Administration

ƒ Evacuation
Welcome to the ƒ Timings and meals
Eastwood Harris Pty Ltd ƒ Facilities

Primavera P6 ƒ Mobile phones & Emails

Version 7 and Earlier Versions ƒ Introductions:

3 day training course ƒ Your name,

ƒ The types of projects you are involved in,
ƒ Your experience in scheduling software and
PMI REP No 3001 – Course Number PP6 ƒ What you seek from this course
ƒ Course attendance sheet.

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Course Agenda Course Agenda

Day 1 Modules
ƒ Module 1 – Introduction
ƒ Module 2 – Creating a Project Plan
ƒ Module 3 – Starting Up and Navigation
ƒ Module 4 – Creating a New Project
ƒ Module 5 – Defining Calendars
ƒ Module 6 – Creating a Primavera Project WBS
ƒ Module 7 – Adding Activities and Organizing Under
the WBS
ƒ Module 8 – Formatting the Display
ƒ Module 9 – Adding Relationships
ƒ Module 10 – Activity Network View
ƒ Module 11 – Constraints
3 4
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Day 2 Modules
ƒ Module 12 – Filters
ƒ Module 13 – Group, Sort and Layouts
ƒ Module 14 – Printing and Reports
ƒ Module 15 – Tracking Progress
ƒ Module 16 – User and Administration Preferences
and Scheduling Options
ƒ Module 17 – Creating Roles and Resources
ƒ Module 18 – Assigning Roles, Resources and
Expenses
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Course Agenda
Module 1 – Introduction
Day 3 Modules
ƒ Module 19 – Resource Optimization ƒ Purpose
ƒ Module 20 – Updating a Resourced Schedule ƒ Required Background Knowledge
ƒ Module 21 – Other Methods of Organizing Project
Data ƒ Purpose of Planning
ƒ Module 22 – Global Change
g and Utilities ƒ Project Planning Metrics
ƒ Module 23 – Managing the Enterprise Environment ƒ Planning Cycle
ƒ Module 24 – Multiple Project Scheduling ƒ Levels of Planning
ƒ Module 25 - Utilities
ƒ Monitoring and Controlling a Project

5
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1
 Purpose of the course
ƒ Provide a method for planning, scheduling and
controlling projects using Primavera,
ƒ Within an established Enterprise Project database or
a blank database,
ƒ Up to an intermediate level.
Page 7
Purpose of Planning
ƒ The ultimate purpose of planning is to build a model
that allows you to predict which activities and
resources are critical to the timely completion of the
project.
ƒ 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.
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Planning helps to avoid or
assist in evaluating:
ƒ Increased project costs or reduction in scope and/or
quality,
ƒ Additional change over and/or operation costs,
ƒ Extensions of time claims,
ƒ Loss of your client’s revenue,
ƒ Contractual disputes and associated resolution
costs,
ƒ The loss of reputation of those involved in a project,
and
ƒ Loss of a facility or asset in the event of a total
project failure.
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Required Background Knowledge
ƒ The ability to use a personal computer and
understand the fundamentals of the operating
system,
ƒ Experience using application software such as
Microsoft Office and
ƒ An understanding of how projects are planned,
scheduled and controlled, including understanding
the project management processes applicable to
your projects.
Page 8
Planning aims to:
ƒ Identify the total scope and stakeholders
ƒ Plan to deliver the scope and understand the risks
ƒ Evaluate different project delivery methods
ƒ Identify the deliverables under a logical breakdown of
the project, often called WBS or PBS
ƒ Identifying activities required to produce the deliverables
ƒ Identify and optimize the use of resources
ƒ Evaluate if target dates may be met
ƒ Identify risks and plan to minimize them
ƒ Provide a baseline plan
ƒ Assist in stakeholders’ communication
ƒ Assist management to think ahead and make informed
decisions.
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Project Planning Metrics
ƒ A change in any one of these components normally
results in a change in one or more of the others.
Time
Scope
Resources Costs
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2
 Planning Plan
Techniques Used to Develop a
Cycle the Project Project Plan
ƒ Work Breakdown Structure (WBS), a hierarchical
structure which usually identifies the major deliverables
ƒ Sub-projects, allowing different organisations of
Execute schedulers to use the planning software
Work
ƒ Phase development such as Design, Procure, Install and
Test allow each phase to be broken out into more detail
as each phase approaches and more detail is available
Revise Plan
Monitor ƒ A project may be divided into Stages which do not
Progress overlap in time and Stage Plans developed before each
Stage commences
ƒ Work Packages may be created from one or WBS node
and detailed out by a contractor when the work is
Evaluate and awarded
Report
ƒ The Rolling Wave technique adds more detail to a
schedule as the work approaches and a two week look
ahead schedule is a typical example.
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Monitoring and Controlling a Project Module 2 – Creating a Project Plan

ƒ Monitoring a project ensures:
ƒ The required deliverables are being produced
ƒ The required quality is being met
ƒ Deliverables are produced on time, with the planned
resources and to budget
ƒ Controlling a project
ƒ Ensures the project is executed to the plan
ƒ Compare the project’s progress with the plan
ƒ Review options
ƒ Forecast problems as early as possible
ƒ Record historical data
ƒ Records data for dispute resolution.
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Topics:
ƒ Understanding Planning and Scheduling Software
ƒ Enterprise Project Management
ƒ Understanding Your Project
ƒ Level 1 – Planning Without Resources
ƒ Level 2 – Monitoring Progress Without Resources
ƒ Level 3 – Scheduling With Resources, Roles and
Budgets
ƒ Level 4 – Monitoring and Controlling a Resourced
Schedule
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Planning software allows:

ƒ Record the WBS- the deliverables Four modes or levels
ƒ Break the deliverables into activities
ƒ There are four levels in which planning and scheduling
ƒ Assign durations, constraints, predecessors and software may be used.
successors to activities
ƒ Calculate the start and finish dates Planning Controlling
g resources and/or costs to activities
ƒ Assign
Without LEVEL 1 LEVEL 2
ƒ Optimize the project plan
ƒ Set Baselines to compare progress Resources Planning without Tracking progress
Resources without Resources
ƒ Approve work
ƒ Record the actual progress With LEVEL 3 LEVEL 4

ƒ Compare progress against the original plan Resources Planning with Tracking progress with
Resources Resources
ƒ Amend the plan for scope changes etc. and
ƒ Produce management reports.

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3
 Enterprise Project Management
ƒ Primavera is an Enterprise Project Management
software package that allows many projects to be
managed in one database
ƒ These projects may be summarized under a
hierarchical structure titled the Enterprise Project
Structure (EPS)
ƒ This function is similar to summarizing activities of a
project under a Work Breakdown Structure (WBS).
Understanding Your Project
Before you start the process of creating a project
schedule in Primavera, it is important to:
ƒ Develop an understanding of the project and how it
will be executed, which should result in the
development a project delivery methodology
statement
ƒ Create a strong WBS
ƒ Consider conducting a Stakeholder Analysis
ƒ Create a detailed project plan, and
ƒ Conduct a Risk Analysis.

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Level 1 – Planning Without Resources Schedule Calculations

Topics: ƒ When a schedule has a Closed Network
ƒ Create the project scheduling the project will identify the:
ƒ Define the calendars ƒ Critical Path(s)
ƒ Defining the WBS and other codes ƒ Total Float
ƒ Add activities ƒ Free Float
ƒ Add the logic & constraints
ƒ Mandatory dependencies
ƒ Discretionary dependencies
ƒ External dependencies
ƒ Schedule the project and
ƒ Consider contingent time.

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Closed Network Critical Path(s)

ƒ In a Closed Network every activity,
except the project start milestone(s) and
finish milestone(s), has one or more:
ƒ Start Predecessors, and
ƒ Finish Successors.
ƒ The Critical Path is the shortest duration
that a project may be completed in and a
delay to any activity will delay the end date
of the project, shown in red below:

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4
 Total Float Free Float
ƒ The Total Float is the amount of time an activity ƒ The Free Float is the amount of time an
may be delayed without delaying the end of a activity may be delayed without delaying
project.
another activity.
ƒ An activity with Total Float may delay another activity,
ƒ Displayed only in a column and
ƒ May be displayed in a column and in the Gantt Chart,
as per the thin black bar below and ƒ Is never in the negative.
ƒ May be negative.

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Constraints Constraints Types

ƒ To correctly model the impact of events ƒ There are two types of constraints:
outside the logical sequence, you may use ƒ Project Constraints which includes the Project
constraints. Start Date and Project Finish Date, and
ƒ A constraint would be imposed to specific ƒ Activity Constraints; the two most common are
dates such as: Start On or After (Early Start) and Finish On or
Before (Late Finish).
ƒ The availability of a facility to allow work to
commence, or
ƒ The predetermined time a project must be complete
by
ƒ Constraints should be cross-referenced to the
supporting documentation such as contract
documentation Milestone Dates.
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Project Constraints Project Constraints

ƒ When a Project Finish Date constraint is ƒ The picture shows a schedule with a Project
assigned then Total Float is calculated to this Finish date of Friday 12 November.
date.
ƒ This is earlier than the calculated finish date,
ƒ The picture shows a project with a Project thus calculating 5 days Negative Float.
Finish date on Friday 26 November developing
ƒ Note: The Free Float value has not changed
5 days
d Total
T l Float.
Fl
and is always positive.

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5
 Activity Early Start Constraint
ƒ An activity will no longer start on the Data
Date when a Start On or After constraint is
assigned
ƒ This is more commonly known as an Early
Start constraint.
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Activity Late Finish Constraint
ƒ This schedule has a Finish Date On or
Before constraint assigned after the calculated
finish date.
ƒ The Total Float is NOT calculated to the
constraint date when the constraint date it is
LATER the calculated Early Finish.
Finish
ƒ Positive Total Float is NOT created and a
critical path of zero days float is maintained.
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Level 3 – Scheduling With
Resources, Roles & Budgets
ƒ Are you estimating or planning for control?
ƒ Consider the balance between the number
of Activities and Resources
ƒ Creating and using Resources
ƒ Creating and using Roles
ƒ The Relationship between Resources and
Roles
ƒ Activity Type and Duration Type
ƒ Resource Optimization.
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Activity Late Finish Constraint
ƒ This picture shows a Finish Date On or
Before constraint assigned 4 days earlier than
the calculated finish date
ƒ Thus Negative Float is created, representing
the amount of time that needs to be caught up
ƒ This is more commonly known as a Late
Finish constraint.
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Level 2 – Monitoring Progress
Without Resources
ƒ Set the Baseline, the yellow bar below,
ƒ Tracking and record progress,
ƒ Entering in Actual Start Dates, Percent
Complete and Actual Finish dates and
ƒ Take corrective action.
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Level 4 – Monitoring Progress of a
Resourced Schedule
ƒ A decision needs to be made if the actual
units and costs are to be collected and
entered into the software or the software is
to calculate these and then the appropriate
options selected,
ƒ Updating Projects with Resources records:
ƒ The quantities and/or costs spent to-date per
activity for each resource, and
ƒ The quantities and/or costs required per
resource to complete each activity,
ƒ At this point in time it is possible to
undertake a great deal of analysis and
often Earned Value Performance
Measurement is used.
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6

Now lets get our hand dirty!
Module 3 – Starting Up and
Navigation
ƒ Terminology Differences between Industry Versions
ƒ Logging In and the Welcome Form
ƒ The Home Workspace and the Projects Workspace
ƒ Opening One or More Projects and Opening a Portfolio
ƒ Navigating Around a Project
ƒ User Preferences - Date and Time Display
ƒ Right-clicking with the Mouse
ƒ Accessing Help
ƒ Application of Options within Forms
ƒ Closing Down
ƒ Workshop 1 – Navigating Around the Workspaces.

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Terminology Differences between Starting Up and Navigation

Industry Versions
ƒ IT – Originally TeamPlay in Primavera Version 3.5 ƒ The instructor will demonstrate the
software functions.

ƒ E&C – Originally P3e/c in Primavera Version 3.5

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Module 4 – Creating a New Primavera File Types

Project ƒ Primavera data is kept in a Oracle or SQL Database and
Topics: users are usually unaware of the database format.
ƒ The following Primavera proprietary file formats are
ƒ File Types
available for import and exporting data:
ƒ Creating a Blank Project ƒ XER – Exchange one or more projects between Primavera
databases
ƒ Setting Up a New Project
ƒ PLF – Exchange Layouts between Primavera databases
ƒ Project Architect Wizard and Methodology Manager
ƒ ANP– Saves the position of activities in an Activity Network
ƒ Importing a Project ƒ ERP– Exchange Reports between Primavera databases
regardless of the database
ƒ Copy an Existing Project
ƒ PCF – Exchange Global Changes between Primavera
ƒ Project Dates databases

ƒ Saving Project and EPS Information with Notebook ƒ XML – A new Primavera PM format introduced with Primavera
Version 6.0 which is used to import data from the Project
Topics Manager module.
ƒ Workshop 2 – Creating Your Project.

