P6 brief


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P6 brief

  1. 1. Planning and S h d li Pl i d Scheduling BasicsJan 2008 Slide 1
  2. 2. 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.Jan 2008 Slide 2
  3. 3. Characteristics of a Project j ● 5 Aspects of a Project ▪ Schedule Resource Cost, Quality and Risk (HSE) Schedule, Resource, Cost ● For a Project Management Software, It covers ▪ Schedule: Timeline (core) ▪ Resource: Man, Material, Plant ▪ Cost: Money y ▪ Risk: Identify, classify and quantify ● Life Span of a Project ▪ Planning: establish baseline when project starts ▪ Controlling: monitoring, updating during project execution ti ▪ Managing: changes, variations and revision ▪ Closing Out: Administrative closure documentation closure,Jan 2008 Slide 3
  4. 4. Define an Activity - In SMART Way ● Specific: scope of work to be clearly defined ● Measurable: able to measure progress (%), resource (MH) and cost ($) ● Achievable: realistic based on current p productivity y ● Resource Availability: make ready for man, material and plant ● Time-bound: have start and finish dateJan 2008 Slide 4
  5. 5. Procedures to Set up a Project ● Add a project to EPS and assign one of OBS ● Set up project calendar, resource pool cost calendar pool, account, duration type, percent completion type – Project environment ● Set up project WBS ● Add a list of activities ● Determine activity’s duration based on volume of work, production rate and past work experience ● A i a WBS to activity Assign t ti it ● Link activities ● All Allocate resources t activity f t to ti it from resource pool l ● Allocate cost to activity ● S h d l project, review and establish b Schedule j t i d t bli h baseline liJan 2008 Slide 5
  6. 6. When a Project is on the way… ● Record progress, manhour 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 construction any more ● Manage changes ● Lean construction (last planner) applicationJan 2008 Slide 6
  7. 7. Performance Measurement with E ith Earned V l d Value Method : M th d 3 Parameters ● Planned Value PV (BCWS Budgeted Cost of (BCWS, Work Schedule): Budget x Schedule completion % ( of original duration, time p (% g , elapsed) ● Actual Cost AC (ACWP, Actual Cost of Work ( , Performed): Actual cost up to data date ● Earned Value EV (BCWP, Budgeted Cost of ( , g Work Performed): Budget x Actual completion % (PCT)Jan 2008 Slide 7
  8. 8. Performance Measurement with Earned Value Method : Measurement Index M tI d ● Schedule Variance (SV): SV=EV-PV > 0, ahead of schedule as of statused date ● Cost Variance (CV): CV=EV-AC > 0, spending less than planned as of statused dateJan 2008 Slide 8
  9. 9. Performance Measurement with Earned Value Method : An Example ● Suppose we plan to finish an activity by June 1 with a b d t of $10 000 (PV or BCWS) It i now ith budget f $10,000 BCWS). is June 1 (data date, or measurement date), and we have spend $9 000 (AC or ACWP) b t only 70% h d $9,000 ACWP), but l (PCT) of the work is complete (EV, or BCWP=$10,000 70% $7 000) We BCWP $10 000 x 70%=$7,000). W are not only t l behind schedule (SV=EV-PV=$7,000-$10,000= - $3,000), but $3 000) b t over b d t (CV EV AC $7 000 budget (CV=EV-AC=$7,000- $9,000= - $2,000.Jan 2008 Slide 9
  10. 10. Manage Changes ● Record and control b d t changes R d d t l budget h ● Record and track issues ● Define and monitor thresholds ● Manage risks: identify, categorize and prioritize ● Catagorise and track activity-related work products (deliverables) and documentsJan 2008 Slide 10
  11. 11. Lean Construction Concept p ● It is weekly execution plan ● Executed under trade-based production unit trade based ● What Jobs to Execute? ▪ Constraints removed, resource sufficient, material on hand, prerequisite work completed, working area available ● Production rate achievable ● Who is the last planner? ▪ Design team leader; Production unit head; Area superintendent; Crew foreman ● Job Assignment ▪ No overloading. Prefer slightly under-loading to ensure smooth work flow from production unit to production unit unit. ● What if the plan fail? ▪ Find out root reasons. Go alternative work from the backlog (backlog: incomplete make-ready works from previous period)Jan 2008 Slide 11
  12. 12. Master Schedule, 6 weeks Lookahead and Last Planner Master Last Planners Weekly Schedule Lookahead Schedule Work Plan CPM sequence, match Purpose Baseline labor & resource Execution of ready activities Detail Level Level 2 Level 3 Level 4 Entire Time Frame project 6 Weeks Weekly W1 past. Plan for W2 and Data Date - W1 past. Plan for W2 to W6 W3 Certainty Low Middle High Inherited from master Constraints Existing schedule RemovedJan 2008 Slide 12
