PRIMAVERA QUESTIONS 2
Activity Resource Details: Budgeted Unit
This is The resource's budgeted or planned number of work units for the selected activity. Manhours
What is the meaning if unit?
This is the amount of work required to finish an activity. Resource Units = Resource Units per time Period(I.e number of resources) x Duration ( days or hours) For example, a 40-hour activity with 2 people working 8 hours per day will take 20 hours or 2.5 days: • 40 hours of work = 2 people per hour x 20 hours When an activity is in-progress this equation is modified to: • Remaining Resource Units = Resource Units perTime period x Remaining Duration
Purpose of fixed unit/time duration type:
This option is used when the same number of people are required to complete an activity irrespective of the activity duration. For example, if a machine requires two people to oparate and therefore a Resource is assigned to the Activity at 200%, changing either the Units or the Duration will not change the Units/Time and there will always be two people operating the machine.
The schedule may be updated after actual activity information has been collected. The recorded progress is compared to the Baseline dates, either graphically or by using columns of data, such as the Baseline Finish Variance column: True or false
True
The Duration Type determines which of the following variables change when one of the others is changed in the equation: • Resource Units (Budgeted Unit = Resource Units perTime Period x Duration
When an activity is in-progress this equation is modified to: • Remaining Resource Units = Resource Units perTime period x Remaining Duration
Actual Finish =
date the activity actually finished.
Actual Start
date the activity started
Project Planning Metries The components that are normally measured and controlled using planning and scheduling software:
• Scope • Time • Resource Effort/Work (these are called Units in Primavera P6) • Cost
The Data Date is ........... (a) the date that the report is printed (b) the date that reflects when the update information was gathered.
(b) the date that reflects when the update information was gathered.
Late Start = Remaining Late Start date
. The latest date the remaining work for the activity must begin without delaying the project finish date. This date is based on activity relationships, schedule constraints, and resource availability
CREATING A PROJECT PLAN
1) Create the Enterprise Project Structure 2) Create Organization Breakdown Structure 3)
WAYS TO HANDLE RESOURCE OVER-ALLOCATION IN PRIMAVERA P6 PROFESSIONAL
1) You have an important resource that is over-allocated. The easiest and possibly least negative way to resolve this over-allocation in P6 is by simply doubling the Max Units/Time for that particular resource. This is done by highlighting that resource in the resources tab and adjusting the Max Units/Time in the Units & Prices bottom details. And it will appear that your resource over-allocation problem is quickly solved. However, the reality of the situation all too often is that you do not have two of the same resource required for your project. Yes, if your required resource is a common laborer then you might just have four common laborers available to work on the project. On the other hand, if your work requires a resource with specialized skills, as is often the case, then you may only have one of these resources available to your project. Below are ways to handle this particular resource over-allocation: Change Activity Relationships Adjust your activity's logic relationship so that activities performed in parallel are now performed sequentially. This is the most straight forward approach. Unfortunately, it usually results in lengthening the schedule, particularly, if the activities in question are along the critical path. Exchange One Resource For Another Do you really need a specialist to perform all the activities in question? If not you may be able to switch out your specialist for a second resource. However, you should only use this method if the second resource has the skills necessary to complete the activity. This may also delay your activity and, perhaps, the schedule, as your second resource may require a learning ramp up time to achieve full productivity. Accept The Over-Allocation If the over-allocation is not too significant you could ask the resource in question to work over-time. This increases labor cost, and may wear out your specialized resource, but it is a commonly used method.
Curtain
A curtain is a vertical shaded area on the Gantt chart used to draw attention to one or more periods. if all you want to do is insert a label or note directly to the Gantt chart, then there is a much simpler way to do this. Primavera P6's Attachments feature allows you to quickly add text or curtains to the Gantt chart.
Whatever the frequency chosen for updating, you will have to collect the following activity information in order to update a schedule: for • Completed activities?
Actual Start date, Actual Finish dates
Whatever the frequency chosen for updating, you will have to collect the following activity information in order to update a schedule: for In-progress activities ....
Actual Start date, Percentage Completed, Duration or Expected Finish Date of the Activity
Level 1 Schedule:
Addressed to : Executive Management and Sponsor Named as : Executive Summary / Project Master Schedule (PMS) Information : • Major milestone • Only one page • It highlights major project activities, milestones, and key deliverables • Used to assist in the decision making process (go/no-go) • Can be used to integrate multiple contractors / multiple project schedules into an overall program schedule • This level of detail may be used to support a proposal or a potential project. • Used for high level Resource planning. It is used to summarise the project schedule in reports and other documents when a more detailed schedule is not required. Frequently developed by the 'client' as part of its initial feasibility studies for the project and then maintained by the contractor; may be used to assist in the decision making process (go/no-go, prioritization and determining the criticality of projects). Audiences for this schedule Level include, but are not limited to client, senior executives and general managers. If included with a bid and/or the Contract, demonstrates conformance to contractual and other milestones.
