15Cn52 Computer Aided Infrastructure Planning and Analysis Laboratory Individual Laboratory Report-1

15CN52 COMPUTER AIDED INFRASTRUCTURE PLANNING AND
ANALYSIS LABORATORY
INDIVIDUAL LABORATORY REPORT- 1
Submitted by
SARAVANAN .S.M. 17MK10
ME INFRASTRUCTURE ENGINEERING
II Semester
FEBRUARY 2018
DEPARTMENT OF CIVIL ENGINEERING
PSG COLLEGE OF TECHNOLOGY
(An Autonomous Institution affiliated to Anna University and ISO 9001:2000 certified)
PEELAMEDU
COIMBATORE – 641004
CONTENTS
SL.No. TOPIC PAGE NO.

1. INTRODUCTION 3
2. CREATING ENTERPRISE/ENTERPRISE 6
PROJECT STRUCTURE
3. SETTING UP ORGANISATIONAL 8
BREAKDOWN STRUCTURE
4. CREATING WORK BREAKDOWN 10
STRUCTURE (WBS)
5. ASSIGNING OBS ELEMENT TO WBS 12
6. DEFINING BUDGET & ESTABLISHING 14
SPENDING PLAN
7. ESTABLISHING SPENDING PLAN 15

8. CREATING PROJECT CALENDAR 17
9. ADDING ACTIVITIES, RELATIONSHIPS 18

AND SCHEDULING
10. INFERENCE FROM THE PROJECT 31
11. CONCLUSION 32
REFERENCES 33
17MK10 INDIVIDUAL LAB REPORT
PRIMEVERA P6 SOFTWARE
1.INTRODUCTION
P6 Professional can connect to two databases, a P6 Professional database and a P6
EPPM database. Depending on which database you are connected to, some topics within the
user's guide and some information within certain topics will be relevant while others will not.
Topics that are only relevant to one database will be qualified in the title of the topic. When a
topic title is followed by (P6 Professional Only), this topic will only be relevant when P6
Professional is connected to a P6 Professional database. When a topic is followed by (P6
EPPM Only), this topic will only be relevant when P6 Professional is connected to a P6
EPPM database. For example, the topic, "Defining Administration Preferences (P6
Professional Only)," contains information only relevant when P6 Professional is connected to
a P6 Professional database.
Other topics will include information that is relevant when connected to either
database. These topics will not be qualified. For example, the information in the topic,
"Create a project," applies when P6 Professional is connected to a P6 Professional database
and when P6 Professional is connected to a P6 EPPM database.
Other topics will include some information that is only relevant when connected to a
P6 Professional and some that is only relevant when connected to a P6 EPPM database.
These topics will include conditional phrases such as:
"When connected to a P6 Professional database,"
"When P6 Professional is connected to a P6 EPPM database,"
"(P6 EPPM Only),"
"This icon only appears when P6 Professional is connected to a P6 Professional database."
WHEN P6 PROFESSIONAL IS CONNECTED TO A P6 EPPM DATABASE:

P6 Professional is a separate component of P6 EPPM that integrates traditional project
management with streamlined resource and cost management.
It provides a set of robust features aimed primarily to address the needs of project planners
and schedulers. (P6 Professional connected to a P6 EPPM database is not used to perform
administrative or most enterprise-level tasks.) P6 Professional User's Guide.
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P6 PROFESSIONAL FEATURES INCLUDE THE FOLLOWING:

Support of work breakdown structures (WBS), user-defined fields and codes, critical-path-
method (CPM) scheduling, and resource leveling.
Multiple users can access the same projects concurrently.
Issue tracking
Management by threshold
 A tracking feature that enables you to perform dynamic cross-project rollups of cost,
schedule, and earned value
Work products and documents that can be assigned to activities and managed centrally
 Visualizer, which allows you to create time-based Gantt and Timescaled Logic Diagram
reports
Resource and role administration
A Report wizard that helps you create customized reports to extract any data from the P6
EPPM database
WHEN P6 PROFESSIONAL IS CONNECTED TO A P6 PROFESSIONAL

DATABASE:
P6 Professional is a comprehensive, multiproject planning and control software, built
on Oracle and Microsoft SQL Server relational databases for enterprise-wide project
management scalability. P6 Professional can stand alone for project and resource
management, and it enables your organization to store and manage its projects in a central
location. The module supports work breakdown structures (WBS), organizational breakdown
structures (OBS), user-defined fields and codes, critical-path-method (CPM) scheduling, and
resource leveling.
P6 Professional enables you to budget, prioritize, plan, administer, and manage
multiple projects; optimize limited, shared resources; control changes; and consistently move
projects to on-time and on-budget completion. It provides customizable interfaces, scalable
and flexible tools, and easy integration with project management software outside of the P6
suite, including Oracle Primavera’s Contract Management module, Oracle Project Planner
(P3), Oracle Contractor, Microsoft Project, and Microsoft Excel.
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P6 PROFESSIONAL PROVIDES
An enterprise project structure (EPS), which enables project managers to manage multiple
projects, from the highest levels of the organization to the individuals that perform specific
project tasks. Multiple users can access the same projects concurrently.
Integrated risk management
Issue tracking
Management by threshold
 A tracking feature that enables you to perform dynamic cross-project rollups of cost,
schedule, and earned value
Work products and documents that can be assigned to activities and managed centrally
 Visualizer, which allows you to create time-based Gantt and Timescaled Logic Diagram
reports
Resource and role administration
A Report wizard that helps you create customized reports to extract any data from the P6
Professional database
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2. CREATING ENTERPRISE/ENTERPRISE PROJECT STRUCTURE
 The enterprise project structure (EPS) represents the hierarchical structure of all projects
in the database. The EPS can be subdivided into as many levels or nodes as needed to
represent work at your organization. Nodes at the highest, or root, level might represent
divisions within your company, project phases, site locations, or other major groupings
that meet the needs of your organization; projects always represent the lowest level of
the hierarchy. Every project must be included in an EPS node.
 The number of EPS levels and their structure depend on the scope of your projects and
how you want to summarize data. For example, you might want to define increasingly
lower levels of EPS nodes, similar to an outline, to represent broad areas of work that
expand into more detailed projects. Specify as many projects as needed to fulfill the
requirements of your operations executives and program managers.
 Multiple levels enable you to manage projects separately while retaining the ability to
roll up and summarize data to higher levels. For example, you can summarize
information for each node in the EPS. Conversely, you can use top-down budgeting from
higher-level EPS nodes down through their lower-level projects for cost control.
 User access and privileges to nodes within the EPS hierarchy are implemented through a
global organizational breakdown structure (OBS) that represents the management
responsible for the projects in the EPS. Each manager in the OBS is associated with an
area of the EPS, either by node or by project, and the WBS of the particular level of the
hierarchy.
 Once you have added users and associated them with OBS elements and project profiles,
you can define the EPS and assign a responsible manager (OBS element) to each level.
You must specify a responsible manager for each node of the EPS.
EPS IN PRIMEVERA:
The EPS (Enterprise Project Structure) is a logical, meaningful, hierarchical

arrangement of all the projects in your organization. This is a view of the company
showing its areas of operations.
 EPS is a hierarchical arrangement of projects in an organization.
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 EPS has a Main/Root Node (The Enterprise/Organization) and several Nodes and Sub-
Nodes defining the various fields this Enterprise is involved in.
 Once defined, the EPS does not change dramatically or frequently. It only needs suitable
modifications sometimes.
 The EPS is available to all existing and future projects in theEnterprise.
PROCEDURE
 Followingare the steps to be carried to activate the ENTERPRISE/ENTERPRISE

PROJECT STRUCTURE:
1) To create EPS activate ENTERPRISE/ENTERPRISE PROJECT STRUCTURE

menu.
2) Create EPS node by clicking on ADD option in the EPS window.
3) Name the EPS node as ENGINEERING.
4) Close the EPS window.
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3. SETTING UP ORGANISATIONAL BREAKDOWN STRUCTURE

(OBS)
Before starting to work on the EPS, it is a good idea to spend some time in
understanding and/or creating the OBS (Organizational Breakdown Structure).
The OBS determines how people within a company are organized and what
rights/access they have to various projects. The OBS can mimic the EPS to some extent but it
differs in that it also has specific individuals.
About OBS in Primavera P6

OBS stands for Organization Breakdown Structure
OBS is Hierarchical way to represent Responsible Manager
The OBS can be associated with an EPS or Project
The associated OBS is responsible for the corresponding EPS or Project
We can add users under the OBS, so those users only have access to the EPS and
Projects
We can Restrict the OBS access (Read/Write/Delete) to an EPS and Project by
associating a Project Profile with an OBS
By default, any project that we added will have the same OBS what the parent EPS has.
We can change it later.
The following icon represents an OBS
OBS and Responsible Manager are same object, just different naming convention to
understand
FOLLOWING STEPS ARE CONSIDERED TO CREATE OBS
1) To create OBS activate ENTERPRISE/OBS menu.
2) To add a OBS element click on ADD option in the OBS window.
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4. CREATING WORK BREAKDOWN STRUCTURE (WBS)
WORK BREAKDOWN STRUCUTRE

The first steps in planning a project is to break down the project into its major
deliverables i.e. major product or service components. This is known as the Work
Breakdown Structure (WBS). After you have created the WBS, you can then create the
activities required to achieve those deliverables.
WBS IN PRIMEVERA P6
The work breakdown structure (WBS), in a nutshell, is a hierarchical decomposition
of project deliverables. Primavera P6 has a WBS Gantt chart view that provides the standard
interface for defining and editing WBS elements. But did you know that Primavera P6
Professional also has a WBS Chart view that is more suited to displaying and/or reporting the
WBS hierarchical structure?
How you display the WBS is important for understanding and communicating project
scope. As mentioned, Primavera P6 has a WBS Gantt chart or outline view that provides a
helpful interface for WBS creation and modification. This WBS outline view correlates
nicely with the schedule activity table.
However, if you are only interested in viewing the WBS by itself and do not
necessarily need to view it in a format compatible with the activities table view then you can
use the hierarchical diagram, i.e. chart view. The WBS hierarchical diagram or chart view
provides the best depiction of how each individual WBS element fits into the big picture. The
saying is true; a picture is worth a thousand words. Projects can have many pieces, and it is
important to understand how each puzzle piece fits in with the top level project deliverable.
The WBS hierarchical diagram is the best way to see and comprehend that relationship.
This article introduces the WBS hierarchy diagram view in Primavera P6

Professional. It is beyond the scope of this article to discuss proper WBS principles and
creation in detail.
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Primavera P6 is a top-down scheduling software program. What does this mean?

