Escolar Documentos
Profissional Documentos
Cultura Documentos
PMP
Memo No (973)
by
March, 2009
Jan, 2010
1
Index
Page
Theoretical Part
Projects Cost Management . . . . . . . 5
1. Project’s Resources Planning . . . . . . 13
1.1 Inputs to Project’s Resource Planning . . . . 15
1.2 Tools & Techniques for Project’s Resource Planning . . 17
1.2.1 Applying Expert Judgment . . . . 17
1.2.2 Identifying Alternative Solutions . . . 18
1.2.3 Relying on Project Management Software . . 18
1.3 Outputs of Project’s Resource Planning . . . 19
1.3.1 Identifying Resource Requirements . . . 19
Page
4. Implementing Project’s Cost Control . . . . . 37
4.1 Inputs to Project’s Cost Control . . . . 38
4.1.1 Cost Baseline . . . . . . 38
4.1.2 Performance Reports . . . . . 38
4.1.3 Change Requests . . . . . 38
4.1.4 Cost Management Plan . . . . 38
4.2 Tools & Techniques of Project’s Cost Control . . 39
4.2.1 Creating a Cost Change Control System . . 39
4.2.2 Measuring Project Performance. . . 40
4.2.3 Planned Value (PV) . . . . . 41
4.2.4 Earned Value (EV) . . . . . 41
4.2.5 Actual Cost (AC) . . . . . 41
4.2.6 Additional Planning . . . . . 41
4.2.7 Using Computers . . . . . 42
4.3 Outputs of Project’s Cost Control --- Cost Control Results . 43
4.3.1 Revising the Cost Estimates . . . . 43
4.3.2 Updating the Budget . . . . . 44
4.3.3 Applying Corrective Actions . . . . 45
4.3.4 Preparing for the Estimate at Completion . . 45
4.3.5 Calculating the Cost Performance Index (CPI) . 45
4.3.6 Calculating Estimate at Completion (EAC). . 48
4.3.7 Experiencing Expected Condition . . 48
4.3.8 Accounting for Flawed Estimates . . 49
4.3.9 Accounting for Anomalies . . . . 50
4.3.10 Accounting for Permanent Variances . . 51
4.3.11 Closing Out the Project . . . . 52
4.3.12 Updating Lessons Learned . . . . 52
Summary . . . . . . . . . 53
Key Terms . . . . . . . . . 55
Self Test . . . . . . . . . 61
3
Practical Part
Page
Scenario 1: . . . . . . . . . 69
Defining Roles, Resources, & Costs . . . 70
Assigning Roles . . . . . . 71
Assigning Resources & Costs. . . . 72
Analyzing Resources . . . . . . 73
Scenario 2: . . . . . . . . . 74
Optimizing the Project Plan . . . . . 75
Baselining . . . . . . . 76
Project Execution & Control . . . . 77
Scenario 3: . . . . . . . . . 78
Reporting Performance . . . . . 79
References . . . . . . . . . 106
4
Theoretical Part
5
22
11 33 44
Cost
Cost
Resource Cost Cost
Cost
Resource Estimating
Estimating Cost
Planning Budgeting Controlling
Controlling
Planning Budgeting
Cost Estimating is the process of calculating the Costs of Resources needed to complete the Project Work.
Cost Budgeting is the process of assigning a cost to an individual work package.
6
Costs associated with Projects are not just the costs of goods
procured to complete the Project.
1. Resource Planning
1.1.1 WBS
2. Cost Estimating
8
9
9
10
3.1.2 WBS
10
11
11
12
12
13
In details,
In addition, the Project Manager must identify how many & when of
the Resources are needed for the Project.
13
14
o If these services are not available for the Project as planned, the
Project will suffer from delaying. Some Projects require you to
lease space; the Leased Space is considered a Resource.
14
15
1.1.1 Work & Resource Breakdown Structure: The WBS & RBS help
the Project Manager and the Project Team identifies the components
requiring specific People, Equipments, and Materials.
1.1.3 Project Scope: The scope statement serves as a key input to Resource
Planning since the Scope Statement defines the Project Work. The
required work, therefore, can help identify the Required Resources to
Complete the Project.
15
16
16
17
Preparing the Inputs to Resource Planning, the Project Manager and the
Project Team should be ready to identify and plan the need for the Project
Resources.
The Project Manager and Project Team will examine the Project Work
and Resources Availability and then apply reason, logic, and experience
in evaluating the Available Resources in relation to the Project’s
Requirements.
Industry Groups
17
18
18
19
Once the Project Manager and Project Team have completed Resource
Planning, the required Resources to complete the Project will have been
identified.
19
20
The Person or Group doing the Cost Estimating must consider the
possible fluctuations, inflation, conditions, and other causes of
Variances that could affect the total Cost Estimating.
