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Oracle Primavera P6 Lecture No.8

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46 views

Oracle Primavera P6 Lecture No.8

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Qasim Tareen
Copyright
© © All Rights Reserved
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Planning & Scheduling Using Primavera

Enterprise Project Management (P6)

Lecture no. 8

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Required Background Knowledge
• The ability to use a computer
and understand the
fundamentals of the operating
system.

• A sound understanding of how


projects are managed, such as
the phases and processes that
take place over the lifetime of a
project.

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Project Management

• Project Management is the planning, monitoring and control of all aspects


of a project and the motivation of all those involved in it to achieve the
project objectives on time and to the specified cost, quality and
performance. (BS 6079-1, 2000: 5)

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Knowledge Areas
1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resource Management
7. Project Communication Management
8. Project Risk Management
9. Project Procurement Management
10. Project Stakeholder Management

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Processes

1. Initiation
2. Planning
3. Execution
4. Monitoring & Controlling
5. Closing

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Project Life Cycle

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Process Group Interaction

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Planning Cycle

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Introduction to Primavera Enterprise
Project Management

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History
• In 1983, Primavera Systems was founded by Joel Koppelman and Dick Faris in
Philadelphia, USA. The company was quite successful and eventually P3 became
the leading scheduling product in the Engineering & Construction Industries.

• In 1999, Primavera acquired Eagle Ray Software which had created a product
named Eagle Ray 1000 Project Management Suit in 1998. Primavera released two
products in 1999: P3 E/C for Engineering & Construction and TeamPlay for IT and
Financial services.

• In 2004, P5 was released and in 2007 P6 was released.

• In 2008, Primavera Systems was acquired by Oracle.

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Introduction
• Oracle’s P6 gives today’s project mangers and schedulers the one
thing they value most: CONTROL

• It can be used to organize projects up to 100,000 activities and it


provides resource management, target plans and enterprise project
structures.

• Multiple Project Tracking.

• Extensive Project Reporting.

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Primavera Softwares Available
• Primavera Contractor
• Primavera Enterprise Project Management P6
• Primavera Risk Analysis
• Primavera Portfolio Management

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Primavera P6 EPM VS Contractor
The major functional differences of these two products are as follows:

• Primavera Contractor is a standalone solution that connects to its own instance of a locally
installed Microsoft SQL Server 2005 database. It cannot be connected to remote SQL Server or
Oracle databases.

• There is a 2000 activity limit with Primavera Contractor.

• Microsoft Project XML file import is not supported. You can only import using the MPP format and
Microsoft Project must be installed on the same machine for this to work.

• There is no Enterprise Project Structure (EPS). You open projects via the File | Open menu option.

• There are no Resource Roles in Primavera Contractor.

• The Enterprise and Admin menus are not present in Primavera Contractor.

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Primavera P6 EPM VS MS Project
Function Primavera P6 MS Project
Multiple User Access Yes No
Baselines Unlimited 11
Expenses Yes No
Columns 200 40
Multiple Activity Relationships Multiple Single
for two similar activities.
External Relationship Yes No
Multiple Project Tracking Yes No
Steps Weightages can be assigned Not available
Issues and Risks Can record issues and risks Not available
against a project, wbs element
or activity.

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Steps for Scheduling with P6
• Installation
• Create Enterprise Project Structure (EPS)
• Create a Project
• Create Work Breakdown Structure (WBS)
• Add Activities and Relationships
• Assign and Maintain Baseline
• Create and Assign Resources
• Generate Reports and S-Curves

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Benefits of CPM in Claims
A CPM schedule can affect the schedule in two ways:

1. It establishes a realistic schedule through CPM planning, which can furnish a


legal basis for the enforcement of damages.

2. Perhaps even more importantly, it can be used to evaluate actual claims


through the reconstruction of a projects history or the use of an existing CPM
plan to indicate the effects of changes on the original schedule.

(CPM in Construction Management by O’Brian & Plotnick)

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Scheduling Mistakes in relation to
Delay Claims
1. Erasing the footprint of the baseline schedule.

2. Unrealistic Baseline Schedules.

3. Skipping periodic updates.

4. Lack of proper documentation.

(Construction Project Scheduling and Control by Saleh Mubarak)

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