My objectives:
1) To reconcile student’s understanding of the fundamental integrative approach to project management.
2) To highlight the critical project management elements needed for success.
3) To share with students some interesting stories that can reinforce correct project management concept.
4) To demonstrate the importance of a risk-based Project Execution Plan.
5) To emphasize the importance of a good quality plan.
Rufran (111513)
Rufran is the author of the book Risk-based Management in the World of Threats and Opportunities: A Project Controls Perspective.
• https://youtu.be/LDESPW6OYkg
• http://www.amazon.com/RUFRAN-C.-FRAGO-PMI-RMP/e/B01055MPYI
• https://www.amazon.com/author/rufrancfrago
For those who are interested, please join Rufran at (click hyperlink) the following sites.
1) LinkedIn Risk-based Management (RBM) Group
https://www.linkedin.com/groups/6575331
2) My Oil Pro
http://oilpro.com/rufran
3) Risk-based Management and Services Inc. Facebook
https://www.facebook.com/RiskBasedManagement/
4) Your World, Our Risk Universe: WordPress
https://rufrancfrago.wordpress.com/tag/rufran-frago/
5) E-Touch Up: A Brand of RBM&S Inc.
https://www.facebook.com/ETouchUp/
6) Author Page: Amazon.com
http://www.amazon.com/RUFRAN-C.-FRAGO-PMI-RMP/e/B01055MPYI
7) LinkedIn Professional Website
https://www.linkedin.com/in/rufranfrago
Other articles authored by Rufran Frago.
1) Schedule Critical path
https://www.linkedin.com/pulse/schedule-critical-path?trk=pulse-det-nav_art
2) Primer to Good Schedule Integration
https://www.linkedin.com/pulse/primer-good-schedule-integration-rufran?trk=pulse-det-nav_art
3) Project Schedule: P50, Anyone?
https://www.linkedin.com/pulse/project-schedule-p50-anyone-article-rufran-frago-edmonton-section
4) Schedule Baseline Dilemma Part 1
https://www.linkedin.com/pulse/schedule-baseline-dilemma-part-1-rufran?trk=pulse-det-nav_art
5) Schedule Baseline Dilemma Part 2
https://www.linkedin.com/pulse/schedule-baseline-dilemma-part-2-rufran?trk=pulse-det-nav_art
6) 4D Scheduling Part 1: What is it about?
https://www.linkedin.com/pulse/4d-scheduling-my-vista-part-1-rufran?trk=pulse-det-nav_art
7) Risks as a Function of Time
https://www.linkedin.com/pulse/risk-function-time-rufran-frago-p-eng-pmp-ccp-pmi-rmp-?trk=pulse-det-nav_art
8) Oil Price, Recession: Causes, Issues and Risks
https://www.linkedin.com/pulse/oil-price-recession-causes-issues-risks-rufran?trk=pulse-det-nav_art
9) Your World, Our Risk Universe
https://rufrancfrago.wordpress.com/tag/rufrans-blog/
Oil & Gas Plant Construction, Project Execution PlanDavid H Moloney
Details of how a Gas & Oil Plant is constructed, and how the progress, safety and quality is monitored and controlled. Also the measures to ensure that the site is environmentally friendly.
Best Practices For Plan Execution Watch Linked Inslsquest
This presentation shares key elements of “Roadmap to Prosperity™”,
discusses the importance of having an “Execution Culture”
and explains how Team is critical to this process, from three perspectives
Share three (3) levels of tools and techniques to enable effective Plan implementation
Title: Portrait of Terry Thomas (1992)
British National, Agoco
Lead Mechanical discipline, Beda Field 47, Libya.
Tall happy guy.
Maybe 6' 7“. Its always a challenge to talk with someone one ruler taller.
Medium: Typewriting paper, 4" x 6", pen and ink, digital shading using pigment, pencil
Original drawing by: Rufran C. Frago
1) The document discusses the gauge conversion project between Mehsana, Gujarat and Ajmer, Rajasthan including preliminary work organizing maintenance and site management.
2) It describes an incident where the author conducted a controlled rock blast that ended up blocking the tracks longer than planned, but impressed inspectors anyway.
