Class 4 Booklet

8/13/2019 Class 4 Booklet

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20 VIEWING RESOURCE & COST PROFILE / SPREADSHEETS

Resource Usage Profile/Spreadsheet:

Use the Resource Usage Profile/Spreadsheet to analyze quantity or cost usage for resources orroles. You can view a resource's or role's cost and quantity data for a specific project or for allprojects across the enterprise (total allocation).

Define the Profile/Spreadsheet to specify whether you want to display cost or quantity information

and set the timescale for displaying data values. Choose to display vertical bars to represent costsor units allocated to your resources for each time period, and include cumulative curves/units torepresent accumulated units and costs over time.

The table below lists the sections of the Resource Usage Profile. Note that there are two DisplayOption bars: one that controls display options for the left pane, and another that controls displayoptions for the right pane.

Item Functionality

Right Pane Display

Options bar

Displays a menu of the formatting options available for the resource/role

usage profile.


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Legend Displays a legend for the profile's bars and/or lines. This will change

depending on the data/formatting options selected.

Timescale Displays the date intervals: major increment displayed on the bottom and

minor increment displayed on the top.

Display Activities forSelected...

When viewing Open Projects Only, you can mark Time Period orResource to filter the activities in the top layout.

Resource/Role

Hierarchy

Lists the names of the resources/roles. Can be filtered to show a shorter

list, e.g., the Current Project's resources.

Left Pane Display

Options bar

Displays a menu of the formatting options available for the resource/role

hierarchy.

Formatting the Profile

The Resource Usage Profile can be modified by adjusting Data and Graph settings in the ResourceUsage Profile Options dialog box.

Data settings:

Display Select to display units or costs.

Show Bars/Curves Mark to display By Date (periodic) bars and/or Cumulative curves

and format their colors.

Show Remaining Bars As Select a solid color to display early bars and a hatched color

to display late bars.

Additional Data Options Mark to display a line indicating resource limits; resource/role

over allocation; resource availability; or resource overtime units.


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Graph settings:

Vertical Lines Choose to display major/minor sight lines based on the

timescale interval.

Horizontal Lines Choose the line style and color.

Additional display options:

Show Legend Display the data item each color represents.

3D Bars Add a third dimension to the bars.

Background Color Specify the color displayed in the background of the Resource

Usage profile.

Calculate Average Specify the values you want to use to divide the timescale interval

totals.

Divide interval totals by To divide the timescale interval totals by an increment you

specify, type it in this field.

Unit of Measure Specify the unit of measure for the timescale intervals.

Use the Resource Usage Profile/Spreadsheets to:-

1. Determine how many hours each resource is scheduled to work.2. Identify overloaded resources.3. Track expenditures per time period.4. Determine resource usage by late dates.5. Display a "banana" curve to compare early and late dates.6. Display different colors or patterns on the histogram bars when showing the stacked

histogram.7. In addition to customizing data, you can customize the look of the profile by specifying

display options, for example, bar color, background line type, or averaging. You can alsosave a customized profile so that you can always access the same set of activity informationor share the Resource Usage Profile with someone else.

8. The Resource Usage Profile is available only in the bottom layout of the Activities window.The bottom layout window is divided into two panes. The left pane lists all the resources orroles stored in the hierarchy, depending on your current view.

9. In the stacked histogram view, the left pane lists all the resource or role filter/group names inthe hierarchy.10. The right pane displays the values for the activities assigned to each resource or role in the

histogram, or resource or role filter/group name in the stacked histogram.

Resource Analysis Settings

The Resource Usage Profile, which can be displayed in the Activities window, enables you to viewresources/role unit and cost distribution over time. You can specify how data is played in the profilevia the Resource Analysis tab in User Preferences:

All Projects

All closed projects (except what-if projects) Displays resource/ cost usage data for:

all projects that are open, and

all projects that are closed (except what-if projects)

All closed projects with a leveling priority When electing to show remaining values

for open versus closed projects, choose this option to include data for all closed

projects with a specific leveling priority.

Opened projects only Focus on resource/cost usage in the projects currently opened.

Time-Distributed Data

Display data based on Remaining Early or Forecast dates.

Select the time interval for displaying live resource allocation: hour, day, week, or

month.


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Note:

If you do not want the resource unit/cost values spread evenly, use resource curves to distributethose values nonlinearly. The Resource Usage Profile reflects the resource curves. When displayingunits, bars do not display for summary rows if your selection contains mixed units of measure or amixture of labor/non-labor and material type resources. Bars and cumulative curves with negativevalues do not display in the profile. You can view the negative values in the profile details. Double-click in the profile area to view the profile details.

Activity Usage Profile/Spreadsheet:

Use the Activity Usage Profile/Spreadsheet to view cost or unit values for activities in the openproject over time according to a timescale you specify. The Activity Usage Profile/Spreadsheetdisplays resource allocations for all activities or for the activities you select in the Activity Table,Activity Usage Spreadsheet, Gantt chart, or the Activity Network.

The Activity Usage Profile/Spreadsheet can display labor, non-labor, material, and expense costsand labor and non-labor units allocated to the activities in your project over time. Costs and unitsallocated to activities for each period in the timescale are represented as vertical bars. You can alsodisplay curves for charting cumulative costs or units over time.


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21 OPTIMIZING THE PROJECT PLAN

Analyzing the Project

Once you have 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 theproject requirements, you 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

overallocated.

Analyze cost budget Evaluate project costs.

Analyzing Schedule Dates

The most important date in the schedule is the calculated project Finish date. If the calculated Finishdate of the project is beyond the Must Finish By date, the project must be shortened. In addition,each deliverable in the project should be scheduled to finish by the dates imposed by the projectstakeholders.

Steps for analysis:

1. Compare the calculated Finish to the Must Finish By date.

2. Back up your project plan.

3. Focus on critical activities.

4. Shorten the project.

Comparing Finish Date to Must Finish By Date

You can quickly determine whether the project will finish on time by viewing the Dates tab in theProjects window.

The ACC-Dubai project must be finished by 24-Nov-11 however the schedule indicates that theproject will not finish until 29-Nov-11. (Note that the project actually must finish by the close ofbusiness on 23-Nov-10 as the Must Finish By constraint is at 12:01 am on November 23.)

Schedule

(Scope)

Resources Costs


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Steps

1. In the Toolbar, click Projects.2. Select ACC-DUBAI project3. In Project Details, click the Dates tab and compare the Must Finish By date to the calculated

Finish date.

Focusing on Critical Activities

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 you adjust a critical activity, theFinish is likely affected.

Steps:

1. Click the Settings tab.2. In the Define Critical Activities section, select Longest Path.3. In the Toolbar, click Activities.4. In the Layout Options bar, click Filters Select a filter, Critical, and then click OK.

Shortening the Project

If schedule analysis leads you to conclude that the Must Finish By date cannot be met, concentrate

your efforts on shortening the schedule. Several methods can help you accomplish this goal:1. Refine duration estimates

Break down long activities. Assign additional resources to reduce duration.

2. Use relationships to overlap activities.

3. Apply/modify constraints.

4. Change calendar assignments: Put critical activities on a longer workweek. Add exceptions to nonworktime.

Begin the analysis by reviewing the activities with the longest duration. In general, these activitiesoffer the greatest flexibility in altering durations.

Modifying Relationships - If you need to further compress the schedule, review relationshipsbetween activities on the critical path. Identify the activities which can be performed at the same

time. Therefore, change the relationship to Start-to-Start with lag.

Modifying Constraints - Constraints assigned earlier in the project life cycle may need to be

modified based on the latest information from the project team. If you modify a constraint, be sure to

also modify the Notebook topic that was created to document the constraint.

Exercise:

Modify the predecessor activity lag for the below mentioned Activities

CNELE01 - Electrical Equipment & Cable Installation

CNMEC06 Painting Finish to Finish Lag (-10)

CNINS01 - Instrument Equipment & Cable Installation

CNMEC06 Painting Finish to Finish Lag (-10)

Analyzing Resource Allocation

The project plan is now scheduled to be completed by the deadline. Before proceeding, verify thatresources are appropriately allocated.

You can use the Resource Usage Profile to determine which resources are over allocatedunderutilized. You can then re-assign resources to help even the workload.


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Note that this functionality is available only when assigning a resource directly it is not availablein the Assign Resources by Role dialog box.

Exercise:

1. Resource Domnic is overallocated in activity EGGEN02, EGELE01 & EGELE02

Assign Kartik to activity EGELE02 to share the total budgeted labour units into half for each.

2. Anwar is Overallocated in activities PREQP02, PRINS01 & PRPIP02

Add a new resource under Field Engineers with below mentioned details


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Resource ID Resource Name Resource Type Max Units/Time StandardRate

NLP-13 Ravi Labour 12h/d Dhs 80/h

Assign Ravi to activity PREQP02 to share the total budgeted labour units into100 for Anwar, 76 for Ravi.

Assign Ravi & Karim to activity PRINS01 to share the total budgeted labour units into120 for Anwar, 120 for Ravi, 40 for Karim.

Assign Ravi to activity PRPIP02 to share the total budgeted labour units into76 for Anwar, 100 for Ravi.

3. Crane 2 (15T Capacity) is overallocated in activities CNMEC03 & CNMEC04

Add a new resource under Equipment/Machinery with below mentioned details

Resource ID Resource Name Resource Type Max Units/Time Price/Unit

SCR-3 Stand by Crane(15T Capacity

Nonlabour 12h/d Dhs 1500/h

Assign SCR-3 to activity CNMEC03 to share the total budgeted labour units into half foreach.

Assign SCR-3 to activity CNMEC04 to share the total budgeted labour units into half foreach.


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22 BASELINING THE PROJECT PLAN

A Baseline is a complete copy of a project plan that you can compare to the current schedule toevaluate progress. Before updating a schedule for the first time create a baseline. It provides atarget against which one can track a project's cost, schedule and performance. Up to threebaselines can be compared at once. Baseline projects do not exist as separate project to access. 5baselines can be created for each project.


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Creating a Baseline

1. Open the projects for which you want to create a baseline.2. Choose Project, Maintain baselines, if more than one project is open, and select the project

for which you want to create a baseline.

3. If you want to copy the current project as a new baseline, you can select multiple projects; abaseline will be created for all selected projects.4. If you want to convert another project to a baseline, you can select only one project.5. Click Add and choose to save a copy of the current project as a new baseline or convert

another project into a baseline of the current project, then click OK.6. If you choose to convert another project, select the project in the Select Project dialog box,

then7. Click the Select button.

Assign a baseline type to categorize the baseline based on how you to intend to use it. Forexample, the Initial Plan baseline type can be used for your initial project plan. Another baselinetype, Mid-Project Status, can be used after the project is underway. Baseline types are also usefulin organizing multiple baselines in the project.


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Assigning a Baseline

Use the Assign Baselines dialog to assign project, primary, secondary, and tertiary baselines to a

project from Project/Assign Baseline.

Project: Lists all open projects. Select the project to which you want to assign baselines.

Project Baseline: Lists the available baselines for the selected project. Select the baseline to use as

the project baseline. If a baseline does not exist, the current project is the default value.

User BaselinesPrimary: Select the primary baseline from the list of available baselines. If a baseline does not

exist, the current project is the default value.

Secondary: Select the second baseline from the list of available baselines. A second baseline is not

required.

Tertiary: Select the tertiary baseline from the list of available baselines. A tertiary baseline is not

required.

Viewing Baseline Bars

The Bars dialog box allows you to modify the type, size, color, row position, and shape of the barsdisplayed in the Gantt Chart.

Bar Style Tab:

The Bar Style tab enables you to specify the shape, color, and pattern of the bars and endpoints.

ShapeShape of the selected bar's start endpoint, the bar itself, and the f inish endpoint.

ColorChoose the selected bar's start endpoint color, the color of the bar itself, and the color ofthe finish endpoint

PatternThe fill pattern of the selected bar

RowDisplays the position of the bar on the Gantt Chart


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Steps

1. In the Layout Options bar, click Bars.2. In the Display column, mark a checkbox next to Prj Baseline Bar.3. In the Row field in the Bar Style tab, verify 24. In the Display column, mark a checkbox next to Prj Baseline Milestone.5. In the Row field, verify 2.6. Click OK to close the Bars dialog box.7. In the Layout Options bar, click Show on Bottom, No Bottom Layout8. In the Layout Options bar, click Table, Font and Row,9. In the Row Height section, clear a checkbox, Keep Current Row Heights.10. Select an option, Select height for all rows,11. Use arrows to increase row height to 3012. Click OK13. In the Layout Options bar, click Layout, Save as Current vs Baseline Bar


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23 PROJECT EXECUTION & CONTROL

Data Date

When updating a project, actuals are recorded for each activity relative to the data date. The datadate is the date up to which actual performance data is reported and the date from which futurework is scheduled. By default, the data date is set to the beginning of the day.


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Updating a Project

Once a project has started, you need to update actual schedule information and resource usage atregular intervals. Your company will establish a standard update procedure, including how data iscollected and how often it is updated. You may need to update daily/weekly, or monthly, dependingon the length of your project and how frequently you want to adjust your forecasts.

Consider these factors when deciding on a method:

Data precision: The degree to which project data is exact (based on manual data entry) or estimated

(based on automated calculations).

Is project data entered manually?

Is project data automatically calculated and applied?

Internal or external: The extent to which individuals other than the project manager are empoweredto update project data.

Do other persons resources, for example update project data?

The goal of the graphic is to present all updating methods in a single view. The graphic is organizedalong two axes: The X (horizontal) axis represents data precision. Methods at the right of the X axisrepresent the most precise (exact). As you move along the axis to the left, methods become lessprecise until reaching fully estimated. The Y (vertical axis) is divided between external updates(below the line) and internal updates (above the line). Combine the elements to describe eachmethod. For example, Update Progress is to the far left of the X axis, making it estimated, and isabove the line on the Y axis, making it an internal update. Thus, Update Progress is an internalupdate that is estimated. On the following pages, each method is explored in detail. A small versionof the graphic is repeated to reinforce the context of each method within the updating spectrum.

Update Progress

Updates activity dates, expenses, and resource utilization according to project plan

Internal update

Data precision: Estimated

On the Tools menu, click Update Progress. Set data date to to cover some non-statused activitiesand click Apply.


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Auto Compute Actuals

Updates activity dates, expenses, and resource utilization according to project plan

However, enables you to select which elements are computed automatically

Internal update

Data precision: Estimated

Values are computed based on element you select for auto compute:

If activity is selected, resources and expenses also automatically updated.

If just resource or expense is selected, only those elements are automatically updated.

Doesnt affect successor activities outside of status period until project is scheduled.


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Steps to Activate:

1. In the Tools menu, click Apply Actuals.2. Click H to select a New Data Date,3. Click Apply, and then click Yes when prompted.4. Click Yes to confirm the Apply Actuals command.5. Click OK.

Recalculate Units, Cost When Duration % Complete Changes

Project-level setting computes units based on Duration % Complete

Internal update

Data precision: Units and costs estimated based on exact Duration % Complete

Based on Budgeted Units/Time, application calculates Actual Units and subtracts from BudgetedUnits

Example: 10-day activity with 80 Budgeted Units (8 h/d)

2 days progress (Duration % Complete = 20%)

Actual Units automatically recalculated to 16h

Remaining Units automatically recalculated to 64h

Manually Update Activities, Expenses, and Resources

Manually enter values for each element.

Internal update

Data precision: Exact

Timesheets

Resources record hours worked.

Manager approves / rejects timesheets and then applies actuals

External update

Data precision: Exact

Resources record hours worked against activities.

Primary resource also can mark activities started or finished and update Remaining Duration.

After approving / rejecting timesheets, manager applies actuals.

Only statused activities are recalculated.

Does not affect activities not in the status period.

Activities within the status period that are not progressed are pushed out to new data date.Timesheets can be reviewed only in P6 (the Web application) not in P6 Professional.

Updating Process

1. Create a baseline plan.

2. Identify the new data date with the Progress Spotlight.

3. Enter activity progress.

4. Report resource use and costs to date.


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5. Use Suspend and Resume dates as necessary.

6. Calculate the schedule.

Be sure to verify the new data date.

7. Perform target analysis.

Compare the current plan to the target to analyze variances.

8. Monitor project progress with reports. Determine whether project objectives are being met:

Will the project finish on time?

Is it within budget?

Are project resources being used effectively?


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Statusing the Activities

Setting the New Data Date


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Rescheduling the Project

How Data is collected:

Project managers manually enter the actual date, resource, and cost information.

Record actual dates and progress, actual resource usage and cost, and expense costs.

Approve and apply timesheets.

Team members use Timesheets to update activities.

Project managers review and approve timesheets.

Project managers apply timesheets to the project.

Auto compute actuate.

Progress of activities is automatically calculated according to the project plan.

Defining a Statusing Period

Define the statusing period before you begin to update activities. In general, the statusing periodbegins at the current data date and ends at a point in the future. The length of the statusing perioddepends on the frequency of your updates- You could, for example, create a statusing period thatextends 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.There are two options to define the statusing period in the Gantt Chart:

Activate Progress Spotlight.

Progress Spotlight creates a visible statusing period between the current data date and the nextstatus date. It also provides a highlighted list of activities that should have progress during theupdate period. Click focus light icon on the tool bar to activate the Progress Spotlight. Clickagain to deactivate.

Drag the data date.


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Note that even as you establish a new statusing period, the new data date must still be manuallychanged in the Schedule dialog box. Highlight the activities to be updated by dragging the statusline to the desired

Entering Actuals

Once a project is underway, you must enter actual schedule data, resource usage, and expensecosts at regular intervals. You may need to update daily, weekly, or monthly, depending on thelength of your project and how frequently you want to adjust your forecasts.