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7
 Other File Types 6.0 and 6.1
ƒ Project (*.mpp). This is the default file format that Microsoft Project
uses to create and save files. Microsoft Project 2007 is a different
format to the 2000 – 2003 format, which is different to 98 format
ƒ Note: Primavera 6.0 and 6.1 will not import any mpp file when
Microsoft Project 2007 is installed as MSP 2007 disables this function
Primavera 6.0 and 6.1 will import or export to the following file types:
ƒ Project 2000 - 2003 (*.mpp)
ƒ Microsoft Project 98 ((*.mpp)
.mpp)
ƒ MPX (*.mpx). This is a text format data file created by Microsoft
Project 98 and earlier versions
ƒ Microsoft Project formats such as Project Database (*.mpd),
Microsoft Access Database (*.mdb) and (*.mpt) can be imported,
however Microsoft Project is required to be installed on the computer.
ƒ Primavera Project Planner P3 and SureTrak files saved in P3 format.
A SureTrak project in SureTrak format should be saved in Concentric
(P3) format before importing.
ƒ XLS. Primavera Version 5.0 has a new function allowing the import
and export of data in Excel format.
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Creating a New Project
ƒ There are two methods of creating a new project
ƒ Using the New Project Wizard, or
ƒ Copying and pasting one or more projects
ƒ If a EPS Node is selected, copied and pasted then the
EPS Node and all the associated projects are copied
ƒ The New Project Wizard does not allow the
establishment of standard defaults for new projects,
so you may find it is best to create a template project
with all the options set and copy and paste this
project thus establishing a standard options for all
new projects.
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Module 5 – Defining Calendars
Topics:
ƒ Accessing Global and Project Calendars
ƒ Assigning the Project Default Project Calendar
ƒ Creating a New Calendar
ƒ Copying, Renaming and Deleting a Calendar
ƒ Resource Calendars
ƒ Editing the Calendar Working Days of an Existing Calendar
ƒ Adjusting Working Hours
ƒ Inherit Holidays and Exceptions from a Global Calendar
ƒ Calculation of Activity Summary Duration in Days
ƒ Database Default Calendar, WBS and Project Durations
ƒ Workshop 3 – Maintaining the Calendars.
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Other File Types Primavera 6.2
Primavera will import and/or export to the following file types:
ƒ Microsoft Project MPP 2002/2003 is imported and exported,
but require Microsoft Project to be loaded.
ƒ Microsoft Project 2000/2003 and 2007 XML files are
exported and imported by Primavera Version 6.2, removing the
requirement to have Microsoft Project loaded.
ƒ MPX (
(*.mpx).
.mpx). files are imported and exported by Primavera 6.2.
ƒ Primavera Project Planner P3 and SureTrak files saved in P3
format. A SureTrak project in SureTrak format should be saved in
Concentric (P3) format before importing.
ƒ XLS. Primavera Version 5.0 has a new function allowing the
import and export of data in Excel format.
Note: The following Microsoft Project formats are no longer imported
by Primavera 6.2
ƒ Microsoft Project formats such as Project Database (*.mpd),
Microsoft Access Database (*.mdb) and (*.mpt)
Page 44
Creating a New Project
ƒ The instructor will demonstrate the software functions.
Page 46
Primavera P6 Version 7
ƒ Primavera Version 6.2 and earlier versions displayed
the summary durations in days of Projects, WBS
Nodes and summary durations created by the use of
the Grouping function with misleading durations when
calendars were assigned to activities which had a
diff
different
t number
b off hours
h per day.
d
ƒ The release of Primavera P6 Version 7 included some
changes to the calendar functions which resolved
these issues and are these are covered in this
chapter.
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8
 Calendar Calculation
• The finish date (and time) of an activity is
calculated from the start date (and time) plus
the duration over the calendar associated with
the activity
• Therefore, a five-day duration activity that
starts at the start of the workday on a
Wednesday, and is associated with a five-day
workweek calendar (with Saturday and
Sunday as non-work days) will finish at the
end of the workday on the following Tuesday.
Page 49
Calculation of Activity Duration in
Days – Version 6.2 & Earlier
ƒ Primavera Project Manager effectively calculates in
hours and the Activity Durations in days or weeks are
calculated by the factors set up in the Admin, Admin
Preferences…, Time Periods tab,
ƒ When Allow users to specify
p y the number of work
hours for each time period is checked then users
may set their own time periods in the Edit, User
Preferences…, Time Units tab.
Page 51
Database Default Calendar, WBS and
Project Durations – Version 6.2 & Earlier
ƒ The durations of all bands such as Project, WBS, and
Resources are calculated from:
ƒ The Database Default Calendar and
ƒ The Hours/Day setting in the Edit, User
Preferences…, Time Units tab.
ƒ The following picture show the duration of the
workshop used in this publication set at firstly 5 days
per week, 8 hours per day and a duration of 35 days
with an Hours/Day setting of 8 hours.
Page 53
Calendars Categories
Primavera has three categories for calendars:
• Global – These calendars are available to all Projects
and Resources,
• Project – These calendars are only available to the
projects they are created in,
• Resource – A Resource calendar may be assigned to
one or more Resources, which in turn may be
assigned to an activity in any project,
ƒ NOTE: When an activity is made Resource
Dependent, unlike some other software, it still
acknowledges the Activity Calendar for calculating the
start of the resource work.
Page 50
Calculation of Activity Duration in
Days – Version 6.2 & Earlier
ƒ Primavera calculates in hours, but Activity Durations
may be summarized and displayed in days or weeks
or months,
ƒ These options calculate correctly when all database
calendars are have the same number of work hours
per day
p y and days
y per
p week,,
ƒ When tasks are scheduled with calendars that do not
conform to the Edit, User Preferences…, Time
Units tab settings (e.g. when settings are set for 8
hours per day but there are tasks scheduled on a 24
hour/day calendar), the Activity durations in days or
weeks will be misleading:
Page 52
Database Default Calendar, WBS and
Project Durations – Version 6.2 & Earlier
ƒ Now with the Default Calendar changed to a 7
day/week 24 hour per day the duration of 139 days is
clearly misleading,
ƒ The duration of the Project Summary WBS Nodes are
also clearly misleading, the Research Node is not 31
days long.
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9
 Database Default Calendar, WBS and
Calculation of Activity Duration in
Project Durations – Version 6.2 & Earlier
ƒ There are some issues that need to be carefully Days – Version 7
considered when planning and controlling multiple ƒ In earlier version of P6 the calculation of the
projects with different calendars in one database durations in hours for all calendars was set either by
when the correct durations in days are important, the Administrator in Admin, Admin Preferences…,
Time Periods tab or by the User in the Edit, User
ƒ Primavera performs best when the all calendars in all Preferences…, Time Units tab.
the p
projects
j are set with the same hours p
per day,
y,
ƒ Primavera Version 7 has
h removed d these
h two options
ƒ If this is not possible you may consider: above and has created of a new calendar function for
ƒ Showing durations in hours only, each titled Hours per Time Period:
ƒ Creating a separate database for projects that require a
different hours per day,
ƒ Not displaying the durations against Project nodes, WBS
nodes and any other summary nodes by not checking
the Show Group Totals in the Group and Sort form,
ƒ Create a global change to put the correct duration in a
text field.
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Calculation of Activity Duration in Defining Calendars

Days – Version 7
ƒ The picture below has the Project Default calendar set ƒ The instructor will demonstrate the software functions.
as the 8hr/d & 5d/w and the picture shows that when
the calendars are different then the Project Default
calendar is used to calculate the summary duration
for WBS Nodes, Projects etc:

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Module 6 – Creating a Project Breakdown Structures

Primavera Project WBS ƒ There are two types of Project Breakdown Structures that
Topics: may be utilised to programme a project:
ƒ Understanding the WBS ƒ Hierarchical and
ƒ Opening and Navigating the WBS Workspace ƒ Matrix
ƒ Creating and Deleting a WBS Node ƒ Either or both may be used in the one programme,
ƒ WBS Node Separator ƒ The predominate method in P3 and SureTrak is the matrix
format using Activity Codes,
ƒ Work Breakdown Structure Lower Pane Details
ƒ The predominate method in Primavera Project Manager is
ƒ WBS Categories the WBS function and this is a Hierarchical structure.
ƒ Why a Primavera WBS is Important
ƒ Workshop 4 – Maintaining the Work Breakdown
Structure.

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10
 Project Breakdown Structures
ƒ Users converting from P3 and SureTrak will be
used to using Activity Codes and Activity ID
Codes,
ƒ Primavera Project Manager does not have
Activity ID Code,
ƒ They may be tempted to ignore the WBS and
use Activity Codes instead.
Project Breakdown Structures
The main purposes of the Primavera WBS function are:
ƒ User Access may be assigned at this level, so two
schedulers may open the same project and one only
change activities in WBS Nodes assigned to each
user ,
ƒ Earned Value calculations and Project Performance
may be preformed at this level,
ƒ Progress at the WBS level may be measured with
the use of WBS Milestones,
ƒ Anticipated Dates may be assigned at the WBS
level to provide a bar when no activities have been
added to a WBS Node,
ƒ The Tracking Workspace operates down to WBS
Node level,
ƒ There are a number Standard Reports that
function at WBS Node level.

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Simple Examples of WBS

Structures Creating a Primavera Project
WBS
ƒ The WBS for three buildings on one site may look like the
pictures below: ƒ The instructor will demonstrate the software
ƒ In which situations would each example be applicable? functions.

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Module 7 – Adding Activities and Activity Definition

Organizing Under the WBS
Topics:
ƒ Activities should be well-defined, measurable
pieces of work with a measurable outcome.
ƒ New Activity Defaults and Adding New Activities
Activity descriptions containing only nouns such as
ƒ Default Activity Duration “Bid Document” have confusing meanings,
ƒ Copying Activities in Primavera and from other Programs
ƒ The limit for activity names is 120 characters, but
ƒ Elapsed Durations try
y to keep
p activity
y descriptions
p meaningful
g yet
y
ƒ Finding the Bars in the Gantt Chart short and concise so they are easier to print,
ƒ Activity Information – Bottom Layout
ƒ When activities are created, they are normally
ƒ Assigning Calendars to Activities organised under the WBS,
ƒ Undo
ƒ They may also be organized under other coding
ƒ Assigning Activities to a WBS Node structures such as Activity Codes or User Defined
ƒ Reordering or Sorting Activities Fields.
ƒ Summarizing Activities Using WBS
ƒ Spell Check
ƒ Workshop 5 – Adding Activities.

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11
 Adding Activities and Module 8 – Formatting the
Organizing Under the WBS Display
Topics:
ƒ The instructor will demonstrate the software
functions. ƒ Formatting the Project Workspace
ƒ Understanding Forms
ƒ Formatting Columns
ƒ Formatting the Bars
ƒ Row Height
ƒ Format Fonts and Font Colours
ƒ Format Colours
ƒ Format Timescale
ƒ Inserting Attachments - Text Boxes and Curtain
ƒ Workshop 6 - Formatting the Bar Chart.

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Formatting the Display Module 9 – Adding Relationships

ƒ The instructor will demonstrate the software
functions. Topics:
ƒ Understanding Relationships, Lags and Leads
ƒ Adding and Removing Relationships
ƒ Dissolving Activities and Circular Relationships
ƒ Scheduling the Project and Critical Activities
Definition
ƒ Workshop 7 – Adding Relationships.

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Relationship Types
What is Network Logic The FS (or conventional)
dependency looks like this:
ƒ The next phase of a schedule is to add logic to
the activities,
ƒ There are two types of logic: While the SS dependency is like
ƒ Relationships (Dependencies or Logic or Links this:
between activities), and
ƒ Imposed Constraints to activity start or finish
dates. These are covered in the Constraints
chapter. The SF dependency looks like:

The FF dependency would be:

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12
 Leads and Lags Adding Relationships
ƒ A Lag is a duration that is applied to a dependency to
make the successor start or finish earlier or later, ƒ The instructor will demonstrate the software
functions.
ƒ The calendar that the lead or lag is calculated on is
selected in the Tools, Schedule, Options tab,
ƒ This calendar is selected for all activities in a schedule
and
ƒ The calendar may be the predecessor’s, the successor’s,
24 hour or the Project Default calendar.

An example of a FS with positive lag

An example of a FS with negative lag:

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Module 10 – Activity Network Activity Network View

View ƒ The instructor will demonstrate the software
Topics: functions.
ƒ Viewing a Project Using the Activity Network View
ƒ Formatting the Activity Boxes
ƒ Reorganizing the Activity Network
ƒ Saving and Opening Activity network Positions
ƒ Early Date, Late Date and Float Calculations
ƒ Workshop 8 - Scheduling Calculations and Activity
Network View.

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Activity Constraint Types

Module 11 – Constraints
Constraints are used to impose logic on activities
Topics: that may not be realistically scheduled with logic
ƒ Activity Constraints links.
ƒ Project Constraints This module will deal with the following constraints
in detail:
ƒ Activity Notebook
ƒ Start On or After more commonly called an
ƒ Workshop 9 – Constraints. Early Start constraint and affects the
activities Early Start date,
ƒ Finish On or Before more commonly called
an Late Finish constraint and affects the
activities Late Start date,
These are the minimum number of constraints that
are required to effectively schedule a project,
There are many other types that may be used:

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13
 Activity Constraint Types Continued
Activity Constraint Types
Other Constraint Types continued:
Other Constraint Types:
ƒ Mandatory Start sets the Early and Late
ƒ Start On initially sets the Early and Late
Start to the constraint date and therefore has Start dates and prevents float from travelling
no Total Float, but may develop Negative through the constraint,
Float, ƒ Mandatory Finish sets the Early and Late
ƒ Start On or Before more commonly called Finish dates and prevents float from travelling
an Late
L t Start
St t constraint
t i t and
d affects
ff t the
th through
h h the
h constraint,
i
activities Late Start date,
ƒ Expected Finish calculates the Remaining
ƒ Finish On and initially sets the Early and Duration of an activity and requires the check
Late Finish to the constraint date and box in the Scheduling Options form to be
therefore has no Total Float, but may develop
check before it operates,
Negative Float,
ƒ Finish On or After more commonly called an ƒ As Late as Possible consumes Free Float
Early Finish constraint and affects the and sets the Early and Late date to be as late
activities Early Finish date calculation, as possible but without delaying successor
activities and does not develop Total Float.
ƒ Continued…..
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Constraints Module 12 – Filters

ƒ The instructor will demonstrate the software Topics:
functions. ƒ Understanding Filters
ƒ Applying a Filter
ƒ Creating a New Filter
ƒ Modifying a Filter
ƒ Workshop 10 – Filters.

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Filters
Filters
ƒ Filters reduce the number of activities that are ƒ The instructor will demonstrate the software
displayed based on a user defined criteria, functions.
ƒ They may be used for working of specific sections of a
project or providing reports on specific subject areas
ƒ Primavera does not have:
ƒ Drop down filters, or
ƒ Interactive filters, or
ƒ Project filters, but a Layout filter may be created and
associated with a Project Layout.

Page 83 Page 84

14
 Module 13 – Group, Sort and Group, Sort and Layouts
Layouts
Topics: ƒ Grouping activities allows the grouping of
activities under a band on the screen,
ƒ Group and Sort Activities
ƒ Sorting activities sorts the activities within a band.
ƒ Understanding Layouts
ƒ Layouts allow the user to save all the screen
ƒ Copying a Layout To and From Another Database
g including
formatting g timescale,, columns,, grouping,
g p g,
ƒ Workshop 11 - Organizing Your Data. sorting and print settings,
ƒ Layouts DO NOT save date, time and resource
assignment formats. These are assigned in User
Preferences and apply to every layout and
workspace.

Page 85 Page 86

Group, Sort and Layouts Group, Sort and Layouts

There are several types of layouts: ƒ The instructor will demonstrate the software
functions.
ƒ Default are part of the system and used in bar
formatting and accessible by all project,
ƒ Global are created, modified and deleted by an
y all users ,
administrator and are accessible by
ƒ Project which are created by the scheduler and are
applied to the schedule they are created for and may
have a filter associated with it,
ƒ User which are created by a schedule and may be
applied to any schedule that the user has open.

Page 87 Page 88

Module 14 – Printing and

Reports Printing and Reports
Topics: ƒ The instructor will demonstrate the software
ƒ Printing functions.
ƒ Print Preview
ƒ Page Setup
ƒ Options Tab
ƒ Print Form
ƒ Print Setup Form
ƒ Reports
ƒ Web Publishing
ƒ Workshop 12 – Printing.

Page 89 Page 90

15
 Module 15 – Tracking Progress
Tracking Progress Steps
Topics:
The main steps for monitoring progress are:
ƒ The process and understanding the date fields
ƒ Saving a Baseline schedule,
ƒ Schedule Options
ƒ Recording or marking-up progress as of a specific
ƒ Setting the Baseline date, often titled the Data Date, Status Date,
ƒ Practical Methods of Recording Progress Update Date, Current Date and As-Of-Date,
ƒ Understanding the Concepts and Updating the Schedule ƒ Updating or Updating the schedule with Actual Start
and Actual Finish dates where applicable, and
ƒ Progress Spotlight adjusting the activity’s Remaining Durations and
ƒ Suspend and Resume Percent Completes,
ƒ Scheduling the Project ƒ Scheduling, moving the Data Date to the new date
and recalculating all the activities,
ƒ Comparing Progress with Baseline
ƒ Comparing and Reporting actual progress against
ƒ Corrective Action planned progress and revising the plan and
ƒ Workshop 13 – Tracking Progress. schedule, if required.
Page 91 Page 92

Early Start and Early Finish

Understanding the Date Fields
ƒ These are always the earliest dates that unstarted
There are a number of date fields including: activities or the incomplete portions of in-progress
activities may start or finish based on calendars,
ƒ Early Start and Early Finish relationships and constraints,
ƒ Late Start and Late Finish ƒ The Early Start is set to the Data Date after an
ƒ Actual Start and Finish activity has commenced, NOT to the Actual Start
as in many other products,
products
ƒ Start and Finish
ƒ The Early Finish is set to the Data Date when the
ƒ Planned Dates activity is complete, NOT to the Actual Finish.
ƒ Remaining Early Start and Finish
ƒ Remaining Late Start and Finish.

Page 93 Page 94

Late Start and Late Finish Actual Start and Finish

ƒ These dates are manually applied, representing
ƒ The latest dates that Unstarted activities or the
when an activity started or finished, and
Incomplete portions of in-progress activities may
override constraints and relationships. These
start or finish based on calendars, relationships and
dates should be set in the past in relation to the
constraints,
Data Date,
ƒ Note: The end of the Total Float bar is the same
ƒ Note: Actual dates should never change after
date and time as the Late Finish.
they are assigned but both the Apply Actuals
and Update Progress functions may change
Actual Dates and these functions must be used
with extreme caution.

Page 95 Page 96

16
 Start and Finish
ƒ These are set to the Early Start when the activity
has not started and the Actual Start when it has
started.
ƒ An “A” is placed after the date when an Actual Start
has been set, and
ƒ An “*”is p
placed after the date when a start constraint
has been applied to the activity.
ƒ These date fields allow the Early and Actual Start and
Finish dates to be displayed as expected when the
activity has not started, is in progress or complete.
Planned Dates
ƒ The Planned Dates are very complex and their
calculation method is outlined in the book, in
summary:
ƒ When an activity is Complete or In-progress they
match the status of the schedule before the last
update,
p
ƒ When an activity has Not Started they match the
Early Start and Early Finish.

Page 97 Page 98

Planned Dates Issues Remaining Early Start and

ƒ The Planned Dates are dates that most schedulers
would not want displayed,
ƒ These dates are displayed as the Project Baseline
bars and Primary User Baseline bars when no
baseline has been assigned,
Finish
ƒ These are the earliest dates that the incomplete
portions of unstarted or in-progress activities may
start and finish,
ƒ They are blank when an activity is complete,

ƒ Theses dates are used by the Apply Actuals ƒ They may be edited in the same way as Planned
Dates.
function, but only when tasks are set to Auto
Compute Actuals, and Update Progress function.

Page 99 Page 100

Remaining Late Start and

Scheduling Options
Finish
ƒ These are the latest dates that the incomplete ƒ The Schedule Options
portions of activities may start and finish, General form has a
number of options
ƒ They are blank when an activity is complete and that need to be
may not be edited, understood when
progressing
i a
ƒ They are set to equal the Late Dates.
schedule,
ƒ We will look at some
now and the rest in
the next module.

Page 101 Page 102

17
 Ignore relationships to and from
other projects
ƒ Check this to ignore relationships/logic links
with other projects that are not currently
open,
ƒ These relationships may be created between
two projects when two or more projects are
opened together,
ƒ Also activities which have been imported
with External Early Start and External Late
Finish dates have these constraints ignored
when unchecked.
Page 103
Use Expected Finish Dates
ƒ This option turns on or off Expected Finish
Constraints that have been assigned against
activities,
ƒ This is usually not turned off.
Page 105
Level resources after scheduling
ƒ This option is not recommended.
Page 107
Make Open-ended Activities Critical
ƒ Activities without a successor as displayed as critical
when they have float, this option makes the Late
Dates equal the Early Dates when an activity has no
successor.
ƒ Open-ends Not Critical:
ƒ Open-ends Critical:
Page 104
Schedule automatically when a
change affects dates
ƒ This is similar to automatic recalculation in other
products,
ƒ It recalculates the schedule when data that affects
the timing of the schedule is changed.
Page 106
Recalculate assignment costs
after scheduling
ƒ This option recalculates resource costs that have
multiple cost rates and rescheduling has put the
resource into the new rate band.
Page 108
18

Retained Logic and Progress
Override
ƒ There are three options for calculating the finish
date of the successor when the successor activity
has started before the predecessor activity is
finished,
ƒ The selected option is applied to all activities in a
schedule when it is calculated,
ƒ Open the Advanced Schedule Options form by
selecting Tools, Schedule… and clicking on the
button where the options are found under When
scheduling progressed activities use:
Page 109
Progress Override
• In the following example, the Finish-to-Start
relationship between the predecessor and successor is
disregarded, and the unworked portion of the activity
(the Remaining Duration) continues before the
predecessor has finished,
• The relationship is not a driving relationship and DOES
NOT form part of the critical path in the example
following. The predecessor in the following example has
float:
Page 111
Calculate start-to-start lag
from: Scheduling Option
The successor of an activity with a Start-to-Start and
positive lag would start after the lag has expired. When
the predecessor commences out of sequence the lag
may be calculated from the predecessor calculated Early
Start or the Actual start,
The Actual Start gives a less conservative schedule:
The Early Start gives a more conservative schedule:
Page 113
Retained Logic
• In the example following, the relationship is
maintained between the predecessor and successor
for the unworked portion of the activity (the
Remaining Duration) and continued after the
predecessor has finished,
• In the following example the relationship forms part
of the critical path and the predecessor has no float:
Page 110
Actual Dates
• This function operates when there is an activity with
Actual Start Dates in the future, which is not logical
• With this option the remaining duration of an in-
progress activity is calculated after the activity with
actuals:
• Retained Logic
• Progress Override
• Actual Dates
Page 112
Define critical activities as
ƒ Total Float less than or equal to set to zero
ƒ Total Float less than or equal to 1 day or Longest Path
would result in the picture below:
Page 114
19
 Calculate float based on finish
Compute Total Float as
date of
There are three options for this calculation:
New to Primavera Version 6.2:
ƒ Start Float = Late Start – Early Start
ƒ Each project
ƒ Opened projects

ƒ Finish Float = Late Finish – Early Finish

ƒ Smallest of Start Float and Finish Float

ƒ Note: It can be seen from the pictures above that the
Total Float bar only displays the Finish Float.
Page 115 Page 116

Calendar for scheduling Tracking Progress

Relationship Lag
ƒ There are four calendar options for the calculation of
ƒ The instructor will demonstrate the software
the lag for all activities: functions.
ƒ Successor Activity Calendar is the default, or

ƒ Predecessor Activity Calendar, or

ƒ 24 Hour, or
ƒ Project Default Calendar.

Page 117 Page 118

User and Administration Preferences

The Whole Picture This allows access to Global
A Global Security Profile data such as EPS, OBS etc.
and Scheduling Options
This allows access to one or
more Projects
A person is A Project Security Profile
Topics: created as a for each assigned OBS Node
User and is This allows access to one or
ƒ User Preferences assigned a more Project WBS Nodes
ƒ Admin Menu Password
that the user Access to a Resource Node Allows the assigning of
ƒ Miscellaneous Defaults may change Resources under this Node
and is
ƒ Admin Preferences assigned:
Allows the software to be
ƒ Scheduling Options A software license
started
ƒ Admin Categories.
A optional Resource ID This allows Timesheeting

A Role may
be assigned
A Resource ID may be This allows Timesheet
to one or
assigned as a Timesheet approval
more
approval Manager
Resources
Page 119 Page 120

20
 Module 17 – Creating Roles
User and Administration Preferences and Resources
and Scheduling Options
Topics:
ƒ The instructor will demonstrate the software ƒ Understanding Resources
functions.
ƒ Creating Roles
g Resources and the Resources Workspace
ƒ Creating p
ƒ Editing Resource Calendars
ƒ Workshop 14 - Adding Roles and Resources.

Page 121 Page 122

Understanding and Roles and Understanding and Roles and

Resources Resources
The following steps should be followed to create and use
ƒ Traditionally, planning and scheduling software defines a resources in a Primavera schedule:
Resource as something or someone that is required to
complete the activity and sometimes has limited ƒ Create the resources in the Resource Workspace,
availability. This includes people or groups of people, ƒ Create the Roles, if required, in the Roles form,
materials, equipment and money,
ƒ Assign
A i Resources
R to
t Roles
R l from
f either
ith the
th Resource
R
ƒ Primavera a has a function titled Roles, Workspace or the Roles form,
ƒ A Role is normally used at the planning stage of a ƒ Manipulate the Resource Calendars if resources have
project and represents a skill or position. Later, and special timing requirements,
before the activity begins, a Role would be filled by
assigning a specific individual who would be defined as a ƒ Assign resources to Activities and review the resource
resource, loading.
ƒ Roles may be assigned to both Resources and Activities.

Page 123 Page 124

How to Use Resources Creating and Assigning Roles,

ƒ Individual Resources – Individual people often Resources and Expenses
responsible for completing the activity or tasks associated
with activities to which they have been assigned,
ƒ The instructor will demonstrate the software
ƒ Group Resources – Represent groups of people, such as functions.
trades or disciplines on a construction site,
ƒ Crews – Representing a mix of trades and mobile
equipment,
ƒ Input Resources – These resources are required to
complete the work and represent the project costs,
ƒ Output Resources – These could be the project
deliverables or outcomes and could have a direct
relationship to the project income.

Page 125 Page 126

21
 Module 18 – Assigning Roles,
Resources and Expenses
Topics:
ƒ Understanding Resource Calculations and Terminology
ƒ Project Workspace Resource Preferences
ƒ User Preferences Applicable to Assigning Resources
ƒ Activity Workspace Resource Preferences and Defaults
ƒ Assigning and Removing Roles and Resources
ƒ Expenses
ƒ Suggested Setup for Creating a Resourced Schedule
ƒ Workshop 15 Assigning Roles and Resources to Activities.
Understanding Resource
Calculations and Terminology
ƒ A Resource has three principal components after it
has been assigned to an Activity:
ƒ Quantity, in terms of Work in hours or days or
Material quantities required to complete the activity,
which are referred to as Units by Primavera,
ƒ The Resource Unit Rate is termed Price/Unit in
Primavera and
ƒ Cost, which is calculated from the Resource Unit Rate
x Units.

Page 127 Page 128

ƒ Each Resource and Expense has the same four fields for
Costs and Units: Budget, Remaining, Actual and At
Completion, ƒ The Budget values for Costs and Units are linked to the At
ƒ When an activity is Not Started and the % Complete is zero Completion values until:
then: ƒ An Activity has been marked as Started or has a % Complete,
ƒ Budget may be linked to Remaining and At Completion and or
therefore a change to one will change the other two and they ƒ The Link Budget and At Completion for not started
will always be equal, and activities in the Project Workspace, Calculations tab is
ƒ Actual will be zero, unchecked, see the following picture,
ƒ When the activity is marked Started and would normally be ƒ N
Note:
t This
Thi this
thi function
f ti also
l unlinks
li k OOriginal
i i l and
dRRemaining
i i
In-Progress and the % Complete is between 1% and 99% Durations:
then:
ƒ Budget becomes unlinked from Remaining and At
Completion, and
ƒ At Completion = Actual + Remaining and have a link to %
Complete,
ƒ When the activity is Complete and the % Complete is
100% then:
ƒ Remaining is set to zero, and
ƒ At Completion = Actual.
Page 129 Page 130

Project Workspace Resource Project Workspace Resource

Preferences Preferences
The Resources tab in the Projects Workspace: ƒ Drive activity dates by default allows the Activity
ƒ Timesheets. This sets the defaults for the Timesheet, if it Original Duration Resource duration to be unlinked and a
has been implemented, resource to be scheduled outside an activity duration, see
next slide,
ƒ Assignment Defaults. There are five Resource Rates
available in Primavera ; one rate may be set as a project ƒ Resources can be assigned to the same activity more
default. After assignment to an activity, the Resource Rate than once box enables a resource to be assigned to an
may be changed using the Rate Type field in the activity more than
h once. This
h is covered
d in more detail
d l in a
Resources tab of the Activities Workspace. later slide.

Page 131 Page 132

22
 Drive activity dates by default Calculations Tab
ƒ Activities – Default Price/Unit for activities without
ƒ When this option is switched OFF it is possible for a resource Price/Units assignees a rate when:
resource to calculate outside the activity duration, ƒ A resource or role does not have a rate, or
ƒ When it is switched ON the resource durations are ƒ Activity has quantities set in the Project, Status tab but no
linked to the activity duration: resources then the resource rate may be set in this tab,
ƒ Note: Be careful if you change this rate as it is linked,
ƒ The other functions in this tab affect the updating
p g of
resourced activities and are covered in the Updating a
Resourced Schedule chapter.

Page 133 Page 134

User Preferences Applicable to User Preferences Applicable to

Assigning Resources Assigning Resources
ƒ Select Edit, User Preferences… to open the User Preferences
ƒ Select Edit, User Preferences… to open the User form Resource Assignments,
Preferences form and select Units/Time Format, ƒ The Calculations tab has two Resource Assignment options:
ƒ Select the Time Units tab. The Units/Time Format enables ƒ Preserve the Units, Duration, and Units/Time for existing
assignments. With this option as Resources are added or deleted the
Microsoft Project style formatting of Resource/Time Format total number of hours assigned to an activity increases or decreases.
showing Resource utilization as either: Each Resource’s hours are calculated independently.
ƒ A percentage, 200% would be two resources, or ƒ Recalculate
R l l t the
th Units,
U it Duration,
D ti andd Units/Time
U it /Ti for
f existing
i ti
assignments based on the activity Duration Type. The total
ƒ As units per duration, such as 2h/h. number of hours assigned to an activity will stay constant as second
and subsequent resources are added or removed from an activity.
ƒ Note: This function does not work when the Activity Type is
Fixed Duration and Units/Time.

Page 135 Page 136

User Preferences Applicable to Activity Workspace Resource

Assigning Resources Preferences and Defaults
ƒ The Status form has a section titled Labor Units at
ƒ Select Edit, User Preferences… to open the User the right side as seen in the following picture. The
Preferences form Assignment Staffing, drop down menu enables you to select which data is
to be displayed in this section of the form,
ƒ The Assignment Staffing option are self
explanatory and should be considered carefully when ƒ It is possible to enter a Labor Unit value in the
resources and roles have different rates. If the are Status tab and not assign a resource. When a
not understood and set correctly the resource may resource is
i assigned
i d the
th resource will
ill adopt
d t this
thi value
l
in the Status tab,
end up with the incorrect unit rate when assigned to
a Role or existing Resource, ƒ Note: When there is no
resource assigned the
ƒ Note: When two users have Labour Cost is calculated
different settings this may from the Project Workspace,
result in a schedule having Calculations tab Activities
two different rates for the Default Price / Unit for
same resource. activities without resource
or role Price / Units.

Page 137 Page 138

23
 Activity Type
The following task types are available:
ƒ Task Dependent – ignores resource calendars,
ƒ Resource Dependent – like P3 and SureTrak
Independent Activities but acknowledges the Activity
Calendar for the start of a task,
ƒ Level of Effort (LOE) – similar to P3 and SureTrak
H
Hammocks k b butt may also
l span from
f the
th finish
fi i h off one task
t k
to the start of another and span a gap,
ƒ Start Milestone – scheduled at the start of a work
period and has a start date and time and no finish date
and time,
ƒ Finish Milestone – scheduled at the finish of a work
period and has a finish date and time and no start date
and time,
ƒ WBS Summary Activity – spans all other activities
with the same or lower level WBS code, the same as a
Page 139P3 and SureTrak WBS Summary Activity.
Assigning a Resource to an Activity
More Than Once
ƒ The option in the Projects Workspace Resources
tab under the Resources Assignments heading
enables a resource to be assigned more than once to
an activity,
ƒ A resource could be assigned
g to work at the start of
an activity and then in conjunction with Resource
Lag work again at the end of an activity,
ƒ This could be used for a crane to be available for the
first and last day of a task.
Page 141
Resource Lag
ƒ A Resource may be assigned a Lag, the duration from
the start of the activity to the point at which the
Resource commences work,
ƒ In the following example the Activity Duration is 12
days, which is calculated from Angela Lowe’s
Resource Original Lag of 7 days and Resource
O i i l Duration
Original D ti off 5 days:
d ƒ Training courses,
Page 143
Duration Type
ƒ The Duration Type becomes effective after a resource has
been assigned to an activity,
ƒ The Duration Type is set in the Defaults tab in the
Projects Workspace and all new activities are assigned
this Duration Type,
ƒ The Duration Type for each new activity may be changed
in the General tab in the Activities Workspace or by
di l i
displaying th
the Duration
D ti Type
T column,
l
ƒ Note: The Duration Type works in conjunction with the
Edit, User Preferences, Calculations, Resource
Assignments option.
Page 140
Activity Durations
ƒ An Activity Duration is adopted from the longest
Resource Duration,
ƒ When more than one Resource has been assigned to
an activity with different Units and/or Units/Time, the
Resources many have different durations,
ƒ In the following example the Activity Duration is 10
days, which is calculated from David William’s
Resource Original Duration of 10 days:
Page 142
Expenses
ƒ Expenses are intended to be used for one off non-
resource type costs and could include:
ƒ Purchase of office equipment to set up a project office,
ƒ Travel costs,
ƒ Payment for a consultant’s report,
ƒ Insurance costs, and
ƒ Expenses may be created using the:
ƒ Expenses Workspace and assigned to an activity, or
ƒ Created in the Expenses tab of an activity,
ƒ Expenses may have a quantity and a unit price,
ƒ Expenses costs may be seen in the Activity Usage
Spread Sheet and Activity Usage Profile but NOT
in the Resource Usage Spread Sheet and
Resource Usage Profile.
Page 144
24
 Setup for Creating a Resourced Assigning Roles, Resources
Schedule and Expenses
ƒ The simplest calculation options should be used as a
default, and more complex options considered only when
there is a specific scheduling requirement, ƒ The instructor will demonstrate the software
ƒ It is important to set all the parameters before the
functions.
activities are added otherwise a lot of time is wasted
changing parameters on a number of activities:
ƒ Set the Units/Time format in the User Preferences, Time
Units tab,
ƒ Set the Resource Assignments option in the User
Preferences form Calculations tab,
ƒ Set the default Activity Type in the Project Workspace,
Defaults tab,
ƒ Set the default Duration Type in the Project Workspace,
Defaults tab,
ƒ Set the default Percent Complete Type in the Project
Workspace, Defaults tab,
ƒ Set the default Resource Assignment Defaults in the
Project Workspace, Resource tab.
Page 145 Page 146

Module 19 – Resource
Optimization Why Optimise Resources
Topics:
ƒ Reviewing Resource Loading The schedule may be resource optimized to:
ƒ Editing the Resource Usage Spreadsheet ƒ Reduce peaks and smooth the resource
ƒ Methods of Resolving Resource Peaks and Conflicts requirements, thus reducing the mobilization and
ƒ Resource Levelling demobilization costs, or to reduce the demand for
site facilities,, or
ƒ R
Resource L
Levelling
lli F
Function
ti
ƒ Levelling Examples ƒ Reduce resource demand to the available number of
resources, or
ƒ Resource Shifts
ƒ Guidelines for Levelling ƒ Reduce demand to an available cash flow when a
project is financed on income.
ƒ What to Look For if Resources Are Not Levelling
ƒ Resource Curves
ƒ Workshop 16 – Resource Optimization.

Page 147 Page 148

Methods of Resolving Resource Peaks

and Conflicts Methods of Resource Leveling
ƒ Revising the Project Plan, ƒ Turning off Automatic Calculation and Dragging
Activities,
ƒ Duration Change,
ƒ Constraining Activities,
ƒ Resource Substitution,
ƒ Sequencing Logic, or
ƒ Increase Working Time,
ƒ Leveling Primavera function:
ƒ Split an activity around peaks in demand,
ƒ The Resource Leveling function enables the optimization
ƒ Leveling the schedule, of resource use by delaying activities until resources
ƒ Resource Curves, or become available, thus reducing the peaks in resource
requirements.
ƒ Manually Editing the Resource Spreadsheet may
ƒ The leveling function should be used by novices with
assist in some instances.
extreme caution.

Page 149 Page 150

25

Resource Optimization
ƒ The instructor will demonstrate the software
functions.
Page 151
Updating a Resourced Schedule
ƒ It is often considered best practice to update a
project between 10 and 20 times in its lifecycle.
Some companies update schedules to correspond
with accounting periods, which are normally every
month. This frequency is often too long for projects
that are less than a year in duration, as too much
change
h may happen
h in
i one month.th Therefore,
Th f more
frequent updating may identify problems earlier,
ƒ Updating a project with resources employs a number
of preferences and options, which are very interactive
and will require a significant amount of practice by a
user to understand and master them,
ƒ It must be decided if the software will calculate the
Actual costs and units from the percentage complete
or if this data is to be collected and entered into the
software.
Page 153
Updating a Resourced Schedule
Updating a project with resources takes place in two
distinct steps:
1. The dates, durations and relationships are updated
using the methods outlined in the Tracking Progress
chapter, and
2. The Resource, Expenses Units (hours and quantities)
and Costs, both the Actual to Date and To Complete,
are then updated. These values may be automatically
updated by Primavera from the % Complete or
imported from accounting and timesheet systems or
updated by the Primavera Timesheet system.
Page 155
Module 20 – Updating a
Resourced Schedule
Topics:
ƒ Understanding Budget Values and Baseline Projects
ƒ Store Period Performance
ƒ Understanding the Current Data Date
ƒ Information Required to Update a Resourced Schedule
ƒ Project Workspace Defaults for Updating a Resourced Schedule
ƒ Activity Workspace - Percent Complete Types
ƒ Using Steps to Calculate Activity Percent Complete
ƒ Updating the Schedule
ƒ Updating Resources and Updating Expenses
ƒ Workshop 17 – Updating a Resourced Schedule.
Page 152
Preparing to Update a Resourced
Schedule
After this course and before working on a live project,
inexperienced users should gain confidence with the
software by:
ƒ Creating a new project and setting the Defaults,
Preferences and Options to reflect the method you
wish to enter information and how you want Primavera
to calculate the project data,
ƒ Creating two or three activities and then assigning two
or three resources to each activity,
ƒ Update the Activities and Resources as if you were
updating a schedule and observe the results,
ƒ Alter the preferences and defaults if you are not
receiving the result you require. Re-update and note the
preferences and defaults for future reference.
Page 154
Cost and Units Budget Values
ƒ The Budget Values in Primavera are assigned to both
Units and Costs for each Resource and Expense at the
time the Resource or Expense is assigned to an
Activity,
ƒ Budget
g Values reside in the current p
project
j and in all
Baseline Projects,
ƒ The Budget values may be linked to the At
Completion values when an activity has not
commenced but after the activity is in-progress by
being marked as Started or having a % Complete
these values become unlinked.
Page 156
26

Baseline Project and Values
ƒ A Baseline project is a complete copy of a project
including the relationships, resource assignments and
expenses,
ƒ The Baseline values are values against which project
progress
p g is measured. All these values may
y be read
by and compared with the current project values and
show variances from the original plan,
ƒ A Baseline would normally be created prior to
updating a project for the first time and
ƒ The Primavera Variance columns use Baseline data
from Baseline Projects to calculate variances.
Page 157
Information Required to Update a
Resourced Schedule
ƒ Activities completed in the update period:
ƒ Actual Start date of the activity,
ƒ Actual Finish date of the activity,
ƒ Actual Costs and Quantities (Units) consumed or spent on Labor
Resources, Material Resources and Expense. These may be
calculated by the software or collected and entered into the
software,
ƒ Activities commenced in the update period:
ƒ Actual Start date of the activity,
ƒ Remaining Duration or Expected Finish date,
ƒ Actual Costs and/or Actual Quantities. These may be calculated
by the software or collected and entered into the software,
ƒ Quantities to Complete and Costs to Complete. These may be
calculated by the software or collected and entered into the
software,
ƒ Activities Not Commenced:
ƒ Changes in Logic or Constraints, or
ƒ Changes in Duration, or
ƒ Changes in estimated Costs, Hours or Quantities.
Page 159
Project Workspace Calculations
Tab Activities Section
ƒ Default Price/Unit for activities without
resource Price/Units. Covered in the last module,
ƒ Activity percent complete based on activity
steps. The Primavera Step function enables activities
to be broken down into elements called Steps. Each
element earns a designated % Complete when the
Step is marked as complete. Physical % Complete
must be selected to use Steps.
Page 161
Understanding the Current Data
Date
ƒ The Current Data Date is the date that divides the
past from the future in the schedule. It is not normally
in the future but is often in the recent past due to the
time it may take to collect the information required to
update the schedule,
ƒ Actual Costs and Quantities/Hours or Actual Work
occur before the data date,
ƒ Costs and Quantities/Hours to Complete or Work
to Complete are scheduled after the Data Date,
ƒ Actual Duration is calculated from the Actual Start
to the Current Data Date,
ƒ Remaining Duration is the duration required to
complete an activity. The Early Finish date of an in-
progress activity is normally calculated from the
Current Data Date and the Remaining Duration.
Page 158
Other Considerations
ƒ Primavera may calculate Actual Costs and the Costs to
Complete by turning on a relationship between the Units
and Resource Units,
ƒ A marked-up copy of the schedule recording the progress
of the current schedule is often produced prior to updating
the data with Primavera. Ideally, the mark-up should be
prepared
p p by
y a physical
p y inspection
p of the work or by
ya
person who intimately knows the work, although that is not
always possible,
ƒ Often a Updating Report or mark-up sheet is distributed to
the people responsible for marking up the project’s
progress,
ƒ Other electronic methods, such as the Primavera Timesheet
system or an e-mail based system with spreadsheet or pdf
attachments, may be employed to collect the data.
Irrespective of the method used, the same data needs to
be collected,
ƒ It is recommended that only one person update each
schedule.
Page 160
Project Workspace Calculations
Tab Activities Section
ƒ Unchecking Link Budget and At Completion for not
started activities enables the user to re-estimate the cost or
quantities of unstarted activities while preserving the
Original Budget of an activity.
ƒ This also unlinks the Original Duration from the At
Completion Duration for un-started activities,
ƒ The next two options Reset Original Durations and Units
to Remaining and Reset Remaining Duration and Units
to Original determine how the Original Duration and Units
are set when progress is removed from activities.
Page 162
27
 Project Workspace Calculations
Tab Resource Assignments Section
ƒ When updating Actual Units or Costs. There are two
options:
ƒ Add Actual to Remaining. When Actual Costs are entered,
the At Completion increases by the amount of the Actual Costs,
ƒ Subtract Actual from At Completion. When Actual Costs are
entered, the At Complete does not change and the To
p
Complete is reduced by
y the value of the Actual,,
ƒ Recalculate Actual Units and Cost when duration %
complete changes. This option links the % Complete of
Duration Type activities to the Actual and To Complete,
thus an increase in % Complete will increase the Actual and
decrease the To Complete values.
Project Workspace Calculations
Tab Resource Assignments Section
ƒ Update units when costs change on resource assignments.
ƒ With this option checked a change in Costs will recalculate the Units,
ƒ With this option unchecked, a change in costs may be made independently
of units after units have been changed,
ƒ Link Actual and Actual This Period Units and Cost. With this
option checked, when you enter an Actual this period, the Actual
to date will be calculated by increasing the original value by the
value
l off the
th Actual
A t l this
thi period.
i d
ƒ Alternatively, you may enter the Actual to date and Primavera will
calculate the Actual this period. When unchecked, the two fields are
unlinked and you may enter any figure in each field. This option is
grayed out if the project is not open and is used to fix errors in data
entry when Period Actuals are being recorded.

