Steve,
I am intrigued by your post. I believe I am doing exactly what you suggest
that MSProject was designed for. I begin a new project (at proposal time) by
creating a Work Breakdown Structure of tasks, which is a functional
decomposition of the deliverable system into constiuent deliverable
components. Overlaid upon this is usually the traditional customer review
phases (PDR, CDR, TRR, ATR). Thus I end up with something like this:
Project X
PDR Phase
Design Component A
... (work assigned)
Design Component B
...
Conduct PDR
CDR Phase
Prototype Component A
...
Prototype Component B
....
Conduct CDR
TRR...
Now I work with the various engineering teams to determine
dates/durations/manhours/linkage... for the various child tasks; finishing
with a fully Resource Loaded Network (Gantt), complete with manloading,
materials, subk, critical path and baseline information for EVM tracking.
Next I assign charge numbers at the level I want to track earned value; in
this case I would assign them at "Design Component A", "Design Component B",
"Prototype Component A", etc. Thus my charge number scheme fits the phased
functional decomposition structure you suggest. Individual resources use the
appropriate charge number when they are working a specific child task under
the given parent.
Now I should be able to roll things up to the charge number level and get
all sorts of useful metrics about my individual resources planned work, and
after in-process statusing I can get detailed EV information at the charge
number level (helping me manage the project in real-time, and refine my
estimating process on future projects). In-process I enter ACWP at each
charge number level, and Project provides BCWS & BCWP from which I get ETC,
EAC, VAC, CPI, SPI...
I have done this dozens of times using Scitor's PS8 product, with generally
good results. The government is pushing me into using MSProject, to which I
do not object, and I know it is more than capable of the same EVM techniques
I am used to. But, its default behavior seems to be very limited at the
parent roll-up level.
Thanks for your time,
Scott
Steve House said:
I know it's small consolation for your frustration and I don't mean to
minimize the importance of your approach but remember that Project's primary
focus is to be a project scheduling application, not a project accounting
application. Your reference to summary tasks being charge number groupings
and not project phases or descriptions of tangible deliverables makes me
think you may be forcing a square peg down a round hole, trying to get it to
work with something resembling a chart of accounts rather than groups of
physical activities that together create specific deliverables. Project's
assumption is that your summary tasks are defined by decomposing the
project's deliverable down through increasing degrees of granularity until
you get to the level of individual observable activities - the idea being
that tasks at any level always represent the creation of deliverables and
components of deliverables. That's not to minimize the importance of
attributing costs into the proper accounting structure, just to say Project
expects other software or methodolgy will be used to accomplish it. Would
be nice if it did both, but at this point it really doesn't.
--
Steve House [Project MVP]
MS Project Trainer & Consultant
Visit
http://www.mvps.org/project/faqs.htm for the FAQs
Radioactivedad said:
....I would only respond that being able to roll-up resource data in a
task format is so fundamental to common business practices (where work
packages are tracked via charge number groupings (i.e. Summary Tasks))
that
it is unresponsive to not include it in the default package. The number
of
times that some variation of this issue has been raised in the past
supports
my point (... and notwithstanding the fact that the competition includes
it
standard).