The document discusses creating an integrated master schedule (IMS) to coordinate multiple construction projects for a military customer using available contractor schedule data. It provides steps to compile all relevant projects, map project details, identify USACE and non-USACE projects, connect the projects in Primavera software, and convert schedules from various formats into a consolidated IMS in Primavera to help the customer manage the projects. An example IMS is created for projects at Lackland Air Force Base to demonstrate the process.
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
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
إدارة القيمة المكتسبة مفيدة ومخادعة في التحكم في المشروعات
فيديو دورة الأساسيات: http://prof.planner.teachable.com/p/evm-basics/
دورة المستوى المتقدم: http://www.slideshare.net/MohamedMaged8/contracts-classification
للمزيد: https://www.facebook.com/groups/prof.cost.engineers/
From WBS to Integrated Master ScheduleGlen Alleman
A step by step guide to increasing the Probability of Program success starting with the WBS, developing the Integrated Master Plan and Integrated Master Schedule, risk adjusting the IMS, and measuring progress to plan in units of measure meaningful to the decision makers.
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.
McLachlan Lister provides a range of management consulting and project management services. These are offered either discretely or as an integrated service - you control the depth of our relationship:
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
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
إدارة القيمة المكتسبة مفيدة ومخادعة في التحكم في المشروعات
فيديو دورة الأساسيات: http://prof.planner.teachable.com/p/evm-basics/
دورة المستوى المتقدم: http://www.slideshare.net/MohamedMaged8/contracts-classification
للمزيد: https://www.facebook.com/groups/prof.cost.engineers/
From WBS to Integrated Master ScheduleGlen Alleman
A step by step guide to increasing the Probability of Program success starting with the WBS, developing the Integrated Master Plan and Integrated Master Schedule, risk adjusting the IMS, and measuring progress to plan in units of measure meaningful to the decision makers.
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.
McLachlan Lister provides a range of management consulting and project management services. These are offered either discretely or as an integrated service - you control the depth of our relationship:
Schedule Risk Analysis (SRA) by Pedram Daneshmand 14-Jan-2011Pedram Danesh-Mand
As a quantitative risk analysis tool, Schedule Risk Analysis enables stakeholders to identify and quantify the project risks and opportunities and, through comparative analysis of possible scenarios, to develop project programmes and budgets with a more level of confidence.
Training Slides of Extension of Time (EOT) & Related Costs in Construction, in fullfillment of Delay Claim Expert.
Some Key-Points:
- Contentious Issues in Delay Analysis
- The SLC Protocol
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Project Controls Expo 09 Nov 2011, London - DELAY AND FORENSIC ANALYSIS By Ro...Project Controls Expo
Delay in Construction Contracts: • On-going phenomenon
• Introduction of Critical Path Method (‘CPM’) • Prospective or retrospective analysis
• Observational or modelled
• Dynamic or Static
• Common Methodologies
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.
Construction Delay Analysis, SimplifiedMichael Pink
Learn how to perform a delay analysis in the construction industry. Capture and study your impacts to determine why a project was late. Use this proven method to ensure that you get paid for delays caused by others.
Earned schedule role in performance reporting and other important delay indicators.
Video: https://www.youtube.com/watch?v=FbA6RWB1gDM&feature=youtu.be
The full course: https://www.luqmanacademy.com/course?course=project-control-using-evm_399sl6015424f8aba9
Video: https://twitter.com/magedkom/status/1354678096683618305?s=20
On 23 May 2012, McLachlan Lister's Anamaria Popescu made a presentation on "Extensions of Time - Avoiding the Traps or Taking Advantage of Them" in conjunction with well-known Australian law firm Holding Redlich
Project Controls Expo 18th Nov 2014 - "PACING DELAY The Practical Effect on C...Project Controls Expo
This paper is focused on pacing delay, a controversial delay issue in the construction industry. Currently there is little literature on pacing delay and case law is a bit sparse. Thus, owners and contractors often find themselves at odds with one another over the practical effect of pacing delay in a delay claim situation. This paper defines the term; identifies what constitutes pacing delay; and sets forth the contractor’s legal right to pace an owner caused delay and addresses the practical impact of a pacing delay, both to the project as well as to a delay claim. This paper is intended to assist in a better understanding of pacing delay and how the issue may be dealt with by both owners and contractors.
Promo_Epc project rule of credit and progress measurement ignitetribes
Project progress monitoring and control is one of the most important tasks of construction project management. Many times planner or project manager not able.The hardest part of project controls is accurate performance measurement of work accomplished.
Taking time out to establish repeatable rules of credit can literally remove 75% of the performance measurement "guessing game" out of the equation.
In this book we don't just explain on what is rule of credit but we also provide tonnes of examples on how to establish the weighted milestone. It's a ready to be plug and plan in your project control measurement.
Log in to ignitetribes.com to purchase the book.
Sometimes the simplest of tools are also the most powerful, and this is clearly the case with Pareto Charts. A Pareto Chart shows us how to achieve the Biggest Bang for the Buck by ranking the causes that influence a given outcome the most.
إدارة التخطيط والبرامج الزمنية
فيديو المحاضرة: https://www.youtube.com/watch?v=HiGNZeLQ9Po
Content:
1- Planning and scheduling
2- Time schedule development
3- Resource and cost loading
4- Time schedule submittal
5- Review and approval
6- Update and reporting
7- Delay quantification approaches
8- Mitigation and action plans
Schedule Risk Analysis (SRA) by Pedram Daneshmand 14-Jan-2011Pedram Danesh-Mand
As a quantitative risk analysis tool, Schedule Risk Analysis enables stakeholders to identify and quantify the project risks and opportunities and, through comparative analysis of possible scenarios, to develop project programmes and budgets with a more level of confidence.
Training Slides of Extension of Time (EOT) & Related Costs in Construction, in fullfillment of Delay Claim Expert.
Some Key-Points:
- Contentious Issues in Delay Analysis
- The SLC Protocol
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
Project Controls Expo 09 Nov 2011, London - DELAY AND FORENSIC ANALYSIS By Ro...Project Controls Expo
Delay in Construction Contracts: • On-going phenomenon
• Introduction of Critical Path Method (‘CPM’) • Prospective or retrospective analysis
• Observational or modelled
• Dynamic or Static
• Common Methodologies
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.
Construction Delay Analysis, SimplifiedMichael Pink
Learn how to perform a delay analysis in the construction industry. Capture and study your impacts to determine why a project was late. Use this proven method to ensure that you get paid for delays caused by others.
Earned schedule role in performance reporting and other important delay indicators.
Video: https://www.youtube.com/watch?v=FbA6RWB1gDM&feature=youtu.be
The full course: https://www.luqmanacademy.com/course?course=project-control-using-evm_399sl6015424f8aba9
Video: https://twitter.com/magedkom/status/1354678096683618305?s=20
On 23 May 2012, McLachlan Lister's Anamaria Popescu made a presentation on "Extensions of Time - Avoiding the Traps or Taking Advantage of Them" in conjunction with well-known Australian law firm Holding Redlich
Project Controls Expo 18th Nov 2014 - "PACING DELAY The Practical Effect on C...Project Controls Expo
This paper is focused on pacing delay, a controversial delay issue in the construction industry. Currently there is little literature on pacing delay and case law is a bit sparse. Thus, owners and contractors often find themselves at odds with one another over the practical effect of pacing delay in a delay claim situation. This paper defines the term; identifies what constitutes pacing delay; and sets forth the contractor’s legal right to pace an owner caused delay and addresses the practical impact of a pacing delay, both to the project as well as to a delay claim. This paper is intended to assist in a better understanding of pacing delay and how the issue may be dealt with by both owners and contractors.
Promo_Epc project rule of credit and progress measurement ignitetribes
Project progress monitoring and control is one of the most important tasks of construction project management. Many times planner or project manager not able.The hardest part of project controls is accurate performance measurement of work accomplished.
Taking time out to establish repeatable rules of credit can literally remove 75% of the performance measurement "guessing game" out of the equation.
In this book we don't just explain on what is rule of credit but we also provide tonnes of examples on how to establish the weighted milestone. It's a ready to be plug and plan in your project control measurement.
Log in to ignitetribes.com to purchase the book.
Sometimes the simplest of tools are also the most powerful, and this is clearly the case with Pareto Charts. A Pareto Chart shows us how to achieve the Biggest Bang for the Buck by ranking the causes that influence a given outcome the most.
إدارة التخطيط والبرامج الزمنية
فيديو المحاضرة: https://www.youtube.com/watch?v=HiGNZeLQ9Po
Content:
1- Planning and scheduling
2- Time schedule development
3- Resource and cost loading
4- Time schedule submittal
5- Review and approval
6- Update and reporting
7- Delay quantification approaches
8- Mitigation and action plans
Project Managers send multiple MS Project/Excel Plans to Cloud PMO, Cloud PMO automates report production, avoids time and cost wastage. Cloud PMO guarantees data quality, integrity and delivers real time reports
Advanced Scheduling for Large, Complex Industrial ProjectsJeremie Averous
In this support for a webinar delivered by Project Value Delivery in partnership with Planisware in June 2023, some key aspects of scheduling for large, complex industrial projects are addressed. It includes in particular: making sure schedules are not too large (don't try to put everything in a single schedule!), convergence planning, and the issue of the technical quality of schedules.
Dynamics 365 Bid Management for Construction ProjectsDynamic Netsoft
This PDF provides a straightforward guide to using Dynamics 365 for efficient bid management in construction projects. Learn how to streamline processes, improve accuracy, and enhance productivity with practical tips and step-by-step instructions.
https://dnetsoft.com/dynamics-365-bid-management-software
How to build a credible performance measurement baseline (v5)Glen Alleman
Having the EV numbers all lined up is a necessary but not sufficient condition for program success. Elements of the Performance Measurement Baseline must be Credible to increase the Probability of Program Success.
Project management and accounting knowledge to measure project performance relative to schedule and budget. Monitor and manage cost, revenue and budget. Work breakdown structure (WBS), Project schedule network diagram, Responsibility assignment matrix, Cost Estimate and Budget. Using Earned Value (EV) to get SPI (schedule performance index) and CPI (cost performance index).
CADISON® Project Engineer is your tool for plant design, Engineering calculations and detailing of your plant by adding all required components (objects) to the project while taking them from the catalogue. Simple Drag & Drop operations are sufficient with completely text based operations without the obligation to have a graphical environment.
CADISON® Project Engineer is your tool for plant design, Engineering calculations and detailing of your plant by adding all required components (objects) to the project while taking them from the catalogue. Simple Drag & Drop operations are sufficient with completely text based operations without the obligation to have a graphical environment. This approach is called "Conceptual Engineering". The target of CADISON® Project Engineer is to provide the user with data for calculation without large efforts and already at a very early time.
7. PD2 5 P2 System P2 System OP3 Oracle Projects Primavera Project Manager CEFMS SWG CEFMS SWF CEFMS SWT CEFMS SWL Primavision Update Project Update Budget OP to CEFMS transfer Transfer “CEFMS Actuals ” to OP Project Initiation Project Initiation OFA Reports Transfer “ OP Actuals ” to PPM Submit Budget - PPM to OP RMS CMI via PMBP Portal Staging Table CRMS CAPCES DD1391 Processor Number Project Initiation Form From PMgr myPrimavera SWT RMS SWF RMS SPK RMS QCS ftps Contractor ’ s Schedule Pay Activities with $ & SDEF Coding SDEF
8. Access to QCS Download & User Guides http://www.rmssupport.com
15. Customer’s Integrated Installation Primavera Schedule Portfolio Each segment of this schedule represents a separate contracting action from the same or different contractor. Project A Bldg 1 Project A Bldg 2 Project B Bldg 3 Project C CEP Project C Bldg 4
23. Non-USACE Projects Demolish Bldg 9050 Completed Completed Renovate Carswell Ave ATC East Campus In-Progress Completed Upgrade Sewer Line ATC East Campus TBD TBD Upgrade COMM Duct Bank Demolish Bldg 6045-6048 Completed Completed Abate Bldg 6045-6048 Demolish Bldg 9050 Completed Completed Abate Bldg 9050 ATC#3 TBD Completed Demolish Bldg 6045-6048 New Road TBD TBD New Access Control Point ATC#1 In-Progress Completed Move Building 6359 ATC #1 Start Completed Completed Demolish Bldg 9050 Dependent Project Awarded/Const Design/RFP Customer Project