Level 4 Schedule:
Addressed to : Functional Managers, Discipline Leads, Project Engineers Named as : Execution Schedule / Working Level Schedule Information : • Detailed Information by each work package (Design, Procurement and Commissioning) • Maintained as a expansion of the Level III schedule • Displaying the activities to be accomplished by the project workforce • The Level 4 schedule may be for the whole of the project or a part of the project depending on the size of the project and complexity of the project. • Level-IV Schedule to be kept at a sensible size that can be easily managed, updated, validated, etc • Every area should have a responsible manager associated to it. • It should have high level resource plan. • One should be able to extract 2 week look ahead schedule Level 4 is the detailed working level schedule, where each schedule is an expansion of part of a Level 3 schedule, and is established within the integrated project schedule. This is the key working level CPM schedule displaying the activities to be accomplished by the project workforce and is required for every project. The dates generated by the schedule activities represent the anticipated start and completion of work required to complete the project. If there is no 'Level 3' schedule, activities in future months/years may be summary in nature but still provide approximate start and completion dates for major pieces of work (this is called 'rolling wave scheduling'). Developed by the 'contractor', 'subcontractor' (trade contractor), or the project team prior to commencing work on the project execution, or work in a phase or area of the project. The Level 4 schedule may be for the whole of the project or a part of the project depending on the size of the project and complexity of the work. A critical factor is keeping each 'Level 4' schedule to a sensible size that can be easily managed, updated, validated, etc. 'Level 4' schedules may be for major sections of the work or for discrete processes such as a 'Design Schedule', 'Procurement schedule' and/or a 'Commissioning Schedule'. Generally, the 'Level 4' schedule represents the area of authority of a section manager or engineer, so one manager is responsible for all of the work in the schedule. Activities are generally over a week in duration (depending on the nature of the project) and should be resource loaded at least in the near term and include detailed crew movements and other means and methods to ensure viability. Where used, short term 'look ahead' are produced from this level; typically 'Three Week Look-ahead' schedules are updated every two weeks. Audiences for this type of schedule include but are not limited to project managers, superintendents, and general foremen.
Level 3 Schedule:
Addressed to : Program and Project Managers, Construction Managers Named as : Project Cordination Schedule (PCS) Information : • Maintained as a summarisation of the Level IV schedule • For reporting status to senior management and to report monthly status to major clients • It includes all major milestones, major elements of design, engineering, procurement, construction, testing, commissioning and/or start-up • During the execution phase of the project this schedule defines the overall critical path and is the primary coordination tool for the overall project. • Detailed status of the project and it course to completion. Project Coordination Schedule (PCS) also called a Publication Schedule. The schedule consists of a set of integrated Level 4 schedules based on Critical Path Methodology (CPM) and is developed with detailed input from the project management team. Usually developed by the 'main contractor' as part of its tendering process for the project or by the project team during the initial phases of planning. The Level 3 schedule spans the whole of the project and is used to support the monthly report. It includes all major milestones, major elements of design, engineering, procurement, construction, testing, commissioning and/or start-up. If the Level 4 schedules are primarily developed by trade/sub-contractors, during the initial phases of the project the Level 3 schedule provides the schedule framework and constraints used by the subcontractors to develop their tenders. Audiences for this type of schedule include, but are not limited to program or project managers, CMs or owner's representatives, superintendents, and general foremen.
Level 2 Schedule:
Addressed to : Project Management and Project Team Named as : Management Summary / Summary Master Schedule Information : • Maintained as a summarisation of the Level III Project Coordination Schedule(s). • It depicts the overall project broken down into its major components by area • Used to integrate multiple contractors / multiple project schedules for the overall control of a program. • Used for higher-level management reporting • Normally due 30-60 days after a contract award. This is the period of time when a execution team has time to define and has received sufficient information to layout a project execution plan. Management Summary, also called a Summary Master Schedule (SMS). Frequently developed by the 'client' as part of its commitment planning for the project and then maintained by the contractor. It will include the Level 1 information expanded to show activities by area or major item of capital equipment. Should demonstrate the driving path for structures and major process systems at the CSI Division Level (e.g., Earthwork, Foundations, Framing, Enclosure, MEP Services and Process Equipment), based on the project method statement. Audiences for this type of schedule include, but are not limited to general managers, sponsors, and program or project managers.
Activity Types and Milestones
An Activity may be assigned one the following default Activity Types using the drop down box in the Project Defaults tab: • Finish Milestone • Level of Effort • Resource Dependent • Start Milestone • Task Dependent • WBS Summary
Finding the Bars in the Gantt Chart How to find the bars?
At times you will find there are no bars displayed in the Gantt Chart because the Timescale has scrolled too far into the past or future. Double-click in the Gantt Chart in line with an activity and the Timaseale will scroll to display the activity bar.
Tracking Progress The schedule should be Updated ( progressed) on a regular basis and progress recorded at that point. The date on which progress is reported is known by a number of different terms such as Data Date, Update Date, Time Now and Status Date. The ......... is the field Primavera uses to record this date.
Data Date
Level 5 Schedule:
Detail Schedule. The further breakdown of the activities of a Level 4 Schedule. A short term schedule used to map out the detailed tasks needed to coordinate day to day work in a specific areas. Level 5 schedules are developed by workforce supervisors to plan and coordinate their work at the detail level; Workarounds and critical areas can be exploded here. Typically Bar Charts (Gantt Charts), the schedules are replaced every 1, 2 or 4 weeks depending on the complexity of the work, typically schedules extend for 1 or 2 weeks beyond the date when the replacement is due (eg a 'weekly schedule' will extend for 2 weeks and be updated/replaced each week), this encourages continuity of working. Audiences for this type of schedule include but are not limited to superintendents, team leaders, crew leaders, general foremen, foremen and sub-foremen.
Primavera P6 has four percent complete types or ways to measure progress: ...
Duration percent complete, Physical percent complete Units percent complete percent complete types are assigned at the activity level
Give Example of physical percent complete
Example A project of building a stone wall consists of 100 stones stacked five high. The first row of 20 stones can be laid in 20 minutes, but the second row takes 25 minutes because now you have to lift the stones up one row higher, so it takes a little longer. The third row would take 30 minutes, the fourth 35 minutes, and the last row takes 40 minutes to lay—150 minutes total. After laying the first three rows, the project could be said to be 60 percent physically complete (you laid 60 of 100 stones). However, you only spent 75 of 150 minutes, so in terms of duration, the job is only 50 percent complete. You add the Physical % Complete field to the Gantt Chart view to enter and track progress for this task.
Before Entering project activities, set the project defaults by.......
Go to the Projects Window, highlight the target project and select the Defaults tab in the Activity Details pane. lf required, adjust the neccesary parameters. Parameters include: Duration type, percentage complete type, Activity type, Calender, Activity ID prefix,
How do you determine the percentage complete type to use?
It depends on how you get paid for the work or how the value is earned (by the stone, or by the hour), you can choose the percent complete value or the physical percent complete value to properly reflect this in the earned value analysis.
Other P6 dates
Late Finish = Remaining Late Finish date. The latest date the remaining work for the activity must finish without delaying the project finish date. This date is based on activity relationships, schedule constraints, and resource availability. Planned Start = Early Start or a manual date (by user) until started then = Actual Start date Planned Finish = Early Finish or a manual date (by user) until finished then = Actual Finish date. Anticipated Start = The expected start date of the Project, EPS node, or WBS level, manually entered and not affected by scheduling. An anticipated start date cannot be entered at the activity level. Anticipated Finish = The expected finish date of the Project, EPS node, or WBS level, manually entered and not affected by scheduling. An anticipated finish date cannot be entered at the activity level. Remaining Start = Planned Start until started.. then = Data date..then upon completion = blank. Remaining Finish = Planned Finish until started.. then upon completion = blank. Remaining Late Start = The latest date the remaining work for the activity must begin without delaying the project finish date. When the activity is complete, the Remaining Late Start is blank. Remaining Late Finish = The latest date the activity must finish without delaying the project finish date. When the activity is complete, the Remaining Late Finish is blank. Expected Finish = The date the activity is expected to finish, according to the primary resource. You may choose to use the Expected Finish dates or not. Constraint Date = An imposed start or complete, primary and secondary constraints can be entered. Suspend Date = The date on which an activity's progress was, or is planned to be, suspended. Resume Date = The date on which an activity's progress was, or is planned to be, resumed. An A appearing after the Start or Finish value indicates that the value is the Actual Start or Actual Finish. An * appearing after the Start or Finish value indicates that there is a Start or Finish constraint on this activity.
There are different levels in which the Project schedule can be presented. • It depends the schedule is addressed to whom. • If it is addressed to Executive Management and sponsor it should be at:
Level-I where he can get key information of the Project
Duration types
None of the Duration Type options affects how the schedule calculates until one or more resource is assigned to an Activity. The following options are available: • Fixed Units • Fixed Duration and Units/Time • Fixed Units/Time • Fixed Duration & Units lf you do not plan to add resources to Activities, then you do not need to assign a Duration Type and it may be left as the default.
what is the meaning of the activity type: Fixed Duration and Units
Option 1 Units This option is used when the Duration of an activity should not change when Resources are added or removed or Units/Time changed. For example, when the time to complete an activity is fixed, the resources may be manipulated until a satisfactory resource loading is established without the activity duration changing. Option 2 A change to the Duration will change the Units/Time; however, the Units will remain constant. lt one person is assigned to an activity for 8 hours per day and the activity is doubled in duration, there will be now be one person working on the activity for 4 hours per day and the activity will require the same number of hours to complete.
......... percentage complete type is used as a measure of the physical amount of work accomplished against the planned amount of work. let's Say out of 10 weld joints you have completed 6. It is the preferred method of updating activities when the production work rate is non-inform. For example, the crew may have a learning curve that will cause the first few days' progress to be slower than the remaining days
Physical percent complete.
lt is imperative to gain a good understanding of how the project is to be executed before entering any data into the software. lt is considered good practice to plan a project before creating a schedule in any planning and scheduling software. These documents are referred to by many terms such as:
Project Execution Plan or Project Methodology Statement. You should also understand what Ievel of reporting the project team requires, as providing either too little or too much detail will often Iead to a discarded schedule.
A Resource will be scheduled according to a Resource Calendar when the Activity Type is set to ........, otherwise the activity is scheduled according to the Activity calendar.
Resource Dependent
Resource availability is displayed in ...... and is based on the Resource Calendar even when it is assigned to a Task Dependent activity.
Resource Usage Profiles
EXAMPLE of duration percent complete calculation
Sample: We have an activity with original duration of 20 days. 15 days have passed and we estimate it to finish in 18 days (yes, it's much longer than we expected initially). The Original Duration does not change automatically after activity's start. Original Duration: 20d Actual Duration: 15d Remaining Duration: 18d [Duration % Complete] = (20-18)/20 = 10%
Level-V schedule will be for the .......where he will get detailed information of the task.
Task Leader
User Preferences - Time Units P6 Version 7
The User Preferences enable each user to select how some information is displayed or calculated. • Select the Time Units tab: > The Duration Format section determines how the activity durations are displayed.
Assigning a Baseline project
The baselines are assigned from the Project, Assign Baselines ... form
Activity Resource Details: Budgeted Unit/ Time
The budgeted or planned units per time at which the resource is expected to work on this activity. For example, a person assigned full time would work for 8 hours per day (8h/d). 2 persons assigned full time would work 16 hours per day (16/d) Eg. We want four generic common laborers working on a task, B. How can we have four laborers working on a task B when we've only assigned the common laborer once to the task B? Well, this 4-laborer effort on a task B is modeled by making the Budgeted Units/Time 32-hours/day, corresponding to 4-laborers each working an 8-hours/day shift
Early Finish = Remaining Finish date.
The earliest date the activity can finish. This date is based on activity relationships, schedule constraints, and resource availability.
Early Start = Remaining Start date.
The earliest date the remaining work for the activity can begin. This date is based on activity relationships, schedule constraints, and resource availability.
Percent Complete Type
There are three different methods of calculating the actual progress of activities: The Percent Complete type should be understood if it is intended to be used to update (status or progress) the schedule. ln Primavera this option may be set for each activity individually and the default for new activities is set in the Percent Complete Type drop down box. Primavera has many Activity Percent Complete fields that may be displayed in columns and we will discuss four of them now: . Activity % Complete, which may be linked to one only of the three following % Complete fields and is always linked to the % Complete displayed in the bars: • Physical % Complete, which is independent of activity resources and durations, • Duration %Complete, which is lined to activities durations, and • Units % Complete, which is linked to resources Units. There are three percent complete options; each new activity is assigned the project default Percent Complete Type and then this may be edited for each activity as required.
Two Types of Physical Progress in Primavera P6
There are two methods of dealing with physical values in Primavera P6: Entering them manually; this is the default method and is done by entering whatever you wish in the Physical % Complete field of the activity. Using Activity Steps; this is done by selecting predefined manual values
Activity type: Resource Dependent
These Activity Types have a duration and will calculate the duration only using the calendar assigned to the activity when NO resources are assigned to the activity. These activities acknowledge Resource Calendars when resources are assigned.
Activity type: Task Dependent
These Activity Types have a duration and will only calculate the duration using the assigned calendar even when one or more resources are assigned to an activity.
Purpose of the Duration Type: Fixed Duration/ Unit
This Duration Type disables the User Preferences, Calculations tab option Units/Time Recalculate the Units, Duration, and Units/Time for existing assignments based on the activity Duralion Type. Option 1 This option is used when the Duration of an activity should not change when Resources are added or removed or Units!Time changed. For example, when the time to complete an activity is fixed, the resources may be manipulated until a satisfactory resource loading is established without the activity duration changing. Option 2 A change in the Duration will change the Units; however, the Units/Time will remain constant. For example, when there are two people assigned to an activity and the activity is increased in duration, there will still be two people working but for a Ionger period of time.
Percent Complete Types • Physical % Complete -
This a method of calculating the actual progress of activities: This field enables the user to enter the percent complete of an activity and this value is independent of the activity durations. The physical % complete considers the actual physical work accomplished, e.g. in three days effort one half the brick wall was constructed. The physical % complete type is the most accurate when duration expended or work effort expended does not equate to actual work accomplished. The physical progress of an activity is a manually-entered value determined by the user. The value can be based on either of these two: On physical parameters that are not applicable inside the plan - the amount of concrete poured, the length of the pipes laid down, and the number of light bulbs installed, number of welds are examples of this kind.
Saving a Baseline
To save a baseline, select Project, Maintain Baselines ... to display the Maintain Baselines form: To create a new baseline click the add button to open the Add New Baseline form
Saving and Deleting and Setting a Baseline
Tosave a Baseline, select Project, Maintain Baselines ... to display the Maintain Baselines form
TRACKING PROGRESS Steps
Tracking process is important to help catch problems as early as possible, and thus minimize their impact on the successful completion of the project. The main steps for monitaring progress are: • Saving a Baseline schedule, also known as a Target. This schedule holds the dates against which progress is compared. The current project may be copied and used as a baseline or an existing project may be assigned as a baseline. • Recording or marking-up progress as of a specific date, often titled the Data Date, Status Date, Update Date, Current Date and As-Of-Date. • Updating or Progressing the schedule with Actual Start and Actual Finish dates where applicable, and adjusting the activity's Remaining Duralions and Percent Completes. • Scheduling and at the same time moving the Data Date to the new Data Date and recalculating all the activities dates. • Comparing and Reporting actual progress against planned progress and revising the plan and schedule, if required. Comparing the status of an activity against more than one baseline is useful; for example: • The original plan, which could be Baseline 1, to see the slippage compared to the original plan. • Last Period, which could be Baseline 2, to see the changes since the last update.
P/anning Cycle
When the original plan is agreed to, the Baseline or Target is set. The Baseline is a eopy of the original plan and is used to compare progress of an updated schedule. After project planning has ended and project execution has begun, the actual progress is monitored, recorded and compared to the Baseline dates. The progress is then reported and evaluated against the Baseline. The plan may be changed by adding or deleting activities and adjusting Remaining Durations, Logic or Resources. A revised plan is then published as progress continues. A revised Baselins may be set if the original Baselins becomes irrelevant due to the impact of project scope changes, a change in methodology or excessive delays.
Formulae for Duration % Complete(P6) =
[Original Duration] - [Remaining Duration] ) / [Original Duration]
Whatever the frequency chosen for updating, you will have to collect the following activity information in order to update a schedule: for Un-started work ~
a) Any revisions to activities that have not started ~ b) New activities representing scope changes ~ c) Revisions to logic that represent changes to the plan
Corrective Action At this point it may be necessary to further optimize the schedule to bring the project back on track by discussing the schedule with the appropriate project team members. The possible options are:...
a) Reduce the contingent time allowance. • b) Assign a negative lag on a Finish to Start relationship, which enables a successor to commence before a predecessor is completed. c) Change relationships to allow activities to be executed in parallel. • d) Reduce the durations of activities. ln a resourced schedule this could be achieved by increasing the number of resources assigned to an activity. e) Work Ionger hours per day or days per week by editing the calendars, or ' f) Reduce the scope and delete activities.
Creating and Using Roles Primavera has an additional function titled Roles, whiich is used for planning and managing resources. • A Role is a skill or Trade or job description and may be used as an alternative to resources during the planning period of a project. How are they applied..... •
a) Roles are defined in a hierarchical structure and hold a Proficiency Level. b) Roles may be assigned to activities in a way similar to how resources are assigned. c) Roles can be replaced later by resources after it has been decided who is going to be assigned the work. • PrimaveraVersion 5.0 introduced a function allowing a Role tobe assigned a rate
Creating and Using Resources includes:
a) establish a resource pool by entering all the required project resources into a hierarchical table in the software. b) The required quantity of each resource is assigned to the activities. in an Enterprise environment these resources may already be defined for you. c) Entering a cost rate for each resource enables you to conduct a resource cost analysis, such as comparing the cost of supplementing overloaded resources against the cost of extending the project deadline. Estimates and time-phased cash flows may be produced from this resource/cost data.
The ultimate purpose of planning is to
build a model that enables you to predict which activities and resources are critical to the timely completion of the project. Strategies may then be implemented to ensure that these activities and resources are managed properly, thus ensuring that the project will be delivered both On Time and Within Budget.
What is the meaning of unit/time
number of people required to complete an activity
A ...... is a job title, trade or skill and may have many resources.
role A multi-skilled resource may have multiple roles. For example, a role may be a Clerical Assistant and there may be live clerical assistants in a company who would be assigned the Clerical Assistant Role. lf one clerical assistant were also a data entry person, then this resource would be assigned two roles: Clerical Assistant and Data Entry.
Planning helps to avoid or assist in evaluating: •
• • Extensions of time claims, • Loss of your client's revenue, • lncreased project costs or reduction in scope and/or quality, Additional changeover and/or operation costs, Contractual disputes and associated resolution costs, • The loss of reputation of those involved in a project, and • Loss of a facility or asset in the event of a total project failure.
Controlling a project provides the next Ievel of management with information that enables them to manage a project and make informed decisions on problems:
• Ensure that the project is being executed according to the plan, • Compare the project's progress with the original plan, • Review options, • Forecast problems as early as possible which enables corrective action to be taken as early as possible, and • Obtain data required for preparing extension of time claims and for dispute resolution.
Updating a schedule assists in the management of a project by recording and displaying:
• Progress and the impact of project scope changes and delays as the project progresses, • The revised completion date and final forecast of costs for the project, •Historical data that may be used to support extension of time claims and dispute resolution, and .Historical data that may be used in future projects of a similar nature.
Monitoring a project ensures:
• The required deliverables/products are produced, • The required quality is met, • The deliverables/products are produced on time, with the planned resources and to budget, and •Historical data is recorded for use in planning future projects.
Planning and scheduling software enables the user to:
•Enter the breakdown structure of the project deliverables or products into the software. This is often called a Work Breakdown Structure (WBS) or Product Breakdown Structure (PBS), • Break a project down into the work required to create the deliverables and enter these into the software as Activities under the appropriate WBS, • Assign durations, constraints, predecessors and successors of the activities and then calculate the start and finish date of all the activities, • Assign resources and/or costs, which represent people, equipment or materials, to the activities and calculate the project resource requirements and/or cash flow, • Optimize the project plan, • Set Baseline Dates and Budgets to compare progress against, • Use the plan to approve the commencement of work, • Record the actual progress of activities and compare the progress against the Baseline and amend the plan when required, allowing for scope changes, etc., • Record the consumption of resources and/or costs and re-estimate the resources and/or costs required to finish the project, and • Produce management reports.
Understanding Your Project Before you start the process of creating a project plan, it is important to have an understanding of the project and how it will be executed. On large, complex projects, this information is usually available from the following types of documents:
•Project charter or business case • Project scope or contract documentation .Functional specification • Requirements baseline • Plans and drawings •Project execution plan • Contracting and purchasing plan • Equipment lists •Installation plan • Testing plan
Planning aims to:
•ldentify the total scope of the project and plan to deliver it, • Evaluate different project delivery methods, • ldentify Products/Deliverables required to deliver a project under a logical breakdown of the project, • Identify and optimize the use of resources and evaluate if target dates may be met, • ldentify risks, plan to minimize them and set priorities, • Provide a baseline plan against which progress is measured, • Assist in stakeholders' communication, identifying what is to be done, when and by whom and •Assist management to think ahead and make informed decisions.
