p6 Material Auc-Projacs

Primavera Project Management
Table Of Content
Ch. Title Page
1 Introduction to Primavera 2
2 Introduction to Project Management 8
3 Quick Tour 40
4 Setting Up the Enterprise Project Structure 54
5 Adding New Project 59
6 Creating work breakdown structure (WBS) 76
7 Adding Activities 80
8 Scheduling 96
9 Creating Calendars 107
10 Activity Codes 116
11 Customizing Layouts 122
12 Printing Layouts 132
13 Defining Resources 139
14 Working with Cost Accounts and Project Expenses 155
15 Analyzing Resources and cost 162
16 Leveling 177
17 Updating the project 185
www.ProjacsTraining.com 1
Chapter 1: Introduction to Primavera
The Project Management module enables users to track and analyze

performance. It is a multiuser, multi-project system with scheduling and resource
control capabilities supporting multi-tiered project hierarchies, resource
scheduling with a focus on roles and skills, recording of actual data, customizable
views, and user-definable data.
The module is ideal for organizations that need to simultaneously manage

multiple projects and support multiuser access across a department or the entire
organization. It supports an enterprise project structure (EPS) with an unlimited
number of projects, activities, baselines, resources, work breakdown structures
(WBS), organizational breakdown structures (OBS), user-defined codes, and
critical-path-method (CPM) scheduling and resource leveling. Large-scale
implementations for organizational-wide project management use it with Oracle
or SQL Server as the project database. For smaller implementations, you can use
Microsoft SQL Server Desktop Engine (MSDE).
The module also provides centralized resource management. This includes

resource timesheet approval and the ability to communicate with project
resources who use the Timesheets module. In addition, the module provides
integrated risk management, issue tracking, and management by threshold. The
tracking feature enables users to perform dynamic cross-project rollups of cost,
schedule, and earned value. Project work products and documents can be
assigned to activities and managed centrally. The Report Wizard creates
customized reports that extract specific data from its database.
Project Management Process Overview

The hierarchical structuring of data serves as the foundation before the addition
of actual project data. The following is a suggested sequence for setting up these
structures:
 Set up the organizational breakdown structure (OBS), which is the hierarchical
arrangement of your company’s management structure, either as roles or
individuals.
 Set up the enterprise project structure (EPS), which is the hierarchical
structure that identifies the company-wide projects and enables organization
and management of those projects in your organization.
 Set up a resource hierarchy that reflects your organization’s resource structure
and supports the assignment of resources to activities.
 For each project, set up the work breakdown structure (WBS), which is a
hierarchical arrangement of the products and services produced during and by
a project.
Once the OBS is established, the EPS can be set up. An EPS can consist of multiple
root nodes, which enable particular types of projects to be grouped together,
such as project templates or high-risk projects. Within each root node, you can
further break down an EPS into multiple EPS nodes, such as Capital Improvement
projects and Manufacturing projects, to categorize the types of templates
projects.
The WBS acts as a continuation of the EPS for the individual projects in the
organization. A WBS provides organization and control of project and activity
information through a hierarchy of WBS elements. When you create projects, the
Project Management module automatically creates a WBS element at the same
hierarchy level and with the same name as the project. You can set anticipated
project dates, budgets, and spending plans for a WBS at a high level to indicate
when the work should occur and how much its planned budget and monthly
spending will be before any projects are added to the EPS. In addition, you can
use the pre-established budget amounts and funding information you set for WBS
elements for their project and activity counterparts.
The following example represents how the OBS, EPS, and WBS structures
interrelate within one branch of the EPS.
Global and Project specific data

A project consists of a combination of global and project – specific data.
Global Data
Global data provides the global structure needed to manage multiple

projects. It is available to all projects across the organization and provides
the structure necessary for centralized project and resource management.
Examples of centralized project management include:
- Project structure
- Project codes
- Admin categories and performances.
Examples of centralized resource management include :
- Resources, Resource codes

- Cost accounts
Project - Specific Data
Project – specific data is only available to the project in which it is defined
- Dates
- Work Breakdown Stricture ( WBS )
- Activities.
- Activity relationships
- Baselines
- Expenses
- Risks, Thresholds and Issues
- Work Products & Documents
- Project Web Site
Global / Project - Specific Data
The following types of data are global, as well as project – specific:
- calendars
- reports
- Activity codes
System administrators define global data. Project managers define project-

specific data to further control their projects.
Chapter 2: Introduction to Project Management
Project Management
Projects are critical to the success of any organization. They are the activities
that results in new or changed products, services. Projects increase sales,
reduce costs, improve quality and customer satisfaction.
As organizations have recognized the criticality of projects to their success,
project management has become a focal point of improvement efforts.
Project management aims to finish the project on time, within budget and at
the required level of technical quality.
What is a project?
Organizations perform work. Work generally involves either operations or
projects, although the two may overlap. Operations and projects share many
characteristics; for example, they are:
- Performed by people.
- Constrained by limited resources.
- Planned, executed, and controlled.
Operations and projects differ primarily in that operations are ongoing and
repetitive while projects are temporary and unique.
Project is any work that:
- Has a temporary endeavor with a beginning and an end.
- Creates a unique product , service or result.
- Done for a purpose.
- Has interrelated activities.
Project Management context
Project management exists in a broader context that includes program

management, portfolio management and project management.
Project Management Life Cycle

This life cycle describes what you need to do to manage the project. It follows
PMI’s process groups:
- Initiating.
Initiating
- Planning.
- Executing.
- Monitoring & Controling.
- Closeout.
These process groups represent the whole life of the project except under two
circumstances:
- Where a project ( program ) is broken down into multiple projects ;or
- A project is considered to have many phases.
In these cases the process groups may repeat throughout the project’s (program’s)
life. The processes groups do not necessary follow one after the other but
frequently overlaps during the life of the project. Look at the figure
Project Management Process Groups
Initiating Processes
Defining and authorizing the project or phase.
Planning Processes
Defining and refining objectives and selecting the best of the alternative
courses of action to attain the objectives that the project was undertaken to
address.
Executing Processes
Coordinating people and other resources to carry out the project management
plan for the project.
Monitoring and Controlling Processes
Regularly measures and monitor progress to identify variances from plan so
that corrective action can be taken when necessary.
Closing Processes
Formalizing acceptance of the product, service or result and brings the project
or phase to an orderly end.
Project Planning
Planning is the seed of success

Without project planning, project success will be difficult. Team members
would have limited understanding of expectations, activities may not be
probably defined, and resource requirements may not be understood.
There are four reasons for project planning:
a. To eliminate or reduce uncertainty.
b. To improve efficiency of the operation.
c. To obtain a better understanding of the objectives.
d. To provide a basis for monitoring and controlling work.
- Project planning must be systematic, flexible enough to handle unique

activities, disciplined through reviews and control.
- Planning is determining WHAT needs to be done, by WHOM, and WHEN, in
order to fulfil one's assigned responsibility.
- Planning is the process of preparing for the commitment of resources in the
most effective fashion.
Planning Techniques
- Network Planning :
o PERT (Program Evaluation & Review Technique).
o CPM (Critical Path Method).
Both can be represented either by arrow diagram or precedence diagram.
- Line of Balance.
- Linear Programming.
PERT (Program Evaluation and Review Techniques)

PERT was developed by U.S. Navy during the late 1950s to accelerate the
development of the Polaris fleet ballistic missile. The development of this
weapon involved the coordination of the work of thousands of private
contractors and other government agencies. The coordination by PERT was so
successful that the entire project was completed 2 years ahead of schedule.
The time required to complete the various activities in a research and
development project is generally not known a priori. Thus, in its analysis PERT
incorporates uncertainties in activity times.
Duration time activity
Te = Tp + 4Tm + To
6
Where
Te = estimate time
To = optimistic time
Tm = most probable time
Tp = pessimistic time
Because of its ability to handle uncertainties in job times, PERT is extensively

used in research and development projects.
CPM (Critical Path Method)

The critical path method closely resembles PERT in many aspects but was
developed independently by E.I. du pont de nemours company. The major
difference between PERT & CPM is the CPM does not incorporates
uncertainties in job times. Instead, it assumes that the activity times are
proportional to the amount of resources allocated to them, and that by
changing the level of resources the activity times and the project completion
time can be varied. Thus CPM assumes prior experience with similar projects
from which relationships between resources and job times are available. CPM
then evaluates the trade-off between project costs and project completion
time.
Typical Steps For Project Management

I. Project Planning
1- Define the project

2- List the project activities
3- Sequence the activities (ADM, PDM)
4- Activity Duration Estimating (PERT, CPM)
5- Activity Resource Estimating
6- Schedule Calculation
- Define critical path
- Floats calculation
- Schedule compression
- Leveling
7- Cost Estimating
8- Develop Budget
II. Project Monitoring & control
1. Schedule Control
2. Cost Control
Project Planning
1- Define the project: Create WBS
- The WBS is a deliverable-oriented hierarchical decomposition of the work to be

executed by the project team, to accomplish the project objectives and create
the required deliverables. The WBS organizes and defines the total scope of
the project.
- Methods used during scope definition are:

I. Work breakdown structure templates (or WBS from a previous project)
II. Decomposition (subdivision).
- The WBS subdivides the project work into smaller, more manageable pieces of
work, with each descending level of the WBS representing an increasingly
detailed definition of the project work. The planned work contained within the
lowest-level WBS components, which are called work packages, can be
scheduled, cost estimated, monitored, and controlled.
Work Package:
I. The lowest level of a WBS.

II. Work packages are further broken down during the Activity Definition
Process.
Decomposition : How to develop WBS?
- Identify major issues.

- Break down each issue into smaller deliverable units.
- Subdivide deliverables into measureable units (work package).
- Structure and organize the WBS
- Define for each work package time, resource, cost, responsibility….
- Review.
Developing WBS will answer the following:

What tasks must be done?
Who will do each one?
How long will each task take?
What materials/supplies are required?
How much will each task cost?
WBS Structure
2- Activity Definition
- Defining the schedule activities involves identifying and documenting the work
that is planned to be performed.
- The Activity Definition process will identify the deliverables at the lowest level
in the work breakdown structure (WBS), which is called the work package.
- Project work packages are planned (decomposed) into smaller components

called schedule activities to provide a basis for estimating, scheduling,
executing, and monitoring and controlling the project work.
Upon finishing this step we get activity list, activity attributes ( identifier,
codes,..) and milestone list
3- Activity Sequencing
- Activity sequencing involves identifying and documenting the logical
relationships among schedule activities.
- Schedule activities can be logically sequenced with proper precedence

relationships, as well as leads and lags to support later development of a
realistic and achievable project schedule.
Dependency Determination
- Mandatory dependencies (Hard Logic)
Those dependencies which are inherent in the nature of the work being done.
They often involve physical limitations.
- Discretionary dependencies (soft logic)
Those dependencies that are defined by the project management team. These
dependencies can be changed if needed, while the others cannot easily be
changed.
- External dependencies
Those dependencies that are involve a relationship between project activities
and non-project activities.
Network Presentation
Arrow Diagramming Method (ADM)

ADM is a method of constructing a project schedule network diagram that uses
arrows to represent activities and connects them at nodes to show their
dependencies. This technique is also called activity-on-arrow (AOA) and,
although less prevalent than PDM, it is still used in teaching schedule network
theory and in some application areas.
• ADM uses only finish-to-start dependencies and can require the use of
“dummy” relationship called dummy activity which has zero duration and
are shown as dashed line.
Precedence Diagramming Method (PDM)

PDM is a method of constructing a project schedule network diagram that
uses boxes or rectangles, referred to as nodes, to represent activities and
connects them with arrows that show the dependencies. This technique is also
called activity on-node (AON), and is the method used by most project
management software packages.
Finish-to-Start. The initiation of the successor activity depends upon the
completion of the predecessor activity.
Finish-to-Finish. The completion of the successor activity depends upon the

completion of the predecessor activity.
Start-to-Start. The initiation of the successor activity depends upon the

initiation of the predecessor activity.
Start-to-Finish. The completion of the successor activity depends upon the

initiation of the predecessor activity.
Leads and Lags :

- A lead may be added to start an activity before the predecessor activity is
completed.
- A lag is inserted waiting time between activities
4- Activity Resource Estimating
- Estimating schedule activity resources involves determining what resources

(persons, equipment, or materiel) and what quantities of each resource will be
used, and when each resource will be available to perform project activities
- The output of the activity resource estimating process is an identification of

the types and quantities of resources for each activity or work package.
5- Activity Duration Estimating
- The Activity Duration Estimating process requires that the amount of work
effort required to complete the schedule activity is estimated.
- The process of estimating schedule activity durations uses information on

schedule activity scope of work, required resource types, estimated resource
quantities, and resource calendars with resource availabilities
6- Schedule Development
- Project schedule development, an iterative process, determines planned start
(ES,LS) and finish dates (EF,LF) for project activities.
- Schedule development can require that duration estimates and resource
estimates are reviewed and revised to create an approved project schedule
that can serve as a baseline against which progress can be tracked.
- Schedule development continues throughout the project as work progresses,
the project management plan changes, and anticipated risk events occur or
disappear as new risks are identified.
Critical path method (CPM)
- The critical path method includes determining the longest path in the network
diagram (the critical path) and the earliest and latest an activity can start and
the earliest and latest it can be completed.
- Critical Path : The critical path is the longest duration path through a network
diagram and determines the shortest time to complete the project.
- The critical path method calculates the theoretical early start and finish dates,
and late start and finish dates, for all schedule activities without regard for any
resource limitations, by performing a forward pass analysis and a backward
pass analysis through the project schedule network paths.
Calculate 4 times of each activity
ES : early start time

LS : latest start time
EF : early finish time
LS : latest finish time
Forward calculation
EF = ES + D
Backward calculation
LS = LF – D
Critical Path
Paths:
- 1 - 2 - 5= 10
- 1 -2 - 4 - 5 = 12
- 1 - 4 - 5 = 10
- 1-3-4-5=8
The Critical Path is the longest duration path through a network diagram and
determines the shortest time to complete the project.
Critical activities
1- ES = LS 3- EF – ES = D
2- EF = LF 4- LF – LS = D
Floats calculation
Total Float (TF)

The total float TF of activity is the maximum time that activity can be delayed
without causing delay in the final project completion.
It is computed by:
TF = (LF – ES) – D
Free Float (FF)

Free float is the maximum time activity may be delayed without affecting the
start of the successor activities.
It is computed by:
FF = (EF – ES) – D
Bar Charts
Schedule Compression
Schedule compression shortens the project schedule without changing the

project scope, to meet schedule constraints, imposed dates, or other schedule
objectives.
Schedule compression techniques include:
Crashing:
Schedule compression technique in which cost and schedule tradeoffs are
analyzed to determine how to obtain the greatest amount of compression for
the least incremental cost.
Fast tracking:
A schedule compression technique in which phases or activities that normally
would be done in sequence are performed in parallel. Fast tracking can result
in rework and increased risk.
Resource Leveling
Resource leveling is a schedule network analysis technique applied to a

schedule model that has already been analyzed by the critical path method.
Resource leveling is used to address the situation where shared or critical
required resources are only available at certain times or are only available in
limited quantities, or to keep selected resource usage at a constant level during
specific time periods of the project work.
Monitoring and controlling the Project
- Monitoring the ongoing project activities against the project management plan
and the project performance baseline so that;
o Corrective action can be taken when necessary.
o Recommendation of preventive action in anticipation of possible
problems .
- The key benefit of this process group is that project performance is observed
and measured regularly to identify variances from the project management
plan.
1- Schedule Control
Schedule Baseline
- The project schedule used for control is the approved project schedule,
which is referred to as the schedule baseline.
- The schedule baseline is a component of the project management plan. It

provides the basis for measuring and reporting schedule performance as
part of the performance measurement baseline.
Schedule control is concerned with:
- Determining the current status of the project schedule
- Influencing the factors that create schedule changes
- Determining that the project schedule has changed
- Managing the actual changes as they occur.
Schedule control is a portion of the Integrated Change Control process
2- Cost control
Cost Baseline
The cost baseline is a time-phased budget that is used as a basis against which
to measure, monitor, and control overall cost performance on the project. It is
developed by summing estimated costs by period and is usually displayed in
the form of an S-curve, as illustrated in Figure. The cost baseline is a
component of the project management plan.
Project cost control includes:

Influencing the factors that create changes to the cost baseline
Ensuring requested changes are agreed upon
Managing the actual changes when and as they occur
Assuring that potential cost overruns do not exceed the authorized funding
periodically and in total for the project
Monitoring cost performance to detect and understand variances from the
cost baseline
Performance Measurement Analysis
Performance measurement techniques help to assess the magnitude of any

variances that will invariably occur. The Earned Value Technique (EVT)
compares the cumulative value of the budgeted cost of work performed
(earned - EV) at the original allocated budget amount to both the budgeted
cost of work scheduled (planned - PV) and to the actual cost of work
performed (actual - AC). This technique is especially useful for cost control,
resource management, and production.
The earned value technique in its various forms is a commonly used method of
performance measurement. It integrates project scope, cost (or resource) and
schedule measures to help the project management team assess project
performance
The earned value technique uses the cost baseline assess project progress and
the magnitude of any variations that occur.
The earned value technique involves developing these key values for each
schedule activity, work package, or control account:
Planned value (PV):
PV is the budgeted cost for the work scheduled to be completed on an activity
or WBS component up to a given point in time.
Earned value (EV):
EV is the budgeted amount for the work actually completed on the schedule
activity or WBS component during a given time period.
Actual cost (AC):
AC is the total cost incurred in accomplishing work on the schedule activity or
WBS component during a given time period.
The PV, EV, and AC values are used in combination to provide performance
measures of whether or not work is being accomplished as planned at any
given point in time.
The most commonly used measures are cost variance (CV) and schedule
variance (SV).
Cost variance (CV):
CV equals earned value (EV) minus actual cost (AC).
Formula: CV = EV - AC
Schedule variance (SV):
SV equals earned value (EV) minus planned value (PV).
Formula: SV = EV - PV
These two values, the CV and SV, can be converted to efficiency indicators to
reflect the cost and schedule performance of any project.
Cost performance index (CPI).

- A CPI value less than 1.0 indicates a cost overrun of the estimates.
- A CPI value greater than 1.0 indicates a cost under run of the estimates.
- CPI equals the ratio of the EV to the AC. The CPI is the most commonly
used cost-efficiency indicator.
Formula: CPI = EV/AC
Schedule performance index (SPI).

The SPI is used, in addition to the schedule status, to predict the completion
date and is sometimes used in conjunction with the CPI to forecast the project
completion estimates. SPI equals the ratio of the EV to the PV.
Formula: SPI = EV/PV
Performance Measurement Baseline
Planned Value (PV)
Earned Value (EV)
Actual Cost (AC)
Schedule Variance (SV)

PV = $42,000
EV = $38,000
AC = $48,000
SV = EV – PV
= $38,000 - $42,000 = - $4,000
SPI = EV / PV
= $38,000 / $42,000
= 0.904 Less than 1
i.e Project behind schedule
Cost Variance (CV)

PV = $42,000
EV = $38,000
AC = $48,000
CV = EV – AC
= $38,000 - $48,000 = - $10,000
CPI = EV / AC
= $38,000 / $48,000
= 0.79 Less than 1
i.e cost overrun
Forecasting
Forecasting includes making estimates or predictions of conditions in the

project's future based on information and knowledge available at the time of
the forecast.
Forecasts are generated, updated, and reissued based on work performance

information provided as the project is executed and progressed.
The work performance information is about the project's past performance

and any information that could impact the project in the future, for example,
estimate at completion and estimate to complete.
Formula for EAC
1- EAC based on atypical variances.

EAC = AC + (BAC- EV).
EAC = Actual to date plus remaining budget (BAC – EV).
This approach is most often used when current variances are seen as atypical
and the project management team expectations are that similar variances will
not occur in the future.
2- EAC based on typical variances

EAC = (AC + (BAC –EV) / CPI)
EAC = Actual to date plus the remaining project budget (BAC – EV) modified
cumulative cost performance index (CPI).
This approach is most often used when current variances are seen as typical of
future variance.
3- EAC using a new estimate

EAC = AC + ETC
EAC = Actual to date plus a new estimate for the remaining work.
This approach is used when original estimate was fundamentally flawed.
- This CPI is the cumulative.
Chapter 3 : Quick Tour
Getting Started
Start the Project Management module
Click Start, then choose Programs, Primavera, Project Management.
Log in
Before using the module, you must enter a valid login name and password.
- Type your login name.
- Type your password.
- Click OK
The Workspace
When you first open a project, the Home workspace displays the main functions
available in the module. For example, click Activities to focus on activity data and
customize layouts. The workspace for each main window consists of a menu bar,
navigation bar, directory bar, toolbar, and command bar.
Directory Bar Navigation Bar
Home Window
Item Function
Displays current application and name of open

- Title bar projects.
- Menu bar Perform functions in primavera.
- Directory bar Quickly display primavera widows.
Move between open windows, display and hide the

- Navigation bar Directory bar, and open Help.
Displays user’s login name, data date of open projects,

- Status bar access mode and current baseline.
- Use the navigation bar to move between open windows, display and hide
the directory, and open Help quickly for a specific window
- Use the directory to display windows quickly. Choose View, Toolbars,

Directory, to display or hide the directory bar. To display or hide directory
bar button text, choose View, Toolbars, Directory Button Text.
Open Project
Access Modes
- Read Only
o You can view data, but cannot input or change data.
- Shared
o Multiple users can view, input and change data
o The default setting
- Exclusive
o The current user is only user who can edit data on these projects
o Other user can access these projects in Read Only mode.
Activity Window
4
2
Item Function
Displays icons that allow you to change look of

1. Toolbar layout
2. Command bar Displays options for adding or removing activity data.
3. Activity Details View / edit detailed information for selected activity.
4. Layout Options Displays menu of available options for activities

bar window
What Is a Layout?
- A layout is a customizable view of project information. To customize a

layout to meet specific needs, you can choose from a wide range of project
information, columns, colors, fonts, and activity groupings, and you can
display these data in the top and/or bottom layouts. For example, show a
Gantt Chart in the top layout and an Activity Table in the bottom layout.
Each time you change the way data are presented in the top and bottom
layouts, you create a unique layout. The module automatically prompts you
to save a layout when you close it, allowing you to define a unique name
for it so you can use the layout again with the current project or a different
project.
Activity Table
- Displays activity information in spreadsheet format. Use this type of layout
to quickly update a project. Use the Fill Down function to quickly copy and
paste contents of rows in the Activity Table. You can use filters and group
data to see only those activities that occur in your current status cycle. You
can customize Activity Table columns. You can also sort, filter, and group
activities in the Activity Table, as well as change the font of the activity
information and the color of the table background. The Activity Table is
displayed in the top and bottom layouts.
Gantt Chart
- Provides a graphical display of activity progress over the course of the

project. You can customize Gantt Chart bars, colors, labels, and symbols.
You can also sort, filter, and group activities in the Gantt Chart. The Gantt
Chart is displayed in the top and bottom layouts.
Activity Usage Spreadsheet
- Displays units, costs, or earned value data by activity over time. Use this
type of layout to review per period and rolled up activity resource/cost
data. The Activity Usage Spreadsheet is displayed in the top and bottom
layouts.
Activity Network
- Provides a graphical display of activities, including logical relationships. You

can specify which information you want to display, and you can change the
Activity Network colors and fonts. You can also group and filter activities in
the Activity Network. The Activity Network is displayed in the top layout
only.
Activity Details
- Display detailed information for an activity you select in either the Activity
Table or Activity Network. You can also use Activity Details to enter and edit
an activity’s information, such as dates, resource assignments, and
predecessor and successor relationships. Activity Details is displayed in the
bottom layout only.
Resource Usage Spreadsheet

- Displays resource data in spreadsheet format. This approach is helpful
when you are updating and maintaining both your organization's resource
hierarchy and individual resource information. This spreadsheet is
displayed in the bottom layout only.
Activity Usage Profile

- Displays a time distribution of activity units and costs in a Bar Chart format.
You can customize all aspects of the Activity Usage Profile display. You can
also filter activity information in the Activity Usage Profile. This profile is
Resource Usage Profile

- Displays a time distribution of resource units and costs in relation to
activities in a Bar Chart format. You can customize all aspects of the
Resource Usage Profile display. You can also filter activity and resource
information. This profile is displayed in the bottom layout only. You can also
display a stacked histogram for the profile in the Activity window, and in
the Resource Analysis type layout in the Tracking window.
Trace Logic
- Provides a graphical display of dependency relationships for an activity you
select in either the Activity Table or Activity Network. Trace Logic is
In this sample layout, the top part of the window shows activity data in a Gantt
Chart, and the lower part of the window displays the Activity Details.
Customizing Displays
Most windows and dialog boxes include a Display or Layout Options bar at the top
of the screen that contains commands that enable you to customize the current
display. Click this bar to display a menu of the commands available for that
window or dialog box. You can also access many of these commands from the
View menu.
o Use Show on Top, Show on Bottom commands to display different Layouts.
Chapter 4 : Setting Up the Enterprise Project Structure
Setting Up the Enterprise Project Structure
- The database of projects is arranged in a hierarchy called the enterprise

project structure (EPS). The EPS can be subdivided into as many levels or
nodes as needed to parallel work in the 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, while projects always represent the lowest level of the
hierarchy. Every project in the organization 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.
- Multiple levels enable you to manage projects separately while retaining
the ability to roll up and summarize data to higher levels.
All projects must be included in a node

- Each node can contain an unlimited number of projects.
- Projects always represent the lowest level of the hierarchy.
- Placement of a project in hierarchy determines the summary level in
which it is included.
Root node which is further divided

into nodes
Project is the lowest level in the EPS
The EPS offers many benefits:
- View project priorities, scope, budgets and resources across the entire
project structure or within a specific node.
- Manage projects separately while retaining the ability to roll up and
summarize data across multiple projects .
o Each node acts as a master project, rolling up all " child " nodes and
projects
o A node can be opened to view all detailed activity information from
the "member" project.
- View resource allocation across projects.
Assign security at any level of the project structure to provide users within
appropriate access to project information.
Setting Up the Enterprise Project Structure

- To establish the EPS nodes that will contain your projects, choose
Enterprise, Enterprise Project Structure.
Click to move nodes up/down

or indent/outdent.
Add a node to the EPS

- Select the node under which you want to add a node.
- The new node will be placed below the selected node in the hierarchy.
Click Add in the Enterprise Project Structure (EPS) dialog box.
- Type a unique ID and name for the node directly in the column cells, or in
the EPS ID and EPS Name fields. Accept the responsible manager shown, or
click the Browse button in the field to select a different OBS element for the
node.
- Use the arrow keys to indent/outdent a node to denote its placement in

the EPS, and to move a node up/down in the hierarchy. Click Close.
Chapter 5 : Adding New Project
Adding a New Project to the Enterprise Project Structure

1- Create a New Project Wizard
Choose Enterprise, Projects. Select the EPS node to which you want to add a
project. Click Add.
The Create a New Project Wizard guides you through the steps required to add a
project, including selecting the node in which to place the project in the EPS,
naming the project, and identifying the responsible manager for the project.
2- Import projects
You may want to build your EPS using projects previously created in an earlier
version of the Project Management module, Microsoft Project, or Primavera
Project Planner 3.0 (P3). The Import Wizard prompts you to specify the
information to be imported and where the project should be placed in the current
EPS hierarchy.
3- Using Project Architect

The Project Architect wizard helps you select and import methodologies as
pre-built project plans from the Methodology Management module. Use
Project Architect to create a new project plan or to add activities and
associated information to an existing project.
Creating new project using wizard
- The create a new wizard can assist you in creating a project
- In the file menu, click new to open a new project wizard.

- Click the to view the project structure.
- click + to expand groupings
- Select a node, and then click to assign your selection.
- Click Next
Entering Project Name
- Type a unique project ID,Type project name ,Click Next.
Entering Project Start and End Dates
- Use the calendar to select start and end dates for the project.
- The must finish by field is not mandatory.
- Click in the Responsible Manger field, Select a responsible manger and

Click Next.
Selecting Resource Rate Type
- Specify the resource rate type for new resource assignments. The default
rate type determines which price/unit is set on the resource assignment.
The list displays the rate types defined in the rate types tab in the admin
preferences dialog box
Running Project Architect
- Project architect helps you to create a project from an existing

methodology (template) you will create the office building addition project
from scratch, without the use of a methodology.
- Verify No. do not run the project architect is selected and then click Next.
Projects Window
The project has been created an opened to view high-level information about
the project, open the projects window.
The projects window displays the projects within the project structure that you
can access . you can also:
- group projects by the project structure , project codes or other project-

related items
- filter projects.
- Modify column data
The icon indicates that the project is currently open.
Projects Details Tabs
The project detail tabs are located in the bottom layout of the projects
window. They can be used to define the project properties and defaults that
are applied throughout the selected project
General Tab
The general tab enables you to view or modify general information about the
selected project ID, project name and responsible manager can be set when
you create the project. If necessary , you can change them here . the
remaining fields are set by default.
- Project ID – short , unique identifier for the project.

- Project name of the project
- Status-Indicates project status based on the table below :
Status Indicates project is …….

Planned Being analyzed before establishing permanent plan
Active Currently being work on
Inactive Completed or on hold
What - if Used as test scenarios
- Responsible manger – individual, selected from the OBS, who is responsible

for the project.
- Risk level – Indicates the overall risk in performing the project . you an use
the risk level organize filter and report on projects within the project
structure . you can enter a value between very high and very low the
default is medium.
- Leveling priority – user defined rank of the project among all other projects,
considering its importance to the organization's strategy in completing their
mission. You can enter a value between 1 and 100 ; the default is 10.
- Check out status – Indicates whether the project is checked in or checked
out
- Check out by – Displays the user that checked out the project.
- Date Check out – Indicates the date and time the user checked out the
project.
- Project Web Site URL – Displays the project's web site address
Dates Tab
The dates tab enables you to edit date information for selected project, the
planned start and must finish by dates can be set when you create the project .
if necessary, you can change them here.
- Planed start – planned start date of the project.

- Must finish by – Date indicating the desired project and date .
- Date Date – Date used as the starting point for schedule calculations.
- Finish – Non-editable field indicating the latest early finish date calculated
when the project was last schedule.
- Actual start and Actual finish – Non-editable field indicating the actual start
and finish dates of the project
- Anticipated start and anticipated finish – Expected that can be entered
while planning the project at a high level
Notebook Tab
- The Notebook Tab enables you to view or modify project notes, such as the
project's purpose, core requirements, or any other project-specific details.
- Notebook Topic – list of topic assigned to the selected node/project.

- Detail-User defined description of the selected topic. You can use HTML
editing features, including formatting text, inserting pictures, copying,
pasting and adding hyperlinks.
Codes Tab
The Codes Tab enables you assign project codes value to the selected project.
Project codes allow you to group the projects in your project structure to
specific categories, such as location or division.
- Unlimited hierarchical project codes are supported

- Allow for summarization of large amounts of information across
projects.
Default Tab
Default for new Activities – Indicates the settings that will be used when new
activities are added to the project; changing these sittings will not affect
existing activities .
- Auto – numbering Default – sets how new activities will be numbered in

you project.
Setting Tab
Settings tab consists of three sections:
- Summarize data – Indicate the data and the level to which the project
was last summarize
- Project Setting-sets the character used to separate WBS level; identifies
the month in which the fiscal year beings; and specification of baseline
used in eared value calculations
Define critical activities – indicate how critical activities will be displayed
Calculations Tab
Use this Tab to specify how to calculate cost and resource use when you
update activities.
Recalculate Actual Units and cost when Duration % complete changes

– Mark to calculate actual units and costs as Actual ( unit or cost ) = Budget
( unit or cost ) * Duration % complete
- Project manger performs these calculations whenever you update the
duration % complete.
- Values you specify override the application's values. If you clear the
checkbox, the application does not estimate actual and the actual field
remain blank unless you specify values.
- Link Actual and actual this period units and cost. Mark this checkbox to
recalculate Actual and actual this period units and cost when one of
them is updated.
Chapter 6: Creating work breakdown structure (WBS)
Creating work breakdown structure (WBS)
A work breakdown structure (WBS) is a hierarchical arrangement of the products

and services produced during and by a project. The project is the highest level of
the WBS while an individual activity required to create a product or service is the
lowest level. Each project in the enterprise project structure (EPS) has its own
WBS.
When creating a project, the project manager typically develops the WBS first,
assigns work products and documents to each WBS element, and then defines
activities for performing the element’s work.
- Each project has a unique WBS hierarchy.

- The root level of the WBS is equal to the project ID and name.
- Elements within the WBS have a “ child / parent “ relationship, which
means that you can roll up and summarize information from the lower
levels.
Creating the WBS Hierarchy
When a project is created, a root level WBS element is added with the same ID
and name as the project.
The WBS element added after the root level element is automatically indented to
form the second level of the hierarchy.
- In the Command bar, click Add.

- Type WBS Code, type a WBS Name
A WBS element that is added under an element is automatically indented
from another level of the hierarchy.
Using the Indentation Keys
If you add a WBS element to the wrong level or in the wrong order, you can
use the indentation keys located on the Command bar to adjust the structure
of the WBS hierarchy.
View the Work Breakdown Structure chart
Click the Display Options bar, then choose Show on Top, Chart View. To change
the displayed information, click the Display Options bar and choose Chart Box
Template, then an information type.
Chapter 7 : Adding Activities
Activities
Activities are the fundamental work elements of a project. They are the
lowest level of a WBS and the smallest subdivision of work that directly
concerns the project manager.
- Most detailed work unit tracked in a project schedule.
- Contains all information about the work to be performed.
- Also known as a task, item, event, or work package.
Activity Components
Adding Activities
Use the Activities window to create , view , and modify activities for the open
project. To add an activity to a project , perform one of the following actions :
- Click Add from the Command bar.

- In the Edit menu, click Add.
- Press Insert on the Keyboard.
- Right-click and click Add.
The New Activity Wizard

Depending on your user preference, you can use the New Activity wizard to help
add an activity.
The New Activity wizard walks you through the process of adding an activity.
Once you become familiar with the process, you can disable the wizard and add
activities directly to the project.
While in the Activities , you can Add from the Command bar to add new activities.
The New Activity wizard appears only when you click Add from the Command bar.
Type a unique identifier for the activity.Type an Activity Name

- Click Next.
- Click …. And select a WBS, Click Next.
Assigning Activity Type

Activity Type controls how an activity’s duration dates are calculated.
Select the Activity Type according to the activity’s function in the project and
the calendar that should be used for the activity during scheduling.
Start Milestone – This type is typically used to mark the beginning of a phase or to
communicate project deliverables.
- Zero – duration activity.
- Only has a start date.
- You can assign constraints, steps, expenses, work products, and documents.
Finish Milestone – This type is typically used to mark the end of a phase or to
communicate project deliverables.
- Zero – duration activity.
- Only has a finish date.
- You can assign constraints, steps, expenses, work products, and documents.
Task Dependent – This type is typically used when the work needs to be
accomplished in a given time frame, regardless of the assigned resources
availability.
- The activity’s resources are scheduled to work according to the activity

calendar.
- Duration is determined by the assigned calendar’s workweek.
Resource Dependent - This type is typically used when multiple resources assigned
to the same activity can work independently.
- The activity’s resources are scheduled according to the individual resource’s

calendar.
- Duration is determined by the availability of the resources assigned to work
on the activity.
Level of Effort - This type is typically used for ongoing tasks dependent on other
activities.
- Duration is determined by its predecessor or successor activities, and its

assigned calendar.
- Examples include clerical work, a security guard and meetings.
- You cannot assign constraints. ( constraints are discussed in a future lesson ).
WBS Summary - This type is used to summarize a WBS level.
- The WBS summary activity comprises a group of activities that share a

common WBS level.
- The dates calculated on a WBS summary activity are based on the earliest
start date of the activities in the group and the latest finish date of these
activities.
- The WBS summary activity duration is calculated based on its assigned
calendar.
- You cannot assign constraints to WBS summary activities.
Adding an Activity via Activity Details
- You can use the Activity Details tabs to add an activity, and then enter
additional information about the activity.
- In the Edit menu, click Add, or right-click and then click Add.
General Tab
- You can add the information about this activity in the Activity Details
tabs.
- On the General tab, verify or enter the Activity ID

- Type an Activity Name
- Verify an Activity Type.
Status Tab
- Use the Status tab to define the selected activity’s duration, constraint, start
and finish dates, labor and nonlabor units and costs, and material costs. You
can also use the Status tab to view the selected activity’s float, actual, and
completion percentages.
- In Activity Details, click the Status tab.

- Type the Original Duration field for new activity.
Notebook Tab
The Notebook tab enables you to assign notes to an activity. Notebook topics are
typically instructions or descriptions that further describe the activity according to
specific categories of information.
Adding an Activity via Columns

- You can use the columns in the Activity Table to add an activity and then
enter additional information about it.
- Select a WBS band in the Activity Table.Press Insert on the keyboard.

- In the Activity Name column , type Activity Name.
- In the Activity Type column, select Activity Type.
- In the Original Duration column, type Activity Duration
Adding Steps
Activity steps allow you to break activities into smaller units and track the
completion of those units. Steps provide a list of procedures required to complete
the task and provide extra guidance to the resources assigned to the activity.
- You can assign an unlimited number of steps per activity.
- Steps can be marked completed in Primavera and by the primary resource in
timesheets.
You can also update an activity’s physical percent complete based on the weight
you assign to each activity step. Weighted steps enable you to track the progress
of an activity based on the number of steps completed.
- Steps do not have duration estimates or dates.

- Each step can have an additional explanation in the text area on the right side
of the Steps tab.
Adding Steps to an Activity
- Select an activity ,Click the Steps tab, Click Add.

- Type a name and a step description for the step
Step Templates
Activity step templates enable you to define a group of steps common to multiple
activities, then assign the template to activities.
Weights may also be defined for steps in the template. if a commonly used step or
set of steps have already been defined for an activity , you can convert the steps to
a template.
- In Activity Details, click the Steps tab.

- Highlight all steps in the Steps tab,Right-click the steps and click Create
Template.
- Type a Step Template Name ,Click Ok.
Establishing Relationships
- Create relationships between activities to indicate whether an activity can
begin only after other activities start or finish. Once you assign
relationships, schedule the project to calculate early and late dates for each
activity.
- Establish relationships between activities in the same project, or link

projects by creating relationships between activities in different projects
within the EPS. You can define relationships to activities in any other
project (not including what-if/inactive projects), even if the project is not
opened in the current display.
Creating project relationship
Assign relationships using Activity Details

- In the Activities window, select the activity to which you want to add a
predecessor or successor relationship.
- Display Activity Details by clicking the Layout Options bar and choosing
Show on Bottom, Activity Details, then click the Relationships tab. Click
Assign in either the Predecessors or Successors section.
- Select the predecessor or successor activity you want to assign, click the
Assign button, then click the Close button. Double-click the Relationship
Type field, then select a relationship type. Double-click the Lag field, then
type the relationship’s lag time value.
View relationships in the Gantt Chart
- To assign relationships in the Gantt Chart, make sure relationships are

displayed onscreen. Click the Layout Options bar, then choose Bars.
- Click Options in the Bars dialog box.
- Click the General tab in the Bar Chart Options dialog box and mark the
Show Relationships checkbox, then click OK.
Chapter 7 : Scheduling
Scheduling
What is the Data Date?
- The data date is the date that is utilized as the starting point for schedule
calculations.
- Date used to schedule all remaining work.
- During the Planning phase the data date should match the project start
date.
Open Ends
Open Ends are activities without a predecessor or successor.

No predecessor – Activity uses data date as its Early Start.
No successor – activity uses project finish as its Late finish
Open-ended activities can portray an unrealistic amount of positive total
float.
It is recommended that each project have only two open ends, the first activity
and the last activity.
Scheduling a Project
When you schedule a project, activity dates are calculated according to durations
and logic.
Open the project.In the tool menu, click Schedule.

Enter the date in the Current data Date field .Click Schedule.
Schedule Log
The Schedule Log records scheduling results, including:
 Scheduling/leveling settings
 Statistics
 Errors
 Warnings
 Scheduling/leveling results
 Exceptions
 In the Tools menu, click Schedule.

 Click view Log.
Driving Relationship
An activity may have a relationship from a predecessor that determines its Early
Start. This logic tie is called a driving relationship.
- A solid relationship line indicates a driving relationship.

- A dashed relationship line indicates a non-driving relationship.
Constraints
Constraints are imposed date restrictions used to reflect project requirements

that cannot be built into the logic.
Use constraints to build a schedule that more accurately reflects the real-world
aspects of the project, provide added control to the project, and impose a
restriction on the entire project or an individual activity
 Constraints are user-imposed.

 Two constraints can be assigned to an activity.
 After applying a constraint, the project must be rescheduled to calculate
the new dates.
Commonly used Constraints
Must Finish By
- Used when an overall project deadline must be met.

- Forces all activities in the project to finish by the date ( and time )
specified.
- By default, the time is set to 12:00 am., i.e, if you assign a must Finish by
of 01-Jan-09, the project must be finished by the beginning of the day
01-Jan-09.
- Affects the total float of the entire project.
- Must be applied in the Projects window on the Dates tab.
- Open the project, In the Directory bar, click Projects.

- Click the dates tab.
- Click □ in the Must Finish By field, Select a date.
The next step is to reschedule the project to see the effect of the imposed
deadline on the late dates and total float in the project plan. , some of the
activities contain negative total float.
Start On or After
Use the Start On or After constraint to set the earliest date an activity can begin.
- Forces the activity to start no earlier than the constraint date

- Pushes the early start date to the constraint date
- Affects the early dates of its successors
- In the Primary drop-down list, select a constraint type.

- Click in the Date field.
- Select a date.
- In the Tools menu, click Schedule ( or press F9 ).
Finish On or Before
Use the Finish On or Before constraint to set intermediate completion points in

the project.
- Forces the activity to finish no later than the constraint date.

- Pulls the late finish date to the constraint date.
- Affects the late dates of its predecessors.
Start On
- Forces the activity to start on the constraint date.

- Shifts both early and late start dates.
- Delays an early start or accelerates a late start.
- Used to specify dates submitted by contractors or vendors.
Start On or Before
- Forces the activity to start no later than the constraint date.

- Shifts the late start to the constraint date.
- Affects the late dates of its predecessors.
- Used to place a deadline on the start of the activity.
Finish On
- Forces the activity to finish on the constraint date.

- Shifts both early and late finish dates.
- Delays an early finish or accelerates a late finish.
- Used to satisfy intermediate project deadlines.
Finish On or After
- Forces the activity to finish no earlier than the constraint date.

- Shifts the early finish to the constraint date.
- Affects the early dates of its successors.
- Used to prevent an activity from finishing too early.
As Late as Possible
- Delays an activity as late as possible without delaying its successors.

- Shifts the early dates as late as possible.
- Also called a zero free float constraint.
Mandatory Start and Finish
- Forces early and late dates to be equal to the constraint date.

- Affects late dates of predecessors and early dates of successors.
- May violate network logic.
Chapter 9: Creating Calendars
Creating Calendars
Calendar can be created and assigned to each activity and resource. Calendar
assignments are used to schedule activities and level resources.
- An unlimited number of calendars can be created.
- The Activity Type determines whether the activity calendar or resource
calendar is used during scheduling.
Calendar Types
There are three calendar pools:
Global calendar pool

- Contains calendars that can be used by all projects in the database.
- Available for all resources and activities in the database.
Resource calendar pool
- Contains separate calendars for each resource.
- Available for resources.
Project calendar pool
- Contains a separate pool of calendars for each project.
- Available for the current project only.
Worktime Types
The calendar consists of three types of worktime:
Standard
- Worktime matches the hours set up in the calendar weekly hours dialog
box.
- Define which days of the week are workdays.
- Define the number of work hours in a workday.
Nonwork
- All 24 hours are nonworktime.
Exception
- Does not match the work/nonwork setup in the standard calendar weekly
hours dialog box.
Global calendars
Global calendars can be assigned to projects, activities, and

resources. Global calendars can also be used as a template to
create new calendars.
- Mark the Default checkbox next to the global calendar to set the
default calendar assignment for all new projects added to the
database.
- To change the default calendar assignment for an individual
project, click Enterprise, Projects and elect the Defaults tab.
- You can link resource and project calendars, your changes are
applied to all resource and project calendars linked to the
modified global calendar.
Viewing a Global Calendar
- Select a Global Calendar.

- In the command bar, click Modify to view the calendar's workweek and
nonwork time.
- Select Total Work Hours/day to display work hours.
- Click Ok.
Adding a Project Calendar
A project calendar can be created to reflect work time for a specific

project. This calendar will be created based on the template global
calendar, then linked to the calendar containing company holidays.
- In the Calendars dialog box, select Project.

- Click Add.
- Select the calendar to use as a template, Standard 5 Day Workweek.
- Type a Calendar Name.
Instead of re-entering company holidays, the global calendar containing

holidays can be linked to the current project calendar.
- In the Command bar, click Modify.

- In Inherit holidays and exceptions from Global Calendar, click to link a
global calendar to assign its holidays and exceptions.
Setting the Workweek
Define the workweek for the selected calendar by defining the days of the
week and hours per day.
- In the Command bar, click Workweek.

- Type working hours for the days of the week.
- Click ok.
To Set Nonworktime,
- Select a day.
- In the Command bar, click Nonwork.
Setting Exceptions
There are times where a regularly scheduled workday needs to become

a nonwork day, or a regularly scheduled nonwork day needs to become
a workday. These conditions create exceptions in the calendar.
- Select a nonwork day.

- In the Command bar, click Work.
- To save changes to the calendar, click ok.
- In the Command bar, click Close.
Calendar Assignments
Use the Select Activity Calendar dialog box to select the calendar an activity
should use in the project. Calendars can be global or project specific.
- Select activity.
- Click the General tab.
- In the Activity Calendar field, click to select a new calendar assignment.
- In the Display Options bar, click Global Calendars.
- View the available calendars and close the dialog box.
Chapter 10: Activity Codes
Establishing Activity Codes

- Activity Codes are ways to classify and categorize activities according to your
organizational and project needs.
- You can use activity codes to view and roll up activities in the activity table; build
reports in the Report Wizard or Report Editor; Organize a layout by grouping
activities into specific categories; and select and summarize activities.
- Examples of activity codes include Phase, Area, Site, and Division.
Activity codes can be global, which means they are available to all projects in the
database.
- Organize activities within a project or across the project structure.
- Create an unlimited number of global activity codes.
Activity codes can be project – specific, which means they are available only in the
project in which they were created.
- Filter and organize activities based on unique , project specific
requirements.
- Create up to 500 activity codes per project.
- Each activity code ( global and project ) may contain an unlimited number
of activity code values.
- Activity code values can be organized in a hierarchy.
Define project codes and values

- Choose Enterprise, Project Codes. Click Modify in the Project Codes
dialog box, then define as many project code definitions as you need.
- To add values to a project code, click Close in the Project Code Definitions
dialog box. In the Project Codes dialog box, select the project code for which
you want to establish values, then click Add and type the values and
descriptions.
Assigning Activity Codes to an Activity
Assign Activity Codes in the Activities window.

- Add a column for the activity code in the Activity table.
- Use the Activity Details, Codes tab.
- Select an activity .
- In Activity Details, click the Codes tab, click Assign.
- Select an activity code value, click Assign , and then click Close.
Assigning Activity Codes to Multiple Activities
Use the Command bar to assign an activity code to multiple activities.
- Press Shift + Click to select a activities.

- In the Command bar , click Activity Codes.
- Assign activity codes value, Close the dialog box.
Chapter 11: Customizing layouts
Customizing layouts
Modifying columns
- You can customize the look and content of the columns included in tables
and spreadsheets in the Activities window. Choose which columns you
want to include; change the column widths, the order in which columns are
displayed, and the row height; specify column fonts and colors; edit column
titles; and copy column formats from other layouts.
Add or remove columns
- In the Activities window, click the Layout Options bar, then choose
Columns.
Change column fonts, colors, and row height

- From the Activities window, click the Layout Options bar, then choose Table
Font and Row. To change a font, click the Font button, then select a new
font. To change a color, click the Color button, then select a new color.
Adjusting the Timescale

Gantt Charts, Activity and Resource Usage Spreadsheets, and Activity and
Resource Usage Profiles display a timescale that starts just before your project
begins and extends until your finish date. This timescale can be shown in different
time units, such as years, quarters, and days. You can expand or condense the
timescale view to control the size of the bars or columns that appear in the
layout.
Change the timescale of a profile, spreadsheet, or Gantt Chart In the Activities

window, open a profile, spreadsheet, or
Gantt Chart. Click the Layout Options bar and choose Timescale. In the Projects
window, right-click in the bar area of a Gantt Chart and choose Timescale.
Formatting Gantt Charts

- A bar in a Gantt Chart can represent many things, such as a milestone, early
and late dates for an activity, or summarized data. To visually distinguish
the different bars included in a Gantt Chart, specify unique colors, shapes,
and patterns. You can display the Gantt Chart in the Projects window when
reviewing the EPS, or in the Activities window when reviewing specific
projects.
Add and delete bars

- Click the Layout Options bar (Activities window) or Display Options bar
(Projects window), then choose Bars.
- Click Add. Type a name for the new bar, then select the timespan the bar
represents from the Timescale drop-down list. Double-click the Filter field,
then mark each filter you want to apply. Click OK.
- To delete a bar, select it in the Bars dialog box, then click Delete.
Use Bar style tab to specify the shape, color, pattern and position (Row) of
the bar.
Use bar setting to define grouping bar setting and bar necking setting.
Use bar labels to select what to display in bar area.
Grouping data
- Group to organize information in categories that share a common attribute,

such as enterprise project structure (EPS), work breakdown structure
(WBS), code value, or resource. Use predefined grouping options; for
example, when displaying the Expenses window, group by vendor, WBS, or
category.
Customize grouping
In the Activities window, click the Layout Options bar, then choose Group and
Sort. You can also click the Display Options bar from the Projects or Resources
window and then choose Group and Sort By, Customize.
- When grouping by a hierarchical item, such as WBS, mark the indent checkbox
to indent each level
- When grouping by numbers, dates or duration, choose an interval for each

group
Sorting Data
- Sorting determines the sequence in which projects, activities, or resources
are listed in the current window. You can sort alphabetically, numerically, or
chronologically based on the data item you choose.
Specify sort order

- In the Activities window, click the Layout Options bar, then choose Group and
Sort. Click Sort. You can also click the Display Options bar from the Projects or
Resources window and choose Group and Sort By, Customize, Sort.
- Click Add to specify additional sort criteria
Filtering Data
- Use filters to focus on specific data. A filter is a set of instructions that

determines which data display in the current window. You can create one set
of filters for activities and one set for projects, or use predefined filters.
Filters can be user-defined or global.
- Choose All or Any to combine multiple filters.
- Click to view all activities and remove filters
Create a user-defined filter

- In the Activities window, click the Layout Options bar, then choose Filters.
You can also click the Display Options bar from the Projects window and
choose Filter By, Customize. Click New. Type a filter name. Click the
Parameter cell and select a data item. Double-click the Is cell to select a
filtering criteria. Specify a value in the Value field. If the values require a
specific entry, you can select from a drop-down list.
If you specify that all criteria must be met, each statement is joined
with an “And”. If any criteria can be met, an “Or” is used
Combining Filters
To create a filter that selects any activity from one selection criteria and any
activity from another selection criteria, you must define two separate filters and
then combine them when you run the filters.
Chapter 12: Printing Layouts
Printing Layouts and Reports

Printing layouts and reports for distribution is an effective way to communicate
project data.
Define page settings
- From the Print Preview window, click the Page Setup button. Click the Page
tab to set orientation, scaling, and paper size.
Set page margins

- Click the Margins tab, then specify the values for each margin.
Add headers and footers

- You can customize the header and footer. You can also insert a graphic,
such as your company logo, in the header or footer. Click the Header or
Footer tab.
- Define Header/Footer section, mark the Show Section Divider Lines

checkbox to display lines between each section of the header or footer.
Define the values you want to insert in the header or footer.
- Choose Text/Logo to add text variables or a logo, such as your company

logo.
- Choose Revision Box to allow space in the header/footer to be able to enter

dates, approvals, and revision information.
- If displaying the Gantt Chart in your layout, you can choose to display the
Gantt Chart Legend in the header or footer.
Specify layout options

- Use the Options tab to select the layout areas and timeframe to include in
the printed layout.
Previewing Layouts
- The Print Preview option enables you to review the layout or report before
sending it to a printer.
Open Print Preview

- To preview a layout, display the layout in the Activities window, then
choose File, Print Preview.
- As you move your mouse over the Print Preview window, the pointer
changes to a magnifying glass. Click the Zoom In button in the toolbar to
zoom in on details and the Zoom Out button to zoom back out.
Printing Layouts
- You can print layouts and reports by sending them directly to a printer,
publishing them as HTML files.
Print a layout
- To send a layout directly to your printer, open the layout you want to print,
then choose File, Print. You can also click the Print button from the Print
Preview window.
Chapter 13: Defining Resources and Roles
Defining Resources and Roles

Resources include the personnel and equipment that perform work on activities
across all projects. Labor and non labor resources, such as engineers and
equipment, are always time-based and are usually assigned to other activities
and/or projects; material resources, such as supplies and other consumable items,
are recorded in terms of cost per unit, rather than hours.
Roles
- If you are in the planning stage of your project or want to see how certain
resource assignments will affect the schedule, you can assign roles as
temporary placeholders for resource assignments. Roles are project personnel
job titles or skills. They represent a type of resource with a certain level of
proficiency—rather than a specific individual. Roles can also be assigned to
specific resources to further identify that resource’s skills.
Primary resources
- An activity’s primary resource is typically the resource who is responsible
for coordinating an activity’s work. The primary resource updates the
activity’s start date, finish date, and expected end date. In addition, if an
activity has any material resources, the primary resource may be responsible
for reporting the material resource’s hours/units.
Viewing and Adding Resources

Use the Resources window to view and add the resources required to complete all
projects across the organization. Structure the hierarchy of resources according to
the work performed.
View resources
Choose Enterprise, Resources, or click Resources on the Home workspace.

Click the Display Options bar, then choose one of the following:
- To view detailed information about a specific resource, choose Details, then

select the resource whose information you want to view.
- To view resources as a chart, choose Chart View.
- To select the columns to include in the display, choose Columns, Customize,
or one of the predefined column displays.
- To select the resources to display, choose Filter By, then choose All Active
Resources, All Resources, or Current Project’s Resources.
- To organize the resource hierarchy, choose Group and Sort By, and choose
one of the predefined groupings or customize your own.
Add a resource
- Choose Enterprise, Resources. Click the Display Options bar, then choose
Group and Sort By, Default, to display the resource hierarchy.
- Select the resource immediately above and at the same level as the resource
you want to add, then click Add.
To specify additional information, refer to the following sections later in this

chapter:
Codes – Defining and Assigning Resource Codes and Values
Roles – Setting Up Roles and Assigning Roles to Resources
General information
Use the General tab to enter general information about the selected resource,
including the resource’s ID, name, title, employee ID, e-mail address, office phone
numbers, and status.
Details
- Use the Details tab to specify a resource’s labor classification—labor
(personnel), nonlabor (equipment), or material (supplies), indicate whether
a resource can log overtime hours, assign a calendar to the selected
resource, specify the resource’s default units/time, specify how actual and
remaining units are applied for a resource’s assignments, and indicate that
any assignments for a resource will have its quantities recalculated
whenever any cost changes occur.
Default Units/Time
You can enter the default units/time value as a numeric value followed by a forward
slash (/) and the appropriate time duration, depending on your user preference
setting for time units, or as a percentage for labor and nonlabor resources.
Units and prices

Use the Units & Prices tab to specify available quantities (limits) for the resource.
Setting limits helps you quickly identify areas of resource overload in Resource
Usage Profiles using different colors to represent limits and overallocated units in
histograms. The module automatically adjusts the resource’s costs for its assigned
activities to reflect price changes for different timeperiods.
You can set varying limits and prices over time by specifying the effective start date
for each change
Note: to level resources, you must set availability limits (max units/time)
Setting Up Roles
Roles are project personnel job titles or skills, for example, project planner, quality
assurance tester, and engineer. You can create a standard set of roles that you can
assign to labor and nonlabor resources and activities in all projects in the
organization.
View roles
Choose Enterprise, Roles, then click the Display Options bar.
- To view only those roles that have assignments in the open project, choose
Filter By, Current Project’s Roles.
- To view all roles, choose Filter By, All Roles.
View roles for a specific resource

- Choose Enterprise, Resources. Select the resource whose roles you want to
view. Display Resource Details by clicking the Display Options bar and
choosing Details. Click the Roles tab.
Add a role
- Choose Enterprise, Roles. Select the role immediately above and at the same
level as the role you want to add, then click Add. Type the role’s ID and name.
To create a hierarchy of roles, click the right arrow key to indent the selected
role one level.
- Click the up/down arrows to move a role up or down in the list.
- Click the right/eft arrows to change the role’s hierarchy level.
Add rates to a role

- You can add up to five price per unit rates for each role in the roles
dictionary. When you assign a role to an activity during project planning,
you can choose which rate you want to use to calculate cost. Defining rates
for specific roles yields more accurate project cost planning results.
- To add rates to a role choose Enterprise, Roles. If tabs are not displayed in
the Roles dialog box, click the Display Options bar and choose Roles Details.
Select the role you want to assign rates to, then click the Prices tab. Enter
up to five Price/Unit rates for the selected role.
Assigning Roles to Resources

- The set of roles you assign to a resource describes the resource’s skill
capabilities. These role assignments make it easy to assign resources to
activities according to role. You can also assign roles to activities directly
when you are unsure of the actual resources available to work on those
activities. You can later replace the roles with the applicable resources.
- You can assign roles to resources in two ways: from the Resource Details
window or from the Roles dialog box.
Assign roles to resources from the Resource Details window
- Choose Enterprise, Resources, select the resource to which you want to
assign a role, click the Display Options bar, then choose Details.
- Click the Roles tab, then click Assign.
Assign roles to resources from the Roles dialog box

- Choose Enterprise, Roles. Click the Display Options bar, then choose Roles
Details. Select the role you want to assign. Click the Resources tab, then
click Assign.
- Double-click the displayed proficiency level, then select the appropriate

proficiency level.
Assigning Resources and Roles

- In the Activities window, select the activity to which you want to assign a
resource or role. Click the Resources tab in Activity Details.
- Click Add Resource to assign a resource to the selected activity; click Add
Role to assign a role to the selected activity.
- Select the resource or role you want to assign. To assign multiple resources
or roles, hold down the Ctrl key, then click each resource/role you want to
assign. Click the Select button, then click the Close button.
Assign resources to activities by role

- At least one role must be assigned to activities to assign resources by role.
Click Assign by Role; the Assign Resources by Role dialog box lists the roles
assigned to the selected activity. The resources who can fulfill each role are
listed below it. Select the resources you want to assign. Click the Select
button, then click the Close button.
Chapter 14: Working with Cost Accounts and Project Expenses
Working with Cost Accounts and Project Expenses

Cost accounts enable you to track activity costs and earned value throughout the
project life cycle. Set the default cost account at the project level so that it is
automatically assigned to the project’s activities.
Cost accounts are established in a hierarchy available to all projects in the

enterprise project structure (EPS).
Expenses are non-resource costs associated with a project and assigned to a

project’s activities. They are typically one-time expenditures for non reusable
items. Examples of expenses include facilities, travel, consulting, and training.
Setting Up a Cost Account Structure

- Set up a cost account structure and assign codes to activities and/or
resources. Use the cost account structure to track the amount of work
accomplished against the amount of money spent.
Create a cost account hierarchy

- Choose Enterprise, Cost Accounts. Click the Cost Account ID column label to
display the cost accounts hierarchy. An outline symbol in the Cost Account
ID column label indicates a hierarchy display.
- Select the cost account immediately above and at the same level as the
cost account you want to add, then click Add. Type the cost account’s ID
and name.
Adding Expenses and Entering Cost Information

- Use the Project Expenses window to create, view, and edit expenses and
related cost information for the open project.
Add expenses
- Choose Project, Expenses. Click Add. Select the activity that incurs the
expense, then click the Select button.
- Click the General, Activity, Costs, and Description tabs, and enter the
expense’s information.
General information
- Use the General tab to define general information for the selected expense
item, such as the item name and category. You can also specify the item’s
vendor, cost account, and document number.
Activity information
- Use the Activity tab to change the selected expense item’s activity
assignment and specify the expense item’s accrual type. You can also view
the item’s activity assignment according to WBS element, activity status,
activity start and finish dates, and primary resource.
Select one of the following accrual types:

Start of Activity, to accrue the entire expense on the date the activity begins
End of Activity, to accrue the entire expense on the date the activity ends
Uniform Over Activity, to evenly distribute the expense over the course of
the activity’s duration
Costs
- Use the Costs tab to specify cost amounts for the selected expense item,
including price/unit, budgeted cost, actual cost, and remaining cost. You
can also indicate if you want to calculate an expense item’s actual cost
according to activity completion percentage.
Add expenses to activities

- In the Activities window, select the activity to which you want to add an
expense. Click the Expenses tab in Activity Details.
- Click Add, then type the expense’s name. Double-click the item’s expense
category listing, click the category you want to assign, then click the Select
button. then select the expense’s accrual type. Type the number of
budgeted units you expect the selected activity to use. Type the cost of
each unit. The module calculates and displays the expense’s budgeted cost
(budgeted units * price/unit) in the Budgeted Cost field.
Chapter 15: Analyzing Resources and Cost
Analyzing Resources and cost

Resource Analysis Settings
You can determine the level of detail displayed on resource/cost usage profiles/
spread sheets.
-All projects
- All closed projects- Displays resource/cost usage across all projects that
have been summarized in the EPS as well as open projects.
- All closed projects with a leveling priority- when electing to show remaining
values for open versus closed projects, choose this option to include data
for all closed projects with a specific leveling priority.
- Opened projects only- focus on resource/cost usage in the projects
currently opened.
-Time – Distributed Data
- Display data based on Remaining Early or Forecast dates.

- Select the time interval for storing live resource allocations: Hour, day,
week, or month.
- In the full menu, click Close All, when promoted, click Yes.
- In the Edit menu, click User Preferences. Click the Resource Analysis tab.
Select All closed projects (except what-if projects).
Selecting All closed projects (except what-if projects) displays resource
information for all projects that do not have What-if status, not just the
project that is currently open.
- Select the interval for time-distributed resource calculation.
Resource Usage Profile
The Resource Usage profile provides a graphical view of unit/cost distributions

over time. It displays the amount of effort needed from each resource/role on the
project during each time period.
Use the profile to determine how many hours each resource is scheduled to work;
identify over-allocated resources; track expenditures per time period; and display
a “banana curve” to compare early and late dates.
- Can display separate bars for one or all of the following:

o Budgeted units/costs
o Actual units/costs
o Remaining Early units/costs
o Remaining late units/costs
- The resource usage profile timescale matches the timescale for the Gantt
Chart.
- Format columns, group, sort, and filter resources/roles in the profile.
- The resource usage profile can be saved as part of a layout.
Displaying the Resource Usage Profile
Open a project, In the Activities window, open a layout, Resource Analysis.

In the layout Options bar, click Show on Bottom, Resource Usage Profile.
- Right Pane Display Options bar; Displays a menu of the formatting options available for
the resource/role usage profile
- Legend; Displays a legend for the profile’s b bars and or/ lines. This will change depending
on the data/formatting options selected.
- Timescale; Displays the date intervals: major increment displayed on the bottom and
minor increment displayed on the top.
- Display Activities for Selected; When viewing Open Projects Only, you can mark Time
Period or Resource to Filter the activities in the top layout.
-
- Resource/ Role Hierarchy; Lists the names of the resources/roles. Can be filtered to show
shorter list e.g., the Current Project’s resources.
- Left Pane Display Options bar; Displays a menu of the formatting options available for the
resource/role hierarchy.
Formatting the Profile
The Resource Usage profile can be modified by adjusting Data and Graph settings
in the Resource Usage Profile Options dialog box.
Data settings:
- Display – Select to display units or costs.

- Show Bars/Curves- Mark to display By Date (periodic) bars and/or
Cumulative curves and format their colors.
- Show Remaining Bars As-Select a solid color to display early bars and a
hatched color to display late bars.
- Additional Data Options- Mark to display a line indicating resource limits,
resource/role over-allocation in red, a line indicating resource availability,
or resource overtime units.
In the right-pane Display Options bar, click Resource Usage Profile Options.
Select Data tab
Graph settings :
Vertical Lines- Choose to display major/minor sight lines based on the timescale
interval.
Horizontal Lines- Choose the line style and color.
Additional display options:
- Show Legend- Display the data item each color represents.

- 3D Bars- Add a third dimension to the bars.
- Background Color- Specify the color displayed in the background of the
Resource Usage profile.
- Calculate Average- Specify the values you want to use to divide the
timescale interval totals.
- Divide Interval Totals By- To divide the timescale interval totals by an
increment you specify, type it in this period.
- Unit of Measure- Specify the unit of measure for the timescale.
In the right-pane Display Options bar, click Resource Usage Profile Options.
Select graph tab
Formatting the Timescale
You can specify the timescale you want to display in the Resource Usage profile
and the Gantt Chart.
- Timescale Start- Specify the date from which the timescale should start for
the profile or Gantt Chart.
- Date Interval- Choose the units of the timescale in years, quarters, months,
weeks, days, hours and shifts.
- Date Format- Select the format in which to display date intervals: Calendar,
Fiscal, Week of the Year, or Ordinal Dates.
- In the bottom-right pane Display Options bar, select Timescale.

- In the Timescale Start field, click to select a date.Choose a Date Interval,
Click OK.
You can also format the timescale by using click and drag in the timescale
onscreen.
- Place your mouse on the minor date interval on the timescale. Click and
drag to expand or contract the timescale.
Format the resource data settings for the stacked histogram
- Click the Display Options bar and choose Stacked Histogram. Then click the
Display Options bar and choose Resource Usage Profile Options. Click the
Data tab, then specify the type of data to display in the profile and the way
it will be represented.
Data settings
- Display – Select to display At Complition Units or Costs.

- Show - Mark to display no Cumulative curves or Cumulative curves for each
resource or total Cumulative curve.
- Select pattern/color – use Add to select the resources and their colors and
patterns.
Resource Usage Spreadsheet
Use the Resource Usage Spreadsheet to analyze quantity or cost usage for
resources or roles. For every role and resource in the project, you can review cost
or quantity information for a specific project or for all projects. You can also select
the spreadsheet fields to specify which cost or quantity information you want to
view and set the timescale for displaying data values.
- View resource or role spreads.

- Filter activities.
- Customize column data.
- Select resource / cost data.
- Group and sort activity data.
- Dynamic on-screen loading report.
- Quickly analyze multiple resource spreads.
- View past period actuals from the Timesheet module.
Displays resource data in spreadsheet format.
This spreadsheet can be displayed in the bottom layout only.. use this layout type
to view resource allocation over time, according to the timescale specified.
The Resource Usage Spreadsheet has two views: a two-section view and a three-
section view. By default, the three-section view displays.
The two-section view is displayed when the user selects the Display Options bar
menu item Show All Projects. If the menu item, Open Projects Only is selected,
then the three-section view is displayed. Each pane performs a different

organizing function.
Left Pane:
- Select the resources / roles to view within the spreadsheet.
- Group and sort, Filter, Customize columns
Middle Pane:
- You can view the list of activities assigned to the selected resource in the
middle pane.
- Customize the data selected in the middle pane.
- Group and sort, Filter, Customize columns
Right Pane:
- Select the fields to view in the spreadsheet and set the timescale. If the
data cells are too narrow to reveal the entire value, the width of the data
cells may be expanded. Moving the mouse to the right will expand the
timescale and the data cells. Moving the mouse to the left will contract the
timescale and the data cells.
Editing the Resource Usage Spreadsheet
- In the activity window click View, show on Bottom, Resource Usage

Spreadsheet
- Click the right Display Options bar and choose spreadsheet fields.
- Choose customize
- Select the required fields to be displayed.
Chapter 16: Resource leveling
Leveling Resources
- Level resources in your projects to ensure that resource demand does not
exceed resource availability. Resource leveling is an automated process
that changes the start of certain activities. During leveling, the resource
requirements of all scheduled activities are compared to the maximum
quantity available at the time of leveling. An activity is delayed if too few
resources are available at any time during the activity’s duration.
- You can select the resources to be leveled, and you can add leveling
priorities that specify which project or activity is leveled first when a
conflict occurs.
- The maximum amount of work that a resource is capable of performing

for a given time period is defined by the resource’s Max Units/Time in
the Units & Prices tab in the Resources window.
- The following items are ignored during the leveling process:

o Milestones
o Level of effort activities
o Expenses
o Closed What-if-projects
o WBS Summary activities
- An activity’s schedule dates may temporarily change when leveling a
project.
- Reschedule your project to remove the leveled dates.
Leveling Rules
The following rules are used to determine the order for leveling activities.
- Mandatory constraints
o Primavera leaves activities that have a mandatory start/finish date on
their early dates.
o Network logic may be violated.
- Topological order (predecessor / successor relationships)
o Respects network logic
- Leveling priority “tiebreaker”
o If two activities can be leveled at the same time, leveling priorities
are used to break the tie.
Level resources
- Open the projects that contain the resources you want to level. Choose
Tools, Level Resources. You can set several resource leveling options to
meet your requirements. Click Level after you make your selections.
Below are definitions of fields in the Level Resources dialog box:
- Automatically level resources when scheduling – Mark to level resources

each time you schedule your project.
- Consider assignments in other projects with priority equal / higher than- If
this option set to 5 projects with priority of 1-5 are considered higher
priority than the project being leveled.
- Preserve schedule early and late dates
- If marked, the project’s current early and late dates are retained.
- If unmarked, the current scheduled early and late dates are overwritten
by the leveled dates.
- Total float is calculated based on leveled dates.
- Recalculate assignment costs after leveling

- Leveling may change an activity’s dates. The leveled dates may push the
resource assignment into a different Effective Date, which could change
the price / unit.
- Primavera will recalculate the costs based on the new price / unit, which
is based on the Effective Date of the resource assignment and the new
leveled dates.
- Level all resources
- Mark to level all resources
- Clear and click Select Resources to specify the resources to be leveled.
- Level resources only within activity Total Float
- Mark to delay activities with resource conflicts up to their late finish
dates.
o Type the minimum amount of total float to preserve.

o Specify the maximum amount percentage by which the resource may
be over allocated.
- Leveling priorities – Use to handle scheduling conflicts that can occur during
leveling by specifying which project / activity is leveled first.
- Log to file – Mark to create a log report of the leveling process.
Selecting Resources
- Decide which resources to level within the project.

- Displays the max units per time that were defined in the resource window.
Adding Leveling Priorities
- Default leveling priority is Activity Leveling Priority.

- Leveling priority definitions
- The following table defines several of the priority and order options you
can specify for leveling resources.
Priority Ascending (Lower) Descending (Higher)

Activity Leveling Levels higher priority activities first Levels lower priority activities first
Priority
Project Leveling Levels higher priority projects first Levels lower priority projects first
Priority
Planned Start Levels activities with earlier planned Levels activities with later planned
start dates first start dates first
Planned Finish Levels activities with earlier planned Levels activities with later planned
finish dates first finish dates first
Original Duration Levels activities with shorter original Levels activities with longer original
durations first durations first
Remaining Levels activities with shorter Levels activities with longer remaining
Duration remaining durations first durations first
Total Float * Levels activities with less total float Levels activities with more total float
or more critical activities first or less critical activities first
Early Start Levels activities with earlier, early Levels activities with later, early start
start dates first dates first
Early Finish Levels activities with earlier, early Levels activities with later, early finish
finish dates first dates first
Late Start Levels activities with earlier, late Levels activities with later, late start
start dates first dates first
Late Finish Levels activities with earlier, late Levels activities with later, late finish
finish dates first dates first
* Indicates that the priority is available only if you mark the Level Resources
Only Within Activity Total Float checkbox in the Level Resources dialog box.
Viewing the Leveling Log
The exception section of the Scheduling / Leveling reports shows the results of
the leveling calculations.
- Activities delayed due to predecessor delay.

- Activities delayed due to resource leveling.
- Activities that cannot be leveled.
- Resource requirements for the activity exceed the maximum limit .
- Schedules the activity on its early start date or the date determined by
the delay of its predecessor.
Chapter 17: Updating the project
Managing Baselines
A baseline is a complete copy of a project plan that you can compare to the
current schedule to evaluate progress.
Creating and Maintaining Baselines

- Before you update a schedule for the first time, you should create a
baseline plan. The simplest baseline plan is a complete copy or “snapshot”
of the original schedule. This snapshot provides a target against which you
can track a project’s cost, schedule, and performance.
- You can compare up to three baselines at one time. For example, you might
want to create a baseline of the original project schedule, and then create
two additional baselines at different stages of the project.
- Designate any existing project, or a copy of the current project, as a

baseline. The maximum number of baselines allowed is defined by the
administrator in the Admin
Create project baselines

- Open the projects for which you want to create a baseline or view assigned
baseline projects. Choose Project, Maintain Baselines. The Maintain
Baselines dialog box groups the currently open projects into individual
bands, with any existing baseline projects beneath its current project.
- To create a baseline project, select the desired project and click Add.
- If multiple projects are open, you can create a baseline for the selected
projects. (To select a project Ctrl-click on its band.) Choose to save a copy of
the current project as a new baseline or convert another project to a new
baseline.
Assigning Baselines to Projects

- Use the Assign Baselines dialog box to designate the current project or an
existing baseline as the project, primary, secondary, or tertiary baseline.
The project baseline is always used to summarize a project. The project
baseline or primary baseline can be designated as the project to use when
calculating earned value (based on a setting in the Settings tab of Project
Details). The primary, secondary, and tertiary baselines are user-defined
baselines used to compare projects.
- Open the project for which you want to select a project baseline.
- Choose Project, Assign Baselines.
- In the Project field, select the project to which you want to assign a project
baseline. In the Project Baseline field, select the desired baseline or the
current project. If no baseline is designated as active, the current project is
used as the baseline project.
The Update Process

Once a project is underway, it is important to keep the schedule up to date.
Actual durations will probably vary from your original estimates, and the
sequence of activities may change once the work begins. In addition, you may
need to add new activities and delete unnecessary ones. Regularly updating
schedules and comparing them with baseline schedules ensures that you are
using resources effectively, monitoring project costs against budget, and keeping
abreast of actual durations and costs so you can initiate your contingency plan if
necessary.
How you will use the module to update projects?
- Identify the types of data to collect

The data to collect may depend on whether you are updating activities or
individual resource assignments. You can update activities by simply recording
actual dates and a remaining duration. For resource assignments, enter the actual
hours to date and the hours remaining. The module can also estimate progress
automatically.
- Determine how data will be collected

Will you automatically collect timesheet entry data for each employee from the
Timesheets module?
Or will updates be handwritten on printouts of the schedule distributed to project

participants, collected weekly by the project manager or team leader, and
entered in the module?
- Determine how often data should be updated

Depending on how quickly your projects change, you may want to update
monthly, weekly, or even daily
- Analyze and communicate data

Recording progress in the module is only the beginning of the update process;
after you produce an updated schedule, you need to analyze the results.
Examine updated project schedules using the many display and print options
available.
The update process should proceed as outlined below:

- Create a baseline plan, as discussed in the Managing Baselines chapter
earlier in this part.
- Record progress on activities automatically or manually in the Project
Management module, and/or from Timesheets module data.
- Apply project actuals.
- Calculate the schedule and level resources.
- Compare the current schedule to the baseline plan and identify variances.
- Analyze data through layouts and reports.
- Make adjustments and communicate the schedule updates.
The Data Date

When updating a project, actual are recorded for each activity relative to the data
date.
The data date is the date up to which actual performance data is reported and the
date from which future work is scheduled
Using Spotlight
- Moves the data date forward one timescale increment.

- Highlights the update time period on the bar chart.
- Provides a highlighted list of activities that should have progress during
the update period.
- Click to activate the spotlight forward one time period.

- Click 1 a second time to reserve the spotlight period.
Dragging the Data Date
-Highlight the activities to be updated by dragging the data date to the desired date.
-Drag the data date to the required date
Entering Actuals
Once a project is underway, you must enter actual schedule and resource use at
regular intervals. You may need to update daily, weekly, or monthly,
depending on the timespan of your project and how frequently you want to
adjust your forecasts. Actual data is different than planned data- it is the real
time/cost associated with an activity.
Enter schedule, resource and cost data in the following order:
For Completed Activities
-Actual start and actual finish dates.

-Actual regular units/costs.
-Actual expense costs.
For Activities In-Progress
- Actual start date.

- Suspend and/or resume dates.
- Percent complete and/or remaining duration.
- Actual regular units/costs and remaining units/costs.
- Actual and remaining expense costs.
Rescheduling the Project
Now that actuals have been entered, it is time to reschedule the project based on
the new data. Any activities that were delayed will delay their successor
activities.
Viewing the Results of Results of Rescheduling Project
-Analyze the activities on the critical path.

-Review the project's performance to date.
-Develop strategies for getting the project back on track.
-Gain agreement within your project team.
-Implement the revised project plan.
Analyzing Schedule Dates
Analyze the schedule to determine if milestone dates and project dates are
being achieved.
Compare your project finish date to the baseline finish date to see if you will complete
the project on time.
If the project finish date is behind schedule, analyze the critical activities causing the
delay.
Adjust the project to meet your project finish date.
Analyzing Resource Allocation
After adjusting, Determine if resources are being used effectively.
Analyzing the Cost Budget
After adjusting, Determine if you are within your budget.
If the calculated finish date is later than the Must Finish by date, you can use
several methods to shorten the project:
Use relationships to overlap activities (fast tracking).

Add resources to reduce durations (crashing).
Break down long activities.
Change calendar assignments:
Put critical activities on a longer workweek.
Add exceptions to non-worktime.

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Primavera Project Management

Ch. Title Page

2 Introduction to Project Management 8

4 Setting Up the Enterprise Project Structure 54

5 Adding New Project 59

6 Creating work breakdown structure (WBS) 76

9 Creating Calendars 107

10 Activity Codes 116

11 Customizing Layouts 122

12 Printing Layouts 132

13 Defining Resources 139

14 Working with Cost Accounts and Project Expenses 155

15 Analyzing Resources and cost 162

17 Updating the project 185

Chapter 1: Introduction to Primavera

Primavera Project Management

The Project Management module enables users to track and analyze

The module is ideal for organizations that need to simultaneously manage

The module also provides centralized resource management. This includes

Project Management Process Overview

Global and Project specific data

Global data provides the global structure needed to manage multiple

Examples of centralized project management include:

- Resources, Resource codes

Project - Specific Data

Project – specific data is only available to the project in which it is defined

Global / Project - Specific Data

The following types of data are global, as well as project – specific:

System administrators define global data. Project managers define project-

Chapter 2: Introduction to Project Management

Project Management context

Project management exists in a broader context that includes program

Project Management Life Cycle

Project Management Process Groups

Planning is the seed of success

- Project planning must be systematic, flexible enough to handle unique

PERT (Program Evaluation and Review Techniques)

Because of its ability to handle uncertainties in job times, PERT is extensively

CPM (Critical Path Method)

Typical Steps For Project Management

1- Define the project

II. Project Monitoring & control

- The WBS is a deliverable-oriented hierarchical decomposition of the work to be

- Methods used during scope definition are:

I. The lowest level of a WBS.

- Identify major issues.

Developing WBS will answer the following:

- Project work packages are planned (decomposed) into smaller components

executing, and monitoring and controlling the project work.

- Schedule activities can be logically sequenced with proper precedence

Arrow Diagramming Method (ADM)

Precedence Diagramming Method (PDM)

Finish-to-Finish. The completion of the successor activity depends upon the

Start-to-Start. The initiation of the successor activity depends upon the

Start-to-Finish. The completion of the successor activity depends upon the

Leads and Lags :

4- Activity Resource Estimating

- Estimating schedule activity resources involves determining what resources

- The output of the activity resource estimating process is an identification of

5- Activity Duration Estimating

- The process of estimating schedule activity durations uses information on

Critical path method (CPM)

Calculate 4 times of each activity