PRIMAVERA QUESTIONS FOR INTERVIEW

Given below are list of interview questions faced by Planning Engineer , other t
han their personal and Experience. if anyone like to add more u are welcome pls
.............
Common Interview questions for Planning Engineer:
1. What is total float?
2. What are the difference between free float and total float?
3. What is a constraint?
4. What are the difference between MS Project and Primavera?
5. How to load cost & resource in a program?
6. What is WBS?
7. What is a milestone? What are the types of milestone?
8. What are the difference between flag and milestone activity?
9. What is a critical activity?
10. What is resource allocation and leveling?
11. What is a Baseline Program?
12. What are BSWS, BSWP, and ACWP?
13. What are SV and CV?
14. What is a Budget and how do you compare budget against Actual cost?
15. What is an S Curve?
16. What is the difference between P3.1, P3E, and P5 etc.
17. What is an open end activity?
18. How often you update your program?
During an interview, ive been asked these questions:
- What is the difference between Retained Logic & Override Logic?
- What is the difference between Continuous & Interruptible scheduling?
- What is the no. of activities that u monitor & how do u make the update?
- How do u measure & compare the progress?
- Earned Value Terms (very detailed).
Regards.
Dear All
It is really a very good interview tips at the senior/lead planner level. It is
true as some of our friend explain that it is bit hard for a fresh graduate or e
ven a planner with 4-5 year of experience, except a very genius.
Here the some answer that Mr Stephen did not reply in detail or may be I could n
ot got the point.
4. What are the difference between MS Project and Primavera?
I will reply that the cost & resource management is much better in P3 rather the
n MS project where as MS project can produced more makeup(good fonts/color/tabbi
ng and etc) reports then P3 for presentation.
8. What are the difference between flag and milestone activity?
Mile stone & flags both are events rather then activities. Some client likes to
use flags rather than mile stone due the following differences.
1- With the use of flags the logic of main event can be easily tracked as these
can not be created without predecessor as stand alone allocating the constraint.
Where as mile stone can.
2- Flags can not update manually as P3 automatically update the status where as
milestone can be update manually.

3- Flags can not be constraint only driven by predecessor where as milestone can
.
17. What is an open end activity?
The open end activity is the activity that does not have any successor. Normally
open end activity is not accepted willingly in schedule because the total float
will be calculate from the end of the project and these entire activities late
dates gather at the end of the project and can not be prepare a logical late sta
rt plan.
19. What is the difference between Retained Logic & Override Logic?
I will really appreciate please some one answer these for the sake of others kno
wledge
20. What is the difference between Continuous & Interruptible scheduling?
Same as above
22. How do u measure & compare the progress?
I measured the Progress in term of EV (Earned values) such as EMH (Earned man-ho
urs) which is equivalent to the progress achieved by the define progress steps f
or each activity multiply with SMH (Standard man-hours)
EMH can be calculated as
EMH= SMH * %age of activity as describe above.
Comparison can be done in various different ways, tabular and graphically after
getting the planned values from the base line program.
24. When updating a plan, what key people and/or systems would you expect to nee
d information from? What, if any, analysis of the updated programme would you pe
rform? Who would you distribute your work to?
Normally all good companies have the monitoring system including the progress br
eak down steps agreed between all stack holders of the project to update the pla
n. But if you dont have any kind of these program then I will always contact with
the concern activity / package supervisor and collect the information on a well
define format.
In short the minimum people require for the updating of progress.
1- Job supervisor
2- Quality control ( for the acceptance of job until this you are unable to fini
sh 100% a single)
After performing any kind of analysis the distribution should be as follow minim
um
Project Manager
Construction Managers (Concern discipline for action and other for information)
Job supervisor
Department heads in co-operate office
QA/QC and safety for info.
These will be my answer addition to Mr. stephen, it is not guarantee that interv
iewer will agree with your opinion and approach towards planning.
Now, as to the other questions that I can answer:
1. What is total float?
The amount of time that an activity can slip without delaying the end of the pro
ject. Usually computed as TF = LF EF.
2. What are the difference between free float and total float?
FF is a special type of TF. Whereas TF is the amount of time that an activity ca

n slip without delaying the end of the project, FF is the amount of time that an
activity can slip without delaying the early dates of a successor.
3. What is a constraint?
A limitation that reduces the efficiency with which a project can be accomplishe
d. Scheduling constraints come in three main falvours: NET, NLT and ON, standing
for No Earlier Than, No Later Than, and (surprisingly!) On. These are input to
a schedule, are usually calendar-based, and override the predecessor/successor l
ogic, thus often causing positive or negative float on the longest path. Negativ
e float needs to be resolved, and often is by compromising on other parts of the
plan.
Resource availability is another type of constraint that can delay a projects sch
edule and efficiency.
In general, constraints should not be input to the schedule until after the sche
dule ahs been optimized through critical path analysis, as it is important to be
able to gauge the impact of a constraint from the Newtonian constraints of the wo
rk.
4. What are the difference between MS Project and Primavera?
The same as between a Vespa and a Hummer. (Sometimes a Vespa can be more useful!
)
5. How to load cost & resource in a program? Through the WBS, in a process calle
d activity-based resource assignments, or ABRA. Assigned resources should be ove
rhead-burdened to get an accurate picture of costs.
It is important to note that cost can be assigned, tracked and managed at a high
er level than schedule or resources a euro is a euro is a euro, but both resourc
es and schedule dates are specific, and need to be managed with greater specific
ity.
6. What is WBS?
Work breakdown structure, a hierarchical format for identifying, displaying, rep
orting, and changing project work. Since the WBS is the skeleton of work on which
the resource, cost, schedule information is draped, it is the principle tool for
implementing
scope/cost/schedule integration.
7. What is a milestone? What are the types of milestone?
A milestone is an event. Activity-driven milestones are usually entered into PM
software as activities with durations of zero. Since milestones have no duration
, once they are reached they are immediately in the past. It is therefore good p
ractice to name activities using the past participle of the verb (i.e., Test comp
onent = activity; Component tested = milestone.
8. What are the difference between flag and milestone activity?
No idea -- Ive never heard the term flag activity.
9. What is a critical activity?
Although the term may be mis-used (i.e., with other meanings), a critical activi
ty is one that is on the longest path.

10. What is resource allocation and leveling?

Resource allocation is assigning resources to activities (ABRA). Leveling is cha
nging activity schedules to get rid of utilization spikes and use resources more ef
ficiently. There are two different flavours of leveling: time-constrained and resou
rce-constrained.
Time- constrained leveling attempts to remove the resource utilization spikes/bo
ttlenecks without delaying activities beyond an input date (often the CPM comple
tion date, which means that no activity is delayed beyond its float).
Resource-constrained leveling delays activities, if necessary, beyond their floa
t(s) in order to reduce utilization levels, period by period, to availability le
vels.
The Total Project Control (TPC) methodology incorporates a resource-leveling met
ric called the CLUB, or Cost of leveling with Unresolved Bottlenecks. This is th
e amount by which project expected value is reduced PLUS the cost by which the p
rojects Marching Army costs (Overhead and LOEs) increase due to the delay caused b
y resource constraints. The CLUBs can be used to justify the additional resource
s that would make the bottlenecks go away.
11. What is a Baseline Program?
I dont know that precise term. The baseline plan is the commitments in terms of p
roduct, cost, and schedule, both at project completion and at key interim points
. On a fixed price, fixed deadline, contract, the delta between the baseline pla
n and the working plan is management reserve and profit.
Changes to the baseline plan (re-baselining) is usually only permitted if both cus
tomer and contractor agree, and usually occur in the event of a mutually-agreed
scope increase.
Earned value tracking and analysis is usually performed based on the baseline pl
an.
12. What are BSWS, BSWP, and ACWP? First, its BCWS and BCWP.
These three acronyms are earned value terms that stand for Budgeted Cost for Wor
k Scheduled (planned value, or PV in the PMBOK Guides in my opinion ill-advised n
eologisms), Budgeted Cost for Work Performed (earned value, or EV), and Actual C
ost for Work Performed (actual cost, or AC).
Despite the terminology, it is crucial to understand that earned value has NOTHI
NG to do with value its about COST, as the letter C in the three original acronyms
shows.
BCWS is what was budgeted for each work package as scheduled.
BCWP is the sum of the budgets of all completed activities/milestones.
ACWP is the sum of what it actually cost to complete each of the work packages/m
ilestones.
13. What are SV and CV?
SV is schedule variance, computed as BCWP BCWS, or the budgets for all activitie
s/milestones accomplished as of a given date minus the budgets for what was sche
duled to have been accomplished by that date. It should be noted that SV (and its
corollary SPI, or BCWP divided by BCWS) can be a very distorting metric, primar
ily because the BCWS weights are usually loaded onto the early dates, where non-

