TAISEI WORKSHOP HANDOVER

8/7/2019 TAISEI WORKSHOP HANDOVER

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HARD DOLLAR PRIMAVERA INTEGRATION

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Team Attended the Workshop

CMCS Team:

1. Mr. Syed Ali Hasan- ManagerProfessional Services

2. Mrs. Gagan Preet Kaur- SeniorConsultant- Professional Services

Taisei Team:

1. Mr Ahmed Kassem (Controls Manager)

2. Mr M.M. Lay (Documents System Manager)

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4. Mr Sushil Katrekar (Marketting Manager)

5. Mr Ayman Sobhy Ayoub (Planning Manager)

6. Mr Zaldy Mejia (Senior QS)

7. Mr Elizer D Manalata (QS)

8. Mr Aqil Mahmood (Senior Planning Engineer).


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Brief of the Workshop

A workshop was conducted by CMCS team and Taisei Team for two days on 15th and16th Dec. The topics covered were related to both P6 and Hard Dollar. Taisei Team

had compiled few topics to be covered by CMCS, which were covered by CMCSteam on Day 1. On Day 2 , Taisei had raised some issues faced by them related toHard Dollar and P6 , which were answered by CMCS.

e wor s op was a success an nvo ve t e act ve art c pat on o a se eam.

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Da 1

15thDecember10

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Earned Value Management Workshop

1. Considerations to be made in HD prior to start preparing estimate in HD, whichcan lead us

a. Proper conversion of estimate to P6 (detailed resources, their costs

and unit rates)

b. To do earned value management through P6.

2. Items/considerations needs to be made in HD before transferring estimate toP6

a. Customizing HD layout prior to conversion

b. Switches/Boxes needs to be checked

c. Scheduled / WBS columns check boxes, their importance

3. Step wise procedure for converting HD estimate to P6

a. Importance of tabs under the Schedule tab of job properties of forms.

b. Switches/Boxes needs to be checked

c. How many times HD and P6 need to be synchronized for properconversion?

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Earned Value Management Workshop (Contd.)

4 Discussion about evaluating Earned Value in different ways in P6 and theirsettings in P6.

a. How earned value changes with different percentages completes(physical, duration and unit % completes).

b. Any other criteria for evaluating earned value in different mannersapart from percent complete types?

5. Step wise procedure for carrying out Earned value management in P6a. Switches / boxes needs to checked and their significance

6. Steps wise procedure to use/update only one P6 program to serve followingtwo purposes,

a. Internal monitoring (Earned value based on BOQ quantities andbudgeted unit rates from our estimate).(Here our resources are assignedwith unit rates).

b. Reporting to the client (Progress report based onBOQ quantities andBOQ unit rates). (Here we dont need unit rates of the resources).

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Point 1

Considerations to be made in HD prior to start preparing estimate inHD, which can lead us

a. Proper conversion of estimate to P6 (detailed resources, theircosts and unit rates)

Solution 1a:

Besides the normal estimate, the only consideration in HD would be to

Unlock the Pay Items to the Cost Items so the CBS arrangement can bechanged to reflect how the schedule is to proceed. This is done in the JobProperties form, Cost Basis tab, and unchecking the box to unlock the PayItems. (This is not required, but may be helpful in rearranging the CBSitems

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Solution 1 a

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Point 1

b. To do earned value management through P6.----- Covered in P6

Solution 1b:

Regarding earned value in P6, all we provide from HD is the Percent Complete if theJob Tracking module is used. We can send to P6 HDs percent complete as the

h sical in P6

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Point 2

2. Items/considerations needs to be made in HD before transferringestimate to P6

a. Customizing HD layout prior to conversion

Solution:

The solution provided in Point 1a applies here also. But we need tounderstand how other things also work.

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Why HD Primavera Integration?

A powerful and flexible project management tool that you can use tocontrol simple or complex projects

It helps you schedule and track all your cost items so you can stay on topof their progress

Have the ability to send and update resources from HD to Primavera

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Synchronizing Primavera with HD

For Primavera Integration, HD needs to be on Network Mode

When the synchronization of data occurs between Primavera and HD, the

synchronization is occurring on the HD Primavera Integration Server in thebackground rather than on the client machine

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Define Primavera as the Integrated Schedule

1. FORMS > JOB PROPERTIES.

2. Click on the SCHEDULE tab.

3. In the INTEGRATED SCHEDULE field, click on the drop down list button andchoose Primavera and press the key.

4. If you always want to use Plug Days when updating HD from theschedule, click on the ALWAYS USE PLUG DAYS WHEN UPDATING HD FROM

THE SCHEDULE

checkbox.5. Put Username and Password

6. OK

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OPENING PRIMAVERA FROM HARD DOLLAR

You can Open Primavera Either from HD or "outside" of HD.

To Open Primavera from HD

Choose FORMS > SCHEDULE

OR

Click on the toolbar button,

Note : Simply closing the HD job will automatically also close Primavera. You will beprompted to save the work that you did in both the job and the Primavera schedule. Ifyou have opened Primavera "outside" of HD, closing the job in HD will notautomatically close Primavera

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While Opening a Project

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Rule 1: JOB CODES

In HD, JOB CODES is 90 characters and in Primavera PROJECT ID is 20characters.

RULE:

In order for a HD project to be scheduled in Primavera, the HD job codecannot exceed the 20 character limit imposed by Primavera.

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Rule 2: Standard Shift Arrangements

Go to Job properties- Cost Basis

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IN PRIMAVERA- CALENDARS

Go to Enterprise- Calendar Project

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Licensing Primavera Users to Allow for Integrationwith HD

In order for HD users to be able to use the Primavera integrated schedulefeature, the users will need to be licensed as "named users" for the

Integration API.

In Primavera, choose ADMIN > USERS from the main menu.

Select User.

Click on the LICENSING tab located in the middle of the dialog.

For the INTEGRATION API product, click on the checkbox in the NAMED USERfield.

Click CLOSE

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Setting ID Lengths in Primavera

In Primavera, choose ADMIN > ADMIN PREFERENCES from the main menu.

Click on the ID LENGTHS tab located on the left side of the dialog.

Set the WBS CODE MAXIMUM CHARACTERS to 20.

Set the ACTIVITY ID MAXIMUM CHARACTERS to 20.

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Define Primavera as the Integrated Schedule (Contd.)

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Point 2

b. Switches/Boxes needs to be checked.

c. Scheduled / WBS columns check boxes, their importance.

Solution:

Here we will ex lain the column headin s in HD that relate to P

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HD Columns in P6

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Description of Columns

Scheduled: This is simply the cost items that are sent to P6

Roll Up Schedule: This is the option to just send higher levels of the CBS

structure

WBS Element: This column is for information for P6. What we callsuperiors, P6 calls their WBS.

Schedule ID: Since P6 sorts alphabetically and Numerically, and HDs CBSposition code is numeric, we allow the user to use the Schedule ID that willbe sent to P6. HD provides a default, but the user may change this eitherin HD or in P6.

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Point 3.

3. Step wise procedure for converting HD estimate to P6

a. Importance of tabs under the Schedule tab of job properties of forms.

Solution

Will explain each tab

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Cost Item Roll Up: If the user rolls up the Cost Items, this box determines what

duration is to be used.

Mapping Options: 1. Which number to use in P6. 2. We can send all the

CBS structure or only the Activities (P6) terms, or in HD terms, the terminals.Resources: 1. The user can decide what resources are sent to P6. 2. In

mapping resources to P6, the user can decide if the Labor, Construction Equipmentand Rented Construction equipment resource are mapped as Roles or

. . .

Price/Unit on Primavera resource Assignments area, if this is checked, the cost ofthe resources will be sent to P6. 4. The Update Primavera Budgeted Units when

using Plug Days, allows the user to decide which duration to use the estimateduration or the entered Plug days on the CBS column (schedule plug days). 5. Ifthere are account codes on the resources, we will send this info to P6

Expense Costs: If the user does not what the actual resource rates sent toP6 (see above), they may be sent as Expenses in P6

Actuals: This box will send any % complete provided by HD Job Tracking

Tags: The Cost Items can have tags assigned and can be sent to

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Cost Item Roll up

From the main HD menu, choose FORMS > JOB PROPERTIES.

Click on the COST ITEM ROLL-UP tab.

Select the AUTOMATICALLY CALCULATE PLUG DAYS WHEN ROLLING UP COSTITEMS FOR SCHEDULING PURPOSES checkbox.

If you want the superior level cost item (the cost item to whichsubordinates are rolled up to) to use the longest number of scheduled daysfrom the subordinates as the duration, choose LONGEST SCHEDULED DAYSAMONG ALL ROLLED UP COST ITEMS.

If you want the superior level cost item (the cost item to whichsubordinates are rolled up to) to use the total scheduled days of all

subordinates as the duration, choose TOTAL SCHEDULED DAYS FOR ALL ROLLEDUP COST ITEMS.

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Cost Item Roll up

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MAPPING OPTIONS

There Can be two Options:

WBS structure in your schedule to match the CBS structure in the HDestimate OR

May want to establish a different WBS structure that better matches howyou build the job.

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Update the Primavera WBS Structure from HD

When updating the Primavera WBS structure from HD , there are twooptions:

1. Manage the Primavera WBS Structure in HD - If you want to manage the

WBS structure in the Primavera project in HD and have the WBS structure inPrimavera match the CBS structure in HD, then Primavera will be updatedwith both SUPERIOR and TERMINAL cost items found in the HD CBS structure.In this case SUPERIOR cost items will ma to Primavera as WBS elements and

TERMINAL cost items will map to Primavera as activities.

2. Manage the Primavera WBS Structure in Primavera - If you want to managethe WBS structure in the Primavera project in Primavera and create a WBS

structure that does not necessarily match the CBS structure in HD, thenPrimavera will be updated with only TERMINAL cost items found in the HDCBS structure. In this case, TERMINAL cost items will map to Primavera asactivities and you will create your WBS elements for the schedule inPrimavera

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COST ITEMS/ACTIVITIES

In HD , there are two types of Cost Items:

1. Superior (top level) cost items Higher Level

As a rule, they have cost details associated with them and their cost andduration is determined by the terminal (subordinate) cost items below them inthe cost breakdown structure

2. Terminal (subordinate) cost items Lower Level cost Items

Are those cost items where cost details and duration (production) are defined.

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COST ITEMS/ACTIVITIES (Contd)

When HD is updated from Primavera, durations for superior cost items arecalculated as the number of calendar days "spanned" by the superior itself. In the

case of terminal cost items, durations are taken directly from Primavera.

Any activities that you create directly in Primavera will not be deleted from your

synchronizing Primavera with HD.

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RESOURCES

During P6 HD integration, we have the ability to update the globalresource pool in Primavera with the resources in your HD jobs.

Note: Since Primavera does not allow for duplicate resources, once aresource from a HD job is updated in Primavera, if that same resource exists

, , ,

update Primavera resources from HD for a different job in which the sameresource exists.

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Resource Updating options

Option 1: You can update Primavera with all of a job's resources

Option 2: Only those resources that have been employed to scheduled

cost items (resource assignments) in the job's

Option 3: Only updating the Primavera resource pool with HD resources ofcertain types (e.g. only Labor and Construction Equipment

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Tags

When a cost item is scheduled, the tags assigned to these cost items can desent to Primavera where a user defined field is created for each tag.

When sending activities to Primavera, you have the option of sending thetag assignments of the scheduled cost items to Primavera as well.

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Point 3

c. How many times HD and P6 need to be synchronized for proper conversion

The UPDATEPRIMAVERA FROMHD option is used to update Primavera with theExpense Costs for scheduled cost items and the Price per Unit for scheduledresource employments. You can also update Primavera with the physical PERCENTCOMPLETEfrom HD. The data that will be updated in Primavera is based on the

se ngs e ne on e o roper es - c e u e orm.

When using the Primavera integration with HD, when any of the Primavera

integration settings are modified on theJob Properties - Scheduleform, newresources are added that meet the integration settings that you defined, or data ischanged in Primavera that originated in HD and you want to revert it back to what isin HD, you will be required to re-sync Primavera with HD to make sure the data inPrimavera reflects the settings and data in HD.

When Primavera is launched from within HD, the user will find three updatingoptions within the SCHEDULEmenu. The RE-SYNCPRIMAVERA WITHHD button option

is used to update Primavera with the data in HD.

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Earned Value Analysis--- P6

4. Discussion about evaluating Earned Value in different ways in P6 and theirsettings in P6.

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Earned value analysis is a technique for measuring projectperformance according to project cost and schedule. This techniquecompares the budgeted (planned) cost of work to the actual cost of

work.

Earned Value Analysis

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Planned Value Cost

Planned Value Cost is the cost of the work that should have beenaccomplished as of the data date, if the project had proceededaccording to the baseline plan.

Planned Value Cost = Budget at Completion x Schedule %Complete.

Earned Value Analysis (cont.)

Answers the question: How much work should be done?

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Earned Value Cost

Earned Value Cost is the monetary value of the work performed by aresource as of the data date.

Earned Value Cost = Budget at Completion x Performance %Complete


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Actual Cost

Actual Cost is the actual total cost incurred for the workaccomplished as of the data date.

Actual Cost = Actual Labor Cost + Actual Nonlabor Cost + ActualExpense Cost + Actual Material Cost


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Earned Value Graph

The following graph shows several earned value variables andillustrates the relationship between the variables.


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The Building Addition project contains a single activity (BA1000) thatspans from 11-Jan-10 to 26-Jan-10. A single resource is assigned toBA1000 for a total of 80 hours. The price/unit for the resource is $100

per hour; therefore, the Budgeted At Completion cost for BA1000 is$8,000. A baseline has been created for this project.

Earned Value Project Background

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Planned Value Cost is the cost of the work that should have beenaccomplished as of the data date, if the project had proceededaccording to the baseline plan.

Planned Value Cost = Budget at Completion * Schedule % Complete

An alternative way to define Planned Value Cost: One day of workshould have been completed with a single resource at 8 h/d and

Calculating Planned Value Cost

; ere ore, r x = .

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C l l ti A t l C t


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Actual Cost is the actual total cost incurred for the workaccomplished as of the data date.

Actual Cost = Actual Labor Cost + Actual Nonlabor Cost + ActualExpense Cost + Actual Material Costs. (Even though no expenses ornonlabor resources are assigned, you can view the Actual Total Coston the Summary tab.)

Calculating Actual Cost

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Earned Value Cost is the monetary value of work performed by aresource as of the data date.

Earned Value Cost = Budget at Completion * Performance %

Complete

Another way to think of Earned Value Cost: Since 25% of the workhas been completed, 25% of the cost should have been incurred -

Calculating Earned Value Cost

ence = .

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Performance % Complete can be different from the Activity %Complete depending on the technique used to compute it. Techniquesare set at the WBS level and calculated as follows:

Performance % Complete

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Weighted Milestones

WBS milestones can be used when higher-level task incrementscomprise a body of activities and you want to control the activities at

the WBS level. When you assign weights to the WBS milestones, thecompletion of each specific milestone is used to calculate theperformance percent complete of the WBS.

Performance % Complete (cont.)

e g t o t e m estone can e any num er etween an .

Performance percent complete is calculated based on the relativeweights of the completed milestones versus the incompletemilestones.

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Weighted Milestones

The following option must be set to use weighted milestones:

Use when calculating earned value.


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Creating Weighted Milestones

In the WBS window, you must enter weights for each milestone.

The weights are relative to one another based on 100% completionof all the milestones.


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Updating Weighted Milestones

The milestone Percent Complete is based on the relative weights ofthe completed milestones versus the incomplete milestones.

The milestone Percent Complete will be calculated as follows: Bidssolicited = 30%, Contract awarded = 10.0%, Code written= 60.0%.


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P f % C l t ( t )


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Effect of Weighted Milestones on Activities

The Performance Percent Complete is set equal to the WBSmilestones' Percent Complete.


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Use this technique to have a performance percent complete of 50%assigned once the activity has been marked started, and 100%

complete when the activity is marked completed.


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Performance % Complete ( t )


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Activity Percent Complete

Activity Percent Complete calculates Performance

Percent Complete from the activity's Percent Completetype.


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Conclusions Based on Earned Value


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Once you have completed an updating cycle, you candraw conclusions about schedule and cost performance bycomparing Planned Value Cost, Earned Value Cost, andActual Cost.


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Schedule Performance

As of the data date, 30 hours of work have been

completed (Actual Labor Units), but only 25% of the activityis done (Performance % Complete). The baseline indicatesthat half of the work should have been done (Schedule %

(cont.)

. .

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Conclusions Based on Earned Value (cont )


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Cost Performance

As of the data date, the project has cost $3,000 (Actual Cost) toachieve only $2,000 worth of work (Earned Value Cost). The baseline

indicates that $4,000 worth of work should have been accomplished(Planned Value Cost). This shows that the resources on the project arenot working as efficiently as they should be. The project is running

Conclusions Based on Earned Value (cont.)

.

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Cost Schedule Performance Indices


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Another way to analyze how efficient the project is progressing is tocalculate Cost Performance Index and Schedule Performance Index.

Cost, Schedule Performance Indices

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Cost Schedule Performance Indices (cont )


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Cost Performance Index

Cost Performance Index (CPI) relates the amount of

physical work accomplished against the dollars actuallyspent to accomplish the work

CPI = Earned Value Cost / Actual Cost

Cost, Schedule Performance Indices (cont.)

Another way to think of CPI: For every project dollarspent, $0.67 in physical work was accomplished.

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Cost Schedule Performance Indices (cont )


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Schedule Performance Index

Schedule Performance Index (SPI) relates the physical workaccomplished against the amount of work that was planned.

SPI = Earned Value Cost / Planned Value Cost

Another illustration of SPI: For every dollar of physical work thisro ect had lanned to accom lish, onl $.63 was actuall com leted.

Cost, Schedule Performance Indices (cont.)

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Calculating Estimate to Complete


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There are various techniques for calculating Estimate to Complete(ETC). These techniques take into consideration a delay in theschedule and an overrun in costs, and are set at the WBS level.

Calculating Estimate to Complete

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Calculating Estimate to Complete (cont.)


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Estimate To Complete

ETC identifies how much money you are projecting to spend fromnow to the end of your project. The ETC is calculated using one of two

formulas: ETC = remaining cost for activity

ETC = Performance Factor * Bud et at Com letion - Earned Value

g p ( )

Cost)

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Performance Factor

The Performance Factor is used to compute Estimate To Complete(ETC). There are four ways to calculate the Performance Factor:

Performance Factor = 1

Performance Factor = 1/CPI

*

g p ( )

Performance Factor = _____

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Using Remaining Cost for Activity to Calculate ETC

Remaining cost for activity is the system default. It calculates ETCbased on Remaining Units. However, this calculation does not take

into account a schedule delay or overspending into consideration.Historical evidence shows that these trends do not correctthemselves over time; they tend to worsen.

g p ( )

The ETC is $6400 in the example below. This does not take into

consideration any previous delays in the schedule or overrun in costs.

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Using CPI to Calculate ETC

Using CPI to calculate ETC represents a reliable indicator of the"minimum" total required costs. It is viewed as the most optimistic the

project will do based on its history. ETC = PF * (Budget at Completion - Earned Value Cost)

1/CPI * Bud et at Com letion - Earned Value Cost

g p

Therefore, ETC = (1/CPI) * (Budget at Completion - Earned ValueCost)

The ETC is $9,000, meaning that if the project progresses as it has inthe past, it will cost $9,000 to complete the project. The original budgetwas $8000 and when we complete the project it will cost $12000 (Actual+ ETC).

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Using CPI and SPI to Calculate ETC

Using CPI and SPI to calculate ETC represents a reliable indicator ofthe "maximum" total required costs because it incorporates the cost

overrun to date with a behind-schedule condition to produce thestatistical forecast.

Viewed as the very worst the project will do based on its history.

ETC = PF * (Budget at Completion - Earned Value Cost)

[1/(CPI * SPI)] * (Budget at Completion - Earned Value Cost)

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Using CPI and SPI to Calculate ETC

The ETC is $14,400. This means that if the project progresses as ithas in the past, it will cost $14,400 to complete the project. The project

has already incurred $3,000 worth of costs, therefore the Estimate atCompletion Cost (EAC) is $17,400. The original budget was $8,000,creating a Variance at Completion (VAC) of -$9,400.

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Key Points

Perform an earned value analysis to compare the budgeted(planned) cost of work to the actual cost.

Calculate the Planned Value, Earned Value, and Actual Costs todetermine how much work should have been completed, how muchwork was completed, and how much the completed work cost.

You can assign weights to WBS milestones, the completion of each

specific milestone is used to calculate the performance percentcomplete of the WBS.

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Day 2

16THDecember10

HARD DOLLAR QUESTION 1


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Q1. When transferring data from HD to P6 why duration for some items/ activities iscoming 0 value?

Solution: In Hard Dollar, Schedule Plug days is selected for those items and there is

0 value.

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Q2. After the Job is moved to P6 Why there is Unit / price value in the Activities, butnot there in the Resources Window?

Solution: As this change is done in the latest version of HD, it is not a much

experienced problem.

HD has been integrated with P6 in such a way that Price/unit goes to the Activitieslevel without affecting the Global Resource in P6. You can see the same in the

esource ass gnment s ow a so.

Once you change the value in the Resource window, it would change at theActivities level also.

This issue can be raised to HD for further clarifications.

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Q2. After the Job is moved to P6 Why there is Unit / price value in the Activities, butnot there in the Resources Window?

Solution: As this change is done in the latest version of HD, it is not a much

experienced problem.

HD has been integrated with P6 in such a way that Price/unit goes to the Activitieslevel without affecting the Global Resource in P6. You can see the same in the

esource ass gnmen s ow a so.

Once you change the value in the Resource window, it would change at theActivities level also.

This issue can be raised to HD for further clarifications.

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P6 QUESTIONS


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MULTIPLE FLOAT PATHS.

UPDATING BASELINE

CLAIMS DIGGER

TRACKING LAYOUTS

AUTO COMPUTE ACTUALS

BUCKET PLANNING

LEVELLING FINANCIAL PERIODS

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Multiple Float Paths


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The critical path is a series of activities that determines a project'scompletion date.

In the Advanced tab of the Schedule Options dialog box, you can choose tocalculate a specific number of critical float paths based on total float or freefloat. You can also choose the activity you want the float paths to end on. Bychoosing an activity, you can calculate multiple float paths that affect theentire project schedule, a specific part of the schedule, or a milestone in the

.

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Multiple Float Paths (cont.)


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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 thevalue for each activity in the Float Path field. For example, if you calculate five

float paths, a value of 1 is stored in the Float Path field for each activity on themost critical float path; a value of 5 is stored for each activity on the leastcritical float path.

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

After setting the multiple float paths options and scheduling, the Float Path

Order field is populated.To view the float paths after you schedule the project, group activities in theActivity Table by Float Path. A Float Path value of 1 indicates that those

indicates the order in which the activities were processed.

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Scheduling Progressed Activities

When scheduling, the following options determine how Primavera willschedule progressed activities :

Retained Logic - The remaining duration of a progressed activity is notcalculated until all predecessors are complete.

Progress Override - Network logic is ignored and the activity can progress.

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Scheduling Progressed Activities Using Retained Logic

When scheduling using retained logic, an activity that starts out of sequencewill not be able to complete until its predecessor has finished. The RemainingDuration of the successor activity is scheduled to begin after its predecessoractivity is scheduled to finish.

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Scheduling Progressed Activities Using Progress Override

When scheduling using progress override, Primavera will ignore therelationship logic and schedule the remaining duration of the successoractivity from the data date.

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Updating Baseline

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Updating a Project


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During a project's life cycle, changes may impact the project plan. If you havea baseline assigned to the project, you may want to update the baseline toreflect these changes. For example, the owner of a project may request adesign change during the planning phase of the project. The baseline of the

project needs to be updated with this change.

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Updating Baselines


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Options available in the Update Baselines dialog box enable you to:

Select the project data you want to include in the update. You can includeproject data, such as project details, work products and documents, projectrisks, issues, and thresholds.

Select specific activities to update. You can select a filter that will only

include activities that satisfy the filter's criteria.

.

data from the open project to the baseline. Past period actuals are not

added in the update.

Delete activities that are no longer in the project plan.

Update existing activities in the baseline.

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Updating Baselines (cont.)


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Record a log of errors and warnings that may occur during the update.

Choose to run the baseline update without logging any errors.

Update data items based on the data item's last update date, instead of

updating the data items based on the baseline's last update date.The options set in the Update Baselines dialog box are saved for each user.Only users with the proper security privileges can run the baseline update.

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Updating Baselines (cont.)


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Adding and Removing Activities in the Baseline

Use the Maintain Baselines command in the Project menu to open the UpdateBaseline dialog box and select the options for updating the baseline.

To compare the current project and its baseline, you can show the baselinebar in a layout in the current project.

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Update Baseline Options


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Additional update options are available for baselines in the Update BaselinesOptions dialog box. Specific activity and resource fields can be selected toupdate in the Update Baseline Options dialog box. The two areas of the UpdateOptions screen are updating activity data and updating resource assignment

data:

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Claim Digger

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Claim Digger Overview


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Claim Digger is a utility that compares two project plans- a revised projectand a base project - and creates a report on the differences between theproject plans, including:

Items added

Items deleted

Changed values

a m gger s a separa e app ca on ou s e o r mavera. a a ase nto Claim Digger must be established during the installation of the component.

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Claim Digger Overview (cont.)


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Key Claim Digger functionality:

Report is created in either HTML, CSV or text format.

Select a base project and a revised project to be used for

comparison.

Comparison options can be turned on/off based on your needs.

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Claim Digger Overview (cont.)


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Main Application Window

After Claim Digger is launched, the Main Application window appears.

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Configuring Projects, Output Options


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Several configuration and output decisions are required:

Specify projects to use as the revised project and the base project.

Select a report format:

Determine output file destination. Specify report launch setting (automatic launch after creation).

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Ch i C i O i

Configuring Projects, Output Options (cont.)


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Choosing Comparison Options

Comparison options can be selected by clicking Advanced in the MainApplication window.

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R i i th R t

Configuring Projects, Output Options(cont.)


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Reviewing the Report

If the View the file when done option is selected, the report is displayed afterit is created.

Each section of the report details:

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Tracking Layout

Tracking layouts allow you to review your project at a comprehensive level

Tracking Layouts


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Tracking layouts allow you to review your project at a comprehensive leveland then drill down to more detailed levels. Tracking layouts can be groupedaccording to the Work Breakdown Structure (WBS), Organizational BreakdownStructure (OBS), primary resource, WBS category, cost account, or activity

codes and values.

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Types of Tracking Layouts

Tracking Layouts (cont.)


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A tracking layout displays information in one of the four display formats:

Project Table - Displays project data in a tabular format.

Project Bar Chart - Consists of bars that represent project information. Project Gantt/Profile - Displays columns representing either cost or quantities in

the bottom pane and the corresponding Gantt Chart in the top pane.

Resource Analysis - Displays resource usage (quantities or cost) in the bottom

pane and the corresponding Gantt Chart in the top pane.

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Tracking Layouts (cont.)


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These layouts display data for the project(s) that are currently open.

You also have the ability to fully customize the format and choose the level ofdetail that each tracking layout displays.

Layouts that are available to all users are considered global, and thoseavailable to a single user are considered user-specific.

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In the left pane select an EPS node and projects to

Displaying Tracking Details


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In the left pane, select an EPS node and projects todisplay.

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Open a Project Table Layout

Displaying Tracking Details (cont.)


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Open a Project Table Layout

There is an unlimited number of tracking layouts. Each tracking layout is setup to display information in a specific format. In a Project Table-type layout,project data is displayed in a row and column format.

