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 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.
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.
This document discusses planning and scheduling a residential construction project using Primavera software. The main goals of the project are to study the basics of Primavera, select a residential building plan, estimate quantities, schedule activities, create a work breakdown structure, budget the project, and generate reports. Primavera is a project management tool that uses critical path methodology to calculate activity durations and floats. It has Gantt chart views to display the project schedule. The document defines key terms like project, activity, resource, and time and cost parameters that can be measured using planning software. It also describes the project life cycle and monitoring process to ensure the project stays on schedule and budget.
This document summarizes a presentation on project scheduling. It discusses key terminology like milestones and activities. The basic steps of project management are defined including defining activities, sequencing, estimating resources and durations, developing a schedule, and controlling the schedule. Techniques for project scheduling are described, including work breakdown structures (WBS), Gantt charts, critical path method (CPM), and Program Evaluation Review Technique (PERT). WBS involves breaking down large projects into smaller, more manageable tasks. Gantt charts, CPM, and PERT are network-based scheduling methods that use diagrams to show task relationships and identify the critical path.
The document discusses key concepts in Oracle's Primavera P6 project management software. It describes the enterprise project structure (EPS) which represents the hierarchical structure of projects in the database. It also discusses organizational breakdown structures (OBS), calendars, activity types, relationships between activities, resources, constraints, work breakdown structures (WBS), and user defined fields.
This document provides an overview of the topics covered in the Course 102 training materials for Primavera P6. The topics include an introduction to Primavera and P6, the project management life cycle, navigating and customizing layouts in P6, creating and managing projects, scheduling activities and resources, and reporting and controlling projects. The document outlines the objectives and content covered in each lesson.
Installation of primavera (optional)
Open primavera
Create EPS
Create your own project with minimum 30 activities(Live projects are preferable)
Data entry
Inserting activities
Assigning relationship
Activates codes
Basic formatting of Bars(Bar style, Bar label)
Inserting and modifying columns
Group by and short by
User defined filed
Interfering floats
Make 2 more of your self
Filters
New filters
Modify filters
Cases of Constraints
Case of difference between total float and free float
calendar
Import & Export
Live project Information
Filters ( 1-line, 2-line, 3-line Filters)
RESOURCE ASSIGNING AND LEVELLING
Resource Levelling
RESOURCE LOADING (Bell type, front loaded, back loaded, linear etc.)
EARNED VALUE ANALYSIS
Cost Account
Expenses
Reports
Role
User Defined fields
Admin Preferences
Renumbering Activities
Project Portfolio
Edit Columns
Save layout
Working with multiple projects
Activity Steps
Global change
Multiple Projects
USING WORK PRODUCTS AND DOCUMENTS
UPDATING PROJECT BY "AUTO ACTUALS" METHOD
UPDATING, SCHEDULING PROJECT - WITH SPOTLIGHT FEATURE
ASSIGN BASELINE
MAINTAIN BASELINE
PROJECT CODES
Scheduling by using microsoft project 2013Chetanraj M
Scheduling and optimising all the activities/tasks in selected building construction project with using resources and levelling of over allocation by using microsoft project 2013, which helps to target the finishing date of project within time and also within cost
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.
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.
This document discusses planning and scheduling a residential construction project using Primavera software. The main goals of the project are to study the basics of Primavera, select a residential building plan, estimate quantities, schedule activities, create a work breakdown structure, budget the project, and generate reports. Primavera is a project management tool that uses critical path methodology to calculate activity durations and floats. It has Gantt chart views to display the project schedule. The document defines key terms like project, activity, resource, and time and cost parameters that can be measured using planning software. It also describes the project life cycle and monitoring process to ensure the project stays on schedule and budget.
This document summarizes a presentation on project scheduling. It discusses key terminology like milestones and activities. The basic steps of project management are defined including defining activities, sequencing, estimating resources and durations, developing a schedule, and controlling the schedule. Techniques for project scheduling are described, including work breakdown structures (WBS), Gantt charts, critical path method (CPM), and Program Evaluation Review Technique (PERT). WBS involves breaking down large projects into smaller, more manageable tasks. Gantt charts, CPM, and PERT are network-based scheduling methods that use diagrams to show task relationships and identify the critical path.
The document discusses key concepts in Oracle's Primavera P6 project management software. It describes the enterprise project structure (EPS) which represents the hierarchical structure of projects in the database. It also discusses organizational breakdown structures (OBS), calendars, activity types, relationships between activities, resources, constraints, work breakdown structures (WBS), and user defined fields.
This document provides an overview of the topics covered in the Course 102 training materials for Primavera P6. The topics include an introduction to Primavera and P6, the project management life cycle, navigating and customizing layouts in P6, creating and managing projects, scheduling activities and resources, and reporting and controlling projects. The document outlines the objectives and content covered in each lesson.