critical activities have float. This means that starting or completing a big-bud
get activity that has a large amount of float will weigh much more heavily on th
e SV (and SPI) than a small-budget activity that is on the critical path, despit
e that fact that the latter is much more important to meeting schedule.
CV is cost variance, computed as BCWP ACWP, or the budgets for all activities/mi
lestones accomplished as of a given date minus what was actually spent to accomp
lish them. CV also has a corollary index, CPI, or BCWP divided by ACWP. This sho
ws how much of the budgeted work you have been accomplishing for every dollar ac
tually spent, and is an excellent metric for forecasting future cost profiles on
a given project.
14. What is a Budget and how do you compare budget against Actual cost?
Budget is the monetary amount assigned for resources to accomplish the work pack
ages. Actual cost is the monetary amount in resource usage that it actually took
.
15. What is an S Curve?
An S-curve is the cumulative cost function plotted on a histogram, which can vag
uely resemble the letter S. BCWS, BCWP, and ACWP are frequently plotted and comp
ared on a histogram as separate and shadowing S-curves.
16. What is the difference between P3.1, P3E, and P5 etc.
They are different versions of Primavera, but youll need to get a a description o
f the detailed differences from someone else.
17. What is an open end activity?
Im not sure exactly how you are using the term. Ive heard it used for both activit
ies with uncertain expected scope and no specific budget. Ive also heard it used
in scheduling, for an activity that has no FS or FF successors (i.e., successors
of its finish).
18. How often you update your program?
Do you mean your baseline? It varies from project to project, depending on repor
ting/progressing periods. However, the working schedule should be updated on a c
ontinuous basis, as each activity is started or finished.
19. What is the difference between Retained Logic & Override Logic?
I dont know. Anyone? Anyone? Buehler?
20. What is the difference between Continuous & Interruptible scheduling?
Ditto.
21. What is the no. of activities that u monitor & how do u make the update?
I sure hope its all, or at least all that have a variance!
(#22 - #24 I will leave to someone else.)
22. How do u measure & compare the progress?
23. Briefly outline the process you follow to build & agree a baseline construct

ion plan.
24. When updating a plan, what key people and/or systems would you expect to nee
d information from? What, if any, analysis of the updated programme would you pe
rform? Who would you distribute your work to?
25. Briefly outline the benefits to a project of a well designed and maintained
plan.
A well-maintained plan provides a GPS system that (1) guides the project team; (
2) identifies variances as soon as they occur; (3) provides the project with an
efficient way to re-calculate the best route to recovery whenever a variance occ
urs.
26. Give an example of a mistake you have made when planning. What were the cons
equences? What did you learn from the episode?
I will only reply that the greatest mistake in planning is not to plan, or not t
o plan in sufficient detail.
Good to see all these questions and I would appreciate if someone post the repli
es for the questions which I have consolidated.I have included all questions whi
ch were posted by you.
1. What is total float?
2. What are the difference between free float and total float?
3. What is a constraint?
4. What are the difference between MS Project and Primavera?
5. How to load cost & resource in a program?
6. What is WBS?
7. What is a milestone? What are the types of milestone?
8. What are the difference between flag and milestone activity?
9. What is a critical activity?
10. What is resource allocation and leveling?
11. What is a Baseline Program?
12. What are BSWS, BSWP, and ACWP?
13. What are SV and CV?
14. What is a Budget and how do you compare budget against Actual cost?
15. What is an S Curve?
16. What is the difference between P3.1, P3E, and P5 etc.
17. What is an open end activity?
18. How often you update your program?
19. What is the difference between Retained Logic & Override Logic?
20. What is the difference between Continuous & Interruptible scheduling?
21. What is the no. of activities that u monitor & how do u make the update?
22. How do u measure & compare the progress?
23. Briefly outline the process you follow to build & agree a baseline construct
ion plan.
24. When updating a plan, what key people and/or systems would you expect to nee
d information from? What, if any, anylsis of the updated programme would you per
form? Who would you distribute your work to?
25. Briefly outline the benefits to a project of a well designed and maintained
plan.
26. Give an example of a mistake you have made when planning. What were the cons
equences? What did you learn from the episode?

3 Primavera Tips & Tricks

Convert to .pdf Format
Problem: The customer, vendor, contractor client need to view in .pdf format he
nce they dont have Primavera software to view.
Solution:
First you need to download from www.download.com type PrimoPDF and download it
into your machine.
2. Open the page you want it to be saved as a pdf and click on the Print Preview
button, at the Toolbar.
3. It also available in any directory window you open even in the reports you wi
ll find a Print Setup
4. Select printer as PrimoPDF and Click Ok.
5. Now go to the Print icon and type Printer name also as PrimoPDF. Click OK
6. This Dialog box will appear automatically. In the ellipsis icon, select a dir
ectory where you want to save the file in., e.g. Desktop.
After you have done this, click CreatePDF.
Now look at your Desktop, the document is saved a s a PDF format.
Exporting Projects
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Problem: The customer, vendor or contractor has an older version of Primavera o
r another project management tool, and needs to view a schedule.
Solution: Export the project.

Open the desired project to be exported

Go to File>Export

Choose the format including desired program and version. For Primavera PM/MM and
Primavera Contractor, there are now several options for versions.

For Microsoft Project, select the file type

Export type should be Project

Click Next (These fields will show you the file to be exported)

Click Next

Do not try to save the file to your C drive or any other local drive on your com
puter. Try saving to a network drive (in this example, the file is saved to the
M: drive)

Click Finish

Function Keys
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In both the P5/P6 client and web applications, the following function keys work:
F1
Context-Sensitive Help
F2
Toggles between Edit and Browse modes when the focus is in Description P
anes in Details Tabs for Notebooks, Steps, WPs and Docs and the Notes to Resourc
es pane on the Feedback Detail Tab
F3
Find Next (works after using )
F5
Refresh (from server)
F7
Spell check when in Edit mode on the above-mentioned Panes and Tabs and
in a given column currently in focus in tables
F9
Schedule
Shift+F9
Schedules with Leveled Resources
F10
Commit Changes (to server)
P6 Hierarchies

credit to : http://www.ims-web.com
When creating hierarchies in P6 (for example, WBS), as an alternative to using t
he mouse, Ctrl + arrows will promote, demote and move elements up and down.
Bring Your External Website Into Primavera Web
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When customizing a portlet on a dashboard in the Primavera Web Access program, i
n order to bring up an external website or URL, one tip needs to be known in cas
e you must troubleshoot or if you are experiencing problems with the page loadin
g.
For example: Your personal or project workspace dashboard has a link to the weat
her or a link to your company website. If the page delays in loading or has dif
ficulty and freezes, you will need to know this tip.
If Primavera or other dashboards are working, then likely the external website i
s having difficulty loading, not that Primavera is having trouble.
DO NOT exit the web browseryou will remain logged in to the Primavera tool and no
t be allowed to log in for 30 minutes or until your admin changes your password.
Instead, type 1=TRUE at the end of your URL in the URL field of the site and hit r
eturn.
Example: http://servername:8080/myprimavera/login_cmt/1=true
This restarts the page in safe mode and ignores external websites temporarily. Ne
xt time you logon and the external website is working, you should not experience
the problem. Now you are logged on without the use of that external site. You
can do all other work in Primavera until the external site is working again.
Copy/Paste Role of Resources
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The following may already be known by all of you, but its still a pretty slick tr
ick.
Ever wish you could just copy / paste roles or resources from one activity to an
other (or several others)? Heres an alternative.
Thats it! Its still not quite as easy as Ctrl-C Ctrl-V would be, but its a decent
around.
Project Management Hot Keys
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Problem: What are the keyboard shortcuts in Project Management?
Fix: Shortcut Keys
TOOLBAR MENUS SHORTCUT
FILE MENU
SHORTCUT
File Menu
Alt+F
New Project
Ctrl+N
Edit Menu
Alt+E
Open Project
Ctrl+O
View Menu
Alt+V
Print Ctrl+P
Tools Menu
Alt+T
Exit
Alt+F4
Help Menu
Alt+H
Commit F10
Refresh F5
EDIT MENU
Cut Activity
Paste Activity
Delete Activity
Find
Ctrl+F

SHORTCUT
Ctrl+X
Ctrl+V
Del

HELP MENU
SHORTCUT
Contents and Index
F1

INSERT MENU
New Activity
Ins

TOOLS MENU
Schedule Now

SHORTCUT

SHORTCUT
F9

Automatically Calculate Percent Complete

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Often managers are uncomfortable with the guesstimate given for percent complete.
The Primavera steps feature becomes very useful when they are weighted to drive
the percent complete in a way that is less subjective and more quantifiable. Gen
erally, steps are a way to track deliverables or any sub-activity without adding
activities and complexity to your schedule. Any group of steps that is often re
peated (a typical document workflow for example) can be made into a step templat

e for use on all such activities, too.

To have each step automatically drive physical percent complete for the activity
:
1.
Open the columns within the step tab by right-clicking on the last colum
n and selecting Customize Column Headings. Then select the Step Weight and Step We
ight Percent columns and move them into the view by clicking the right arrow but
ton on the middle frame. Click OK. The new columns appear on the steps tab.
2.
Now, define each step by importance or weight it carries toward overall
completion of the activity. The cumulative physical percent complete is automati
cally calculated if the setting on the calculations tab at the project level is
checked to Activities with steps drive percent complete. You may want to ensure th
e Physical Percent Complete column is viewable in the activity table or that thi
s activity is set in the general tab to the Physical Percent Complete Activity T
ype. If you do not weigh them, then each step carries equal weight, so if you ha
ve ten steps then each one counts 10 % of the total physical percent complete.
Two examples: IT and Construction
Test 2000 Code Testing Activity Weight Percent Complete After Step is Completed
Step One: Unit Test One
5
5
Step Two: Unit Test Two 5
10
Step Three: Unit Test Three
5
15
Step Four: Unit Test Four
5
20
Step Five: Integration Testing of One and Two 10
30
Step Six: Integration Testing, Add Three
10
40
Step Seven: Integration Testing, Add Four
10
50
Step Eight: System Test
15
65
Step Nine: Functionality Test 25
90
Step Ten: Move to Production 10
100
CON2000 Pre-Bid Cycle Activity for Carpentry Vendor Selection
Complete After Step is Completed
Step One: Bid Statement of Work (SOW)Drafted 5
5
Step Two: Vendor Selection Criteria Agreed Upon
5
Step Three: SOW Reviewed
5
15
Step Four: SOW Approved 5
20
Step Five: Solicitation of Bids
5
25
Step Six: Bid Close, Vendor Selected 30
55
Step Seven: Vendor Notified
5
60
Step Eight: Contract Drafted
15
75
Step Nine: Contract Revisions 20
95
Step Ten: Contract Approved
5
100

