Planning & Scheduling Using

Primavera Enterprise Project

Management (P6)
Muhammad Hasnain
Lecturer, CE&M
NIT-SCEE-NUST
Hasnain.civil82@gmail.com
+92-51-9085 4169
What is a Project? (Def. # 1)

A project is a temporary
endeavor undertaken to create a
unique product, service, or result.

(Guide to the Project Management – Body of Knowledge,

the Project Management Institute, 4th. Ed., 2008, p. 5)
What is a Project? (Def. # 2)

A project is a sequence of unique, complex

and connected activities having one goal or
purpose that must be completed by a
specific time, within budget and according
to specification.

(Robert Wysocki / Robert Beck Jr. / Daniel B. Crane: Effective Project

Management, John Wiley & Sons, 2002, p.65)
Required Background Knowledge

 The ability to use a computer and

understand the fundamentals of the
operating system.
 A sound understanding of how projects
are managed, such as the phases and
processes that take place over the
lifetime of a project.
Project Management

 Project Management is the

planning, monitoring and control
of all aspects of a project and the
motivation of all those involved
in it to achieve the project
objectives on time and to the
specified cost, quality and
performance.
What is a Process?

A set of interrelated actions and activities that are performed to achieve a

prespecified set of products, results, or services.
Process Groups:
 Project Initiation
 Project Planning
 Project Execution
 Project Monitoring and Control
 Project Closure

(Guide to the Project Management – Body of Knowledge,

the Project Management Institute, 4th. Ed., 2008, p. 6)
Five Process Groups
Successful project management can then be defined as having
achieved the project objectives:

 Within Time
 Within Cost
 At the desired performance/ technology level
 While utilizing the assigned resources effectively and
efficiently
 Accepted by the customer
Construction of the Ryugyong Hotel in
Pyongyang was on hold between 1992 and
2008. Had it been completed on schedule, it
would have been the tallest hotel in the world at
the time.

9
 La Sagrada Família
(The Holy Family) church in Barcelona. It's been
in construction since 1883.

Construction passed the midpoint in 2010 with

some of the greatest challenges remaining and
an anticipated completion date of 2026, the
centenary of Gaudí's death.

Project is progressing amid a debate that has

been waged for decades over whether the
church is drifting too far from its creator’s
artistic vision.

Based on an estimated 2.5 million visitors a

year, it is argued that the Sagrada Família’s
tourism appeal lies precisely in the fact that it
is one of the world’s greatest unfinished works
of art.
Planning

 Planning can be thought of as determining

“what” is going to be done, “how,” “where,”
and by “whom”.
 Owners want their projects completed within
specified time and budget constraints.
 Management of time and cost did not evolve as
a science until after the Industrial Revolution.
Planning and Scheduling

 There is a significant difference between “planning”

and “scheduling”
 Often used interchangeably — which is a misuse
 Scheduling can never be performed effectively
without planning.
Planning and Scheduling

 The planning portion of the construction project relates to developing the logic of how
a project will be constructed.

 Scheduling consists of integrating that plan with a calendar or specific time frame.
Planning and Scheduling

We all do planning and scheduling on a regular, informal, basis

Often it is necessary to create a “to-do list”

As the number of items increases and/or time frame expands, we put our list in the

context of time

Planning and scheduling is done extensively and formally on construction project

Beginning with the Notice of Award

Bar Charts

Henry Gantt developed a method of relating a list of activities

to a timescale in a very effective manner, by drawing bar charts.

Shortcomings of Bar Charts

Bar charts begin to fail to provide valuable information when projects become more complex

A general criticism of bar charts is that they do not show clear dependencies between

activities when some activities are not on schedule

Changes in the logical sequencing of activities in a bar chart cannot be readily made

especially when many activities are involved

.
Value of Bar Charts

A major strength of bar charts is the ability to clearly and quickly present the status of a project.

No extensive training is required to learn how to extract information from them.

Presentation to field people.

Presentation to high-level staff.

.
Scheduling Networks (CPM-Critical Path
Method)
Network: A network is a logical and chronological graphic representation of the activities (and events)

composing a project.

Milestone/ Event: An event is the point in time, or an instant at which the status of completion of a project

or activity can be defined.

Activity: A basic unit of work as part of the total project that is easily measured and controlled. It is time-

and resource-consuming.

.
Scheduling Networks
Critical path: The longest path in a network, from start to finish, including lags

and constraints.

Driving Relationship : A relationship from a predecessor activity that controls

the start or finish of a successor activity. For any activity with predecessors, there

must be at least one driving relationship.

 Start to Start
 Finish to Start
 Start to Finish
 Finish to Finish
Purpose of Planning

Planning aims to:

 Identify the total scope of the project and plan how to deliver it.
 Evaluate different project delivery methods.
 Identify Products/Deliverables required to deliver a project under a logical breakdown
of the project.
 Identify and optimize the use of resources and evaluate if target dates may be met.
 Identify risks, plan to minimize them and set priorities.
 Provide a baseline plan against which progress is measured.
 Assist management to think ahead and make informed decisions.
Purpose of Planning (Cont.)