24. Project Summary LACK/X1 MPX N/A Demolish Bldg 9050 LACK/X2 MPX N/A Renovate Carswell Ave LACK/X3 MSP 7 N/A Move Building 6359 LACK/X4 MSP 7 N/A Upgrade Sewer Line LACK/X9 MSP 7 N/A Abate Bldg 6045-6048 LACK/X8 MSP 7 N/A Abate Bldg 9050 LACK/X7 MSP 7 N/A Demolish Bldg 6045-6048 LACK/X6 MSP 7 N/A New Access Control Point LACK/X5 MSP 7 N/A Upgrade COMM Duct Bank Customer Project LACK/D2 TBD Not Completed DFAC #2 LACK/A4 TBD Not Completed ATC #4 LACK/A3 TBD Not Completed ATC #3 LACK/D1 TBD Not Completed DFAC #1 LACK/B2 TBD Not Completed ATC #2-SB LACK/A2 TBD Not Completed ATC #2-LB LACKB1 P3/PRX Not Completed ATC #1-Small Bus LACK/A1 P3/PRX Completed ATC #1-Large Bus Master Schedule Mapping Contractor’s Schedule Format QCS/RMS USACE Project
25. All “Known Projects” Added to “Projects Group” LACK as Subprojects Convert MPX to P3, Copy to Group MPX LACK/X1 Demolish Bldg 9050 Convert MPX to P3, Copy to Group MPX LACK/X2 Renovate Carswell Ave XML 2007, Import P6 and Export as P3, Restore and Copy to Group MSP 7 LACK/X3 Move Building 6359 P3 Export Excel Template, Copy Paste to Template and Import to P3 file, Copy to Group Excel LACK/X4 Upgrade Sewer Line TBD MSP 7 LACK/X9 Abate Bldg 6045-6048 TBD MSP 7 LACK/X8 Abate Bldg 9050 TBD MSP 7 LACK/X7 Demolish Bldg 6045-6048 TBD MSP 7 LACK/X6 New Access Control Point TBD MSP 7 LACK/X5 Upgrade COMM Duct Bank Customer Project TBD TBD LACK/D2 DFAC #2 TBD TBD LACK/A4 ATC #4 TBD TBD LACK/A3 ATC #3 TBD TBD LACK/D1 DFAC #1 TBD TBD LACK/B2 ATC #2-SB TBD TBD LACK/A2 ATC #2-LB Restore PRX, Copy to Group P3/PRX LACKB1 ATC #1-Small Bus Restore PRX, Copy to Group P3/PRX LACK/A1 ATC #1-Large Bus P3 Conversion Instructions Current Contractor’s Schedule Format P3 Master Schedule Mapping USACE Project
26.
27. Summary Conversion Table Export from PPM to P3, Copy new project to IMS Project Group Import .XER new project under Group EPS v 6.2.1 or later .XER (P6v6.2.1+) Export blank XLS from new Project created in IMS P3.1, Copy paste content of original XLS to new XLS, Import new Excel file into IMS P3.1 Export blank XLS from new Project created in IMS P6.2.1, Copy paste content of original XLS to new XLS, Import new Excel file into IMS P6.2.1 .xls (Excel) Convert file to XLS per convertor file from MS website, Export blank XLS from new Project created in IMS P3.1, Copy paste content of original XLS to new XLS, Import new Excel file into IMS P3.1 Convert file to XLS per convertor file from MS website, Export blank XLS from new Project created in IMS P6.2.1, Copy paste content of original XLS to new XLS, Import new Excel file into IMS P6.2.1 .xlsx (Excel 2007) Import .XER into v6.2.1, Export to P3, Copy new project to IMS Project Group (assign 2 chs Sub project ID) Import .XER new project under Group EPS v 6.2.1 .XER (P6v6.2.1) Export from PPM to P3, Copy new project to IMS Project Group Import .XER new project under Group EPS v 6.1 .XER (P6v6.1) Export from PPM to P3, Copy new project to IMS Project Group Import .XER new project under Group EPS v 6.0 .XER (P6) Export from PPM to P3, Copy new project to IMS Project Group Import .XER new project under Group EPS v 5.0 .XER (P5) Restore PRX to P3, restored P3 project copied to IMS Project Group (assign 2 chs Sub project ID) Restore PRX to P3, Import P3 project to P6.2.1 EPS as a new project under Group EPS PRX (P3) Import XML 2007 to P6.2.1, Export new project as P3, Restore to P3 and copied to IMS Project Group Import XML 2007 to new project in EPS XML 2007 (MSP) Import XML 2002/3 to P6.2.1, Export new project as P3, Restore to P3 and copied to IMS Project Group Import XML 2002/3 to new project in EPS XML 2002/2003 (MSP) Tools, MPX to P3, P3 project copied to IMS Project Group Import MPX as new project in EPS MPX (MSP) TO: P3.1 TO: P6.2.1 FROM File Format
28.
29.
30. Customer’s Integrated Master Primavera Schedule Each segment of this schedule represents a separate contracting action or P2 Project from the same or different contractor. Demolition ATC#1 ATC#2 DFAC#1 ATC #3
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