Weight Percent
10

Using Filters with Activity Views

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In my adventures here in Indianapolis, I just came upon a feature in Primavera W
eb of which you need to be aware. There are two standard filters for Activities
Views, that are actually configurable:
1.
Activities finishing within specified days
2.
Activities occurring within specified days
If you use either of these filters, you can specify a number of days (calendar d
ays) that you wish to use.
Instead of using a custom filter to create a lookahead report, you can just use
the activities occurring within specified days filter.
This is a viable workaround to the issue regarding only being able to filter on
specific dates when using custom filters.
The primary issue is that these filters are dynamic, and use the system date, ra
ther than a data date.
OBS and EPS Things to Keep in Mind When Creating It
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The Organizational Breakdown Structure (OBS) is a hierarchical based structure t
hat represents your organization. The Enterprise Project Structure (EPS) is als

o a hierarchical based structure that represents how your projects are organized
.
The OBS and EPS are combined together through the responsible manager field on t
he EPS structure, project folder and WBS level. The Responsible Manager field i
s the OBS and this determines what users can gain access to the Project. When y
ou create a user, you have to give them Responsible Manager assignments in order
for them to see projects.
Your EPS and your OBS need to have a one-to-one relationship. If you give a user
a Responsible Manager assignment (OBS) that is not tied to an EPS, Project or W
BS level, they will not see any projects when they log into the Primavera Client
application or the Web Application.
Rate Source Override
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Since v5.0, I have been under the impression that a resource was limited to 5 rat
e types in Primavera. Today, I was informed of a field available in the Resource
tab that allows a user to select a Rate Source. The values in the rate source fi
eld are Role, Resource and Override. Override allows the user to plug in the custom
ate for the resource at the activity assignment level.
We therefore are no longer limited to what was essentially 10 rates (5 role, 5 r
esource) for a resource assignment.
Wish I could go back to several demos and change my answer ;-)
Run a Quick Pertmaster Risk Analysis
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Conducting a detailed and thorough schedule or cost risk analysis can be a data
intensive and time consuming effort. Proper conduct of the assessment process re
quires input from multiple responsible project team members. Though this process
is necessary to provide a credible analysis there is one way to get a quick ini
tial thumbnail sketch for any given project plan.
From the Pertmaster menu, select Risk, Duration Quick Risk, then specify whether
you want to include All tasks in the plan, All filtered tasks, or Selected tasks on
ly; then specify a Distribution function and standard percentages for the Minimum
, Likely and Maximum durations. Click OK and youre all set to run the risk analys
is. Repeat the same steps for resource costs.
Using Resource Codes
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Just like Project Codes and Activity Codes, Primavera provides you resource code
s that allow you to organize, group, sort and filter your resource dictionary.
The resource codes also allow you to group and sort in the Resource Assignments
and Resource Profile views.
Create a Resource Code
1.
In Primavera, create a resource code called a Manager by doing the follo
wing:
1.
Click on Enterprise in the menu bar, and choose Resource Codes.
2.
Click on Modify.
3.
Click on Add.
4.
Type Manager as the new resource code name.
5.
Click Close.
6.
At the top, you will see Manager in the drop down.
7.
Click on the Add button, to add names to the manager resource code.
8.
After adding all of the names, click on Close in the resource code windo
w.
2.
Click on Customize and place the Manager resource code as the first opti
on to group by.
3.
Your resource dictionary is now grouped by the code.
4.
To go back to how the resource dictionary was originally grouped, click
the Display Option bar again and choose Group and Sort, default.
A resource profile can also be grouped by the Manager resource code. This allow
s the user to click on the managers name in the profile and see a rollup of all o
f the limits for the resource under that managers name. This view makes for a gr

