Understanding P6 Dates- By Ron Winter

"Much Ado about Dates" Understanding P6 Date Information Ron Winter, PSP and F. Burak Evrenosoglu, CCE PSP

Presented at the AACEi Annual Conference, July 1, 2009

More Details about Author : http://www.ronwinterconsulting.com/published.htm
 
1. IntroductionSince its initial introduction in early 80’s, Primavera Project Manager (P3™) scheduling software has been a popular tool used by schedulers, project managers and claims consultants. The construction industry relies heavily on this software to develop, maintain and analyze project schedules. In 1999, Primavera introduced an entirely new Critical Path Method (CPM) scheduling package designed for enterprise-wide project management which changed names almost yearly. P3 remained "P3" while this new enterprise-wide software is now called either P5 (short-hand for Primavera Project Manager™) or P6™ (for Enterprise Version 6.)

Besides a fundamental shift in the way that dates are conceptualized, Primavera Inc’s newest and most powerful scheduling software, P6, has more kinds of useable dates than any other software in existence. The majority of P6 users are unaware of the underlying calculations for new date fields and their usage.

P3 users are frequently confused by the issue of dates when converting to P6. This is partly
because the same company produces both P3 and P6 and partly due to the incorrect assumption that P3 must be an earlier version of the current P6 software. Date fields with similar names in both P3 and P6 behave differently in one than in the other. A plethora of new date fields in P6 create a steep learning curve. A lack of documentation regarding these features creates a potential for real confusion.

This paper discusses the underlying calculations for P6 date fields and their potential uses. It also identifies the issues related to them. For brevity, this paper assumes that the reader is familiar with the P3 date characteristics and deals mainly with differences that an experienced P3 user would understand or expect. Highlights of some of the P6 date issues discussed in thispaper include:

Schedulers are familiar with early and late dates. The whole purpose of CPM is to

calculate the early and late dates so that the criticality of activities can be determined.

P6 and P3 use fundamentally different method to calculate and store traditional CPM
dates.
In addition to the traditional CPM date fields, P6 contains numerous other date fields

that are not included in traditional college courses on CPM scheduling. Planned start/finish dates are confusing to many P6 users. This is because planned dates are neither static like baseline dates nor dynamic like early and late dates once the activity has progressed. Planned dates might end up being your baseline dates,and yet they are not truly a baseline. Planned dates do not always display planned information. In some instances they display budgeted and current information as well. So the question becomes, how do the planned start/planned finish dates come into play for you as a project manager?

Many P6 users are puzzled to see complete activities where early and late dates differ from actual dates. Does that mean P6 calculates early and late dates for completeactivities? If so, total float for complete activities can be calculated. Is this as-built float? So how do the early/late dates come into play for you as a claims consultant?

P6 introduced a new float field called remaining float which is dependant on resource leveling. So how does remaining float come into play for you as an earned value professional or as a scheduler? Flexibility and abundance of date fields can be a benefit to the scheduler in developing the work plan if the scheduler is aware of the underlying calculations and uses them purposefully. 

Similarly, claims consultants must understand the P6 date fields so that they can analyze clients’schedules in their original format, without converting to P3.

Level Definitions for programme

                                                  Core Scheduling Papers: #6

Schedule Levels – Major Projects

Level 1 Schedule Executive Summary, also called a Project Master Schedule (PMS). This is a major milestone type of schedule; usually only one page, it highlights major project activities, milestones, and key deliverables for the whole project. It is used to summarise the project schedule in reports and other documents when a more detailed schedule is not required. Frequently developed by the ‘client’ as part of its initial feasibility studies for the project and then maintained by the contractor. Can be used to integrate multiple contractors / multiple project schedules into an overall program schedule.

Level 2 Schedule Management Summary, also called a Summary Master Schedule (SMS). Maintained as a summarisation of the Level 3 Project Coordination Schedule(s). It depicts the overall project broken down into its major components by area and is used for higher-level management reporting. Frequently developed by the ‘client’ as part of its commitment planning for the project and then maintained by the contractor. Can be used to integrate multiple contractors / multiple project schedules for the overall control of a program. It will include the Level 1 information expanded to show activities by area or major item of capital equipment.

Level 3 Schedule Project Coordination Schedule (PCS) also called a Publication Schedule. Initially developed as an integrated CPM overview of the project, the Level 3 schedule is then maintained as an integrated rollup or summary of the Level 4 schedule activities for reporting status to senior management and to report monthly status to major clients, etc. The schedule consists of a set of integrated Level 4 schedules based on Critical Path Methodology (CPM) and is developed with detailed input from the project management team. Usually developed by the ‘main contractor’ as part of its tendering process for the project or by the project team during the initial phases of planning. The Level 3 schedule spans the whole of the project and is used to support the monthly report. It includes all major milestones, major elements of design, engineering, procurement, construction, testing, commissioning and/or start-up. If the Level 4 schedules are primarily developed by trade/sub-contractors, during the initial phases of the project the Level 3 schedule provides the schedule framework and constraints used by the subcontractors to develop their tenders. During the execution phase of the project this schedule defines the overall critical path and is the primary coordination tool for the overall project.

Level 4 Schedule Execution Schedule, also called a Project Working Level Schedule. Level 4 is the detailed working level schedule, where each schedule is an expansion of part of a Level 3 schedule, and is established within the integrated project schedule. This is the key working level CPM schedule displaying the activities to be accomplished by the project workforce and is required for every project. The dates generated by the schedule activities represent the anticipated start and completion of work required to complete the project. If there is no ‘Level 3’ schedule, activities in future months/years may be summary in nature but still provide approximate start and completion dates for major pieces of work (this is called ‘rolling wave scheduling’). Developed by the ‘contractor’, ‘subcontractor’ (trade contractor), or the project team prior to commencing work on the project execution, or work in a phase or area of the project. The Level 4 schedule may be for the whole of the project or a part of the project depending on the size of the project and complexity of the work. A critical factor is keeping each ‘Level 4’ schedule to a sensible size that can be easily managed, updated, validated, etc. ‘Level 4’ schedules may be for major sections of the work or for discrete processes such as a ‘Design Schedule’, ‘Procurement schedule’ and/or a ‘Commissioning Schedule’. Generally, the ‘Level 4’ schedule represents the area of authority of a section manager or engineer, so one manager is responsible for all of the work in the schedule. Activities are generally over a week in duration (depending on the nature of the project). Where used, short term ‘look ahead’ are produced from this level; typically ‘Three Week Look-ahead’ schedules are updated every two weeks. Level 5 Schedule Detail Schedule. The further breakdown of the activities of a Level 4 Schedule. A short term schedule used to map out the detailed tasks needed to coordinate day to day work in specific areas. Blog Contributor: Karthik T. (Planner, UK)

© Practical PM Pty Ltd, 2010 www.mosaicprojects.com.au/Planning.html

Topic: Delay and Disruption Protocol

This Protocol has been prepared by the Society of Construction Law for determining extensions of time and compensation for delay and disruption. Published on October 16th 2002, It exists to provide guidance to all parties to the construction process when dealing with time/delay matters. It recognises that transparency of information and methodology is central to both dispute prevention and dispute resolution.

http://www.scl.org.uk/

Learning Outcomes:

It's a useful literature to be aware of delay determination and methods of delay analysis recommended by SCL

Please give me your feedback

Thanks

Nitin

Benefits of Safety

Benefits of Safety 

• Obtain measurable safety environment scores based on positive KPI’s
• Provide opportunity for continuous improvement throughout project lifecycle
• Provide simple tools that act as motivational means for the workforce

Safety

Safety 

With over 5 year ’s international experience on renowned projects in Australia and Middle East, Nitin has consulting expertise in the following areas:

• Develop positive performance Key Performance Indicators (KPI’s) for safety environment measurement
• Monitoring and providing feedback of safety performance during the project against positive KPI’
• Trend analysis of safety positive and negative KPI’s during the project
• Performance measurement of safety systems in construction

Thesis

Thesis

Thesis - A Study of performance measurement of safety systems in construction
The University of New South Wales, Australia, 2006

Background

In Australia, there has been increasing concern for the creation of safe working environments in the construction industry. A recent study by the Royal Commission into the Building and Construction industry (RCBCI) found that the five-year average of fatalities in the industry is 53 deaths per year. The impact of “grief and loss on families is immeasurable” (RCBCI, 2003) The Royal Commission report stated, “The construction industry is one of the highest risk industries in Australia and has an unacceptably high level of workplace fatalities, injuries and disease” (RCBCI, 2003).

Past researchers have attempted various approaches to improve the safety performance in the construction industry. These include measuring safety climate and correlating safety climate and behaviour. Past studies have also found some co-relation between safety climate and behaviour modification.

Performance measures based on Key Performance Indicators (KPI) have been developed to measure safety in construction. Earlier, KPI’s were based on outcome indicators such as accidents, or lost time injury rates (LTI’s) (Trethewy 2003). The outcome indicators are reactive and well after the event. More recently the focus has shifted to positive performance indicators.

Research Problem
No research has been found that looks at performance measurement ‘throughout’ construction project cycle. This study set out to develop a performance measurement framework that is able to provide feedback and drive improvement throughout construction project cycle.

Safety Publications 3

Publication 3 – Developing Effective Performance Measures for production control
K. Karim, S. Davis, N. Naik, M. Marosszeky

Abstract
In construction safety, the traditional cycle of plan-do-check-act is deployed at a macro level in that planning occurs prior to project commencement. Systems are then put in place for project execution, and the check (review) is based on overall project outcomes such as Lost Time Injuries (LTI) etc. that is then used for planning for subsequent projects.

This type of performance review results in relatively long and fuzzy feedback loops. It is postulated that safety performance in construction may be improved by shortening the feedback loop based on a three point performance review within the currency of a project. Effective safety management comprises conformance to management plans and quick management response to problems that occur during the process. Consequently, it was proposed that there should be a continuous review of, and feedback based on, these two elements as well as process outcomes (e.g. recurrence of errors) and accidents (e.g. Lost Time Injuries).

This not only accelerates the feedback, but also provides more in-depth guidance for root cause analysis. This proposal was implemented on two construction sites and data gathered through direct observation and participation, document analysis, and site safety surveys. This paper presents an analysis of the data obtained during the trial.

The case studies show that even when planned activities were being carried out, they were not necessarily meeting their intended objectives. The accelerated feedback resulted in identification of a new performance measure, which in turn led to new arrangements for induction and application of financial penalties.

Safety Publications 2

Publication 2 – Developing Effective Performance Measures for production control
Marton Marosszeky, Khalid Karim, Steven Davis, Nitin Naik

Abstract
This paper presents the lessons learned to date in a safety-performance benchmarking project, where the client funded research to develop measures that would drive improvement on two concurrent hospital construction projects.

The study shows the development of the performance measurement regime that was adopted and the complexity involved in developing effective feedback mechanisms for supervisors and workers on site.

This work is still in progress and each week the research team and the project team gain new insights into the difficulties that are faced in any attempt to transform the construction workplace.

The process to date has been crudely modelled, however it has to be recognised that such models are not generic, rather they reflect the particular process on a project.

Safety Publications 1

Safety Publications 1

Publication 1 - Process Performance Measurement in Safety and Quality
Karim, K., Davis, S., Marosszeky, M. and Naik, N.

Abstract
In Australia the measurement of safety and quality performance in the construction industry has mostly been in response to statutory requirements or client mandate. Consequently, the measures and Key Performance Indicators (KPIs) developed/used by the industry have invariably focused on outcomes rather than processes. Most of the outcome indicators have tended to give feedback well after the event and hence their main benefit has been to inform policy designed to improve future projects. Whilst being useful in monitoring the end result, these lag indicators fail to actually identify those weaknesses within the system that need to be modified in order to achieve improved safety and quality performance, nor do they of themselves directly stimulate improvement.

In order to overcome this limitation, this paper proposes a framework for measuring the performance of management processes as well as related outcomes, which is currently being trialed on two construction projects. The framework was developed to stimulate improvement on the projects through the comparison of key performance parameters. The performance measurement framework addresses three complementary issues - management system compliance, management response to identified problems and deviations from process plans and finally, process outcomes.

Safety

Introduction

There has been an increasing concern across the globe for a better safety environment in the construction industry. The construction industry is one of the highest risk industries and has an unacceptably high level of workplace fatalities and injuries. In 2009, 5.6 people were killed in Dubai out of 100,000 workers compared to 10.8 fatalities per 100,000 in the US and 3.7 fatalities in the United Kingdom (Gulf News 10th March 2009)

In developed countries, construction safety is managed through stringent documentation regime implied by local health and safety authority. Predominantly safety performance measures are based on document compliance and outcome indicators such as accidents or injuries. The outcome indicators are reactive and well after the event. More recently the focus has shifted to positive performance indicators.

Measuring safety management based on positive indicators has several advantages. Firstly, it is based on proactive positive efforts at the workplace. Secondly, it provides a basis for continuous improvement of safety environment throughout project life cycle. Lastly, it is simple to use and can act as motivational tool for the workforce.

Benefits of using Claims

Benefits of using Claims

• Cost effective forensic analysis of programme delay
• Dispute resolution among project stakeholders
• Analyze the impact and find alternatives to mitigate delay

Claims

Claims 
With strong experience of Planning and Programming as well as over three year’s experience of Claims Management on building and civil projects at Hong Kong and Australia, Nitin has consulting expertise in the following areas:

• Extension of time preparation
• As Built Programmes
• Analysis of delay, disruption and acceleration claims
• Assistance to construction lawyers for preparation of Arbitration documentation

Claims

It is common that construction projects get delayed. There are several causes for delays such as scope revisions, client approvals, logistics factors etc. Unresolved delay assessment can lead to a dispute between two parties. Such disputes can often prove costly and unfavorable for a project. Therefore delays need to be assessed to establish factual basis for the event.

Unresolved disputes result into claims between two parties. The claims can evolve at different levels. The claims evolved in the earlier stage of a contract get settled through mediation by independent consultant. The claims which do not get settled through mediation get resolved through arbitration/adjudication. Lastly complex claims get raised and resolved through litigation and court hearings. All claim disputes require forensic claims analysis for the settlement.

There are various Claims Analysis methods used to establish a root cause of the dispute. Most common method is based on Critical Path Analysis of the programme of works. It involves analyzing delays of critical activities which result into slippage of contract completion. Other common methods are ‘what if analysis’ and ‘time slice analysis’ of the programme which establishes sequential explanation of the main events resulting project delay.

What is Planner's Role?

What is Planner's Role?

The planner is a catalyst who chairs the planning activity, and therefore is not an individual who knows every aspect of the project, but is an individual who can organize the thoughts of various people.

The planner must also be a person that can effectively communicate the milestones and goals of the plan, and reporting back to the people who provided various schedule elements, keeping in mind that these individuals will implement the plan and will directly affect the profitability of the project. The key to an effective plan is the success and adaptability of the planner to collect, organize, and translate the schedule activities into an easy to understand format.

(Reference: Kirk D. Gothand, CCC, 2003)

Benefits of Planning

Benefits of Planning 

• Obtain realistic programmes including critical path and milestones
• Cost effective progress monitoring and reporting
• Construction programmes to monitor progress of all stakeholders during the project

Planning

Planning 
With over 14 year’s international experience on renowned projects in Hong Kong, Australia and Middle East, Nitin has consulting expertise in the following areas:

• Construction Programming using Planning tools such as Primavera 6.0
• Resource Scheduling
• Trade Package Programming
• Design & Documentation Programming
• Programme update & monitoring
• As Built Programmes
• Customized Training on project planning software/s

Planning

In today’s world better time management is a fundamentally important parameter to measure performance of a project. Time Management essentially determines if a project is progressing positively or negatively, at any point of time during the project span. Better time management practices lead into better cost control also for the project.

In construction industry Time Management is often defined as Planning and Programming. Planning is a team effort that decides project delivery strategy and Programming is a reflection of the project delivery strategy in chronological steps.

Programming involves outlining work breakdown structure against different phases of a project. A programme defines a critical path for the project and can be used as most important tool for Time Management.

My planning community in UAE