Actual data is different than planned data actual data is the real time and cost associated with anactivity.

Enter schedule, resource, and cost data in the following order

Completed Activities

1. Actual Start and Actual Finish dates2. Actual Regular Units/Costs3. Actual Cost for expenses

Activities in Progress

1. Actual Start date2. Percent Complete and/or Remaining Duration

3. Actual Regular Units/Costs and Remaining Units/Costs4. Actual and Remaining Costs for expenses5. If activity work is temporarily halted, use Suspend/Resume dates

Exercise:

1. Update the activities as per below mentioned table.

ActivityID

StartDate

%Complete

RemDur

StepsComplete

FinishDate

RescActualUnits

ExpenseActualUnits

ExpenseRemaining

Units

EGGEN00 3-1-10 - - - - - - -EGGEN01 3-1-10 100% - - 4-1-10 - Dhs 10,000 Dhs 0

EGGEN02 4-1-10 - - 100% 17-1-10

Domnic

50 - -Ethan

35- -

Joseph35

- -

Sai43

- -

EGGEN03 12-1-10 - - 100% 27-1-10Prabhu

88Dhs 4,500 Dhs 0

EGARC01 27-1-10 - 41 10% -Ahmed

36- -

EGARC02 27-1-10 - 30 10% -Kathy

36

- -

EGARC03 27-1-10 - 29 10% -Kathy

36- -

EGARC04 27-1-10 - 47 10% -Kevin

36- -

CNGEN01 4-1-10 85% 8 - - - Dhs 33,000 Dhs 2,000


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2. Click Schedule in toolbar or press F9.3. Select current data date as 01-2-104. Click schedule in schedule dialog box.


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Steps for Analyzing the Updated Project

1. Perform a baseline analysis.

Compare current plan to baseline plan to analyze variances.

Compare calculated Finish and Must Finish By dates.

2. Make changes to restore important schedule milestones.

Focus on critical activities.

3. Perform a resource usage analysis.

Identify availability or allocation issues.

Adjust resource assignments to resolve issues.

4. Perform cost analysis.

Compare Total Cost to the Original Budget.


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24 MONITOR THRESHOLDS AND ISSUES

Thresholds

Thresholds enable you to define the tolerances you are willing to accept within a project. When youcreate a threshold, you must specify the type of threshold parameter to monitor, such as Total Float

or finish Date Variance. You must set a lower and/or an upper threshold value to define thetolerance. Thresholds can be set at the activity level or WBS level. If a value is not in the acceptablerange between the lower threshold parameter and upper threshold parameter, an issue isgenerated.

ISSUES

Issues are known problems within a project which require attention or corrective action before theproject can be completed. Issues can be manually created or automatically generated by monitoringproject thresholds.An issue is automatically generated when the threshold values for a given parameter are exceeded.

Managing Thresholds and Issues

Thresholds and issues are managed in a two-step process.

5. Create the threshold. (Create once per project)

Specify a threshold parameter.

Set the Lower/upper threshold values.

Select the WBS element you want to monitor.

Specify the level of detail: WBS or activity.

Assign a responsible manager.

Assign an issue priority.

6. Create or generate the issue.

Monitor the threshold.

Analyze the issue.

Associate with a WBS element, activities, or resources.

Assign a priority level, to the issue.

Identify the manager responsible for addressing the issue.

E-mail the issue's details, along with your comments, to any member of the

project team.

Quickly view all the information associated with an issue by using the Issue

Navigator.

Resolve problems.

Acceptable

Lower

Threshold

Upper

Threshold

Not

Acceptable

Not

Acceptable

Issue generated Issue generated


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Steps:

Creating a Threshold- Thresholds can be created at any point in the project life cycle.

1. In the Toolbar, click Thresholds.2. In the Side Toolbar, click Add.

3. Verify the General tab is selected.4. In the Threshold Parameter-field, select Total Float (days).5. In the Responsible Manager field, Select the Project Manager - ACC6. In the General tab, in the Lower Threshold field, type .7. Select the WBS ACC Dubai to Monitor,8. In the Detail to monitor drop-down list, select Activity.9. In the Status drop-down list, verify Enabled.10. In the Issue Priority drop-down list, select 2 - High.

Monitoring Thresholds - An issue is created for each WBS/activity that meets or exceeds thethreshold parameters. Use the Details tab to define the time frame in which you want to monitor thethreshold.

11. Click the Details tab.

12. Select a From Date, DD.13. Type a To Date .14. In the Tools Menubar, click Monitor Threshold,15. Click OK.16. In the Details tab, in the Threshold Issues section, expand the Issue column.

Addressing Issues - Review the issues generated to help you determine where to begin adjustingyour project. You can quickly access the Project Issues window by clicking the GoTo button on theDetails tab of the Thresholds window.

17. Select an issue18. Click GoTo to view issue details in the Project Issues window.19. Verify the information on the General and Details tabs.

Issue History - The Issue History enables you to view and add comments about the selected issue.

When you add a note, your login name and the date are recorded. Once a comment has beenadded, it cannot be modified or deleted.

20. In the project issues window, select any issue & right click to select issue history option.21. Type information about the issue in-the Add to Notes section.22. Click Add.23. Click Close to exit the Issue History dialog box.

Navigating issues - The Issue Navigator allows you to select an issue and navigate to differentwindows to view issue details. If a button is disabled on the Issue Navigator dialog box, the issuedoes not pertain to that window. The Issue Navigator can be set to open every time you launchPrimavera by selecting Edit, User Preferences, then clicking the Application tab.

24. In the Tools menu, click Issue Navigator.


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25. Select an issue.26. In the Issue Navigator dialog box, click Activities.27. Click Notify. Inform the issue to the concerned person.

Adjusting the Project - Based on the issues generated, you may need to adjust the project to getthe project back on track.

28. Adjust the remaining duration of activity EGARC04 to 46.29. After adjusting the project & scheduling, Close the issue

30. In the Toolbar, click Issues.31. Select an issue32. Click the General tab.33. In the Status drop-down list, select Closed.34. In the Resolution Date field, select a date 01.02.14.


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25 RISKS DOCUMENTATION

Risks are uncertain events/conditions that have the potential to negatively (or positively) impactproject objectives. Primavera P6 Professional includes an integrated Risk Management feature thatenables you to identify, categorize and prioritize risks, assign a responsible person for managing therisk, assign risks to one or more activities that may be impacted by the risk, and conduct qualitativeanalysis on each risk. Additionally, you have the ability to record a risk response.

P6 generates a Risk Score based on information that is entered for each risk. The Risk Scorecan then be used to help you evaluate the significance of the risk. This tutorial demonstrates theprocess of using the Risk Management functionality in P6.

Step-1:We will document a possible risk to our project involving the Engineering process. We wantto document that if the customer changes the design of our exercise project, the project may incuradditional costs as well as schedule delays. The image below illustrates the Engineering WBSelement (work breakdown structure). As you can see below, this portion of the project is currentlyscheduled to start on Jan 3rd and finish on Oct 3rd, and the total budgeted cost is AED 416,148. Wecan also view the activities comprising this WBS element and their corresponding dates & budgetedcost. Please note that we have added the Risks tab in our Activity Details.

Step-2:Access the Risks icon on the side toolbar and click the add icon to begin the process of

documenting the potential risk. The details pertaining to the risk are added using the detail tabs. TheGeneral tab is used to identify the risk category, risk type, owner or person responsible forresolving the risk, and status. The Exposure Start and Exposure Finish dates correspond to the startand finish of the activities in the Engineering WBS. These dates represent the earliest and latestdates this risk may occur. The Pre-Response Exposure Cost represents the possible cost this riskmay impose, and the Post-Response Exposure Cost is the cost the risk may impose based on yourrisk response. Notice that you can also provide the date the risk was identified as well as theresource that identified the risk.

Enter the following details for new identified risk: Risk ID Design Change Risk Name Customer changes design request Category Requirement Changes

Type - Threat Owner - Engineering Manager Status Open Identified on 1stFeb

Step-3:The impact tab enables you to identify both pre-response and post-response parameters.Notice that you can select the Probability that the risk will occur, the impact that the risk may haveon the schedule, and the monetary impact on the project if this risk occurs. The Risk Score iscalculated based upon the values selected for the above mentioned parameters. The impact tab canalso be utilized to document a response plan as well as response impact parameters to arrive at aPost-Response Risk Score.

Enter the following impact details for new identified risk:

Pre Response Response Post ResponseProbability: 2-High Response Type: Reduce Probability: 2-HighSchedule: 2-High Response Description Schedule: 4-LowCost: 3-Medium Keep in close communication

with the customer during designprocess

Cost: 4-LowScore: ------ Score: ------

Step-4:You can use the Activities tab to identify activities that may be impacted by this risk. Assignall activities on WBS (Civil, Equipment, Piping, Electrical, and Instrumentation)


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Step-5:Use the Description tab to further describe the risk.

Step-6:Use the Cause tab to document the cause of the risk.

Step-7:Document the effect of the risk.

Step-8:Additional Notes can be entered.

Step-9:In the Activities window, you can view and/or assign risks to activities using the Risks tab inactivity details.


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26 STORING PERIOD PERFORMANCE

Past Period Actuals

The Store Period Performance feature enables you to track Actual Units and Actual Costs by period,typically after the schedule is updated. You can record actuals for the selected financial period,along with earned value and planned value data.

You can also use the feature to track previous periods, performance for trend analysis. If past perioddata changes after you store period performance, you can edit the data in the Financial Periodcolumns in the Activity Table, Resource Assignments window, and the Resources tab In ActivityDetails.

For example, when you increase the Actual This Period data, Primavera Increases the Actual toDate value by the same amount at the end of each financial, period, click Store Period Performancein the Tools menu to store the actuals and P6 will reset the Actual This Period values of all activitiesand assignments to zero. Resetting the Actual This Period values does not affect Actual, to Datevalues; rather, it prepares you to begin tracking new use for the current period.You can schedule your project weekly, monthly, or even quarterly. To track actual costs andprogress, update your schedule at the times established in the Financial Periods dictionary. Thenext step is to store period performance at the end of the update period and before the start of the

next schedule update.

The example below displays the Actual This Period value and the financial period value (2010-02-01) before/after actual values are stored.

Actual Units

To Date

Actual This

Period

2010-02-01

Actual Units

Before Actual

Values Stored100 100 0

After Actual

Values Stored100 0 100

Steps to store past period actuals:

Rather than spreading costs evenly throughout the length of a project, you can view how actualcosts were incurred by customized financial periods. Financial periods, generally created by asystem administrator, can match the time period when project schedules are routinely updated, orcreated on an as needed basis

For creating Financial periods refer last chapter Administrative Functions of P6

1. Open a project, ACC-DUBAI.2. Confirm you are in the Activities window.3. In the Layout Options bar, click Layout, Open.

4. Select a layout, Classic WBS Layout, and then click Open.5. In the Edit menu, click User Preferences.6. Click the Application tab.7. In the Select financial periods to view in columns field8. Select a Period Name, 2010-02-019. Click close.10. Now goto activities window.11. In Activity Details, click the Resources tab.12. Right-click and choose. Customize Resource Columns.


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Before Storing Past Period Actuals:


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After Storing Past Period Actuals:


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27 REPORTING PERFORMANCE

In addition to providing a large library of standard project management reports, two reporting toolsare available to access and report information stored in the database: the Report Wizard and theReport Editor. You can use the Report Wizard to easily create a wide variety of customized reports.The wizard steps you through the process of creating new reports, enabling you to select thecategory of information and specific data fields to include. You can group, sort, and filter projectinformation and include time-distributed data for units and costs.

The Report Editor is a powerful tool that enables you to create reports that are highly customized.Although you can create customized reports with the Report Wizard, the Report Editor provides thecapability to tailor a report more closely to your specific requirements. The Report Editor enablesyou to group, sort, filter, and roll up project information. You can display time distributions for unitsand costs and include graphics and HTML links in your reports. You can use the Report Editor tofurther customize reports you create with the Report Wizard. However, if you modify a wizard reportin the Report Editor, when you reopen the report in the wizard, you lose all of the modificationsmade in the Report Editor.

You can preview and print reports and you can save reports as text or HTML files. If you save areport to a file, you can import the data to a spreadsheet program, e-mail the report, publish thereport on a Web site, and/or archive the report.

1. To view a list of the standard reports - select Tools, Reports, and Reports.

2. To create a new report with the Report Wizard:-

3. Choose Tools, Report Wizard. Follow the prompts on each dialog box in the wizard to createthe report.


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Run Report Dialog Box

Use the Run Report dialog box to compile and print the selected report.

Print Preview Preview the report before printing it.

Directly to Printer Compile and print the report.

E-mail Attachment Compile and attach the report, as an HTML file, to a new e-mail message.

HTML File Compile and save the report as an HTML file.

ASCII Text File Compile and save the report as a delimited text file (.txt).

Field Delimiter Select the character used to separate categories of information that yousave in delimited text format (i.e., comma, tab, space).

Text Qualifier Select the character used to separate categories of data that you save indelimited text format (.txt) if the data contains the field delimiter you specify, such as quotemarks (").

Output file If you choose HTML File or ASCII Text File, click to specify the file name andlocation where you want to save the report.

Store report in Work Products and Documents for this project Create a work product anddocument record for the report. If the output file is saved in an accessible network location,

users can launch the report in P6.

Notes Use to add a comment to the report. Comment appears directly under the report title


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Notes:To create or edit global reports from the Report Wizard or Report Editor, you must have Edit GlobalReports security privileges. To create or edit project reports from the Report Wizard or ReportEditor, you must have Edit Project Reports security privileges. You do not require security privilegesto view global or project reports. You can use the Report Editor to further customize reports youcreate using the wizard. However, if you modify a wizard report in the Report Editor, when youreopen the report in the wizard, you lose all of the modifications made in the Report Editor.


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Creating a Time-Distributed Report: A time-distributed report enables you to create reports thatdisplay time-phased unit or cost data.

Exercise:1. Run any of the report for the current project.2. Create a new report to show the Activity ID & Name under which Budgeted, Actual &

Remaining Units for each resource shown.3. Grouped by WBS Path, Filter resources actual labour units greater than 0.4. Save as Resource units, under Resource - Tabular, Report Scope Current Project. (Using

New Wizard)5. Create another report showing Budgeted, Actual, Remaining, At completion cost for activities

(Using Current Screen) and save it as Actual cost, under Cost - Tabular, Report Scope Current Project.

6. Now export the report.


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28 PROJECT WEBSITE

PUBLISHING PROJECT WEB SITE

To facilitate communicating project data in a company with offices local or worldwide, you canpublish project plans in HTML format using the Project Web Site Publisher. Transfer thesedocuments to either the World Wide Web (using FTP) or your office intranet, and view them usingan Internet browser. The documents contain hypertext links, or jumps, to other pages in thestructure, allowing you to move between projects and reports and from page to page within a report.When publishing a project Web site, you control the level of detail published in terms of activityinformation and personal information for resources, as well as which project reports you want toinclude in the Web site.


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To publish projects as Web sites:-

Before you publish a project as a Web site for the first time, you may want to create a new folder onyour computer or network or verify that the existing folder you want to use is empty.

1. Open the project you want to publish. Choose Tools, Publish, Project Web Site.

2. Click the General tab.

3. In the Web Site Name field, type the title of the Web site.

4. In the Web Site Description field, type a description of the Web site. This description appearson the Web site's initial page.

5. In the Publish Directory field, type the full path for the folder in which you want to save theproject's Web site files, or click and select the location.

6. Click Edit Scheme to modify the specified scheme or select another scheme.

7. Click the Topics tab and mark the appropriate checkboxes to specify the project informationyou want to publish on the project's Web site.

8. The checkboxes determine what Activity Details are available on the project Web site. If youclear all checkboxes, then the General activity information option is automatically selectedbecause at least one type of activity detail information must be included in the Web site.

9. Click the Graphics tab and specify which activity or tracking layouts to include as graphicalreports in the Web site.

10. Click the Reports tab and specify which reports to include in the Web site.

11. Click Publish.

12. If the folder you selected contains older Web site files or other files, a message warns youthat those files will be deleted. Choose Yes to continue or No to cancel.

13. Later if you want to publish layouts in the website, then choose Tools, Publish, ActivityLayouts

14. Now assign the layout and save it under the same directory.


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29 USER-DEFINED FIELDS & GLOBAL CHANGE

User-Defined Fields Overview

User-defined fields enable you to add your own custom fields to the project database. These fieldscan be used to group, sort, and filter project data within layouts, as well as to organize reports foranalysis. Examples include delivery-dates and monetary conversions.

Subject Areas

The subject area determines the available data types and the level of the database at which user-defined fields can be accessed.

Activity

Activity Resource Assignments

Activity Steps

issues

Project Expenses

Project

Resources

Risks

WBS

Work Products and Documents

Data Types

A user-defined field's data type determines the kind of data that can be entered In the user-definedfield.

Start date Dates and times.

End date Dates and times.

Integer Numeric (except currency); no decimals.

Number Numeric; with decimals.

Text Text or combinations of text and numbers.

Cost Currency values.

Indicator Color-coded icons.

Creating User Defined Fields & Including in Activity Table:

1. In the Enterprise menu, click User Defined Fields.2. Select a Subject Area Activities.3. Click Add.4. Type the Title .5. Select the Data Type, Number,6. Click Add.7. Type the Title .8. Select the Data Type, Indicator.9. Click Close.10. Now come to activities window and include the fields in the activity table.11. In the Layout Options bar, click Columns.

12. In the Available Options section, click User Defined & include in the selected fields side.13. Enter some value in the Up front cost, and indicate the activities with Yellow Warning symbol

in the Upfront indicator cell (as shown for the activities mentioned below).


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Global Change

Global Change is a powerful feature that can change data for a project in a single process. You canmake changes to data in the Activities, Activity Resource Assignments, or Project Expenses subjectareas. Use Global Change to perform various functions, such as replacing existing data with newdata, populating user-defined fields, activity codes, and other data items. Use arithmetic equationsto change numeric data such as units, costs, and durations. For example, you can use globalchange to change budget values and store dates for comparison when leveling.

Global Change specifications rely on "If, Then, and Else" logic:

"If" statements, which are optional, compare two values to determine whether to make thechange.

"Then" statements change data when the "If" statement is true. All global change

specifications require at least one "Then" statement.

When no "If" statement is defined, the "Then" statement is applied to all activities in thecurrent filter, not all activities in memory.

"Else" statements change data when the "If" statement is false. To specify an "Else"

statement, there must be at least one "If" statement.

You can define an unlimited number of "If, Then, and Else" statements.


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Creating a New Global Change

Steps - Using Then Logic

1. In the Tools menu, click Global Change.2. In the options buttons, click New.3. Type the Global Change Name .4. Verify the Select Subject Area, Activities, is selected.5. Click in the Then section, and then choose Add.6. Click in the Parameter cell, and then select Up Front Costs.7. Click in the Parameter/Value cell, and then select At Completion Expense Cost.8. Click in the Operator cell, and then select *9. Double-click in the Parameter/Value cell, and select Custom.10. Type a Parameter/Value, .


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11. In the Command bar, click Change.12. The Global Change Report dialog box provides a preview of the global change. You can

choose to cancel or commit the changes.13. Click Commit Changes. When prompted to save the information to a text file, click No.14. In the Modify Global Change dialog box, click OK.15. In the Global Change dialog box, click Close.16. Scroll down the Activity List to view the updated Up Front Costs values.

Steps - Using If-Then-Else Logic

1. In the Tools menu, click Global Change.2. In the Command bar, click New3. Type a Global Change Name .4. Click in the Parameter cell in the If section, and then select Up Front Costs.5. Click in the is cell and choose is not equal to.6. Click in the Value cell and type .7. Click in the Then section and click Add.8. Select a Parameter, Up Front Cost Indicator.9. Verify the Is cell is set to "=".10. Click in the Parameter/Value-cell and select icon (Red).11. Click in the Else section and choose Add.12. Select a Parameter Up Front Cost Indicator.13. Click in the Parameter/Value cell and select icon (Green)14. In the Command bar, click Change.15. Click Commit Changes.16. When prompted, click No.17. Click OK18. Click Close.19. Scroll down the Activity List to view the change in the activities window.


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30 PORTFOLIOS

You can use portfolios to organize projects. Portfolios are a group of projects that have something incommon. Use portfolios to limit the number of projects displayed in the Open Project dialog box.When you select a portfolio in the Open Project dialog box, only the project data for the projects inthe portfolio-is loaded.

Creating a Portfolio

In the Enterprise menu, click Project Portfolios to create and edit portfolios. In the Project Portfoliosdialog box, you can add a portfolio and specify the projects to include.You can also specify the users who can access the portfolio the current user; all users, oranother user. If you choose all users, the portfolio becomes a global portfolio. If you choose anotheruser, you can specify the user who can access the portfolio.

Steps

1. In the Enterprise menu, click Project Portfolios.2. Click Add3. In the Portfolio Name field in the General tab, type .4. In the Available to field, verify Current User Is selected.5. In the User field, verify Admin is selected.

To add Projects to the Portfolio6. Click the Projects tab.7. Click Assign to open the Add Projects dialog box.8. In the EPS level, press Control-click to select the Project.9. Click assign icon to assign the projects to the portfolio.10. Close the Add Projects dialog box.11. Close the Project Portfolios dialog box.

To Open Projects Using Portfolios

12. In the file menu, click Open.13. In the Select Project Portfolio in the top field.

When you select a project portfolio, the Open Project dialog box displays only projects in the

selected portfolio that the user has security privilege to access. The summary data onlyincludes information from the projects in the portfolio.


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31 ADVANCED SCHEDULING

Multiple Float Paths

The critical path is a series of activities that determines a project's completion date. In the Advancedtab of the Schedule Options dialog box, you can choose to calculate a specific number of criticalfloat paths based on total float or free float. You can also choose the activity you want the floatpaths to end on by choosing an activity; you can calculate multiple float paths that affect the entire

project schedule, a specific part of the schedule, or a milestone in the schedule.

Some options in the Schedule Options dialog box are:

Calculate the paths based upon free float or total float

Pick a key activity upon which to draw the path. This option would be useful in analyzing

what activities drive the end of a phase in the project. Determine how many paths to track.

Each float path is ranked from most critical to least critical and stores the value for each activity inthe Float Path field. For example, if you calculate five float paths, a value of 1 is stored in the FloatPath field for each activity on the most critical float path; a value of 5 is stored for each activity onthe least critical float path.

The two options in selecting how to calculate the float paths are Total Float and Free Float:

Total Float If you choose this option then, based on the activity you want the paths to end on,the application determines which predecessor activity has the most critical Relationship. TotalFloat on the backward pass. Primavera repeats this process until an activity-is reached that has

no predecessor relationship. Then, Primavera begins the forward pass from this activity anddetermines which successor activity has the most critical Relationship Total Float. The modulerepeats this process until an activity is reached that has no successor relationship. Theseactivities represent the most critical float path. The process begins again until the remaining sub-critical paths are calculated.

Free Float Choose this option to define critical float paths based on longest path. The mostcritical path will be identical to the critical path that is derived when you choose to define criticalactivities as Longest Path in the General tab in the Project Details, in the Projects window. In amulti-calendar project, the longest path is calculated by identifying the activities that have anearly finish equal to the latest calculated early finish for the project and by tracing all drivingrelationships for those activities back to the project start date. After the most critical path isidentified, the module will calculate the remaining sub-critical paths.