eat capacity planning report. To group by the Manager resource code that was cr
eated above in the resource profile, follow the instructions below:
1.
Open a project.
2.
Click on the Activities button in the Directory bar.
3.
Turn on the resource profile in the bottom layout.
4.
In the resource list on the left side of the resource profile, choose th
e Directory Bar.
5.
Click on the Select View and then choose Resource.
6.
Click on the Group and Sort By.
7.
Choose the Manager resource code as the first option to group by.
8.
Click on OK.
9.
In the resource list, you should now see your resources grouped by the M
anager name.
10. Click on the Manager name in the list and you will see the rollup informati
on displayed in the Profile view on the right of the screen.
Clean Up Your Primavera Reports
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When adding header and footer information to your custom printing layouts or not
es fields, Primavera adds a double-space when you hit Enter for another line by de
fault. You can get a single space by holding down the Right Shift key while hit
ting Enter to minimize the space you need and make the reports look more professio
nal.
How to Determine Resources Needed for a Project
credit to : http://www.ims-web.com
When using P6 for managing resources, users often want to be able to see the num
ber of people a project will require to complete. This can be achieved by using
the Resource Allocation capabilities of P6.
Start by building your project schedule with the required roles to do the work.
Next, turn on the Resource Profile in the bottom layout view. Then go to the R
ole Profile options by clicking on the Display Option bar in the Resource Profil
e view. Click on the Graph Tab and go to the bottom of the window and click in
the check box next to Calculate Average. In the Divide Intervals Total by secti
on, type in the number 40 (this represents a typical work week amount of 40 hour
s per week). In the Unit of Measure field type in FTE (Full Time Equivalents) o
r People or whatever you want the unit of measure to be.
Click OK on the Window and your resource profile will now tell you the number of
people needed.
Exporting Expense Detail in P6
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Because you can export Expense information from the schedule to Excel, you can e
asily add, revise or delete this information. It can then be imported back into
Primavera.
The catch to this is that any column that has a column header that contains an ast
erisk (*) from the export is Read-Only and you cannot modify these fields. One
of these columns is the Unit / Price column, which is one that may need revision.
The Trick is that the values in the Actual Cost column will populate the Unit / Pric
e values when they are imported back to the Expenses in Primavera. Just place th
e Unit / Price value in the Actual Cost field of the spreadsheet. Once imported, th
e Actual Cost field from the import will also populate the Unit / Price field and Bud
geted Cost will result from the product of Budgeted Units x Unit / Price. Zero ($0)
out or re-import the true Actual Cost values in Primavera and youre done!
5 Responses
1.
ihtsham, on August 5, 2008 at 4:44 pm said:
hello guys, i am a newbie to Primavera & hence to project management, I know lit
le about primavera, never worked profesionally in it, but can define WBS, activi
ties, relations, constraints, scheduling, cost, roles & resources definition, an
d nothing more
Well, in couple of days i will be interviewed for a planning engineer job, can y
ou people help me in this case? what type of typical question are common in inte

rview of planning engineers?

waiting anxiously for your reply. u may reply me at ihtxam@gmail.com
Regards, ihtsham
Reply
2.
farestplanner, on August 12, 2008 at 6:50 pm said:
Here is my tips:
1) Get familiarize with Planning Tools i.e Microsoft Project, Primavera etc. It
will help you to explain how you are going to start your work. The most popular
question is:
1. What is CRITICAL PATH METHOD?
2. Relationship between successor & predecessor
3. Different between financial & physical curve
4. WBS concept and implementation on Primavera
5. Calculation for the physical progress
2) Prepare your Planning Sheet; which is comprises with site productivity. You c
an organize as your construction library. As Planner, Planning Sheet is our basi
s to justify duration for each activity we assign in Primavera or MS Project.
3) Get to know with correct sequence of work. No matter either you are in constr
uction industry or M&E system, extensive knowledge in correct work sequence is a
n essential skill to develop.
Reply
o
RaviKuamr A, on September 7, 2010 at 7:14 pm said:
Very Useful info.Thanks
Reply
3.
Ravishankar Anantharamu, on February 19, 2010 at 4:19 am said:
Hi,
I like the level of detail in the article.
Regards
Ravi
Reply
4.
Rob, on May 12, 2011 at 1:36 am said:
Im also needing help in Primavera and Planning activities. I would like to know h
ow can I be an effective planner and what are the day to day task for a planning
engineer do I need to be expert in Primavera?
What are the key things I need to know?