Well, it means Primavera P6 has you define and decompose the deliverables first. The
deliverable and/or deliverables you are producing are considered the top of the project
schedule definition. The deliverables support the definition of activities required to produce
those deliverables; activity definition flows from these deliverables. Because your project
description flows from the deliverables and down to the activities it is appropriate to label the
Primavera P6 software as a top-down scheduling tool.
Bottom-up scheduling software, like Microsoft Project, have you first list required
tasks and then later consider what products and/or deliverables related tasks are producing. It
is possible to consider deliverables first in Microsoft Project, but the software interface is
more suited to defining and entering tasks first, and summary tasks, i.e. deliverables, later. In
its effort to emphasize the importance and precedence of the WBS Primavera P6 Professional
has a separate view for the WBS that the scheduler enters first before activity definition.
Creation of the WBS is an important step in the project scheduling process. It defines
your deliverables and scope, which are the whole purpose of the project. The WBS helps you
bracket the entire scope of the project. Its hierarchical layout allows you to easily see
everything included in the scope. By implication everything not in the WBS is out of scope.
The WBS itself is an implicit contract between the customer and subcontractors. Again,
understanding the WBS is imperative for proper scheduling and management of the project.
And the best view or picture for analyzing the WBS comes from the hierarchical diagram.
FOLLOWING ARE THE STEPS TO CREATE THE WBS:
1) Activate WBS from HOME page or from PROJECT/WBS menu.

2) Create WBS code and description as given below.
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5. ASSIGNING OBS ELEMENT TO WBS
To restrict or grant access to projects and their data, you must assign project profiles
to users. A project profile is a role-based profile that limits privileges to specific project data,
such as baselines, the WBS, and expenses. Project profiles are linked to users through one or
more OBS assignments. You assign responsibilities to specific projects and work within
projects by assigning OBS elements to various levels of the EPS and each project’s WBS.
The combination of the user assignment to an OBS element, and the OBS assignment
to the EPS/project/WBS, determines which projects and project data the user can view. For
each OBS element a user is assigned to, the user’s assigned project security profile (per OBS
assignment) further determines the project data the user can view or edit.
OBS assignments can be made at both the project and WBS levels; therefore, a
project and its WBS elements might have different OBS assignments. When this occurs, a
user’s OBS assignment/project security profile only applies to WBS elements that have the
same OBS assignment as the project; for WBS elements with a different OBS assignment
than the project, the data is read-only for users that are not assigned to the same OBS element
as the WBS element. To grant a user rights (beyond read-only rights) to a WBS element that
has a different OBS assignment than the project, you must assign the user to the same OBS
element that the WBS element is assigned to, then select the appropriate project security
profile for the new OBS assignment.
You can assign a user an OBS element and a corresponding project profile in the
Users table when you are adding users, or you can make the assignment in the OBS tab
during or after creating the OBS.
You need to assign a user to an OBS (or an OBS to a user) for a user to access a
project. When that assignment is made, the default project profile is automatically related to
and made available to the user. You can subsequently assign a different project security
profile to that user.
STEPS FOR ASSIGNING OBS ELEMENT TO WBS:

1) Click on WBS from HOME page.
2) Click on GENERAL tab in WBS details.
3) Assign the OBS element to the WBS level by clicking on “Responsible Manager” option.
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TO CREATE THE WBS:
ASSIGNING OBS ELEMENT TO WBS
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6. DEFINING BUDGET & ESTABLISHING SPENDING PLAN
Budget Consists of quantities and cash flow required to complete a project. In the Planning
stage project manager and other stakeholders need to estimate scope and budgets. As the scope
changes, budget also needs to be adjusted to compensate. Primavera is helpful in establishing
these budgets and tracking the changes in the budgets.
In this Tutorial, let us learn how to establish budgets, establish monthly spending plans,
implement changes to it and tracking monthly spending and variances right from EPS to Project
and to WBS level.
The commonly used columns in Primavera to view different budget information. The
budget information will help you plan the project within the approved project budget and it
will also tell how much of the budget has been approved, distributed through projects in EPS
or WBS Elements in the WBS Structure.
Original Budget: Initial budget allocated (Edit in column or in Budget Log tab - the very
first budget)
Current Budget: Current budget (Original budget +/- what is defined in Budget Log)
Proposed Budget: Proposed new budget after budget amendments (Edited in Budget Log
Tab - define the budget as logs)
Distributed Current Budget: Budget distributed down through the EPS structure (Budget
defined in Original Budget field/column, rolled up to top. Shows total rolled up value on the
top level EPS/WBS Element only)
Budgets and spending plan can be defined at EPS Node, Project or even at WBS level.
STEPS FOR ESTABLISHING BUDGETS AND SPENDING PLAN:

1. Activate “Projects” view from HOME and select Engineering project and assign
original budget of 1000000.
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7. ESTABLISHING SPENDING PLAN
The total original budget id divided to each of the WBS as the spending plans,
which used to determine the total budget of the project.
It is quite simply the amount of money set aside or allocated to accomplish the
project. Also, Budget is very different from Selling Price, which is what’s shown in the
BOQ unit rate/amount. This BOQ value is loaded as the budgeted cost for the activity
(using various methods). The term ‘budgeted cost’ is the default given by Primavera and is
used as such by users. It is important to understand here that while Primavera makes use of
this default term, (which can be edited), it is not “cost” as far as the Contractor is
concerned. Rather, this is the cost for the Client (and selling for the Contractor). As long as
this fundamental principle is understood and remembered it doesn’t matter by what default
term Primavera denotes it. Having got past this, and for purposes of cost control, it should
be appreciated that Primavera won’t itself know the actual cost automatically. In other
words, Actual Cost figures have to be populated manually (unless using the Calculate Cost
from Units, and Auto Compute Actuals options). So when one is updating the schedule
with actual periodic data, actual cost information may also be incorporated if such analysis
is required.
This still does not substitute for Budgeting, or for Project Budget. Sometimes
people ask how to do budgeting with Primavera. To answer this, it must be clear what is
meant by Budget and Budgeting. As said in the beginning of this post, budget is the money
allocated for the project … this much is simple enough. Of this total budget, some
predetermined/fixed portions may further be specified for different project components,
tasks, or WBS. Some people may call this budget breakdown/sub-allocation as budgeting.
Some may not, since for them Budget and Budgeting are the same thing. Indeed, they may
never even be aware of using either of these terms in two consecutive sentences.
Irrespective of all this fine print and general (dis)agreement, Budget (and related sums) is,
to a degree, extrinsic to the schedule as opposed to distributed BOQ value which is
intrinsic.
As mentioned above, since the budgetary sum(s) is relatively external (that is, the
rate and state of progress have a much lesser bearing on budget than on, say, Earned
Value, as also the budget being established prior to taking on projects), the depiction of the
same in Primavera is also relatively external.
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ASSIGINING BUDGETS:
CREATING PROJECT CALENDAR
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8. CREATING PROJECT CALENDAR

Calendars enable you to define available workdays and work-hours in a day. You
can also specify public holidays, recognised holidays, company’s RDOs and project-
specific work/non-workdays. You can establish an unlimited number of calendars to
accommodate different work patterns.
You can also assign calendars to each resource and activity to determine time
constraints in a uniform way. There are 3 types of calendar, they are:
 Global calendar
 Resource calendar
 Project calendar
Before you begin scheduling tasks in Primavera P6 it is important to create a calendar

that represents the default working days for project tasks. The default project calendar is used
by Primavera P6 to set the working days and times for project tasks. Primavera P6 is set to a
default 8-hour per day, 5-day work week. You can change this default calendar to one more
suitable for the contract, such as a 10-hour per day, 4-day work week calendar.
FOLLOWING ARE THE STEPS TO ESTABLISH PROJECT

