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080613 Mega-Project Schedule Integration & Management RCF Method-1
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080613 Mega-Project Schedule Integration & Management RCF Method-1

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A presentation proposing one method of integrating and managing a mega-project portfolio through the use of a KIM schedule without losing interproject relationships key to critical path calculation. ...

A presentation proposing one method of integrating and managing a mega-project portfolio through the use of a KIM schedule without losing interproject relationships key to critical path calculation. RCF Method-1 uses P6 as the only tool required to manage, execute and control the project schedule regardless of its daunting size. Here is a proposal on a workable method that will support accurate, quick date analysis and timely decision making.

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080613 Mega-Project Schedule Integration & Management RCF Method-1 Presentation Transcript

  • 1. MEGA-PROJECT SCHEDULE INTEGRATION AND MANAGEMENT RCF METHOD-1 Rufran C. Frago, P. Eng., PMP®, CCEC, PMI-RMP® Revision 0: August 6, 2013
  • 2. 2
  • 3. Effectively managing the overall and overarching schedule of a super mega-project portfolio has always been a challenge to all Project Managers. In spite of having divided the project into smaller pieces or sub- projects, the size issue remains because each supposedly smaller project is still quite sizeable, perhaps several hundred million, half a Billion to a Billion or more each. In this presentation, I have experimented on a theoretical mega-project portfolio using a pilot model that I have divided into five (5) Major Sub-Projects or Areas, each one of them approximately $1B to $2.5B each. Primavera Enterprise Project Portfolio Management P6.7 SP4 was used in this study. 3 FOREWORD
  • 4. KIMs = Key Interface Milestones MS = Milestone RD = Remaining Duration DD = Data Date CP = Critical Path CPM = Critical Path Method SME = Subject Matter Expert IPL = Inter-project Links 4 ACRONYMS and DEFINITIONS
  • 5. Construction of a Mega-Project Portfolio to the tune of 10 Billion Dollars The portfolio was divided into five (5) Major Project Areas of approximately $1B to $2.5B each Each area schedule was defined down to the work package level The number of activities in each of the five schedule ranges from 7,000 to 10,000 Total number of activities of the project portfolio is about 43,000 activities The five (5) sub-projects are all EPC/S projects and can be further divided into phase components. 5 Pilot Model is representing:
  • 6. 1. Full integration using hard linking between areas is daunting and half of the SMEs oppose it. 2. It was pointed out that calculation of CP needs all the linked schedules to be opened before F9 (P6 calculation). The schedule is just too large to maintain good control. 3. However, everyone knows that without those IPL, a fast-accurate CP identification is not available. 4. The project would like to use a KIM table outside of Primavera to manage the overall project portfolio. 5. I have big reservations using a separate KIM table as a tool to consolidate date information. 6. Using a separate application seems like managing the overall schedule using two versions of the truth. IMHO, it is dangerous. 6 ISSUES TO TACKLE
  • 7. ∗ To come up with a workable alternative to the most common KIM Schedule Management method of using a flat file from a separate application. ∗ To come up with a method that preserve the Critical Path calculation and identification. ∗ To propose a method that does not require opening the whole project portfolio at the same time to do a one time F9 (calculate) 7 OBJECTIVES
  • 8. ∗ To simplify the management of the Overall schedule though the use of a KIM Schedule without losing that essential inter-project relationships nor limited by the Project Portfolio’s sheer size ∗ To propose a workable method that will support accurate, quick date analysis and timely decision making. ∗ To do away the time-consuming collection of data by offering a common work environment and promoting “what you see is what you get” information quality 8 OBJECTIVES … (CONTINUATION)
