Practical Report Writing

Introduction to Practical Report Writing

Practical report writing in project management is one of the most crucial activities within the realm of planning and project control. It serves the purpose of meeting the needs of project stakeholders effectively.

Why is Report Writing so important?

The significance of practical report writing lies in its ability to translate the results of well-organized planning and controlled efforts of all project departments into a tangible form. To say that preparing and delivering the best reports is the most effective means of influencing a project wouldn’t be an exaggeration. While the primary audience for this series of content is project
planning and control experts, it can be equally beneficial for other project management stakeholders.

Project Report Writing – Part One

Static Information: Information in reports can be categorized into several groups. Static information is the data that doesn’t change significantly over the reporting periods.

For instance, it includes:

· Project Name
· Investment Amount
· Project Management
· Project Location
· Project Duration
· Consultants
· Contractors

In this part, we explore the concept of static information in project reporting

Dynamic Numeric Data: Dynamic numeric data in project Report Writing primarily have a statistical aspect and are commonly used in the execution phase of projects. For instance, it includes data such as project volumes, daily progress updates, and the percentage of project completion.

Analytical Dynamic Data: Analytical data is essential, derived through the performance analysis of the project. For example, it encompasses data related to earned value analysis and the analytical utilization of key performance indicators (KPIs).

Low-Value Fill-in Data: These are the least valuable data that should be included in reports. We will discuss the rationale for including such data later.

In the following sections, we will delve into various types of information typically included in daily, weekly, workshop, client, and various other reports. Our aim is to make you more proficient in report writing and analysis. In conclusion, project reporting is intricately linked to the project’s planning and control process. We do not intend to cover every single detail and dimension, as doing so would require teaching project management knowledge from the ground up. This series of articles on “Practical Report Writing” is a concise and straightforward guide to help you organize your knowledge and add some finer points to your skill set.

Practical Project Report Writing – Part Two

Static Information

Static information might not require extensive elaboration, but it’s essential to include it in a complete and well-structured report. This includes project management specifications, which can typically be extracted from contracts, agreements, project charters, and more. These details encompass items such as the project’s formal title, the subject of the contract, start and end dates, initial duration, and any subsequent extension periods, among other pertinent information.

Sometimes, it’s observed that an initial definition of the project and the contractual milestones are provided in this section. You can certainly add more details, and this section offers flexibility for you to tailor the report to the project’s specific needs.

It’s worth noting that practical project reporting begins with static information, and it’s important to categorize and structure the report effectively. Dynamic numeric data, as mentioned earlier, primarily have a statistical aspect and are typically used in the project’s execution phase.

Dynamic Numeric Data for Report Writing

These data are typically updated in daily reports and are not directly tied to the project schedule. Dynamic numeric data pertain to the quantities of resources, materials, machinery, equipment, and other key variables on-site. Examples include daily progress measurements, project volume, and the percentage of project completion.

Another important aspect to consider is that if any dynamic numeric data items that need to be tracked over time, such as workforce deployment, need to be included in weekly and monthly reports, it’s essential to include them in the daily reports as well. However, some data, such as weather conditions, might only be crucial in daily reports and may not carry the same significance in monthly reports.

Weather Conditions: Information related to weather conditions holds significant importance in construction and other project types. These details should be included in daily reports, as weather can have a substantial impact on project progress.

Relevant weather data include the minimum and maximum daily temperatures, precipitation (rainfall, snowfall), whether the day was sunny or cloudy, humidity levels, and more. Some reports go even further by providing a seven-day weather forecast, which can be helpful for the technical team in planning activities like concrete pouring. You can choose to present weather conditions in the report as a narrative or using charts and graphs for better visualization.

In tables and weather status charts, you can even utilize conditional formatting to make it easier for the readers to grasp the information. The key is to keep the presentation of weather conditions clear and easy to understand for your audience.

In summary of Report Writing

weather conditions are essential information in daily reports. A comprehensive practical project report can encompass a wide range of weather-related data:

· Minimum temperature
· Maximum temperature
· Sunny, rainy, snowy days
· Seven-day weather forecast
· Number of sunny days
· Number of rainy days
· Number of snowy days
· Average temperature during the reporting period
· And more

You can add more data points if necessary to provide a complete picture of the weather’s impact on the project.

Practical Project Report Writing in Project Control – Part Three

In this section, we will continue to discuss dynamic numeric data in project reporting. So far, we’ve looked at weather data and human resource data in your reports. Now, let’s delve into other types of dynamic numeric data, including statistics on input materials and project photos.

Human Resource Data:

In some projects, especially in the private sector where effective human resource management and costs are critical, it’s essential to track the number of human resources deployed. The number of workers on-site, their skills, and responsibilities are vital aspects of project management. Stakeholders expect to see these details in project reports.
There are several ways to categorize human resource data. Typically, human resources are categorized based on their skills, responsibilities, direct and indirect labor, and even educational backgrounds. However, in many reports, presenting a total count and a general breakdown is sufficient. Ensure that you include this human resource information in your project’s database.

Database related to collecting human resource information

Both weather data and human resource data have been discussed. However, the presentation of this information in tabular form in your reports is not the most effective method. Generally, human resource data is displayed graphically, similar to weather data, to illustrate daily variations more effectively.

For instance, you can use graphs like the one below:

Advanced techniques for presenting human resource data in Excel reports will be discussed in future sections. Another type of crucial data in reports relates to statistics on input materials used in the project. The benefit of this data is that it helps capture the diversity of materials used in construction projects, such as concrete, rebar, iron beams, pipes, etc. This kind of information is essential because it varies from one project to another.

An example of a data collection format for input materials is provided below:

Never present this data as a simple list of values. The reason is that such presentations are neither reader-friendly nor informative. Typically, this kind of data is best represented graphically, and the cumulative material input compared to initial estimates should be clearly shown. This provides an excellent visual representation of progress.

It’s a good practice in construction and executive projects to include several project photos in your reports. This is especially valuable for stakeholders who may not have direct access to the project site. However, do not overwhelm your reports with too many photos.

Here are some considerations for including photos in your practical project Report Writing

· Whenever possible, use colored photos for printing.
· Include descriptions for each photo. These descriptions help establish a connection between the image and its relevance to the project.
· Providing a site map in conjunction with photos can be very beneficial. It helps identify the location within the project site that each photo represents.

In the next section, we’ll dive into the specifics of handling statistical data in project reports, which is another essential aspect of project control.

Practical Project Report Writing in Projects – Part Four

In this fourth part of our series on practical project reporting in project control, we’ll focus on statistical data. Statistical data is among the most critical types of information for analyzing, managing, monitoring, and reporting on a project. Some of the key statistical data that you need to include in your reports are related to physical progress, financial progress, and earned value analysis.

Physical Progress: To report the physical progress of a project, you need to extract it from the project’s schedule or program. This progress should be based on the schedule and should reflect the planned milestones and activities. A progress baseline should be established and recorded in an Excel sheet. You should also maintain another row for actual progress data. Be careful not to mix actual progress with recovery schedule progress, as this can lead to incorrect delay analysis.

One useful way to present physical progress is through graphs

In this graph, green indicates ahead of schedule, and red indicates behind schedule. Various techniques can be used to visualize progress, and this topic is extensively covered in planning and scheduling courses. However, the representation shown above is sufficient for creating reports and analyzing progress.

Financial Progress: To report financial progress effectively, it’s essential to input financial information from the beginning into your project schedule. You should include the cost for each control point in your schedule. This cost information is typically extracted from the contract. Proper communication and collaboration between the project control and financial units are crucial for effective financial management.

Once you have cost data, you can display financial progress through various methods. You can show cash flow, including the planned and actual values, over time. This can help you track and analyze the financial health of your project.

Here’s an example of a financial progress graph:

In this graph, the blue line represents the planned cost, the orange line represents the actual cost, and the green line indicates the earned value. The shaded area indicates the variance between the earned value and the actual cost. This gives you a visual representation of how your project is performing financially.

Earned Value Analysis: Earned Value Analysis (EVA) is a method that helps you evaluate the performance of your project in terms of cost and schedule. By comparing the planned value (PV), earned value (EV), and actual cost (AC), you can assess the project’s status.