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Tracking layouts are created to analyze project information for potential

Creating a New Tracking Layout


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ac g ayouts a e c eated to a a y e p oject o at o o pote t aproblems. A single tracking layout can be used for multiple types of analysis.

You can create an unlimited number of tracking layouts. Select the displayformat for how the project data will be presented:

Project Table

Project Bar Chart

ro ec an ro e

Resource Analysis

You can specify filter criteria to determine which project information will beincluded and group and sort the project data.

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Creating a Project Bar Chart

Creating a New Tracking Layout (cont.)


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g j

The Project Bar Chart displays horizontal bars that represent different typesof resource or cost data from the selected project.

You will set up a Project Bar Chart as a way to see a virtual display of the costvariance between your baseline cost compared to your Actual Cost andRemaining Cost.

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Selecting Bars to Display in the Layout



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g p y y

You can define up to three bars for display and select the type of datarepresented by each bar.

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Grouping the Layout



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Group the Bar Chart bypProject, EPS/WBS, OBS, Phase, or customize tospecify a different data field by which to group.

You can show grand totals, summary data, or both, and sort by any availableproject data field.

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Creating a Resource Analysis Layout



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The Resource Analysis layout displays a Gantt Chart and a resource profileor spreadsheet. The Resource Analysis layout enables you to review resourceallocation for one or more selected EPS elements. You can also review total

allocation for all projects across the enterprise.You can choose the bars and set options for display in the Gantt Chart.

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Creating a Project Gantt/Profile Layout



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The Project Gantt/Profile layout enables you to display project data in a GanttChart, spreadsheet, and a profile. The layout displays columns of project dataon the left side of the Top Layout window, along with a corresponding Gantt

Chart to the right. The Bottom Layout window displays time-distributed cost orunit data rolled up to WBS summary levels.

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Auto Compute Actual

Auto compute actuals enables you to automatically update actuals in yourj t

Auto Compute Actuals


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project.

Calculates actuals from the percent complete.

Applied at three different levels:

Choose Tools, Apply Actuals to auto compute actuals.

Calculates activity, resource, and expense actuals according to the projectp an.

Use to progress a project exactly as planned.

Use to estimate progress.

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Business Rules

Auto Compute Actuals (cont.)


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All activities that have correct flags set and fall within the status period, fromcurrent data date to the new data date, are progressed automatically.

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Business Rules for Auto Compute Actuals

ActivityActivity ResourceResource ExpenseExpense ResultResult


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X Actuals calculated for activity, resources and expenses.

X Actuals calculated only for the resources with AutoCompute checked.

X Actuals calculated only for the expenses with Auto

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ompu e c ec e .

X X X Actuals calculated for activity, resources and expenses.

No actuals calculated

X X Actuals calculated for activity, resources and expenses.

Business Rules for Auto Compute Actuals (cont.)

ActivityActivity ResourceResource ExpenseExpense ResultResult


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ct tyct ty esou ceesou ce pe sepe se esu tesu t

X X Actuals calculated for activity, resources and

expenses.X X Actuals calculated for the resources and

expenses with Auto Compute checked.

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Use auto compute functionality to calculates activity data (schedule,resource and cost) as if everything went according to plan

Auto Compute Activity


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resource, and cost) as if everything went according to plan.

In the Activities window, add the Auto Compute Actuals column in theActivity Table and mark the checkbox next to each activity. Actuals are

computed only for the marked activities.

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When project actuals are applied, Primavera:

A i A t l St t/Fi i h t ti iti ith Pl d St t/Pl d

Auto Compute Activity (cont.)


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Assigns an Actual Start/Finish to activities with a Planned Start/PlannedFinish < Data Date.

Updates Activity % Complete and Remaining Duration.

Updates Actual Units and Remaining Units.

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Calculates expenses as if everything went according to plan.

When project actuals are applied:

Auto Compute Expense


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When project actuals are applied:

Updates the expense's Actual Cost based on the accrual type:

Start of Activity Sets the Actual Cost equal to the Budgeted Cost whenthe activity is started.

End of Activity Sets the Actual Cost equal to the Budgeted Cost when theac v y s n s e .

Uniform over Activity Calculates the Actual Cost using Budgeted Cost

and Activity % Complete.

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There are two ways to set up an expense to autocompute

Auto Compute Expense (cont.)


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compute.

In the Project Expenses window:

Click the Costs tab.

Select the expense you want to auto compute actuals.

Mark the Auto Compute Actuals checkbox.

In the Activities window: Select the activity to which the expense is assigned.

Click the Expenses tab.

Add the Auto Compute Actuals column.

Mark the checkbox next to each expense.

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Bucket Planning

Future Period Bucket Planning


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When an assignment is added to an activity, Primavera evenly spreads thebudgeted work over the duration of the activity. The remaining work is

spread linearly over the Remaining Duration, or based on a pre-definedresource curve.

In the table below, a one-week activity with 40 Budgeted Units is spreadeven y over ve ays.

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Day 1Day 1 Day 2Day 2 Day 3Day 3 Day 4Day 4 Day 5Day 5

8 8 8 8 8

This type of distribution may be incorrect for some activities in your project.Some activities may need work performed at varying levels of effort during the

Future Period Bucket Planning (cont.)


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Some activities may need work performed at varying levels of effort during theduration of the activity.

To accurately reflect the work needed, you can manually add and edit the

planned work and remaining work for each time period - or "bucket" - over theduration of the assignment. You can manually enter future period assignmentvalues per bucket for labor, non-labor, and material resource assignments, aswell as for role assignments.



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In the table below, the Budgeted Units for the same one-week activitywere manually entered for the buckets representing Day 3, Day 4, and

Day 5 so the activity would finish on time:

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Day 1Day 1 Day 2Day 2 Day 3Day 3 Day 4Day 4 Day 5Day 5

8 8 4 10 10

Bucket Planning and Baselines

By manually entering the planned resource/role distribution in future period



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y y g p passignment buckets, you can create an accurate baseline plan to measureagainst current project progress. As the current project schedule progresses

and you apply actuals, you can track how the project is performing againstplan by comparing the baseline project's budgeted future periods to thecurrent project's actuals. If work on an assignment is not proceeding

,assignment's future periods, enabling you to measure the remaining work for

an assignment without changing the original plan.

Specifying the Activity Duration Type

You can only edit the Budgeted Units and Remaining Early Units of resource



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y g g yassignments for activities that have a Fixed Duration & Units duration type or aFixed Duration & Units/Time duration type. You can view/change the duration

type for an activity in the General tab in Activity Details.

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Use the Resource Usage Spreadsheet in the Resource Assignments window or theActivities window to manually enter period bucket values for a resource assignment. Foreach resource assignment you want to manually plan, specify the Budgeted Units and/or

Editing Future Period Buckets


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each resource assignment you want to manually plan, specify the Budgeted Units and/orthe Remaining (Early) Units for each assignment bucket over the duration of the activity.

If a resource curve has a resource distribution similar to the distribution you intend to

manually plan, you can assign the curve and edit its distribution for the activity. You canedit the resource distribution even if a resource curve is already assigned to an activity.

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If a bucket is grayed-out in the Resource Usage Spreadsheet, you cannot enter time inthat bucket. (Refer to the online Help for reasons why future period spreadsheet cells are

d t d th h l f l id li )

Editing Future Period Buckets (cont.)


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grayed out and other helpful guidelines.)

In the following exercise, John Dawkins is assigned to work on a 5-day activity, and his

Budgeted Units are spread evenly throughout the duration of the activity. Due to aschedule change, his hours need to be redistributed to work 10 hours each on Mondayand Wednesday, and 6 hours each on Tuesday and Thursday.

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Editing Period Buckets for Multiple Assignments

In the following exercise, reallocate the work between two resources, Jeff



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Young and Wendy Ressner, so that each resource works 20 hours on the sameactivity.

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Tracking Manual Curves

When you manually enter a value in a future period bucket for an assignment,l f M l i t ti ll i d i th i t' i t d



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a value of Manual is automatically assigned in the assignment's associatedCurve column.

If you change the total work effort for a resource assignment, the distributionof the Remaining Units is maintained based on the Manual curve.

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Resource leveling is a process that ensures resource demand doesn't exceedresource availability. Activities may be delayed if too few resources areavailable at any time during the activity's duration.

Leveling Overview


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available at any time during the activity s duration.

Leveling enables you to determine the earliest dates an activity can be

scheduled without overallocating resources Primavera compares the resource requirements of all scheduled activities to

the maximum quantity available at the time of leveling.

Level all resources in your project or select the resource(s) to be leveled.

Leveling priorities can be assigned at the project or activity level.

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The following items are ignored during the leveling process:

Milestones

Leveling Overview (cont.)


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Level of effort activities

Expenses

Closed What-if projects

WBS Summar activities

An activity's schedule dates may temporarily change when leveling a

project. Reschedule your project to remove the leveled dates.

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1. Determine whether resource conflicts exist through resource profiles andspreadsheets.

2 Use resource leveling to resolve overallocation

Handling Resource Conflicts


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2. Use resource leveling to resolve overallocation.

3. Review leveling log to determine impact.

4. Review resource profile to see whether problems are resolved.

5. If leveled dates are acceptable, constrain activities.

6. If leveled dates are not acceptable:

a. Review logic

b. Review resource assignments and availability

c. Modify activity data and then reschedule

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Handling Resource Conflicts (cont.)


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The following rules are used to determine the order forleveling activities.

Leveling Rules


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1. Mandatory constraints

a. Primavera leaves activities that have a mandatory start/finishdate on their early dates.

. .

2. Topological order (predecessor/successor relationships)

a. Respects network logic.

3. Leveling priority ("tiebreaker")

a. If two activities can be leveled at the same time, leveling

priorities are used to break the tie.

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Leveling determines the earliest possible dates that activities can bescheduled without exceeding resource availability.

Starts with activities that do not have predecessors.

Leveling


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p

Leveled dates temporarily replace the Remaining Start/Finish dates and the

Start/Finish dates.

May delay the project finish date.

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Below are definitions of fields in the Level Resources dialog box:

Automatically level resources when scheduling - Mark to level resourceseach time you schedule your project.

Leveling (cont.)


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y y p j

Consider assignments in other projects with priority equal/higher than - If this

option is set to 5, projects with priority of 1-5 are considered higher prioritythan the project being leveled.

If marked, the project's current early and late dates are retained.

If unmarked, the current scheduled early and late dates are overwrittenby the leveled dates.

Recalculate assignment costs after leveling

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Leveling may change an activity's dates. The leveled dates may pushthe resource assignment into a different Effective Date, which could

change the price/unit.

Leveling (cont.)


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Primavera will recalculate the costs based on the new price/unit, which

is based on the Effective Date of the resource assignment and the newleveled dates.

Level all resources

Mark to level all resources.

Clear and click Select Resources to specify the resources to be leveled.

Level resources only within activity Total Float

Mark to delay activities with resource conflicts up to their late finishdates.

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Leveling priorities - Use to handle scheduling conflicts that can occur duringleveling by specifying which project/activity is leveled first.

Log to file - Mark to create a log report of the leveling process.

Leveling (cont.)


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Selecting Resources

The Level Resources dialog box enables you to level all resources or selectresources to level. Click Select Resources to:

Leveling (cont.)