  • 9. 9 SAMPLE HIGH LEVEL KIMs MAPPING 4 KIMs 2 KIMs 3 KIMs 3 KIMs 3 KIMs 3 KIMs KIM1 KIM2 KIM3 KIM4 18 KIMS TOTAL 02Sep13-08Jan15 06May14-01May15 KIM5 KIM6 KIM13 KIM14 KIM15 KIM7 KIM8 KIM9 KIM10 KIM11 KIM12 KIM16 KIM17 KIM18 22Mar15-30Aug16 06Jan16-05Mar17 08May15-02May16 Note that a Mega-Project can easily have 100 to 200 KIMs. The one shown below was put together to facilitate understanding.
  • 10. 10 4 KIMs 2 KIMs 3 KIMs 3 KIMs 3 KIMs 3 KIMs 18 KIMS TOTAL 02Sep13-08Jan15 06May14-01May15 22Mar15-30Aug16 06Jan16-05Mar17 08May15-02May16 EACH PROJECT AREA HAS A SEPARATE EPS
  • 11. 11 CREATE THE OVERALL MILESTONE SCHEDULE Create a separate EPS Node for the Overall MS Schedule. Create the Overall MS Schedule. Open the empty schedule and add all the approved KIM activities (see below).
  • 12. 12 THE KIM SCHEDULE IS PLACED IN A SEPARATE EPS NODE
  • 13. 13 KINDS OF PROJECT INTERFACE ONE-SIDED INTERFACE (SINGLE DEPENDENCY) TWO-SIDED INTERFACE (MUTUAL DEPENDENCY) 06May14-01May15 22Mar15-30Aug16 08May15-02May16 3 KIMs 3 KIMs 4 KIMs 2 KIMs 06May14-01May15 02Sep13-08Jan15
  • 14. 14 SETTING UP THE SCHEDULE 1. Develop and finalize the project Execution Schedule. This is most likely a level-3 schedule which is down to the Work Package Level. 2. Each of the five major project areas should have a separate EPS Node each containing an EPC/S integrated area schedules. 3. Create an Integrated Key Interphase Milestone Schedule containing all the KIMs in a separate EPS. These contains all KIMs only. 4. The Deliverer and the Requestor shares a common milestone in the KIM schedule. 5. Baseline the Level 3 and the KIM Schedule. 6. Upon stakeholder’s sign-off & approval, publish the KIMs BL Schedule. 7. Use the KIM Schedule to monitor & control the project.
  • 15. 15 CREATE THE INDIVIDUAL PROJECT BASELINE When KIM Dates are approved, create the Overall Project Baseline
  • 16. 16 CREATE THE KIM BASELINE
  • 17. 17
  • 18. 18 MAKE SURE THAT THE KIMS ARE LINED UP WITH THEIR BL BEFORE THE FIRST UPDATE
  • 19. 19 Move the Data Date on the Project Window a) Original DD = 18-Jul-13 b) Change each Project to DD = 30-Sep-13
  • 20. 20 Move the Data Date … (continuation) c) Change the first line & fill in to change all d) Update All 5 Project Areas including the KIM Schedule
  • 21. 21 SEQUENTIAL UPDATING OF THE KIM SCHEDULE 1) Update Project A and the KIM Schedule
  • 22. 22 SEQUENTIAL UPDATING … (continuation) 2) Update Project B and the KIM Schedule
  • 23. 23 SEQUENTIAL UPDATING … (continuation) 3) Update Project C and the KIM Schedule
  • 24. 24 SEQUENTIAL UPDATING … (continuation) 4) Update Project D and the KIM Schedule
  • 25. 25 SEQUENTIAL UPDATING … (continuation) 5) Update Project E and the KIM Schedule
  • 26. 26 OPEN THE KIM SCHEDULE AND RUN THE KIM SCHEDULE VARIANCE REPORT 1) Run the Start & Finish Dates Variance Report VS. BL
  • 27. 27 F9 EACH AREA & RUNS AN ANALYSIS WITHOUT OPENING THE KIM SCHEDULE Note that the primary critical path was identified. With the date variances, this makes a good decision tool. PROJECT A
  • 28. 28 F9 EACH AREA & RUNS THEIR… (CONTINUATION) PROJECT B The calculation works partially on the basis of the updated KIMs which appears as constrains in each of the area schedule.
  • 29. 29 F9 EACH AREA & RUNS THEIR… (CONTINUATION) PROJECT C
  • 30. 30 F9 EACH AREA & RUNS THEIR… (CONTINUATION) PROJECT D
  • 31. 31 F9 EACH AREA & RUNS THEIR… (CONTINUATION) PROJECT E
  • 32. 32 1) Managing Project Interfaces by Peter Morris 2) SQRA Fundamentals Using 3-point Estimate by Rufran C. Frago 3) Managing Primavera Dbase Security using RMC by Rufran C. Frago 4) ABB, Interface Management , by Josh Caglar, P.E. and Mike Connolly, 2007, ABB Inc., Houston 5) Risk and Interdependency in Programs by Martin Vaughan, April 21, 2011, Project Manager-Education and Opinion Website. Additional Reading Materials
  • 33. 33