Category Archives: Primavera Administration

Risk-based Planning and Scheduling Slides (SAIT Presentation)

101116 Risk-based Planning & Scheduling (My SAIT Slides) from RUFRAN FRAGO, P. Eng., PMP®, CCP, RMP®, Author Advertisements

Posted in Analysis, Baseline Management, Business, Causes and effects, Construction Management, Critical Path, Critical Path Management, Data Assessment, Data Maturity, Decision Making, Deterministic Schedule, E-Touch Up, E-Touch Up Products, Information Maturity, Integrated Schedule, Integration, Issues and Problems, Managing Constraints, Opportunities, Planning and Scheduling, Primavera Administration, Program Management, Program Schedule, Progress Measurement, Project Management, Risk Assessment and Treatment, Risk-based Management, rufran frago, Rufran's Blogs, Schedule Baseline, Threats | Tagged , , , , , , | Leave a comment

Project Schedule Baseline Top Ten Prerequisites

Baseline prerequisites:
1. The baseline schedule shall represent the most likely schedule

The baseline schedule is the most-likely schedule. It does not have built-in float, buffer duration, or/and dummy activities. It is neither optimistic nor pessimistic (tight or lax).

Reminder:

It has full complement of qualified resources, with no embedded risk or any built-in schedule contingency.

2. An official project BL Schedule shall be a result of Interactive Planning

All baselines set from Gate 2 onward shall be the result of an interactive planning session.

3. Schedule scope shall equal plan scope

The plan scope shall be the same scope reflected in the baseline schedule that follows. Planned scope and the scheduled scope must be in alignment. A schedule cannot have more than the scope in the plan. Otherwise, the project faces a problem (Frago, Schedule Baseline Dilemma Part 1, 2015).

Read the whole article for complete list! Continue reading

Posted in Analysis, Baseline Management, Business, Causes and effects, Construction Management, Data Assessment, Data Maturity, earned value, Execution Strategy, Information Maturity, Integrated Schedule, Integration, Issues and Problems, Managing Assumptions, Planning and Scheduling, Primavera Administration, Program Management, Program Schedule, Progress Measurement, Project Management, Quality Management, Risk Assessment and Treatment, Risk-based Management, rufran frago, Rufran's Blogs, Schedule Baseline, Threats, Tools, Type of Analysis, Uncategorized, Variance Analysis | Tagged , , , , , , , , , , , , , , , , | 1 Comment

Ten Cardinal Rules to Good Schedule BL Management

When client and contractor start throwing accusations against each other surrounding schedule baseline, one can easily conclude that a problem or issue is brewing. It can turn into big risks (Frago, Schedule Baseline Dilemma Part 1, 2015). Resolving the contentions between opposing parties can take long and potentially, can end in disaster.

To prevent such occurrence, the project must start with the right foot forward. The project manager, all his planners, and schedulers, including his contract administrators must have a solid understanding on how the project intends to manage schedule baselines.

If baseline management is not part of the plan, the project is trekking on dangerous territory. Continue reading

Posted in Analysis, Baseline Management, Business, Causes and effects, Construction Management, Integrated Schedule, Issues and Problems, Planning and Scheduling, Primavera Administration, Program Management, Program Schedule, Progress Measurement, Project Management, Risk Assessment and Treatment, rufran frago, Rufran's Blogs, Schedule Baseline, Threats, Uncategorized, Variance Analysis | Tagged , , , , , , , , , , , , , , | 1 Comment

Effects of Constraints to Critical Path

Identifying and validating project constraints affecting the schedule is an important part of monitoring and control. Constraints for the most part are project assumptions.

Treat them with caution and respect.

“Once started, the project is actually operating under three big traditional major constraints* of cost, time, and scope (*note that PMBOK had recently came up with six constraints).

Constraints imposed on activities are multiple limitations that will most likely further make it challenging and difficult to manage time.”

The critical path ultimately dictates the duration of the project. For this reason, a planning and scheduling person has to understand how constraints affect the schedule.
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Posted in Analysis, Business, Construction Management, Critical Path, Critical Path Management, Data Assessment, Data Maturity, Information Maturity, Integrated Schedule, Issues and Problems, Longest Path, Managing Assumptions, Managing Constraints, Monitoring, Planning and Scheduling, Primavera Administration, Program Management, Program Schedule, Project Management, Quality Management, Risk Assessment and Treatment, Risk-based Management, rufran frago, Rufran's Blogs, Uncategorized | Tagged , , , , , , , , , , , , , , , | 1 Comment

Schedule Critical Path

Pencil pushers and computer jockeys are people who do not know what is going on around them, but moved only by the task to transfer listed data into the system.

Does this mean that the term critical path is but a salesperson word? Continue reading

Posted in Analysis, Business, Causes and effects, Critical Path, Critical Path Management, Data Assessment, Execution Strategy, Integrated Schedule, Integration, Issues and Problems, Longest Path, P6 Issues, Planning and Scheduling, Primavera Administration, Program Schedule, Risk-based Management, rufran frago, Rufran's Blogs, Threats, Type of Analysis, Uncategorized | Tagged , , , , , , , , , , , , | Leave a comment

Integrated Schedule, a Must Have in Program Management

Program management is the process of managing several related projects typically to enhance an organization’s outlook, better its industry reputation, to improve overall productivity and to avail of long-term opportunities.

Management of interdependent multiple projects call for an integrated approach. Interdependent in a sense that some activities of one project cannot start or finish without the predecessor project activities completed. For small to medium size program portfolio, effectively managing the overall and overarching schedule can still be quite challenging for Project Managers.

Program managers have to find a method of doing away the time-consuming collection of data by offering a common database of information and the same scheduling environment with “what you see is what you get” quality. Without such interface relationships crossing individual project schedules, a fast and accurate identification of critical work becomes manual, tedious, and lengthy if not impossible. Continue reading

Posted in Business, Construction Management, Data Maturity, Execution Strategy, Information Maturity, Integrated Schedule, Integration, Planning and Scheduling, Primavera Administration, Program Management, Program Schedule, Project Management, Reporting, Risk-based Management, rufran frago, Rufran's Blogs, Uncategorized | Tagged , , , , , , , , , | 1 Comment

POBS ISSUE: Slows the Primavera Process of Export and Import

Point of Concern This problem is at it again. This POBS issue keeps coming back even after periodic cleanups of the Primavera database table they are populating. It has affected our P6 User’s productivity, wasting people’s time as they wait … Continue reading

Posted in Business, Causes and effects, P6 Issues, Planning and Scheduling, Primavera Administration, Risk Assessment and Treatment, Risk-based Management | Tagged , , , , , , , , , , , , , | Leave a comment