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.
This project charter guide covers everything you need to know about the project charter. It is based on the free template you can download here: http://project-charter-template.casual.pm/
This project charter guide covers everything you need to know about the project charter. It is based on the free template you can download here: http://project-charter-template.casual.pm/
The integrated master plan and integrated master scheduleGlen Alleman
The Integrated Master Plan (IMP) and Integrated Master Schedule( (IMS) provide a strategy for the incremental delivery of program outcomes through increasing maturity assessments with Measures of Effectiveness, Measures of Performance, Technical Performance Measures, and Key Performance Parameters.
These assessment assure the needed capabilities of the project are met at each assessment point to confirm physical percent complete as planned in the Integrated Master Plan
Building the Integrated Master Plan (and its Integrated Master Schedule) is a critical success factor in any project domain. It describes the increasing maturity of all deliverables in units of measure meaningful to the decision makers.
The IMP contains the Measures of Effectiveness and Measures of Performance. The IMS contains the Technical Performance Measures (as exit criteria for the Work Packages).
Risk and estimates are applied at all levels of the IMP and IMS, then definitized in the Performance Measurement Baseline on contract
This complete deck covers various topics and highlights important concepts. It has PPT slides which cater to your business needs. This complete deck presentation emphasizes Project Resource Management Techniques Organization Effective Planning Optimization Measuring and has templates with professional background images and relevant content. This deck consists of total of twelve slides. Our designers have created customizable templates, keeping your convenience in mind. You can edit the colour, text and font size with ease. Not just this, you can also add or delete the content if needed. Get access to this fully editable complete presentation by clicking the download button below. https://bit.ly/3bfzKO6
The document has been developed keeping in mind the common challenges that a planner may face while
developing a schedule. I have also tried to cover in areas which is required for effective earned value
calculation. The document is been prepared considering that the reader has a basic understanding of Primavera P6.
Managers currently regard large, multi-site, multi-year Supply Chain Management
(SCM) implementations as too risky. Indeed, such projects require
extremely skilled project management. BP Chemicals implemented Aspentech’s
MIMI supply chain management solution across 17 businesses. It
was a huge, highly successful project, largely because of excellent project
management.
The integrated master plan and integrated master scheduleGlen Alleman
The Integrated Master Plan (IMP) and Integrated Master Schedule( (IMS) provide a strategy for the incremental delivery of program outcomes through increasing maturity assessments with Measures of Effectiveness, Measures of Performance, Technical Performance Measures, and Key Performance Parameters.
These assessment assure the needed capabilities of the project are met at each assessment point to confirm physical percent complete as planned in the Integrated Master Plan
Building the Integrated Master Plan (and its Integrated Master Schedule) is a critical success factor in any project domain. It describes the increasing maturity of all deliverables in units of measure meaningful to the decision makers.
The IMP contains the Measures of Effectiveness and Measures of Performance. The IMS contains the Technical Performance Measures (as exit criteria for the Work Packages).
Risk and estimates are applied at all levels of the IMP and IMS, then definitized in the Performance Measurement Baseline on contract
This complete deck covers various topics and highlights important concepts. It has PPT slides which cater to your business needs. This complete deck presentation emphasizes Project Resource Management Techniques Organization Effective Planning Optimization Measuring and has templates with professional background images and relevant content. This deck consists of total of twelve slides. Our designers have created customizable templates, keeping your convenience in mind. You can edit the colour, text and font size with ease. Not just this, you can also add or delete the content if needed. Get access to this fully editable complete presentation by clicking the download button below. https://bit.ly/3bfzKO6
The document has been developed keeping in mind the common challenges that a planner may face while
developing a schedule. I have also tried to cover in areas which is required for effective earned value
calculation. The document is been prepared considering that the reader has a basic understanding of Primavera P6.
Managers currently regard large, multi-site, multi-year Supply Chain Management
(SCM) implementations as too risky. Indeed, such projects require
extremely skilled project management. BP Chemicals implemented Aspentech’s
MIMI supply chain management solution across 17 businesses. It
was a huge, highly successful project, largely because of excellent project
management.
Running head UNIT III PROJECT1 UNIT III PROJECT2.docxtodd521
Running head: UNIT III PROJECT 1
UNIT III PROJECT 2
Unit III Project
Sonia I. Armstrong
Columbia Southern University
Part 1
Please complete Case Study 3.1: Keflavik Paper Company on pages 111-113, and respond to the questions for discussion. Please make sure that each question is answered thoroughly using a minimum of 200 words for each case study question.
