Primavera P6

PROJECT MONITORING DEPARTMENT

ContentsProject Management Life Cycle

Introduction to Primavera P6

Data, Navigating and Layouts

Advantages of Tool

Activity Network / Gantt Chart

Understanding Activity Attributes

Activity Relationships

Activity Constraints

Critical Path Method

Structuring Projects using P6

Projects are one time assignments. Unlikegeneral business activities, these assignmentshave a fixed time schedule.Examples of Projects:Design and development of a softwareapplicationConstruction of Residential / Commercialcomplexes

Project Management is the application ofskills, knowledge, tools and techniques tomeet the needs and expectations ofstakeholders for a project.

The purpose of project management isprediction and prevention, NOT recognitionand reaction

What is Project Management ?

In todays fast paced world, resource and time arescarce and business processes becoming moreand more complex by each day. Hence enterprisesworld over are resorting to project managementas an efficient approach in using scarce resourcesand time to achieve business goals-which may notbe possible with general management approach.

Rectification of process errors, shortfall due toerrors in quality systems, delays in productdelivery etc., is possible only by ProjectManagement Approach.

Why Project Management ?

Project Management Life Cycle

Planning

Establish Project Objective

Define the Work

Determine the Time

Delineate Project Organization / Team

Establish Resource Requirement / Availability

Establish a Cost Baseline

Evaluate, Optimize and Freeze Baseline Plan

Control

Track Work Progress and Actual Cost

Compare Progress and Cost to Baseline

Use Baseline to Guide Your Decision

Update and Modify Project Model with Realistic Data

Communicate Project Goals

Evaluate Performance

Forecast, Analyze and Recommend Action

INTRODUCTION TO PRIMAVERA P6

Primavera is a comprehensive, multi-project planningand control software, built on Oracle and Microsoft SQLServer databases for enterprise-wide projectmanagement scalability.

The Project Management module enables yourorganization to store and manage its projects in acentral location. The module supports work breakdownstructures (WBS), organizational breakdown structures(OBS), user-defined fields and codes, critical-path-method (CPM) scheduling and resource leveling.

The Project Management module provides:

Enterprise project structure (EPS)

Centralized resource management

Integrated risk management

Issue tracking

Management by threshold

Tracking feature

Work products and documents

Report wizard

INTRODUCTION TO PRIMAVERA P6

Layout, Navigation & Toolbars

Centralized Project Repository : With all projects are in a centralized database, the robust security module protects project data and offers flexibility when determining who can access each project.

Enterprise Project Structure & Codes : A configurable Enterprise Project Structure (EPS) helps forms the hierarchical structure of the projects based on your organizational needs. Extensible Project Codes help capture different attributes of projects, such as the region where the project is being executed or the type of project

Advantages of using primavera in comparison to other conventional planning tools

Cross-project Analysis and Reporting : Quickly and easily create cross-project dependencies and see how projects impact one another. Built-in analysis shows whether resources are over-or under-allocated across projects.

Float Path Analysis : Float Path Analysis identifies all critical paths within a project to help avoid potential delays before they occur and to help visualize an activity's importance to overall project plan.

Advantages of using primavera in comparison to other conventional planning tools

Cross-Project Dependencies : Cross-project dependencies helps to monitor overall critical path of the program and reduces the risk of multiple parties working together.

Resource Assignments : When project resource needs have been determined, they can easily be assigned to the schedule activities. P6 tracks labor, material, equipment and expense needs for activities and WBS nodes.

Advantages of using primavera in comparison to other conventional planning tools

ERP or Accounting Integration : The P6 architecture allows for integration with ERP or Accounting Systems so that schedule and cost information can be shared.

Baseline Management : Store unlimited versions of the schedule, resources and cost assignments to compare how the project is progressing vs. the original plan vs. the last update cycle, vs. 6 months ago, etc.

Projects Reports : Select from 150+ predefined reports and unlimited custom reports.

Advantages of using primavera in comparison to other conventional planning tools

Inputs Outputs

-WBS/Activity Codes-OBS-Activities-Relationships-Calendars and constraints-Resources-Cost Accounts/Cost centers-Monitoring data

-Progress (planned vs. actual)-Schedule-Critical Path-Consolidated Resource Plan-Forecast

Primavera P6Planning, Monitoring and Forecasting tool

Primavera Project Planner

Scheduling Critical Path Resource Plan

Basic Terminologies

Activity

Activities represent work to be done in order to complete aproject

OD (Original Duration)

The estimated time required to complete an activity iscalled OD.

RD (Remaining Duration)

The amount of time left to complete an activity after it hasstarted is known as RD (Remaining Duration).

Predecessor

The activity that effects start or finish dates of

other activities (successor activities).

Predecessor

Successor

Basic Terminologies

Successor

The activity for which start or finish dates are

dependent on other activities (predecessor

activities).

Predecessor

Successor

Basic Terminologies

Relationships (Activity Links)Any sort of connection between two activities.Four types of relationships:

SS (Start to Start) FS (Finish to Start) FF (Finish to Finish) SF (Start to Finish)

Lag

Lag staggers or delays the relationship of one activity (predecessor) to another (successor).

Basic Terminologies

SS Relationship between activities in which the start of a successor activity depends on the start of its predecessor

Start-to-start

Start-to-start with lag

Predecessor

Successor

Predecessor

SuccessorB

A

B

A

Lag

Basic Terminologies

FS Relationship in which the start of successor activity

depends on the completion of its predecessor activity

Predecessor

Successor

Predecessor

SuccessorB

A

B

A

Finish-to-start with lag

Finish-to-start

Lag

Basic Terminologies

FF Relationship in which the finish of successor activity

depends on the finish of its predecessor activity

Predecessor

Successor

Predecessor

SuccessorB

A

B

A

Finish-to-Finish with lag

Finish-to-Finish

Lag

Basic Terminologies

SF Relationship in which the finish of successor activitydepends on the start of its predecessor activity

Predecessor

SuccessorB

A

Start-to-Finish with lag

Start-to-Finish

Predecessor

SuccessorB

A

Lag

Basic Terminologies

ES (Early Start) and EF (Early Finish) dates

Earliest possible date by which an activity can start or finish

LS (Late Start) and LF (Late Finish) dates

Latest possible date by which an activity can start or finish

AS (Actual Start) and AF (Actual Finish) dates

The dates on which an activity actually starts or finishes

Basic Terminologies

TF (Total Float)Positive Total float indicates allowable duration of delaywithout affecting project finish date.Negative or zero Total Float indicates timely completion ofthe activity is critical for timely completion of the project.

Such activities are called Critical Activities

FF (Free Float)Free float indicates allowable duration of delay in start without affecting the start of successor activity

Such activities are called Non-critical Activities

Basic Terminologies

ConstraintsConstraints are ground realities that over-rule the logical start and finish time of an activity.

For example, a certain piece of equipment will be received on,say, 25th of March. That equipments erection activity cannot bestarted before 26th of March irrespective of the fact that thefoundation will be ready by 15th of March.

So we will simply put a constraint to this activity that it cannotstart before 26th of March. Similarly concreting work cannot beeasily done in winter months in regions where temperature goesbelow freezing during winter.

Basic Terminologies

Various types of constraints can be used but most commonly used inP6 are as follows:

Start On Start On or Before Start On or After Finish On Finish On or Before Finish On or After Mandatory Start/Finish As Late As Possible

Basic Terminologies

Critical Activity

An activity that has potential of delaying a project is called a criticalactivity. Such activities possess total float equal to zero or even less.

Critical Path

Chain of critical activities that has potential of delaying a project iscalled Critical Path. It is the longest Path.

Critical Path Method (CPM)

A network analysis technique used to predict project duration, byanalyzing which sequence of activities (which path) has the leastamount of scheduling flexibility (the least amount of float).

Basic Terminologies

Critical Path

Activity B and C are on critical path because :

1. These are forming the longest chain (14 days + 6 days = 20 days)

2. Any delay in any of the activity on critical path will cause a delay of the whole project

ES=1 OD=14 EF=14

Predecessor

Successor

Predecessor

A

CES = 1 EF = 10

OD = 10

FS Lag = 0 ES=15 OD=6 EF=20

FS Lag=0

B

Basic Terminologies

Scheduling (CPM)

The process of calculating start and end dates ofthe activities. This process is carried out in two passes.

Forward Pass

The process of calculating early start and finish dates ofeach activity starting from the project start date.

Backward PassThe process of calculating late finish and start dates ofeach activity starting from the project finish date.

Basic Terminologies

Man-Hours

It is yardstick for measurement of effort. For example, 4 Man-hourwill mean any of the following:

1 man working for 4 hours 2 men working for 2 hours 4 men working for 1 hour

Standard Man-hours

Estimated effort per unit required to perform a job in terms of man-hours.

Basic Terminologies

Earned Man-hours

It is amount of work executed in terms of standard man-hours.

Project / Budgeted Man-hours

Total number of man-hours required to execute a project.

Actual Man-hours

It is the man-hours actually utilized to execute work.

Basic Terminologies

Original (Base) Plan

A plan showing all activities as foreseen at start of the project.

Latest Forecast Plan

Revised/Updated Plan showing expected dates for balance activities atcertain point in time during project life span.

Efficiency

It is the ratio of earned man-hours to actual man-hours.

Productivity

It is number of work units produced per man-hour spent.

Basic Terminologies

Cost Center

A Cost Center is the lowest identifiable/measurable activity to whichcosts incurred can be booked.

Resource:

Anything that is required to perform an activity iscalled a resource.

Resources can be Manpower, Equipment and Materials.

Basic Terminologies

Activity Network Diagram

The Activity Network displays your project as a diagram of activitiesand relationships according to the work breakdown structure (WBS).

A red border around an activity box indicates a critical activity.

A line connecting activity boxes indicates an activity relationship.

Basic Terminologies

ACTIVITY NETWORK DIAGRAM

Gantt Chart (also known as Bar Chart)

A graphical display of the open project's schedule information or the order in which activities occur over the course of the project.

The Gantt Chart shows each activity's duration, using the timescale specified, as a horizontal bar.

A line connecting activity bars indicates a relationship.

Data Date

The point in time that separates actual (Historical) data from future (Scheduled) data.

Basic Terminologies

GANTT CHART

Understanding Activity Types Task Dependent

The activity is scheduled according to activitys calendar, not the resource calendars. For example, an activity to cure concrete

Resource Dependent The assigned resource availability determines the start and finish of the activity. For

example, an inspection activity that depends on availability of an Inspector.

Start / Finish Milestones Activity marks the beginning or end of a major stage in the project.

Understanding Activity Types

Level of Effort An activity that is ongoing, such as clerical work, change management, or

project management tasks and its duration depends on its predecessor and/or successor activities.

For example, site cleanup could be considered a level of effort activity.

WBS Summary It represents a group of activities that share a common WBS level based on

WBS Codes & enables roll-ups of dates for the activity group.

Understanding Duration Types

Fixed duration and units/time or fixed duration and units The activitys duration does not change, regardless of the number of resources assigned while updating. Usually used with task-dependent activities. Remaining Units (resource) = Units/Time x Remaining Duration (activity) Units/Time = Remaining Units / Remaining Duration

Fixed units/time

Units/time or rate of the resource remains constant, even if the activitys duration or work effort changes. Usually used with resource dependent activities. For example, you have an engineer who can only work 4 hours/day.

Understanding Duration Types

Fixed units

In this case, budget (units or cost) is a limiting factor; i.e., the work effort required to complete the activity does not change, even if the activitys duration or the resource rate changes. Typically used with resource dependent activities. Increasing resources can decrease the activity duration.

Understanding Percent Complete Types

Duration TypeProgress is reported based on original and remaining duration.[(Original Duration - Remaining Duration) / (Original Duration)] x 100

Units TypeProgress is reported according to the accomplished & remaining work effort (units). The percent complete is calculated from the actual and remaining units

Physical TypeActivity progress is most accurately described by personal judgment. In this case, you manually enter the percent complete for the activity.

Structuring Projects(EPS)

Enterprise Project Structure

Projects

(OBS)Organisational Breakdown

Structures

(WBS)Work Breakdown Structure

Activities

1. Setting-up and define EPS (Enterprise Project Structure).

2. Add a project to the EPS hierarchy.

3. Defining OBS (Organizational breakdown structure)

4. Defining WBS (Work breakdown structure) / Activity Codes.

5. Defining Resources.

6. Create Calendar for Activities & Resources.

7. Add Activities.

8. Input activity details.

9. Schedule project.

10. Updating progress after project starts.

11. Preview / Print reports (Default / Custom made reports).

Enterprise Project Structure (EPS)

Enterprise Project Structure (EPS)

The EPS is a hierarchy used to organize projects, and to associate organizational level security with that of project structure.

The EPS consists of roots and nodes. ALL projects must reside within an EPS node.

Adding project to EPS hierarchy.

We can organize unlimited number of Projects in EPS in groups.

Organizational Breakdown Structure (OBS)

Organizational Breakdown Structure (OBS)

The OBS is a hierarchical arrangement of an organizations management structure.

The OBS is defined at a global level and works with the EPS to control user access to project information.

Organization Breakdown Structure (OBS)

Represents a project organization structure that matches with WBS.

Facilitates better control through mini projects within large and complicated projects.

Defines responsibility for each level of WBS.

Typical for DESCON

Organization Breakdown Structure

PROJECT/SITE MANAGER

Engr. Piping(area #1)

Engr. Civil (area #1)

AREA I/C #1 AREA I/C #2 AREA I/C #n

Const. Mngr.CIVIL

Const. Mngr.Meh.

Const. Mngr.Elec. Engr. Eqpt.

(area #1)

Engr. Piping(area #2)

Engr. Civil (area #2)

Engr. Eqpt.(area #2)

Engr. Piping(area #n)

Engr. Civil (area #n)

Engr. Eqpt.(area #n)

WBS (Work Breakdown Structure)

Example of WBS Structures

A WBS is a hierarchy ofwork that must beaccomplished to completea project, which defines aproduct or service to beproduced. The WBS isstructured in levels of workdetail, beginning with thedeliverable itself, and isthen separated intoidentifiable work elements.

Project

Civil Works

Mech. Works

Tanks Piping

Buildings

Equipment Fdns

Roads & Drains

Ware House

Admin Building

Foundation

Superstructure

Finishing Works

Fire Water Tank

Diesel Tank

Breaking down a long and complex project into work packages of smaller duration and complexity.

A properly planned WBS delivers the following benefits The project can be planned systematically Resources can be effectively scheduled Work teams can be assigned responsibilities Costs and budget elements can be compared

Work Breakdown Structure

1. Project

1.1 Construction

1.1.1 Discipline

1.1.1.1 Zone/Area

1.1.1.1.1 Cost Center/Activity

Work Breakdown StructureTypical for DESCON

Area X

Area Y

Area Z

Activities P Q R S

Work Breakdown StructureTypical for DESCON

Project

Discipline A Discipline B Discipline C

Integrating WBS With OBS

WBS OBS

Cost centerCost center

Zone/areaZone/area

DisciplineDiscipline

Construction Construction

ProjectProject Project/Site ManagerProject/Site Manager

Discipline SupervisorDiscipline Supervisor

Discipline EngineerDiscipline Engineer

Discipline In-ChargeDiscipline In-Charge

Construction ManagerConstruction Manager

Understanding Data Structures Connections

Defining ResourcesResources include the personnel and equipment that perform work onactivities across all projects. Resources are generally reused betweenactivities and/or projects.

Creating CalendarsCreate and assign calendars to eachresource and each activity. Thesecalendars define the available work-hours in each calendar day. We canalso specify national holidays, yourorganization's holidays, project-specific work/non-workdays, andresource vacation days. Calendarassignments are used for activityscheduling, tracking, and resourceleveling.

Adding activities

WBSTask / Activity

Activity Detail form

Activity ID, Name & Type of activity. Start, Finish Dates (Early, Late). Steps of an Activity (Breakdown the activity to smaller units). Relationship between activities (Predecessor, Successor). Resource Assignment (Labour, Non-Labour & Material) Activity Calendar. Constraints. Status of activity (Actual start & finish dates, % of progress). Expenses. Any other comments, notes etc.

List of common Inputs / Information to be given

to an activity

LEVEL - 1 PLAN

Sequence of major phases e.g., E, P, C inter-phase, or Civil, Mechanical & Electrical sequences.

LEVELS OF PLAN

LEVEL-1 PLAN

LEVEL 2 PLAN

Breaks major phases into geographic distribution

(Zone/Area) and/or disciplines e.g., Piping,

Structure, Foundation, etc.

LEVELS OF PLAN

LEVEL-2 PLAN

LEVEL - 3 PLAN

Breaks all discipline activities into Cost Centers

LEVELS OF PLAN

LEVEL-3 PLAN

LEVEL - 4 PLAN

Further breaks down work into smaller

activities e.g., material withdrawals from

stores, layout, tacking, welding, Q.C checks, etc.

LEVELS OF PLAN

LEVEL-4 PLAN

Resource Allocation & Leveling

Resources required may include

Manpower Tools & Plants Direct materials Consumables Special jigs & fixturesResource estimation is carried out by

Proposal Department using WinBid

Resource Allocation & Leveling

Resource requirement should be a smooth curve i.e; gradual increase till it reaches its peak, maintains peak for required period and then gradually decreases till project is complete.

Resource Leveling is done in P6.

Master Schedule from Primavera

Resource Usage Profile

Project schedule can be calculated one of two ways: when we choose the Scheduling command or each time we make a change that affects schedule dates.

The Critical Path Method (CPM) scheduling technique is used to calculate project schedules. CPM uses activity durations and relationships between activities to calculate the project schedule.

Scheduling Project

To update the progress of the individual activity, the following inputs are to be given in the activity detail form.

1. Start Date (If activity is started)

2. Finish Date (If activity is completed)

3. % of duration completed (if activity is in progress)

4. Remaining duration to complete the activity

Updating Progress

Numerous reports are available in the system.

Few useful reports are: Activity Status Report Two Week Look-ahead Resource and Role Assignments Resource Loading Summary Activity Relationships

Reports

Thank You