Here are the key terms in EVA:

· Planned Value (PV): The value of the work that was planned to be completed by a specific point in time.
· Earned Value (EV): The value of the work that has actually been completed by that same point in time.
· Actual Cost (AC): The cost incurred for the work performed by that point in time.

These values help you calculate critical EVA metrics such as Cost Performance Index (CPI) and Schedule Performance Index (SPI). These indices provide valuable insights into your project’s efficiency and progress.

In the upcoming series, we’ll explore practical applications of project data related to project delays. These data will provide insights into the causes and effects of project delays, allowing for more effective project management and control.

Practical Report Writing in Project Management – Part Five

In the previous sections, we have covered various aspects of practical report writing in project management, including different types of static and dynamic numerical data, dynamic data related to weather, machinery, human resources, as well as valuable statistical information regarding physical and financial progress. In this section, we explore an essential aspect of project management, which is the analysis of project delays.

Understanding Project Delays:

Project delays, in relation to the baseline schedule and their impact on the critical path, are of paramount importance. Accurate analysis of delays on the critical path requires precise and realistic scheduling relationships. In simpler terms, you need to have a genuine critical path and a schedule that aligns with reality. It’s vital to understand that drawing conclusions about delays or accelerations cannot rely solely on the percentage variance between planned and actual progress.

For example, if the planned progress of the entire project is 5%, and the actual progress is 15%, this doesn’t necessarily indicate favorable conditions. To draw meaningful insights, the critical path and different project phases such as engineering, procurement, construction, and others should be examined individually.

Sample Progress Reports:

Here are a few examples of standard progress reports that project stakeholders should complete:

1. Gantt Chart: This visual representation illustrates the project schedule and its progress over time. It helps in tracking project tasks and identifying delays.
2. Resource Allocation Chart: This chart depicts how project resources are allocated, ensuring that you have the right resources at the right time, thus minimizing delays.
3. Cost and Budget Analysis: A financial analysis report provides insights into the project’s financial health, helping you make decisions to manage costs effectively and prevent budget overruns.

These reports serve as valuable tools for project managers and stakeholders to monitor and control project progress, allocate resources efficiently, and manage finances effectively.
In the upcoming sections, we will explore more practical data and insights related to project management, including strategies to mitigate delays and ensure project success. Please let us know if you have specific topics or additional details you’d like to include in this report.

For example, if the planned progress for the entire project is 5%, and the actual progress is 15%, this doesn’t necessarily indicate favorable conditions. Instead, a more detailed analysis is needed, focusing on the critical path and specific project phases such as engineering, procurement, construction, and more.

Displaying Project Delays:

Project delays relative to the initial schedule can be displayed using various types of charts and diagrams.

Another type of statistical data that is often included in reports is the graphical display of a project’s timeline. A project timeline is a simple chart that displays important dates, including:

· Project start date
· Project end date
· Scheduled start and end dates for project engineering
· Scheduled start and end dates for project procurement
· Land delivery date, and more

The representation method is similar to the sample below:

In the next sections, we will continue to explore various aspects of practical data analysis and reporting in project management. We can delve deeper into specific topics or provide more details as per your requirements. Feel free to let us know how you’d like to proceed or if there are any particular aspects you’d like to focus on.

List of Problems and Solutions:

Another type of analytical information involves listing problems and presenting their solutions. This information can serve the dual purpose of problem resolution and providing documentation for claims or disputes. It is crucial to note that when presenting problems and their solutions, consultation and discussion with engineering management, procurement management, site supervisors, technical offices, and most importantly, project management, are essential.

Documenting issues in this way can save time and costs in favor of the project. Finally, make sure to address critical activities.

Critical Activities:

It is advisable to list critical activities in three separate categories:

engineering, procurement, and construction. Ensure that the critical path is logical, and if any parts appear incorrect due to wrong relationships, they should be corrected.

Additionally, it’s important to assess the challenges ahead on the critical path and providesolutions to overcome obstacles.

Author: Arash Beyazian Serkandi & Hamid Hoseinnasab

Eizat Alhayat Project management Services

Topic: Introduction to Practical Report Writing

Overview of Business Intelligence for Project Status

When it comes to technology, services, and tools for business intelligence, a series of questions engage the minds of active individuals and enthusiasts looking to enter the field of Business Intelligence for Project Status :

· What are the best business intelligence tools and services based on various business criteria?
· How receptive are organizations to business intelligence projects?
· Which functional areas within organizations are most interested in implementing BI projects?
· What are the goals of organizations in implementing BI projects?
· What benefits have BI projects provided to organizations?
· Which aspects of BI projects have been attractive to organizations?
· To what extent have organizations matured in their business intelligence capabilities?

Mr. Howard Dresner, the individual who first introduced the term ” Business Intelligence “, is the founder and CEO of Dresner Advisory Services, specializing in business intelligence and performance management. This company annually compiles valuable reports based on extensive field research regarding the state of business intelligence.

The mentioned report provides answers to the questions above and many others. Here are some selected findings regarding the state of business intelligence in 2018. The first notable result is worthy of attention. As observed, the highest demand for the implementation of business intelligence projects has been requested, in order, by senior managers, operations and project units ( production management, portfolio and project management, or project management offices ), and the sales department. In other words, senior managers and the aforementioned selected disciplines are more aware of the importance of data and information in their decision-making and task execution.

These findings offer valuable insights into the current landscape of business intelligence and highlight the increasing relevance of data and information in organizational decision-making processes.

Business Intelligence Discussion :

To further elaborate on this discussion, findings from other research sources are referenced. The reputable institution PM Solutions has been collecting data and information on the performance and approach of project managers, project management, and project management offices in project-centric organizations for over two decades. One of the well-known reports from this source focuses on the state of project management offices in project-centric companies.

In these reports, the responsibilities, priorities, and challenges of project management offices are examined. The reports from 2012, 2014, and 2016 included the development and deployment of analytical reports and dashboards for the tasks and challenges of project management offices.

The Project Management Institute (PMI), recognized as the most professional reference in project management with the largest number of members, publishes reports under the title “Pulse of the Profession,” which address project management challenges and trends. One of the reports in this series in 2018 dealt with developing project management skills in the digital age for successful project delivery.

In this report, six key skills were identified as follows:

1. Data Management and Big Data Analysis: This skill emphasizes handling and analyzing large volumes of data (Big Data).
2. Data-Driven Decision-Making: The ability to make precise, accurate, and timely decisions based on data and information is critical for the effective execution of business intelligence projects in project-centric organizations.

As seen, the ability to effectively manage data and utilize data-driven decision-making is fundamental for the design and execution of efficient and impactful business intelligence projects in project-centric organizations.

The results:

the Dresner Group’s report regarding customers and organizational disciplines for which business intelligence projects have been designed and developed are shown in Figure 2. As observed, business intelligence projects have been designed and developed for senior managers and middle managers in 90% and 80% of cases, respectively. (Senior managers and middle managers were the top priority.)

In continuation, the third result, which illustrates the goals of the organizations under examination for implementing business intelligence projects. Improving the quality of
decision-making and increasing efficiency, along with cost reduction and revenue enhancement, have been the top three priority goals in designing and implementing business intelligence projects in the surveyed organizations.

It is interesting to note that effective risk management was the sixth priority for these organizations, indicating their maturity in the field of business intelligence. Goal-setting for the design and implementation of business intelligence projects during the strategic planning process is a characteristic of mature organizations in the Business Intelligence domain.

Subsequently, the fourth result derived from the Dresner Group’s research on the state of business intelligence in 2018.

As you can see, improving the quality of decision-making based on precise, accurate, and timely information and enhancing resource utilization and cost reduction are the first two accomplishments resulting from business intelligence projects. These two goals were also the top priorities in the execution of Business Intelligence projects.

Although the improvement of customer service was the fifth priority in the design and implementation of BI projects, it held the third position in terms of achievement and success in attaining this goal. Additionally, revenue enhancement with a high or good achievement rate of around 50% held the fourth position, even though it was the third priority in executing business intelligence projects.

Resulting from Business Intelligence Project Implementation

Approximately 95% of the surveyed organizations considered the design and development of dashboards and analytical reports as vital, highly important, or important during Business Intelligence projects. In other words, when it comes to Business Intelligence projects and their execution in the surveyed organizations, about 95% of them preferred to have precise, accurate, and timely information presented in dashboards for the identification of potential and existing issues, along with analytical reports to investigate the causes of these issues. Moreover, around 90% of the surveyed organizations demanded that business users have access to data, data summarization, and data analysis for supporting their tasks and decision-making processes.

Microsoft Power Business Intelligent

An interesting point to note is that Microsoft Power BI is a Self-Service BI tool, which means it allows users to access, modify, model data, develop reports and dashboards, and share them at a professional level without requiring specialized knowledge in the field of database management systems or software. This has accelerated its adoption by a wide spectrum of users in various domains. Additionally, Microsoft Power BI effectively distinguishes between dashboards and analytical reports, and each serves its purpose correctly, which has led to its appropriate use by managers at different levels and analysts. As observed, technologies like Video Analytics and the Internet of Things (IoT).

The last selected result concerns the success rate of Business Intelligence projects from 2015 to 2018, which is an essential outcome and is presented in Figure 6. As visible, the success rate, including both full and partial success, has remained fairly consistent between 80% and 90% throughout the years 2015 to 2018. An important note in this conclusion is the definition of success in Business Intelligence projects.

References:

· Wisdom of Crowds; Business Intelligence Market Study; 2018 Edition, Dresner Advisory Services, LLC, (2018).
· The Project Manager of The Future; Developing Digital-Age Project Management Skills to Thrive in Disruptive Times, PMI’s Pulse of the Profession, (2018).
· The State of the Project Management Office (PMO) 2016, Project Management Solutions, Inc., (2016).

Author: Arash Beyazian Serkandi & Hamid Hoseinnasab

Eizat Alhayat Project management Services

Topic: Overview of Business Intelligence for Project Status

Types of Completion Percentage in Primavera ( Duration % Complete )

There are various methods to calculate the completion percentage in Primavera for activities. These methods involve using multiple fields and their settings, including the following fields:

1. Duration Completion Percentage
2. Units % Complete
3. Physical % Complete
4. Percent Complete Type
5. Activity % Complete
6. Performance % Complete

There are three types of completion percentages in Primavera, known as Percent Complete Types:

1. Duration Completion Percentage
2. Physical Percent Complete
3. Units % Complete

In the software, you can only select one of these three options. Let’s begin by explaining the Duration % Complete field with an example.

Duration Completion Percentage :

The Duration % Complete is a method to assess the progress of an activity based on the time it has taken to complete compared to the total planned duration. It calculates the percentage of work completed by considering the ratio of the actual duration to the planned duration.

Example: Suppose you have an activity with a planned duration of 10 days. After 5 days, you assess the progress and find that the activity is still ongoing.

The Duration Percent Complete will be calculated as follows:

( Duration Percent Complete ) = ( Actual Duration / Planned Duration ) * 100 ( Duration Percent Complete ) = (5 days / 10 days) * 100 ( Duration Percent Complete ) = 50%

So, in this example, the activity is 50% complete based on the duration % complete method. This method focuses on the time aspect of the activity to determine its progress.
In upcoming parts, we will explore the other types of completion percentages in Primavera, namely Physical % Complete and Units % Complete, and provide additional information and examples.

Calculating Duration Completion Percentage

Duration Completion Percentage is one of the types of completion percentages in Primavera, but it can be somewhat confusing for users due to its unique calculation method. Let’s start by comparing how this field is calculated in Primavera with Microsoft Project.

In Microsoft Project, the field for calculating completion percentage related to time is %Complete, and it is calculated using the following formula:

Completion Percentage = (Actual Duration / Total Duration) * 100

However, in Primavera P6, the formula for calculating time-based progress is different and uses Original Duration rather than Total Duration.

Here’s the formula for Duration % Complete in Primavera:

Duration % Complete = (Original Duration – Remaining Duration) / Original Duration

Let’s illustrate this with an example:

Suppose you have an activity with a planned duration of 20 days. After 15 days, you assess the progress, and to complete the activity, you estimate it will take an additional 18 days (which is significantly more than the initial planned duration). Original Duration remains constant once the activity has started.

Original Duration = 20 days Actual Duration = 15 days Remaining Duration = 18 days

Now, let’s calculate Duration Completion Percentage using the Primavera formula:

Duration % Complete = (Original Duration – Remaining Duration) / Original Duration Duration % Complete = (20 – 18) / 20 Duration % Complete = 10%

So, in this example, the activity is considered 10% complete according to the Duration % Complete method in Primavera.

Let’s compare this with the method used in Microsoft Project. In Microsoft Project, if the actual duration is 15 days, and the remaining duration is 18 days, the % Complete is calculated as follows:

Completion Percentage = 15 / (15 + 18)

As you can see, there is a difference between the two methods, even though they both aim to measure time-based progress. It’s essential to understand how your project management software calculates completion percentages to ensure accurate tracking and reporting.

Changing Original Duration in Primavera P6

In Primavera ( P6 ), when activities haven’t started yet, the software calculates the Original Duration using the following relationship:

Original Duration = Early Finish – Early Start

However, when an activity starts, Primavera doesn’t automatically calculate this difference, and you can change it manually. The field “At Completion Duration” calculates a new estimated duration for the activity according to the following formula:

Completion Duration = Actual Duration + Remaining Duration

In your example, the At Completion Duration is 33 days. You can enter this value in the Original Duration field. The scheduling of the project remains unchanged, but the value in the Duration % Complete field is recalculated, resulting in 45.45%. If, for any reason, you want the Duration % Complete in P6 to match the calculated value in Microsoft Project (MSP), you can define and execute the following Global Change formula:

Global Change Formula:

If Activity Status is “In Progress” then Copy At Completion Duration to Original Duration This formula checks if the activity status is “In Progress” and, if it is, copies the value of At Completion Duration to the Original Duration field.

Duration Completion Percentage at the WBS Level The explanations provided so far have focused on calculating Duration % Complete at the activity level. Duration % Complete is also calculated at the Work Breakdown Structure (WBS) levels. However, it’s not recommended for tracking project progress. Instead, “Performance % Complete” is a more suitable field for tracking activity and project progress, so it’s strongly recommended to use it for progress tracking purposes.

Author: Arash Beyazian Serkandi & Hamid Hoseinnasab

Eizat Alhayat Project management Services

Topic: Completion Percentage in Primavera ( Duration % Complete )

What is Business Intelligence (BI)?

Business Intelligence (BI) refers to the process of collecting, analyzing, and transforming data into actionable insights that organizations can use to make informed decisions. It encompasses a wide range of strategies and technologies that aim to provide accurate, timely, and relevant information to support decision-making processes.

Challenges Faced by Business Leaders and Analysts

If you’re a senior or mid-level manager or an analyst responsible for data analysis, you’re likely familiar with a set of challenges, including:

· Receiving unaggregated reports with high-level details, often presented as long lists.
· Dealing with inaccurate reports and incorrect data.
· Receiving data with significant delays, rendering it less valuable for analysis.
· Lack of data consistency and data scattered across different Excel files with varying formats and formulas.
· Even within specific departments like project planning, human resources, and finance.
· Accessing data and reports only from isolated data islands, causing a lack of synergy.
· Despite departmental overlaps, like HR, Sales, Procurement, Finance, and more.
· Waiting for extended periods, sometimes over an hour, for query processing and report generation.
· Inability to access information and reports on mobile devices like smartphones and tablets.
· Wasting significant time on repetitive, low-value report generation tasks.

The Significance of Data-Driven Decision-Making

Effective decision-making, grounded in precise, accurate, and timely information, is a fundamental element of success for forward-thinking organizations. In contrast, research indicates that intuitive decision-making is the primary reason for organizational failures. Consequently, distinguished studies, such as Dresner’s 2018 research, show that senior managers and operational units demand the implementation of Business Intelligence (BI) projects.

According to this research, the primary objectives for organizations implementing BI projects include improving decision-making quality, enhancing efficiency, reducing costs, and boosting revenue. While organizations have invested significantly in information technology over the past decades, a large portion of their data remains underutilized. Surprisingly, reports reveal that, on average, only 15% of data is analyzed in successful organizations. These organizations recognize data as a valuable asset, yet they struggle to harness its full potential.

In summary, the three key features of information are precision, accuracy, and timeliness, and decision-makers in organizations require these qualities to navigate the complex landscape of data-driven decisions.

Business Intelligence (BI)?

Business Intelligence (BI): A New Perspective by Experienced
Business Intelligence (BI) encompasses processes, technologies, and solutions for transforming raw and meaningless data into precise, accurate, and timely information. BI provides direct access to data for decision-makers at all levels within an organization, enabling them to interact with and analyze data efficiently.

The term “Business Intelligence” was introduced by Howard Dresner in 1989. Mr. Dresner referred to the process of acquiring and analyzing business information as Business Intelligence. Based on reputable research by Dresner’s group, dashboards and analytical reports have become the most popular BI tools. In this context, we’ll explore Microsoft Power BI for designing and developing analytical reports and dashboards.

An Overview of Microsoft Power Business Intelligence ( BI )

In the above description, we provided a simple definition of business intelligence and its role in enhancing decision-making processes and improving efficiency. We introduced analytical reports and dashboards as popular solutions for business intelligence. Microsoft Power BI stands out as one of the best tools for designing and developing analytical reports and dashboards. This tool can be used alone or in conjunction with other Microsoft solutions like Excel and SQL Server Data Tools. According to a leading source, Gartner, Microsoft Power BI ranks among the top business intelligence tools.

Microsoft introduced Power BI in its current form on July 24, 2015. Since then, it has received monthly updates and enhancements, making the current editing capabilities incomparable to the initial version. Often, when discussing Microsoft Power BI, only its Desktop version is mentioned. However, Power BI Desktop is just one component of the Microsoft Power BI suite.

In the following sections, we’ll briefly introduce the core elements:

Power Business Intelligence ( BI ) Desktop: A Windows OS-based application that can be installed on PCs for free. It includes Power Query for ETL (Extract, Transform, Load) processes, as well as report design and role definition, among other features.

Power Business Intelligence ( BI ) Service: An online SaaS (Software as a Service) that forms the heart of the Microsoft Power BI suite. This service allows users to create and share dashboards, analytical reports, define access levels, and provide automatic updates, among other functionalities.

Power BI Report Server: Facilitates the storage, scheduled updates, and sharing of reports designed using Power BI Desktop within the local network.

Other components of the Microsoft Power BI suite include:

· Power BI Mobile Apps
· Power BI Gateways
· Power BI Embedded
· Power BI Visuals Marketplace
· Power BI Publisher for Excel

In subsequent content, we will delve into more detail about these components and their interactions. If you need further revisions or additional information, please let me know.
Various Reasons for Choosing Microsoft Power BI for Advancing Business Intelligence Projects There are various compelling reasons for selecting Microsoft Power BI to drive business intelligence projects.

We’ll highlight some of the most important ones:

1. Power BI is a Microsoft Product: This alone serves as a strong endorsement. It has been recognized in evaluations by Gartner and Dresner as a strategic product within Microsoft, similar to Microsoft Office.

2. Self-Service Business Intelligence: Power BI is a self-service BI tool, allowing users to access, manipulate, model data, create reports, and share them professionally. It doesn’t require specific expertise in database management systems or software. This feature has led to rapid adoption by a diverse range of users in various domains.

3. High Performance: Power BI boasts high-performance capabilities. While it’s ideal for Excel professionals, it’s not Excel. Individuals skilled in data analysis and dashboard creation in MS Excel can significantly enhance the quality and effectiveness of their work by learning and employing Power BI. In the future, we’ll delve into the differences between Excel and Power BI and how they complement each other.

4. Cross-Platform Accessibility: You can view and interact with dashboards and analytical reports created with Power BI on various mobile devices, tablets, and systems. It supports data retrieval from almost any data source. Power BI features a powerful query engine with natural language support, making it attractive and practical for managers.

5. Cost-Effective: In comparison to other competing tools, Power BI is cost-effective. In future content, we’ll delve into additional features, including technical aspects.

6. An Integrated Solution: Microsoft Power BI is a suite of software services, applications, and connectors for businesses. It collaboratively transforms their disparate data sources into comprehensive, visual, and interactive information.

7. Business Analytics Service: It’s a business analytics service that provides extensive insights for informed decision-making, aiding managers in enhancing organizational performance.
In the upcoming content, we will thoroughly explore these capabilities and features. If you require further adjustments or additional information, please don’t hesitate to let us know.

Microsoft Power BI in a Nutshell:

In general, Power BI:

· Deals with data analysis.
· Transforms data into compelling visuals and shares them with colleagues across various devices.
· Collaborates in creating custom dashboards, interactive reports, and facilitates sharing.
· Establishes organization-wide scalability through built-in rules and security.

Reason for Creating the Power BI Software:

Organizations consist of various departments, leading to scattered data. Power BI was developed to integrate these fragmented data sources into a central management hub, enhancing overall performance. For those concerned about performance management in their organizations, this software became a necessity. In Power BI, organizational infrastructure is crucial as it dictates where data, information, and data resources originate.

Organizational infrastructure arises from the maturity of the organization itself. The way data is stored plays a significant role in achieving this maturity. Organizations in the lower maturity level tend to store data in different files with no resemblance. As the organization matures, data storage becomes more similar, but data reporting remains scattered. However, in highly mature organizations, data silos disappear, unit structures harmonize, and it becomes easy to create dashboards and analytical reports. Power BI excels in organizations at the highest maturity level, delivering high performance. Senior managers, operational units (projects), sales managers, and financial managers are among those most interested in implementing Power BI in their organizations.

The Four Main Steps in Developing Business Intelligence ( BI ):

1. Data Discovery: Connects to various sources to extract data and imports it into Power BI Desktop.

2. Data Transformation: Modifies, cleans, and integrates data.

3. Visualization: After achieving data integration, data modeling is done, followed by data visualization.

4. Distribution of Reports: Once dashboards are ready and reports are prepared, they need to be published within the organization.

Two Types of Reports Created Using Business Intelligence ( BI ):

1. Dashboards: These provide an overview of the current issues within the organization, alerting managers. Dashboards generally don’t include in-depth analysis.
It’s important to note that dashboards should not contain more than six charts or visual elements.
2. Analytical Reports: These focus on analyzing and understanding the issues that dashboards alert the organization about. They provide an in-depth analysis of the problems.

When creating analytical reports, consider the following:

· Purpose: Ensure the report has a clear and accurate objective.
· Visual Elements: Choose the right visuals for the report.
· Layout: When modifying column positions and numbers, avoid creating discrepancies in the final results.
· Consistency: Maintain consistency in calculations and the use of appropriate colors in the report.

Author: Arash Beyazian Serkandi & Hamid Hoseinnasab

Eizat Alhayat Project management Services

Topic: What is Business Intelligence (BI)?

Project Charter Guide :

A Project Charter is a formal document prepared by the project initiator or sponsor. This document formally defines the project’s identity and provides the project manager with the authority to proceed.

Key Elements of a Project Charter

1. Project Objectives and Reasons for Project Initiation: This section outlines the primary objectives of the project and the reasons for its inception within the organization.
2. Project Success Criteria from the Perspective of the Client and Organization: In this part, the criteria for measuring the project’s success are specified.
3. High-Level Project Requirements: This section details the initial specifications and essential project requirements.
4. Description of Constraints Imposed by the Organization: It identifies the units and constraints that the project must comply with.
5. Key Deliverables of the Project: This section lists the essential project elements that must be delivered.
6. High-Level Project Risks: Risks that the project may encounter are identified in this section.
7. Project Milestones Table and List: Important project milestones and their timing are specified in this section.
8. Predefined Resources by the Organization: People and resources assigned in advance for project execution are mentioned in this section.
9. List of Key Stakeholders: Primary stakeholders and individuals or organizations significantly influencing the project’s progress are identified in this section.
10. Stakeholders’ Expectations of the Project: This section covers the expectations and requirements of stakeholders concerning the project.
11. Project Output Criteria: Quality criteria for project deliverables are mentioned here.
12. Defining the Project Manager, Responsibilities, and Levels of Authority: The project manager and their precise responsibilities and authority are specified in this section.
13. Names and Authorities of Supporters and Other Key Persons in the Project: Individuals or other organizational units supporting or holding authority over the project are identified here.

This Project Charter serves as a foundational document, providing clarity and direction for the project and the project manager. It also ensures that key stakeholders understand the project’s purpose, objectives, and expectations.

Inputs Required for Creating a Project Charter :

1. Business Documents Relevant to the Project Charter :

1.1. Business Case: Many organizations require a strong business case for project investment. A business case outlines the reasons for the project’s existence.

which may include:

1.1.1 Changes in market demand.
1.1.2. Organizational needs for business expansion.
1.1.3. Customer requests for new products or services.
1.1.4. Technological advancements driving the need.
1.1.5. Legal requirements or compliance.
1.1.6. Environmental impacts and sustainability considerations.
1.1.7. Social needs and corporate responsibility.

1.2. Benefit Management Plan:

The Benefit Management Plan is a document that outlines how the organization manages benefits. It specifies how benefits are identified, tracked, and optimized. This plan guides how the organization can maximize the value it gains from the project.

2. Agreements and Contracts:

Any formal agreements or contracts related to the project are crucial inputs for the Project Charter. These legal documents define the obligations, responsibilities, and terms of engagement with various parties involved in the project.

3. Enterprise Environmental Factors:

Enterprise Environmental Factors include external factors beyond the control of the project manager that can have both positive and negative impacts on the project. These factors are critical in understanding the project’s context. They may also serve as constraints or opportunities for the project.

4. Organizational Process Assets:

Organizational Process Assets consist of various resources, processes, policies, procedures, templates, lessons learned, and historical information from previous projects. These assets provide guidance and historical data that can be beneficial in structuring and managing the project effectively. They help in maintaining consistency and applying best practices.
These inputs are essential for developing a comprehensive Project Charter, as they provide the necessary context, justification, and constraints that shape the project’s boundaries and objectives.

Tools and Techniques for Creating a Project Charter :

1. Expert Judgment Techniques:

Expert judgment involves seeking input and guidance from knowledgeable individuals or subject matter experts. Experts provide valuable insights and help ensure the accuracy and completeness of the project charter.

2. Data Gathering Techniques:

Data gathering techniques are used to collect essential information and data that are needed to define the project’s objectives and boundaries effectively. This can include market research, surveys, and analysis of existing documentation.

3. Brainstorming Method:

Brainstorming is a creative technique used to generate ideas and identify potential project objectives, constraints, and assumptions. It encourages open and spontaneous idea generation from team members.

4. Focus Groups Method:

Focus groups involve facilitated discussions with a selected group of stakeholders. They can help identify key project requirements, expectations, and constraints.

5. Interviews Techniques:

Interviews with relevant stakeholders, such as the project sponsor, potential team members, and key stakeholders, provide an opportunity to gather in-depth information and insights about the project.

6. Interpersonal and Team Skills:

Interpersonal and team skills are essential for effective communication and collaboration during the charter development process. Skills such as conflict management, facilitation, and meeting management are crucial for productive interactions.

7. Meetings Techniques:

Meetings can be used to bring key stakeholders together to discuss and define the project’s objectives, constraints, and assumptions. Meetings can help facilitate the collaborative process of charter development.

Outputs of the Project Charter Process:

1. Project Charter: The primary output of this process is the Project Charter itself. It is a formal document that outlines the project’s objectives, constraints, assumptions, and the roles and responsibilities of key project stakeholders.
2. Assumption Log: The Assumption Log is a document that records all assumptions made during the charter development process. Assumptions are often the basis for identifying and managing risks in the project, making this log a critical reference.

Important Notes:

1. If the Project Charter needs significant changes, it is essential to revisit the business case and feasibility study to ensure the project’s continued justification.
2. A project without a Project Charter lacks a formal existence, and a project manager has not been officially designated for it.
3. The Project Charter is typically prepared by the project sponsor or senior management, and it is advisable to seek approval from the project manager.
4. All information in the Project Charter should align with the project sponsor’s and organization’s expectations and requirements.
5. It is beneficial to select the project manager before charter development, as their input can be valuable during the process.
6. Choosing the project manager during the feasibility study phase is considered ideal for project planning and charter development.

Author: Arash Beyazian Serkandi & Hamid Hoseinnasab

Eizat Alhayat Project management Services

Topic: Creating a Project Charter Using the PMBOK Standard.

How can a successful manager or project Manager become a successful investor?

One of the key indicators of a successful manager is successful investing. Project management is a discipline through which successful managers learn how to execute a project to its fullest potential, ensuring its successful completion.

For a successful manager, one of the significant projects can be acquiring financial resources (investing) to generate wealth. Individuals in the category of investors manage money in a way that, like project employees, works for them, producing capital and wealth. This is a common trait shared between a successful project manager and a successful investor.

Today, many individuals offer financial and investment advice to investors, but unfortunately, they do not possess the financial capacity for investment themselves. Robert Kiyosaki, one of the most successful individuals in modern content production regarding capital and investment management, believes that the rules of money, wealth, and capital have completely changed, and traditional, old-fashioned perspectives no longer guarantee financial and capital success.

As a result, you may end up losing all your capital within a few months, which signifies a failure in life’s most significant project. To succeed as both a manager and a successful investor, you must increase your financial intelligence (investment intelligence) and this can only be achieved through gaining knowledge and education in capital management, leading to financial and capital intelligence.

Individuals are categorized into four income groups, including:

• Employees
• Small business owners, self-employed professionals, or experts
• Large businesses with more than 500 employees
• Investors

To become smarter in any field, you must put effort into solving financial (capital) problems and finding innovative and new solutions to multiply and address your wealth. In other words, act more intelligently in that field.

To efficiently utilize acquired money and capital for becoming wealthier, you must increase your investment intelligence in five key areas.

Successful Manager or Project Manager Five key areas of investment intelligence :

• Increasing income and acquiring more wealth for becoming a capital owner.

• Protecting and preserving wealth and capital.

• Budgeting the wealth and capital skillfully.

• Leveraging wealth and capital for more gains and problem-solving.

• Enhancing financial knowledge and investment.

• Anyone who can put more effort into acquiring skills in these areas can become a successful investor in financial projects they manage.

• In the next part of this article, we will discuss in detail acquiring skills and experience in investment projects to transform into a successful manager from Mr. Kiyosaki’s perspective.

  Eizat Alhayat: Expert Project Management in Dubai

  Transformative Training, Consulting & Project Management Execution

Technologists and Innovation in the Creative and Knowledge-Based Ecosystem

In the ever-evolving landscape of innovation-driven entrepreneurship (IDE), the role of technologists and innovators is paramount. They are the architects of creative and knowledge-based businesses, shaping the future of startups and fostering unprecedented growth and development.

Knowledge Based and Creative Businesses from Our Perspective ( innovation-driven entrepreneurship (IDE) ):

As we delve into the world of IDE, our perspective is clear: startups, innovative companies, and knowledge-based businesses are the heartbeat of progress. These entities, often in their infancy, demand substantial attention from investors and undergo rigorous evaluations as they embark on their journey to secure essential capital.

Author: Arash Beyazian Serkandi & Hamid Hoseinnasab

Eizat Alhayat Project management Services

Topic: How can a successful manager or project Manager become a successful investor?

Project Scheduling Negative Float

Recently, discussions have arisen regarding negative float in project scheduling, including its advantages and disadvantages. In this article, we aim to examine this topic and determine whether having negative float in a schedule is beneficial or detrimental.

What Is Negative Float, and When Does It Occur in Project Scheduling?

To begin, let’s review the concept of float. Float, also known as Total Slack or Total Float, represents the amount of time an activity can be delayed without impacting the project’s overall completion time. When the total float for an activity is zero, that activity is referred to as a “critical task.”