20
21
o Labor (People)
o NonLabor (Equipments)
o Materials
o Expenses:
Services
Facilities
Inflation Allowance
21
22
The Project will have some Resources Requirement. The Skills of the
Labor, the Availability of Materials, or the Function of
Equipments, must all be accounted for Cost Estimating.
22
23
23
24
FV= PV * (1+R)n
;
PV is the present value,
The Future Value of the Money the Project will earn may need to
be measured against the Present Value to determine if the Project
is worth financing, as shown here:
24
25
Yearly Deduction =
(Purchase Value - Salvage Value) / Number of Years in Use.
قيمة الخردة ) ÷ العمر األنتاجي لألصل- الخصم (تكلفة األهالك) السنوي = (سعر الشراء
25
26
With double-declining, the customer would subtract 40% the first year,
and then 40% of the remaining value each subsequent year.
In our example, the deducted amount for year one would be $2,000.
For year two, it would be $1,200, and year three it would be $720.
This is a great method for Equipment that you don’t anticipate to have
around for a very long time---such as Computer Equipment.
The sum of the years (15) becomes our denominator; the five, for the
first year, is our numerator.
So for the first year, we’d deduct 5/15 (or one third) of the Photocopier
Cost after the Salvage Amount, which would be $1,650.
The second year, the four would be the numerator and we deduct
$1,250, and so on. Each year we’d deduct a slightly smaller percentage
than the year before.
26
27
27
28
The “Carlton Park Project” was to grade and pave a sidewalk around a
Swimming Pool in the Community-Park. The sidewalk of Carlton Park
was 1,048 feet by 6 feet, and cost $25,287 to complete.
28
29
The current Project, “King Park Project”, will have a similar surface and
will cover 4,500 feet by 6 feet. The Analogous Estimate for this Project,
based on the work in Carlton-Park, is $108,500. This is based on the
price/foot of Material at $4.02.
A complex parameter can be cost per unit with adjustment factors based
on the conditions of the Project. In addition, the adjustment factors may
have additional modifying factors depending on additional conditions.
29
30
Regression Analysis:
2. Learning Curve:
30
31
Exam Watch
2.2.4 Using Computer Software:
Computer Software can assist the Project Manager. There are several
different Computer Programs that can make Accurate Estimates for
the Project Work.
31
32
Labor Costs
Material Costs
Travel Costs
Supplies
Hardware Costs
Software Costs
2. Budget Estimate: This Estimate is also somewhat broad and is used early
in the Planning Processes and also in Top-Down Estimates. The range of
variance for the estimate can be -10% to +25%.
32
33
The Cost Management Plan details how Project Costs Variances will be
managed.
33
34
Because Cost Budgeting and Cost Estimating are so closely related, you
can expect many of the same inputs for both.
3.1.1 Cost Estimates: These serve as key inputs; they are the
predicted cost for the Project Work.
34
35
The Tools and Techniques used to create the Project Cost Estimates
are also used to create the Project Budget. Here is a quick reminder of
the four components:
35
36
36
37
o The idea of the Cost Baseline allows the Project Manager and
Management to predict when the Project will be spending
money and over what time period. The purpose of the Cost
Baseline is to measure and predict Project Performance.
Cost Control focuses on the Ability of Costs to Change and on the ways
of allowing or preventing Cost Change from happening.
37
38
When a Cost Change does occur, the Project Manager must document the
change and the reason why the change has occurred and, if necessary,
create a Cost Variance Report.
Cost Control allows the Project Manager to deal with the problem, find a
solution, and then act accordingly.
38
39
The Cost Baseline is the Expected Cost the Project will incur
(deserve). The Cost Baseline is a tool used to measureProject
Performance.
39
40
40
41
can also be useful in predicting future variances and the final Costs
At Completion. It is a System of Mathematical Formulas that
compares Work Performed against Work Planned and measures the
Actual Cost of the Work Performed.
41
42
Example:
Earned Value is the Physical Work Completed to Date and the authorized
Budget for that Work.
Example:
Actual Cost is the actual amount of money the Project has required to
date.
Example:
These three values are key information about the Worth of the Project to
Date:
42
43
Consider a Project that must complete by a given date and that also has a
Budget. The balance between the Schedule and the Cost must be kept.
The Project Manager can not assign a large crew to complete the Project
Work if the Budget would not allow it.
43
44
As the Project progresses and more detail come available, there may be a
need to update the Cost Estimates.
44
45
The Cost Baseline is the “before Project Snapshot” of what the Total
Project Scope and the Individual WBS Components should cost.
Should the Project Scope grow, as shown here, the Cost will also likely
change to be able to fulfill the new Scope.
45
46
CPI is a value that demonstrates how the Project Costs are performing.
46
47
CPI is a value that reveals How Much Money the Project is Losing. Or, if
you are an optimist, How Much Money the Project is Making.
Example:
The fact of the matter is, a Project with this CPI Value is likely to
be Over Budget because for every Dollar spent, 7 cents evaporates
(vanishes). The following shows the CPI in action:
CPI relates the Work you have accomplished to the amount you have
spent to accomplish it.
A Project with a CPI of .93 means you are spending 1.00 for every .93
Worth of Work Accomplished.
However, a CPI over 1.00 does not necessarily mean that the Project is
Performing Well. It could mean that Estimates were inflated or that
expenditure for equipment is late or sitting in accounts payable and has
not yet been entered into the Project Accounting Cycle.
47
48
In summary,
If you do not want to think of the CPI Value as making or losing money,
that is fine too. Just know the CPI Value should be as close to 1.00 as
possible and do not celebrate too loudly if the CPI is greater than 1.00. A
CPI greater than 1.00 may just reflect Poor Estimates rather than an Over-
Performing Project.
48
49
EAC=BAC/CPI
Example:
If the Project’s BAC is $575,000 and the CPI is .91, the EAC for
this Project is $631,868. Those 9 cents on every dollar sure do add
up!
49
50
One of the assumptions the Project Team made was that each Workstation
had the correct hardware to install the Operating System automatically.
As it turns out, this assumption was wrong, and now the Project Team
must change their approach to installing the Operating System.
Exam Watch
Because the assumption to install the Operating System was flawed
(defective), a new Estimate To Complete the Project is needed.
The ETC represents how much more money is needed to complete the
Project Work, and its formula is:
ETC=EAC-AC.
EAC = AC +ETC
Example:
If the Project’s Original BAC was $100,000 and the Project Team
had spent $20,000 before realizing the Project Assumption was
flawed (faulty), they have to create a new ETC the remaining work.
Let’s pretend (imagine) the ETC the Project Team arrived at was
$175,000.
This is because the Project had spent $20,000, and $175,000 more
is needed to complete the Work.
Example:
50
51
o This anomaly likely would not happen again, but it will add Costs
to the Project.
o For these instances, when events happen but the Project Manager
doesn’t expect similar events to happen again, the EAC Formula
should be used:
Therefore, EAC=$7,000+$24,500-$2,450
= $29,050 ---- a costly mistake.
51
52
52
53
As part of Cost Control, the Project Manager should update the Lessons
Learned document to reflect the decisions behind the actions taken.
o Cost Control Challenges and Issues and how they were Resolved
Summary
There are several factors that affect the Project’s Cost:
53
54
54
55
Key Terms
55
56
o Example:
56
57
o SV = EV – PV
o A –ve result means less work has been performed than was
planned.
o SV Example:
PV = $42,000
EV = $38,000
AC = $48,000
SV = EV – PV
= $38,000 - $42,000 = - $4,000
57
58
PV = $42,000
EV = $38,000
AC = $48,000
CV = EV – AC
= $38.000 - $48,000 = -$10,000
CV% = CV / EV
= -$10,000 / $38,000
= -26%
58
59
o CPI Example:
PV = $42,000
EV = $38,000
AC = $48,000
CPI = EV / AC = $38,000 / $48,000 = 0.79
o SPI Example:
PV = $42,000
EV = $38,000
AC = $48,000
SPI = EV / PV = $38,000 / $42,000 = 0.90
That is $0.90 worth of work has been done for each $1.00 worth
of work that was planned to be done.
o EAC Example:
BAC = $80,000
CPI = 0.79
EAC = BAC / CPI = $80,000 / 0.79 = $201,265
59
60
o VAC Example:
BAC = $80,000
EAC = $201,265
Example:
PV EV AC EAC BAC
100 125 75 600 560
125 100 100 850 800
75 75 75 700 560
100 75 100 570 600
60
61
Problem:
o Given:
BAC = $40K
EV = $20K
PV = $28K
AC = $26K
o Calculate:
% of Work Scheduled
% of Budget Spent
% of Work Accomplished
Cost Variance
Schedule Variance
Solution:
61
62
A. Regression analysis
B. Bottom-up estimating
C. Less accurate
D. More accurate
2. You are the project manager for GHG Project. You are about to create the
cost estimates for the project. Which input to this process will help you
the most?
A. Parametric modeling
B. WBS
C. Project scope
D. Requirements document
3. You are the project manager for the JKH Project. You have elected to use
parametric modeling in your cost estimating for the project. Which one of
the following is an example of parametric modeling?
A. Top-down estimating
B. Top-down budgeting
C. Bottom-up estimating
D. Parametric modeling
62
63
5. Your company has been hired to install the tile in 1,000 hotel rooms. All
rooms will be identical in nature and will require the same amount of
materials. You calculate the time to install the tile in each hotel room as
six hours. The cost for labor for each room is calculated at $700. Your
Project Sponsor disagrees with your labor estimate. Why?
A. You haven’t completed one hotel room yet so you don’t know
how long the work will actually take.
B. You have not factored in all of the effort applied to the work.
C. You have not considered the law of diminishing returns.
D. You have not considered the learning curve.
6. You are the project manager for a construction project to build 17 cabins.
All of the cabins will be identical in nature. The contract for the project is
set at a fixed cost, the incentive being the faster the project work is
completed, the more the profitable the job. Management has requested
that you study the work method to determine a faster, less costly, and
better method to complete the project. This is an example of which one of
the following?
A. Time constraint
B. Schedule constraint
C. Value analysis
D. Learning curve
7. You are the project manager for a technical implementation project. The
customer has requested that you factor in the after-the-project costs, such
as maintenance and service. This is an example of which one of the
following?
63
64
(The rough order of magnitude is the least accurate approach, as it may vary from
-25% to +75%.)
9. Which one of the following is true?
10.You have just started a project for a manufacturer. Project team members
report they are 30 percent done with the project. You agree with their
completion status but do not change any of the progress in your report to
the customer. This is an example of which one of the following?
A. 50/50 rule
B. 0/100 rule
C. Percent Complete Rule
D. Poor project management
(This completion method allows for 0%credit on an activity until it is 100%
complete)
11.You and your project team are about to enter a meeting to determine
project costs. You have elected to use bottom-up estimating and will base
your estimates on the WBS. Which one of the following is not an attribute
of bottom-up estimating?
A. $100,000
B. $58,000
C. $25,000
D. Zero
{PV = FV/(1+R)n [FV=future value; R=interest rate; n=number of time periods]}
64
65
13.You are the project manager for the construction of a new hotel. Before
you begin the cost budgeting process, what is needed?
14.You are the project manager of the MNJ Project. Your project is falling
behind schedule and you have already spent $130,000 of your $150,000
budget. What do you call the $130,000?
A. Planned value
B. Present value
C. Sunk costs
D. Capital expenditure
(Sunk Costs are monies that have been spent)
15.You are the project manager of the JHD Project. Your project will cost
your organization $250,000 to complete over the next eight months. Once
the project is completed, the deliverables will begin earning the company
$3,500 per month. The time to recover the costs of the project is which
one of the following?
16.You are the project manager for the consulting company. Your company
has two possible projects to manage, but they can only choose one.
Project KJH is worth $17,000, while Project ADS is worth $22,000.
Management elects to choose Project ADS. The opportunity cost of this
choice is which one of the following?
A. $5,000
B. $17,000
C. $22,000
D. Zero, as project ADS is worth more than Project KJH
(The opportunity cost is the amount of the project that was not chosen)
65
66
17.You are the project manager for the CSR Training Project, and 21,000
customer service reps (sales representatives) are invited to attend the
training session. Attendance is optional. You have calculated the costs of
the training facility, but the workbook expense depends on how many
students register to the class. For every 5,000 workbooks created the cost
is reduced a percentage of the original printing cost. The workbook
expense is an example of which one of the following?
A. Fixed costs
B. Parametric costs
C. Variable costs
D. Indirect costs
(The more students that register to take the class the more the cost of the books will
be)
A. Fixed costs
B. Parametric costs
C. Variable costs
D. Indirect costs
19.You are the project manager for the Hardware Inventory Project. You
have a piece of equipment that was purchased recently for $10,000 and is
expected to last five years in production. At the end of the five years the
expected worth of the equipment is $1,000. Using straight-line
deprecation, what is the amount that can be written off each year?
A. Zero
B. $1,000
C. $1,800
D. $2,000
[The straight-line depreciation takes the purchase value of the item, minus the
salvage price of the item, divided by the number of time periods. That is ($10,000 -
$1,000)/5 = $1,800 per year.]
66
67
20.You are the project manager of the LKG Project. The project has a budget
of $290,000 and is expected to last 3 years. The project is now 10%
complete and is on schedule. What is the BAC?
A. $29,000
B. $290,000
C. $96,666
D. $9,666
(The BAC is the budget at completion, which is $290,000)
A. $65,000
B. $39,000
C. $26,000
D. $64,999
(This is calculated by subtracting the actual costs of $65,000 from the earned value of
$39,000. EV is calculated by taking the 30% completion of the project against the
BAC. The project is considered to be 30% complete because it is slated (scheduled)
for 10 months, is currently in month 3, and is on schedule.)
