Project Planning and Control

Using Oracle Primavera Project Management® P6™

Prepared by:
Suroj Ghimire
 Objective

Time Scheduling
Project Planning Resource Plan/allocation

Project Control-Progress updates/Project Monitoring

Delay Analysis
using Project Planning Softwares:
• Oracle's Primavera P6 Enterprise Project Portfolio Management
• Microsoft Project

Training Schedule
 Importance of Scheduling in Construction Projects
• Needs as accurate input as possible (garbage in, garbage out) representing how
the field work will proceed.
• Identifies interface points (between contractors and subcontractors as well as
milestones).
• Represents a work plan, in progress, completed, and future in a systematic
and coordinated manner.
• Provides team leaders with an effective tool to
manage the project.

become the basis for legal issue.

National and International courts use project schedules as a tool to demonstrate time-
related entitlements.
 Construction Schedule-Process Review
Tender(s)
Time Schedule /Cost Commencement of
Project identified Detailed Study Float/Contract
estimates Works
Award(s)

Delay Deviation identified Base Construction

Delay analysis Baseline programme
occurrence/discovery (or projected) Schedule Established

Delay claim Negotiations (and Dispute resolution

Revised baseline
submission/presentat Delay claim response award of appropriate procedures (if not
programme
ion extension of time) agreed)

Prospective and
Delay claim resolution
Keane and Caletka (2015) Retrospective
Standard(s) related to Project Management by
Bureau of Indian standards

Source: Bureau of Indian Standards

https://standardsbis.bsbedge.com/BIS_SearchStandard.aspx?keyword=project
%20management&id=0
Project Management Stages
1. Project Appraisal
1. Inception;
2. Feasibility
3. Strategic planning
2. Pre-construction stage
1. Project development stage
2. Planning for construction
3. Tender action
3. Construction stage
4. Commissioning and Handing over stage
Methods of Planning
Tools/Techniques :
• Network Diagram
• Improvement in Bar chart; creates dynamic schedule
• use concept of well defined steps in a project.
• Widespread in project planning, scheduling and
monitoring.
• CPM and PERT
Methods of Planning and Programming

PERT CPM
• Network diagram consisting of • Consists of number of
events which must be established clearly recognizable jobs or
to reach project objectives.
• Events are point of time and does operations, called activities.
not require any resources; event • Activities-takes time and
oriented resources; activity oriented
• Probabilistic in nature • Deterministic in nature
• Eg: launching of space aircraft. • Eg: construction projects.
Basics of CPM Scheduling
• Project Life Cycle
(Planning, Execution, Completion phase)

Schedule management is critical for three main reasons (CMAA, 2011):

1. Time has no flexibility; it passes, no matter what.
2. Delivering projects on time is a challenge and a priority.
3. Project claims often center around schedule issues.
(CMAA : Construction Management Association of America)
Basics of CPM Scheduling
• Project Elements

• Work Breakdown Structure (WBS)

• Scheduling Fundamentals
• Benefits of Scheduling
• Different Scheduling Methods •Time management can be broken
• Critical Path method down into two major categories:
• Contract Scheduling planning (plan your work) and
implementation (work your plan)
Requirements (CMAA, 2011).
• FIDIC conditions
• Specifications Some related Terminologies
Basics of CPM Scheduling
• Some related terminologies
• Early Start/Finish
• Late Start/Finish
• Actual Start/Finish
• Total Floats/ Free Floats
• Critical Path/Critical activities
 Basics of CPM Scheduling

Example of Gantt Chart Overview

• first developed by the United
States Navy in 1958, in
support of the Polaris missile
system, and by the DuPont
Company and Remington
Rand
 Basics of CPM Scheduling
Types of Relationships
(Between activities)
• Finish to Start
• Finish to Finish
• Start to Start
• Start to Finish
 Overview of Softwares

• powerful, interlinked software system • project management software product,

designed to create and analyze the developed and sold by Microsoft.
CPM schedules used in managing • Designed to assist a project manager in
construction projects.
developing a schedule,
• P6 is built on SQL, Oracle, and SQL assigning resources to tasks, tracking
Server express databases, which allows progress, managing the budget, and
the creation of global codes and analyzing workloads.
resources, and to link multiple
schedules together.
https://www.theprojectgroup.com/blog/en/why-microsoft-project-server-online/
Overview
https://shop.oracle.com/apex/f?p=DSTORE:PRODUCT:::NO:RP,6:P6_LPI,P6_PROD_
HIER_ID:2873631014842000575190,2873671251822000742809
CPM Scheduling with Oracle’s Primavera

Oracle’s Primavera-Brief overview

• Oracle’s Product
• Integrated project portfolio management(PPM) solution consisting of role-specific tools to satisfy each
team member’s needs, responsibilities, and skills.
• The P6 suite uses a standard Windows interface, client/server architecture, Web-enabled technology, and a
stand-alone (Oracle XE) or network-based (Oracle and Microsoft SQL Server) database.
CPM Scheduling with Oracle’s Primavera

Oracle’s Primavera-Brief overview

• Plan, schedule, and control large-scale programs and individual projects

• Secure multiuser access to schedules
• Allow project managers to coordinate costs
• Open and schedule multiple projects simultaneously
• Adaptable views
• Team member interfaces for gathering status updates

