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Cash flow in P6v7

CashFlow in P6 I am trying to derive cash flow in P6. Any books I can refer on how to. Right now the budget is associated as a resource with the project. What if any is the difference between putting budget as a resource compared to budget as an expense? Thanks
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SHARIEF B.Tech.,MBA.,PMI-SP.,MCTS If you update budget as resource, you will have the option of viewing resource/activity usage profile and analyze 'S' curves in P6. If you update as expense, you will miss this however you will get values in tabular form. Note: BAC=Total Cost= labor cost+non labor cost+material cost+expense. Functionally, the idea of having expense item is to capture some cost like travelling, trainings etc.
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Mimoune Djouallah likes this comment by Nelson Hernndez Manso Top Oracle Primavera P6 Tutorials: Excellent!... and totally agree with "...is planners working for small contractors, using P6 professional in a standalone mode, without...
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Adriana Mann started a discussion: How to Create an Attractive Profile David Kelly This is quite hard, Cash flow by definition means that the cost and revenue are on different calendars, because of this you will almost certainly need activities. that "cost" and activities that "earn" - you get paid long after you have paid for the work to be done. BUT if you want a single activity then resources can be used after the activity is finished (expenses cannot), you can specify a lag value greater than the activity duration. You will need to un-check the "Drive activity dates by default" switch at the project level so you could use expenses for the cost, and resources for the revenue. Both resources and expenses can be negative, but P6 is not great at Y axis values less than zero. P6 is not my tool of choice for this. Hard Dollar - which talks to P6 - is perfect.
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Paul E Harris The advantage of using expenses is that you may assign a cost before an activity starts, say to represent an up front contractor payment and you may have a remaining cost when an activity is complete, say for contractor back charges or retention.
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Unfortunately you are unable to get Expense quantities out of P6 easily due to very basic user interface provided.and they may not be drawn as EV curves.If you just want a cash flow curve and nothing else Expenses are simpler than Resources I often put the cash flow against a LOE or WBS activity in my schedules. I have published an article on my web site www.primavera.com under the technical articles section on how to create a cashflow with P6. If you are serious about cashflow you should consider investing in Asta PowerProject which is half the price and twice the functionality of P6 and has specific function for income and expense and has features such as stepping out the revenue by a period of time, etc. It will aslo open and save to with an XER file. Regards Paul E HarrisPresident and Director Eastwood Harris Pty Ltd Primavera and Microsoft Project book publishers and training material www.eh.com.au
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Dinesh Kumar Damavarapu In addition to some of the issues highlighted by other members, using expenses to load budget/cost in schedule has another problem. Expenses only allows you to enter a linear profile whereas using resources will allow you to choose different profile curves, e.g bell curve, back loaded etc.. This is important as

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most often, using a linear profile is not appropriate on activities due to learning curve, mobilization, demobilization etc. Resources also allow you to have different dates than the activity dates. Regarding cash flow, actual cost, the time lag between payments and invoice, retention, advance payments etc., plays important role. Normally, these items are not in P6, sometime the actuals are brought into P6. If this is the case P6 can give you a good cost projection profile taking account of the actual cost ( provided the schedule is good). This then can be brought into Excel and other tools to generate proper and complete cash flow taking into account of retention, payment lag, advance payments etc.
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Joseph Shane Dinesh, it sounds like you hand cost exactly like I do. I shy away from the "expense" feature because quite simply, I lose all control of cash flow. I also do not understand why people come onto a Primavera site and try to push other tools. People are here for help, not a sales pitch. Primavera will create a very accurate cash flow if you take the time to set it up right. Good luck Rashmi.
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RO L. The simplistic approach would be to make budget a resource item as supposed to expense to allow room for eventualities such as exceptions, retentions, advance settlements e.t.c and more importantly, the analysis of such changes over time through s curves, usage/activity profile, evm e.t.c. The other option will be investment in Asta.P with more manouvre for cash flow situations.
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Brian Murtagh Rashmi - I think you need to clarify what you're looking for, exactly. If you're looking for a true cash flow (Money Out vs. Money In) then P6 alone is probably not your best bet. P6 will tell you when the work will be done and "earned." In general it will be another month before you invoice for that work, and yet another month until getting paid (depending on where you are on the contractor ladder). If you're looking for an "expenditure curve" or when the value of the work will actually be completed, P6 does just this. But to get from earned or spent to cash (Money Out vs. Money In) is a different situation.
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Paul E Harris Brian, I agree with you, and products like Asta Powerproject that have been specifically designed for the building construction industry have facilities for income and expenditure, including being able to step out payments etc for more realistic cash flows.
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Paul E Harris Eastwood Harris Pty Ltd, Melbourne, Australia Planning and Scheduling Training Manual & Book Publishers, Consulting and Training www.eh.com.au www.eastwoodharris.com www.primavera.com.au - a Primavera scheduling software resources site
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Brian Murtagh That seems like a significant enhancement to the financial management capabilities of any scheduling tool. I haven't worked with Asta but the general concept seems like something that would be a great help. If I get a chance to touch Asta I'll provide my feedback on here. Thanks, Paul!
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David Wright I can only comment from the construction / civil engineering perspective. When you say cash flow do you mean actual transfer of payments from contractor to sub-contractor and client to contractor or do you mean the theoretical cash flow i.e. an activity is complete and so costs have been incurred and payments are due? For example: If an activity is completed on calendar day 29 it can be included in the contractors invoice on day 30 and payment from the client can be expected on day 28 of the subsequent month. If there is a say a 3 day delay the claim for payment can only be made on day 30 of the subsequent month and payment expected on day 28 of the month after. So the costs incurred are delayed by 3 days but the payment for the activity is delayed by 30 days. So when the schedule is updated on say day 7 of the month the cost and revenue on the activity are theoretically OK but 3 days delayed but in reality the cash flow has slipped a month. Using concrete as an example, it could be that formwork is by contractors own employees (1), reinforcement is supplied by a sub-contractor (2), rebar fixing is by a subcontractor (3), ready mix concrete is from a supplier (4) and concrete placing by own

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employees (5). But the BOQ item is concrete poured in place! So there is one revenue date but 5 cost items with 4 cost incurred dates and 4 payment due dates. To be able to allocate costs and revenues accurately to activities you need to know the cost structure and contract details for both the main contract and all sub-contracts. As an example, the reinforcement supplier might supply to site and the main contractor might crane it to position with the crane costs being charged to the supplier or the crane costs might have been deemed to be supplied free of charge to the supplier. But there is still a crane resource to be charged to the activity as a cost.
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