CALENDAR:
1) To create project calendar activate ENTERPRISE/CALENDAR menu.
2) Users can create Global calendar, Resource Calendar or Project Specific calendars.
3) To create project specific calendars opt for PROJECT.
4) Click on ADD and select one of the Global Calendars as the template for the new Project
Calendar.
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9. ADDING ACTIVITIES, RELATIONSHIPS AND SCHEDULING
ACTIVITIES:
Describing the activities that produce the WBS deliverables is a major step in the
project scheduling process. Successful activity definition often requires a scheduler with
experience similar to the project at hand. Proper and comprehensive activity definition and
the corresponding estimated planned durations is important for developing a schedule that
is realistic.
Types of activities are very important to understand. These types determine how the activity
start and finish will be calculated. There are 6 types of activities in Primevara P6.
• Task Dependent
• Resource Dependent
• Start Milestone
• Finish Milestone
• Level of Effort
• WBS Summary
Task Dependent:
Task dependent activity is an activity which uses activity calendar to calculate start
and finish dates. This type of activity is not dependent on any resource calendars. So, even if
you assign one or more resources to this activity, start and finish dates will still be calculated
from activity calendar. Task dependent activity is most commonly used activity type in
project scheduling.
In the picture below, an activity has a type of task dependent and it is assigned a 7
days calendar. Activity starts on 01-Jan-17 (Sunday) and after consuming 10 days of assigned
calendar, it finishes on 10-Jan-17 (Tuesday). Even if resources are added to this activity, the
start and end dates will not be changed.
Resource Dependent:
Resource dependent activity is an activity which uses resource calendar to calculate
start and finish dates. Activity calendar will not be used unless there are no resources
assigned to that activity. For example, if excavation in foundations is assigned a 7 days
calendar but the excavator which has to do the excavations is available only 5 days a week
then start and finish dates of this activity will be calculated from 5 days calendar (if the
07/03/2018 18
activity type is resource dependent). In case there are more than 1 resource assigned to a
resource dependent activity, primary resource calendar will be used in calculations.
In the picture below, an activity has a type of task dependent and it is assigned a 7 days
calendar. This activity has also a resource assigned to it which has 5 days calendar and it will
not work on Saturday and Sunday. However, activity type is still task dependent. Note that
activity starts on 01-Jan-17 (Sunday) and after consuming 10 days, it finishes on 10-Jan-17
(Tuesday).
If we look at resource usage profile, note that the assigned resource will work 8 hours
a day from Sunday, 1-Jan to Tuesday, 10-Jan. As the resource has its Saturday and Sunday
off in its calendar, these days are shown as red or over allocated units of the resource. This
means that by keeping the activity type as task dependent, we are forcing the assigned
resource to use the activity calendar.
Now if we change the activity type to resource dependent, note that original duration
is changed to 12 days and activity will now start on 02-Jan-17 (Monday) and after consuming
10 days of assigned resource, it will finish on 13-Jan-17 (Friday).
If we look at resource usage profile now, note that the assigned resource will work 8
hours a day from Monday, 2-Jan to Friday, 13-Jan. As the resource has its Saturday and
Sunday off in its calendar, these days are shown as blank days and the resource will not work
on these days. Further note that resource will actually work on 10 days as you can see 10
number of bars in the profile, however these 10 days will actually take 12 days of the activity
calendar.
Start Milestone:
Start Milestone is a type of activity which represents start of some major event or
important series of tasks. For example, start of the project, start of foundation works, start of
structure works etc. Start Milestone has only start date and it has no finish date. Also the
duration of a Start Milestone is zero. This milestone together with finish milestone is used to
show summary of project schedule. For example if you have more than 1000 activities in a
schedule and you are given a task to show schedule summary, you can only report the
milestones which will show start and end dates of important events of your schedule.
In the example below, ‘Start of Electrical Works’ is a Start Milestone as it has only
the start date. It is represented by a black diamond in the Gantt chart.
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Finish Milestone:
Finish Milestone is a type of activity which represents finish of some major event or
important series of tasks. For example, finish of foundation works, finish of structure works,
finish of the project etc. Finish Milestone has only Finish date and it has no Start date. Also
the duration of a Finish Milestone is zero. This milestone together with start milestone is used
to show summary of project schedule. For example if you have more than 1000 activities in a
schedule and you are given a task to show schedule summary, you can only report the
milestones which will show start and end dates of important events of your schedule.
In the example above, ‘Finish of Electrical Works’ is a Finish Milestone as it has only the
finish date. It is represented by a black diamond in the Gantt chart.
Level of Effort:
Sometimes, there are activities in schedule whose duration is dependent on some
other activities. For example, project management activities start as the project is started and
finish when the project is finished. Note that duration of project is not fixed. In planning
stage, you have to do number of iterations to reach at optimum schedule. For each iteration,
you may have to produce cost estimate of the project. So, whatever will be the duration of
project, duration of these project management activities will be adjusted accordingly and you
will get correct estimates of the project. Well, thats just one example, there are number of
cases in which this activity type can be used.
In the example below, you can see that start of ‘Consultancy for Electrical Works’ is
connected to ‘Start of Electrical Works’ and finish of this activity is connected to ‘Finish of
Electrical Works’. As this activity is a Level of Effort so its duration is dependent on total
duration between these two milestones. If duration of activity is changed, then duration of
Level of Effort activity will also be changed accordingly.
WBS Summary:
WBS Summary activity is a type of activity which shows summary data of all
activities in a WBS band. You don’t have to give any relationship to this activity type. It
automatically calculates the summary data. WBS band also shows summary of activities but
the different is that you can assign resources to WBS Summary activity. This helps when you
don’t have estimates of activities but you have estimate of the whole work package. You may
then use these estimates for top down estimation.
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Another use of WBS Summary activity is that if you have some activities in a WBS with
different calendars assigned to them then you can use WBS Summary activity and assign a
calendar to it from which you want to see summary duration of the whole WBS.
STEPS FOR ADDING ACTIVITIES:
1) To add activities click on “Activities” in the HOME page.

2) Organize the layout based on WBS.
3) Add activities to respective WBS level by clicking on ADD on Command Bar Button Text
4) Given following is the list of activities.
5) For Auto-numbering activities and increment select the project in the “Projects View”and
select “Setting” tab in the detail form and give activity prefix, suffix and increment.
The activities given in the project is given below:
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RELATIONSHIP IN PRIMEVERA P6:

Once activities and activity durations have been added in Primavera P6 EPPM,
connecting activities with relationships is important for finding the true length of the
project. Precedence diagramming is the foundation of these activity relationships.
Experienced schedulers thoroughly understand the precedence relationships between
Activities enabling them to compute accurate project duration, and also helping them
ensure that the project duration is as short as possible.
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Types of Relationships:
There are four types of relationships in Primavera P6. These relationships actually came from
Precedence Diagramming Method or PDM. As Primavera P6 used PDM method for
scheduling so these relationship types are also available in Primavera P6. These four types of
relationships are:
• Finish to Start or FS
• Start to Start or SS
• Finish to Finish or FF
• Start to Finish or SF
Finish to Start or FS:

In finish to start relationship, start of successor activity is controlled by finish of predecessor
activity. For example you can build foundations of a building after you have done
excavations. Or you can test a software after you have developed it. In Finish to Start,
relationship arrow originates from finish of the predecessor and finishes at start of the
successor.
FS relationship doesn’t mean that successor activity can only start after predecessor activity
has finished. It only means that start of successor activity is controlled by finish of
predecessor activity. In FS relationship, successor activity can start before the finish of
predecessor activity if lead is applied to successor. For example you can start building
foundations when 75% of excavations are completed. You don’t have to wait for complete
excavation to start your foundations. This type of relationship is mostly used in the schedule.
If you are confused about exact relationship between activities then go for FS relationship.
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Start to Start or SS:

In start to start, start of successor activity is controlled by start of predecessor activity. For
example when a project starts then project management activities are also started with it. Or
you can start leveling of concrete when pouring of concrete is started.
SS relationship doesn’t mean that successor activity can only start when predecessor activity
has started. It only means that start of successor activity is controlled by start of predecessor
activity. In SS relationship, successor activity can start after the start of predecessor activity if
lead is applied to successor. For example, if construction of walls and plaster on these walls
are connected with SS relationship, then to start plaster, some portion of the walls must have
to be completed.
FF
In finish to finish, finish of successor activity is controlled by finish of predecessor activity.
For example you may want to finish columns with walls so that roof can be built over them.
Or you may want to finish all testing of a software with writing of a software manual so that
final software package can be handed over to the client. You can also you lag and lead in FF
relationship if you want to finish successor activity before or after finish of the successor
activity.
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Start to Finish or SF:

In start to finish, finish of successor activity is controlled by start of predecessor activity.
Example of FS relationship can be that you have an activity of floor tiles in your schedule,
lets say activity A, and you create an activity of material approval process for this activity
and connect it to activity A by start to finish. Now you will have start and finish date of this
material approval process so that the process can be initiated on time and you have approved
tiles till start of tiling works.
STEPS FOR PROVIDING RELATIONSHIP BETWEEN ACTIVITIES
1) Select an activity select its predecessor from “Predecessor” tab in the activity detail form.
2) Activity details can be enabled from list of toolbars shown on top of the layout.
What is CPM Scheduling?
First things first: CPM stands for Critical Path Methodology. The Critical Path
Methodology is a mathematical algorithm for scheduling project activities.
In simpler terms, I like to say that “CPM scheduling assigns dates to activities.” But it does a
bit more than that as well.
CPM Scheduling produces 3 distinct pieces of information:
• CPM assigns dates to project activities

• CPM calculates your project’s Finish Date
• CPM reveals your project’s Critical Path
That’s some good stuff you’ll want to know about your project.
07/03/2018 25
Primavera P6 uses the Critical Path Method to schedule work activities. Here’s how.
ESSENTIALS AND FOUNDATION
As I mentioned, CPM Scheduling is a mathematical process and being so, it has a list of pre-
requisites to meet before it can work it’s magic.
Before you can perform the Critical Path Method (or run the scheduler in Primavera P6),
here’s what you need:
• an Activity list
• Duration estimates for each activity in the list
• linkages between activities that describe the order of execution
The first 2 items are fairly obvious. But it’s those linkages that play a very important part in
the process. It’s linkages that transform your list of activities into a network of inter-
dependent nodes that can have many paths through from the start to the finish.
THE SCHEDULING PROCESS
So how does the whole scheduling thing work, right?
The Critical Path Methodology process goes through your project activity by activity twice.
It starts with the first activity and moves forward – this is called the Forward Pass. For each
activity, it assigns or calculates that activity’s Early Dates.
Early Dates the most optimistic start and finish dates for your project’s work activities.
The Backward Pass comes next. This time you start at the last activity in your network, and
move backward assigning dates to each activity, until you reach the first activity in the
network. These dates are called – you guessed it – the Late Dates.
07/03/2018 26
Late Dates define the latest your activities can start and finish without extending the project
finish date. It sounds confusing, but you NEED 2 sets of Dates – both Early and Late – to
come up with a project’s Critical Path.
FINDING YOUR CRITICAL PATH
To find a project’s Critical Path, we need to calculate Total Float for each activity. Total
Float is the difference between the Late and Early Dates.
Total Float = Late Start – Early Start (or Late Finish – Early Finish), Total Float is a measure
of how much scheduling flexibility an activity has.
After Total Float is calculated for each activity, you will find that many activity have Total
Float = 0d. And it’s those 0d-Float activities that define your project’s Critical Path. Simply
follow the path of activities where Total Float = 0d and your Critical Path will show itself.
APPLYING CPM SCHEDULING
We all know that knowledge is power. Well, I like to say that applied knowledge is power.
Although the details of CPM Scheduling seems like it’s only for academics, arming yourself
with it will ensure you’re not caught off-guard when a clients asks you for early dates or why
an activity is critical. Then, you can dazzle them with your own backward pass calculations
STEPS FOR CARRYING OUT SCHEDULING:
1) To schedule the project activate TOOLS / SCHEDULE menu or strike F9 toggle key.
2) Select the DATA DATE and click on SCHEDULE command.
3) Customize the Gantt Chart by activating VIEW / BARS.
4) If relationship are to be displayed in the Gantt Chart click on OPTIONS in the above
menu.
5) To view the PERT chart and trace Logic views click on the toolbars available in the layout.
6) Schedule the project on Data Date 18th July 2001
07/03/2018 27
7) Primavera Enterprise (P3e) schedules the project on Critical Path Method and Critical
Path for the project is displayed with red colored activity bars.
8) Primavera Enterprise calculates schedule early dates during forward pass calculation and
schedule late dates are calculated during backward pass calculation.
9) The difference between Late Finish and Early finish dates of a activity is termed as
TOTAL FLOAT.
10) Activities with Zero Total Float are identified as critical activities and sequence of
activities with Zero Total Float lead to Critical Path or Longest Path of the project.
The scheduling for the project is done and represented as gant chart below:
Q tr 2, 2018 Q tr 3, 2018 Q tr 4, 2018

ar Apr May Jun Jul Aug Sep O ct
11-Sep-18, ILR Individual Lab R
11-Sep-18, ILR.P r1 P roject1
03-May-18, ILR. Pr1.SB S SubStruc ture

Site Clearance
Line Marking
Exc av ation
PCC
Column Reinforcement
Footing
Foundation
Filling
08-May-18, ILR. Pr1.PL Plinth
Plinth B eam
Floor Conc reting
16-Jul-18, ILR.Pr1.SPS S uper Struc ture
Column Reinforcement
Column Concreting
BrickW ork
Beam
F or mwork
Slab Reinforcem ent
Plumbing
Slab Concreting
Parapet Wall
Electric al Wiring
05-Sep-18, ILR.P r1.FI Finishing
Plastering
Carpentry Work s
Elevation W orks
W hite W ashing
Floor Finishing
Tiling Activities
Painting W orks
O ther A ppliances Installation
Qtr 2, 2018 Qtr 3, 2018 Qtr 4, 2018

ar Apr May Jun Jul Aug Sep Oct
11-Sep-18, ILR.Pr1.HO Handov
Document Preperation
Document Handover
07/03/2018 28
THE SCHEDULING REPORT IS GIVEN BELOW:
Scheduling/Leveling Report - 2018-03-06 11:09:29 - PM.exe

=========================================================
Default Project..................................................ILR
Projects:
ILR............................................................Individual Lab Report
Scheduling/Leveling Settings:
-----------------------------
General
-------
Scheduling ......................................................Yes
Leveling ........................................................No
Ignore relationships to and from other projects .................No
Make open-ended activities critical .............................No
Use Expected Finish Dates .......................................Yes
Schedule automatically when a change affects dates ..............No
Level resources during scheduling ...............................No
Recalculate assignment costs after scheduling ...................No
When scheduling progressed activities use .......................Retained Logic
Calculate start-to-start lag from ...............................Early Start
Define critical activities as Total Float less than or equal to .0
Compute Total Float As ..........................................Finish Float
Calculate float based on finish date of .........................Each project
Calendar for scheduling Relationship Lag ........................Predecessor Activity Calendar
Advanced
--------
Calculate multiple float paths...................................No
Statistics:
-----------
# Projects...................................................... 1
# Activities .................................................... 30
# Not Started. .................................................. 30
# In Progress ...................................................0
# Completed. .................................................... 0
# Relationships ................................................. 48
# Activities with Constraint .................................... 1
Project: ILR Activity: SS001 Site Clearance
Errors:
-------
Warnings:
---------
Activities without predecessors .................................1
Activities without successors ................................... 1

Project: ILR Activity: HO002 Document Handover
07/03/2018 29
Out-of-sequence activities...................................... 0
Activities with Actual Dates > Data Date ........................ 0
Milestone Activities with invalid relationships..................0
Finish milestone and predecessors have different calendars. ......0
Scheduling/Leveling Results:
----------------------------
# Projects Scheduled/Leveled. ................................... 1
# Activities Scheduled/Leveled. .................................30
# Relationships with other projects ............................. 0
Data Date........................................................01-Apr-18
Earliest Early Start Date........................................02-Apr-18
Latest Early Finish Date.........................................11-Sep-18
Exceptions:
-----------
Critical Activities ............................................. 22
Project: ILR Activity: FI001 Plastering
Project: ILR Activity: FI003 Elevation Works
Project: ILR Activity: FI004 White Washing
Project: ILR Activity: FI005 Floor Finishing
Project: ILR Activity: FI006 Tiling Activities
Project: ILR Activity: FI008 Other Appliances Installation
Project: ILR Activity: HO001 Document Preperation
Project: ILR Activity: HO002 Document Handover
Project: ILR Activity: SPS001 Column Reinforcement
Project: ILR Activity: SPS002 Column Concreting
Project: ILR Activity: SPS003 BrickWork
Project: ILR Activity: SPS004 Beam
Project: ILR Activity: SPS005 Formwork
Project: ILR Activity: SPS006 Slab Reinforcement
Project: ILR Activity: SPS007 Plumbing
Project: ILR Activity: SPS008 Slab Concreting
Project: ILR Activity: SPS009 Parapet Wall
Project: ILR Activity: SS003 Excavation
Project: ILR Activity: SS004 PCC
Project: ILR Activity: SS005 Column Reinforcement
Project: ILR Activity: SS006 Footing
Activities with unsatisfied constraints ......................... 0
Activities with unsatisfied relationships ....................... 0
Activities with external dates .................................. 0
07/03/2018 30
10 INFERENCE FROM THE PROJECT
Resource management is one of the most important aspects of construction project

