its key features such as total duration, working hours and planning technique.
Project Assistant is intended for developing a project.
On clicking the Project Assistant button, the Project Information window opens.
Project Information window
The working area of the Project Information window is divided into two panels.
The left panel has buttons defining three stages of creating a project, including the following:
The Project Stages panel is repeated in other Project Assistant windows for a quick going on to different stages of developing a project by clicking a corresponding button. It is needed for quick making corrections of tasks while creating a project.
The right panel of the working area of the Project Information window contains:
Option Buttons:
Step 1. The Project Name is the identifier for all subsequent work on the project, therefore it is selected proceeding from own criteria which can be various by every developer. Type the desirable Project Name in the Name input box.
Step 2. The Project Number of a is needed for its identification inside the company developing a project. Type the desirable number of your project in the Project Number input box.
Step 3. The name of your company names the project owner or its developer and it is constantly used for project identifying. Type your Company or your organization name in the Company input box.
Step 4. The project manager name informs us of a person responsible for some project. All questions relative to project management as well as project realization are in his competence. Type the desired project manager name in the Project manager input box.
Step 5. The E-mail address of the Manager is necessary for communicating subcontractors and developers or executors of some project parts who do not reside in the place where project management is made. Type the desired Manager E-mail in the Manager E-mail input box.
Step 6. Notes to any project can specify it or explain its orientation. They are made in a brief form so that persons facing some project for the first time could have a clear idea of this project. If necessary, type notes relative to a specific project in the Notes box.
Duration is the total interval of active working hours needed for finishing a project or a task.
This interval usually represents the amount of working hours passed from the beginning till terminating a task according to a project or resources calendar.
To define some project duration in ConceptDraw Project three parameters are set:
Step 1. Click the triangle in the Start Date combo box.
After your clicking the triangle the
Calendar window opens.
Step 2. Assign the
Start Date of your project.
The Start
Date (day, month and year) of your project is assigned in the
Calendar window. When the Calendar
window is closed, the Start Date of you project will be
displayed in the Start date timeline then.
Step 1. Click the triangle in the Estimated Finish
Date combo box.
After
your clicking the triangle the Calendar window
opens.
Step 2. Assign the Estimated Finish Date of your project.
Attention!!!The default Start
Date of a project is a current system date, and the default
project duration makes only one month (!). Do not forget to define both the Start Date and Estimated Finish Date of your project! |
Any new project created has its own duration. Some project can last for
a few years, another one does for some months, the third one needs several
weeks. The Project Time Scale lets you specify the
image of project running in time that is the most convenient for you.
The Project Time Scale is used for making graphic images
of your project both visually on your monitor and when printing
it.
The Time Scale combo box is
the third in the Calendar panel.
You can choose the following scales:
The Days time scale is set up as default by the program in the Time Scale line. For choosing another Time Scales you have to click the triangle in the Time Scale combo box. The drop-down Time Scale box is opened.
Having chosen your Time Scale in the drop-down Time Scale box, click it. The time scale set up by you will appear in the timeline of the Time Scale Table.
Going to the next project stage is made by clicking the Next button in the command toolbar.
After filling out all data in the information panel and clicking the Next button in the command toolbar the Starting Problems and Opportunities dialogue window opens.
For creating a unique product, some service, a research (any project result) one needs to carry out a sequence of activities. The problem of project planning consists in estimating operational terms and costs of activities rather sufficiently. The more precisely this estimation is made, the higher is the quality of a plan or a project.
To state an exact estimation, it is necessary to conceive the structure of project activities well , that is to know what activities are to be executed for obtaining a positive project result. No sooner than the list of project activities is compiled, the duration of each of them may be estimated, and the resources needed for their fulfilling assigned. Only then costs and duration required for executing of each task can be estimated, and, as a result of their addition, the total cost and duration of the whole project may be seen. That is why defining structures of activities is the first step for developing a project.