The calculation for total float can be expressed using the following formula: Total Float = Late Start – Early Start = Late Finish – Early Finish

Negative float occurs when the latest possible start or finish date of an activity falls before the earliest possible start or finish date.

The question is, under what circumstances does this situation occur?

It’s important to note that negative float is never a result of the type or number of relationships defined between activities. Negative float occurs when scheduling constraints or limitations (Constraints) are used.

Specific conditions are met:

1. In constraints such as “Start On,” “Start On or Before,” and “Mandatory Start,” when the constraint date is earlier than the Early Start (ES) date.

For instance, according to the prerequisite relationships, the Early Start date for an activity is the 10th day of the month, and you specify a start date as the 5th day of the month using one of the mentioned constraints. In this case, you introduce 5 days of negative float for the activity.

2. In constraints such as “Finish On,” “Finish On or Before,” and “Mandatory Finish,” when the constraint date is earlier than the Early Finish (EF) date.

Project Scheduling Sometimes:

External relationships (External Link) can also lead to negative float. This means that a prerequisite relationship between an activity in one project and another project can result in negative float. Negative float of -5 means that if this activity is completed according to its estimated duration, the project will be delayed by 5 days. In other words, to complete the project as scheduled, this activity needs to finish 5 days ahead of the planned schedule.

In summary

Negative float can be a complex issue to manage in project scheduling, often resulting from the use of constraints or external relationships. It can disrupt the logical sequence of the scheduling network and lead to undesired effects when updating the schedule.

Recommendations:

1. Minimize the use of constraints, especially for anything beyond specific milestones.
2. Instead of using negative float to highlight delays, consider tracking the difference between the Baseline Finish and Early Finish dates and implement catch-up plans if needed.

It’s essential to approach project scheduling with care and avoid the overuse of constraints that can lead to negative float, which can complicate project management and execution.
Please note that the U.S. Department of Defense (DOD) has prohibited the presence of negative float in scheduling as one of the recognized standards in the field of project planning.

The Negative Impact of Constraints on Scheduling It’s crucial to address one of the common mistakes made by non-professional planners, which is excessive use of constraints in project scheduling. Instead of establishing proper and logical relationships between activities, they rely on constraints to fix activities to specific dates.

It is recommended to avoid this approach and, instead, create an accurate schedule by defining precise predecessor and successor relationships, as well as activity durations. When planned dates for activities are not contractually mandated, a thorough review of relationships and consideration of logical overlaps or adjustments to estimated durations can help ensure that the schedule aligns
with the intended dates.

Constraints should generally be used sparingly, primarily for specific milestones. Rather than highlighting delays using negative float, it is advisable to track the variance between the Baseline Finish and Early Finish dates and develop a catch-up plan if needed.

Project Scheduling Negative Float :

Negative float can disrupt the logical network of scheduling and result in undesirable consequences during schedule updates. To illustrate this point, let’s consider an example: Imagine the construction of a stadium for the FIFA World Cup in Russia with a strong emphasis on completing activities before the start of the games. Even in the most challenging circumstances to meet the project’s deadline, instead of imposing strict constraints at the end of the project or phases, we can allow for delays and their impacts to be incorporated into the schedule. Following the PMBOK
guidelines, methods such as Fast Tracking or Crashing can be used to find solutions and develop a recovery plan.

Project Scheduling Negative Float In conclusion :

The U.S. Department of Defense (DOD) has deemed negative float in scheduling as prohibited, emphasizing the importance of sound scheduling practices in the field of project planning. Overuse of constraints and negative float can hinder effective project management and execution.

Expected Finish Date in Primavera P6 is a type of mandatory finish constraint. It differs from other finish constraints in that, when you reschedule the project schedule, the software calculates the Remaining Duration field. The main difference is that using Expected Finish Date doesn’t result in negative float for the activity.

Here’s an example to illustrate its application:

Let’s consider Activity A with an Expected Finish Date of 19-Jun-2018. When you reschedule the project to a date like 09-Jun-2018, the Remaining Duration field is calculated by Primavera as 8 days.
Now, let’s say you have another activity, Activity B, which hasn’t started yet, and you set an Expected Finish Date for it. In this case, that date is considered a fixed and immutable date. It won’t change even if the predecessor activity (Activity A) is delayed. Therefore, the duration of Activity B will reduce proportionally to the delay in the preceding activity (Activity A).

Essentially, the key date, the Expected Finish Date, is fixed and unchangeable, locking the activity’s finish to that date. It serves as a date by which the activity must be completed.
Another use for Expected Finish Dates is with Long Lead Item (LLI) activities, which involve long procurement processes lasting several months. In this case, instead of estimating the Remaining Duration after each schedule update, you can simplify your work by considering this Expected Finish Date.

Overall, Expected Finish Dates can be useful when you need to set strict, unmovable deadlines for specific activities or when dealing with long procurement processes where the exact duration may be challenging to estimate.

Project management Articles :

In the pursuit of improving the level of learning in the fields of project management from Project management articles , planning, and organizational control, we have designed a specialized educational platform with specific objectives. In this platform, we invite all those interested to collaborate in sharing their knowledge and experiences in the areas of project management and organizational control.

We believe that the ability to write articles in the fields of management and organizational planning is a powerful tool for transferring practical knowledge to the management community in Iran. For this reason, your collaboration as individuals with the capability to write scientific articles holds special significance.

Wishing you success in the development of knowledge and the advancement of the fields of project management and organizational control.

Author: Arash Beyazian Serkandi & Hamid Hoseinnasab

Eizat Alhayat Project management Services

Topic: Negative Float, Good or Bad?

Project Management Professional Exam Guide ( PMP )

Project Management Institute (PMI) was founded in 1969 in Pennsylvania, USA. In 1984, it introduced the Project Management Professional Exam (PMP) and certification, which has since become one of the most prestigious and recognized credentials in the field of project management. The PMP certification is based on the PMBOK ( Project Management Body of Knowledge ) standard and is highly valued worldwide. Many companies across the globe actively seek project managers with PMP certification to lead their projects. Since it’s widely recognized, PMP holds significant global credibility.

Utilizing project management knowledge in real-world situations poses various challenges for project managers and project stakeholders. Many individuals with experience in management and executive roles seek a certification to validate their expertise. The PMP exam is one of the most reputable options for proving project management proficiency. Whether you’re in search of hiring a top-performing project manager or aspire to showcase your skills on an international scale as a project manager, PMP certification is of great importance.

In addition to the PMP certification,

PMI offers various other certifications that cater to specific areas within the field of project management:

• Program Management Professional (PGMP): Focuses on program management.
• Portfolio Management Professional (PFMP): Specializes in portfolio management.
• Risk Management Professional (PMI-RMP): Emphasizes risk management.
• Scheduling Professional (PMI-SP): Concentrates on scheduling and planning.
• Certified Associate in Project Management (CAPM): Suitable for project management assistants.
• Agile Certified Practitioner (PMI-ACP): Centers around agile project management.
• Professional in Business Analysis (PMI-PBA): Focuses on business analysis.

By pursuing one of these certifications from PMI, you can further enhance your project management knowledge and skills, and potentially open up more career opportunities. If you have any specific questions or need additional information about the PMP exam or any of the other PMI certifications, please feel free to ask. Additionally, if you want to know more about preparing for the PMP exam in your organization, We’ll be glad to assist further.

When you’re first introduced to the concept of PMP, you may have some questions that need answers:

1. Why should we aspire to get a Project Management Professional Exam and certificate?

As mentioned, PMP is the most prestigious management credential globally recognized. It enables you to overcome challenges by connecting and sharing with other professional project managers, making it a strong motivation for both students and managers.

2. What advantages do individuals gain by earning PMP certification?

By aligning themselves with other PMP managers, they gain additional insights and their knowledge becomes more visible to other organization managers.

3. In which types of organizations and roles does PMP certification find applicability?

This certification is widely recognized and relevant across various organizations and job domains, making it an international and global credential. Those who earn it acquire significant knowledge in enhancing work performance and operational efficiency. The reason behind its popularity among project managers is that it’s the most valuable and does not solely rely on an individual’s knowledge and experience.