3) It provides background on the author's career starting as a clerk and rising to Assistant Engineer with Western Railway through hard work and commitment to his roles.
O documento discute perícias na construção civil, especificamente sobre patologias. Ele define o que é perícia e seus tipos, o papel do perito, e legislação relevante. Também aborda patologias comuns, com foco em corretamente diagnosticá-las considerando sintomas, origem, causas e consequências para que possam ser adequadamente tratadas.
Material Science and Engineering
Ferrous Materials
Classification of Steel
Low carbon steel
Medium Carbon steel
High carbon steel
Structural steel
stainless steel
Applications
Oil & Gas Plant Construction, Project Execution PlanDavid H Moloney
Details of how a Gas & Oil Plant is constructed, and how the progress, safety and quality is monitored and controlled. Also the measures to ensure that the site is environmentally friendly.
Best Practices For Plan Execution Watch Linked Inslsquest
This presentation shares key elements of “Roadmap to Prosperity™”,
discusses the importance of having an “Execution Culture”
and explains how Team is critical to this process, from three perspectives
Share three (3) levels of tools and techniques to enable effective Plan implementation
Title: Portrait of Terry Thomas (1992)
British National, Agoco
Lead Mechanical discipline, Beda Field 47, Libya.
Tall happy guy.
Maybe 6' 7“. Its always a challenge to talk with someone one ruler taller.
Medium: Typewriting paper, 4" x 6", pen and ink, digital shading using pigment, pencil
Original drawing by: Rufran C. Frago
1) The document discusses the gauge conversion project between Mehsana, Gujarat and Ajmer, Rajasthan including preliminary work organizing maintenance and site management.
2) It describes an incident where the author conducted a controlled rock blast that ended up blocking the tracks longer than planned, but impressed inspectors anyway.
3) It provides background on the author's career starting as a clerk and rising to Assistant Engineer with Western Railway through hard work and commitment to his roles.
O documento discute perícias na construção civil, especificamente sobre patologias. Ele define o que é perícia e seus tipos, o papel do perito, e legislação relevante. Também aborda patologias comuns, com foco em corretamente diagnosticá-las considerando sintomas, origem, causas e consequências para que possam ser adequadamente tratadas.
Material Science and Engineering
Ferrous Materials
Classification of Steel
Low carbon steel
Medium Carbon steel
High carbon steel
Structural steel
stainless steel
Applications
Project Execution Plan for High Rise BuildingDavid H Moloney
The purpose of this presentation is to give an understanding of the Methods, Plant and Sequence to construct a high-rise building.
This presentation can be used to engage Stakeholders and to get the Site Teams commitment to the programme. Also can be used for Induction Training and as a way to capture and share knowledge.
Project Execution Plan for Bridge ConstructionDavid H Moloney
The purpose of this presentation is to give an understanding of the Methods, Plant and Sequence to construct an insitu concrete bridge.
This presentation can be used to engage Stakeholders and to get the Site Teams commitment to the programme. Also can be used for Induction Training and as a way to capture and share knowledge.
Project Execution Plan (PEP) details how a project will be executed, monitored and controlled. High in Educational Value and easily understood. Recommended for Continuing Professional Development (CPD)
This Presentation is innovative and has many beneficial uses.
Understanding the Project Management Body of Knowledge (PMBOK®) Guide: Transi...ASPE, Inc.
The 4th edition of A Guide to the Project Management Body of Knowledge (PMBOK® Guide) continues the on-going efforts of the Project Management Institute to provide practitioners with an easy to understand and implement standard for the fundamental practices of project management. As the basis for much of the Project Management Professional (PMP) examination, understanding the PMBOK® Guide is fundamental not only for practitioners but for all those planning on taking the exam. This presentation provides an overview of the major differences between the PMBOK® Guide's 3rd and 4th editions, including the areas of process changes, terminological changes, and differences in emphasis.
This document discusses e-procurement at IBM and Siemens. It begins by defining e-procurement as using the internet and new technologies to facilitate strategic procurement activities by connecting buyers and suppliers. It then discusses how e-procurement provides tools for improved analysis and linkages across the supply chain. The document also summarizes various e-procurement strategies used at IBM and Siemens like online purchasing systems, e-sourcing, e-tendering, and procurement marketplaces. It concludes by noting some potential cons of e-procurement.
The document discusses different types of carbon and alloy steels. It begins with an introduction to carbon steels, outlining their classification and composition limits. It then discusses alloy steels, explaining that alloying elements are added to improve properties over plain carbon steel. Alloy steels are classified as low, medium, and high alloy steels. High alloy steels include stainless steels. The document explores various stainless steel types and how alloying elements affect their microstructure. In particular, it examines how elements can expand or contract the gamma phase field. Finally, it briefly discusses tool steels and their classification system.
Construction Project Management Class Project PresentationWayne Holley
John and Jane Doe have contracted to purchase a manufactured home to be installed on their 4.95 acre property in Santa Ysabel, California. The project will involve developing the land, installing utilities like a well and septic system, preparing the home site, and fully setting up and landscaping the home. Key risks include finding an adequate water source from a well and finding an acceptable location for the septic system leach field. The targeted completion date is November 5, 2012.
The document outlines a 7 step project execution process (PEP) that includes project planning, engineering, procurement & logistics, installation, integration, start-up, and operation & handover. The project planning step involves presales meetings with the customer, internal project analysis, and a final sales meeting. Internal project analysis delivers documents to various groups covering figures, plans, quality, procurement, and more. The PEP is used to develop company-specific tools and techniques to implement projects, track them, identify bottlenecks, and ensure successful outcomes.
The document discusses various aspects of project management. It begins by outlining the different stages of a project including planning and scheduling, data collection, status updates, and ensuring successful completion. It then defines what a project is, its key characteristics, and how project management applies knowledge and techniques to meet stakeholder needs and expectations. The document also discusses why companies and individuals use project management and what goes into a project management plan. It provides overviews of the project management process, process groups, knowledge areas, and integration management.
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!
The document discusses a problem where durations imported from Primavera into Acumen Fuse are incorrectly translated as three times longer than the original durations. This is caused by a default setting in Acumen Fuse that uses 8 hours per day instead of respecting the assigned calendars. The solution is to check the "Hours per Time Period" box under the Activity View settings before importing, which will make Acumen Fuse use the assigned calendars correctly. Not checking this box can lead to inaccurate schedule metrics in Acumen Fuse.
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)
Project Execution Plan for High Rise BuildingDavid H Moloney
The purpose of this presentation is to give an understanding of the Methods, Plant and Sequence to construct a high-rise building.
This presentation can be used to engage Stakeholders and to get the Site Teams commitment to the programme. Also can be used for Induction Training and as a way to capture and share knowledge.
Project Execution Plan for Bridge ConstructionDavid H Moloney
The purpose of this presentation is to give an understanding of the Methods, Plant and Sequence to construct an insitu concrete bridge.
This presentation can be used to engage Stakeholders and to get the Site Teams commitment to the programme. Also can be used for Induction Training and as a way to capture and share knowledge.
Project Execution Plan (PEP) details how a project will be executed, monitored and controlled. High in Educational Value and easily understood. Recommended for Continuing Professional Development (CPD)
This Presentation is innovative and has many beneficial uses.
Understanding the Project Management Body of Knowledge (PMBOK®) Guide: Transi...ASPE, Inc.
The 4th edition of A Guide to the Project Management Body of Knowledge (PMBOK® Guide) continues the on-going efforts of the Project Management Institute to provide practitioners with an easy to understand and implement standard for the fundamental practices of project management. As the basis for much of the Project Management Professional (PMP) examination, understanding the PMBOK® Guide is fundamental not only for practitioners but for all those planning on taking the exam. This presentation provides an overview of the major differences between the PMBOK® Guide's 3rd and 4th editions, including the areas of process changes, terminological changes, and differences in emphasis.
This document discusses e-procurement at IBM and Siemens. It begins by defining e-procurement as using the internet and new technologies to facilitate strategic procurement activities by connecting buyers and suppliers. It then discusses how e-procurement provides tools for improved analysis and linkages across the supply chain. The document also summarizes various e-procurement strategies used at IBM and Siemens like online purchasing systems, e-sourcing, e-tendering, and procurement marketplaces. It concludes by noting some potential cons of e-procurement.
The document discusses different types of carbon and alloy steels. It begins with an introduction to carbon steels, outlining their classification and composition limits. It then discusses alloy steels, explaining that alloying elements are added to improve properties over plain carbon steel. Alloy steels are classified as low, medium, and high alloy steels. High alloy steels include stainless steels. The document explores various stainless steel types and how alloying elements affect their microstructure. In particular, it examines how elements can expand or contract the gamma phase field. Finally, it briefly discusses tool steels and their classification system.
Construction Project Management Class Project PresentationWayne Holley
John and Jane Doe have contracted to purchase a manufactured home to be installed on their 4.95 acre property in Santa Ysabel, California. The project will involve developing the land, installing utilities like a well and septic system, preparing the home site, and fully setting up and landscaping the home. Key risks include finding an adequate water source from a well and finding an acceptable location for the septic system leach field. The targeted completion date is November 5, 2012.
The document outlines a 7 step project execution process (PEP) that includes project planning, engineering, procurement & logistics, installation, integration, start-up, and operation & handover. The project planning step involves presales meetings with the customer, internal project analysis, and a final sales meeting. Internal project analysis delivers documents to various groups covering figures, plans, quality, procurement, and more. The PEP is used to develop company-specific tools and techniques to implement projects, track them, identify bottlenecks, and ensure successful outcomes.
The document discusses various aspects of project management. It begins by outlining the different stages of a project including planning and scheduling, data collection, status updates, and ensuring successful completion. It then defines what a project is, its key characteristics, and how project management applies knowledge and techniques to meet stakeholder needs and expectations. The document also discusses why companies and individuals use project management and what goes into a project management plan. It provides overviews of the project management process, process groups, knowledge areas, and integration management.
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!
The document discusses a problem where durations imported from Primavera into Acumen Fuse are incorrectly translated as three times longer than the original durations. This is caused by a default setting in Acumen Fuse that uses 8 hours per day instead of respecting the assigned calendars. The solution is to check the "Hours per Time Period" box under the Activity View settings before importing, which will make Acumen Fuse use the assigned calendars correctly. Not checking this box can lead to inaccurate schedule metrics in Acumen Fuse.
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
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.
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The document discusses the different scoring methods in Acumen Fuse: activity-based scoring and metric-based scoring. Activity-based scoring uses a pass/fail approach, only counting tasks that pass all metrics, while metric-based scoring allows tasks to receive partial credit. It is recommended to use metric-based scoring for a more accurate overall score. The document also provides references to video and written guides on Acumen Fuse scoring from Tom Polen and Acumen Fuse.
This document discusses how to copy activities in Primavera scheduling software without carrying over baseline date information from the original activities. It provides two solutions: 1) close and reopen the project, or 2) temporarily change the baseline assignments before copying, then change them back. The purpose is to allow copying activities as new without inherited baseline dates. Step-by-step instructions and illustrations are provided to explain the process.
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2. Preliminary PEP: Schedule and Cost
AUTHOR
Rufran C. Frago, P. Eng., PMP®, CCP, PMI-RMP®
Rufran has a wide-range of expertise & specialization
while working in the Manufacturing, Petrochemical,
Oleo-chemicals, Oil and Gas, Education & Training Industries
for more than 36 years in various roles and capacities. He has
worked in 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.
2
3. Rufran is the author of the book Risk-based Management in the World of Threats and Opportunities: A Project
Controls Perspective.
• https://youtu.be/LDESPW6OYkg
• http://www.amazon.com/RUFRAN-C.-FRAGO-PMI-RMP/e/B01055MPYI
• https://www.amazon.com/author/rufrancfrago
3
4. For those who are interested, please join Rufran at (click hyperlink) the following sites.
LinkedIn Risk-based Management (RBM) Group
https://www.linkedin.com/groups/6575331
My Oil Pro
http://oilpro.com/rufran
Risk-based Management and Services Inc. Facebook
https://www.facebook.com/RiskBasedManagement/
Your World, Our Risk Universe: WordPress
https://rufrancfrago.wordpress.com/tag/rufran-frago/
E-Touch Up: A Brand of RBM&S Inc.
https://www.facebook.com/ETouchUp/
Author Page: Amazon.com
http://www.amazon.com/RUFRAN-C.-FRAGO-PMI-RMP/e/B01055MPYI
LinkedIn Professional Website
https://www.linkedin.com/in/rufranfrago
Other articles authored by Rufran Frago.