management in today’s economy because the construction industry is resource-intensive
and the costs of construction resources have steadily risen over the last several decades.
Thus general schedule control techniques are useful in optimizing resource scheduling
and project duration. These techniques help to reduce project duration use of unlimited
availability of resources for completion of a project. Through it is observed that
resources are limited in real project scenario. It has been observed that the project delays
occur due to insufficient supply of resources. In large scale projects, preparing an
accurate and workable plan is very difficult. Computer packages like MS Project and
Primavera project planner are used in construction industry. Primavera is an amazing
project management software tool which is not just used by project managers. Designed
to make managing large or complex projects a piece of cake, Primavera is the ideal tool
for anyone who is involved in planning, monitoring and reporting on the progress of any
big task, development or venture. Project management techniques can be used to resolve
resource conflicts and also useful in minimizing the project duration within limited
availability of resources to make the project profitable. The main aim of this study is to
analyze the schedule control techniques by constraints and activity types is done using
primavera P6 software for an apartment building. The project schedule control decreases
the duration due to apply of constraints, level of effort, resource dependent it has an
effect on the project duration.
07/03/2018 31
12. CONCLUSION
This study compared time performance of the conventional method of
construction for high- rise residential and Industrial Building System (IBS) method by
formulate benchmark measures of industry norms for overall construction period using
scheduling simulation modeling The same strategies that allowed you to successfully
complete one project will serve you many times over and also reduced risk and cost of
schedule overrun. It helps easily plan and manage project activities, It optimizes
management of all resources, It gives clear visibility of what's going on in the project,
It allows quick and easy forecasting of WBS‟s, activities or projects.
Thus the EPS, OBS, WBS, Budget allocation, Calender assigning, activity,
relationship and scheduling is done for sample project using the Primevera P6
software.
07/03/2018 32
REFERENCES
1. www.oracle.com
2. www.ims-web.com
3. www.planacademy.com
4. www.planningplanet.com
5. Project Management Reference Manual-Oracle Help Center
07/03/2018 33

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15CN52 COMPUTER AIDED INFRASTRUCTURE PLANNING AND

INDIVIDUAL LABORATORY REPORT- 1

SARAVANAN .S.M. 17MK10

DEPARTMENT OF CIVIL ENGINEERING

PSG COLLEGE OF TECHNOLOGY

SL.No. TOPIC PAGE NO.

4. CREATING WORK BREAKDOWN 10

7. ESTABLISHING SPENDING PLAN 15

9. ADDING ACTIVITIES, RELATIONSHIPS 18

10. INFERENCE FROM THE PROJECT 31

WHEN P6 PROFESSIONAL IS CONNECTED TO A P6 EPPM DATABASE:

P6 PROFESSIONAL FEATURES INCLUDE THE FOLLOWING:

WHEN P6 PROFESSIONAL IS CONNECTED TO A P6 PROFESSIONAL

2. CREATING ENTERPRISE/ENTERPRISE PROJECT STRUCTURE

The EPS (Enterprise Project Structure) is a logical, meaningful, hierarchical

 EPS is a hierarchical arrangement of projects in an organization.

 Followingare the steps to be carried to activate the ENTERPRISE/ENTERPRISE

1) To create EPS activate ENTERPRISE/ENTERPRISE PROJECT STRUCTURE

3. SETTING UP ORGANISATIONAL BREAKDOWN STRUCTURE

About OBS in Primavera P6

FOLLOWING STEPS ARE CONSIDERED TO CREATE OBS

1) To create OBS activate ENTERPRISE/OBS menu.

2) To add a OBS element click on ADD option in the OBS window.

4. CREATING WORK BREAKDOWN STRUCTURE (WBS)

WORK BREAKDOWN STRUCUTRE

This article introduces the WBS hierarchy diagram view in Primavera P6

Primavera P6 is a top-down scheduling software program. What does this mean?

FOLLOWING ARE THE STEPS TO CREATE THE WBS:

1) Activate WBS from HOME page or from PROJECT/WBS menu.

5. ASSIGNING OBS ELEMENT TO WBS

STEPS FOR ASSIGNING OBS ELEMENT TO WBS:

TO CREATE THE WBS:

ASSIGNING OBS ELEMENT TO WBS

6. DEFINING BUDGET & ESTABLISHING SPENDING PLAN

STEPS FOR ESTABLISHING BUDGETS AND SPENDING PLAN:

7. ESTABLISHING SPENDING PLAN

CREATING PROJECT CALENDAR

8. CREATING PROJECT CALENDAR

Before you begin scheduling tasks in Primavera P6 it is important to create a calendar

FOLLOWING ARE THE STEPS TO ESTABLISH PROJECT

9. ADDING ACTIVITIES, RELATIONSHIPS AND SCHEDULING

STEPS FOR ADDING ACTIVITIES:

1) To add activities click on “Activities” in the HOME page.

The activities given in the project is given below:

RELATIONSHIP IN PRIMEVERA P6:

Finish to Start or FS:

Start to Start or SS:

Start to Finish or SF:

STEPS FOR PROVIDING RELATIONSHIP BETWEEN ACTIVITIES

What is CPM Scheduling?

CPM Scheduling produces 3 distinct pieces of information:

• CPM assigns dates to project activities

ESSENTIALS AND FOUNDATION

THE SCHEDULING PROCESS

So how does the whole scheduling thing work, right?

FINDING YOUR CRITICAL PATH

APPLYING CPM SCHEDULING

STEPS FOR CARRYING OUT SCHEDULING:

Q tr 2, 2018 Q tr 3, 2018 Q tr 4, 2018

11-Sep-18, ILR.P r1 P roject1

03-May-18, ILR. Pr1.SB S SubStruc ture

Qtr 2, 2018 Qtr 3, 2018 Qtr 4, 2018

THE SCHEDULING REPORT IS GIVEN BELOW: