Professional Documents
Culture Documents
Primavera Project Management Workshop
Primavera Project Management Workshop
Primavera Project Management Workshop
Agenda
Project Portfolio Management Primavera Project Management OBS, EPS WBS Activities Resources & Cost Top Down Estimation Tracking & Reports
What Is a Program?
A group of projects
What Is a Subproject?
A manageable component of a project May be performed by a separate organization Could be a project phase Subprojects are typically referred to as projects and managed as such
Program Management is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually
Defines portfolio management as a set of activities that allow alignment with strategy
EPM Solution
EPM solution is an ideal for organizations that need strong coordination and standardization between projects and Project Managers, Centralized Resource Management or Higher Level Reporting about Project and Resource
EPM Solution
One approach is that EPM is a software tool that helps plan and implement all projects within an organization. Another view is that projects are selected, planned, controlled and implemented from a central location that rigorously assures all projects report progress to a single element. Neither of these approaches is wrong for the organization. The bigger picture, however, helps understand the full potential of an EPM. Enterprise project management, as implied by the words, is an enterprise view of all project management activities and how these activities contribute to the success of the organization. It entails linking the organizations vision, mission, goals and objectives, and strategies in a hierarchal fashion to ensure the organization commits its resources to the right projects at the right time. This definition includes those efforts in software tool use and the central control over projects, but in a holistic view.
PPM
An even more recent evolution in Enterprise Project Management is to not only plan and track the existing set of projects, but to create a portfolio (per budget size, per calendar year, per budget year, per business line, etc) of existing and future (demand) projects. This is called Project Portfolio Management.
PPM
Project Portfolio Management includes the creation of various scenarios to decide which is the most optimal portfolio (for a certain year, business, budget, etc). Once the contents of the portfolio are agreed upon, it is key to constantly scrutinize how the individual projects are evolving in terms of quality, cost and schedule.
Portfolio Relationships
Portfolio
Portfolio
Projects
Programs
Other Work
Programs
Projects
Other Work
Programs
Projects
Projects
Projects
Projects
Clients
myPrimavera
Database
Browser Clients
Timesheets
Web Server
Methodologies
Desktop Clients
P3 to P6
To
Primavera Features
Enterprise Level Planning Resource at Enterprise level Multiuser level User preferences can be given Project Level and Global preferences Compare two reports using Claim Digger Top Down Budgeting
Primavera Features
Top Down Estimation Baseline updating Resource & Cost Analysis EVA Reports Timesheets Portfolio Analysis Project Templates Methodology Management
Contd
Resource Table Resource usage Spreadsheet Target Baseline Activity Columns Activity Tables Custom Data items User Defined Fields
What is OBS?
Organizational Breakdown Structure is a global Hierarchy that represents the managers responsible for the projects in your enterprise. The OBS usually reflects the management structure of your organization from top level personal down through the various levels constituting your business
Only one OBS root can be represented in an organization Up to 25 levels can be defined in an OBS structure Enterprise 4OBS
OBS
MD
VP of Civil Infrastructure
VP of Communication
VP of Power
VP of US Govt. Services
GM of Airport
GM of Rail
GM of Ports
GM of Highway
PM of Airport
PM of Rail
PM of Ports
PM of Highway
OBS Contd . . .
MD
VP of Civil Infrastructure
VP of Communication
VP of Power
VP of US Govt. Services
GM of Services
PM of Proj.1
PM of Proj.2
PM of Proj.3
EPS
Enterprise Project Structure forms the hierarchy structure of your database of your projects. Each EPS can be sub divided into multiple levels to presents the work that needs to be done in your organization. You can use the EPS to
Perform top down budgeting & resource and Cost Analysis. Manage multiple projects from the highest level of the organization to the individual that perform specific project task Implement coding standards for flexible reporting
N numbers of EPS root can be created Up to 50 levels under each EPS root can be defined
EPS
Information Technology Projects
Internal IT Projects
External IT Projects
System Upgrade
New Systems
IT Maintenance Projects
E-Learning
EPS
XYZ Ltd
Civil Infrastructure
Communication
AirPort
Rail
Ports
Highway Systems
EPS Contd . . .
XYZ Ltd
Civil Infrastructure
Communication
Power
US Govt. Services
Services
Prog. Mgmt
OBS
MD
EPS
XYZ Ltd
Pipelines
PM of Proj.1
PM of Proj.2
PM of Proj.3
Project 1
Project 2
Project 3
EPS
YZX
Pipelines
Process Plants
Maintenance
Erection Works
Plant Piping
Pump Station
Activity Definition Activity Resource Estimating Cost Estimating Cost Budgeting Human Resource Planning Activity Sequencing Activity Duration Estimating
Schedule Development
35
WBS
The projects work in terms of deliverables and further decomposition of these deliverables into components.
Goals
Step 1: Identify the final product(s) of the projectwhat must be delivered to achieve project success. A thorough review of high-level project scope documents (inputs such as statement of work [SOW], technical requirements documents, and so on) is recommended to ensure consistency between the WBS and the project requirements. Step 2: Define the products major deliverables, which are often predecessor deliverables necessary for the project, but that in themselves do not satisfy a business need (e.g., a design specification). Step 3: Decompose major deliverables to a level of detail appropriate for management and integrated control. These WBS elements normally tie to clear and discrete identification of stand-alone deliverable products. Step 4: Review and refine the WBS until project stakeholders agree that project planning can be successfully completed and that execution and control will successfully produce the desired outcomes.
Construction
Traffic Control
General
Site Work
Electrical
General
Site Preparation
Earthwork
Electrical Utilities
Site Removals