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Decide which resources to level within the project.

Displays the Max Units/Time that were defined in the Resources window.

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If two activities are ready for leveling, Primavera chooses one using thepriorities you specify in the Leveling Priorities section. If you specify noprioritization, Primavera sorts by Activity ID. The default leveling priority isActivity Leveling Priority

Adding Leveling Priorities


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Activity Leveling Priority.

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Adding Leveling Priorities (cont.)

The following table defines some commonly used priority andorder options for leveling resources:


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order options for leveling resources:

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Leveling Priorities

PriorityPriority AscendingAscending DescendingDescending

Activity ID Levels activities with lowerIDs first.

Levels activities withhigher IDs first.


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Activity LevelingPriority

Levels lower priorityactivities first.

Levels higher priorityactivities first.

Early Finish Levels activities with Levels activities with later,

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earlier, Early Finish datesfirst.

Early Finish dates first.

Early Start Levels activities withearlier, Early Start datesfirst.

Levels activities with later,Early Start dates first.

Free Float Levels activities with less

Free Float, or more criticalactivities, first.

Levels activities with more

Free Float, or less criticalactivities, first.

Leveling Priorities (cont.)


Late Finish Levels activities withearlier, Late Finish datesfi t

Levels activities withlater, Late Finish datesfi t


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first. first.

Late Start Levels activities withearlier, Late Start dates

Levels activities withlater, Late Start dates

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. .

Original Duration Levels activities with

shorter Original Durationsfirst.

Levels activities with

longer Original Durationsfirst.

Planned Finish Levels activities withearlier Planned Finish

dates first.

Levels activities with laterPlanned Finish dates first.

Planned Start Levels activities withearlier Planned Start datesfirst.

Levels activities with laterPlanned Start dates first.

Leveling Priorities (cont.)


Project Priority Levels lower priorityprojects first.

Levels higher priorityprojects first.


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Remaining Duration Levels activities with

shorter RemainingDurations first.

Levels activities with

longer RemainingDurations first.

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otal Float Levels activities with lessTotal Float, or more critical

activities, first.

Levels activities with moreTotal Float, or less critical

activities, first.

Adding Leveling Priorities

Click Remove to remove existing leveling priorities or Add to add new ones.Activity ID is used as the "tiebreaker" if activities receive equal ranking basedon specified leveling priorities

Leveling (cont.)


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on specified leveling priorities.

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After leveling, use the Resource Usage Profile to analyze resource allocationand verify that no resources are overallocated.

Compare the current Early Start/Early Finish dates to the LeveledRemaining Early Start/Early Finish dates

Analyzing the Leveled Project


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Remaining Early Start/Early Finish dates.

The Remaining Start/Remaining Finish are the earliest dates the activity canoccur based on the current resource's availability.

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Viewing the Leveling Log

The Exceptions section of the Scheduling/Leveling report shows the resultsof the leveling calculations.

A ti iti d l d d t d d l

Analyzing the Leveled Project (cont.)


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Activities delayed due to predecessor delay.

Activities delayed due to resource leveling.

Activities that cannot be leveled.

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Storing Period Performance

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For example, when you increase the Actual This Period data, Primaveraincreases the Actual to Date value by the same amount. At the end of eachfinancial period, click Store Period Performance in the Tools menu to store theactuals and reset the Actual This Period values of all activities and

i t t R tti th A t l Thi P i d l d t ff t

Past Period Actuals (cont.)


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assignments to zero. Resetting the Actual This Period values does not affect

Actual to Date values; rather, it prepares you to begin tracking new use for thecurrent period.

, , .actual costs and progress, update your schedule at the times established inthe Financial Periods dictionary. The next step is to store period performanceat the end of the update period and before the start of the next scheduleupdate.

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The example below displays the Actual This Period value andthe financial period value (2010-01-01) before actual values


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are stored.

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Actual Units to DateActual Units to Date Actual This PeriodActual This Period 20102010--0101--01: Actual01: ActualUnitsUnits

100 100 0


The following example shows the Actual This Period value at 0,with actuals now stored in the financial period.


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Actual Units to DateActual Units to Date Actual This PeriodActual This Period 20102010--0101--01: Actual01: Actual

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UnitsUnits

100 0 100

Viewing Financial Periods

Rather than spreading costs evenly throughout the length of a project, youcan view how actual costs were incurred by customized financial periods.

Financial periods, generally created by a system administrator, can match the



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Financial periods, generally created by a system administrator, can match the

time period when project schedules are routinely updated, or created on an as-needed basis.

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Selecting Financial Periods

Add financial period columns to the Resources tab in Activity Details to easilytrack resource usage. First, in User Preferences, you must specify whichfinancial periods can be displayed as columns.



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Displaying Financial Periods in Columns

Financial periods selected on the previous page are listed in the ResourceAssignment Columns dialog box.



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Editing Past Period Actual DataYou can view and edit past period actual data for any financial period in theActivity Table and the Resources tab in Activity Details. You can displayActivity Table columns for all of the following financial period fields:

Storing Past Period Information (cont.)


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(Period Name): Actual Expense Cost (Period Name): Actual Labor Cost

er o ame : c ua a or n s

(Period Name): Actual Material Cost

(Period Name): Actual Nonlabor Cost

(Period Name): Actual Nonlabor Units

(Period Name): Earned Value Cost

(Period Name): Earned Value Labor Units

(Period Name): Planned Value Cost

(Period Name): Planned Value Labor Units

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Editing Past Period Actual Data

You can change the columns of the Activity Details, Resources tab, to displayActual Cost and Actual Units columns for any financial period.

Also, after you expose the desired columns, you can edit any value by

Storing Past Period Information (cont.)


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clicking in the field.

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