Defining a project activities structure starts from determining project stages (or phases). For instance, in the project &qout;Publishing a magazine" such phases as "Planning", "Preparing Materials", "Making-up" and "Preparing for Printing" can be singled out.
After structures of phases and their results are clear, the sequence of these phases relatively to each other and deadlines for their complete fulfilling should be defined. Then it is necessary to fix of what activities phases consist, the sequence how these activities are to be executed and what deadlines of their fulfilling should be confined to. In other words, principles of planning tasks inside phases repeat those ones of planning phases inside a project.
It is convenient to define the structure of operations by making steps. At first, the frame of the operational plan consisting of phases, their results and several primary goals is created. Then other tasks are added in the plan, their duration and links are assigned. Afterwards the key dates of the project are assigned, deadlines for achieving project results and other restrictions on time are set. At last, some additional information on tasks is added in the plan.
The project "Software Developing" can be an example of a project.
All steps and dependences which can be used for a project of developing any program decisions are defined in it. This project embraces the following tasks:
1. Defining the project goal
This stage consists in exact defining this project goal. Furthermore, project financing and property rights are also defined. The coverage sphere fixed precisely is absolutely necessary while developing any software; making a decision on continuation of some project or its cancellation based on its costs estimating is often the result of defining the software coverage sphere.
2. Software analysis and requirements to it
After defining the project coverage sphere and its financing, it is possible to start some more detailed analysis of a higher level and defining requirements to software. At this stage detailed specifications of the software are created, the project preliminary budget and the project schedule of a higher level is defined. At the end of this stage there should be a confidence that project customers and its development team are well aware of the project scope, and all the necessary coordination for going on to the designing stage has been made.
3. Designing
The designing stage consists in developing a detailed functional specification for elaboration of an application. The functional specification is the basis for all functions of a product and its subsequent development. Moreover, the final project scope is defined in this specification in detail. Prior to beginning any development its specification is to be approved by the customer. Functional specification made properly can reveal increases in project scope area. Besides, this specification provides customer's link with his project.
4. Developing
During a development cycle programmers and project managers start creating a program code and its preliminary testing. Depending on the size and the scope area of a particular project many components can be excluded from modular development and they may be given to other programmers or teams of developers. The development cycle can be recursive or be carried out as one step, depending on specific developing conditions. Upon termination of this stage the program code is given to product testers.
5. Testing
At this stage the software is tested; both separate modules and the product as a whole. After developing a test plan, the program code is checked up at the level of modules and all product parts are checked up in compliance with requirements of this test plan. Any mistakes found are given to developers for project updating and its subsequent retesting.
6. Training
While developing any software a key to its success is obligatory training of all interested persons, including end users, its support service staff and operators. At this stage defining, developing and realizing of all necessary training aspects is provided.
7. Documenting
At the documenting stage developing of all documents connected with the project such as the help system, user's guides and the documentation for end users are provided as well as on the software that is being created. In any project developing any software there should be documentation accessible for general using.
8. Pilot stage
At this stage a limited group of users receives the new software for defining convenience of its usage and the general estimation of this software. This stage is a model for a general expansion of the software and it serves for checking up all product aspects , its distribution, functionality and support. After the successful completion of this stage proceeding to a general distribution is possible.
9. Expansion
At the expansion stage the product is started to be manufactured and distributed among users. At this stage the improvements introduced at the test stage are used for a successful transition to the new software.
10. Postrealization analysis
At this stage the feedback received from a lot of sources while expanding the software is used for an effective estimation of satisfaction of product end-consumers and its realization. This estimation gives confidence that the cumulative experience will be used for realizing subsequent projects.
Defining the structure of operations is the first step while planning any project and opportunities of its realization with the help of ConceptDraw Project.
The main part of the Starting Problems and Opportunities dialogue window is the menu for choosing project tasks having the window for assigning tasks and five options buttons.
Menu buttons
While fulfilling a project a number of standard tasks solving specific problems can be met. To simplify designer's work, such tasks are tabulated in the library of standard problems. The button Library is intended for their use.
Clicking the Library button opens the drop-down menu containing the Starting problem / opportunity table.
The Library dialogue window contains:
You may choose one or several standard tasks from the library and add them to the project by clicking the Add To Project button.
If you wish to add a new task to the library, click the (+) button. Type in the new task.
If you wish to delete a task from the library, click the (-) button. The chosen task will be deleted from the library.
To leave the library click the Close button.
You may add so many tasks as you like to your project by means of using the Add button and the subsequent editing of the line contents ( click the selected line).
For removing a task from your project select the taskline and click the Delete button.
The Up and Down buttons are used for creating some sequence of project tasks.
The Up button is used for moving a task in the project task table one line upwards. The task chosen by you moves one line upwards, while the task standing in this line moves one line downwards.
The Down button is used for moving a task in the project task table one line downwards. The task chosen by you moves one line downwards, while the task standing in this line moves one line upwards.
To add a new task in your project without using the library, click the Add button. A new empty line will appear in the Starting Problems And Opportunities window table. Type in the new task there.
Having finished the task name input, click the Add button again. The task will be saved in your project.
Operating similarly, you can add so many tasks as you like to your project.
After filling out all data in the Starting Problems And Opportunities panel click the Next button which opens the Defining Project Goals window.
Project goals are conditions capable of quantitative formulating, their having been satisfied, the project is considered to be a success. The number of these goals should include, at least, quantitative expenses criteria, conformity to the planned schedule and some qualities. The goals impatient of quantitative formulation (for instance, "satisfying a customer") hamper estimating successfulness of fulfilling a project. Project goals and results should be absolutely clear.
Examples of projects goals:
The main body of this window is the menu for the choice of project goals consisting of the box for assigning project goals and five buttons.
Menu buttons
While fulfilling a project a number of standard goals solving specific problems may be met, for instance:
To simplify working of a project manager, such tasks are gathered in the standard library of project goals used frequently.
The Library button is intended for their usage.
At clicking the Library button a drop-down Project Goal Library box containing the table of the standard goals opens.
The drop-down Project
Goal Library box
Introduction a goal from the library into your project is carried out similarly to the Starting Problems and Opportunities stage.
After filling out all data in the Defining Project Goals panel click the Next button which opens the Defining Project Objectives window.
Project Objectives are conditions capable of quantitative formulating, when they have been satisfied, a project stage is considered to be a success.
Examples of Objectives:
Introducing an objective into your project is carried out similarly to the Defining Project Goals stage.
In the system of designing real projects the estimation of their efficiency represents one of the most responsible stages. Repayment terms of the invested capital, variants of its alternate usage, the additionally generated profit flow in a forthcoming period depend on the fact how objectively and thoroughly this estimation has been made. This objectivity and an overall estimation of projects efficiency are to a great extent defined by usage of modern methods of its realization.
Basic principles and methodical approaches used in modern practice of estimating efficiency of real projects consist in the following:
During an estimation all direct and indirect expenditures of money resources (both own and borrowed current assets), material and non-material assets, manpower and other types of resources should be taken into account.
For example, taking into consideration the above-stated principles, criteria of estimating efficiency of investment projects include:
Other projects may have other criteria:
While fulfilling a project a new series of success criteria may appear. To make designer's works easier, success criteria are put into the library of standard project success criteria met frequently.
Using the Library of Standard Project Success Criteria is same as for previous steps.
After filling out all data in the Identifying Success Criteria panel click the Next button which opens the Listing Assumptions, Risks and Obstacles window.
Project Assumptions are the factors which, with the purposes of planning, are assumed to be true, valid or fixed. Project Assumptions are usually bound up with a certain share of risks. For example, if the date from which the main project executor can start working is unknown, it is possible to introduce a certain start date presumably.
Risks are events or situations which can unfavorably affect the scope of the project, the planned schedule, the budget or quality.
Obstacles are the factors preventing fulfillment of a project in time and with the quality needed.
Durable problems bear greater risks in comparison with problems having small duration, the increase in the planned schedule or costs for durable problems can also appreciably affect general costs of the project or the date of its termination. Besides, a durable problem occupies the greater temporary block, therefore it is more difficult for planning. Less durable problems, whose total duration exceeds the duration of a big problem, can be overlapped so that actually their general duration will be less.
After a project start the events which were difficult to foresee can create new risks. For instance, extrinsical for some season rains can put off the finish date of a construction project. The estimation and elimination of risks at various stages of a project promote the observance of its schedule.
While filling in the data of some project segment the main factors influencing the project are put:
To facilitate project developer's work, standard criteria of assumptions, risks and obstacles for projects have been put into the library of standard project assumptions, risks and obstacles met frequently.
Using the Library of Standard Project Assumptions, Risks and Obstacles is the same as for previous steps.
In the window Creating a List of Activities and Tasks assigning tasks and subtasks whose fulfillment is supposed in the project is made.
There are 3 main buttons in this window:
After filling out all data in the Creating a List of Activities and Tasks panel click the Next button which opens the Setting Task Properties window.
The main body of this window is the list box of containing the table of project tasks properties. This table shows task parameters which have been set earlier (the task name, start date and finish date).
Besides, two new parameters - the total task duration and percentage of completeness of a task - have been added.
The total task duration is calculated by the program according to Task Start and Finish dates.
Completion estimates the task stage. You can develop your project, having previously solved some task questions up to a certain degree, for instance at 15 %.
There are the following columns in the table:
Step 1. Changing a task
name.
Click the Name button. Having selected the
necessary cell in the table, you can type the desired task
name.
Step 2. Changing task duration.
Click the
Duration button. Having selected a cell in the table and
started to type the desired value, we can assign task duration
required.
Step 3. Changing task start date.
Click the
Start Date button.Having selected a Start
Date cell in the table and having clicked it, you will get into
the standard Calendar for choosing a new Start
Date.
Step 4. Changing task end date.
Click the
End Date button. Having selected the desired End
Date cell in the table and having clicked it, you will get into
the standard Calendar for choosing a new End
Date.
Step 5. Input of task completion in
percentage.
Click the Completion cell. Type in the
required Task Completion value.
Step 6. Going on to the following step of creating your project is made by clicking the Next button.
A link between two tasks defines how Start Time or Finish Time of some task influences upon Start Time or Finish Time of another task.
Links can also unite phases. All principles of link organization between tasks may be applied to phases. At the same time links can pool both tasks and phases, for instance, a phase can start after finishing a task.
There are four types of links between tasks in ConceptDraw Project.
The Creating Links Between Tasks consists of:
Both panels are intended for assigning links between project tasks and subtasks.
Step 1. In the left panel we select a task or a subtask
for which you wish to create a link. Select the required task or a subtask
and click it.
The task or the subtask for which you wish to create a
link will come forth.
Step 2. In the right panel we choose a task or
a subtask for which you wish to create a link. Select the required task or
a subtask and click it.
The task or the subtask for which you wish to
create a link will come forth.
Step 3. The combo box has the default
"No link" message in its information line.
Click the triangle in it. The Link Types list box appears.
Step 4. Select the required link in the Link Types list box and click it. The information about this link will appear in the information line of the combo box.
It has the following data:
Having defined the subject and the goal of your project and prepared the list of tasks for your project planning, now you can start planning project resources. Resources are the doers, the equipment and the materials used for fulfilling project tasks.
ConceptDraw Project uses 2 types of resources - material resources and workers. They are assigned in the Creating Resources window.
The Creating Resources window consists of:
Step 1. Clicking the Add button
adds a resource in the list of resources and displays it in the grid
view.
You have an opportunity to correct the required resource name by
selecting it, clicking it once more and typing in your
corrections.
Step 2. Assigning a resource type.
Clicking the
Type field will open the list box for selecting the
required resource type and lets edit the resource type in the resources
table.
Step 3. Assigning resource costs.
Clicking in the
Cost field will select the required resource type in the
resources table. The second click in the Cost field
enables to specify resource relative costs per day, week, etc.
Step 4. The subsequent repetition of steps 1-3 lets define all project resources.
Assigning Resources To Tasks is necessary for defining persons who must fulfil these tasks and who is responsible for their final results. Assigning resources also helps to determine what time will be spent for a task and (if costs are traced) what costs this task will require.
The window Assigning Resources To Tasks has:
Step 1. In the Tasks & Subtasks panel where the project tree of tasks and subtasks is shown, choose a required task and click it.
Step 2. In the Resources panel where the list of resources is shown, select a required resource and click it. A check box appears on the screen. Click it for assigning a resorce to the required task.
The subsequent repetition of steps 1-3 lets assign all project resources required to tasks
Click the Finish button in the Project Assistant toolbar after assigning all project resources.
The program will automatically pass to build up project graphic representations.
Presentation is demonstration or display of materials, information, etc.
After creating a project plan or in a managerial process it may be necessary to give data on some project to other users, for instance, to interested parties or persons appointed for doing the work. For presenting project data by ConceptDraw Project the following means can be used:
There are three main presentation types in ConceptDraw Project:
In ConceptDraw Project the choice of presentation type for printing particular data allows to print information about tasks and the state of project realization in the form that meets users requirements. Users can adjust presentations in the way they need for displaying the required information. For instance, list-type presentations let create various tables in printed materials.
Presentation type | Printed materials |
Gantt's chart | A presentation or a presentation part where project information is shown graphically. Tables and diagram fields where tasks are displayed as horizontal segments |
WBS-flowchart | A diagram of tasks and subtasks links presented as a flowsheet |
MindMap tree | A schedule of a sequence of operations displaying all tasks and tasks links as a tree with branches |
The Gantt's chart is named in honor of Henry Gantt (1861-1919), a colleague of the "Father of scientific management" Frederic Taylor (1856-1915). Gantt studied management taking constructing ships during the First world war as an example and offered his diagram consisting of segments (tasks) and points (finishing tasks or milestones) as a means for representation of duration and sequence of tasks in a project. The Gantt's chart turned out to be such a powerful analytical tool that within almost hundred years it did not undergo any changes. Only in the beginning of 1990 flow lines between tasks were added for more detailed description of their interrelations. The Gantt's chart was widely used while realizing such great projects as "Apollo" and for developing spacecraft of "Discovery" series.
The Gantt's chart window consists of two parts.
On the left there is a table showing project tasks used for tracking the project course. This table is a snap of a planned schedule at the moment of its saving and it contains task names, information, duration, start and finish dates, etc.
On the right the Gantt's chart with the time scale specified as required earlier (days, weeks, months, etc.) is given.
Tasks are presented as color segments correlated to your time scale.
The window may have pictures symbolizing your project.
Gantt's chart
WBS-flowchart is a diagram displaying project tasks, subtasks and their hierarchy. Tasks and subtasks are shown as frames. Their interrelations are given with lines connecting frames. By means of such representation primary goals and subtasks included in them, i.e., project phases are well visible.
WBS-flowchart
MindMap technique is a convenient means for representing process of considering or structuring information in its visual form:
You start with the main idea, presenting it as a tree, specify the most important items concerning it, and draw them as branches, then these items acquire subbranches. Your ideas or key words are specified close to images.
MindMap technique allows:
Therefore mindmap in ConceptDraw Project is an original graphic presentation as an image of a tree with branches-project tasks departing from it. Inscriptions close to tasks specify the project task state at any moment.
MindMap presentation
Going on from one presentation type to another one can be made by
clicking Gantt Chart, WBS-flowchart or MindMap Tree buttons which are in
the left lower corner of any presentation window.
Project Assistant finishes its operation after displaying presentations on the monitor screen. Project Assistant can be called again from the Tools menu by clicking the Goto Assistant item.