1. Pinto discusses four different methods to screen projects, they are as follows: checklist model, simplified scoring models, analytical hierarchy process, and finally profile models. Each one of these models can be used in different project situations. All of the methods have pros and cons, therefore you must carefully select the method that best fits the project. For example, “the scoring model has a limitation that for a new user, ease of use may blind novice users to the false assumptions that underlie” (Pinto, 2016, p. 84). One advantage of the profile model is “it offers another method by which to compare project alternatives, in terms of risk/return trade-off” (Pinto, 2016, p. 85). Constantly relying on the same screening method leads to tunnel vision or a one-size fits all type of mentality. Keflavik company was selecting projects that were diverse and not matched to their strategic goals and applying the same screening method which lead to difficulty in management.
2. There are six criteria when screening models according to Pinto that should be considered and they are as follows: realism, capability, flexibility, ease of use, cost and comparability. Realism says that the project must fit into the firm or companies strategic goals. Selecting projects that are outside the company’s strategic goals lead to loss of resources. Capability says “the project must be flexible enough to respond to changes in the conditions which projects are carried out” (Pinto, 2016, p. 78). Flexibility says that the project must be able to change easily when the situation requires. Ease of use says the model must be easy to use, even for the most junior employees working on the project. Cost says that the model must be cost effective. Finally, comparability allows for the model to be used in multiple projects.
3. The case of the Keflavik Paper Company demonstrates or confirms how dangerous the method of using the same screening method for a number of different projects can be for a company. The choices to select projects that did not fit into the company’s mission or goal bled into other areas causing negative effects such as projects being over budget, late projects, and performance has been inconsistent. The project manager found it difficult to manage all the different projects because they were so mismatched. Project managers could not apply lessons learned from project to project because of how diverse the projects were from each other. This caused a lot of failure in keeping projects within time and budgets constraints.
Part 2
Please complete the Case Stud.
Presenting this set of slides with name - Initial Project Meeting Agenda Powerpoint Presentation Slides. Keep your audience glued to their seats with professionally designed PPT slides. This deck comprises of total of twenty seven slides. It has PPT templates with creative visuals and well researched content. Not just this, our PowerPoint professionals have crafted this deck with appropriate diagrams, layouts, icons, graphs, charts and more. This content ready presentation deck is fully editable. Just click the DOWNLOAD button below. Change the colour, text and font size. You can also modify the content as per your need. Get access to this well crafted complete deck presentation and leave your audience stunned.
Pm0015 quantitative methods in project managementsmumbahelp
Dear students get fully solved assignments
Send your semester & Specialization name to our mail id :
“ help.mbaassignments@gmail.com ”
or
Call us at : 08263069601
(Prefer mailing. Call in emergency )
Similar to 080613 Mega-Project Schedule Integration & Management RCF Method-1 (20)
An issue in uploading the manuscript to Kindle Select as .docx when tables used as formatting guide end up with their table lines showing instead of remaining invisible.
Status: Waiting for solution
Risk-based Planning and Scheduling, a short course presentation originally prepared for the Bachelor of Science Construction Project Management class, School of Construction, Southern Alberta Institute of Technology, Calgary, Alberta on October 11, 2016.
About the Author/Speaker:
Rufran C. Frago, P. Eng., PMP®, CCP, PMI-RMP®, Author
Senior Planning Specialist, Suncor Energy Inc.
President/Managing Director, RBM&S Inc.
Owner Administrator, E-Touch Up
Wide-range of expertise & specialization in the Manufacturing, Petrochemical, Oleo-chemicals, Oil and Gas, Education & Training Industries for more than 40 years in various roles and capacities. Exposure: Asia, Africa, Middle East and North America.
His expertise includes: Primavera Database Administration, Programs and Project Planning & Scheduling, Qualitative/Quantitative Risk Management, Problem Solving, Project Management, Cost Engineering, Project Control, Construction Management/Coordination, Project Review & Implementation Audit, Estimating, Engineering & Design, Fab/Mod Management, Preventive & Predictive Reliability-Based Maintenance, Operation, Material Selection, Warehousing, EH&S, and Training.
Decision Making and Risk
As can be gleaned from the above predicaments, each conscious action or inaction represents a decision, a decision to do or not to do something. Always remember this:
Doing nothing is also a decision. It is a decision that sits on your head. “Status quo” is also a decision. No escaping around it!
Another interesting aspect of risks are the near miss stories like those from the 9-11 survivors. They are very mysterious in a big way, forcing us to draw deeper into our inner self, even from our subconscious.
A rare cigarette break to a routine schedule brought one outside the twin tower, a sudden errand caused one to be late, a booking typo messed up a passenger’s flight, and other unusual circumstances have removed one from the epicenter of 9-11 disasters (Park, M., 2011.Small Choices, saved lives) into safety.
Small Decisions, Big Consequence?
The small choices they made were practically insignificant decisions yet the impact is life itself. What is greater than avoiding a threat to one’s very existence? No money can equal survival!
For some divine providence, those tiny decision fibers in the cosmic make-up of the larger risk-system network have saved numerous lives.
Miniscule as they are, they have the power to shape a person and a whole community’s future. It is truly uncanny and magical!
1) Solution to Deltek Acumen Fuse import issue resulting in incorrect translation of original and remaining durations.
2) When imported durations come in incorrectly, all the metrics using duration as a variable will come out wrong.
3) We will troubleshoot and resolve this problem in this article.
Rufran (043015)
Hi @ALL,
After putting together and facilitating at least fifteen schedule development collaborative workshops in the last fifteen years, I have decided to share my experience through this short article. The subject should elicit interest from the management communities, most particularly those in project management because of its significance. Developing the project schedule has to start somewhere and it has to start properly. One cannot just pull activities together to plan and schedule. It is not as simple as that.
Design-based memorandum (DBM) is the stage when project execution and supporting documents are not yet fully complete for final sanction and approval (see Appendix Section 14.0, Figure 4). A DBM schedule is down to the discipline level of details. The project manager and/or the project controls manager shall decide how to reflect the Level 2 activities.
In many cases, the DBM schedule has an engineering phase that is at or almost at the EDS stage. If this is the case, the DBM schedule shall be resource-loaded with frozen estimated quantities for the particular stage. The level of details of all the phases should be more or less about the same. This is particularly important if the project plans to subject the schedule to risk analysis.
There are two major collaborative choices in developing the DBM schedule. The preferred option is a face-to-face workshop. An alternative method is a remote (virtual) collaborative workshop. Each one has advantages and disadvantages over the other. We will discuss some of them in the succeeding sections.
Rufran (032815)
@ALL,
Developing a schedule needs to be approached with success in mind. Dividing the project or portfolio into smaller manageable pieces, or sub-projects is a good principle, a strategy acceptable and recommended in various industries. However, as the number grow, the quality, integration, and alignment challenge becomes the next hurdle. Key dates are usually not supporting each other. The schedule is seldom properly integrated, ending up with critical probability disconnects in its vertical and horizontal relationships.
Upon closer inspection, the baseline deterministic schedule has different, wide, and varying range of certainties, most concerning in large portfolios with many projects depending on each other. It is for this reason that the project have to address this disconnect and come up with what can be a middle ground i.e. an achievable P50 Risk-based baseline using Schedule Quantitative Risk Analysis.
We use three-point estimate method to demonstrate the generation of the P50 risk-based schedule baseline. This article also shows that any project is capable of generating other risk-based schedule baselines such as P40, or P70. The project that is able to develop a high quality, integrated, and aligned schedules, set itself for success. Part of the alignment process suggested is the use of P50 dates across the project portfolio to enhance achievability.
Rufran
Hi @ALL,
Disclaimer:
The names, events, locations, and circumstances in this write up are fictitious & any resemblance to real persons living or dead, events, locations, and circumstances is purely coincidental. The mock up situation considered is something that could happen in real life and can be a source of learning for anyone interested in root cause analysis using the Fault Tree Analysis technique.
Using Root Cause Analysis, we will investigate together the given life-like accident involving truck road rollover reportedly caused by one of the vehicle main part failure and build a Fault Tree Analysis (FTA) chart to prove the report. We will briefly collate/discuss accident data, details collection, casual factors charting, and provide two or more recommendations to prevent such accident from re-occurring.
Cheers,
Rufran
Hi @All,
This is a 30 minute introductory presentation of FMEA according to my personal professional view. I have chosen only those references that aligns with what I think best describe this analytical method.
FMEA is a technique developed by military reliability engineers between 1940 2) to 1950 using inductive reasoning (forward logic) single point of systematic failure analysis. FMEA helps to identify potential failure modes based on experience with similar products and processes - or based on common physics of failure logic. Effects Analysis refers to studying the consequences of those failures on different system. FMEA is an examination of all possible failures.
Cheers,
Rufran (091914)
Hi @ALL,
This article offers a solution to Deltek Acumen Fuse import
issue whereby the schedule from Primavera is imported into the tool but results in incorrect translation of P6 original and remaining durations.
When imported durations come in incorrectly, all the metrics using duration as a variable will come out wrong.
This will put into serious question the accuracy of all previous schedule quality reviews, seriously affecting the analyst reputation of providing valid findings.
Cheers,
Rufran
Abstract:
This case study is part of the University of Calgary course on Organizational Behavior. It shall inspect and assess the SLS Group current issues surrounding management’s apparent lack of engagement across the organization in Canada, employee’s skepticism about the leadership team’s ability to sustain market share, and the growing doubts as to whether they can grow the business internationally.
SLS is one of the leading engineering and construction groups in the world, a major player in the ownership of infrastructure headquartered in Montreal, Quebec. It has offices in over 40 countries worldwide.
Our mandate is to come up with a plan, design, and execution strategy on how to maintain SLS exceptionally high standards of environmental protection, health, safety, ethics, and regulatory compliance in addition to keeping its envied top competitive position in the world, and increasing revenues in a challenging and competitive global market.
Rufran C. Frago (BSME/BSManE)
P. Eng., PMP, CCP, PMI-RMP
Hi @ALL,
Copy-pasting the quantity distribution after using “Edit\Select All” failed as shown in Figure 1 (next page). The distribution is until January 2017 but the pasted data in Excel goes only until June 2016 (see Figure 2).
Application : Primavera
Version :P 6.7 SP4
Given:
The schedule is resource-loaded. All active resources are in place and were in the resource structure. All activity codes are in place and were in the code structure.
What can be the problem?
Rufran (072414)
Hi @ALL,
This Primavera Scheduling Tips and Tricks 02-14 tackles the following issues:
1) P6 issue concerning activity dates and/or duration failing to translate correctly into the corresponding resource assignment.
2) P6 issue concerning resources or commodities failing to distribute to the expected time duration reflected in each activity correctly. It brings the start date but not the finish date.
Comment/s are welcome.
Rufran (080814)
This is our UofC Business Class (Synergy) business audit of BlackBerry (formerly Research In Motion) to determine its viability for potential investors and employees. We want to find out whether BlackBerry presents a good opportunity or not.
A comprehensive investigation into the government’s impact, social trends, ethics, social responsibility, technology, marketing, stakeholders, and financial position was done.
At the end, an overall conclusions and recommendations were provided.
Rufran
A BMC 205 Business Management Course Case Study by Rufran C. Frago @ University of Calgary, Alberta, Canada. Given Situation: Potash Corporation is expecting labor shortage and plan to utilize an untapped labor pool that exists in Western Canada of First Nations
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
3. 3
AnnouncementAnnouncement
More learning related to the subject can be found in the book "Risk-based Management in the World
of Threats and Opportunities: A Project Controls Perspective." It is now available in paperback and
Kindle edition at Amazon.com. Follow the hyperlinks below for more information.
http://www.amazon.com/RUFRAN-C.-FRAGO-PMI-RMP/e/B01055MPYI
http://www.amazon.com/dp/B0104OFUDI/ref=rdr_kindle_ext_tmb
https://www.amazon.com/author/rufrancfrago
The book provides new/additional knowledge to project management practitioners (beginners to
experts), risk management specialists, project controls people, estimators, cost managers, planners
and schedulers, and for students of undergraduate courses in Risk Management.
The sectional contents offer practical and common sense approach to identifying/managing risks. It
is a must have for company managers, directors, supervisors, aspiring industry professionals, and
even those students fresh from high school. The material is especially design to start with the
foundational principles of risk gradually bringing the reader to deeper topics using a conversational
style with simple terminologies. You can grab a copy now.
https://youtu.be/wxWgYUhiWos
Source:
Frago, R., 2015.Risk-based Management in the World of Threats and Opportunities: A Project
Controls Perspective
4. 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.
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.
4
FOREWORDFOREWORD
5. 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
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
5
ACRONYMS and DEFINITIONSACRONYMS and DEFINITIONS
6. 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.
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.
6
Pilot Model is representing:Pilot Model is representing:
7. 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.
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.
