Do What is Right Right for You You
“Many times in life, whether a thing is worth doing or not really depends on how you look at it. Take up all courage and do something your heart tells you to do, so that you may not regret not doing it later in your life."
Prim Primav aver era a - Basi Basics cs Jay Shukla & Kinjal Trambadia
Prim Primav aver era a - Basi Basics cs Jay Shukla & Kinjal Trambadia
Purpose of Course • To familiarize participant with Primavera
Software, a well known project planning and scheduling and monitoring tool. • Duration : 2 days • Methodology : Practicing with given manual
“What is Planning” • Planning is the determination of a project's
objectives with identification of the activities to be performed, methods and resources to be used for accomplis ish hing the task sks s, as assi sign gnme men nt of responsibility
and
accountability,
and
establishment of an integrated plan to achieve com ompl plet etio ion n as re requ quir ired ed
“What is Plan” ? • Planning a project is an integral part of managing a project and a " Plan" is the output from this process • A "Plan" is normally one or more documents which outline how a project is to be executed • The most important point is that a plan must be understood by all those involved in a project and the way a plan is presented must be understood by the project team members and possibly more than one presentation form may be required.
Planning Vs Scheduling • A plan is not a bar chart , a bar chart is an output of the planning process. • A plan has many elements: – It identifies what has to be delivered to the client, the deliverables – The best method of delivering it , the project methodology – What is needed to complete the project , the resources – How long it is going to take , the programme • Once these parameters are evaluated then the project may be
Programmed. This is often termed as a "Schedule"
Purpose of Planning • The ultimate purpose of planning is to build a model that
allows you to predict which activities and resources are critical to the timely completion of the project.
• Strategies may then be implemented to ensure that
these activities and resources are managed properly, thus ensuring that the project will be delivered both On Time and Within Budget.
Project Planning Metrics A change in anyone of these components normally results In a change in one or more of the others.
Planning Cycle
Define a Project • A project is a set of activities and their associated
information that constitutes a plan for creating a product or service. A project has a start date and finish date, WBS, resource assignments and expenses. It can also include risks, work documents and project-specific codes and calendars.
Characteristics of a Project • •
•
•
5 Aspects of a Project – Schedule, Resource, Cost, Quality and Risk (HSE) For a Project Management Software, It covers – Schedule: Timeline (core) – Resource: Man, Material, Plant – Cost: Money – Risk: Identify, classify and quantify Life Span of a Project – Planning: establish baseline when project starts – Controlling: monitoring, updating during project execution – Managing: changes, variations and revision – Closing Out: Administrative closure, documentation
Planning software allows: • • • • • • • • •
• • •
Record the WBS- the deliverables Break the deliverables into activities Assign durations, constraints, predecessors and successors to activities Calculate the start and finish dates Assign resources and/ or costs to activities Optimize the project plan Set Baselines to compare progress Approve work Record the actual progress Compare progress against the original plan Amend the plan for scope changes etc. and Produce management reports.
Define an Activity In SMART Way
• Specific: scope of work to be clearly defined • Measurable: able to measure progress (%), resource (MH) and cost (Rs)
• Achievable: realistic based on current Productivity • Resource Availability: make ready for man, material and plant • Time-bound: have start and finish date
Procedures to Set up a Project • • • •
Add a project to EPS and assign one of OBS Set up WBS Add a list of activities Determine activity’s duration based on volume of work, production rate and past work experience
• • • • • •
Assign a WBS to activity Assign a calendar to activity Link activities Allocate resources to activity from resource pool Allocate cost to activity Schedule project, review and establish baseline
When a Project is on the way…
• • •
Record progress, man hour and cost and update plan Analyze and report project status using earned value method
Revise baseline when there are substantial changes and the programme can not reflect the actual situation any more
• •
Manage changes Lean construction (last planner) application
Performance Measurement with Earned Value Method : 3 Parameters
•
Planned Value PV (BCWS, Budgeted Cost of Work Schedule): Budget x Schedule completion % (% of original duration, time elapsed)
•
Actual Cost AC (ACWP, Actual Cost of Work Performed): Actual cost up to data date
•
Earned Value EV (BCWP, Budgeted Cost of Work Performed): Budget x Actual completion %
Performance Measurement with Earned Value Method : Measurement Index • Schedule Variance (SV): SV=EV-PV > 0, ahead
of schedule • Cost Variance (CV): CV=EV-AC > 0, spending
less than planned as of measurement date
An Example • Suppose we plan to finish an activity by June 29 with a
budget of $10,000 (PV or BCWS). It is now June 29 (data date, or measurement date), and we have spend $9,000 (AC or ACWP), but only 70%
of the work is
complete (EV, or BCWP=$10,000 x 70%=$7,000). We are not only behind schedule (SV=EV-PV=$7,000$10,000=
-$3,000),
but
AC=$7,000- $9,000= - $2,000.
over
budget
(CV=EV-
Manage Changes • Record and control budget changes • Record and track issues • Define and monitor thresholds • Manage risks: identify, categorize and prioritize • Categorize and track activity-related work
products (deliverables) and documents
P6/P5 Module Overview Project Management Module: Features
Centralized database for all project data (data resides on server) Layout presentation and grouping based on Work Breakdown Structure (WBS) Hierarchal structure on EPS, OBS, projects, activities, resources and costs with codes and values
P6 Module Overview • Before Add a Project, Establish the Framework Enterprise Project Structure (EPS) Organization Breakdown Structure (OBS) Global Calendars Resource pool Budget structure Coding structure like project code and activity code (for filtering, grouping and data analysis)
EPS and OBS • Enterprise Project Structure (EPS) – Company-wide hierarchical project
breakdown Structure • Organization Breakdown Structure (OBS) – Company-wide hierarchical responsible
managers for the projects
P6 Module Overview • EPS and OBS: Work Side by Side OBS
PM1 PJ1 PJ2 PJ3 EPS
PM2
PM3
EPS and OBS: Example OBS Proces s
Project A Project B Project C Project D
EPS
Civil
Piping
Equip ment
Instru ments
Electri cal
Constr uction
OBS Example
EPS Example
EPS – Project Example
Work Breakdown Structure (WBS) Continuation from EPS, with project the highest level, next by deliverables and breakdown to the activity level Company-wide standard WBS template Vs.customised project-based WBS Play an essential role in P6. Can be assigned resource, budget and earned value
WBS Example
Calendars Global Project specific WBS specific Resource specific
Coding Structure: Project Code
Coding Structure: Resource Code
Resource and Role Resource includes People Material Plant Role Required personnel skill and proficiency level -> Job title and function Resource calendar Resource limit (MH / day) Resource cost ($ / MH)
Budget and Cost Top-down approach: for upper management Bottom-up approach: for accurate estimate Budget (total) and spending plan (monthly distribution) Resource dictionary and cost account Budgeted cost=Budgeted unit (man-hour) x Price per unit ($/MH) for each activity Roll up to Project, EPS or WBS level
P3 Vs. P6 P3
P6
Scope
Project based project management
Enterprise-wide project a age e management
Project
Structure
Single Multiple (EPS), Hierarchical Global (Enterprise) Enterprise Project Structure (EPS)
Project Manger Work Responsibility
Project Mangers for Multi-project (OBS)
Remarks
Hierarchical Organization Breakdown Structure (OBS)
User
Single
Multi-User
Database
PC based 16-bit database
Server Based, SQL or For stand alone use Oracle (MS SQL) MSDE
File Structure
Multiple File
Single File (*.xer)
Schedule Calculations •
When a schedule has a Closed Network scheduling the project will identify the:
• Critical Path(s) • Total Float • Free Float
Closed Network In a Closed Network every activity, except the project start milestone(s) and finish milestone(s). has one or more: • Start Predecessors, and • Finish Successors.
Critical Path(s) • The Critical Path is the shortest duration that a
project may be completed in and a delay to any activity will delay the end date of the project, shown in red below :
Total Float • The Total Float is the amount of time an activity may be delayed without delaying the end of a project . • An activity with Total Float may delay another activity, • May be displayed in a column and in the Gantt Chart, as per the thin black bar below and • May be negative .
Free Float The Free Float is the amount of time an activity may be delayed without delaying another activity. • Displayed only in a column and • Is never in the negative.
Constraints • To correctly model the impact of events outside the logical sequence, you may use constraints. • A constraint would be imposed to specific dates such as: – The availability of a facility to allow work to commence, or – The predetermined time a project must be complete by • Constraints should be cross-referenced to the supporting documentation such as contract documentation Milestone Dates.
Constraints Type • There are two types of constraints : • Project Constraints which includes the Project – Start Date and Project Finish Date, and • Activity Constraints; the two most common are Start On or After (Early Start) and Finish On or Before (Late Finish )
Primavera File Types Primavera propriety file formats : • XER - Exchange one or more projects between Primavera databases • PLF - Exchange Layouts between Primavera databases • ANP- Saves the position of activities in an Activity Network • ERP- Exchange Reports between Primavera databases regardless of the database • PCF - Exchange Global Changes between Primavera databases • XML - A new Primavera PM format introduced with Primavera Version 6.0 which is used to import data from the Project Manager module.
Project (* .mpp). This is the default file format that Microsoft Project uses to create and save files. Microsoft Project 2007 is a different format to the 2000 - 2003 format, which is different to 98 format • Note: Primavera 6.0 and 6 .1 will not import any .mpp file when Microsoft Project 2007 is installed as MSP 2007 disables this function Primavera 6 .0 and 6. 1 will import or export to the following file types: • Project 2000 - 2003 ( * .mpp) • Microsoft Project 98 ( *.mpp) • MPX ( * .mpx). This is a text format data file created by Microsoft Project 98
and earlier versions • Microsoft Project formats such as Project Database ( .mpd), Microsoft Access
Database ( *.mdb) and ( *.mpt) can be imported, however Microsoft Project is required to be installed on the computer. • Primavera Project Planner P3 and SureTrak files saved In (P3)format. A
SureTrak project in SureTrak format should be saved in Concentric ( P3) format before importing . • XLS. Primavera Version 5.0 has a new function allowing the Import and
export of data in xls format
Now Lets get our hands dirty!