Schedule Critical path
https://www.linkedin.com/pulse/schedule-critical-path?trk=pulse-det-nav_art
Primer to Good Schedule Integration
https://www.linkedin.com/pulse/primer-good-schedule-integration-rufran?trk=pulse-det-nav_art
Project Schedule: P50, Anyone?
https://www.linkedin.com/pulse/project-schedule-p50-anyone-article-rufran-frago-edmonton-section
Schedule Baseline Dilemma Part 1
https://www.linkedin.com/pulse/schedule-baseline-dilemma-part-1-rufran?trk=pulse-det-nav_art
Schedule Baseline Dilemma Part 2
https://www.linkedin.com/pulse/schedule-baseline-dilemma-part-2-rufran?trk=pulse-det-nav_art
4
5. Rules of Engagement
Turn off your cell phones
Ask questions
One person at a time
Participate!
Have fun!
No
Texting
No
Phones
Abide by
Class Times
Ask
Questions
5
6. Purpose of this session
To reconcile student’s understanding of the fundamental
integrative approach to project management.
To highlight the critical project management elements
needed for success.
To share with students some interesting stories that can
reinforce correct project management concept.
To demonstrate the importance of a risk-based Project
Execution Plan.
To emphasize the importance of a good quality plan.
6
8. Causes of IT/IS Project Failure (IT-Cortex, 2013)
8
UK Bull Survey (1998) – Top 3 causes
• Communication breakdown
• Lack of Planning
• Poor Quality Control
Canadian KPMG Survey (1997) – Top 3 causes
• Poor project planning
• Weak business case
• Lack of top management support
Chaos Report (1995)
Top 7 causes
• Incomplete
requirements
• Lack of User
involvement
• Lack of resources
• Unrealistic expectations
• Lack of management
support
• Changing requirements
• Lack of planning
9. Example of Failed Construction Projects
9
1. Canada-Pickering Nuclear Generating Station (Wikipedia,
2013) . Cost overrun from $780M (2002) to $2.5B (2005)
with only two reactors in service instead of four. That’s
221% more.
2. Canada-Montreal Olympic Stadium (Payne, M., 2006 and
Wikipedia , 2013). Cost overrun from $310M (1970) to a
debt of $1B (1976) & a final cost settlement of $2B (2006).
That’s 545% more. Poor quality structure.
3. Canada-Long Lake Project (Journal of Commerce, 2008).
Cost overrun from $2B (2004) to $6.1B (2008). That’s 205%
more. Schedule delay. Production capacity was not met.
4. Canada-Aecon FB3 Project (Reuters, 2011). Cost overrun
up to $59M. Schedule delay. Too much changes. Fixed-price
contract not be suitable for very large & complex project.
10. Planning & Scheduling
10
Planning basically determines what
and how you are going to do it,
while scheduling determines when
you are going to start and finish
the job or the project.
Heuristics = Focus more on
planning, rather than the just the
plan.
There is nothing as inefficient as doing with great
efficiency, that which does not need to be done.
11. Cost Management Plan
11
Good cost management plan starts
with a good estimate.
Followed by manageable cost
breakdown preferably down to the
work package level.
Establishing a cost baseline let the
project knows its target to measure
performance.
Measurement, monitoring and
control keeps cost at bay.
Management of Cost Risk
12. Schedule Management Plan
12
Fast track project philosophy
applied to all activities
Alignment with Execution
Strategy
Schedule duration represent modal
[most likely] or median [P50 mid
point] or mean [average] values.
Aligned with the Estimate
(Resource Load & Package)
Integrated schedule
Management of schedule risk
23. Project Risk Management
It is important that the project undertake the
following as part of continuous collaboration
process through out the different phases & stages
until completion.
• Qualitative Risk Assessment
• Quantitative Risk Assessment
23
25. RISKS (Project, schedule and cost risks
25
Project Risk* is defined as “an uncertain event or
condition that, if it occurs, has a positive or a
negative effect on at least one project objective, such
as time, cost, scope, quality, etc.”
Schedule Risk is defined as an uncertain event or
condition that, if it occurs, has a positive or a
negative effect on the project’s schedule.
32. Words of Wisdom
32
1. Don’t plan (or schedule) in more detail than you can manage. (Ref: Project Planning,
Scheduling & Control by Lewis 1997, p117)
2. If you don’t know where you’re going, how will you know when you get there? (Ref:
Project Planning, Scheduling & Control by Lewis 1997, p.53)
3. [Alice said] “Would you tell me, please, which way I ought to go from here?”
“That depends a good deal on where you want to get to,” said the Cat. “I don’t
know where…” said Alice. “Then it doesn’t matter which way you go,” said the
Cat. (Reference: Lewis Carroll-Alice’s Adventures in Wonderland)
4. Avoid the classic problem of trying to put ten pounds of trash in a five pound bag! It
will not work. (Ref: Project Planning, Scheduling & Control by Lewis 1997, p.97)
5. Digging the best hole in the world is of little use if a hole is not needed in the first
place. (Ref: Project Planning, Scheduling & Control by Lewis 1997, p.167)
6. Putting two jockeys on one horse won’t make the horse run any faster. (Ref: Project
Planning, Scheduling & Control by Lewis 1991, p.66)
7. “Plans are worthless, but planning is everything.” (Ref: Quoted by Dwight
Eisenhower, 17Nov1957)
8. If you have no plan, control is impossible. (Ref: Project Planning, Scheduling &
Control by Lewis 1991, p25)
9. A Project Manager should always be assigned prior to the start of project planning
and preferably while the Project Charter is being developed. (Ref: PMBOK 3rd
Edition, e-file, p.96, Section 4.1)
33. BIBLIOGRAPHY
33
1. Suncor (2012).Suncor Project Implementation Model
2. Government of South Australia (2011).Project Implementation Process.p28.
3. Management by Process (2013).7FE Project Framework.Retrieved from
http://www.managementbyprocess.com/joomla/index.php?option=com_conten
t&task=view&id=16
4. IT-Cortex (2013).Failure Causes.Retrieved from http://www.it-
cortex.com/Stat_Failure_Cause.htm
5. Wikipedia (2013).Cost Overrun.Retrieved from
http://en.wikipedia.org/wiki/Cost_overrun
6. Calgary Herald (2007).Huge Cost Overruns…Retrieved from
http://www.canada.com/story.html?id=afeb07dc-a5ff-4608-a9f7-450367ff99ef
7. Wikipedia (2013).Olympic Stadium (Montreal).retrieved from
http://en.wikipedia.org/wiki/Montreal_Olympic_Stadium
8. Payne, M. (2006).Olympic Turnaround.page 9
9. Journal of Commerce, 2008. Cost overruns delay production at Long Lake
Oilsands project.Retrieved from
http://www.journalofcommerce.com/article/id31166
34. BIBLIOGRAPHY (Continuation…)
34
10. Reuters, 2011.Update Aecon sees $56M to $59M hit…Retrieved from
http://www.reuters.com/article/2011/02/04/aecongroup-
idUSSGE71307O20110204
11. Frago, R. (Jan-2008), Project ABC Construction Schedule Analysis.E-mail
flag to Project Manager
12. PMBOK 5th Edition (2013).Page 40, 50 & 61
13. Frago, R. (2013). How to Prepare for SQRA.Slideshare.Retrieved from
http://www.slideshare.net/rfrago/071513-how-to-prepare-for-sqra-by-rcf
14. Wikipedia, 2013.Project Management Triangle.Retrieved from
http://en.wikipedia.org/wiki/Project_management_triangle
15. Frago, R. (2013).Risk Concepts, Philosophies, Methods and Approaches.
Retrieved from http://www.slideshare.net/rfrago/082213-risk-concepts-
philosophies-methods-and-approaches
16. Calgary Maps, 2013. Plus 15. Retrieved from http://www.calgary-
convention.com/calgary/maps
17. Frago, R., 2013.Old man & his book. Original Drawingwhiteboard marker
18. Frago, R., 1991.Original Drawing of Peter Nigel@CATPMS