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For Oracle employees and authorized partners only. Do not distribute to third parties. 2011 Oracle Corporation Proprietary and Confidential
TABLE OF CONTENTS
Lesson 1: Course Overview ...................................................................................... 13
Introduction ............................................................................................................................... 13 Course Logistics .......................................................................................................................... 14 Classroom Management ............................................................................................................ 14 What this Course IS and ISNT ................................................................................................. 14 Course Learning Objectives........................................................................................................ 15
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Activities Page............................................................................................................................ 36
Lesson 4: Views......................................................................................................... 39
Objectives .................................................................................................................................. 39 Role / Impact Chart.................................................................................................................... 39 Activity Views ............................................................................................................................ 40 Activity View List........................................................................................................................ 44 Activity Network ........................................................................................................................ 45 Activity Table ............................................................................................................................. 46 Calendar View............................................................................................................................ 47 LAB: Customizing a view ........................................................................................................... 48 Columns ..................................................................................................................................... 49 Activity Details ........................................................................................................................... 51 Saving Views .............................................................................................................................. 53 LAB: Create a New View ........................................................................................................... 54 LESSON REVIEW ......................................................................................................................... 55
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Objectives................................................................................................................................... 65 Role / Impact Chart .................................................................................................................... 65 Project Details and Defaults ....................................................................................................... 66 General Tab ................................................................................................................................ 66 Must Finish By Date ................................................................................................................... 67 Project Planned Start Date ......................................................................................................... 67 Project Codes ............................................................................................................................. 68 Codes Tab ................................................................................................................................... 69 Description Tab .......................................................................................................................... 71 Funding Tab ................................................................................................................................ 72 Issues Tab ................................................................................................................................... 73 Notebook Tab............................................................................................................................. 74 Fields in the Notebook tab ......................................................................................................... 75 Adding a Notebook Topic ........................................................................................................... 76 Risks Tab..................................................................................................................................... 77 Instructor Led Training Project Setup View ............................................................................... 78 Saving the Project Setup View ................................................................................................... 81 Project Default Fields ................................................................................................................. 82 Auto-numbering Defaults .......................................................................................................... 83 Activity Type ............................................................................................................................... 84 Duration Type............................................................................................................................. 86 Percent Complete Type.............................................................................................................. 88 Cost Account .............................................................................................................................. 90 Calendar ..................................................................................................................................... 91 Additional Project Level Setting Fields ....................................................................................... 92 LESSON REVIEW ......................................................................................................................... 94
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Role / Impact Chart.................................................................................................................... 95 EPS Page .................................................................................................................................... 96 Expanding and Collapsing .......................................................................................................... 97 Creating a Project ...................................................................................................................... 98 LAB: Create a Project ................................................................................................................ 99
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Activity Attributes .................................................................................................................... 116 LAB: Set up a Project Defaults ................................................................................................. 117 Activity Type ............................................................................................................................. 118 Adding Activities ...................................................................................................................... 119 Saving Changes......................................................................................................................... 121 LAB: General Tab ..................................................................................................................... 122 Adding Steps to an Activity ...................................................................................................... 125 Lab: Steps ................................................................................................................................ 126 Notebook Tab........................................................................................................................... 128 Activity Codes........................................................................................................................... 129 Assigning Activity Codes to an Activity .................................................................................... 130 LAB: Assigning Activity Codes.................................................................................................. 131 Calendars.................................................................................................................................. 132 Calendar Types ......................................................................................................................... 132 Calendar Assignments And Activities ....................................................................................... 133 LESSON REVIEW ....................................................................................................................... 134
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Role / Impact Chart.................................................................................................................. 145 Critical Path Method Scheduling ............................................................................................. 146 Critical Path.............................................................................................................................. 146 What is the Data Date ?........................................................................................................... 147 Viewing the Data Date ............................................................................................................. 148 Forward Pass ........................................................................................................................... 149 Backward Pass ......................................................................................................................... 149 Total Float ................................................................................................................................ 149 Backward Pass with Required Finish ....................................................................................... 150 Circular Relationships (Loops) ................................................................................................. 150 Open Ends................................................................................................................................ 151 Scheduling a Project ................................................................................................................ 152 Schedule Log ............................................................................................................................ 155 Audit Schedules using Schedule Log........................................................................................ 157 Lab: Review Schedule Log and Correct Errors ......................................................................... 158 LESSON REVIEW ....................................................................................................................... 159
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Customize Grouping Box .......................................................................................................... 173 LAB: Grouping and Sorting ...................................................................................................... 174 Grouping by Date ..................................................................................................................... 175 Sorting Activities ...................................................................................................................... 176 Filtering Activities..................................................................................................................... 177 Filters Dialog Box...................................................................................................................... 178 Applying a Standard Filter ........................................................................................................ 180 Using Multiple Filters ............................................................................................................... 181 Clear all Filters .......................................................................................................................... 182 LESSON REVIEW ....................................................................................................................... 183
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Objectives ................................................................................................................................ 203 Role / Impact Chart.................................................................................................................. 203 Steps for Resource Management ............................................................................................ 204 Lab: Assigning Resources by Role ........................................................................................... 205 Assigning Resources ................................................................................................................ 206 Lab: Modifying a Resource Assignment.................................................................................. 207 Designating a Primary Resource .............................................................................................. 208 Planning Costs ......................................................................................................................... 209 Resource Costs ........................................................................................................................ 209 Expense Costs .......................................................................................................................... 210 LESSON REVIEW ....................................................................................................................... 212 Small Group Discussion ........................................................................................................... 213
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LAB: Compressing the Schedule by Focusing on Critical Path Activities ................................. 230 Shortening the Project ............................................................................................................. 233 Refining Duration Estimates .................................................................................................... 234 Modifying Relationships........................................................................................................... 235 Modifying Constraints .............................................................................................................. 236 Verifying Project Dates............................................................................................................. 237 Analyzing Resource Allocation ................................................................................................. 238 Lab: Use the Team Usage Page to identify over allocated resources. .................................... 239 Identifying Resource Over allocation ....................................................................................... 240 Identifying Activities causing Over allocation .......................................................................... 241 Correcting Over allocation ....................................................................................................... 242 Lab: Resolve Over Allocation................................................................................................... 245 LESSON REVIEW ....................................................................................................................... 247
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Defining a Statusing Period ..................................................................................................... 266 Lab: Statusing a Project .......................................................................................................... 268 Rescheduling the Project ......................................................................................................... 271 View Schedule Impacts ............................................................................................................ 272 Controlling the Project ............................................................................................................ 273 Compressing the Schedule ...................................................................................................... 274 LESSON REVIEW ....................................................................................................................... 276 SMALL GROUP SUMMARY LAB ................................................................................................ 278
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Notes
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C OURSE L OGISTICS
This course takes three full days to complete. The Instructor will take one break per hour. The Instructor will set the start and end times for the breaks, and will start back from break at the agreed upon time.
C LASSROOM M ANAGEMENT
The use of cell phones in the class is prohibited. Texting is not allowed. The reason for these rules is that there is a lot of content being delivered quickly. If a class participant is constantly coming in and out of the class from an attention perspective, they will fall behind and will get lost. Given that this course is a compression of two courses, time is of the essence. The Instructor will not have time to go back and re-teach content to participants that have checked out by texting, taking meetings, or answering calls.
W HAT
THIS
C OURSE IS
AND
ISNT
This course is a fundamental overview of Primavera P6 EPPM r8.2 functionality. The expected outcome is fluent understanding of basic functionality. It isnt an opportunity to have the instructor provide free consulting expertise during class time to solve issues that may have arisen during a Customer engagement. If Participants bring up consulting issues that are not relevant to the scope of this class, the issues will be tabled on the white board. If there is time, then the Instructor may discuss these issues during breaks. However, given that there is a lot of content packed into three days, Participants may find that these discussions are limited.
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Creating a Project
Create a project Create a project from template Navigate in the Projects window View and modify information in Project Details
Adding Activities
Describe an activity and its components Describe activity types Add activities Add a Notebook topic to an activity Add steps to an activity Assign activity codes to activities
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Creating Relationships
View a network logic diagram Differentiate between the four relationship types Create relationships between Activities
Scheduling
Perform a forward and backward pass Describe float and its impact on a schedule Identify loops and open ends Calculate a schedule Analyze the scheduling log report
Assigning Constraints
Apply a Must Finish By date to the Project Apply a constraint to an individual activity Add notebook topics to constrained activities Describe the available constraint types Identify schedule Risks associated with assigning activity constraints
Assigning Roles
Assign roles to an activity Assign rates to roles
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Analyzing Resources
Display the Resource Usage Profile Format a profile Format the timescale
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Reporting Performance
Describe reporting methods Run a schedule report Run Configuration reports Create a report using the current layout Create a report using Report Wizard
Notes
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I NTRODUCTION
TO
O RACLE -P R IMAVER A P6
Primaveras mission has always been to rid the world of project failure. Primavera has been achieving this goal one project and one company at a time. For 25 years Primavera has been recognized as a global leader in project portfolio management and consistently ranked as a leader by industry analysts. Primaveras primary focus has been on project-intensive industries, as well as the project-focused groups in all types of businesses. Primavera solutions support unique industry-specific business processes within these project-intensive industries. Customer base is especially strong in engineering and construction, Utilities, oil & gas, the US military, Federal government agencies and Aerospace and Defense.
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P ROJECT - INT ENSIVE I NDUSTRIES R EQUIRE E NTERPR ISE P ROJECT P ORTFOLIO M ANAGEM ENT (EPPM)
When Primavera started in 1983, project management was the responsibility of specialists in companies whose businesses were completely dependent on delivering projects. Over the years, Project and Portfolio Management has evolved into an enterprise-wide application that drives business success in many industries. Primavera customers, especially those who rely on effective project management for competitive advantage and profitability, have asked for complete solutions that integrate financials with project portfolio management to meet the challenges that these companies face. They want to better manage projects in spite of competing priorities and limited resources. Their customers and project sponsors expect faster project delivery without sacrificing any scope or quality. They need visibility into issues, risks, changes, budgets everything essential to controlling a project so everyone has the information they need to make the best decisions.
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And across the board, projects are becoming increasingly more complex which demands tighter collaboration among all participants, regardless of where they are in the enterprise.
W HY O RACLE -P R IM AVERA ?
Primavera is a natural fit for Oracle with an impressive list of customers across industries. With Oracle and Primavera, an organization can ensure that clear goals are communicated from the top down, and are then reflected in the project priorities. It requires implementing governance processes and data across the enterprise to be able to deliver the right projects and programs aligned with business goals and objectives. Primavera functionality helps to establish processes for aligning resources with the high-value projects. The single view of data will enable project teams to move faster in a concerted, integrated effort to satisfy customers and clients. Primavera provides the information needed to complete projects on time and within budget helping to rid the world of project failure. The single system view of data provides visibility into project performance issues, thereby giving advanced warning to stakeholders of Risk and Issues that would contribute to project failure. Primavera provides access to real-time information to make informed decisions and mitigate risk. Having a comprehensive single view of data will provide
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measurements on commitments made throughout project teams. The commitments with measurements hold projects accountable for these commitments. Measurements and Key Performance Indicators drive completion and success.
To understand Primavera products and services, one must have an understanding of Enterprise Project Portfolio Management. Primavera provides bottom up data from a dispersed field and uses its best in class scheduling engine to provide real time schedule and forecast information on: Date of Delivery Cost at Completion Resource requirements Contingency required Earned value Primavera's Enterprise Project Portfolio Management products, together with Oracle's project financials, human resources, supply chain management, product
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lifecycle management, business intelligence, and infrastructure software are expected to provide the first, comprehensive Enterprise Project Portfolio Management solution. This solution will help companies optimize resources and the supply chain, reduce costs, manage changes, meet delivery dates, and ultimately make better decisions, all by using real-time data. The combined offering of Oracle and Primavera allows true end to end Enterprise Project Portfolio Management.
Primavera P6 is a recognized leading choice for mission critical Enterprise Project Portfolio Management solutions and helps more than 5,000 global customers and over 2.5 million users propose, prioritize, select, plan, manage, and control complex projects. Primaveras products are complementary to Oracles leading applications, middleware, and database offerings. Together, Oracle and Primavera provide the first, comprehensive Enterprise Project Portfolio Management solution for projectintensive industries, all from a single, global vendor.
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Oracle is well positioned and committed to support Enterprise Project Portfolio Management (EPPM) customers. Effective EPPM integrated with financial, human capital management, product lifecycle management, supply chain applications, and infrastructure software removes the silos that separate traditional PPM from other key enterprises, and is critical to accelerating business innovation, enabling efficient project execution, driving project profitability, and reducing risk for large complex and capital-intensive projects.
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Notes
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E NTERPR ISE
AND
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L OGGING I N
Type a valid Login Name and Password to log in to Primavera P6. If the Login Name/Password is not known, contact the system administrator. NOTE: Passwords are case sensitive. NOTE: Some Customers may have IT Security requirements that have been defined within the organization. Options exist for both SSO and LDAP support within P6.
Log in to Primavera
1. Launch your internet browser and access the login page. 2. In the Username field, enter <admin>. 3. In the Password field, enter <admin>. 4. Click on the Login button.
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Description The Navigation bar displays the four sections the user has access; Dashboards, Portfolios, Projects, and Resources. Dashboards can be created by the administrator and assigned to users. Users can also create user specific dashboards. The filter selected in the box controls the data that is displayed on the dashboard.
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O PENING
AN
E XISTING P ROJECT
In order to edit project data users will need to open a project. Users can open individual projects or groups of projects. Opening multiple projects is common on very large projects when each project in P6 represent a smaller subset of the overall project. Multiple projects can be opened by select individual projects in the Open Project box, or selecting an EPS node. FUNCTIONALITY NOTE: if a user does not have access to the node or the project, they will not be able to open the projects within the node. This is important to remember, as it often results in calls to Support organizations. There are very good reasons for understanding how to use the Open Project dialogue box. The Open Project dialog box lists all the projects you are authorized to open. Open a single project Open a single node All projects under the node are opened. Open multiple projects under different nodes
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Open a Project
1. Select all projects in the Selected Projects section and click on the Left pointed arrow. 2. Expand the All Initiatives and Engineering & Construction nodes. 3. Scroll down and select the project Nesbid Building Expansion. 4. Click on the Right pointed arrow. 5. Click on the Ok button.
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Description Create and manage projects, request or staff resources, and update project status All commands executed by toolbar icons can be accessed with these three commands: Actions, Edit, and View List of Activities in the project plan, and the associated GANTT Details tabs allow entry of information about a highlighted activity Use the Activities tool bar to execute features and functions on the Activities page.
(3) Activity Table and GANTT Chart (4) Activity Details Tab
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Notes
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L ESSON 4: V IEWS
O BJECT IVES
Open an existing view Customize a view Save a view
Views are a very powerful feature of Primavera P6 EPPM. A view is a customizable display of information, combining all the visual elements that appear on the screen. In the Projects section, Views are available in the EPS and Activities pages. Views can also be used to enter data.
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A CTIVITY V IEWS
The Activities page provides options for viewing data. Data can be displayed using four different options. These options are available under the View menu, and on the toolbar.
Show on Top
In any view, users may access different information. 1. Verify that you are in the Projects section and on the Activities page. 2. In the View drop down list, select Gantt Chart by WBS. 3. In the View menu, select and view each of the following: Gantt Chart Table Activity Network Calendar View 4. Click on View, Gantt Chart.
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Activity Details
When a user selects an activity in the Activities page, the Activity details section will appear. 1. Select the activity Design Building Addition. 2. Click on each tab in the Activities Details.
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WBS Details
When a user selects a WBS element in the Activities page, the WBS details section will appear. 1. Select the WBS element Design and Engineering. 2. Click on each tab in the WBS Details.
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Hiding Details
To hide the details section, click on the Minimize button.
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A CTIVITY N ETWOR K
Use the Activity Network to view the relationships between activities and the logical flow of the activities in the project. Activity boxes can be grouped by various criteria, such as WBS. This display is a great way to quickly see relationships between activities. If there are activities without relationships, then the projects logic is broken and should be repaired before scheduling the project in order to properly calculate the projects critical path.
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A CTIVITY T ABLE
The Activity Table enables the user to display project data in spreadsheet format. The user can also modify the columns in the Activity Table to meet their needs. Display the Activity Table on the entire screen to analyze data solely in tabular format.
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C ALENDAR V IEW
The Calendar View enables the user to display project data in a Calendar format.
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A VIEW
Any view can be customized and saved as a new view. Saving views for future use allows users to quickly retrieve information. The View menu and the Customize View box are the centralized areas for view customization. The following is a list of view elements that are customizable: Columns Activity grouping and sorting Filters Bars Gantt Chart Activity Network BEST PRACTICE: As mentioned previously, any view can be customized and saved as a new view. There are also a number of predefined views that are available in Primavera P6. P6 users should explore each of the predefined views for possible use before starting from scratch to build all new views.
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C OLUMNS
The Columns box enables the user to select columns to display in the Activity Table and specify the order in which they appear. Available Columns section Lists data items by category. Selected Columns section Lists items currently displayed. Single arrows Move highlighted data items to the other section. Up/down arrows Configure the order of the data items. Show first column as The Activity ID or Activity Name must be the first column in the Activity Table. Whichever field is not selected in this list must be added to the Selected Columns list.
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A CTIVITY D ET AILS
The tabs displayed in Activity Details can be hidden. BEST PRACTICE: It may be beneficial to create views that have only some of the available tabs visible for specific functionality.
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S AVING V IEWS
Views can be Global, Multiple User, or User. View, Save Saves changes to the existing view. View, Save As Prompts the user to save the view with a new name.
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LAB: C REATE
Scenario
N EW V IEW
Customer has an immature project management organization that has not had a lot of training in Primavera P6 EPPM. Within this organization, there are six new project managers that will be responsible for updating schedule status.
Procedure
Using current project as sample data, design and build a simple view using the Gantt Chart by WBS as a template. Create the prototype, and determine the best way of proving out the usability of this view. Save the view in such a way that the original view is not over written. Be prepared to present the view to the class.
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LESSON REVIEW
Key Concepts
The Dashboard page is a starting point for navigating in Primavera. Use the Navigation bar for quick access to Dashboards, Portfolios, Projects, and Resources sections. A project consists of enterprise and project-specific data. View activity data in the Activities page and customize the view. Use views to easily display data specific to the users needs. The user can customize views by selecting columns. Activity Details, arranged in tabs, displays detailed information for the activity highlighted.
Discussion Questions
1. True or False: A view can be saved so it can be accessed by only one user. 2. How can an entire node of projects be opened simultaneously?
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It may be helpful to think of the EPS as the default group and sort, or the standard filing system for projects. For example, nodes can represent divisions within the company, departments, project groups, or site locations. All projects must be included in a node. Each node can contain an unlimited number of projects Projects always represent the lowest level of the hierarchy Placement of a project in the hierarchy determines the summary level in which it is included
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TO
U SER S A CC ESS
OR
Although the Organizational Breakdown Structure (OBS) will not be discussed in this course, these two notes are very important to remember. They will be recalled during discussion on OBS and Security Profiles. NOTE: Depending on which node the project resides, and depending on how users have been assigned to EPS Nodes and OBS elements will affect if a User will have access to a project. This is important, as it may result in a call to Support if the user cant see a project. NOTE: Depending on which node the project resides, depending on how users have been assigned to EPS Nodes and OBS elements, and depending on what Project Security Profile has been assigned to a User in that EPS Node / OBS element will determine what a User is able to do in a project. This is important, as it may result in a call to Support if the user cannot modify data in a specific project plan.
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V IEWING
THE
EPS
A user can view the Enterprise Project Structure in the Projects section on the EPS page. The three fields to enter when adding an EPS node are: EPS ID Identifies the selected EPS node. EPS Name Description of the selected EPS node. Responsible Manager Use this field to select an OBS (Organizational Breakdown Structure) element to associate with the selected level of the EPS. As noted, the OBS will not be discussed in the chapter.
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M ODIFY
THE
EPS
B ENEFITS
OF THE
EPS
Each node in the EPS offers the customer the opportunity to roll up data. Customers can define their EPS by Program, Functional Organization, Location, and various other types of criteria. There is no one correct way to define the EPS. The EPS offers many benefits, including the ability to: View project priorities, scope, budgets, and resources across the entire project structure or within a specific node. Manage projects separately while retaining the ability to roll up and summarize data across multiple projects. Each node acts as a master project, rolling up all "child" nodes and projects. A node can be opened to view all detailed activity information from the "child" projects. View resource allocation across projects. Assign security at any level of the project structure to provide users with appropriate access to project information. For example, if a user is assigned to the Construction Node only, then they will only have access to that node and its children.
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LESSON REVIEW
Key Concepts
The EPS is a hierarchy that represents the management and organization of projects in the company. In the EPS, the root is the top level and can be subdivided into nodes. Each node represents a level in the project structure that can hold another node or a project. Projects represent the lowest level of the hierarchy. The EPS enables a user to view project data across the entire project structure or within a specific node.
Review Questions
1. True or False: Five projects are the limit under each node. 2. True or False: A user can open only one project at a time. 3. True or False: Once the EPS is set in Primavera P6 EPPM, it can never be changed.
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Scenario D: The customer is in Public Sector. The customer is mandated to use government Earned Value Management processes. The customers projects are broken out by contracted deliverable. Each deliverable must report Earned Value Management metrics and agreed upon performance metrics. The contracted deliverables are owned by different departments within the government. The resources for each project deliverable may be government employees, or may be contractor organizations.
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Notes
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P ROJECT D ETAIL S
AND
D EFAULTS
Project Details is located in the bottom layout of the EPS page. It can be used to define the project properties. Project Defaults can be defined by displaying the appropriate columns and editing the data in Project Table, or by clicking on Actions, Set Project Preferences.
G ENERAL T AB
The General tab enables a user to view or modify general information about the selected project. Project ID, Project Name, and Responsible Manager can be set when you create the project, or a user can change them here.
Project ID Short, unique identifier for the project. Project Name Name of the project. Project Status Indicates project status. There are 4 project statuses: Planned, Active, Inactive, and What If. Responsible Manager Individual or organization selected from the OBS that is responsible for the project. Users associated with this OBS node will have access to the project, but what level of access is dependent on the Project Security Profile.
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P ROJECT C ODES
Project codes allow users to categorize projects. An unlimited number of project codes can be defined and their values assigned to projects. Since Project Codes are defined at the enterprise level, a security privilege is required to create and edit them, but not to use them. Project codes can be set up in a tabular format in the EPS page for easy entry and then saved as a view. Codes can be modified from the tables as well as the Codes tab. The benefit of using a view rather than the Codes tab is that the User can be certain that all of the codes have in fact been assigned to each project. It is also very easy to determine if a required project code is missing and must be assigned.
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C ODES T AB
The Codes tab enables users to assign project code values to the selected project.
Project codes allow users to group the projects in the EPS to specific categories, such as location or division. Project codes also are useful organizing large amounts of information and distinguishing one project from another. Unlimited hierarchical project codes are supported. It is extremely important that all required project codes are added to all projects. Filters, filters applied to views, and grouping and sorting can all be generated using codes. If the projects are not coded, then the data for the project is not included in the reports. If the projects are not coded correctly, then any views that use filters built on codes will not include those projects. RISK: If customers are using the Codes tab for assigning project codes, it is very possible that they will miss a required project code. Implementation Consultants should clearly document all of the requirement project codes for each project type to mitigate this risk. BEST PRACTICE: Always create a project set up view for customers showing all project codes in columns. By doing this, users can clearly see if there are codes that have not been assigned to projects. In addition, it is easier to assign all codes in this fashion in the Project Table.
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D ESCRIPTION T AB
The Description tab enables users to enter a project description which is viewable when opening a project.
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F UNDING T AB
The Funding tab enables users to assigning Funding Sources during Customer engagement where Project Budgeting, Project Cost Accounting, and possible integrations with Financial Management Systems are in scope. If programs and projects have multiple funding sources, creating a Funding Sources Dictionary is required. Funding Sources are often linked to Cost Accounts by virtue of User Defined Fields.
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I SSUES T AB
The Issues tab enables users to document problems or concerns about the projects. Priority and responsibility can be associated with issues, allowing for tracking and reporting.
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N OTEBOOK T AB
The Notebook tab enables users to write, view, or edit project notes such as the projects purpose, core requirements, or other project-specific details. Notebook topics are defined as part of the configuration of Primavera. Notebook topics can be assigned at the EPS level, Project level, WBS level, and Activity level. The graphic below shows the default notebook topics that are used in the dataset for this course. The notebook topic name is shown, along with where it can be assigned.
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F IELDS
IN T HE
N OT EBOOK
TAB
Notebook Topic List of topics assigned to the selected node/project. Detail User-defined description of the selected topic. A user can use HTML editing features, including formatting text, inserting pictures, copying, pasting, and adding hyperlinks.
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A DDING
N OTEBOOK T OPIC
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R ISKS T AB
The Risks tab enables users to document potential risks and the probability that the risk will occur.
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Next we will select the fields we will display. Project level defaults settings will be located in the Preferences group.
Display Fields
1. For the option Show first column as, select Project ID. 2. For the option Sort by, select Project Name. 3. Under Available Columns, expand the group General, and add Project Name. 4. Under Available Columns, expand the group Preferences, and add the following fields: Activity ID Prefix Activity ID Suffix Activity Type Increment Calendar Duration Type Percent Complete Type Cost Account
5. Click on Ok.
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S AVING
THE
We will make some final adjustments and then save the new view.
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USAGE HINT: For the activities in a project that may have the same names as other projects, it may be useful to add some type of prefix that identifies the project within the activity. If multiple projects are opened, it will help schedulers differentiate between activities of multiple projects. For example, if the project is an Office Building Addition project, Users could set the prefix to BA, and verify the suffix as 1000 and the increment as 10. When adding activities, the first activity ID will be numbered BA1000, the second activity ID will be BA1010, etc. For increment, users must set this setting to either 5 or 10, to allow for spacing between the Activity ID Suffix to insert new activities later in the process.
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A CTIVITY T YPE
The Activity Type controls how an activity is scheduled in accordance with relationships, calendar assignments, and resource assignments.
Task Dependent
The activity's resources are scheduled according to the activity calendar. In other words, the schedule dates override the individual resources calendar.
Resource Dependent
The activity's resources are scheduled according to his/her own calendar. This activity type selection will have a huge impact if the Customer decides to implement resource leveling. In other words, the schedule dates are less important than the individual resources calendar.
Level of Effort
The activity's duration is dependent on its predecessor and successor activities. Administrative overhead activities are most often assigned as Level of Effort activities. As predecessor and successor activity dates shift, so will the dates of the Level of Effort activity. Constraints cannot be applied to Level of Effort activities.
Start Milestone
The activity marks the beginning of a major stage in the project. Start Milestones do not have time-based costs, resource assignments, or durations.
Finish Milestone
The activity marks the end of a major stage in the project. Finish Milestones do not have time-based costs, resource assignments, or durations.
WBS Summary
The activity's duration is dependent on the activities assigned to the same WBS level, select WBS Summary. This activity functions the same way that a WBS element does. The total duration for the activity spans the total duration of all other activities. This activity type is used very often by organizations for the assignment of resources.
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The user cannot assign resources that drive activity dates to WBS summary activities. Constraints cannot be applied to WBS Summary activities.
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D URATION T Y PE
The Duration Type controls how the resource equation Duration * Units/Time = Units is recalculated when one of the three fields is changed by the user.
Fixed Units/Time
Choose Fixed Units/Time if the user wants the resource units per time to remain constant when the activity duration or units change. This type is used when an activity has fixed resources with fixed productivity output per time period. The user most often chooses this duration type when the user is using resource dependent activities. USAGE HINT: Selecting Fixed Units/Time limits the % allocation for a resource. Note that this will affect resource dependent activities. If the resources % allocation exceeds the specified limit, then the duration will be increased.
Scenario:
The user is working on a government contract that specifies that if a specific mission critical activity does not complete by the agreed upon, contracted date, then a penalty will be paid by the company. Since this is not a fixed bid contract (fixed Units), it doesnt matter to the company who does the work, or how many resources are assigned to that activity to get that work completed by the contracted date.
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Fixed Units
Choose Fixed Units if the user wants the activity units (work effort) to remain constant when the duration or resource units per time change. This type is used when the total amount of work is fixed, and increasing the resources can decrease the activity duration. The user most often chooses this duration type when they are using resource dependent activities. USAGE HINT: If the user is working on a fixed bid contract and must report actual against plan, then selecting Fixed Units is the best choice. For example: A Contractor has 2 weeks to finish plumbing in a house. The total budgeted hours for that activity are 80 hours. The projects dates slip due to other contractor work slips. The contract is renegotiated with the Customer. The plumbing activity now has 3 weeks to complete. However, the budgeted hours are still only 80 hours. Selecting Fixed Units means that those 80 hours will be spread over a three week period instead of a two week period.
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Physical % Complete
To indicate that the activity's percent complete will be entered by the user for this activity, select Physical. In this case, Activity % Complete = Physical % Complete. USAGE NOTE: This percent complete type is generally used by less mature project management organizations. It is a subjective assessment of how much work has been completed. The Risk of all activities being 90% complete is significant. This risk can be mitigated by using Steps, and linking Physical % complete to Steps % complete. Note that generally speaking, the activities are not fixed bid (units) or fixed duration.
Duration % Complete
To specify that the activity's percent complete be calculated from the original/planned and remaining durations, select Duration. In this case, Activity % Complete = Duration % Complete = (Original or Planned Duration Remaining Duration)/Original or Planned Duration. USAGE NOTE: This percent complete is calculated purely on the amount of time that has elapsed vs. the amount of time that has been committed for an activity. This is generally used in activities that have contracted dates with penalties. Or, it is used by operations driven projects with budgets that must be spread over fixed date ranges. The Risk with using this percent complete type is that although it clearly shows how much time has been used, it does not give clear visibility into how much work has actually been completed.
Units % Complete
To specify that the activity's percent complete be calculated from the actual and remaining units, select Units. In this case, Activity % Complete = Units % Complete = (Actual Labor Units + Actual Nonlabor Units)/(Actual Labor Units + Actual Nonlabor Units +Remaining Labor Units + Remaining Nonlabor Units).
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USAGE NOTE: This percent complete type is calculated on the number of hours that have been used vs. the total number of budgeted/contracted hours. This is generally used on fixed bid contracts with fixed budgeted amounts. The Risk with using the Percent Complete type is that although it clearly shows how much time has been used, it does not give clear visibility into the amount of work that has been completed.
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C OST A CCOUNT
In many implementations, customers may wish to set up a Cost Account Breakdown Structure. The Cost accounts are created and maintained under the Enterprise Data page. A user can specify a project's default cost account. This cost account will be used for resource assignments to activities and project expenses in the open project. The default cost account is only used for new resource assignments to activities and new project expenses. Changing this setting does not affect existing resource assignments to activities or existing project expenses.
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C ALENDAR
Calendars can be created and assigned to each resource and each activity. These calendars define the available work hours in each calendar day. A user can also specify holidays, project-specific work/ non-workdays, and resource vacation days. Calendar assignments are used for activity scheduling, tracking, and resource leveling. Whether an activity uses its assigned calendar or the calendar of an assigned resource depends on the activity type the user specifies. Three calendar pools are defined: Global The global calendar pool contains calendars that apply to all projects and resources. Resource The resource calendar pool can be a separate pool of calendars for each resource. Project The project calendar pool is a separate pool of calendars for each activity in a project. A user can assign either resource or global calendars to resources, and they can assign either global or project calendars to activities. A user can link resource and project calendars to global calendars. If a user defines a holiday in a global calendar, that holiday will be applied to all resource and project calendars that are linked to the modified global calendar.
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Determines of the Project Baseline or the Primary Baseline is used for Earned Value analysis. When enabled, this option allows the resource assignments to control the early finish of the activity. Sets the start of the fiscal year. Enable this option to recalculate actual or period actual units and costs when one of these values is updated.
Drive Activity Dates by Default Fiscal Year Link Actual and Period Actual Units and Cost
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The units and costs for the Planned and At Completion fields will be linked for activities that have not started. The price/unit will be used on activities that do not have a resource assignment. The Primary Resource can mark an activity as completed in Progress Reporter. The default rate type assigned to all resource assignments. When enabled, this will recalculate the units on the resource assignments when the user edits the costs. Allows a resource to assign themselves to an activity in Progress Reporter. Resource can mark an activity as completed.
Recalculate Units from Costs Resources Can Assign Themselves Resource Can Complete Assignments Resources Can View Inactive Projects Resource Status Activities Using
Resources can view their assignments in projects with a status of Inactive. Establishes that either Remaining Duration or Percent Complete is used by the resource when statusing an activity. Which non-alpha-numerical character is used to separate the different levels in the WBS. When actual are removed from an activity, determines if remaining duration and units should be reset to planned, or if planned duration and units should be reset to remaining. This option should ALWAYS be set to Reset Remaining Duration and Units to Planned.
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Determines if the actual units should be subtracted from the at completion units to return a value for remaining units, or if the actual units should be added to the remaining units to return a value for the at completion units.
LESSON REVIEW
Key Concepts
Use columns on the EPS page to define default settings and properties for the selected project.
Review Questions
1. Click the _________ tab in the EPS page to change the projects Planned Start date. a. General b. Defaults c. Dates d. Settings 2. True or False: A user must specify a date by which the project must finish.
Notes
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EPS P AGE
To view high-level information about the project, navigate to the EPS page, which displays the projects within the EPS that a user can access. A user can also: Open, create, and save project views Group projects by the Enterprise Project Structure, project codes, or other project-related items Filter projects Modify column data.
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E XPANDING
AND
C OLLAPSING
Expanding and collapsing allows a user to hide detailed data. The benefit is this enables the user to hide information they do not currently need so they can search for information.
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C REATING
P ROJECT
Projects can be created in the EPS page. A project can be created using one of the following methods: Method Action menu, Add, Add Project Description This method allows the user to create a project defining the required fields Project ID, Project Name, Description, EPS, Responsible Manager, Project Planned Start date, and Must Finish By date. The user may also define which existing project or project template to use as a template for the new project. If creating a project from an existing project or project template, the user can select which data to include from the template.
This method allows the user to select a project and use copy and paste to create a new project. During the paste function, the user can select which data to include from the original project. Once the new project has been created, the Project Name, Description, EPS, Responsible Manager, Project Planned Start date, and Must Finish By date will be identical to the original project. The user will need to edits these fields after the new project has been created. This method allows the user to import a project saved in the XML format. The XML format is supported by previous versions of Oracle Primavera and Microsoft Project.
Import a file
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LAB: C REATE
Create a Project
P R OJECT
1. Confirm the user is on the EPS page. 2. Select the node Engineering & Construction. 3. Click on Actions, Add, Add Project. 4. In the Add Project box, enter MTP in the Project ID field. 5. Enter My Training Project in the Project Name field. 6. Enter February 4, 2013, in the Project Planned Start field.
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Since the user select the EPS node Engineering & Construction prior to creating the project, the EPS field was set to that node. The Responsible Manager field was also set, using the responsible manager as defined on the EPS node. All of the required fields have been defined. However, if the user would like to use an existing project as a template for the new project, they can define it at this time. During this process the user can specific which data in the existing project to include in the new project. Since this will be a new project, certain data such as Issues, Funding Sources, and Summary Data will not be included. The baseline from the original project will also not be included.
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Select a Template
1. In the Add Project box, click on the Browse button for the option Copy from existing project or template. 2. Expand the All Initiatives and Engineering & Construction nodes. 3. Select the project Nesbid Building Expansion, then click on Ok. 4. In the Add Project box, click on the Advanced tab. 5. Verify that the checkmarks for Issues, Funding Sources, Summary Data, and the baselines are not marked, then click on Create.
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Notes
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O VER VIEW
Modifying the project information can be done in the EPS page in the table or in the Project Details tabs. For simplicity, this class will utilize Project Setup Views created earlier to enter data in the Project Table.
C OURSE S CENARIO
This course has been written to facilitate understanding of a program view of data. The EPS has been set up by industry.
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P ROJECT N AME
The Project Name field does not require a unique name. In the design of the solution for a customer, the Implementation Consultant should recommend a set of naming conventions for each project that will make the names recognizable.
LESSON REVIEW
Key Concepts The user can create a project by importing a file, copying an existing file, or by creating a project from an existing template. Once the project is created, use the Projects window to view highlevel information for projects the user can access.
R EVIEW LAB
1. Create a new project in the training node for the assigned User/Login. 2. Rename the project: UserName Training Project. 3. Rename the Project ID: UserInitials_TP. 4. Enter a Planned Start date of March 4, 2013.
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Notes
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C REATE
WBS
New WBS elements can be added as a child (lower level) or as a sibling (same level) as the selected WBS element. WBS elements can be added using the Add WBS buttons or the Action menu. The name of the WBS elements can be entered right in the Activity table.
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M ODIFYING
T HE
WBS
The structure of the WBS can be modified. Elements can be outdented to a higher level, or indented to a lower level. If the user adds a WBS element to the wrong level or in the wrong order, they can use the indentation keys located in the Edit menu to adjust the structure of the WBS hierarchy.
Security can be controlled within Primavera down to the WBS level. A Responsible Manager can be designated within the WBS.
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LESSON REVIEW
Key Concepts The Work Breakdown Structure is a hierarchical arrangement of the products and services produced during and by a project. The highest level of the WBS is the project, and the lowest level consists of the individual activities required for the deliverables. Create the WBS in the Activities page. Use the indentation keys to form various levels in the WBS. Review Questions 1. True or False: When a new project is created, the root level of the WBS is created with the same name as the project. 2. True or False: When a new WBS element is added it can only be added as a child of the highlighted WBS element. 3. True or False: Indentation keys can be used to adjust the structure of the WBS hierarchy.
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Notes
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A CTIVIT IES
Activities are the fundamental work elements of a project. They are the lowest level of a WBS and the smallest subdivision of work that directly concerns the project manager. Most detailed work unit tracked in a project schedule. Contains all information about the work to be performed. Also known as a task, item, event, or work package.
A CTIVITY A TTRIBUTES
Use the Activities page to create, view, and modify activities for the selected project. To add an activity to a project, perform one of the following actions: On the Toolbar, click on the Add button. In the Action menu, click Add, Add Activity. Press Insert on the keyboard. Right-click and click Add Activity.
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LAB: S ET
UP A
P R OJECT D EFAULT S
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A CTIVITY T YPE
Start Milestone
This type is typically used to mark the beginning of a phase or to communicate project deliverables.
Zero-duration activity.
Only has a Start date. A user can assign constraints, steps, expenses, work products, and documents. A user cannot assign roles. A user cannot assign resources except for the primary resource.
Finish Milestone
This type is typically used to mark the end of a phase or to communicate project deliverables. Zero-duration activity. Only has a Finish date. A user can assign constraints, steps, expenses, work products, and documents. A user cannot assign roles. A user cannot assign resources except for the primary resource.
Task Dependent
This type is typically used when the work needs to be accomplished in a given timeframe, regardless of the assigned resources availability. The activitys resources are scheduled to work according to the activity calendar. Duration is determined by the assigned calendars workweek.
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Resource Dependent
This type is typically used when multiple resources assigned to the same activity can work independently. The activitys resources are scheduled according to the individual resources calendar. Duration is determined by the availability of the resources assigned to work on the activity.
Level of Effort
This type is typically used for ongoing tasks dependent on other activities. Duration is determined by its predecessor and successor activities, and its assigned calendar. Examples include clerical work, security guard services, and meetings. A user cannot assign constraints.
WBS Summary
This type is used to summarize a WBS level. The WBS summary activity comprises a group of activities that share a common WBS level. Dates calculated on a WBS summary activity are based on earliest start date of the activities in the group and latest finish date of these activities. The WBS summary activity duration is calculated based on its assigned calendar. A user cannot assign constraints to WBS summary activities.
A DDING A CTIVITIES
A user can use the Activity Details tabs to add an activity, and then enter additional information about the activity. When adding an activity, first select either the WBS band in which the activity will reside, or select an existing activity in the WBS band.
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S AVING C HANGES
The Activity IDs for the new activities will not be defined immediately after they are created. The user can manually enter Activity IDs or the user can save their changes and allow P6 to automatically determine the Activity IDs based on the Activity ID project default settings.
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LAB: G ENERAL T AB
Use the General tab or the Activity table columns to modify basic information about the activity.
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A DDING S TEPS
TO AN
A CTIVITY
Activity steps allow users to create a checklist for the activity, and then track the completion of each step. Steps often provide a list of procedures required to complete the activity and provide extra guidance to resources assigned to the activity. Assign an unlimited number of steps per activity. Steps can be marked completed in P6 and by the primary resource in timesheets. Steps do not have duration estimates or dates. Each step can have an additional explanation in the text area on the right side of the Steps tab. User Defined Fields may be created to provide additional information for Steps.
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L AB : S TEPS
Add Steps to Activities
1. In Activity Details, click the Steps tab. 2. Select activity EC1930. 3. In the Steps tab, click on the Add button. 4. In the Step Name field, enter <Complete>. 5. On the Activities page toolbar, click on Save.
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Activity step templates enable the definition of common steps for assignment to multiple activities. If a commonly used step or set of steps have already been defined for an activity, they can be converted to the steps in a template.
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N OTEBOOK T AB
Just as in the EPS page, there is a Notebook tab in the Activities page. The Notebook tab enables users to assign notes to an activity. Notebook topics are typically instructions or descriptions that further describe the activity according to specific categories of information. They are added the same way that they were added to the EPS page. In addition, text and hyperlinks can be inserted into the Description for each Notebook topic. BEST PRACTICE: Notebook topics are used to help document status, document use of constraints, document when a project plan is not executing a pre-defined methodology exactly.
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A CTIVITY C ODES
Just as codes were added at the Project level in the EPS page, Activity codes can be defined at the Activity level as well. Activity codes enable users to classify and categorize activities according to organizational and project needs. Codes of any type can be used in filters, to group and sort data, to view and roll up activities in the Activity Table, customize views, build reports, and select and summarize activities. USAGE HINT: Many customers have governance organizations that require certain activities in each project plan. The use of Activity Codes would help users to quickly identify those required activities for audit processes. Activity codes can be defined in three levels: Global-level Available to all activities in the database Create an unlimited number of global-level activity codes. Organize activities within a project or across the project structure. EPS-level Available to all activities within the EPS node and its children Create an unlimited number of EPS-level activity codes. Organize activities within a project or across a portion of the EPS. Project-level Available to activities only in the project in which the code is created Create up to 500 project-level activity codes per project. Filter and organize activities based on unique, project-specific requirements.
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TO AN
A CT IVITY
Activity codes may be assigned in the Codes tab, or in an appropriate set up view in tables. Add a column for the activity code in the Activity table. Use the Codes tab in Activity Details.
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C ALENDARS
Calendars can be created and assigned to each activity and resource. Calendar assignments are used to schedule activities and level resources. An unlimited number of calendars can be created. The Activity Type determines whether the activity calendar or resource calendar is used during scheduling.
C ALENDAR T YPES
There are three calendar types: Type Global calendar Description Contains calendars that can be used by all projects in the database. Available for all resources and activities in the database. Contains a separate pool of calendars for resources. Contains a separate pool of calendars for each project. Available for the current project only.
Use the Calendar field in EPS page to change the default calendar assignment for a project.
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LESSON REVIEW
Key Concepts There are many ways to add an activity to a project: On the toolbar, click on the Add Activity button In the Edit menu, click Add Activity Press Insert on the keyboard Right-click and click Add Activity Copy / paste an Activity Activity Type controls how an activitys dates are calculated. Use steps to create an activity checklist, and to track step completion. Use activity codes to group activities by a common attribute. Global-level codes can be assigned to all activities in the database. EPS activity codes can be assigned to all activities within the assigned node Project-level activity codes can be assigned to activities in the projects in which they are created.
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Review Questions 1. When the activitys dates are determined by the availability of the resources assigned to the activity, then the activity type is: a. Task dependent b. Resource dependent c. Milestone d. Level of effort 2. True or False: The duration of a milestone is dependent on its predecessor/successor activities.
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Notes
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Predecessor Controls the start or finish of another activity. Successor Depends on the start or finish of another activity. In general, most users will start with either the first activity in the network and enter each successor, or start with the last activity in the network and enter each predecessor.
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R ELATIONSHIP T YPES
There are four relationship types. In the following diagrams, activity A represents the predecessor and activity B represents the successor. Finish-to-Start (FS) When A finishes, B can start. Start-to-Start (SS) When A starts, B can start. Finish-to-Finish (FF) When A finishes, B can finish. Start-to-Finish (SF) When A starts, B can finish.
R ELATIONSHIPS
WITH
L AG
Lag specifies a user defined offset or delay between an activity and its successor. It can be added to any type of relationship and have a positive or a negative value, though the use of negative lag is prohibited on many projects. Lag is scheduled based on the calendar selected in the General tab in Schedule Options dialog box. There are four calendar options for scheduling lag: Predecessor activity calendar Successor activity calendar 24-hour calendar Project default calendar Below are two examples of relationships with lag: Finish-to-Start with Lag The Construct Building Foundation activity must be finished for seven days before the Construct Building Exterior and Structure activity can start. (FS7 indicates there is a Finish-to-Start relationship with 7 days of lag.) Start-to-Start with Lag The Install Interior Belt Conveyors activity can start five days after the Construct Building Exterior and Structure activity starts. (SS5 indicates there is a Start-to-Start relationship with 5 days of lag.)
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IN T HE
A CTIVITY D ETAILS
When creating relationships using the Predecessor and Successor tabs in Activity Details, the assignment boxes can remain open while the user navigate to the next activity.
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Create a Relationship
1. In the Activity table, select activity EC1880. 2. In the Select Successor Activity box select activity EC1890 and click on the Assign button. 3. On the Activities page toolbar, click on Save.
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The user can use the Relationship Type field to change the relationship.
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A SSIGNING L AG
In the Predecessor and Successor tabs, lag can be assigned in the Lag field. Lag can be entered using any period of time, (8 hours or 1 day), but upon hitting the Enter key, if will be displayed in accordance with the preferences for duration.
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LESSON REVIEW
Key Concepts Use the Predecessor and Successor tabs in Activity details to view, create, and modify relationships. There are four relationship types: Finish-to-Start, Start-to-Start, Finishto-Finish, and Start-to-Finish. The default relationship type is Finish-toStart. Use lag to specify a delay between an activity and its successor.
Review Questions 1. True or False: Four different types of relationships are supported. 2. True or False: Lag is the user-defined offset or delay between an activity and its successor.
Notes
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C RITICAL P AT H
The critical path is the series of activities that determines a project's completion date. The duration of the activities on the critical path controls the duration of the entire project. A delay to any of these activities will delay the Finish date of the entire project. Critical activities are defined by either the total float or the longest path in the project network. USAGE NOTE: Critical Path Activities in the GANTT are shown in Red. This can be confusing to novice project managers as they perceive Red to be BAD. Be prepared to address this with Customers.
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W HAT
IS THE
D ATA D ATE ?
The Data Date , indicated by the blue line in GANTT chart, is the project start date during the project planning process. After the project data update process has initiated, the Data Date is moved to correspond with the deadlines set in that process. The Data Date is always the starting point for scheduling calculations.
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V IEWING
THE
D ATA D ATE
The Data Date is the date that is utilized as the starting point for schedule calculations. It is the date used to schedule all remaining work. During the Planning phase the Data Date should match the Project Start date.
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F ORWARD P ASS
The forward pass calculates an activitys early dates. Early dates are the earliest times an activity can start and finish once its predecessors have been completed. The calculation begins with the activities without predecessors. Early Start (ES) + Duration 1 = Early Finish (EF)
B ACKWARD P ASS
The backward pass calculates an activitys late dates. Late dates are the latest times an activity can start and finish without delaying the end date of the project. The calculation begins with the activities without successors. For projects without a Must Finish By date, activities without successors are assigned a Late Finish equal to the latest calculated Early Finish date (25 in the graphic below). Late Finish (LF) Duration + 1 = Late Start (LS)
T OTAL F LOAT
An activity's Total Float is automatically calculated each time a user schedules the project. A user cannot edit an activity's float values directly. The critical path is the series of activities that determines a project's completion date. The amount of time an activity can slip from its Early Dates without delaying the project. The difference between an activitys late dates and early dates Activities with zero Total Float are critical Late date Early date = Total Float (TF)
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B ACKWARD P ASS
WITH
R EQUIRED F INISH
One of the most common project scenarios is a required finish date for the project. Used only during the backward pass Required finish date specifies when the project must finish regardless of the networks duration and logic Late Finish Duration + 1 = Late Start
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O PEN E NDS
Open ends are activities without either a predecessor or successor. No predecessor Activity uses Data Date as its Early Start. No successor Activity uses project finish as its Late Finish. Open-ended activities can portray an unrealistic amount of positive total float. It is recommended that each project have only two open ends: the first activity and the last activity. Given that schedule calculations begin with activities without predecessors in a Forward Pass, if more than one activity does not have a predecessor then the schedule dates will be flawed. Given that backward pass schedule calculations begin with activities without successors, if more than one activity does not have a successor, then the schedule dates will be flawed. Schedules that have more than one activity without a predecessor and more than one activity without a successor are said to have broken logic.
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S CHEDULING
P ROJECT
When a user schedules a project, activity dates are calculated according to durations and logic. Mark the Display scheduling log upon completion checkbox to display scheduling results. After a user schedules the project, note the change in the position of activities on the Gantt chart. Activities are displayed according to their calculated start and finish dates. Critical activities are displayed in red.
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Prior to scheduling the project, we will display the columns that will be impacted.
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The user can schedule a project by using one of three ways: Press the F9 key on the keyboard Click on Action, Run, Scheduler Click on the Schedule button on the toolbar. The project is currently scheduled to begin on February 24, 2012. When we schedule, we need to verify the data date is correct.
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S CHEDULE L OG
The Schedule Log displays scheduling results, including: Scheduling settings Statistics Errors Warnings Scheduling Results Exceptions
The schedule log will automatically be displayed after scheduling the project, but once the log is closed, the user must schedule the project again in order to view it. The user can save the schedule log before exiting the window. The log can be saved as a webpage or a text file.
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USING
S CHEDULE L OG
Project Managers should look for activities without Predecessors and activities without Successors. There should only be one activity without a Predecessor the first activity in the project plan. There should only be one successor the last activity in the project plan.
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L AB : R EVIEW S C HEDULE L OG
AND
C OR RECT E RRORS
Reschedule the project and display the schedule log. Review the Warning sections. As stated in this lesson, there should only be two open ends, but four activities are listed that do not have a successor. EC1380 EC1410 EC1590 EC1860 Foundation Phase Complete Begin Structural Phase Close-In Phase Begins Building Addition Complete
Only one activity, EC1860 Building Addition Complete, should not have successor. Correct this issue by creating the relationships listed below. Use the Finish to Start relationship type for all relationships. Predecessor EC1380 - Foundation Phase Complete EC1410 Begin Structural Phase EC1590 Close-In Phase Begins Successor EC1390 - Erect Structural Frame
We will take this time to correct two additional errors with the schedule. The durations of two activities need to be corrected. Locate the two activities listed below and correct their durations. Activity Correct Duration 20 days 30 days
EC1290 - Fabricate and Deliver Heat Pump and Controls EC1310 Fabricate and Deliver Flooring
There is an incorrect relationship tie with another project. Select activity EC1700 and delete the predecessor relationship with activity EC1840.
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LESSON REVIEW
Key Concepts After relationship logic has been defined, schedule the project to determine when the activities will take place. When scheduling using the Critical Path Method, activity Early Start and Finish dates are calculated during the forward pass, and the Late Start and Finish dates are calculated during the backward pass. The Data Date is used as a starting point when scheduling all remaining work for the project. After scheduling, activities will have a total float that represents the amount of time an activity can be delayed without delaying the project. After scheduling, results are display in the Schedule Log.
Review Questions 1. True or False: A schedules late dates are calculated during the backward pass. 2. True or False: A schedule can be calculated containing loops. 3. True or False: The critical path is the path of activities through the project that determines the project end date.
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Notes
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Implementation Consultants
Application
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Administrators
logic may be broken, or the schedule may be constrained which in effect, breaks the logic.
C ONSTRAINT S
Constraints are imposed restrictions used to reflect project requirements that cannot be built into the logic. Constraints allow users to build schedule that accurately reflects the real-world aspects of the project. Constraints provide added control to the project and impose restrictions on the entire project or an individual activity Constraints are user-imposed. A maximum of two constraints can be assigned to an activity. After applying a constraint, the project must be rescheduled to calculate the new dates. BEST PRACTICE: It is strongly recommended that a Notebooks Topic is assigned to any activity that is constrained. In addition, a Constraint is an Assumption. Following Risk Management principles, Assumptions are in fact Risks. It is recommended that any constrained activity has an associated Risk assigned to it.
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This project is currently scheduled to be completed on March 05, 2014. This is the projects Early Finish, and represents the earliest date that the project can be completed based on the relationships, calendars, and durations in the schedule. The project has a deadline of October 4, 2013. Due to the way the schedule is currently built, the project will not be scheduled to finish on time.
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Apply a Must Finish By Constraint 1. 2. 3. 4. 5. 6. Click on the EPS page button. Select the project Nesbid Building Expansion. Click on the General tab. Set the Project Planned Start date to 27-Feb-12 08:00 AM. Set the Must Finish By date to 04-Oct-13 05:00 PM. On the EPS toolbar, click on Save.
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I MPACT
OF
The next step is to reschedule the project to see the effect of the imposed deadline on the late dates and the Total Float in the project plan. As noted previously, the Must Finish By date selected is five months earlier than the scheduled Finish Date. Therefore, many of the activities contain negative Total Float.
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The user can view the impact of the Must Finish by constraint by looking at the Project grouping at the top of the page. The project has an Early Finish of October 18, 2013 and a Late Finish of October 4, 2013. The different between the two dates is the negative Total Float, which is 9.4 days
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A CTIVITY C ONSTRAINTS
Start On or After Use the Start On or After constraint to set the earliest date an activity can begin. This constraint will delay the Early Start of the assigned activity and all of driving successors. Forces the activity to start no earlier than the constraint date Pushes the early start date to the constraint date Affects the early dates of its driving successors. Finish On or After Use the Finish On or After constraint to set the earliest date an activity can finish. This constraint will delay the Early Finish of the assigned activity and all of driving successors. Forces the activity to finish no earlier than the constraint date Pushes the early finish date to the constraint date Affects the early dates of its driving successors Finish On or Before Use the Finish On or Before constraint to set a deadline on the finish date of an activity. Forces the activity to finish no later than the constraint date. Pulls the Late Finish date to the constraint date. Affects the late dates of its driving predecessors. Start On or Before Use the Start On or Before constraint to set a deadline on the start date of an activity. Forces the activity to start no later than the constraint date Shifts the Late Start to the constraint date Affects the late dates of its predecessors
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As Late As Possible Delays an activity as late as possible without delaying its successors. Shifts early dates as late as possible; also called zero free float constraint. Start On Acts as both an Start On or After and a Start On or Before constraint. Will delay the start of an activity if logic schedules the activity to start prior to the constraint date. Will impose a deadline on the start of the activity if logic schedules the start of the activity after the constraint date, generating negative float. Finish On Acts as both an Finish On or After and a Finish On or Before constraint. Will delay the finish of an activity if logic schedules the activity to finish prior to the constraint date. Will impose a deadline on the finish of the activity if logic schedules the finish of the activity after the constraint date, generating negative float. Mandatory Start and Finish Forces early and late dates to be equal to the constraint date. Affects late dates of predecessors and early dates of successors. The only constraints that violate network logic.
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LESSON REVIEW
Key Concepts Assign constraints to activities and projects to reflect real-world restrictions. A maximum of two constraints can be assigned to an activity. The Must Finish By constraint is used when an overall project deadline must be met. Use the Start On or After constraint to set the earliest date an activity can begin.
Review Questions for Discussion Identify some justifiable scenarios for constraints. Be prepared to present to the class.
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Notes
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Managers
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G ROUPING D AT A
Grouping is a flexible way to organize data into categories that share a common attribute. A user can group data to create customized views. A user can also use grouping to quickly view subtotal data in the group title bands, view summary bars in the Gantt Chart, and summarize data for reporting purposes. Grouping is available in certain pages. Activities can be grouped by hierarchical fields such as WBS, activity codes, and project codes. Activities can be grouped by data fields such as dates, costs, Total Float, and other numeric data.
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C USTOMIZE G ROUPING B OX
The Customize Grouping box is used to set up the organization of activities on the screen. Select fields to group by Lists data items used to group the current display. To Level When grouping by a hierarchical data item, this indicates the number of levels to display. When grouping by a date field, this indicates the interval by which a user wants to group the selected data item. Band Color Displays the background color for each group title band Text Color Displays the text color for each group title band. Show field title Mark this to display the name of the field that the layout is grouped by. The value is also displayed. Show field rollups Choose to display or hide the total values for grouping bands. Hide if empty Mark to hide the group title bands that do not contain activities. Sort Order Select the method the grouping data will be sorted. ID/Code Mark the checkbox to display the ID or code value on the grouping band. Name/Description Mark the checkbox to display the name or description on the grouping band. ID/Code and Name/Description Mark the checkbox to display both the ID/Code and the Name/Description.
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LAB: G ROUPING
AND
S ORT ING
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G ROUPING
BY
D ATE
Grouping a layout by date allows a user to identify activities that are scheduled to occur within a particular time period.
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S ORTING A CTIVITIES
Sorting determines the sequence in which activities are listed within each grouping band. Based on the data item a user chooses, they can sort alphabetically, numerically, or chronologically. To sort by single criteria, click the data items column title.
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F ILTERS D IALOG B OX
Filters Toolbar Location for tools to create, edit, delete, cut, copy, and paste filters. The functions on the Filters Toolbar are disabled when a Standard filter is selected. Clear Click to clear all filters and to show all activities in the current view. Show matches for When more than one filter is marked, a user must select one of the following options: All applied filters Mark to include the activities that meet the criteria of each selected filter Any applied filter Mark to include the activities that meet the criteria of at least one of the selected filters
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A PPLYING
We will use a filter to display only milestones for a quick high level report.
Use a Filter
1. In the Apply to View column, mark the checkbox next to the filter Milestones only. 2. Click on Ok. 3. If necessary click and drag the vertical split bar to the left so the bar chart is visible. 4. Click on View, Save View As. 5. In the Save View As box enter <Milestone Report> 6. Click on Ok.
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C LEAR
ALL
F ILTER S
To clear all filters and show all activities, click on the Clear button in the Customize Filters box.
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Review Questions
Which of the following is not a true statement about default filters? a. They are available to all users. b. They can be deleted. c. They cannot be modified. d. There are 7 predefined filters. True or False: One or more filters may be applied to a view at a time.
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Notes
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be balanced in order for a project to stand a chance at coming in on time and on budget.
R OLES
AND
R ESOUR CES
Before a user begins to manage resources in Primavera, they must understand the difference between a role and a resource: Role A role is a job title or skill for example, Software Engineer, Project Manager, Trainer, and Database Administrator. Resource A resource is an individual (or equipment or material) used to complete an activity. The Role dictionary and Resource dictionary are enterprise data; available for use across all projects. After roles and resources are defined, roles can be associated to resources, identifying the skill sets of each resource. Each resource also can be assigned a primary role, which defines the core skill or responsibility in the organization. Some organizations use roles as placeholders in activity assignments until specific resources are assigned to do the work.
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R OLES D ICTIONARY
The Roles dictionary contains five tabs: Description tab A text area for entering a general description about the role. Resources tab Lists the resources that are capable of performing the responsibilities associated with the role as well as their proficiency. Prices tab There are five available price per unit values. The title of these values can be defined in the Rates tab in Admin Preferences. Limits tab specify allocation limit(s) for a role. Multiple limits can be established based on effective date. Role Teams Identified the role teams the role has been assigned to.
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Resource Tab
Click this tab to see any Resources that have been assigned to this Role. In the case of a new Role, a user would need to assign a Resource to the Role. Functionally, a user can either assign Roles to Resources, or assign Resource to Roles. In either case, the link between the Resource and the Role would show up on this tab.
Prices
A user can add up to five price-per- unit rates for each role in the roles dictionary. When a user assigns a role to an activity during project planning, they can choose which rate they want to use to calculate cost. Defining rates for specific roles yields more accurate project cost planning results.
Limits Tab
Use the Limits tab to specify available quantities (limits) for a role. Setting limits helps a user quickly identify areas of role overload in Resource/Role Usage Profiles. A user can define an unlimited number of role limits for each role; however, the effective date must be unique. By default, role limits are calculated based on the limit defined for each roles primary resource. A user can choose to display role limits based on the custom role limits or based on the calculated primary resources limit in their preferences.
Role Teams
A user can group roles in teams which are commonly used together. This enhances role analysis, as the user can focus solely on the role team in one view.
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D EFINING R ESOURC ES
A resource is anything used to complete an activity. The Resources Administration page contains information about all resources within the organization, enabling centralized resource management. Resources are divided into three categories: Labor (people) Measured in units of time Recorded in terms of price/unit for example, $50.00/hour Nonlabor (equipment) Measured in units of time Recorded in terms of price/unit for example, $465.00/hour Material Measured in units other than time for example, $4.50/sf
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R ESOURCE D ETAILS
Use Resource Details to add, view, and edit detailed information about the selected resource.
General Tab
The General tab enables a user to enter general information about the selected resource including the resources ID, name, employee ID, title, e-mail address, office phone number, unit of measurement, and status.
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Roles Tab
The Roles tab is the location a user can view and assign resources to roles. Functionally, a user can either assign Roles to Resources, or assign Resource to Roles. In either case, the link between the Resource and the Role would show up on this tab.
Codes Tab
The Codes tab enables a user to assign resource code values to further categorize the selected resource for grouping and organizing.
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Settings Tab
The Settings tab enables a user to enter the selected resources labor classification, currency and overtime settings, and profile. Calendar Calendar used to identify resource availability. Default Units/Time Indicates the units/time that will be applied when the resource is assigned to an activity. Overtime Allowed Mark to indicate the resource can enter overtime hours in Timesheets, or in the Resources tab in Activity Details. Overtime Factor Indicates the value by which the resources standard price should be multiplied to determine the overtime price. Auto Compute Actuals Mark to automatically calculate the resources actual quantity of work according to the project plan. Currency Indicates the currency associated with the resources costs. Calculate costs from units Mark to calculate the cost of an activity based on the assigned units. Timesheet User Login The username of the resource for Progress Reporter. Uses Timesheets Enables Progress Reporter for the Resource. Timesheet Approval Manager The user who approves the resources timesheets in Progress Reporter.
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Notes Tab
The Notes is a text area that generic information regarding the resource can be entered and viewed.
Review Questions
True or False: Up to ten rates can be defined for each role and resource. True or False: When resources are defined, they are assigned to a specific project and cannot be shared with other projects.
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Notes
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Project Managers
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A SSIGNING R OL ES
TO
A CTIVITIES
If a user knows which skill sets are required for each activity, but not the exact people who will perform the work, they can assign roles to the activities. Role assignments will act as placeholders, which can be used later to assign the applicable resource. To assign a role to an activity, click Add Role in the Resources tab in Activity Details. Usage: In the Construction industry resources are frequently defined generically, and roles are not used. For example, many construction companies will define a resource called Carpenter instead of identifying each individual in the company as a resource and assign the carpenters to a Carpenter role. In the IT industry resources are frequently defined for each individual person, and roles are used.
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LAB: A SSIGN
A ROL E TO AN ACTIVITY
We will assign a role to an activity in the Assignments tab. We will edit some of the columns that appear in the Assignments tab. 1. On the Navigation bar, click on Projects. 2. Click on the Activities page. 3. In the view drop down list, select Resources. 4. Use the Customize Columns button in the Assignments tab to display the columns listed below and to hide all other columns: Resource Names Role Name Planned Duration Planned Units/Time Planned Units Rate Type Price/Unit Planned Cost 5. Use Click and Drag to sort the columns in the Assignments tab in the order listed above. 6. Click on View, Save View As. 7. In the Save View As box enter Assigning Resources. 8. Click on Ok.
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We will assign the role Design Engineer to the activity Review and Approve Designs to assist Paul Kim. 1. In the Activity table under the WBS element Design and Engineering, select the activity Review and Approve Designs 2. Click on the Assign Role and Save button 3. In the Select Role box, expand the E&C Roles and Engineer 4. Select the role Design Engineer and click on Assign 5. In the Select Role box, click on Close
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Rate types are assigned to roles in the Assignments tab in Activity Details. The rate type determines the price/unit used to calculate costs for the assignment. The names for each rate type are defined by the system administrator. When a user selects a rate type, the monetary value is updated automatically in the Price/Unit column.
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Review Questions
1. Roles can be assigned to which of the following: a. Resources b. Activities c. WBS elements d. Projects e. a and b only 2. True or False: A user is limited to five rate types per role.
Notes
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Project Managers
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S TEPS
FOR
Following are the basic steps for resource management: 1. Define resources in the Resources Administration page Define resource availability. Set up the resource name, description, cost, roles, and attributes that control the resources effect on the schedule. 2. Assign resources in the Activities page: Enter the resource name and amount of work planned. The cost is calculated based on the resource quantity and price/unit as defined in the Resources window. 3. Analyze resources and costs in the Team Usage page: Use the Resource Usage profile to view resource quantity/cost information graphically. The profile helps a user analyze when, and to what extent, a resource is allocated. Use the Resource Usage spreadsheet to view resource quantity/cost information in a tabular format. Like the Resource Usage Profile, the spreadsheet helps a user analyze resource allocation. Use columns to view total costs.
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L AB : A SSIGNING R ESOURCES
BY
R OLE
Resource assignments can be made by replacing a role assignment with a specific resource. At least one role must be assigned to an activity in order to assign resources by role. Or, Resources may be assigned to an activity without assigning a Role. In this instance, a Role would show up in the Resources tab. It would be the primary role of the assigned resource.
When assigning resources by role, two confirmation boxes are displayed. These settings include Price/Time, Units/Time, and Overtime Factor values. Click No Retains the roles Price/Unit, Units/Time and Overtime Factor values. Click Yes Apply the resources Price/Unit, Units/Time and Overtime Factor values.
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L AB : M ODIFYING
R ESOURCE A SSIGNMENT
The activity Concrete Foundation Walls requires two laborers to complete the work. Currently there is only one laborer assigned to the activity. Since 100% represents one laborer, 200% represents two laborers. 1. In the Activity table under the WBS element Foundation, select the activity Concrete Foundation Walls. 2. In the Planned Units/Time field in the Assignments tab, enter 200%. 3. Click on the Save button in the Assignments tab.
Since the Duration Type of the activity is Fixed Duration & Units/Time, when the user changed the Units/Time, P6 recalculated the Units. 18 days * 200% (16 hours/day) = 36d (288 hours) Currently the value for Units is expressed in days and Units/Time is expressed as a percentage. These values can be presented differently, in hours for example, by changing the settings in the users preferences.
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D ESIGNATING
P RIMARY R ESOURCE
The primary resource is the resource that can update the activitys progress, dates, remaining duration, percent complete, and steps in the Progress Report application. Typically, it is the person responsible for coordinating an activity's work. An activity can have one or no primary resource. Only the primary resource can send feedback via Progress Reporter to the project manager, informing the project manager of the status of an activity. A primary resource can be assigned to a milestone activity to allow the milestone to be updated through Progress Reporter. This assignment is made in the Assignments tab in Activity Details. Only a Labor type resource can be designated as a primary resource Usage: If an organization is not using the Progress Report application, there is no functional need to designate a Primary Resource and the field can be ignored. However, the field can still be used to identify the lead resource on an activity.
After you save your changes, the checkbox for the Ironworker resource will be cleared.
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P LANNING C OSTS
Costs are planned and managed at the activity level. There are two types of costs: Resource Calculated based on resource assignments Expense Lump sum costs that are manually entered
R ESOURCE C OSTS
The cost of a resource can be calculated based on the Price/Unit defined in the Resource dictionary and the Budgeted Units assigned to the activity. Planned Cost = Planned Units * Price/Unit
The ironworker is assigned to work 18 days, or 144 hours. The ironworkers price/unit is $55 per hour. The total planned cost for the ironworker is: 144 hours * $55 = $7,920
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E XPENSE C OSTS
Expenses are non-resource costs associated with a project. They are typically onetime expenditures for non-reusable items. Examples of expenses include facilities, travel, overhead, and training. Expenses are manually assigned at the activity level. A user can enter a single lump sum expense or they can enter the number of units and the Price/Unit. Expense categories can be assigned to classify the expense. Expenses can be accrued at the start, end, or uniformly over the duration of an activity. A unit of measure can be used to label the quantity, for example, each, pounds, or square feet.
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We will track the costs for the concrete for the foundation walls as an expense.
Assign an Expense
1. Verify the activity Concrete Foundation Walls is selected. 2. In the Expenses tab, click on the Add button. 3. In the Expense Item column, enter <Concrete>. 4. Double-click in the Expense Category column and select Materials. 5. In the Planned Units field, enter 1. 6. In the Price/Unit field, enter 50,000.00. 7. Click on the Save button on the Activities page toolbar.
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Review Questions
1. True or False: A maximum of 10 resources can be assigned to an activity. What type of resource is not measured in units per time? a. Labor b. Nonlabor c. Material d. None of the above True or False: Expenses are non-resource costs associated with a project and assigned to a projects activities. True or False: Attributes such as price/unit and expense item can be entered on the Expenses tab in Activity Details.
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Notes
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determining whether or not dates are realistic is looking at staffing plans, identifying over allocations, and then resolving those over allocations preferably in the planning process before baselining.
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D ISPLAYING
THE
T EAM U SAGE
PAGE
Use the Team Usage page information to determine which resources/roles are over allocated and which resources/roles are underutilized.
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F ORMATTING
THE
The Team Usage page can be customized to display data graphical in a histogram or tabular in a spreadsheet. Display Select to display units or costs. Timescale Set the timescale interval. Show Current Project only Only resource allocation from the current project will be displayed. Show All projects Resource allocation from the across the entire database will be displayed. Limit Displays a bar that is based on the Max Units/Time field in the resource dictionary and the calendar assigned to the resource. Allocation Limit Displays a bar that shows the resource available based on activities the resource is currently assigned.
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D ISPLAYING
R ESOURCE S A LLOCATION
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Review Questions
1. True or False: The Team Usage page allows a user to focus on resource allocation. 2. True or False: Data in the Team Usage page can be displayed in graphical or tabular format.
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Notes
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A NALYZING
THE
P R OJECT
Once a user has created the project plan, verify that it meets the project stakeholders date, resource, and cost requirements. If an inconsistency exists between the information in the project plan and the project requirements, they will be able to identify the source of the problem and define a solution: Analyze schedule dates Evaluate the schedule to ensure that milestone dates and project dates are achieved. Analyze resource allocation Evaluate the resources to ensure that the resources are not over allocated. Analyze cost budget Evaluate project costs.
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TO
A user can quickly determine whether the project will finish on time by viewing the General tab on the EPS page. The calculated Finish date is later than the Must Finish By date, indicating that the project will not finish on time. 1. Click on the EPS page button. 2. Select the project Nesbid Building Expansion. 3. In Project Details, click the General tab and compare the Must Finish By date to the Scheduled Finish date.
Will the project as now scheduled finish on time? Usage Note: The comparison of the Scheduled Finish date and the Must Finish By date is very important to the success of the project. Reviewing these dates with Management can help to manage expectations as to when this work is realistically able to complete.
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F OCUSING
ON
To shorten the project, focus on critical activities. These represent the longest continuous path of activities through a project that determines the project Finish date. If a user adjusts a critical activity, the projects Scheduled Finish date is likely to be affected.
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BY
F OCUSING
ON
4. In the Schedule Options box, for the option Define critical activities as, select Longest Path. 5. Click on the Save link. 6. Click on Schedule.
Discussion:
What conditions may be present that would suggest that selecting Longest Path may be preferable to Total Float less than or equal to x days?
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8. Add the columns listed below to the Select Columns section and remove any columns from Select Columns not listed below. Note: Some columns may already be listed under Select Columns. Activity ID Planned Duration Start Finish
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Total Float 9. Click on View, Save View As. 10. In the Save View As box enter <Longest Path>. 11. Click on Ok.
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S HORTENING
THE
P ROJECT
If schedule analysis leads a user to conclude that the Must Finish By date cannot be met, concentrate efforts on shortening the schedule. Several methods can help a user accomplish this goal: Refine duration estimates: Break down long activities. Assign additional resources to reduce duration Use relationships to overlap activities Apply/modify constraints Change calendar assignments Put critical activities on a longer workweek Add exceptions to non-work time in a Project Specific Calendar Best Practices: Exceptions should never be added to a global calendar, as that would impact every activity in every project in the database. It would be far easier to simply change calendar assignments.
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M ODIFYING R ELATIONSHIPS
If a user needs to further compress the schedule, review relationships between activities on the critical path.
Modify a Relationship
1. Verify activity, EC1100 Site Preparation, is selected. 2. Click on the Successors tab. 3. Double-click in the Relationship Type column. 4. Select Finish to Finish. 5. In the Lag column, enter 10. 6. Click on the Save button. 7. Click on Action, Run, Scheduler. 8. Verify the Data Date is February 27, 2012. 9. Click on the Schedule button.
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THE T EAM U SAGE ALLOCATED RESOUR CES . 1. Click on the Activities page.
L AB : U SE
P AGE
TO IDENTIFY OVER
2. Click on Actions, Run, Summarize Projects. 3. Click on the Team Usage page button. 4. In the left pane, expand the resource group under the project name. 5. Click on the Customize link. 6. In the Customize box, select Current Project only. 7. Click on the Save link.
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ALLOCATION
The Team Usage page allows a user select a resource to identify allocation. Select each resource and view their profile. Remember the project occurs between February 2012 and October 2013.
The resource Paul Kim is over-allocated. The next step is to identify the activities causing the over-allocation.
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I DENTIFYING A CT IVITIES
CAUSING
O VER
ALLOCATION
The spreadsheet in the Team Usage page allows a user identify activities that a resource is assigned to. Paul is over-allocated between the weeks of May 13 and June 10.
In the Resource Project Activities box, six activities are listed for Paul. Three activities; EC1050, EC1070 and EC1080, occur over the same period of time, causing the over-allocation.
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C ORRECTING O VER
ALLOCATION
There are several methods to remove the over allocation from a resource: Replace the over allocated resource with an available resource. Increase the resources workweek. Increase the hours/day that the resource works. Assign additional resources to the activity. To view allocation from resources not assigned to the project, we will access the Resource Usage page under the Resources section. There are two people who could be used in place of Paul, Jeff Young and Wayne Prescott. We will search on their names.
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Jeff is not assigned on any activities after December 2011, so he would be available to replace Paul on one activity.
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Wayne is also not assigned on any activities, so he would be available to replace Paul on one activity as well.
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3. In the Search box in the Select Resource box, enter Jeff Young. 4. Select Jeff Young and click on Assign. 5. Click on Ok to close Message box 6. Click on Activity EC1080. 7. In the Assignments tab double-click in the Resource Name column.
8. In the Search box in the Select Resource box, enter Wayne Prescott. 9. Select Wayne Prescott and click on Assign. 10. Click on Ok to close Message box.
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11. Use the Team Usage page to check the allocation for Paul Kim, Jeff Young, and Wayne Prescott.
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Review Questions
1. True or False: A user can quickly determine whether the project will finish on time by reviewing the Status tab in the EPS page. 4. Which of the following is a method for removing resource over allocation? a. Decrease the resources workweek b. Assign the resource to more activities in that time frame c. Re-assign work to a different resource d. All of the above 2. True or False: To be successful at shortening a project, a user must focus on critical activities. 3. Which of the following are alternatives for compressing the duration of a project? a. Use relationships to overlap activities b. Add resources to reduce durations c. Review long activities to determine if duration can be refined d. Change calendar assignments
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Notes
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Anyone involved in Project Management as well as Management and Sponsors need to understand that variances are expected and normal. If all projects show Plan and Actual to be 100% in alliance, it is very likely that data is being manipulated to consistently show project performance as green. While this is tempting to do, it defeats the purpose of using the tool. Primavera predicts failure. Predicting failure allows for proactive responses to address predicted failure and increase the probability that projects will come in on time and on budget.
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B ASELINES
A baseline is a copy of a project that a user can compare to the current project in order to evaluate progress. BEST PRACTICE: Create a baseline plan before updating a schedule for the first time. A baseline provides a target against which a user can track a projects cost, schedule, and resource performance. Baseline functionality in Primavera P6 enables a user to: Save an unlimited number of copies of a project for comparisons. Designate one copy of a project as the project baseline and one as user baselines for comparison to the current project. Assign a baseline type to categorize the copies of the project. Examples include initial planning, what-if, or mid-project baselines. Baseline types can help a user benchmark performance across multiple projects.
Baseline, indicated by black bar, is used to compare schedule performance against current project, indicated by shaded bars.
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Because baselines and baseline management are the starting point for all project performance measurements, one could make an argument that only a governance organization (PMO) should have the security to create and maintain baselines.
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C REATING
B ASEL INE
A user can create a baseline either by: Copying the currently opened project. Converting another project into a baseline. When a user creates a baseline, they must select the project to which it is associated. Baselines can be assigned only to opened projects. All opened projects are displayed in the Maintain Baselines dialog box.
A baseline had been previously created prior to optimizing the schedule. Since that baseline is no longer valid, we need to create a new one. Usage: It should be consider either retaining or deleting the previous baseline. Some organizations would retain it to keep a record of changes in the schedule.
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Create a baseline
1. On the Navigation bar, click on Projects. 2. Click on the Activities page. 3. Click on Actions, Define Baselines. 4. Expand the group Nesbid Building Expansion. 5. Click the Add Baseline button. 6. In the Baseline Name column, replace the B2 at the end of the baseline name and replace it with <Original Baseline> 7. In the Baseline Type column select Initial Baseline Plan. 8. Click on the Save button in the Baseline box.
Usage: It is recommended that the baseline name be unique and information. Include the purpose of the baseline, (Original, Update) and the date of creation or the data date. It is also recommended that baselines are never deleted. Old baselines should be archived. Verbiage: Many experienced project managers and schedulers, especially in the construction industry, will only refer to the original baseline as a Baseline. Subsequent copies of the schedules are referred to as Updates. In the construction industry there is only one baseline.
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A SSIGNING
B ASELINE
Now that a baseline has been created, it must be assigned as the official baseline to be used for project performance measurements. Use the Project Baseline and the Users Primary Baseline fields in the Baseline box to assign the baseline for comparison. If no baseline is designated as active, the current project plan is used as the baseline. Project baseline Baseline selected by the project manager for the project Used for schedule, resource, and cost comparison Controlled by the security privilege, Maintain Project Baselines Users Primary Baseline User-specific; each user can choose a different copy of the project as their primary baseline for comparison to the current project Used for schedule, resource, and cost comparison Select the newly created baseline as the project baseline and the primary user baseline.
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Select the newly created baseline as the project baseline and primary user baseline
1. In the Project Baseline select Nesbid Building Expansion Original Baseline. 2. In the Users Primary Baseline select Nesbid Building Expansion Original Baseline. 3. In the Baseline box, click on the Save button. 4. Click Close.
Usage: It is not necessary to select the same baseline as both the Project Baseline and the Users Primary Baseline.
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B ARS T AB
Up to three bars can be displayed in the Gantt Chart at one time. The user can show any combination of the following bars: Current Bar Displays a bar based on the Early Dates of the activities. Late Bar - Displays a bar based on the Late Dates of the activities. Project Baseline Bar Displays a bar based on the dates of the Project Baseline. Users Primary Baseline Bar Displays a bar based on the dates of the User Primary Baseline. Float Bar - Displays a bar representing the amount of time an activity can be delayed without impacting the end of the project based on the activitys Total Float. Free Float Bar - . Displays a bar representing the amount of time an activity can be delayed without impacting the activitys successors based on the activitys Free Float.
Necking
Use calendar non-work time The bar is necked, or reduced in height during periods when the activity is not scheduled to occur due to calendar non-work time. (Weekends, Winter shut downs). Use activity non-work time The bar is necked, or reduced in height during periods when the activity is not scheduled to occur due to suspending the activity.
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S AVING
THE
V IEW
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Review Questions
1. True or False: Only one baseline can be compared to a current schedule at any given time. 2. A user can use a project baseline to compare: a. Schedule data b. Resource data c. Cost data d. All of the above
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S MALL G ROUP L AB
1. The Customer wants a customized view. Requirements are: Show Primary Baseline- yellow bar Show Planned Work green bar Show Actual Work blue bar Show Baseline Finish Date as label in Primary Baseline Bar 2. Be prepared to demonstrate your steps to the class.
Notes
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U PDATING
P ROJECT
Once a project has started, a user needs to update actual schedule information and resource usage at regular intervals. The company will establish a standard update procedure, including how data is collected and how often it is updated.
How Often?
A user may need to update daily, weekly, or monthly, depending on the length of the project and how frequently a user wants to adjust their forecasts.
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D EFINING
S TATUSING P ER IOD
Define the statusing period before beginning to update activities. In general, the statusing period begins at the current Data Date and ends at the new Data Date. The length of the statusing period depends on the frequency of the updates. A user could, for example, create a statusing period that extends one week from the current Data Date. The end of the statusing period will become the new Data Date the date up to which actual performance is measured.
Progress Spotlight
Progress Spotlight creates a visible statusing period between the current Data Date and the next new Data Date. It also provides a highlighted list of activities that should have progress during the update period.
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Entering Actuals
Once a project is underway, a user must enter actual schedule data, resource usage, and expense costs at regular intervals. A user may need to update daily, weekly, or monthly, depending on the length of the project and how frequently they want to adjust their forecasts. Actual data is different than planned data actual data is the real time and cost associated with an activity. Enter schedule, resource, and cost data in the following order:
Completed Activities
Actual Start and Actual Finish dates Actual Regular Units/Costs Actual Cost for expenses
Activities in Progress
Actual Start date Percent Complete and/or Remaining Duration Actual Regular Units/Costs and Remaining Units/Costs Actual and Remaining Costs for expenses if the activity work is temporarily halted, use Suspend/Resume dates
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L AB : S TATUSING
P ROJECT
To update a start milestone, mark the Started checkbox and enter the Actual Start date. A user does not need to enter data in the Finish field because the activity type is a Start Milestone, which has zero duration.
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For a Task type activity that has started, the user would specify either a remaining duration or percent complete if the activity is still in progress, or an actual finish if the activity is completed.
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Next a user will check the Actual Regular Units for the activity. Note that in this example, data in the Actual Regular Units field is not automatically recalculated because in the option Link Percent Complete with Actuals in Project Preferences is not checked. We will need to update the actual units manually.
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R ESC HEDULING
THE
P ROJECT
Now that actuals have been entered, it is time to reschedule the project based on the new Data Date. Any activities that did not finish on time will delay their successor activities. 1. Click on Actions, Run, Scheduler. 2. Set the Data Date to 23-Mar-2012. 3. Click Schedule.
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C ONTROLLING
THE
P ROJECT
After rescheduling a project, analyze schedule dates, resource allocation, and the cost budget.
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C OMPRESSING
THE
S CHEDULE
If the calculated Scheduled Finish date is later than the Must Finish By date, a user can use several methods to shorten the project: Use relationships to overlap activities. Add resources to reduce durations. Break down long activities. Change calendar assignments. Put critical activities on a longer workweek. Add exceptions to non-worktime. A user can use the following set of questions to help you determine the most appropriate way to adjust the schedule.
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Review Questions
1. Arrange the following in the order for updating an activity in progress. a. Actual Regular Units and Remaining Units b. Actual Start date c. Percent Complete/Remaining Duration d. Actual/Remaining Costs for expenses Step 1: _________ Step 2: _________ Step 3: _________ Step 4 __________ 2 True or False: The Data Date is scheduled at the end of the day.
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25. View the Schedule Log to determine how many activities on are the critical path. 26. Discussion: will this project finish on time. Considerations: How long is the project? How many activities are on the critical path? Are my resources over allocated? Can I swap out resources to remove over allocations?
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