22.You are the project manager of the Carpet Installation Project for new
building. Your BAC is $600,000. You are now 40% done with the
project, though your plan called for you to be 45% done with the work at
this time. What is your earned value?
A. $240,000
B. $270,000
C. $30,000
D. ?$30,000
(The earned value is calculated by multiplying the % of completion, 40%, by the BAC,
which is %600,000, for a value of $240,000.)
67
68
23.You are the project manager of the Carpet Installation Project for new
building. Your BAC is $600,000. You have spent $270,000 of your
budget. You are now 40% done with the project, though your plan called
for you to be 45% done with the work at this time. What is your CPI?
A. 100
B. 89
C. .89
D. .79
(The EV of $240,000 is divided by the AC of $270,000 for a value of .89.)
24.You are the project manager for the Facility Installation Project. The
project calls for 1500 units to be installed into a new baseball stadium.
Your team wants to know why you have not assigned the same amount of
time for the last 800 units as you had for the first 500 units. You tell them
it is because of the learning curve. Which one of the following best
describes this theory?
25.Of the following, which one is the most reliable source of information for
estimating project costs?
68
69
Practical Part
69
70
Scenario 1:
The Project Team has determined the Types of Skills (Roles) required
for completing the Project Activities. The Project Team has also
estimated the effort needed to accomplish the work.
Specific Resources have not yet been assigned to the Project. Roles can
be used as temporary placeholders for future Resource Assignments. A
Role represents a Skill or Job defined in the Application. View the Roles
Dictionary to become familiar with the Skill Sets that have been defined.
70
71
71
72
Assigning Roles:
72
73
73
74
Analyzing Resources:
74
75
Scenario 2:
1. Schedule,
2. Resources, and
3. Cost.
Initially, the Project Manager should verify that the Project is scheduled
to finish on time. If the Project delays, he has to make adjustments to the
Project Plan by analyzing the Resources and resolve the over-allocation.
Once the Schedule & Resources Adjustments have been made, validate
the Project’s Cost. The Project’s Cost may have changes due to the
Adjustments of Resources.
Once the Baseline has been created, move to the Execution & Control
Process.
75
76
76
77
77
78
78
79
Scenario 3:
79
80
Reporting Performance:
80
81
CASE STUDY
Background:
5. On the basis of monthly reports from the project site, you will
monitor the progress of project execution.
6. In carrying out your assignment, you are aware that the OWNER
is anxious to open the project as early as possible.
81
82
. Tabular Schedules,
. Bar Charts,
82
83
Workdays/week: 5
Holidays:
o 07-JAN-11
o 25-JAN-11, (28-JAN..31-JAN & Exception 30-JAN..31-JAN-11)
o 04-APR .. 09-APR & Exception 07-APR..09-APR-11)
o 01-MAY-11
o 18-JUN-11
o 23-JUL-11
o 06-OCT-11
Hint:
83
84
Background:
The Project Structure has been defined for this Project. We now need
to add the WBS elements and assign Responsible Managers.
Hint:
84
85
85
86
86
87
o So, Assign Project Codes to the Project (Click “Projects” & use
“Codes” tab from “Project Details”).
87
88
88
89
4. Adding Activities
The WBS and Project’s Calendar have been defined and approved for the
Building of 2nd Floor in a Villa.
The next step is to finish adding Activities to the Project. You will also add
a Notebook topic and Steps to perform System Requirements Analysis.
Hint:
All of the following Activities are of Duration Type “Fixed Duration
& Units” and “Activity Type: Task Dependent” except for the 1st
Activity (ADM2) which is of Activity Type “Level of Effort”
89
90
90
91
o Document Requirements
Background:
91
92
Use the information from the table below to create relationships between
the Activities.
ADM2* END2 FF 0
CO22C100 CO22C200 SS 4
CO22C200 CO22C300 FS 0
CO22C300 CO22C400 FS 0
CO22C400 CO22S100 SS 3
CO22S100 CO22S200 FF 2
CO22S200 CO22S300 FS 0
CO22S300 CO22S400 FS 0
CO22S400 BLO2 100 FS 0
CO22S400 BLO2 200 FS 0
92
93
PRP2 CO22C100 FS 0
6. Project Scheduling
Background:
93
94
Project’s Statistics.
