1st session of

Schedule Planning, Executing, and

Monitoring with Primavera P6
(include simple change management exposure)

Case Study :
Construction New Jetty RDMP Balikpapan

Prepared by: Ir. Arista Firsantoro, IPM,. PMP.

Overview
1st session (27 Jan 23, 19.00 – 22.00 WIB)
• Schedule basis memorandum development
• Work Breakdown Structure (WBS)
• Define Project Activities
2nd session (28 Jan 23, Pagi/Malam ) Develop Project
• Estimate Project Activities Duration Baseline
• Sequence Project Activities
3rd session (3 Feb 23, 19.00 – 22.00 WIB)
• Critical Path Method
• Earned Value Analysis
Monitoring
4th session (4 Feb 23, Pagi/Malam)
&
• Monitoring and Control (include reporting and change management).
Controlling
• Closing
5th session (10 Feb 23)
• Optional.
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Personal Information
a) Name : Arista Firsantoro
b) Company : Worley
c) Position : Lead Planner.
d) Current Project : Project Management Consultant RDMP Balikpapan
e) Certifications :
• Project Management Professional (PMP) - PMI
• Insinyur Professional Madya (IPM) – PII
• Ahli Madya Manajemen Proyek - LPJK
f) Email : afirsantoro@[Link]
g) Whatsapp : +6281230610151

3
From Where I Should Start???
1. DON’T JUMP INTO SCHEDULE DEVELOPMENT IN THE FIRST DAY YOU HIRED
2. Study the contract condition, scope of work, and battery limit. (Project Budget may
necessary)
3. Understand internal constraints (from organization, bid assumptions) & external
constraints (environment, regulation). (SIT DOWN WITH PROJECT MANAGER IS HIGHLY
IMPORTANT)
4. Understand project execution strategy include procurement strategy, construction
execution strategy.

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Schedule Basis Memorandum Development
• Schedule basis memorandum is a document that defines the basis for development of project
schedule and assists the project team in identifying any key elements, issues, and special
considerations (assumptions, exclusions, etc).
• Minimum contents :
a) Scope of work
b) Execution strategy (contracting/procurement strategy, constructability)
c) Key project milestone and key events
d) Planning basis (project calendar, resource calendar, productivity, equipment utilization,
equipment/modular/fabrication strategy, duration estimating, owner requirement, etc)
e) Assumptions and exclusions (weather considerations, etc).
f) Critical path
• Schedule basis memorandum is mandatory document before baseline is approved. For
certain project also can be not mandatory depends on requirement.
• Benefit schedule basis memorandum is will help to review assumption test during risk
assessment, help during contractual claim, etc.
• For reference, please see attached file. (38-R06 Documenting The Schedule Basis)
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Create Work Breakdown Structure (WBS)
A hierarchical decomposition of the total scope of
work to be carried out by project team to
Work Breakdown Structure (WBS) accomplish the project objectives and create the
required deliverables.
(PMBOK Guide 7th edition and The Standard Project Management)

Source for Create WBS

1. Project Management Plan
2. Organizational Process Asset (Template PMO, previous projects
experience)
3. Enterprise Environmental Factors (Standard Industrial, Research)
4. Purchase Order, Contracts (for small projects)

Tools and Technique for Create WBS

1. Expert Judgement
2. Decomposition
ATTENTION !!!
There is no standard how to
decompose the work. What is the best level of WBS should be made?
Up to work package level
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Create Work Breakdown Structure (WBS)
Continue to practice file

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Define Activities
• Define activities/steps under lowest level of WBS that describe how to create
deliverables.
• Good practice in define activities :
a) Specific (for ex : Foundation G-052-01, Steel structure erection Lv +20 to +45)
b) Valuable (for ex : Delivery concrete from offsite batching plant to site, it may not have value to
insert/create this into schedule)
c) Relevant (For ex : Monitoring progress another project. Although another project may have
interface with our project, it may not be relevant to insert/create this into schedule)
d) Time –Bound (For ex : Hiring manpower, update schedule revision 01, supervising subcontractor.
If these activities can be done along the project duration, it may not be necessary to
insert/create this into schedule) Source for Define activities
For example : 1. Project Management Plan
2. Organizational Process Asset (Template PMO, previous projects
experience)
3. Enterprise Environmental Factors (Standard Industrial, Research)

Tools and Technique for Define activities

1. Expert Judgment
2. Decomposition
3. Rolling Wave Planning
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4. Meetings
Define Activities
• Activities type
• Task dependent (based on activity calendar)
• Resource dependent (based on resource calendar)
• Milestone (Start & Finish)
• Level of Effort (for resource planning/leveling)
• Hammock

Level of Effort Hammock

VS

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Define Activities

Continue to practice file

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2nd session of
Schedule Planning, Executing, and
Monitoring with Primavera P6
(include simple change management exposure)

Case Study :
Construction New Jetty RDMP Balikpapan

Prepared by: Ir. Arista Firsantoro, IPM,. PMP.

Estimate Activities Duration
• Estimate duration needed to accomplish deliverables/work.
Source for estimate activities duration
1. Project Management Plan
2. Organizational Process Asset (Template PMO, previous projects experience)
3. Enterprise Environmental Factors (Standard Industrial, Research)

Tools and Technique for estimate activities duration

1. Expert Judgement
2. Analogous Estimate
3. Parametric Estimating
4. Three –point Estimating
5. Bottom-up Estimating

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Estimate Activities Duration
• Bottom-up Estimate. The best method for estimating but take long time.
• Analogous Estimate. Also known as Top-Bottom estimating, Benchmarking from actual
duration from previous similar projects.
• Parametric Estimate. Using productivity rate (100m3/day, 3 dia-inch/hours) then
multiplying by quantity of work.
• Three-point Estimate.