Installation of primavera (optional)
Open primavera
Create EPS
Create your own project with minimum 30 activities(Live projects are preferable)
Data entry
Inserting activities
Assigning relationship
Activates codes
Basic formatting of Bars(Bar style, Bar label)
Inserting and modifying columns
Group by and short by
User defined filed
Interfering floats
Make 2 more of your self
Filters
New filters
Modify filters
Cases of Constraints
Case of difference between total float and free float
calendar
Import & Export
Live project Information
Filters ( 1-line, 2-line, 3-line Filters)
RESOURCE ASSIGNING AND LEVELLING
Resource Levelling
RESOURCE LOADING (Bell type, front loaded, back loaded, linear etc.)
EARNED VALUE ANALYSIS
Cost Account
Expenses
Reports
Role
User Defined fields
Admin Preferences
Renumbering Activities
Project Portfolio
Edit Columns
Save layout
Working with multiple projects
Activity Steps
Global change
Multiple Projects
USING WORK PRODUCTS AND DOCUMENTS
UPDATING PROJECT BY "AUTO ACTUALS" METHOD
UPDATING, SCHEDULING PROJECT - WITH SPOTLIGHT FEATURE
ASSIGN BASELINE
MAINTAIN BASELINE
PROJECT CODES
Scheduling by using microsoft project 2013Chetanraj M
Scheduling and optimising all the activities/tasks in selected building construction project with using resources and levelling of over allocation by using microsoft project 2013, which helps to target the finishing date of project within time and also within cost
This document provides an overview of MS Project and project management basics. It discusses what a project is, the typical project life cycle phases of initiation, planning, execution, and closure. Project management is defined as applying skills and tools to meet stakeholder needs within scope, time, cost and quality constraints. The core functions of a project manager are also outlined. The document then demonstrates how to use key MS Project features like creating tasks, assigning resources and durations, setting relationships between tasks, and tracking the critical path. Various views and reports are described to monitor the project schedule, costs, and resources.
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.
Construction Managemnt
CONSTRUCTION MANAGERS / LEADERS
CONSTRUCTION MANAGEMENT PROCESS GROUPS
PROJECT MANAGEMENT KNOWLEDGE AREAS
PROJECT MANAGEMENT TRIANGLE
The document discusses Work Breakdown Structure (WBS), which is a deliverable-oriented decomposition of a project into smaller, more manageable components. A WBS breaks down the project scope into smaller parts for estimating, scheduling, and monitoring and control. It helps define the total scope of work, assign responsibilities, and track costs, schedule, and deliverables. The key steps to develop a WBS are to identify the main project deliverables and break them down into successively smaller work packages or tasks in a hierarchical manner. This allows estimating time and costs for each component and monitoring project progress.
This document provides an overview of MS Project 2010 and how to use it to plan and track projects. It discusses setting up a new project by defining options, resources, and the project plan using tasks, durations, dependencies, and baselines. It also covers tracking project progress by updating actual start/finish dates, percentages complete, and viewing variances from the baseline. The document concludes with an overview of different report types available in MS Project 2010.
The Critical Path Method (CPM) is a technique for scheduling a set of project activities. It identifies the longest continuous chain of activities from start to finish required to complete the project on time. This longest chain is called the critical path. CPM calculates the earliest and latest times each activity can start and finish without making the project longer. Activities on the critical path have no scheduling flexibility, while other activities have "float" or slack time that can be used for scheduling flexibility. CPM is useful for determining the minimum project duration and identifying which activities must be carefully managed and monitored to avoid project delays.
The document discusses the key aspects of project management including the project life cycle and its phases. It describes the five phases of a project life cycle as initiation, planning, execution, monitoring and control, and closeout. For each phase, it provides the key outputs and activities. For example, in the planning phase the outputs include creating a work breakdown structure, developing schedules, and determining roles and responsibilities. The document also covers other areas such as what is a project, factors for project success and failure, the role of a project manager, and common project management tools.
Microsoft Projects; a step by-step guide for beginner'sAbhik Tushar Das
This document provides a step-by-step guide for using project management software. It outlines the prerequisite data needed, including a work breakdown structure, resource requirements, project timelines, and resource costs. It then describes the various tools available in the software for creating Gantt charts, viewing resource usage over time, leveling resources across projects, recording and running macros, and generating different types of reports. The overall purpose is to provide a decision making tool for managing projects through detailed planning and tracking of schedules, resources, and costs.
The document discusses project monitoring and control. It describes the various activities that must be regularly monitored during a project, including scope, schedule, budget, risk, and contract management. It also explains the key elements of project control: baseline development, change control, and progress monitoring. Baselines establish plans for scope, schedule, budget, and stakeholder satisfaction. Change control manages changes to the project baselines and progress. Regular monitoring compares progress to the plans to identify variances requiring corrective action.
Primavera p6 18.8 planning and scheduling guide r3Matiwos Tsegaye
This manual is developed to assist construction professional in understanding the basic principles of planning and to guide them how planning is developed using the recent edition Primavera Professional P6 18.8.
This document provides an overview of critical path method (CPM) and network analysis techniques for project management. It defines key CPM terms like critical path, float, crashing and activities. It explains the 6 steps to using CPM including specifying activities, establishing dependencies, drawing the network diagram, estimating times, identifying the critical path, and updating the diagram. An example network diagram is provided. Advantages of CPM include establishing a framework for planning, scheduling, and controlling projects. Disadvantages include reliance on accurate estimates and the potential complexity of large network diagrams.
Planning and Scheduling Construction Projects using Primavera Software A Case...ijtsrd
This document summarizes a case study on planning and scheduling two construction blocks of a government housing project in Bhopal, India using Primavera P6 software. The study compares Block A and Block B to identify reasons for delays. Primavera P6 was used to develop schedules, assign resources, and conduct financial risk analysis. Key planning methods discussed include Gantt charts, network scheduling, and work breakdown structures. Scheduling and resource allocation steps are outlined. The case study aims to demonstrate the benefits of using project management software for planning, monitoring, and controlling large infrastructure projects.
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
This document provides an overview of basic project management concepts using Microsoft Project 2010. It discusses what a project is, project constraints, planning and controlling activities, work breakdown structures (WBS), and getting started with MS Project settings. It also covers creating a project, tasks, durations, linking tasks, milestones, resources, baselines, tracking progress, and earned value management. The document uses an example fence building project to demonstrate tracking progress and calculating schedule and cost performance indicators in MS Project.
COST AND TIME CONTROL OF CONSTRUCTION PROJECTS_TKAJTapesh Ajmera
This document discusses factors that inhibit effective cost and time control on construction projects and measures to mitigate them. It identifies common issues like design changes, risks and uncertainties, inaccurate project duration estimates, complex work, and non-performing subcontractors. For each issue, it provides examples of preventive, predictive, corrective, and organizational measures that can be implemented. For instance, to address inaccurate estimates, it suggests preparing schedules using experienced planners with construction knowledge rather than relying on gut feelings. The document aims to help improve project cost and schedule performance through better risk management and control practices.
Lessons Learned - Schedule Updating And Maintenance Using Primavera™Charlie Jackson
The document provides lessons learned for effectively updating and maintaining schedules in Primavera P6. It discusses the importance of understanding contract requirements, establishing baselines, assigning responsibilities, providing training, gathering data through site visits, and understanding P6 settings. The key lessons include planning the update process, entering progress data, reviewing reports and analyses, and communicating schedule status. Maintaining the schedule in P6 requires properly setting up the software and following a structured process of planning, data collection, review, and communication.
The document discusses risk management for projects. It defines risk as an uncertain event that can positively or negatively impact project duration, cost, scope, or quality. The purposes of risk management are to identify, analyze, and respond to risks in order to increase the likelihood of positive events and decrease the likelihood of negative events. The key components of risk management are planning, identification, analysis, response planning, and monitoring and control. Risk management should be incorporated into the overall project plan.
Project management-project life cycle-pdfAditi Garg
The document outlines the typical phases in a construction project lifecycle:
1) Initiation/Conceptual Stage - The initial idea is developed and feasibility studies are conducted.
2) Design Stage - Detailed design and planning of the project occurs.
3) Tendering Stage - Contractors are solicited and a contract is awarded for construction.
4) Construction Stage - The project is built according to the plans.
5) Completion Stage - The finished project is handed over and put into operation. Monitoring of performance continues.
In this presentation we have done earlier a project for Phillip Morris (Pakistan) for the access control system and canteen management system. It is the project presentation for our subject Planning and Scheduling. i hope it is the best for the understanding Project planning and scheduling.
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.
The Project Management Plan (PMP) is a formal document that defines how a project will be executed, monitored, controlled and closed. It describes the actions needed to plan, integrate and coordinate project activities. The PMP is progressively elaborated throughout the project.
The scope management plan describes how the project scope will be defined, developed, monitored, controlled and verified. It helps reduce the risk of scope creep.
Developing the project schedule involves defining activities, sequencing them, and estimating activity durations. The critical path method (CPM) identifies which activities must be completed on time for on-time project completion and which activities have float or slack.
This document provides an overview of MS Project and project management basics. It discusses what a project is, the typical project life cycle phases of initiation, planning, execution, and closure. Project management is defined as applying skills and tools to meet stakeholder needs within scope, time, cost and quality constraints. The core functions of a project manager are also outlined. The document then demonstrates how to use key MS Project features like creating tasks, assigning resources and durations, setting relationships between tasks, and tracking the critical path. Various views and reports are described to monitor the project schedule, costs, and resources.
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.
Construction Managemnt
CONSTRUCTION MANAGERS / LEADERS
CONSTRUCTION MANAGEMENT PROCESS GROUPS
PROJECT MANAGEMENT KNOWLEDGE AREAS
PROJECT MANAGEMENT TRIANGLE
The document discusses Work Breakdown Structure (WBS), which is a deliverable-oriented decomposition of a project into smaller, more manageable components. A WBS breaks down the project scope into smaller parts for estimating, scheduling, and monitoring and control. It helps define the total scope of work, assign responsibilities, and track costs, schedule, and deliverables. The key steps to develop a WBS are to identify the main project deliverables and break them down into successively smaller work packages or tasks in a hierarchical manner. This allows estimating time and costs for each component and monitoring project progress.
This document provides an overview of MS Project 2010 and how to use it to plan and track projects. It discusses setting up a new project by defining options, resources, and the project plan using tasks, durations, dependencies, and baselines. It also covers tracking project progress by updating actual start/finish dates, percentages complete, and viewing variances from the baseline. The document concludes with an overview of different report types available in MS Project 2010.
The Critical Path Method (CPM) is a technique for scheduling a set of project activities. It identifies the longest continuous chain of activities from start to finish required to complete the project on time. This longest chain is called the critical path. CPM calculates the earliest and latest times each activity can start and finish without making the project longer. Activities on the critical path have no scheduling flexibility, while other activities have "float" or slack time that can be used for scheduling flexibility. CPM is useful for determining the minimum project duration and identifying which activities must be carefully managed and monitored to avoid project delays.
The document discusses the key aspects of project management including the project life cycle and its phases. It describes the five phases of a project life cycle as initiation, planning, execution, monitoring and control, and closeout. For each phase, it provides the key outputs and activities. For example, in the planning phase the outputs include creating a work breakdown structure, developing schedules, and determining roles and responsibilities. The document also covers other areas such as what is a project, factors for project success and failure, the role of a project manager, and common project management tools.
Microsoft Projects; a step by-step guide for beginner'sAbhik Tushar Das
This document provides a step-by-step guide for using project management software. It outlines the prerequisite data needed, including a work breakdown structure, resource requirements, project timelines, and resource costs. It then describes the various tools available in the software for creating Gantt charts, viewing resource usage over time, leveling resources across projects, recording and running macros, and generating different types of reports. The overall purpose is to provide a decision making tool for managing projects through detailed planning and tracking of schedules, resources, and costs.
The document discusses project monitoring and control. It describes the various activities that must be regularly monitored during a project, including scope, schedule, budget, risk, and contract management. It also explains the key elements of project control: baseline development, change control, and progress monitoring. Baselines establish plans for scope, schedule, budget, and stakeholder satisfaction. Change control manages changes to the project baselines and progress. Regular monitoring compares progress to the plans to identify variances requiring corrective action.
Primavera p6 18.8 planning and scheduling guide r3Matiwos Tsegaye
This manual is developed to assist construction professional in understanding the basic principles of planning and to guide them how planning is developed using the recent edition Primavera Professional P6 18.8.
This document provides an overview of critical path method (CPM) and network analysis techniques for project management. It defines key CPM terms like critical path, float, crashing and activities. It explains the 6 steps to using CPM including specifying activities, establishing dependencies, drawing the network diagram, estimating times, identifying the critical path, and updating the diagram. An example network diagram is provided. Advantages of CPM include establishing a framework for planning, scheduling, and controlling projects. Disadvantages include reliance on accurate estimates and the potential complexity of large network diagrams.
Planning and Scheduling Construction Projects using Primavera Software A Case...ijtsrd
This document summarizes a case study on planning and scheduling two construction blocks of a government housing project in Bhopal, India using Primavera P6 software. The study compares Block A and Block B to identify reasons for delays. Primavera P6 was used to develop schedules, assign resources, and conduct financial risk analysis. Key planning methods discussed include Gantt charts, network scheduling, and work breakdown structures. Scheduling and resource allocation steps are outlined. The case study aims to demonstrate the benefits of using project management software for planning, monitoring, and controlling large infrastructure projects.
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
This document provides an overview of basic project management concepts using Microsoft Project 2010. It discusses what a project is, project constraints, planning and controlling activities, work breakdown structures (WBS), and getting started with MS Project settings. It also covers creating a project, tasks, durations, linking tasks, milestones, resources, baselines, tracking progress, and earned value management. The document uses an example fence building project to demonstrate tracking progress and calculating schedule and cost performance indicators in MS Project.
COST AND TIME CONTROL OF CONSTRUCTION PROJECTS_TKAJTapesh Ajmera
This document discusses factors that inhibit effective cost and time control on construction projects and measures to mitigate them. It identifies common issues like design changes, risks and uncertainties, inaccurate project duration estimates, complex work, and non-performing subcontractors. For each issue, it provides examples of preventive, predictive, corrective, and organizational measures that can be implemented. For instance, to address inaccurate estimates, it suggests preparing schedules using experienced planners with construction knowledge rather than relying on gut feelings. The document aims to help improve project cost and schedule performance through better risk management and control practices.
Lessons Learned - Schedule Updating And Maintenance Using Primavera™Charlie Jackson
The document provides lessons learned for effectively updating and maintaining schedules in Primavera P6. It discusses the importance of understanding contract requirements, establishing baselines, assigning responsibilities, providing training, gathering data through site visits, and understanding P6 settings. The key lessons include planning the update process, entering progress data, reviewing reports and analyses, and communicating schedule status. Maintaining the schedule in P6 requires properly setting up the software and following a structured process of planning, data collection, review, and communication.
The document discusses risk management for projects. It defines risk as an uncertain event that can positively or negatively impact project duration, cost, scope, or quality. The purposes of risk management are to identify, analyze, and respond to risks in order to increase the likelihood of positive events and decrease the likelihood of negative events. The key components of risk management are planning, identification, analysis, response planning, and monitoring and control. Risk management should be incorporated into the overall project plan.
Project management-project life cycle-pdfAditi Garg
The document outlines the typical phases in a construction project lifecycle:
1) Initiation/Conceptual Stage - The initial idea is developed and feasibility studies are conducted.
2) Design Stage - Detailed design and planning of the project occurs.
3) Tendering Stage - Contractors are solicited and a contract is awarded for construction.
4) Construction Stage - The project is built according to the plans.
5) Completion Stage - The finished project is handed over and put into operation. Monitoring of performance continues.
In this presentation we have done earlier a project for Phillip Morris (Pakistan) for the access control system and canteen management system. It is the project presentation for our subject Planning and Scheduling. i hope it is the best for the understanding Project planning and scheduling.
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.
The Project Management Plan (PMP) is a formal document that defines how a project will be executed, monitored, controlled and closed. It describes the actions needed to plan, integrate and coordinate project activities. The PMP is progressively elaborated throughout the project.
The scope management plan describes how the project scope will be defined, developed, monitored, controlled and verified. It helps reduce the risk of scope creep.
Developing the project schedule involves defining activities, sequencing them, and estimating activity durations. The critical path method (CPM) identifies which activities must be completed on time for on-time project completion and which activities have float or slack.
The Project Management Plan (PMP) is a formal document that defines how a project will be executed, monitored, controlled and closed. It describes the actions needed to plan, integrate and coordinate project activities. The PMP is progressively elaborated throughout the project and is a communication tool for stakeholders. It is not a project schedule, which lists planned task dates.
The scope management plan describes how the project scope will be defined, developed, monitored, controlled and verified. It helps reduce scope creep.
Developing a project schedule involves defining activities, sequencing them, and estimating durations. The critical path method (CPM) identifies which activities must be completed on time for on-time project finish. It shows float and
(PROGRAM EVALUATION AND REVIE TECHNIQUE)hannahpepino1
The Program Evaluation and Review Technique (PERT) is a project management tool used to calculate the time needed to complete a project. It involves identifying all activities, determining the order they must be completed in, estimating activity times, and finding the critical path - the longest sequence of activities that determines the project's duration. PERT assigns three time estimates to each activity - optimistic, pessimistic, and most likely - and uses these to determine expected activity times and variances.
This course is a detailed course about Primavera Project Management.
The course contains so many details about the software and its relation to the project management science.
the material consists of 7 sessions.
this material is a primer effort and might be updated then uploaded.
I hope it will be beneficial to the persons who cares about project management.
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.
In this chapter, you will learn how to:
✔ Use the Backstage view to open and save Project files.
✔ Work with commands on different tabs of the ribbon interface, the major visual
change introduced in Project 2010.
✔ Use different views to see Project information presented in different ways.
How to prepare recovery or revised schedule rev.2Abdelhay Ghanem
This document explains how to create a recovery/revised schedule in Primavera. It discusses:
- The meaning of a recovery schedule and who should use this document
- Steps to prepare a recovery schedule including ensuring activities are in sequence, removing finish constraints, and running a retained logic schedule
- Applying global changes such as setting actual dates for completed activities and adjusting durations for in-progress activities
- Using an equation to calculate activity percent complete based on actual start, remaining duration and data date to ensure earned value equals planned value
- Exporting data to Excel to calculate values needed to adjust the schedule and ensure earned value matches planned value.
Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT) are network analysis techniques used for project scheduling. CPM is deterministic and used for projects with predictable time estimates, while PERT is probabilistic and used for complex projects with uncertain time estimates. The key steps for both techniques include identifying activities, constructing a network diagram, estimating activity times, and determining the critical path which has zero slack time. PERT additionally calculates variability and probability of completion using a normal distribution curve based on the mean and standard deviation of activity times.
You're right, my previous explanation of the PERT formula was incorrect. Let me re-explain it clearly:
The PERT formula is: (Optimistic time + 4 * Most likely time + Pessimistic time) / 6
For this question:
Optimistic time = 27 - 2 = 25 weeks
Pessimistic time = 27 + 5 = 32 weeks
Most likely time = 27 weeks
Plugging into the formula:
(25 + 4 * 27 + 32) / 6
= (25 + 108 + 32) / 6
= 165 / 6
= 27.5 weeks
Thank you for catching my mistake! I appreciate the feedback to improve my understanding.
The Project Management Plan (PMP) is a formal document that defines how a project will be executed, monitored, controlled and closed. It describes the actions needed to plan the project and ensures stakeholders share an understanding of the project. The PMP is not a project schedule, which lists planned task dates to meet milestones. Developing a project schedule involves defining activities, sequencing them, and estimating durations. Critical path schedules help identify critical activities, calculate minimum project time, and determine activity start/finish dates to maintain the schedule.
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.
This document discusses project scheduling, including definitions, purposes, history, and methods. It covers the stages of scheduling including preconstruction, construction, and postconstruction. Common scheduling methods like bar charts, network schedules, critical path method (CPM), and performance evaluation review technique (PERT) are explained. Key terms related to network scheduling and the critical path method are defined.
The document provides an overview of key concepts in project planning and scheduling including developing a project management plan, defining the project scope and work breakdown structure (WBS), sequencing activities, estimating durations and resources, developing a schedule, calculating early and late dates, determining the critical path, and calculating float. It includes examples of a sample project schedule to demonstrate these scheduling techniques.
This document discusses key concepts in project management including:
1) How to construct a project network diagram representing activities and their dependencies.
2) How to determine a project's critical path which indicates its minimum duration.
3) How to calculate activity floats which provide flexibility in 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.
Critical Path Explained With 7 Q&As and a Free Excel TemplateSHAZEBALIKHAN1
The critical path method is the most used project management technique. Learn the CPM with 7 FAQs ranging from definition to method, process, tests. The attached excel sheet (hyperlinked in the article) explains the implementation of CPM in a project schedule.
This document provides an overview of Programme Evaluation and Review Technique (PERT) and Critical Path Method (CPM), which are network analysis techniques used for project scheduling. PERT is used for projects with uncertainty, uses probabilistic time estimates, and focuses on scheduling and monitoring. CPM is used for projects with deterministic time estimates, focuses on time/cost tradeoffs, and allows expediting activities for extra cost. Both techniques identify the critical path and activities with slack. The document then discusses network terminology, provides an example project, and demonstrates how to construct a PERT network and perform calculations for expected activity times, earliest/latest event times, and slack.
Similar to Use of forward pass and backward pass in primavera (20)
Six Sigma is defined or implemented through applying DMAIC. DMAIC is an acronym for five interconnected phases: Define, Measure, Analyze, Improve, and Control.
The Six Sigma management system can enhance an organization’s profitability by increasing the quality of its processes.
The Six Sigma management method focuses on better understanding of changing customers' requirements, improving business systems, quality, and delivery, reducing and eliminating defects and waste, reducing cost, and enhancing the organization's competitive advantage.
The document outlines the typical project life cycle which includes initiation, planning, executing, monitoring and control, and closing phases. It then provides more details on the project initiation phase including developing the business case, feasibility study, project charter, and project team. Finally, it discusses the importance of planning, defines construction project planning, and describes the key activities in the planning, execution, monitoring and control, and closure phases.
Methodology to implement concept of 5D in construction projects without having a full fledged BIM in place.
BIM (Building Information Modeling) is the standard— but it is much more than just a 3D model.
Agile Project Management (APM) is an iterative approach to planning and guiding project processes. Just as in Agile Project Development, an Agile project is completed in small sections. These sections are called iterations.
Productivity growth is important to the firm because it means that it can meet its (perhaps growing) obligations to workers, shareholders, and governments (taxes and regulation), and still remain competitive or even improve its competitiveness in the market place.
Cost management is the process of planning and controlling the budget of a business. Cost management is a form of management accounting that allows a business to predict impending expenditures to help reduce the chance of going over budget.
Dashboard Reporting Using Business Intelligence provides an dynamic approach to the visibility of the progress to the team. It also enables the team to provide real time information on the project status.
This document provides an overview of basic electrical concepts to help readers better understand energy efficiency. It defines key terms like energy, British Thermal Units, the WAGES acronym to remember the main energy sources (water, air, gas, electric, steam), electrical resistance, power distribution in single and three-phase systems, real and reactive power, power factor and how it is calculated, causes of low power factor including displacement and total power factor, load factor calculation, and the power triangle relationship between voltage, current, real power, reactive power and apparent power.
A variable speed drive can save 20% to 50% depending on the operating cycle and average flow. Applying variable speed drives to ventilation systems creates 20% to 70% in energy savings!
Compressed is also called as “Fouth Utility”, after electricity, gas and waterCompressed air is used for aeration, filtration, dehydration, oxidation and fractionation.Compressed air is a utility. It is normally the most expensive utility in manufacturing environments and many times not managed for low cost.Since it is not normally hazardous, it is ofter overlooked as a source for savings.
An energy audit is an inspection, survey and analysis of energy flows, for energy conservation in a building, process or system to reduce the amount of energy input into the system without negatively affecting the output(s).
The document will enable the reader to have a better understanding on the different ways of progress measurement and help decide an individual the reporting type that is beneficial for them.
The document discusses energy consumption and renewable energy potential in India. It notes that a 6% increase in India's GDP would impose a 9% increased demand on the energy sector. India has significant potential to harness solar energy, with a total potential of 178 billion MW. However, large scale utilization of solar energy is still limited by production efficiency and costs. The document then discusses TATA BP Solar India Limited, which manufactures solar cells at 32 MW per year. It aims to capitalize on the potential of solar energy in India.
The document provides guidelines for planning outages at the Eskom Hendrina Power Station. It describes the four types of outages that can occur: general overhaul, mini general overhaul, interim repair, and forced outage. The planning process involves developing a project management plan, determining project requirements for scope, schedule, cost, quality, communication, risk, procurement, and stakeholder management. It also describes collecting contractor work schedules, integrating them into the Primavera P6 software, and updating project schedules on a daily/weekly basis during outages. Cleaning up non-standard data when importing schedules between different Primavera software versions is also outlined.
Earned value management (EVM) is a technique that measures project performance against the project baseline by comparing planned value, actual costs, and earned value. EVM calculations can identify if a project is ahead or behind schedule and under or over budget. For example, if a project that is halfway complete has an earned value less than the planned value and a schedule performance index less than 1, it is behind schedule. EVM is considered a best practice but its use is inconsistent. While useful for measuring schedule and cost performance, EVM does not capture quality or customer satisfaction.
A Dedicated, Proactive and Highly Experienced Practitioner, with Extensive Technical, and Leadership Expertise Gained Through Various Positions within the Engineering, Procurement and Construction, Oil/Gas and Energy Industries on an International Level.
Learn SQL from basic queries to Advance queriesmanishkhaire30
Dive into the world of data analysis with our comprehensive guide on mastering SQL! This presentation offers a practical approach to learning SQL, focusing on real-world applications and hands-on practice. Whether you're a beginner or looking to sharpen your skills, this guide provides the tools you need to extract, analyze, and interpret data effectively.
Key Highlights:
Foundations of SQL: Understand the basics of SQL, including data retrieval, filtering, and aggregation.
Advanced Queries: Learn to craft complex queries to uncover deep insights from your data.
Data Trends and Patterns: Discover how to identify and interpret trends and patterns in your datasets.
Practical Examples: Follow step-by-step examples to apply SQL techniques in real-world scenarios.
Actionable Insights: Gain the skills to derive actionable insights that drive informed decision-making.
Join us on this journey to enhance your data analysis capabilities and unlock the full potential of SQL. Perfect for data enthusiasts, analysts, and anyone eager to harness the power of data!
#DataAnalysis #SQL #LearningSQL #DataInsights #DataScience #Analytics
ViewShift: Hassle-free Dynamic Policy Enforcement for Every Data LakeWalaa Eldin Moustafa
Dynamic policy enforcement is becoming an increasingly important topic in today’s world where data privacy and compliance is a top priority for companies, individuals, and regulators alike. In these slides, we discuss how LinkedIn implements a powerful dynamic policy enforcement engine, called ViewShift, and integrates it within its data lake. We show the query engine architecture and how catalog implementations can automatically route table resolutions to compliance-enforcing SQL views. Such views have a set of very interesting properties: (1) They are auto-generated from declarative data annotations. (2) They respect user-level consent and preferences (3) They are context-aware, encoding a different set of transformations for different use cases (4) They are portable; while the SQL logic is only implemented in one SQL dialect, it is accessible in all engines.
#SQL #Views #Privacy #Compliance #DataLake
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Discussion on Vector Databases, Unstructured Data and AI
https://www.meetup.com/unstructured-data-meetup-new-york/
This meetup is for people working in unstructured data. Speakers will come present about related topics such as vector databases, LLMs, and managing data at scale. The intended audience of this group includes roles like machine learning engineers, data scientists, data engineers, software engineers, and PMs.This meetup was formerly Milvus Meetup, and is sponsored by Zilliz maintainers of Milvus.
The Building Blocks of QuestDB, a Time Series Databasejavier ramirez
Talk Delivered at Valencia Codes Meetup 2024-06.
Traditionally, databases have treated timestamps just as another data type. However, when performing real-time analytics, timestamps should be first class citizens and we need rich time semantics to get the most out of our data. We also need to deal with ever growing datasets while keeping performant, which is as fun as it sounds.
It is no wonder time-series databases are now more popular than ever before. Join me in this session to learn about the internal architecture and building blocks of QuestDB, an open source time-series database designed for speed. We will also review a history of some of the changes we have gone over the past two years to deal with late and unordered data, non-blocking writes, read-replicas, or faster batch ingestion.
State of Artificial intelligence Report 2023kuntobimo2016
Artificial intelligence (AI) is a multidisciplinary field of science and engineering whose goal is to create intelligent machines.
We believe that AI will be a force multiplier on technological progress in our increasingly digital, data-driven world. This is because everything around us today, ranging from culture to consumer products, is a product of intelligence.
The State of AI Report is now in its sixth year. Consider this report as a compilation of the most interesting things we’ve seen with a goal of triggering an informed conversation about the state of AI and its implication for the future.
We consider the following key dimensions in our report:
Research: Technology breakthroughs and their capabilities.
Industry: Areas of commercial application for AI and its business impact.
Politics: Regulation of AI, its economic implications and the evolving geopolitics of AI.
Safety: Identifying and mitigating catastrophic risks that highly-capable future AI systems could pose to us.
Predictions: What we believe will happen in the next 12 months and a 2022 performance review to keep us honest.
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Round table discussion of vector databases, unstructured data, ai, big data, real-time, robots and Milvus.
A lively discussion with NJ Gen AI Meetup Lead, Prasad and Procure.FYI's Co-Found
Codeless Generative AI Pipelines
(GenAI with Milvus)
https://ml.dssconf.pl/user.html#!/lecture/DSSML24-041a/rate
Discover the potential of real-time streaming in the context of GenAI as we delve into the intricacies of Apache NiFi and its capabilities. Learn how this tool can significantly simplify the data engineering workflow for GenAI applications, allowing you to focus on the creative aspects rather than the technical complexities. I will guide you through practical examples and use cases, showing the impact of automation on prompt building. From data ingestion to transformation and delivery, witness how Apache NiFi streamlines the entire pipeline, ensuring a smooth and hassle-free experience.
Timothy Spann
https://www.youtube.com/@FLaNK-Stack
https://medium.com/@tspann
https://www.datainmotion.dev/
milvus, unstructured data, vector database, zilliz, cloud, vectors, python, deep learning, generative ai, genai, nifi, kafka, flink, streaming, iot, edge
STATATHON: Unleashing the Power of Statistics in a 48-Hour Knowledge Extravag...sameer shah
"Join us for STATATHON, a dynamic 2-day event dedicated to exploring statistical knowledge and its real-world applications. From theory to practice, participants engage in intensive learning sessions, workshops, and challenges, fostering a deeper understanding of statistical methodologies and their significance in various fields."
2. USING FORWARD AND BACKWARD PASS IN PRIMAVERA
INTRODUCTION
Forward pass is a technique to move forward through a diagram to calculate activity duration.
Backward pass is its opposite. Early Start (ES) and Early Finish (EF) use the forward
pass technique. To determine the Early Start of an activity, factor in all its dependencies and
see its earliest start date.
The forward pass begins at either the start date of a project (if there is no progress reported) or
the data date of the project and goes forward in time taking into consideration the durations,
calendars, logical ties and any hard constraint dates. This will determine the EARLIEST that an
activity can start and or finish. These are the early dates.
The backward pass begins at the project must finish by date (if no constraint date is used then
it starts at the early finish date) and goes backward in time taking into consideration the
durations, calendars, logical ties and any hard constraint dates. This will determine the LATEST
that an activity can start and/or finish. These are the late dates.
The difference between the late date and the early dates is the float.
3. USING FORWARD AND BACKWARD PASS IN PRIMAVERA
USE OF PRIMAVERA TO FACILITATE BACKWARD AND FORWARD PASS
Step 1:
Let us consider a project, with the following assumptions:-
a) All the activities have the correct relationship.
b) Correct calendar has been used for the project.
c) The activity name and duration is correct.
d) The current completion of activity ID DUC-BSD-CRA-016 is 13th
Feb’18. Highlighted
e) The targeted completion of activity ID DUC-BSD-CRA-016 must be 10th
Jan’18. Highlighted
STEP 2: There are two ways by which we will be able to find the Backward pass
and forward pass dates.
a) By using project constraints under the status tab. One of the benefits of
using project constraints is that we can do the calculation on the basis of an
activity constraint for any particular activity.
b) By assigning a project must finish date under date tab, using the project
view.
4. USING FORWARD AND BACKWARD PASS IN PRIMAVERA
Here we have constraint of
completing the activity on or before
10th
Jan 18
Include column Early Start, early
finish, late start and late finish
Conclusion:
From the above example the forward pass dates is determined by using the Early Start and Early Finish
Dates and the backward pass dates is determined by using the Late Start and Late Finish Dates.
As we have used the constraints, the float of some of the activities is negative. So, in this case the team
needs to re-plan to bring the total float of activities to zero or greater than that.
The total float for some of the activities is negative, which gives an indication on the current delay of
the project.