4. What are the initial conditions for Project Management Professional Exam eligibility?

For individuals without a bachelor’s degree or higher, they need 5 years of work experience (7500 hours of relevant work). If they have a bachelor’s degree or higher, they must have 3 years of work experience (4500 hours of work) with project management duties. Additionally, every applicant must complete 35 hours of formal education from PMI’s Registered Education Providers.

5. In which languages is the Project Management Professional Exam offered?

The Project Management Professional Exam is available in five languages: English, Arabic, French, German, and Chinese. Proficiency in English is crucial for understanding the exam content thoroughly.

6. What’s a key point to remember for this exam?

Always bear in mind that the project manager’s talent triangle consists of three essential skill areas:

• Technical skills
• Leadership skills
• Strategic business management skills

Before preparing for the exam, enhance your proficiency in all three aspects of this talent triangle.

7. What are the primary exam resources?

The two primary exam resources are the PMBOK (Project Management Body of Knowledge) and Rita’s book, both of which are essential to master. Other books, such as Head First and more, exist but are considered of lesser importance compared to the PMBOK and Rita’s book.

8. What is the format of the PMP exam?

The PMP exam is a 4-hour test, and you are required to answer 200 questions. Out of these, 25 questions are not scored, and you won’t be able to distinguish which questions are unscored. Typically, there are around 70 to 80 questions from the first knowledge area, Project Integration Management, and the rest are distributed across the other knowledge areas.

In total, you’ll have approximately 20 questions on average from each of the 4-6 knowledge areas. If you have a complete command of these sections, you have an 80% chance of passing the exam.

Please note that passing the PMP exam requires a thorough understanding of the PMBOK and relevant study materials, as well as extensive preparation.

9. How to Prepare for the Project Management Professional Exam ?

· Step 1: The initial requirement for taking the Project Management Professional Exam is to obtain approval from a Registered Education Provider (REP) certified by PMI. You must have a mentor who can grant you access to the exam.
· Step 2: Your mentor will instruct you on the PMBOK standard, and you’ll need to commit to learning this knowledge base thoroughly.
· Step 3: After comprehensive PMBOK training, a PMP exam preparation class is held, typically following the Rita book for guidance.
· Final Step: You should study consistently for a minimum of three months, devoting at least 5 hours per day, which equates to 450 hours of study in total. This rigorous preparation is essential to be well-prepared for the exam.

Participating in PMBOK training courses is mandatory. The cost of these courses varies, with prices ranging from $980 outside of Iran to approximately 1,200,000 to 4,000,000 Iranian rials in Iran.

10. How Can You Register for the PMP Exam?

Due to the prevalence of the COVID-19 pandemic, PMI has introduced the option of taking the PMP exam online. The online PMP exam is nearly identical to the in-person exam but includes a remote proctor. You can take the online PMP exam at any time of day.
Since the registration process requires a high level of attention and might be challenging, it’s advisable to seek assistance from your mentor to register for the exam. The equipment required includes a computer with a webcam and a stable internet connection.

Top of Form

· Step 1: Start by creating a PMI account on the PMI website. This account costs $120. Note that you can take the exam without creating an account, but it’s recommended to create a personal account. This account will reduce your exam fee to $405 and grant you access to all PMI resources. If you skip creating an account and directly register for the exam, the fee will be $555, and you won’t have access to PMI resources. Therefore, it’s better to create an account initially.
· Step 2: Provide your personal details. Ensure that the name you enter matches your passport because you won’t be allowed to enter the exam center if there is a discrepancy between your name and your passport. Be extremely careful when entering your information.
· Step 3: You’ll need to enter your Educational Form, a number provided by your REP mentor. This form includes your educational background and work history. Be sure not to copy-paste your work history details, as PMI’s search engines may detect similarities between job descriptions. Carefully describe your own experiences and responsibilities. Note that when you enter your work history, PMI will also collect the names of your supervisors and coworkers, so avoid providing false information.
· Step 4: Enter your financial information. Use the code you received when you purchased your account to waive any additional payment.
· Step 5: Finally, select the “Send” option to submit your application. PMI will review your application within 3 to 15 days. If PMI suspects that you’ve provided inaccurate information during the education review or if they question the authenticity of your job descriptions, they may audit your application. If audited, you will be required to submit proof of your educational qualifications and work experience. This process involves taking your documents to an authorized translation office, obtaining a judicial certification stamp from the Iranian judicial authorities, and mailing your documents to the United States (typically costing between $100 and $150). If your application is audited, it will be canceled, so you’ll need to create a new application after completing the audit process.

Note :

that PMI periodically changes its application and audit processes, so it’s essential to follow their most up-to-date guidelines. Additionally, the cost for taking the PMP exam may have changed since my knowledge cutoff date in September 2021, so it’s advised to verify the current fees on the PMI website.

Here’s the translated and optimized content with explanations:

You might wonder why PMI needs to invalidate your initial application and require you to reapply?

Every person can’t submit their application to PMI more than three times in a year, and if your application is rejected three times, you’ll be barred from applying for up to three years.

So, by invalidating your application, it reminds you of the remaining opportunities.

Here are the key points you provided:

1. Currently, there are over 1,000,000 PMP-certified professionals worldwide.

2. On the day of the exam, make sure to arrive at the test center in your chosen exam domain at least 30 minutes before the exam’s scheduled start time.

3. If you intend to change your exam date more than one month in advance, you can do so for free. However, if you wish to change your exam date within one month of the scheduled date, there is a $70 fee.

4. Please note that if you do not change your exam date and fail to attend the exam, you will forfeit all exam fees.

5. If you arrive late or fail to show up at the exam center on time, you will not be allowed to enter the exam session, and your fees will be lost.

6. Once you successfully obtain the PMP certification, remember that you must annually pay $120 for your PMI account.

7. Every three years after earning your PMP certification, you must pay $120 to PMI.

8. From the moment you receive your PMP certification, you have three years to earn and submit 60 PDUs (Professional Development Units) to PMI. Be cautious, as failing to do so could lead to the invalidation of your certification.

9. If you take the PMP exam for the first time and do not pass, for a re-examination, you need to pay only $250. Keep in mind that you are allowed a maximum of three attempts at the exam.

Author: Arash Beyazian Serkandi & Hamid Hoseinnasab

Eizat Alhayat Project management Services

Topic: Project Management Professional Exam Guide ( PMP )

Evaluation of Scheduling in Accordance with the U.S. Defense Contract Management Agency (DCMA) Standard

Recently, in a job posting by Siemens for a Scheduler position for a project in Singapore, the requirement was proficiency in the DCMA standard. Until then, my most significant resources for scheduling program evaluation were PMI and DOD (U.S. Department of Defense) standards. So, I embarked on researching the DCMA standard and familiarizing myself with its relevant items for project scheduling evaluation, with the intention of making this information available to those interested.

An interesting aspect in this context is the ” Check Schedule ” tool in Oracle EPPM, which evaluates project schedules based on the DCMA standard. I’ll delve into this in detail later.
I’m also providing an Excel file for download that contains code to evaluate schedules prepared in P6 (with the XER extension) against the 14 DCMA standard criteria.
The Defense Contract Management Agency (DCMA) is part of the U.S. Department of Defense and directly deals with defense contractors.

It is responsible for overseeing the time, cost, and performance of the U.S. Department of Defense, federal services, and government services, including the launch of multi-billion-dollar aerospace and weapon systems and the oversight of more than 320,000 contracts involving over 9,500 civilians, 500 military personnel, and 13,500 contractors.

This agency prepares quality assurance reports and audits and monitors contract programs.

Additionally, it oversees federal procurement programs.

In the pursuit of improving planning methods, DCMA has released a 14-item protocol for evaluating Critical Path Method (CPM) schedules, which is used for evaluating their own schedules. Professional project control experts in all industries need to be aware of this protocol, which has the potential to be used in various sectors. After contract award, DCMA monitors contractor performance and management systems to ensure that costs, product performance, and scheduling are in compliance with contract terms and conditions.

In March 2005, the U.S. Deputy Secretary of Defense for Acquisition and Technology (USDAT&L) authorized the use of an Integrated Master Schedule (IMS) for contracts exceeding $20 million. This authorization also directed DCMA to establish procedures and guidelines for monitoring and evaluating these programs. In response to this request, DCMA prepared and published its own 14-item evaluation framework for scheduling quality control. Online training for this protocol is exclusively available through DCMA.

The evaluation of the 14-item DCMA standard has been presented at various reputable conferences and is on the path to becoming an industry standard. The latest revision of this standard was published on November 9, 2009.

Evaluation of the 14-Point DCMA Standard The evaluation of the 14-point DCMA standard encompasses the following items:

1. DCMA Standard Logic:

· Missing Logic: The number of activities lacking either predecessors or successors should not exceed 5% of the total activities.
· Dangling Activities: Activities with only SS or FF relationships (not both) create gaps in scheduling calculations and risk assessments. These activities should be identified and addressed.

2. DCMA Standard Leads:

· No negative lags are permitted.
· The number of activities with leads should be zero. Leads are generally discouraged due to their potential to disrupt accurate scheduling.

3. DCMA Standard Lags:

· The total number of activities with lag should not exceed 5% of the total activities. Lag usage can make critical path analysis difficult. Instead of lag, consider defining activities with a duration.

4. Relationship Types:

· At least 90% of the total predecessor relationships should be Finish to Start (FS). The use of Start to Finish (SF) relationships is prohibited. SF relationships do not transfer delays from the predecessor to the successor.
· The use of SS and FF relationships is also restricted. If used, these relationships must be explicitly defined to maintain network logic.

5. Hard Constraints:

· The number of activities with hard constraints should not exceed 5%. In project management software like Microsoft Project (MSP) and Primavera P6.

There are two categories of constraints:

These are the first five of the 14 points outlined by the DCMA. The evaluation process involves examining various aspects of the project schedule to ensure it adheres to these criteria. The remaining points cover additional aspects of schedule quality and compliance with best practices, all of which are essential for successful project management and compliance with DCMA standards.

Constraints or Hard Constraints The number of activities with hard constraints should not exceed 5%. In software like MSP (Microsoft Project) and P6 (Primavera P6), there are two types of constraints: hard constraints and soft constraints.

In P6, hard constraints include the following:

· Start on
· Finish on
· Mandatory Start
· Mandatory Finish
· Start On or Before + Start On or After
· Finish On or Before + Finish On or After

In MSP, hard constraints consist of the following:

· Must Start On
· Must Finish On
· Start-No-Later-Than (SNLT)
· Finish-No-Later-Than (FNLT)

Easy constraints include the following:

· As-Soon-As-Possible (ASAP)
· Start-No-Earlier-Than (SNET)
· Finish-No-Earlier-Than (FNET)

According to the DCMA (Defense Contract Management Agency) standards, hard constraints are conditions that force the scheduling of activities contrary to the defined logical relationships between them and the network logic.

6. High Float :

The number of activities with a total float exceeding 44 working days should not exceed 5%. High float, which is defined as having a float greater than 44 working days, can occur due to disruptions in scheduling, flaws in defining relationships, or the use of the SS (Start-to-Start) relationship type. The figure of 44 working days is equivalent to the number of working days in two calendar months.

7- Negative Float (or Float Less Than Zero):

· No activity should have negative float.
· Negative float occurs due to the use of constraints in scheduling.
· Negative float implies that late dates precede early dates in the schedule.

8- High Duration :

· This item checks for activities with very long durations.
· Activities with durations exceeding 44 working days should not exceed 5% of the total activities.
· Long durations may result from insufficient task decomposition and inadequate planning.

9- Invalid Dates :

This evaluation includes two cases:

· Forecast Dates must not be earlier than the Data Date, as these dates pertain to the future and should not precede the Data Date.
· Actual Start and Actual Finish dates must not be later than the Data Date.

The software, such as P6, reports activities with these issues in its Schedule Log under Errors-Warning.

10- DCMA Standard Resources :

· All activities with a minimum duration of one day should have assigned resources.
· Some schedules may not use resource allocation properly, so this evaluation item calculates the ratio of activities lacking resources to the total number of activities.
· DCMA emphasizes the importance of allocating resources for deriving costs and managing projects effectively.

These DCMA evaluation criteria help ensure the quality and adherence to standards in project scheduling. If you have more specific questions or need further information on any of these items, feel free to ask.

11- DCMA Standard Missed Tasks :

· This evaluation checks for tasks where the actual finish date is after the planned baseline finish date.
· No more than 5% of tasks should fall into this category.

This item assesses project performance, aiming to ensure that the majority of tasks are completed as planned. If more than 5% of tasks are not meeting their scheduled deadlines, it may signal the need for a new baseline or improved project performance.

12- Critical Path Test:

· This test, known as a “What-If” analysis, identifies the current critical path task.
· It assesses whether an extension of 600 days on the remaining duration of the critical path task would result in a proportional extension of the project’s completion date.
· Care should be taken when different calendars are used or constraints are applied, as these can affect the results.
· The test should be conducted on a copy of the schedule rather than the original project schedule.

13- Critical Path Length Index (CPLI):

· This index measures the realism of the project’s completion time.
· It should be greater than 95%.
· It is calculated as the ratio of the length of the critical path plus total float to the length of the critical path.
· This test assesses schedule realism, ensuring that there is enough flexibility in the schedule to accommodate potential delays.

14- Baseline Execution Index (BEI):

· This index should be greater than 95%.
· BEI calculates the ratio of completed activities to activities scheduled to be completed according to the baseline plan.
· It assesses the efficiency of the contractor’s performance, with a maximum value of 1.
· If the BEI is less than 95%, the baseline may need to be reviewed to understand the cause of the discrepancy.

These DCMA evaluation criteria help ensure that project schedules are realistic and that project performance aligns with the baseline plan. The use of these criteria helps maintain project quality and adherence to scheduling standards.

Author: Arash Beyazian Serkandi & Hamid Hoseinnasab

Eizat Alhayat Project management Services

Topic: DCMA ( Defense Contract Management Agency ) Standard

What is the difference between project Reschedule, Replan and Catchup Plan?

Difference between project Reschedule, Replan and Catchup Plan.

1. Project Reschedule :

· Description : Rescheduling involves creating a new project schedule based on actual start and finish dates, remaining durations, and the actual percentage of work completed for ongoing and future activities.
· Use: Reschedule is used when activities deviate from the original plan, either by falling behind or progressing ahead of the schedule. It aims to create a new plan for ongoing and future activities to align with current progress.
· Execution: In software like Primavera and Microsoft Project, you can execute rescheduling through functions like “F9-Schedule” or “Update Project-Reschedule.”

2. Project Replan :

· Description: Replanning, or replanning time, is initiated when project delays and substantial differences between planned and actual progress are significant (typically over 20%). It indicates that the existing plan is no longer effective for managing the remaining work.
· Use: Replanning is necessary when project delays exceed an acceptable threshold, and a substantial gap exists between the planned and actual progress. It’s often driven by unforeseen events or issues in project execution.
· Execution: Replanning involves creating a new plan based on the current reality, often in consultation with the client and project team. A key feature is that the percentage of planned progress (Plan%) is aligned with actual progress (Actual%).

3. Project Catchup Plan :

· Description: A catchup plan, also known as a recovery plan, is developed when any project delay is deemed unacceptable. It’s created to ensure the project still meets its original deadlines.
· Use: Catchup plans are employed when any delay in project completion is unacceptable, and it’s crucial to adhere strictly to the original schedule. This is particularly relevant for high-stakes projects where any delay is not tolerated.
· Execution: After rescheduling, if the project remains behind schedule, a catchup plan is created to accelerate the remaining work and ensure alignment with the original baseline finish date. Creating a successful catchup plan requires close coordination with all project stakeholders and active management to make it feasible.

These terms represent different strategies for managing projects that have experienced delays or significant deviations from the original plan. The choice of which to use depends on the project’s specific circumstances and requirements, as well as the tolerance for delays in the project.

Author: Arash Beyazian Serkandi & Hamid Hoseinnasab

Eizat Alhayat Project management Services

Topic: Project Reschedule, Replan and Catchup Plan