Professional Documents
Culture Documents
PROCEDURE
Primavera P6 planning & scheduling
00
Rev.
27.11.2014
Date
Cristian Lukacs
Prepared
Checked
Approved
Table of Contents
1.
SCOPE .............................................................................................................................................. 2
2.
PURPOSE.......................................................................................................................................... 2
3.
RESPONSIBILITIES ............................................................................................................................ 2
3.1 PROJECT MANAGERS/DEPUTY PROJECT MANAGERS ............................................... 2
3.2 DISCIPLINE LEADERS ............................................................................................................ 2
3.3 SITE MANAGER/CONSTRUCTION SUPERVISOR............................................................ 2
3.4 PROJECT PLANNER ................................................................................................................ 2
4.
5.
6.
1.
SCOPE
This procedure covers overall planning and scheduling for projects in Primavera P6
software.
2.
PURPOSE
The purpose of this procedure is to implement an effective and comprehensive
3.
RESPONSABILITIES
Under the direction of the Project Manager, the tasks related to planning, scheduling
and schedule updating are done by the Project Planner with input from Lead Discipline
Engineers and Site Representatives.
3.1 PROJECT MANAGERS/DEPUTY PROJECT MANAGERS
Project Managers evaluate and approve the selected measurement tools. Also they
ensure that the deliverables and milestones are adequate to measure engineering,
procurement, fabrication, construction, pre-commissioning and commissioning progress.
4.
SCHEDULE STRUCTURE
The schedules will be developed in compliance with milestones and data defined in
the Scope of Works and Contract. Project scheduling activities are implemented on a
hierarchical basis of levels, defined as follows:
Engineering
Procurement
Fabrication
Construction
These schedules cover all project phases by group of activities in each discipline.
They identify the main milestones necessary to reach the contractual objectives, the
main interfaces between the groups of tasks in each discipline, the duration of each main
step of the activity
The level 2 schedule, which is a synthesis of the level 3 schedule, is intended to
provide overall control of the job, defining milestone dates for engineering, procurement,
fabrication, transportation, installation/construction, pre-commissioning and commissioning
activities, and showing the major restraints and relationships between them.
- All the project milestones (the schedule milestones, and the common milestones of the
entire project) which will be linked with the activities required to meet them;
- The interfaces between engineering disciplines;
- The equipment and material deliveries;
- The priorities in the issue of construction drawings and the delivery of equipment/materials
taking into account the fabrication and erection sequences;
- The priorities in the issue of construction drawings and the delivery of equipment/materials
taking into account the fabrication sequences;
- The transportation, installation/construction, pre-commissioning and commissioning
activities.
5.
5.1.1 Decomposition
Decomposition is a technique used for dividing and subdividing the project scope and
project deliverables into smaller, more manageable parts. The work package is the work
defined at the lowest level of the WBS for which cost and duration can be estimated and
managed. The level of decomposition is often guided by the degree of control needed to
effectively manage the project. The level of detail for work packages will vary with the size
and complexity of the project and as requested by the beneficiary. Decomposition of the total
project work into work packages generally involves the following activities:
Identifying and analyzing the deliverables and related work;
Structuring and organizing the WBS;
Decomposing the upper WBS levels into lower-level detailed components;
Developing and assigning identification codes to the WBS components;
Verifying that the degree of decomposition of the deliverables is appropriate.
5.1.2 Expert Judgment
Expert judgment is often used to analyze the information needed to decompose the
project deliverables down into smaller component parts in order to create an effective WBS.
Such judgment and expertise is applied to technical details of the projects scope and
used to reconcile differences in opinion on how to best break down the overall scope of the
project. This level of expertise is provided by discipline leaders and site supervisors with
relevant training, knowledge and experience with similar projects.
Expert judgment can also come in the form of predefined templates that provide
guidance on how to effectively break down common deliverables. Such templates may be
industry or discipline specific or may come from experience gained in similar projects. The
project manager, in collaboration with the project team, then determines the final
decomposition of the project scope into the work packages that will be used to effectively
manage the work of the project.
activity ID, name, start and finish dates, constraints, expenses, predecessor and successor
relationships, resources, etc.
The activities are defined by the project planner with input from the discipline leaders
and project manager.
Finish to start (FS) relationship (when one activity ends the other begins);
Finish to finish (FF) relationship (when one activity ends the other can also end);
Start to start (SS) relationship (when one activity starts the other can also start);
Start to finish (SF) relationship (when one activity starts the other can end).
Labor
Non-labor
Material
Labor type resources are, as the name indicates the resources that come under time-based
usage. (E.g. mechanic, electrician, tin man, site engineer, etc.)
Non-labor resources are resources that can be placed under time-based usage like
equipment and machinery (E.g. crane, pump, backhoe, etc.)
Material resources unlike the above two are resources which are consumables in the
project. As the name shows, we can assign our material resources under this category. (E.g.
concrete, rebar, cables, etc.). This type of resource doesnt fall under time-based usage, but
must assign units of measure to them (E.g. cubic meters, linear meters, square meters, etc.)
schedule model that becomes the schedule control baseline for project control. The term,
Baseline typically refers to the accepted as-planned schedule. Primavera defines a baseline
as a snapshot of the project plan against which the projects cost, schedule and actual
performance can be measured, in other words, a complete copy of the original schedule
which provides a target against which a projects performance is tracked.
More than one baseline can be set depending on what it is needed for:
- Initial planning baseline;
- What-if project plan baseline;
- Mid-project status baseline.
Gant chart schedule showing the progress established on the basis of reference
schedule;
Critical path schedule, with the status of the actual progress and anticipated critical
activities;
6.
PROGRESS MEASUREMENT
The progress measurement procedure is divided as follows: