Primavera P6 basic tips and tricks is a project management software related quick summery contents that is used for managing and controlling project related activities. Resources representing labor, materials and equipment are used to track time and costs for the project.
This document discusses project management and the critical path method technique. It defines project management as planning, directing, and controlling resources to meet time, cost, and technical constraints. The critical path method allows project managers to identify the critical activities and completion time of a project by determining the earliest and latest times of each activity. The document provides examples of constructing critical path networks and calculating key timing metrics to schedule and control a project.
Using primavera to calculate the forward pass and backward pass dates of a project.
There are various ways to calculate the late start and late finish dates of a project.
The document discusses network planning models for project scheduling. It describes two main techniques: CPM (Critical Path Method) and PERT (Program Evaluation Review Technique). Both use an "activity-on-arrow" approach where activities are drawn as arrows between nodes representing start and end times. More recently, precedence networks use an "activity-on-node" approach where activities are represented as nodes and dependencies as lines between nodes. The document provides examples of constructing precedence networks and performing forward and backward passes to determine the critical path and calculate total float for activities.
The document outlines the steps for using network techniques to plan, schedule, and monitor projects. It describes planning the project by analyzing activities, showing their sequence on a network diagram, estimating activity durations, and identifying the critical path. It also discusses scheduling the project based on the critical path and updating the schedule during project execution. Sample work breakdown structures, precedence relationships, network diagrams, and activity time estimates are provided as examples.
Components of a scheduling system rev 2015 slide showAbhi Basu
Components of a Critical Path Method (CPM) Scheduling System. This describes the five components of a CPM Scheduling system and how they interact. The slide show will help improve ones understanding of scheduling principles.
Hello Everyone,
Through a detailed research on internet with lots of input from my past 8 yrs of experience working as Planner i had come across some really good Short cut , which i call them as smart-cut which would make life easier for a lot of people around the globe who very often uses primavera.
I Hope this comes handy for you. Let me know if you want any further clarity. I Could be contacted at
Email- theashishorbit@gmail.com
Project Analytics: Visibility that Aids Risk ManagementAggregage
Product Managers face changes that put delivery at risk. Just as you use data from the customer to inform your solutions, transparency during the building of those solutions is critical for making better risk mitigation decisions. Whether your solution has fixed scope, fixed scheduling, fixed resources or fixed level of quality, the earlier you can know when these are at risk (and how) the better. The more clear the picture, the better you can understand the impacts of changes, and the more effectively you can deliver the solution the customer needs, when they need it, at a reasonable cost. This session will focus on the use of a One-Dimensional Product Backlog from a risk management point of view. We will show how this tool can be used to monitor and evaluate how your solution is getting built, and a clear view of any cascading impacts risks have as they surface.
Analytics in Action: Project Analytics: Visibility that Aids Risk ManagementHannah Flynn
Product Managers face changes that put delivery at risk. Just as you use data from the customer to inform your solutions, transparency during the building of those solutions is critical for making better risk mitigation decisions. Whether your solution has fixed scope, fixed scheduling, fixed resources or fixed level of quality, the earlier you can know when these are at risk (and how) the better. The more clear the picture, the better you can understand the impacts of changes, and the more effectively you can deliver the solution the customer needs, when they need it, at a reasonable cost.
This session will focus on the use of a One-Dimensional Product Backlog from a risk management point of view. We will show how this tool can be used to monitor and evaluate how your solution is getting built, and a clear view of any cascading impacts risks have as they surface.
This document discusses project management and the critical path method technique. It defines project management as planning, directing, and controlling resources to meet time, cost, and technical constraints. The critical path method allows project managers to identify the critical activities and completion time of a project by determining the earliest and latest times of each activity. The document provides examples of constructing critical path networks and calculating key timing metrics to schedule and control a project.
Using primavera to calculate the forward pass and backward pass dates of a project.
There are various ways to calculate the late start and late finish dates of a project.
The document discusses network planning models for project scheduling. It describes two main techniques: CPM (Critical Path Method) and PERT (Program Evaluation Review Technique). Both use an "activity-on-arrow" approach where activities are drawn as arrows between nodes representing start and end times. More recently, precedence networks use an "activity-on-node" approach where activities are represented as nodes and dependencies as lines between nodes. The document provides examples of constructing precedence networks and performing forward and backward passes to determine the critical path and calculate total float for activities.
The document outlines the steps for using network techniques to plan, schedule, and monitor projects. It describes planning the project by analyzing activities, showing their sequence on a network diagram, estimating activity durations, and identifying the critical path. It also discusses scheduling the project based on the critical path and updating the schedule during project execution. Sample work breakdown structures, precedence relationships, network diagrams, and activity time estimates are provided as examples.
Components of a scheduling system rev 2015 slide showAbhi Basu
Components of a Critical Path Method (CPM) Scheduling System. This describes the five components of a CPM Scheduling system and how they interact. The slide show will help improve ones understanding of scheduling principles.
Hello Everyone,
Through a detailed research on internet with lots of input from my past 8 yrs of experience working as Planner i had come across some really good Short cut , which i call them as smart-cut which would make life easier for a lot of people around the globe who very often uses primavera.
I Hope this comes handy for you. Let me know if you want any further clarity. I Could be contacted at
Email- theashishorbit@gmail.com
Project Analytics: Visibility that Aids Risk ManagementAggregage
Product Managers face changes that put delivery at risk. Just as you use data from the customer to inform your solutions, transparency during the building of those solutions is critical for making better risk mitigation decisions. Whether your solution has fixed scope, fixed scheduling, fixed resources or fixed level of quality, the earlier you can know when these are at risk (and how) the better. The more clear the picture, the better you can understand the impacts of changes, and the more effectively you can deliver the solution the customer needs, when they need it, at a reasonable cost. This session will focus on the use of a One-Dimensional Product Backlog from a risk management point of view. We will show how this tool can be used to monitor and evaluate how your solution is getting built, and a clear view of any cascading impacts risks have as they surface.
Analytics in Action: Project Analytics: Visibility that Aids Risk ManagementHannah Flynn
Product Managers face changes that put delivery at risk. Just as you use data from the customer to inform your solutions, transparency during the building of those solutions is critical for making better risk mitigation decisions. Whether your solution has fixed scope, fixed scheduling, fixed resources or fixed level of quality, the earlier you can know when these are at risk (and how) the better. The more clear the picture, the better you can understand the impacts of changes, and the more effectively you can deliver the solution the customer needs, when they need it, at a reasonable cost.
This session will focus on the use of a One-Dimensional Product Backlog from a risk management point of view. We will show how this tool can be used to monitor and evaluate how your solution is getting built, and a clear view of any cascading impacts risks have as they surface.
The document discusses various aspects of creating an integrated project schedule including: defining activities and sequencing, estimating activity durations, developing a network diagram, addressing overallocated resources through leveling, using a rolling wave approach for long term planning, and creating schedule reports and milestones for monitoring progress. The final product is an integrated schedule that combines the project's time, cost, scope and resources.
Project management with ms project 2007Fasil Ayele
The document provides an overview of project management using MS Project 2007. It discusses key aspects of project planning including defining tasks, task relationships, resources and timelines. The summary focuses on the high-level steps for setting up a project plan in MS Project:
1. Define the project calendar and properties.
2. Identify and break down the project goals and tasks.
3. Determine task sequences and relationships such as finish-to-start.
4. Assign resources and time estimates to each task.
5. Review the full project plan for accuracy.
This is a short presentation on how to quickly set up a MS Project Plan to use Graphical Indicators to more quickly & efficiently identify tasks that are late, when they are due, or if they were not schedule.
The document discusses how to break down project work into activities to estimate project duration. It explains that a work breakdown structure (WBS) is used to identify all the activities needed to complete the project. A dependency graph shows the order and relationships between activities. Individual activity durations are then estimated and mapped on a schedule to determine the critical path and overall project duration. An example of building a house is provided, showing the WBS, dependency graph, and schedule/PERT chart.
This document provides an overview of project management techniques including network analysis, CPM, and PERT. It defines key terms like activities, events, paths, and networks. Network analysis is used to plan, schedule, and control complex projects by representing relationships between activities. CPM uses deterministic activity times while PERT accounts for uncertainty with probabilistic estimates. The critical path consists of activities that directly determine the project duration. Project management involves planning, scheduling, and controlling a project over its stages.
NCV 4 Project Management Hands-On Support Slide Show - Module 3Future Managers
This slide show complements the Learner Guide NCV 4 Project Management Hands-On Training by Bert Eksteen, published by Future Managers. For more information visit our website www.futuremanagers.net
The document discusses network diagrams, which graphically display project activities and dependencies. It addresses how to create network diagrams using inputs like the project scope and work breakdown structure. A sample network diagram and Gantt chart are provided for illustration. The document also covers schedule network analysis techniques from the PMBOK like critical path method and resource leveling. These techniques identify the critical path and allow for schedule compression if needed.
The document provides an overview of management reports, variance analysis, revisions, and change control processes for an Earned Value Management System (EVMS). It discusses monthly reporting requirements, the reporting and analysis processes, variance and performance indices, estimates at completion, and example CPR formats. The training also covers problem analysis, determining variance type and impact, and identifying corrective actions.
The document discusses planning time and determining the schedule for an integrative project. It provides information on:
1) How to illustrate a work plan using a network diagram by defining its elements such as activities, milestones, and durations.
2) How analyzing a network diagram can help plan the project schedule and identify potential issues.
3) Steps for developing a project's schedule including identifying predecessors, estimating durations, and drawing the network diagram.
4) Techniques for determining resource needs such as using a skills matrix to identify team members' proficiencies and a resource loading chart to estimate work efforts.
The passage discusses the importance of copyright and how it protects original works of authorship such as books, music, art, and movies. Copyright gives the creator exclusive rights to make copies, distribute copies, publicly display, or publicly perform their work. Infringing on someone's copyright by copying, distributing, or displaying their work without permission is illegal and can result in civil lawsuits and criminal prosecution.
This document provides information on project management techniques PERT and CPM. It defines them as quantitative network analysis techniques used for decision making. PERT is a probabilistic model used for non-repetitive projects like program planning, where activity times are uncertain. CPM is a deterministic model used for repetitive projects like construction, where activity times are known. The document outlines the key steps and uses of PERT/CPM, including planning, scheduling, resource allocation, controlling, and developing network diagrams to analyze tasks and represent relationships between activities.
This document defines key terms related to scheduling projects in Microsoft Project, including duration, work, resources, resource units, and scheduling formulas. It explains the differences between fixed units, fixed work, and fixed duration task types and how changing resources or work affects duration for each type. The document also covers effort-driven tasks, over-allocation of resources, and leveling of resources to resolve conflicts.
PERT and CPM are project management tools used to schedule, organize, and coordinate tasks within a project. PERT was developed for uncertain schedules and uses three time estimates, while CPM uses known times. Both tools involve identifying tasks, estimating durations, and displaying the tasks in a network diagram to identify the critical path of interdependent activities. This helps project managers monitor progress and ensure projects are completed on time, within budget, and to quality standards.
This document discusses project scheduling techniques like PERT and CPM. It begins by explaining that project management involves planning, scheduling, and controlling activities with limited resources. PERT was developed for complex projects like missile development, using three time estimates per activity to determine expected duration probabilistically. CPM uses a single time estimate.
The document then covers the three phases of project management - planning, scheduling, and controlling. It describes how to construct a network diagram showing activities and their logical relationships. Key steps like event numbering, float calculation, and critical path analysis are explained. The document concludes by providing an example project network to demonstrate these concepts.
Programme evaluation and review technique &Gantt ChartMathew Varghese V
The document provides information on PERT (Program Evaluation and Review Technique) and Gantt charts. It defines PERT as a project management tool used to schedule and organize tasks. The main objective of PERT is to facilitate decision making and reduce time and costs. Gantt charts are bar charts that illustrate a project schedule, listing tasks vertically and time intervals horizontally. The widths of bars in a Gantt chart show the duration of each activity.
CPM and PERT are network analysis techniques developed in the 1950s to schedule complex projects. CPM was developed by DuPont for chemical plants and focuses on cost/time tradeoffs. PERT was developed by the US Navy for the Polaris missile program to minimize time. Both use networks of activities and precedence relationships but PERT uses probabilistic time estimates to handle uncertainty while CPM uses deterministic estimates. They are now combined techniques useful for project scheduling.
This document discusses project management techniques like PERT and CPM. It uses an example of a construction company, Reliable, that was contracted to build a plant within a year. Key steps in PERT/CPM include identifying activities, precedence relationships, and time information to build a project network. The critical path is the longest path through the network and determines the shortest project duration. Crashing activities can reduce time but increases costs, so trade-offs must be considered. Marginal cost analysis and linear programming can help optimize crashing decisions.
The document discusses PERT/CPM, which are project management techniques used to plan, schedule, and control complex projects. It provides an example of replacing an airport gate management system. The project manager used a PERT/CPM approach including making a list of activities, precedence relationships, and time estimates. A network diagram was created and the critical path was identified as having the longest duration to determine the estimated project completion time.
The document discusses critical path analysis and provides examples. It begins with definitions of key terms like activity, project, network. It describes the critical path method (CPM) and program evaluation and review technique (PERT) for project planning, scheduling and control. An example project is given with activities, durations and precedence relationships. The critical path is determined by calculating the earliest and latest start/finish times and identifying the activities with no total float.
The document provides an introduction to Primavera, a project planning and scheduling software. It defines key concepts such as activities, relationships, floats, critical paths, and resources. It also describes the basic terminology used in Primavera including activity types, calendars, constraints, cost tracking, and work breakdown structures. The document aims to familiarize users with the basic features and terminology of Primavera to help plan, schedule and monitor projects.
MS Project Terminology -Top 20 terms everyone must knowSHAZEBALIKHAN1
This document defines and explains 20 important terms used in Microsoft Project. It discusses key concepts like tasks, summary tasks, milestones, calendars, durations, work, resources, baselines, and dependencies. Understanding these MS Project terms helps users effectively plan and schedule projects using the software.
The document discusses various aspects of creating an integrated project schedule including: defining activities and sequencing, estimating activity durations, developing a network diagram, addressing overallocated resources through leveling, using a rolling wave approach for long term planning, and creating schedule reports and milestones for monitoring progress. The final product is an integrated schedule that combines the project's time, cost, scope and resources.
Project management with ms project 2007Fasil Ayele
The document provides an overview of project management using MS Project 2007. It discusses key aspects of project planning including defining tasks, task relationships, resources and timelines. The summary focuses on the high-level steps for setting up a project plan in MS Project:
1. Define the project calendar and properties.
2. Identify and break down the project goals and tasks.
3. Determine task sequences and relationships such as finish-to-start.
4. Assign resources and time estimates to each task.
5. Review the full project plan for accuracy.
This is a short presentation on how to quickly set up a MS Project Plan to use Graphical Indicators to more quickly & efficiently identify tasks that are late, when they are due, or if they were not schedule.
The document discusses how to break down project work into activities to estimate project duration. It explains that a work breakdown structure (WBS) is used to identify all the activities needed to complete the project. A dependency graph shows the order and relationships between activities. Individual activity durations are then estimated and mapped on a schedule to determine the critical path and overall project duration. An example of building a house is provided, showing the WBS, dependency graph, and schedule/PERT chart.
This document provides an overview of project management techniques including network analysis, CPM, and PERT. It defines key terms like activities, events, paths, and networks. Network analysis is used to plan, schedule, and control complex projects by representing relationships between activities. CPM uses deterministic activity times while PERT accounts for uncertainty with probabilistic estimates. The critical path consists of activities that directly determine the project duration. Project management involves planning, scheduling, and controlling a project over its stages.
NCV 4 Project Management Hands-On Support Slide Show - Module 3Future Managers
This slide show complements the Learner Guide NCV 4 Project Management Hands-On Training by Bert Eksteen, published by Future Managers. For more information visit our website www.futuremanagers.net
The document discusses network diagrams, which graphically display project activities and dependencies. It addresses how to create network diagrams using inputs like the project scope and work breakdown structure. A sample network diagram and Gantt chart are provided for illustration. The document also covers schedule network analysis techniques from the PMBOK like critical path method and resource leveling. These techniques identify the critical path and allow for schedule compression if needed.
The document provides an overview of management reports, variance analysis, revisions, and change control processes for an Earned Value Management System (EVMS). It discusses monthly reporting requirements, the reporting and analysis processes, variance and performance indices, estimates at completion, and example CPR formats. The training also covers problem analysis, determining variance type and impact, and identifying corrective actions.
The document discusses planning time and determining the schedule for an integrative project. It provides information on:
1) How to illustrate a work plan using a network diagram by defining its elements such as activities, milestones, and durations.
2) How analyzing a network diagram can help plan the project schedule and identify potential issues.
3) Steps for developing a project's schedule including identifying predecessors, estimating durations, and drawing the network diagram.
4) Techniques for determining resource needs such as using a skills matrix to identify team members' proficiencies and a resource loading chart to estimate work efforts.
The passage discusses the importance of copyright and how it protects original works of authorship such as books, music, art, and movies. Copyright gives the creator exclusive rights to make copies, distribute copies, publicly display, or publicly perform their work. Infringing on someone's copyright by copying, distributing, or displaying their work without permission is illegal and can result in civil lawsuits and criminal prosecution.
This document provides information on project management techniques PERT and CPM. It defines them as quantitative network analysis techniques used for decision making. PERT is a probabilistic model used for non-repetitive projects like program planning, where activity times are uncertain. CPM is a deterministic model used for repetitive projects like construction, where activity times are known. The document outlines the key steps and uses of PERT/CPM, including planning, scheduling, resource allocation, controlling, and developing network diagrams to analyze tasks and represent relationships between activities.
This document defines key terms related to scheduling projects in Microsoft Project, including duration, work, resources, resource units, and scheduling formulas. It explains the differences between fixed units, fixed work, and fixed duration task types and how changing resources or work affects duration for each type. The document also covers effort-driven tasks, over-allocation of resources, and leveling of resources to resolve conflicts.
PERT and CPM are project management tools used to schedule, organize, and coordinate tasks within a project. PERT was developed for uncertain schedules and uses three time estimates, while CPM uses known times. Both tools involve identifying tasks, estimating durations, and displaying the tasks in a network diagram to identify the critical path of interdependent activities. This helps project managers monitor progress and ensure projects are completed on time, within budget, and to quality standards.
This document discusses project scheduling techniques like PERT and CPM. It begins by explaining that project management involves planning, scheduling, and controlling activities with limited resources. PERT was developed for complex projects like missile development, using three time estimates per activity to determine expected duration probabilistically. CPM uses a single time estimate.
The document then covers the three phases of project management - planning, scheduling, and controlling. It describes how to construct a network diagram showing activities and their logical relationships. Key steps like event numbering, float calculation, and critical path analysis are explained. The document concludes by providing an example project network to demonstrate these concepts.
Programme evaluation and review technique &Gantt ChartMathew Varghese V
The document provides information on PERT (Program Evaluation and Review Technique) and Gantt charts. It defines PERT as a project management tool used to schedule and organize tasks. The main objective of PERT is to facilitate decision making and reduce time and costs. Gantt charts are bar charts that illustrate a project schedule, listing tasks vertically and time intervals horizontally. The widths of bars in a Gantt chart show the duration of each activity.
CPM and PERT are network analysis techniques developed in the 1950s to schedule complex projects. CPM was developed by DuPont for chemical plants and focuses on cost/time tradeoffs. PERT was developed by the US Navy for the Polaris missile program to minimize time. Both use networks of activities and precedence relationships but PERT uses probabilistic time estimates to handle uncertainty while CPM uses deterministic estimates. They are now combined techniques useful for project scheduling.
This document discusses project management techniques like PERT and CPM. It uses an example of a construction company, Reliable, that was contracted to build a plant within a year. Key steps in PERT/CPM include identifying activities, precedence relationships, and time information to build a project network. The critical path is the longest path through the network and determines the shortest project duration. Crashing activities can reduce time but increases costs, so trade-offs must be considered. Marginal cost analysis and linear programming can help optimize crashing decisions.
The document discusses PERT/CPM, which are project management techniques used to plan, schedule, and control complex projects. It provides an example of replacing an airport gate management system. The project manager used a PERT/CPM approach including making a list of activities, precedence relationships, and time estimates. A network diagram was created and the critical path was identified as having the longest duration to determine the estimated project completion time.
The document discusses critical path analysis and provides examples. It begins with definitions of key terms like activity, project, network. It describes the critical path method (CPM) and program evaluation and review technique (PERT) for project planning, scheduling and control. An example project is given with activities, durations and precedence relationships. The critical path is determined by calculating the earliest and latest start/finish times and identifying the activities with no total float.
The document provides an introduction to Primavera, a project planning and scheduling software. It defines key concepts such as activities, relationships, floats, critical paths, and resources. It also describes the basic terminology used in Primavera including activity types, calendars, constraints, cost tracking, and work breakdown structures. The document aims to familiarize users with the basic features and terminology of Primavera to help plan, schedule and monitor projects.
MS Project Terminology -Top 20 terms everyone must knowSHAZEBALIKHAN1
This document defines and explains 20 important terms used in Microsoft Project. It discusses key concepts like tasks, summary tasks, milestones, calendars, durations, work, resources, baselines, and dependencies. Understanding these MS Project terms helps users effectively plan and schedule projects using the software.
Critical Path MethodIntroductionOnce you have the network diag.docxannettsparrow
Critical Path Method
Introduction
Once you have the network diagrams for the activities, as well as the activity duration estimates, you can begin scheduling the project. The critical path method (CPM) is one of the key techniques for developing a project schedule.
In a schedule network diagram, the critical path is the longest full path linking activities that must be performed in sequence. It's important to identify this path, because if one of its activities is delayed, the end date of your project is delayed too.
CPM provides a way to calculate four time boundaries:
· the early start date, which is the earliest possible start date for each activity to begin
· the early finish date, which is the earliest date each activity can end
· the latest start date, which is the latest possible time for each activity to begin
· the latest finish date, which is the latest date each activity can end
CPM involves completing three steps:
1. performing a forward pass through the network diagram
2. performing a backward pass to check your initial results
3. calculating the float for each activity to determine the critical path
The forward pass
The first step in CPM is performing a forward pass through the schedule network diagram so you can establish the early start and finish dates for each activity. This is done so that resources, such as project team members and equipment, can be allocated as soon as possible. Allocating resources assists in determining project expenditure and therefore establishing the project budget.
When performing a forward pass, you begin with the first activity in the network diagram and move forward. You
1. record the earliest date the first activity can start
2. add the duration of this activity to the early start date
3. subtract one day from the result
Some project managers find it useful to record activities' start and finish times in the network diagram. The early start is usually filled in on the top left corner of each activity block, with the early finish date shown in the right corner.
The backward pass
The second step in determining the critical path for a project is to perform a backward pass through the schedule network diagram.
You perform the backward pass to establish the latest start and finish dates for the project to remain on schedule.
In a backward pass, you start at the end of the project and work back, subtracting the estimated duration of each preceding activity.
To begin the backward pass, the late finish date will either be a hard date that's been set or the early finish date of the last activity in the project. An example of a hard date may be a deadline that determines the project's end date.
To calculate the late start date, you
1. subtract the duration of the last activity from its late finish date
2. add one day because the last day of the project is included as a working day
As you work backward through the schedule network diagram, the late finish date will fall on the working day preceding the lat.
This document provides an overview of progress management in Oracle Projects. It defines key progress terminology and explains how Oracle Projects collects, tracks, and reports progress at different levels of a project including tasks, resources, and deliverables. It also describes the options for centralized vs collaborative progress entry and how progress rolls up from lower to higher levels in the project structure.
Construction Project Schedule Template- Residential BuildingSHAZEBALIKHAN1
The excel template is a ready-to-use project schedule for a residential building construction project. The article gives the basic idea of a project schedule for residential building construction. Download the excel file through the hyperlink in the article.
The document discusses project management and how to plan and schedule projects in Microsoft Project. It defines key project management terms like tasks, resources, relationships, and views. It outlines the steps to create a new project in Microsoft Project, including setting properties, timetables, and entering tasks and durations. It describes how to visualize projects using Gantt charts, assign relationships between tasks, and format outlines and summaries. Calendar settings allow customizing work schedules for individual tasks.
This document discusses date fields in Primavera P6 scheduling software. It begins by introducing P6 and some of the key differences between how it and P3 handle dates. Specifically, P6 stores dates down to the second rather than requiring whole day increments. It then categorizes P6's various date fields and provides examples. The document explains how P6 calculates dates, which is based on hours/time periods rather than fixed day increments. It discusses early/late dates and how P6 calculates and displays them differently than other software.
Project NameCommunication PlanOverviewEffective and .docxwkyra78
This document provides instructions for tracking project progress in Microsoft Project. It describes entering actual start and finish dates, percentages complete, durations, work, and costs to update the project schedule based on work completed. It also explains how to view variances between the baseline schedule and actual progress to determine if the project is on budget and on schedule. Key metrics like earned value are also covered to help analyze project performance.
This white paper covers a new approach to tracking project performance which identifies variance gaps between the baseline plan and actual performance for the project as a whole as well as specific deliverables, contractors, locations, or any other group of activities.
Project control tools by Samuel obino mokayaDiscover JKUAT
This document discusses project management control tools, specifically focusing on time estimation, Gantt charts, and critical path analysis (CPA).
It explains that accurate time estimation is essential for project scheduling and avoiding underestimates. Gantt charts are useful for planning, scheduling, and monitoring complex projects by showing task dependencies and durations. CPA identifies the critical path of tasks where any delays could impact the entire project timeline. Both tools help optimize resource allocation and keep projects on track.
This document provides an overview of tricks and traps in Primavera P6 Version 7 related to bars functions. It demonstrates bar formatting issues and solutions, including how to remove relationships on baseline bars and create summary bars. It also covers topics like negative float display, summary duration calculations, and baseline bars showing when no baseline is set. Finally, it discusses techniques like critical open ends, multi-project float calculation, and using expenses to manage costs in the work breakdown structure.
2007 MS Project Training Instructors Manual (sample)Bruce Gordon
The document discusses the key elements of project management - time, cost, and scope - which are collectively known as the "project triangle". It explains that changes to one side of the triangle inevitably impact the other two sides. Quality is at the center of the triangle and is affected by any changes made. The different types of task dependencies - finish-to-start, start-to-start, finish-to-finish, and start-to-finish - are also summarized.
The document discusses project scheduling and the critical path method (CPM) for project management. It explains that a project schedule lays out the sequence and timing of tasks to transform a project vision into a time-based plan. The critical path method uses a network diagram to identify the longest continuous chain of tasks in a project as the "critical path" that must be followed to complete the project on time. Monitoring and controlling activities on the critical path is essential to keeping the project on schedule.
SCM435 – Project Management MICROSOFT PROJECT ASSIGNMENT.docxbagotjesusa
SCM435 – Project Management
MICROSOFT PROJECT ASSIGNMENT (COMBINED)
THE PALMERS GOLF COURSE PROJECT
Project background
Palmers Golf Course is a two-year-old signature golf course based in Auckland, NZ. Being unique, the
number of memberships is increasing and putting strain on the existing information system.
The current system is used only by Accounts Department to process Accounts Payables and Receivables.
With the steep increase in the memberships, Bookings and Maintenance the Human Resource department is
getting overwhelmed with the paper work. Therefore, there is a need to add these functions to a new system.
You are the Project Leader for SoftSystems Ltd., which has been contracted by Palmers Golf Course to
undertake this project. You need to advise how to develop the new system in a tightly constrained time
period. Specifically, you have been advised that the project can start no earlier than Mon, January 4th 2016
and must be completed by Thu, May 19th 2016.
You report to Ms Smith, the Project Manager for SoftSystems Ltd, who liaises with Palmers Golf Course.
You will report your progress and plans of the project to Ms Smith.
Note: There is a lot of information included to provide context for what you will do in this assignment.
Please read carefully, and thoroughly to ensure the directions are followed. Also, to make it more clear, the
steps that you will perform in Microsoft Project are all written in the Courier New font.
Setting the Project Start Date
Click on the Project Tab in the Ribbon, and then go to Project
Information. Set the project start date to Mon, January 4th 2016. Do NOT
enter finish date. Click OK.
Setting default values
Set Current Date
The computer's internal clock initially determines the date listed in the Current Date text box.
To access the Current Date, click again on the Project Tab, then Project
Information.
The current date box appears. Changing this date box has several implications:
• The date determines the location of the dashed (current) date line on the Gantt chart timeline.
• The Current Date appears in the header of the Project Summary standard report. You can also display the
Current Date in headers or footers on other reports.
• You can use the Current Date to track the progress of the project, specifically to record the progress of all
tasks scheduled to be in progress or finished as of the date in the Current Date text box.
For this assignment, you will, initially, leave the Current Date as defined by the computer clock, please
check that it is correct.
Click OK, to close the Project Information box.
Click on File, then in Project Information, choose Advanced Properties,
then Summary tab and in the Title box type PALMERS GOLF COURSE. This names the
project, which will then appear on your printouts. You should also enter your name (Author) and other
optional data.
Set the Calendar
.
Critical Path Analysis (CPA) and Program Evaluation and Review Technique (PERT) are project management tools used to schedule complex projects. CPA identifies the critical path of tasks that must be completed on time for the project to finish on time. It also identifies non-critical parallel tasks. PERT is similar but takes a more conservative approach to estimating task durations. Both help project managers monitor progress and determine where to take remedial action if the project falls behind schedule.
The document discusses key concepts for project management including work breakdown structures (WBS), organizational breakdown structures (OBS), responsibility assignment matrices (RAM), project schedules, critical paths, variance tracking, and earned value management. It provides examples and explanations of how these tools are used to plan, organize, assign responsibilities, track progress, and measure performance for software projects.
This document provides a summary of a presentation on Primavera P6 Version 7 functions and techniques. The presentation covers topics such as removing float from completed activities, creating summary bars, calculating negative float, and techniques for handling activity durations with resources and cash flow with expenses. It demonstrates how to perform tasks in P6 like removing relationships from a baseline bar and provides explanations for issues like why a baseline bar may display when no baseline is set.
The document provides an overview of the Primavera Project Management module. It describes Primavera as comprehensive, multi-project planning software that enables organizations to store and manage projects in a central location with features like work breakdown structures, scheduling, and resource leveling. It then discusses why Primavera is required for project management, the types of products offered, and techniques used for project scheduling in Primavera like CPM and PERT.
This document discusses various techniques for estimating project duration for software projects, including top-down, bottom-up, expert judgements, historical comparison, functional points, object points, critical path method (CPM), and program evaluation and review technique (PERT). It provides details on each technique, such as how top-down estimation takes effort as a function of project size, and bottom-up involves participation from those doing the work to set estimates. CPM and PERT are discussed in more detail, such as how CPM captures activities and relationships in a graph. The document aims to help determine the best technique to estimate duration for a given software project.
Similar to Primavera P6 basics-tips-and-tricks (20)
Batteries -Introduction – Types of Batteries – discharging and charging of battery - characteristics of battery –battery rating- various tests on battery- – Primary battery: silver button cell- Secondary battery :Ni-Cd battery-modern battery: lithium ion battery-maintenance of batteries-choices of batteries for electric vehicle applications.
Fuel Cells: Introduction- importance and classification of fuel cells - description, principle, components, applications of fuel cells: H2-O2 fuel cell, alkaline fuel cell, molten carbonate fuel cell and direct methanol fuel cells.
International Conference on NLP, Artificial Intelligence, Machine Learning an...gerogepatton
International Conference on NLP, Artificial Intelligence, Machine Learning and Applications (NLAIM 2024) offers a premier global platform for exchanging insights and findings in the theory, methodology, and applications of NLP, Artificial Intelligence, Machine Learning, and their applications. The conference seeks substantial contributions across all key domains of NLP, Artificial Intelligence, Machine Learning, and their practical applications, aiming to foster both theoretical advancements and real-world implementations. With a focus on facilitating collaboration between researchers and practitioners from academia and industry, the conference serves as a nexus for sharing the latest developments in the field.
Literature Review Basics and Understanding Reference Management.pptxDr Ramhari Poudyal
Three-day training on academic research focuses on analytical tools at United Technical College, supported by the University Grant Commission, Nepal. 24-26 May 2024
Optimizing Gradle Builds - Gradle DPE Tour Berlin 2024Sinan KOZAK
Sinan from the Delivery Hero mobile infrastructure engineering team shares a deep dive into performance acceleration with Gradle build cache optimizations. Sinan shares their journey into solving complex build-cache problems that affect Gradle builds. By understanding the challenges and solutions found in our journey, we aim to demonstrate the possibilities for faster builds. The case study reveals how overlapping outputs and cache misconfigurations led to significant increases in build times, especially as the project scaled up with numerous modules using Paparazzi tests. The journey from diagnosing to defeating cache issues offers invaluable lessons on maintaining cache integrity without sacrificing functionality.
Introduction- e - waste – definition - sources of e-waste– hazardous substances in e-waste - effects of e-waste on environment and human health- need for e-waste management– e-waste handling rules - waste minimization techniques for managing e-waste – recycling of e-waste - disposal treatment methods of e- waste – mechanism of extraction of precious metal from leaching solution-global Scenario of E-waste – E-waste in India- case studies.
Embedded machine learning-based road conditions and driving behavior monitoringIJECEIAES
Car accident rates have increased in recent years, resulting in losses in human lives, properties, and other financial costs. An embedded machine learning-based system is developed to address this critical issue. The system can monitor road conditions, detect driving patterns, and identify aggressive driving behaviors. The system is based on neural networks trained on a comprehensive dataset of driving events, driving styles, and road conditions. The system effectively detects potential risks and helps mitigate the frequency and impact of accidents. The primary goal is to ensure the safety of drivers and vehicles. Collecting data involved gathering information on three key road events: normal street and normal drive, speed bumps, circular yellow speed bumps, and three aggressive driving actions: sudden start, sudden stop, and sudden entry. The gathered data is processed and analyzed using a machine learning system designed for limited power and memory devices. The developed system resulted in 91.9% accuracy, 93.6% precision, and 92% recall. The achieved inference time on an Arduino Nano 33 BLE Sense with a 32-bit CPU running at 64 MHz is 34 ms and requires 2.6 kB peak RAM and 139.9 kB program flash memory, making it suitable for resource-constrained embedded systems.
UNLOCKING HEALTHCARE 4.0: NAVIGATING CRITICAL SUCCESS FACTORS FOR EFFECTIVE I...amsjournal
The Fourth Industrial Revolution is transforming industries, including healthcare, by integrating digital,
physical, and biological technologies. This study examines the integration of 4.0 technologies into
healthcare, identifying success factors and challenges through interviews with 70 stakeholders from 33
countries. Healthcare is evolving significantly, with varied objectives across nations aiming to improve
population health. The study explores stakeholders' perceptions on critical success factors, identifying
challenges such as insufficiently trained personnel, organizational silos, and structural barriers to data
exchange. Facilitators for integration include cost reduction initiatives and interoperability policies.
Technologies like IoT, Big Data, AI, Machine Learning, and robotics enhance diagnostics, treatment
precision, and real-time monitoring, reducing errors and optimizing resource utilization. Automation
improves employee satisfaction and patient care, while Blockchain and telemedicine drive cost reductions.
Successful integration requires skilled professionals and supportive policies, promising efficient resource
use, lower error rates, and accelerated processes, leading to optimized global healthcare outcomes.
1. Primavera P6 Basics, Tips and Tricks
By – Mohammad Ali Nawaz Khan (nawaz.ali02175@Gmail.com)
2. Know about Activity Date Fields
The following table defines the types of activity dates available in the module and how
they are used to plan and schedule your project.
Date Field Definition
Start
For an activity that has not started, the current start date of the
activity.Set to the remaining start date until the activity is started,
then set to the actual start date.
Finish
For an activity that has not started, the current finish date of the
activity. Set to the activity planned finish date when the activity is
not started, the remaining finish date when the activity is in progress,
andthe actual finish date once the activity is completed.
Actual Start The date on which the activity is actually started.
Actual Finish The date on which the activity is actually Finished.
Early
Start
The earliest possible date the remaining work for the activity can
begin.This date is calculated by the project scheduler based on
activity relationships, schedule constraints, and resource availability.
The Early Start equals the Remaining Start unless you preserve the
scheduled early dates during leveling.
Early
Finish
The earliest possible date the activity can finish. This date is
calculated by the project scheduler based on activity relationships,
schedule constraints, and resource availability. The Early Finish
equals the Remaining Finish unless you preserve the scheduled early
dates duringleveling.
Late
Start
The latest possible date the remaining work for the activity must begin
without delaying the project finish date. This date is calculated by the
project scheduler based on activity relationships, schedule constraints,
and resource availability. The Late Start equals the Remaining Late
Startunless you preserve the scheduled late dates during leveling.
3. Late Finish The latest possible date the activity must finish without delaying the
project finish date. This date is calculated by the project scheduler
based on activity relationships, schedule constraints, and resource
availability. The Late Finish equals the Remaining Late Finish
unless youpreserve the scheduled late dates during leveling.
Planned
Start
For an activity that has not started, the date the activity is scheduled
tobegin. This date is set equal to the early start date by the project
scheduler but can be updated manually by the project manager. This
date is not changed by the project scheduler once you apply an Actual
Start date.
Planned
Finish
For an activity that has not started, the date the activity is scheduled
tofinish. This date is set equal to the early finish date by the project
scheduler but can be updated manually by the user. This date is not
changed by the project scheduler once you apply an Actual Finish
date.
Anticipated
Start
The expected start date of the project, EPS node, or WBS level, used
during the planning phase. This date is manually entered and is not
affected by scheduling. An anticipated start date cannot be entered at
the activity level.
Anticipated
Finish
The expected finish date of the project, EPS node, or WBS level, used
during the planning phase. This date is manually entered and is not
affected by scheduling. An anticipated finish date cannot be entered
atthe activity level.
Remaining
Early Start
The earliest possible date the remaining work for the activity is
scheduled to begin. This date is calculated by the project scheduler
butcan be updated manually by the user. Before the activity is
started, theRemaining Start is the same as the Planned Start. Once
the activity has started, the Remaining Start is equal to the Data
Date. When the activity is complete, the Remaining Start is blank.
Remaining
Early
Finish
The earliest possible date the remaining work for the activity is
scheduled to finish. This date is calculated by the project scheduler
but can be updated manually by the user. Before the activity is
started, the Remaining Finish is the same as the Planned Finish.
When the activity iscomplete, the Remaining Finish is blank.
Remaining
Late Start
The latest possible date the remaining work for the activity must
begin without delaying the project finish date. This date is calculated
by the project scheduler based on activity relationships, schedule
constraints, and resource availability. When the activity is complete,
the RemainingLate Start is blank.
4. Remaining
Late Finish
The latest possible date the activity must finish without delaying the
project finish date. This date is calculated by the project scheduler
based on activity relationships, schedule constraints, and resource
availability. When the activity is complete, the Remaining Late
Finish isblank.
Expected
Finish
Primary
Constraint
Date
&
Secondary
Constraint
Date
The date the activity is expected to finish, according to the primary resource.
Typically, the primary resource enters this date in P6 ProgressReporter.
When scheduling your projects, you may choose to use the Expected Finish
dates or not.
The constraint date for the activity is the date for which the activity's
constraint applies. You can enter a primary and secondary constraint.
Depending on the constraint type, this date could be a start date or a
finish date. For example, if the constraint is a Finish On constraint,
the constraint date is the date on which the activity must finish.
If the activity does not have a constraint, this field will be empty.
5. NOTE:
An ‘A’ appearing after the Start or Finish value indicates that the value is
theActual Start or Actual Finish.
An ‘*’ appearing after the Start or Finish value indicates that there is a
Start orFinish constraint on this activity.
How to assure Project Integrity with “Schedule Log”
Primavera P6 provides a tool which gives insight to possible schedule errors. Once a
project has been recalculated, the Schedule Log is able to detect the following
potential issues:
Open‐ended activities
Out of sequence activities
Activities with Actual Start / Finish dates, beyond the Data Date
Background:
The Data Date is the logical backbone of a schedule. It doesn’t have to equal
“today” but does represent the point through which you have updated
information for your activities.
Everything to the left of the Data Date represents what’s happened so far.
Everything to the right of the Data Date represents what still has yet to happen.
1.) Enable Schedule Logging (one‐time only)
Access the ‘Schedule’ dialog
box.Either:
* Press “F9” (or)
* Click “Tools, Schedule”
Enable “Log to file” as shown here:
6. 2.) Recalculate the Schedule
Either:
* Press “F9” (or)
* Click “Tools, Schedule”
Click “Schedule” as shown here:
3.) View the Log File
7. 4.) Inspect the Log for Potential Problems
“Activities without predecessors” / “Activities without successors”:
These activities lack logic ties on either side.
Not necessarily a problem, but good to use these results to double‐check your schedule
integrity.
“Out‐of‐sequence activities”
Was successor’s progress entered too soon?
Is predecessor’s progress / completion missing?
“Activities with Actual Dates > Data Date”
Actual dates have been entered in advance of the Datadate – ok if dates are within
reporting period
Understanding ‘Percent Complete’
Types:
The activity percent complete type is one of "Duration", "Units", or "Physical".
The percent complete type controls whether the Activity % Complete is tied to
the
Duration % Complete, the Units % Complete, or the Physical % Complete for the activity.
Set the percent complete type to "Duration" for activities which are
durationdriven, for example, administration tasks and training classes.
Set the percent complete type to "Physical" for activities which are
work‐product driven, for example, creating a document or a product.
Set the percent complete type to "Units" for activities which are work
effortdriven, for example, providing a consulting service.
8. Activity % CompleteFields
Physical % Complete The activity physical percent complete. The physical percent
completereflects the actual progress made on the activity's work
products so far. Physical percent complete can be manually
entered by people familiar with the status of the activity's work
products or it can be based on the completion of assigned Steps.
Always in the range 0 to
100.
Duration % Complete The percent complete of the activity duration. Computed as
((PlannedDuration ‐ Remain Duration) / Planned Duration) *
100. Always in the range 0 to 100. The planned duration is taken
from the current plan,
not from the current baseline.
Duration % of Planned The activity actual duration percent of planned. Computed as
(ActualDuration / BL Duration) * 100. The value can exceed 100.
The BL Duration is the activity's at complete duration from the
current
baseline.
Activity % Complete The activity percent complete. This value is tied to the activity
Duration
% Complete, Units % Complete, or Physical % Complete, depending
on
the setting for the activity's Percent Complete Type, which is one
of"Duration", "Units", or "Physical". Always in the range 0 to 100.
Schedule % Complete The Schedule % Complete specifies how much of the activity's
baselineduration has been completed so far. Computed based on
where the current data date falls between the activity' s baseline
start and finish dates. If the data date is earlier than the BL Start,
the Schedule % Complete is 0. If the data date is later than the BL
Finish, the Schedule
% Complete is 100. The Schedule % Complete indicates how much
ofthe activity duration should be currently completed, relative to
the selected baseline.
Note: Summary Schedule percent complete when displayed on an
organize band, will ALWAYS be calculated as (BCWS* 100) / BAC,
regardless of what earned value technique i. s selected for the
activity's
WBS.
Performance %
Complete
Performance percent complete is used to compute earned value
andmay be based on the Activity % Complete, on the 0/100 rule,
on the 50/50 rule, etc., depending on the technique for computing
earned‐ value percent complete for the activity's WBS. The
Performance % Complete specifies what percentage of the
activity's planned worth has been earned so far.
Note: Summary Performance percent complete when displayed on an
organize band, will ALWAYS be calculated as (BCWP * 100) / BAC,
regardless of what earned value technique is selected for the
activity's
WBS.
9. Cost Related % CompleteFields
Labor Cost % Complete The percent complete of costs for all labor resources assigned to
the activity. Computed as (Actual Labor Cost / At Complete
Labor Cost) *
100. Always in the range 0 to 100.
Non‐Labor Cost
%
Complete
The percent complete of costs for all non‐labor resources assigned to
the activity. Computed as (Actual Non‐Labor Cost / At Complete
Non‐Labor Cost) * 100. Always in the range 0 to 100.
Expense Cost %
Complete
The percent complete of costs for all expenses associated with the
activity. Computed as (Actual Expense Cost / At Complete
ExpenseCost) * 100. Always in the range 0 to 100.
Cost % Complete The percent complete of costs for all labor resources, non‐labor
resources, and expenses for the activity. Computed as (Actual
Total
Cost / At Complete Total Cost) * 100. Always in the range 0 to 100.
Cost % of Planned The activity actual cost percent of planned. Computed as (Actual
Total Cost / BL Total Cost) * 100, or equivalently as (ACWP / BAC)
* 100. The value can exceed 100. The baseline total cost is the
activity's at
complete cost from the current baseline.
Unit Related % CompleteFields
Units % Complete The percent complete of units for all labor and non‐labor resources
assigned to the activity. Computed as (Actual Units / At Complete
Units)
* 100. Always in the range 0 to 100.
Labor Units %
Complete
The percent complete of units for all labor resources for the
activity.Computed as (Actual Labor Units / At Complete Labor
Units) * 100.
Always in the range 0 to 100.
Non‐Labor Units %
Complete
The percent complete of units for all non‐labor resources for the
activity. Computed as (Actual Non‐Labor Units / At Complete
Non‐Labor
Units) * 100. Always in the range 0 to 100.
WBS Level % CompleteField
Steps % Complete The percent complete using the WBS Milestones that are assigned to
a WBS level. Computed as Actual Weight of Completed Milestones /
Total
Possible Weight of All Milestones
10. Understanding Valid Relationships To / From Milestones:
Start Milestones can have:
FS, SS predecessors
SS, SF successors
Finish Milestones can have:
SF, FF predecessors
FS, FF successors
Notes:
The only valid relationship between 2 Start Milestones is a SS relationship.
The only valid relationship between 2 Finish Milestones is a FF relationship.
The only valid relationship from a Start to a Finish Milestone is a SF relationship.
The only valid relationship from a Finish to a Start Milestone is a FS relationship.
Understanding “Commit” & “Refresh” DB
P6 commits data when the following functions are performed:
1. Closing the application
2. Choose FILE, COMMIT DATA (F10)
3. Summarize projects
4. Add or Delete EPS nodes via the SDK
5. Apply Actuals
6. Schedule
7. Import/Export
8. Delete a resource
9. Delete a project
10. Approve or reject a timesheet from TOOLS, TIME APPROVAL
11. Write license information to database
12. Change a user password
13. Open a project
14. Close a project
15. Save a project baseline
16. Choose TOOLS, CHECK PROJECT INTEGRITY
17. Save a layout in Tracking View
18. Choose Calc Impact from PROJECT, RISKS
19. Add a resource and complete the New Resource Wizard
20. Create a new Report using the Report Wizard
11. 21. Modify and save an existing report
22. Import or Export a report
23. Select a baseline project to use and click OK
24. Assign or Modify a user login for a Resource
25. Choose FILE, PROJECT ARCHITECT and save changes
26. Edit a calendar from ENTERPRISE, CALENDARS
27. Choose Send All from the Notify dialogue in PROJECT, ISSUES
28. When new rows are added by choosing any of the options from the EDIT, ASSIGN
menu. Options are Resource, Resource by Role, Role, Activity Code, Predecessor, and
Successor.
29. Delete a Resource Shift from ENTERPRISE, RESOURCE SHIFTS
30. Modify a Resource Shift and click Close
31. Assign a Shift Calendar on the Units &am p; Prices tab under
ENTERPRISE,RESOURCES
32. Import data from Expedition under ENTERPRISE, EXTERNAL APPLICATIONS
33. Leveling resources
P6 commits data when the following dialog boxes are closed:
34. EDIT, ASSIGN, ASSIGN RESOURCES or the Assign Resource dialogue when
addingresource assignments to activities.
35. PROJECT, BASELINES
36. PROJECT, THRESHOLDS
37. PROJECT, RISKS
38. PROJECT, ISSUES
39. ENTERPRISE, ENTERPRISE PROJECT STRUCTURE
40. ENTERPRISE, OBS
41. ENTERPRISE, ACTIVITY CODES
42. ENTERPRISE, CALENDARS
43. ENTERPRISE, COST ACCOUNTS
44. ENTERPRISE, FUNDING SOURCES
45. ENTERPRISE, EXTERNAL APPLICATIONS
46. TOOLS, JOB SERVICES
47. TOOLS, REPORTS, BATCH REPORTS
48. ADMIN, USERS
49. ADMIN, SECURITY PROFILES
50. ADMIN, ADMIN PREFERENCES
12. P6 commits data when the switching between the following windows:
51. Project View
52. Reports View
53. Resources View
54. Tracking View
55. WBS View
56. Work Products and Documents View
P6 refreshes data when the following functions are performed:
1. Choose FILE, REFRESH.
2. Open / Change Layout
3. When creating a baseline and choosing to create the baseline by saving a copy of
the current project as the baseline.
4. Choose TOOLS, CHECK PROJECT INTEGRITY.
5. The SDK auto‐refreshes by default.
Understanding “Fill Down”
In some table format display columns, you can use the Fill Down feature to quickly
enterthe same text in successive rows.
To copy text from one row to successive rows within a column, select the row
containing the text you want to copy and the rows you want to copy the text to,
thenchoose Edit, Fill Down.
1. Click the cell value that you want to use to populate other cells.
13. 2. Select other cells in the same column to be changed to the new value by
usingeither Shift‐click or Ctrl‐click.
Note: The original cell to be copied must remain highlighted.
3. Right click and choose Fill Down. All of the highlighted cells will be
populatedwith the first selected value (i.e. "Design Building Addition").
NOTE: Some fields cannot be filled down.
For example: Calculated fields such as Earned Value, Activity ID, resource
ID.,Cost Account, Cost Account ID, etc. will have the Fill Down option
grayed out.
4. Commit changes (File, Commit Changes or F10)
14. Using “Undo”
The Undo command (Edit, Undo) allows you to change information back to its pre‐
modified value in the Activities, Resources, and Resource Assignments windows. This
includes: Add, Edit, Delete functions in those windows.
Undo stores each action performed in sequence, beginning with the most recent action
performed. There is no technical limit on the number of items stored in Undo history.
Once the history is cleared, it cannot be undone.
User actions that can be undone are:
Inserts
Edits
Deletes (activities, resources, codes etc)
CopyPastes
CutPastes
Fill Downs
Replace (the Undo will only undo one edit at a time)
What can’t be undone:
Deleting a Project
Modifications made from a global change
Data on activity tabs that can’t be undone:
Expense assignments
WP + Doc assignments
Feedback to Resources
Steps
Notebook topics
Inserts/Modifications/Deletes to code assignments done in the tabs cannot
beundone. For Undo to work, the codes must be displayed as columns, and
the user must make the changes in the columns. This applies to activity code
assignments and resource code assignments.
The following actions will clear the Undo history in the Project Management module:
Summarizing data
Updating Progress
Applying actuals
Refreshing data
15. Renumbering activity IDs in baselines
Creating projects
Opening and closing projects
Exiting the application
Importing
Changing portfolios
Opening the Project Portfolios, User Preferences, Admin Preferences, and
TimeApproval dialog boxes
Opening the OBS, User Defined Fields, Resource Codes, Activity Codes,
andProject Codes dialog boxes
Pop up windows which clear the Undo history when the window is opened:
OBS
Project Portfolios
Resource Codes
Project Codes
Activity Codes
User Defined Fields
Admin Preferences
User Preferences
Time Approval
Actions that will not clear Undo history:
Changing Views
Commit command, whether it is selected in the menu or through pressing F10
Scheduling
Leveling
Notes about Undo:
You can only undo modifications in the General, Status, Resources,
andRelationships tabs of Activity Details.
Scheduling, leveling, making layout changes, and opening a new layout do not
clear the Undo history.
You can only undo activity code value assignments that were assigned using
the columns in the Activities window. Code values that are assigned and/or
removedfrom the Codes tab cannot be undone.
If you delete a resource and use Undo to restore it, you must reassign the
resource to any previous project issues, risks, and expenses. Also, you must
reassign the primary flag for the restored resource to its activity
assignments.
END