Planning helps to avoid or assist in evaluating:

 Increased project costs or reduction in scope and/or quality.
 Additional changeover and/or operation costs.
 Extension of time claims.
 Loss of opportunity claims.
History

 In 1983, Primavera Systems was founded by Joel Koppelman and Dick Faris in
Philadelphia, USA. The company was quite successful and eventually P3 became the
leading scheduling product in the Engineering & Construction Industries.
 In 1999, Primavera acquired Eagle Ray Software which had created a product named
Eagle Ray 1000 Project Management Suit in 1998. Primavera released two products in
1999: P3 E/C for Engineering & Construction and TeamPlay for IT and Financial
services.
 In 2004, P5 was released and in 2007 P6 was released.
 In 2008, Primavera Systems was acquired by Oracle.
Introduction

 Oracle’s P6 gives today’s project mangers and schedulers the one thing they value
most: CONTROL
 It can be used to organize projects up to 100,000 activities and it provides resource
management, target plans and enterprise project structures.
 Multiple Project Tracking.
 Extensive Project Reporting
Primavera Software Available

 Primavera Contractor
 Primavera Enterprise Project Management P6
 Primavera Risk Analysis
 Primavera Portfolio Management
Primavera P6 EPM vs Contractor

The major functional differences of these two products are as follows:

 Primavera Contractor is a standalone solution that connects to its own instance of a
locally installed Microsoft SQL Server 2005 database. It cannot be connected to remote
SQL Server or Oracle databases.
 There is a 2000 activity limit with Primavera Contractor.
 Microsoft Project XML file import is not supported. You can only import using the MPP
format and Microsoft Project must be installed on the same machine for this to work.
 There is no Enterprise Project Structure (EPS). You open projects via the File | Open
menu option.
 There are no Resource Roles in Primavera Contractor.
 The Enterprise and Admin menus are not present in Primavera Contractor.
Primavera P6 EPM vs MS Project
Steps for Scheduling with P6

 Installation
 Create Enterprise Project Structure (EPS)
 Create a Project
 Create Work Breakdown Structure (WBS)
 Add Activities and Relationships
 Assign and Maintain Baseline
 Create and Assign Resources
 Generate Reports and S-Curves
Installation

 Unzip Primavera Software

(P6_R82 Client Application) at your Hard disk.
 Run the Setup
Installation
Installation
Starting Up and Navigation

 Type login: admin

 Type password: admin123
Standard Symbols used in Primavera
Enterprise Project Structure (EPS)

 Hierarchal structure that identifies the company-wide projects and enables organizing
and management of those projects
 PRIMAVERA is an Enterprise Project Management software package that enables
many projects to be managed in one database.
 These projects may be summarized under a hierarchical structure titled the Enterprise
project Structure (EPS).
 An EPS is used for the following purposes:
 To manage user access to projects within the database.
 To manage activities over multiple projects that have a common interest , such as a
critical resource.
 To allow standardized reporting of all projects in the database
Enterprise Project Structure (EPS)
Create a Project

 Run the Create New Project Wizard, or

 Copy an existing project and edit it, or
 Import a project from another:
o Primavera version 3
o Primavera version 6
o Microsoft Project
o Microsoft Excel
NOTE:
Primavera will not import any *.mpp file when Microsoft Project 2007 or Microsoft 2010
is installed as these disable the *.mpp import function
Create a WBS

 A WBS is a hierarchal arrangement of the products and services produced during and
by a project. The project is the highest level while an individual activity is the lowest
level.
 Each project in the EPS has its own WBS.
 The process of subdividing project deliverables and project work into smaller, more
manageable components
Sample WBS
Add Activities

 The lowest level of a Work Breakdown Structure (WBS) and, as such, are the smallest
subdivision of a project that directly concerns the Project Manager.
 Contains all the detailed information about the work:
• Activity ID
• Description
• Duration
• Calendar
• Predecessor / Successor
• Resource / Cost Budget
• Constraints
Assign Relationships
Precedence diagramming method (PDM)

PDM is a method used in Critical Path Methodology (CPM) for constructing a project
schedule network diagram.
Four types of dependencies or logical relationships
a) Finish to Start (FS)
b) Finish to Finish (FF)
c) Start to Start (SS)
d) Start to Finish (SF)
Assign a Baseline

 A Baseline is a complete copy of a project plan that you can compare to the current
schedule to evaluate progress. Before updating a schedule for the first time create a
baseline. It provides a target against which one can track a project’s cost, schedule and
performance.
 Up to three baselines can be compared at once. Baseline projects do not exist as
separate project to access.
Resources

Three types of resources:

 Labor
 Non-Labor
 Material

NOTE
Labor and non-labor resources are always time-based, and material resources, such as
consumable items, use a unit of measure you can specify
Four levels of Planning

As the level increases, the amount of information required to maintain the schedule will increase and,
more importantly, your skill and knowledge in using the software will increase
Schedule on Primavera

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Schedule on Primavera

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 Schedule on Primavera

Resources Reports

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Thank You…..!!!!!!!!