Question:
10. What is the Latest Early Finish Date for the Project?
_____
Hint:
94
95
95
96
96
97
Continue…
3. Assigning Activity Codes: (Activities Sorted Alphabetically)
Case_
A M T Col
No Activity Activity Name PD Resp r i y S …
ID e l p l
a e 1 a
b
01 ADM2 Project Administration --- AHMED AR
02 BLO2 100 Block Work thick 25 cm 12 NOHA AR
03 BLO2 200 Block Work thick 12 cm 4 NOHA AR
04 CER2 100 Ceramic Work (Walls & 4 NOHA AR
Slabs)
05 CO22C100 Form Work Columns 7 AHMED AR C CO2 C
06 CO22C200 R.F.T Columns 4 AHMED AR C CO2 C
07 CO22C300 Cast-in-Place Concrete 3 AHMED AR C CO2 C
Columns
08 CO22C400 Curing Time for Columns 5 AHMED AR C CO2 C
09 CO22S100 Form Work (Slabs & 11 AHMED AR C CO2 S
Stairs)
10 CO22S200 R.F.T (Slabs & Stairs) 7 AHMED AR C CO2 S
11 CO22S300 Cast-in-Place (Slabs & 3 AHMED AR C CO2 S
Stairs)
12 CO22S400 Curing Time & Removal of 10 AHMED AR C CO2 S
FormWork for Slab/Stairs
13 END2 Hand Over 10 NOHA AR
14 ELE2 100 Electrical Conduits 7 AMR AR E
15 ELE2 200 Electrical Wires 14 AMR AR E
16 ELE2 300 Electrical Switches 14 AMR AR E
Lighting Fix.
17 FLO2 100 Mosaic Tiles Dim 40*40 10 NOHA AR
cm
18 FRP2 100 Frontal Plastering 21 NOHA AR
19 INP2 100 Internal Plastering for 20 NOHA AR
Walls & Stairs
20 INP2 200 TRATZO Plastering 8 NOHA AR
Height 2m
21 ISO2 100 Bathrooms Proofing 2 AHMED AR
22 PAI2 100 Painting Preparation 6 NOHA AR P
Layers
23 PAI2 200 Final Painting Layers 12 NOHA AR P
24 SAN2 100 Sanitary Pipes 20 NOHA AR S
97
98
9. …etc
98
99
99
100
100
101
4. Resources Management
The Project will be named CASE_09 – Resource Breakdown Structure.
101
102
o Mos.Door
o Light.Fixation
o Ord.Tiles
Now,
Click “Enterprise/Resources”.
102
103
You can establish the Resource’s Units of Measure (to be used with
Materials Resources) as follows:
o Click “Add”.
103
104
104
105
A) LaborCase (People)*
Hint: Do not forget to assign the Default Project Calendar (It should be better to be
Global Calendar. It is called in our case: Case Cal- 5 D/W [SUN] with Holidays) to the
different Resources except when there are Resource Calendars…
105
106
106
107
B) EquipmentsCase - NonLabor
C) MaterialsCase
107
108
12 Paint.Mat SM 300/d 3
Painting Materials
13 R.F.T حديد التسليح Ton 3/d 3600
Reinforcement Steel
14 San.Fixt أجهزة صحي Part 10/d 1200
Sanitary Fixtures
15 SAN.PIPE مواسير الصرف الصحي LM 30/d 20
Pipe Material for Sanitary Pipes
16 Sand CM 12/d 5
Sand for Different Tasks
Hint:
Units Format:
o Unit of Time: hour
Duration Format:
o Unit Time: day
Units/Time Format:
o Choose “Show as units/duration”
Close
108
109
109
110
110
111
111
112
Assign Resources based on the table below. If an activity has multiple resource assignments, the 1st resource listed
is the Primary Resource.
P3eCaseStudy - 112
113
13-1 CO22S400 Curing Time & Removal of 10d Ord.Labor L 1/d 8/d
FormWork for Slab/Stairs
13-2 CO22S400 Curing time & Removal of 10d Water.Price M CM 16/d
FormWork for Slab/Stairs
16-1 ELE2 300 Electrical Switches Lighting Fix 14d Light.Fixation M PART 18/d
16-2 ELE2 300 Electrical Switches Lighting Fix 14d
18-1 FLO2 100 Mosaic Tiles dim 40*40 cm 10d Mosaic M SM 125/d
18-2 FLO2 100 Mosaic Tiles dim 40*40 cm 10d Tile.Men L 1/d 16/d
18-3 FLO2 100 Mosaic Tiles dim 40*40 cm 10d Sand M CM 5/d
18-4 FLO2 100 Mosaic Tiles dim 40*40 cm 10d Cement M TON 10/d 1/d
19-1 FRP2 100 Frontal Plastering 21d Front.Plaster L 1/d 40/d
19-2 FRP2 100 Frontal Plastering 21d Cement M TON 10/d 2/d
19-3 FRP2 100 Frontal Plastering 21d Sand M CM 4/d
19-4 FRP2 100 Frontal Plastering 21d Gypsum M TON 1/d
19-5 FRP2 100 Frontal Plastering 21d WhiteCem M TON 1/d
P3eCaseStudy - 114
115
20-1 INP2 100 Internal Plastering for Walls & Slabs 20d Front.Plaster L 1/d 32/d
20-2 INP2 100 Internal Plastering for Walls & Slabs 20d Cement M TON 10/d 2/d
20-3 INP2 100 Internal Plastering for Walls & Slabs 20d Sand M CM 6/d
20-4 INP2 100 Internal Plastering for Walls & Slabs 20d Gypsum M TON 1/d
P3eCaseStudy - 115
116
26-2 SAN2 200 Potable Water Piping Circuits 09d Iron.Pip M LM 20/d
27-1 SAN2 300 Install of Sanitary Fixtures 06d Plumber-1 L 1d 16/d
27-2 SAN2 300 Install of Sanitary Fixtures 06d San.Fixt M PART 2/d
28 WOD2 100 Windows & Doors Sub-Frames 07d Door.Carp L 1/d 32/d
Installation
29-1 WOD2 200 Windows & Doors Installation 10d Door.Carp L 1/d 56/d
29-2 WOD2 200 Windows & Doors Installation 10d Mos.Door M PART 8/d
P3eCaseStudy - 116
117
Root: Case_CA
Cost Categories:
M Material
S Expenses
Hint:
P3eCaseStudy - 117
118
Cost Account:
Hint: Each Activity has its own Cost Account. So, most of Cost Accounts take the names of Activities IDs
Cost Cost
No Account Account ID Cost Account Name Cost Account Category
Prefix Suffix
01 ADM2 Project Administration
02 BLO2 100 Block Work thick 25 cm
03 BLO2 200 Block Work thick 12 cm
04 CER2 100 Ceramic Work (Walls & Slabs)
05 CO22C100 Form Work Columns
06 CO22C200 R.F.T Columns
07 CO22C300 Cast-in-Place Concrete Columns
08 CO22C400 Curing time for Columns
09 CO22S100 Form Work (Slabs & Stairs)
10 CO22S200 R.F.T (Slabs & Stairs)
11 CO22S300 Cast-in-Place (Slabs & Stairs)
12 CO22S400 Curing time & Removal of
FormWork for Slab/Stairs
13 END2 Hand Over
14 ELE2 100 Electrical Conduits Each Cost Account
15 ELE2 200 Electrical Wires have all of the Cost
Case_CA.
16 ELE2 300 Electrical Switches Lighting Fix. Categories:
17 FLO2 100 Mosaic Tiles Dim 40*40 cm L, E, M, and S
18 FRP2 100 Frontal Plastering
19 INP2 100 Internal Plastering for Walls & Stairs
20 INP2 200 TRATZO Plastering Height 2m
21 ISO2 100 Bathrooms Proofing
P3eCaseStudy - 118
119
P3eCaseStudy - 119
120
P3eCaseStudy - 120
121
P3eCaseStudy - 121
122
Note: There is only one Cost-Account (with different categories) for each Activity
Cost Accounts exist where there are Resources….
04-1 BLO2 200 Block Work thick 12 cm 04d BRIC.LAY L BLO2 200.L
04-2 BLO2 200 Block Work thick 12 cm 04d BRICKMAT M BLO2 200.M
04-3 BLO2 200 Block Work thick 12 cm 04d CEMENT M BLO2 200.M
05-1 CER2 100 Ceramic Work (Wall&Slabs) 04d CERAMIC M CER2 100.M
05-2 CER2 100 Ceramic Work (Wall&Slabs) 04d CER.MEN L CER2 100.L
05-3 CER2 100 Ceramic Work (Wall&Slabs) 04d SAND M CER2 100.M
P3eCaseStudy - 122
123
13-1 CO22S400 Curing time & Removal of Form 10d LABOUR L CO22S400.L
Work for Slab/Stairs
13-2 CO22S400 Curing time & Removal of Form 10d WATERPRI M CO22S400.M
Work for Slab/Stairs
14-1 ELE2 100 Electrical Conduits 07d ELE2 100.L
14-2 ELE2 100 Electrical Conduits 07d ELE2 100.M
P3eCaseStudy - 123
124
16-1 ELE2 300 Electrical Switches Lighting Fix 14d LIG.FIXT M ELE2 300.M
16-2 ELE2 300 Electrical Switches Lighting Fix 14d L ELE2 300.L
18-1 FLO2 100 Mosaic Tiles dim 40*40 cm 10d MOSAIC M FLO2 100.M
18-2 FLO2 100 Mosaic Tiles dim 40*40 cm 10d TILE.MEN L FLO2 100.L
18-3 FLO2 100 Mosaic Tiles dim 40*40 cm 10d SAND M FLO2 100.M
18-4 FLO2 100 Mosaic Tiles dim 40*40 cm 10d CEMENT M FLO2 100.M
20-1 INP2 100 Internal Plastering for Walls & 20d PLAS.MEN L INP2 100.L
Slabs
20-2 INP2 100 Internal Plastering for Walls & 20d CEMENT M INP2 100.M