Primavera P6 Resource Management

• Optimize resources to keep projects on track

• Role and resource optimization, demand, and capacity planning
• Communicate resource requirements and decisions throughout project lifecycle
• Explore scenarios with what-if analysis
• Graphical analysis of resource and role utilization
https://app.goconsensus.com/play/e1fbfd07
CPM Scheduling with Oracle’s Primavera
Primavera P6 Basics (Based on Project management reference Manual by Oracle’s Primavera)
• Part 1: Overview and Configuration
• Part 2: Structuring Projects
• Part 3: Implementing the Schedule
• Part 4: Managing the Schedule
• Part 5: Customizing Projects
• Part 6: Importing and Exporting Data
 Project Scheduling:

Project network incorporating the

activity durations and logical
relationships with forward and backward The US courts accepted the concept of The accepted Programme should be the
pass schedule calculations to establish CPM programming and computer means by which actual against the
early and late start and finish time of generated delay analysis submissions planned progress is monitored, and can
activities with their available floats, since the early 1970s (Keane & be used as a tool for determining EoT
critical activities, critical path and overall Caletka ,2015) . (Society of Construction Law ,2002) .
project duration (Bureau of Indian
Standards ,2013)
 Provision of Project Scheduling in conditions of Contract:

According to SBD of PPMO, Nepal,

According to Sub clause 8.3 of FIDIC, the Contractor has to After the date of the Letter of Acceptance, the Contractor has
submit a detailed time programme to the Engineer within 28 to submit to the Project Manager for approval a Program
days after receiving the notice for Commencement of Works. showing the general methods, arrangements, order, and timing
Whenever the previous programme is inconsistent with actual for all the activities in the Works.
progress or with the Contractor’s obligations, a revised The Contractor can revise the Program and submit it to the
programme has to be submitted. (FIDIC,1999) Project Manager again at any time showing the effect of
Variations and Compensation Events.
FIDIC-SILVER BOOK-SUB CLAUSE 8.3
 Progress monitoring:

processes implemented to collect, compile and analyze the According to SBD of PPMO, Nepal,
status of project progress with respect to its baseline. update of the program is a program showing the actual
to evaluate a deviation from the estimations made during time progress achieved on each activity and the effect of the
planning and its impact on project status (Bureau of Indian progress achieved on the timing of the remaining work,
Standards ,2013) including any changes to the sequence of the activities.
Non-excusable delays
contractor either causes or assumes the risk for.

Excusable non compensable delays

by factors that are not foreseeable, beyond the contractor‘s reasonable control and
not attributable to the contractor‘s fault or negligence.

Compensable excusable delays

excusable delays, suspensions, or interruptions to all or part of the work caused by an
act or failure to act by the owner resulting from owner‘s breach of an obligation,
stated or implied, in the contract.

Concurrent delays
both owner and the contractor are responsible for the delay.

(Dinakar,2014)
Construction Delay :
late completion of the project as compared to the planned schedule (Dinakar 2014).
Different types of delay exists
Delay Types

According to Liability

Excusable delay

Compensable delays

Non-Compensable delays

Non Excusable delays

According to Occurrence

Independent delays

Concurrent delays

According to effect and Impact

Critical delays

(Hegazy, 2012)
Non Critical Delays
 (Philip & James, 2014)

concurrency :problematic issues that arise in the analysis of construction delay impacts; The uncertainty as to
how concurrent delay should be managed causes difficulty to contract administrators, in particular in their task
of assessing extensions of time and compensation events during the course of a project (Keane & Caletka,
2015) .
Related terminologies:
Baseline schedule

• which best represents how the contractor intends to satisfy its responsibility to complete the works within the stipulated period
• required to be produced and agreed shortly after the contract is awarded (Barry, 2009).

Delay Claim Life Cycle (Keane & Caletka ,2015)

Baselin ep ro grammestab lish ed

Pro jecto mmen ces
Deviatio n fro mb aselin epro grammeid en ti fied (o rpro jectd )
Delayoccu ren ce/d isco very
Delayn alysi
Delaycimsu bmiso n an d presn tation
Delaycimresp onse
Nego ti ations(an d award o fap pro p riatexn sio n ofti me)
Revised b aselin epro grammeistab lish ed an d agred
Disp u terso lu tio n pro ced ures(ifaward isn otagred )
Delaycimreso lu tion
Related terminologies (Contd…):

Prospective and Disruption (Society of

retrospective Analysis Construction Law,
Techniques (Barry, 2009). 2002).
•Prospective analyses : refer to the •disturbance, hindrance or
future, and seek to determine the likely interruption to a Contractor’s normal
impact of actual progress or a particular working methods, resulting in lower
event(s) on project completion. efficiency.
•Retrospective analyses: refer to the • If caused by the Employer, it may
historic, and usually seek to determine give rise to a right to compensation
the actual impact of events upon either under the contract or as a
progress and completion breach of contract.
 Impacted as-planned method;

Commonly used Time impact analysis method;

delay analysis Collapsed as-built or ‘but-for’ analysis method;

Snapshot/windows/time slice analysis method;

techniques: As-planned versus as-built windows analysis method

(Barry ,2009:Keane & Caletka ,2015)