  13. 13. About P i Ab t Primavera Project P j t Management P6Jan 2008 Slide 13
  14. 14. P6 Module OverviewJan 2008 Global (Enterprise, root of EPS) -> EPS -> Project -> WBS -> Activity Slide 14
  15. 15. P6 Project Management Module: Features ● Centralised database for all project data (data resides on server) id ) ● Layout presentation and grouping based on Work Breakdown Structure (WBS) ● Hierarchal structure on EPS, OBS, projects, , ,p j , activities, resources and costs with codes and valuesJan 2008 Slide 15
  16. 16. Before Add a Project, Establish the Environment ● Enterprise Project Structure (EPS) ● Organisation Breakdown Structure (OBS) ● Global Calendars ● Resource pool ● Budget st uctu e udget structure ● Coding structure like project code and activity code (for filtering, grouping and data analysis) ( g, g p g y )Jan 2008 Slide 16
  17. 17. EPS and OBS d ● Enterprise Project Structure (EPS) ▪ Company-wide hierarchical project breakdown Structure ● Organisation Breakdown Structure (OBS) ▪ Company-wide hierarchical responsible Company wide managers for the projectsJan 2008 Slide 17
  18. 18. EPS and OBS: Work Side by Side OBS PM1 PM2 PM3 PJ1 PJ2 PJ3 EPSJan 2008 Slide 18
  19. 19. EPS and OBS: An Example OBS Process Ci il P Civil Piping E i Pi i Equip Instru I Electrical C El i l Construc ment ment tion Project A Project B Project oject C Project j DEPSJan 2008 Slide 19
  20. 20. OBS ExampleJan 2008 Slide 20
  21. 21. EPS ExampleJan 2008 Slide 21
  22. 22. EPS -> Projects ExampleJan 2008 Slide 22
  23. 23. Work Breakdown Structure (WBS) ● Deliverable-oriented hierarchy ● Continuation from EPS with project the EPS, highest level, followed by strings of deliverables and decomposing to the bottom level of work package ● Company wide standard WBS template Vs Company-wide Vs. customised project-specific WBS ● Pl an essential role i P6 It can b Play ti l l in P6. be assigned OBS, resource, budget and tracked by b earned value f th progress d l for theJan 2008 Slide 23
  24. 24. WBS ExampleJan 2008 Slide 24
  25. 25. WBS ExampleJan 2008 Slide 25
  26. 26. Calendars ● Global ● Project specific ● p WBS specific ● Resource specificJan 2008 Slide 26
  27. 27. Coding Structure: Resource CodeJan 2008 Slide 27
  28. 28. Coding Structure: Project CodeJan 2008 Slide 28
  29. 29. Resource and Role ● Resource includes ▪ People ▪ Material ▪ Plant ● Role ▪ Required personnel skill and proficiency f level -> Job title and function ●RResource calendar l d ● Resource limit (availability) (MH / day) ● Resource cost ($ / MH)Jan 2008 Slide 29
  30. 30. Resource and Role Role Role 1 Role 2 Role 3 (Job Title) (Job Title) (Job Title) Resource 1 (Personnel ) Resource 2 (Personnel) Resource 3 (Personnel)ResourceJan 2008 Slide 30
  31. 31. Resource ExampleJan 2008 Slide 31
  32. 32. Role ExampleJan 2008 Slide 32
  33. 33. Budget and Cost g ● Top down approach: for upper management Top-down ● Bottom-up approach: for accurate estimate ● B d t (total) and spending plan ( Budget (t t l) d di l (monthly thl distribution) ●RResource di ti dictionary and cost account d t t ● Budgeted cost=Budgeted unit (man-hour) x Price P i per unit ($/MH) f each activity it for h ti it ● Roll up to Project, EPS or WBS levelJan 2008 Slide 33
  34. 34. Cost Account ExampleJan 2008 Slide 34
  35. 35. Summary Project- Resource Global EPS Node specific -specific Remarks Level 1 is project. Level 2 and down are deliverables. The lowest level is the workWBS package (or activity)ResourceCostCalandarLayout Global (Enterprise, root node of EPS) -> EPS -> Project -> WBS -> Work Package or ActivitiesJan 2008 Slide 35
  36. 36. P3 Vs. P6Jan 2008 Slide 36
  37. 37. P3 Vs. P6 P3 P6 Remarks Project based project Enterprise-wide projectScope management a age e management a age eProject Multiple (EPS), Global Hierarchical Enterprise Project StructureStructure Single (Enterprise) (EPS)Work Project managers for Hierarchical Organisation BreakdownReposibility Project manager multi-projects. OBS. Structure (OBS) Level 1: project; Level 2 and down: Have more weight deliverables (measurable products andWBS Optional than P3 services); Lowest Level: Work packageUser Usually single user Multiple users PC based 16-bit Server based Oracle For standalone, use MS SQL ServerDatabase Btrieve database or MS SQL server Desktop Engine (MSDE)File StructureMultiple files Single file (.xer) PC based. Programme and data Database on server;Architecture residing on PC Programme on station Have less weight than Part of category, grouping and filteringActivity Code Main features P3 function replaced by EPSDriven with * before anPredesessor predesessor Solid relationship line