Slabs
20-3 INP2 100 Internal Plastering for Walls & 20d SAND M INP2 100.M
Slabs
20-4 INP2 100 Internal Plastering for Walls & 20d GUYPSUM M INP2 100.M
Slabs
P3eCaseStudy - 124
125
23-1 PAI2 100 Painting Preparation Layers 06d PAINTMEN L PAI2 100.L
23-2 PAI2 100 Painting Preparation Layers 06d PAINTMAT M PAI2 100.M
24-1 PAI2 200 Final Painting Layers 12d PAINTMAT M PAI2 200.M
24-2 PAI2 200 Final Painting Layers 12d PAINT L PAI2 200.L
26-1 SAN2 200 Potable Water Piping Circuits 09d BLUMBER L SAN2 200.L
26-2 SAN2 200 Potable Water Piping Circuits 09d IRON.PIP L SAN2 200.L
27-1 SAN2 300 Install of Sanitary Fixtures 06d BLUMBER L SAN2 300.L
27-2 SAN2 300 Install of Sanitary Fixtures 06d SAN.FIXT M SAN2 300.M
28 WOD2 100 Windows & Doors Sub-Frames 07d DOORCARP L WOD2 100.L
Installation
29-1 WOD2 200 Windows & Doors Installation 10d DOORCARP L WOD2 200.L
29-2 WOD2 200 Windows & Doors Installation 10d MOS.DOOR M WOD2 200.M
P3eCaseStudy - 125
126
P3eCaseStudy - 126
127
Objectives:
P3eCaseStudy - 127
128
P3eCaseStudy - 128
129
Unit of Suggested
Resource Measure Max. Units
/Time
1 BrickMat SM 1200 SM/d
2 Cement Ton 70 Ton/d
3 Light.Fixation Part 90Part/d
o Activities Relationships
P3eCaseStudy - 129
130
Verify that the Projeect Plan meets the Project Stakeholders’s Dates,
Resource, and Cost Requirements.
It is required for our case that the Project must finished by 01-Sep-
11. However, the scheduled indicates that the Project will not finish
until 29-Sep-11.
P3eCaseStudy - 130
131
o Go to “Activities” window.
P3eCaseStudy - 131
132
P3eCaseStudy - 132
133
P3eCaseStudy - 133
134
01-Sep-1 as shown:
P3eCaseStudy - 134
135
Columns:
o Cost Account ID
o Labor Cost
o Material Cost
o Total Cost
Continue…
P3eCaseStudy - 135
136
o Click OK.
P3eCaseStudy - 136
137
Assigning a BaseLine:
o Click OK.
P3eCaseStudy - 137
138
o Click OK.
o Save this Layout with the name “Current vs. Baseline Bars”
Bar labels:
o Click “Add”.
o Click OK.
P3eCaseStudy - 138
139
P3eCaseStudy - 139
140
P3eCaseStudy - 140
141
Information has been distributed about the Project. The Project has
started. You have gathered information from the Team Members.
You can now manually update the Activities and apply the progress to
the Project.
Data Date:
P3eCaseStudy - 141
142
Updating Process:
o Record Actual Information for the Project using the Actual Data
coming from the Site,
P3eCaseStudy - 142
143
P3eCaseStudy - 143
144
P3eCaseStudy - 144
145
P3eCaseStudy - 145
146
P3eCaseStudy - 146
147
Entering Actuals:
P3eCaseStudy - 147
148
P3eCaseStudy - 148
149
P3eCaseStudy - 149
150
P3eCaseStudy - 150
151
P3eCaseStudy - 151
152
Hint: When you see the report, right-click and choose “Save As ---
image.jpg”
P3eCaseStudy - 152
153
P3eCaseStudy - 153
154
Report Wizard
3. Click “Next”
P3eCaseStudy - 154
155
5. Click “Next”
7. Click “Next”
P3eCaseStudy - 155
156
8. Select “Resources”
P3eCaseStudy - 156
157
P3eCaseStudy - 157
158
P3eCaseStudy - 158
159
P3eCaseStudy - 159
160
The “Report Wizard” can also be used to create reports based on the
screen that is currently visible in Primavera.
This enables the User to easily create a wide variety of reports by basing
them on the layout of the current screen.
5. Continue as usual….
P3eCaseStudy - 160
161
References
2. Joseph Phillips,
Project Management Professional (PMP)
Study Guide
4. Abdalla ElDaoushy
Projects Time Management & Controlling using
Project Management Software, Dec. 2008,
Institute of National Planning, Cairo, Egypt
P3eCaseStudy - 161