7
ISSUES TO TACKLEISSUES TO TACKLE
8. ∗ 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)
∗ 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)
8
OBJECTIVESOBJECTIVES
9. ∗ 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
∗ 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
9
OBJECTIVES … (CONTINUATION)OBJECTIVES … (CONTINUATION)
10. 10
SAMPLE HIGH LEVEL KIMs MAPPINGSAMPLE 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.
Note that a Mega-Project can easily have 100 to 200 KIMs. The
one shown below was put together to facilitate understanding.
11. 11
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 EPSEACH PROJECT AREA HAS A SEPARATE EPS
12. 12
CREATE THE OVERALL
MILESTONE SCHEDULE
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).
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).
13. 13
THE KIM SCHEDULE IS PLACED IN
A SEPARATE EPS NODE
THE KIM SCHEDULE IS PLACED IN
A SEPARATE EPS NODE
15. 15
SETTING UP THE SCHEDULESETTING 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 Interface 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.
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 Interface 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.
16. 16
CREATE THE INDIVIDUAL PROJECT BASELINECREATE THE INDIVIDUAL PROJECT BASELINE
When KIM Dates are approved, create the Overall Project BaselineWhen KIM Dates are approved, create the Overall Project Baseline
19. 19
MAKE SURE THAT THE KIMS ARE
LINED UP WITH THEIR BL BEFORE
THE FIRST UPDATE
MAKE SURE THAT THE KIMS ARE
LINED UP WITH THEIR BL BEFORE
THE FIRST UPDATE
20. 20
Move the Data Date on the Project WindowMove the Data Date on the Project Window
a) Original DD = 18-Jul-13a) Original DD = 18-Jul-13
b) Change each Project to DD = 30-Sep-13b) Change each Project to DD = 30-Sep-13
21. 21
Move the Data Date … (continuation)Move the Data Date … (continuation)
c) Change the first line & fill in to change allc) Change the first line & fill in to change all
d) Update All 5 Project Areas including the KIM Scheduled) Update All 5 Project Areas including the KIM Schedule
22. 22
SEQUENTIAL UPDATING OF THE KIM SCHEDULESEQUENTIAL UPDATING OF THE KIM SCHEDULE
1) Update Project A and the KIM Schedule1) Update Project A and the KIM Schedule
23. 23
SEQUENTIAL UPDATING … (continuation)SEQUENTIAL UPDATING … (continuation)
2) Update Project B and the KIM Schedule2) Update Project B and the KIM Schedule
24. 24
SEQUENTIAL UPDATING … (continuation)SEQUENTIAL UPDATING … (continuation)
3) Update Project C and the KIM Schedule3) Update Project C and the KIM Schedule
25. 25
SEQUENTIAL UPDATING … (continuation)SEQUENTIAL UPDATING … (continuation)
4) Update Project D and the KIM Schedule4) Update Project D and the KIM Schedule
26. 26
SEQUENTIAL UPDATING … (continuation)SEQUENTIAL UPDATING … (continuation)
5) Update Project E and the KIM Schedule5) Update Project E and the KIM Schedule
27. 27
OPEN THE KIM SCHEDULE AND RUN THE KIM
SCHEDULE VARIANCE REPORT
OPEN THE KIM SCHEDULE AND RUN THE KIM
SCHEDULE VARIANCE REPORT
1) Run the Start & Finish Dates Variance Report VS. BL1) Run the Start & Finish Dates Variance Report VS. BL
28. 28
F9 EACH AREA & RUNS AN ANALYSIS WITHOUT
OPENING THE KIM SCHEDULE
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.
Note that the primary critical path was identified.
With the date variances, this makes a good decision tool.
PROJECT A
29. 29
F9 EACH AREA & RUNS THEIR… (CONTINUATION)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.
The calculation works partially on the basis of the updated KIMs
which appears as constrains in each of the area schedule.
30. 30
F9 EACH AREA & RUNS THEIR… (CONTINUATION)F9 EACH AREA & RUNS THEIR… (CONTINUATION)
PROJECT C
31. 31
F9 EACH AREA & RUNS THEIR… (CONTINUATION)F9 EACH AREA & RUNS THEIR… (CONTINUATION)
PROJECT D
32. 32
F9 EACH AREA & RUNS THEIR… (CONTINUATION)F9 EACH AREA & RUNS THEIR… (CONTINUATION)
PROJECT E
33. 33
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 MaterialsAdditional Reading Materials