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Welcome to READ Title: Short Training on P6  Duration: 35 hours  Time : 5
Welcome to READ
Title: Short Training on P6
Duration: 35 hours
Time : 5 hours/day
Course module: Lecture and Lab class
Provided: A copy of P6
Class notes
Resource person: Amir M. Joshi
(BE. Civil/ Urban Planner)
@READ Consult.
Primavera Widely used Project  Planning,scheduling, controlling software High end scheduling program  Multi user and
Primavera
Widely used Project
Planning,scheduling, controlling
software
High end scheduling program
Multi user and Multi project
functioning
Primavera System Inc-USA
Since 1983
www.primavera.com
www.primavera.com

Primavera Products

Suretrak P3 3.1
Suretrak
P3 3.1
Microtrak Single user 1980s Based on Betrieve database Multi user 1983 Sql, Oracle, MSDE Multi-user, multi
Microtrak
Single user
1980s
Based on
Betrieve
database
Multi user
1983
Sql, Oracle,
MSDE
Multi-user,
multi project
P4 for E/C
2005
Sql, Oracle,
MSDE
Multi-user,
2005-
multi
project,
upgraded
from P3ec
or P4
Enterprise
based
used by sub-
used by
sub-
Single user p3ec with 750
Single user
p3ec with
750
P3e/c 4.1
P3e/c 4.1
P5
P5
Primavera contractor
Primavera
contractor
contractors
contractors
activities
activities
Software costs P3 - $4000 (50,000 Activities)  Suretrak (Microtrak)-$499  P3ec or P3e -$ 2-4000
Software costs
P3 - $4000 (50,000 Activities)
Suretrak (Microtrak)-$499
P3ec or P3e -$ 2-4000 (>50,000 Act)
Primavera Contractor-$499
Microsoft Project-$3-500
P6-$10,000 -40,000
Project Management Defining the Project:  A project is a set of activities and associated information
Project Management
Defining the Project:
A project is a set of activities and
associated information that constitutes a
plan for creating a product or service. A
project has a start and finish date usually
confined to a budget
A project is unique. It may take people
away from their usual work, asking them
to focus on achieving a deliverable result.
Usually a project constitutes three
parameters; Cost, time and Scope.
Project Management  Application of knowledge, skills, tools and techniques to project activities in order to
Project Management
Application of knowledge, skills, tools and
techniques to project activities in order to meet
or exceed stakeholder need and expectations
from a project
Achieving project goal depends on time, scope
and quality expected
The crucial part of successful project
management however, is the actions taken after
the plan is created.
P6 helps to plan and control any kind of project
by using a dynamic schedule-a schedule that
provides a realistic model of a project’s
anticipated behavior, then changes to match the
project’s actual behavior.
With good project management system you should be able to answer such questions as;  What
With good project management system you
should be able to answer such questions
as;
What tasks must be done to produce the
deliverable of the projects?
Who will complete these tasks?
What’s the best way to communicate project
details to people who have an interest in the
project?
When should each task be performed?
How much will it cost?
What if some tasks are not completed as
scheduled?
Planning, Controlling, and Managing Projects Process of Project management guided by; Planning  Controlling  Managing
Planning, Controlling, and Managing
Projects
Process of Project management guided
by;
Planning
Controlling
Managing
Purpose of Planning  To build a model that allows you to predict which activities and
Purpose of Planning
To build a model that allows you to
predict which activities and resources
are critical to the timely completion
of the project
Implement strategies to ensure that
these activities and resources are
managed, ensuring the project is
delivered both On Time and Within
Budget.
Planning helps to avoid
Planning helps to avoid
• Loss of revenue •
Loss of revenue

Loss of a facility Additional changeover costs Inconvenience costs

•
• • Contractual fights
Contractual fights
• Extensions of time claims
Extensions of time claims
Planning aims to
Planning aims to
•

Optimise time Evaluate different methods Optimise resources

•
• • Provide early warning of potential problems • Enable you to take proactive and not
Provide early warning of potential
problems
Enable you to take proactive and not
reactive action
Project Planning Metrics  The three components measure and control that you may using a planning
Project Planning Metrics
 The three components
measure and control
that you
may
using a planning
and scheduling software are
Time
(Efforts)
Costs
Resources
Any change in one normally results in a
change in one or both of the other two.
Planning cycle
Planning cycle
Planning cycle
Planning Cycle  The planning cycle is an integral part of managing a project When the
Planning Cycle
The planning cycle is an integral part of
managing a project
When the original plan is agreed the Baseline is
set. The Baseline is a record of the original plan.
Actual progress monitored & recorded during
project execution & compared to the Target
dates.
The progress is reported and evaluated. The plan
may be changed by adding or deleting activities
and adjusting Remaining Durations or Resources.
A revised plan is then published.

Managing projects with Project management

Software  Using project management software can organize your thinking and identify potential problems. Following established
Software
Using project management software can organize
your thinking and identify potential problems.
Following established project procedures ensures
that you inform the team about options,
alternatives, and workarounds efficiently and in
time.
And presenting your project to upper
management clearly and convincingly makes it
easier to obtain their support when you need it
Helps data input, edit, organise, anlysis and
present.
Project Scheduling and CPM Project planning and Scheduling  evolved through years of development  Scheduling:
Project Scheduling and CPM
Project planning and Scheduling
evolved through years of
development
Scheduling: Sequencing of Activities
in time to obtain project goal
CPM: the method which helps to find
out critical activities in the project.
1956
1956
1956  Gantt Chart : Developed by Henry Gantt in 1917 as production control tool 
  • Gantt Chart: Developed by Henry Gantt in 1917 as production control tool

  • Correlates activities and time in graphical display

  • No interdependencies between activities

Typical Gantt Chart
Typical Gantt Chart
Typical Gantt Chart
Development of PERT
Development of PERT
Development of PERT  US Navy Special Projects Office, Bureau of Ordnance Used the term ‘

US Navy Special Projects Office, Bureau of

Ordnance

Used the term ‘ Critical Path’
Used the term ‘ Critical Path’

Network chart of connected box activities
Network chart of connected box activities

 US Navy Special Projects Office, Bureau of Ordnance Used the term ‘ Critical Path’ 
 US Navy Special Projects Office, Bureau of Ordnance Used the term ‘ Critical Path’ 
 US Navy Special Projects Office, Bureau of Ordnance Used the term ‘ Critical Path’ 
 US Navy Special Projects Office, Bureau of Ordnance Used the term ‘ Critical Path’ 
 US Navy Special Projects Office, Bureau of Ordnance Used the term ‘ Critical Path’ 
 US Navy Special Projects Office, Bureau of Ordnance Used the term ‘ Critical Path’ 
 US Navy Special Projects Office, Bureau of Ordnance Used the term ‘ Critical Path’ 
Development of PERT  US Navy Special Projects Office, Bureau of Ordnance Used the term ‘
1956  Du PONT used UNIVAC for ‘Planning, Estimating and Scheduling Focus on ‘Right’ Task can
1956
Du PONT used UNIVAC for ‘Planning, Estimating
and Scheduling
Focus on ‘Right’ Task can reduce time and cost
1957-A project started to develop CPM method
i-j notation to describe relationship between
activities
Activity-on-Arrow later used
1956  Du PONT used UNIVAC for ‘Planning, Estimating and Scheduling Focus on ‘Right’ Task can
Topological construction schedule of the George Fischer work
Topological construction schedule of the George
Fischer work
Topological construction schedule of the George Fischer work 61 Activities, 16 dummies and 8 timing restraints

61 Activities, 16 dummies and 8 timing restraints

1990s Primavera Founded in May 1983 by Dick Faris, Joel  Koppelman, Less Seskin Primavera= ‘Spring’
1990s
Primavera
Founded in May 1983 by Dick Faris, Joel
Koppelman, Less Seskin
Primavera= ‘Spring’ (Italian and Portugese)
Late 1980s- On DOS operating system with
10,000 activities
High end scheduling tool
Development of Scheduling systems-Timeline, CA
Superproject, Open plan
1990s-wide use of PC based scheduling
1990s Primavera Founded in May 1983 by Dick Faris, Joel  Koppelman, Less Seskin Primavera= ‘Spring’
2006 Current trends Role of Schedulers on demand  For better project control through better 
2006
Current trends
Role of Schedulers on demand
For better project control through better
‘Visibility, predictability and accountability’
Enterprise tools- Primavera Enterprise,
WelcomeHome and Open Plan
PMO-Project Management Office
PMI college of Scheduling