Triangular Distribution BETA/PERT Distribution

Expected Duration= Expected Duration=

O = Optimistic Duration, M = Most likely Duration, P = Pessimistic Duration

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Define Activities

Continue to practice file

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Sequence Activities
• Good practices in sequence activities :
1. At least one predecessor and one successor for every activities. More than one
predecessor/successor, increasing risk from schedule. The condition is known as path
convergence (predecessor) and path divergence (successor).
2. Avoid negative lags /lead as much as you can. Change logic/sequence is one of solution
to avoid.
3. Avoid Start to Finish (SF) as much as you can. ATTENTION !!!
Open End or Dangling resulting in
4. Avoid assigning hard constraint as much as you can. schedule inaccurate.
5. Be careful when use Level of Effort or Hammock.
6. Be selective for applying Constraints and fully understand their impacts to schedule
• Type of sequence activities :

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Sequence Activities
• Lead and Lags :
ATTENTION !!!
Extend fixed lags with
unanticipated consequence
is schedule risky.

Lead figures as negative value Lag figures as positive value

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Sequence Activities

Continue to practice file

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3rd session of
Schedule Planning, Executing, and
Monitoring with Primavera P6
(include simple change management exposure)

Case Study :
Construction New Jetty RDMP Balikpapan

Prepared by: Ir. Arista Firsantoro, IPM,. PMP.

 Develop Schedule (Critical Path Method)
Critical Path Method A method used to estimate the minimum project
duration and determine the amount of schedule
flexibility on network paths within the schedule model.
The sequence activities represent the longest path
through a project.
OR
A critical path can end on schedule milestone at any
ATTENTION !!!
All activities in the critical path
point within schedule model that has a finish-no-later-
normally high risk. than date constraint.
Multi Critical Path is allowed in
schedule practice. Practice Standard for Scheduling Third Edition. 2019. Project Management
Institute
• Floats
a) Total Floats. Floats that represent amount of time an activity’s early start date or
early finish date may be delayed without impacting the project end point.
b) Free Float . Floats that represent amount of time an activity’s early finish date may
be delayed without affecting any successor activity early start dates. 19
Develop Schedule (Critical Path Method)
• Schedule Compression Techniques :
a) Fast Tracking. Compression techniques of changing logic by overlapping
critical activities rather than working them strictly in sequence. Fast
tracking increase the risk of rework.
b) Crashing. Compression techniques by adding resources to critical
activities to shorten durations. Adding resources may or may not lead to
increases project cost but with least risk.
• Type Constraints :
a) Hard constraints (mandatory). For ex : mandatory start, mandatory
finish, start on, finish on.
b) Soft constraints. For ex : start/finish on-before, start/finish on-after. As
late as possible.
ATTENTION !!!
Date constraint should only be used
in limited application after careful
consideration and understand how
they will impact the project.
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Develop Schedule (Critical Path Method)
• Good practices in develop schedule/project baseline (DCMA 14 points
assessment) also known as health-checked, minimum :
1) Maximum 5% for dangling/Open-end of total activities.
2) Leads (negative lags) is not allowed.
3) Maximum 5% for Lags (positive) of total activity relationship.
4) Minimum 90% Finish-to-Start relationship of total activity relationship.
5) Maximum 5% Hard constraints of total uncompleted tasks.
6) Maximum 5% High Total Float > 2months of total incomplete tasks. (not
mandatory, debatable)
7) Negative float is not allowed.
8) Maximum 5% High duration (2months) tasks of total incomplete tasks.
(not mandatory, debatable)
9) Resource loading or cost-loaded.

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Develop Schedule (Critical Path Method)

Continue to practice file

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 Monitoring and Controlling
A specific technique for measuring in
• Earned Value Analysis/Technique term of the budget authorized for
that work
ATTENTION !!!
Earned Value is DIFFERENT with Actual

• Earned Value management terms and formula ATTENTION !!!

SPI > 1 ahead schedule, SPI < 1 behind schedule
a) Earned Value (EV) = Actual % Complete x BAC CPI > 1 under budget, CPI < 1 over budget
b) Planned Value (PV) = Planned % Complete x BAC
c) Actual Cost (AC)
d) Estimate at Completion (EAC) = BAC / CPI
e) Estimate to Complete (ETC) = EAC - AC
f) Budget At Completion (BAC)
g) Cost Variance (CV) = EV - AC
h) Schedule Variance (SV) = PV - EV
i) Schedule Performance Index (SPI) = EV / PV
j) Cost Performance Index (CPI) = EV / AC 23
Monitoring and Controlling

Continue to practice file

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4th session of
Schedule Planning, Executing, and
Monitoring with Primavera P6
(include simple change management exposure)

Case Study :
Construction New Jetty RDMP Balikpapan

Prepared by: Ir. Arista Firsantoro, IPM,. PMP.

Monitor and Controlling
• Out of sequence
Retained logic, not allowing the work to be
performed in parallel, resulting later end
date.
After update

Progress override, allowing the work to be

performed in parallel, resulting earlier end
date. It may result not be valid.

• PMI recommends to use retained logic as good practice when updating

schedule.

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Monitor and Controlling
• Change management
• Project changes is inevitable.
• Once the baseline has been approved, changes to baseline are monitored
and controlled through the integrated change control process and
configuration management.
• Step the integrated change control process :
a) Prevent unnecessary changes
b) Identify the changes (include recorded into issue log)
c) Assess the impact to baseline.
d) Create change request
e) Perform integrated change control (update documents, re-baseline,
etc)
f) Manage stakeholder expectation
g) Execute change.
• Output change control process : Update document (such updated
schedule basis memorandum until re-baseline).
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Monitoring and Controlling

Continue to practice file

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