Page 163 Page 164

Using Steps to Calculate Activity

Percent Complete Types Percent Complete
ƒ An activity percent complete may be defined by using
ƒ The default is adopted from the setting in the steps. A Step is a measurable or identifiable task required
Defaults tab in the Projects Workspace, to complete an activity,
ƒ A Step template may be created by selecting Enterprise,
ƒ Physical Activity Step Template…. to open the Activity Step
ƒ Duration Templates form,
ƒ Check the Activity percent complete based on steps check
ƒ Units
U it
box in the Projects Workspace, Calculations tab,
ƒ Physical % Complete must be used when Steps are ƒ Select the Physical in the % Complete Type for each activity
being used to record progress, that is to be measured by steps in the General tab of Activity
Workspace,
ƒ Units % Complete becomes active once resources are
ƒ Select the Steps tab in the Activity Workspace to use Steps:
assigned.

Page 165 Page 166

Preferences, Defaults and Options for

Updating a Project Updating Resources
ƒ The following options to be considered and checked
before updating a schedule: ƒ There are many permutations available for calculating
resource data,
ƒ % Complete Type,
ƒ Due to the number of options available in Primavera,
ƒ Activity Type,
it is not feasible to document all the combinations
ƒ Project Workspace Calculations tab, available for resource calculation,,
ƒ Duration Type, ƒ Resource units and costs may be updated by either:
ƒ Timesheets,
ƒ Estimating Progress Automatically, a process titled
ƒ Resources Cost Calculation, Applying Actuals, or
ƒ Resource Workspace Details Tab, ƒ Entering the data using the Resource tab in the
Activities Workspace, or
ƒ Advanced Schedule Options and
ƒ Entering the data using the right section of the General
ƒ Steps.
tab in the Activities Workspace.

Page 167 Page 168

28
 Updating a Resourced
Store Period Performance
Schedule
ƒ This new function to Primavera Version 5.0 enables: ƒ The instructor will demonstrate the software
ƒ The creation of user definable financial periods, say functions.
monthly or weekly, and
ƒ The ability to record the actual and earned costs and
quantities for each period,
ƒ Therefore, actual costs and quantities which span
over more than one past period will be accurately
reflected per period in all reports,
ƒ If Store Period Performance is not used then the
actuals are spread equally over the actual duration of
an activity, which may not accurately reflect when
the work performed and what was achieved in each
period,
ƒ These Periods apply to all projects in the database.

Page 169 Page 170

Module 21 – Other Methods of Understanding Project Breakdown

Organizing Project Data Structures
Topics: ƒ A Project Breakdown Structure represents a
hierarchical breakdown of a project into logical
ƒ Understanding Project Breakdown Structures
functional elements. Some organizations have highly
ƒ Activity Codes organized and disciplined structures with “rules” for
ƒ User Defined Fields creating and coding the elements of the structure.
Some clients also impose a WBS code on a contractor
ƒ Project Phase or WBS Category
for reporting and/or claiming payments,
ƒ Resource Codes
ƒ The following are examples of such structures.
ƒ Cost Accounts
ƒ Owner Activity Attribute
ƒ EPS Level Activity Codes
ƒ Workshop 21 – Activity Codes and User Defined Fields.

Page 171 Page 172

Understanding Project Breakdown Other Methods of Organizing

Structures Project Data
WBS Work Breakdown Structure, breaks down the project into the
elements of work required to deliver a project, ƒ The instructor will demonstrate the software
COA Code of Accounts, also known as Cost Breakdown Structure. functions.
Often this contains costs that are not included in a schedule,
such as insurances and overheads. The WBS would in this
situation represent part of the COA,
OBS g
Organization Breakdown Structure,, shows the hierarchical
management structure of a project. Primavera has a predefined
field for this breakdown structure,
CBS Contract Breakdown Structure, shows the breakdown of
contracts into elements,
SBS System Breakdown Structure, a System Engineering
method of breaking down a complex system into elements,
PBS Product Breakdown Structure, a PRINCE2 term used for the
breakdown of project deliverables under two headings of Project
Management and Specialists products.

Page 173 Page 174

29
 Module 22 – Global Change Introduction into Global
and Utilities Change and Utilities
Topics:
ƒ Global Change is a facility for changing more than one
ƒ The Basic Concepts of Global Change
data item in one step. Examples of uses of Global
ƒ Specifying the Change Statements Change are:
ƒ Examples of Simple Global Changes
ƒ Assigning Resources to Roles,
ƒ Selecting the Activities for the Global Change
ƒ Increasing or decreasing durations of selected activities by
ƒ Temporary Values and Global Change Functions a factor,
ƒ Reflection Projects ƒ Creating new activity descriptions by placing activity codes
ƒ Advanced Scheduling Options at the beginning or at the end of the original description
ƒ Audit Trail Columns ƒ Removing constraints,
ƒ Excel Import and Export Tool ƒ Changing Calendars.The instructor will demonstrate the
ƒ Project Import and Export and Check In and Check Out software functions.
ƒ Workshop 19 – Global Change.

Page 175 Page 176

Module 23 – Managing the

Global Change and Utilities
Enterprise Environment
ƒ The instructor will demonstrate the software Topics:
functions. ƒ Multiple User Data Display Issues
ƒ Enterprise Project Structure (EPS)
ƒ Portfolios
ƒ Organizational Breakdown Structure – OBS
ƒ Users, Security Profiles and Organizational Breakdown Structure
ƒ Project Codes
ƒ Filtering, Grouping and Sorting Projects in the Projects Workspace
ƒ Project Durations in the Project Workspace
ƒ Why Are Some Data Fields Gray and Cannot Be Edited?
ƒ Summarizing Projects
ƒ Job Services
ƒ Tracking Workspace.

Page 177 Page 178

Managing the Enterprise Module 24 – Multiple Project

Environment Scheduling
ƒ The instructor will demonstrate the software Topics:
functions.
ƒ Multiple Projects in One Primavera Project
ƒ Multiple Primavera Projects Representing One Project
ƒ Setting Up Primavera Projects as Sub-projects
ƒ Refresh Data
ƒ Who Has the Project Open?
ƒ Setting Baselines for Multiple Projects.

Page 179 Page 180

30
 Multiple Project Baseline Multiple Project Scheduling
ƒ The instructor will demonstrate the software
functions.

Page 181 Page 182

Module 25 - Utilities Utilities

ƒ Reflection Projects ƒ The instructor will demonstrate the software
functions.
ƒ Advanced Scheduling Options
ƒ Audit Trail Columns
ƒ Excel Import and Export Tool
ƒ Project Import and Export
ƒ Check In and Check Out.

Page 183 Page 184

Review Expectations
ƒ Complete Feedback Sheet
ƒ Have we met your expectations?

Thank y
you for attending
g

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31