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Steps

1. Open a project2. Confirm you are in the Activities window.3. In the layout Options bar, click Layout, Open.4. Select a layout, Classic WBS Layout, and then click-Open.5. In the Layout Options bar, click Show on Top, Activity Network.6. In the Tools menu, click Schedule.7. Click Options.8. Click the Advanced tab.9. Click Calculate multiple float paths.10. Verify that Total Float is selected.11. Click the ellipse to choose an activity to Display multiple float paths ending with activity.

If the option Displays multiple float paths ending with activity Is not selected, Primavera willautomatically base the float paths on the last -activity in the project.

12. In the Display options bar, click Expand AIl

After setting the multiple float paths options and scheduling, the Float Path Order field ispopulated.

To view the float paths after you schedule the project, group activities in the Activity Table byFloat Path. A Float Path value of 1'"indicates that those activities are part of the most criticalfloat path. The: Float Path Order value indicates the order in which the activities wereprocessed.

13. Click Schedule.14. In the Layout Options bar, click Group and Sort.15. Group by Float Path.16. Click OK.17. Click zoom icon in the toolbar to zoom in the Activity Network.


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Schedule Options Dialog Box

General Tab

Ignore relationships to and from other projects: If the current project has relationships with activitiesin projects that are not opened when you schedule, then you can choose whether or not to takethose relationships into account when scheduling.

Make open-ended activities critical: P6 Professional will change the Total Float on open-endedactivities to zero, and the activities will appear red on the Gantt chart and in Activity Network.

Use Expected Finish Dates: Select to schedule an activitys Finish date using the expected Finishdate which, in turn, recalculates the activitys Remaining Duration. This option is checked by default.

Recalculate assignment costs after scheduling: P6 Professional will automatically recalculate theactivity cost based on the resources assigned to the activity and their effective dates and theprice/unit as defined in the resource pool.

Calculate start-to-start lag from:

Early Start: Use this option when the successor's Start depends on the amount of work that thepredecessor activity accomplishes. P6 Professional calculates the expired lag as the number of

work periods between the Actual Start and the data date. P6 Professional determines thesuccessor's Start date as the predecessor's remaining Early Start plus any remaining lag.

Actual Start: Use this option when the successor's Start depends on the time elapsed from thepredecessor's Actual Start (regardless of the amount of work that has been accomplished in thepredecessor activity). P6 Professional determines the successor's Start date as the data dateplus any remaining lag.

Define Critical Activities as:

Total Float less than or equal to _____: The default setting is zero, but users can change thecriticality factor to suit their needs.

Longest Path: Defines critical activities as those on the single longest path through the projectregardless of the amount of float in the project.

Calculate float based on finish date of: Each Project - Schedules external relationships on the backward pass using each projects

finish date for open-ended activities, including activities that have an external relationship. Opened Projects - Schedules external relationships on the backward pass using the latest finish

date of all opened projects and external relationship dates to calculate late dates of activities.Float for open-ended activities is calculated using the latest finish date of all opened projects,allowing for more float than the Each Project option. Each project's Scheduled Finish date fieldis calculated as the latest finish date of all opened projects.

Compute Total Float as: Finish float is the default setting.


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Scheduling Progressed Activities

Work on activities may sometimes proceed out of sequence. For example, Task A might have aFinish to Start relationship with Task B, but work begins on Task B before Task A has beencompleted. Although usually not of serious concern, such instances nevertheless represent changesto the project plan that, unless accounted for, can disrupt activity relationships later in the project.

To prevent potential problems, P6 Professional offers three scheduling options for handling

progress on outof- sequence activities:

Retained Logic The Remaining Duration of a progressed activity is not calculated until allpredecessors are complete.

Progress Override Network logic is Ignored and the activity can progress without delay.

Actual Dates Backward, forward passes are scheduled using actual dates.

Scheduling Progressed or Out-of-Sequence Activities

In the context of this lesson, progressed activities are activities that have been updated out ofsequence a successor activity in an FS relationship has been updated with actuals before itspredecessor has been completed. This is not an uncommon occurrence project managers would

prefer to have workers working rather than idle and usually causes no harm. Strictly speaking,however, it is a departure from the formal project plan and, unless accounted for, can potentiallydisrupt relationships and cause resource conflicts later in the project.

Steps:

1. Open a project2. Confirm you are in the Activities window.3. In the Tools menu, click Schedule.4. In the Command bar, click Options.5. In the When scheduling progressed activities use field, verify Retained Logic is selected.


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When scheduling using retained logic, an activity that starts out of sequence will not be ableto complete until its predecessor has finished. The Remaining Duration of the successoractivity is scheduled to begin after its predecessor activity is scheduled to' finish.

6. Click Schedule.7. In the When scheduling progressed activities use field, verify progress override is selected.

When scheduling using progress override, Primavera will ignore the relationship logic-andschedule the remaining duration of the successor activity from the- data date.

8. Click Schedule.

Calendar Effect on lag

Scheduling activities with different activity calendars can cause unexpected results not onlyregarding lag but also regarding other aspects of scheduling, such as durations.

Lag is defined as an offset or delay from an activity to its successor. In the General tab of ScheduleOptions, you can choose a calendar for Primavera to use when calculating lag between activities.The, relationship lag is calculated based on one of the following calendars:

Predecessor Activity Calendar Lag is-calculated based on the predecessor's assigned

activity calendar. This Is the default calendar.

Successor Activity Calendar Lag is calculated based on the successors assigned activity

calendar.

24 Hour Calendar Lag is calculated based on continuous workperiods.

Project Default Calendar The calendar selected as Default for New Activities on the

Defaults tab of Project Details.

Steps:

1. In the Tools menu, click Schedule.2. Click Options.


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3. In the Calendar for scheduling Relationship Lag, Select the Predecessor Activity Calendar orSuccessor Activity Calendar.

4. Click Close.5. Click Schedule.