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P16.2(Riv.A) 1
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References
PMBOK 6 Edition .
Oracle website.
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Welcome!
• Introduction.
• May we introduce our selves?
• Logistics.
• Course schedule
• Training material.
• Printed slides.
• Practice questions.
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Course outline
1-Introduction in project management .
2-Primivera basic steps.
3-Develop project schedule .
4-Primivera advanced steps .
5-Control schedule and cost .
6-Earned value management .
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Note :
Before starting our primavera course ,we should have a trip in project
management processes .
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PROJECTS
A project is a temporary endeavor undertaken to create a unique product, service,
or result.
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Project
- Create, Improve, - Implement or
or Fix Products, Change Business
Processes, or or Technological
Services Strategies
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skills
knowledge
tools, and
techniques
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Process Group
Knowledge Area
Initiating Planning Executing Monitoring & Controlling Closing
4.5. Monitor & Control
4.3.Direct & Manage Project 4.7. Close
4. Project Integration 4.1. Develop project 4.2. Develop project management Project Work
Work Project or
Management charter plan 4.6. Perform Integrated
4.4.Manage Project Knowledge Phase
Change Control
5.1. Plan Scope Management
5.Project Scope 5.2. Collect Requirements 5.5. Validate Scope
Management 5.3. Define Scope 5.6. Control Scope
5.4. Create WBS
2 24 10 12 1
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1-Scope management
Agenda :
1-Develop the project scope statement .
2-Create WBS (Work breakdown structure )
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1- Define Scope: Outputs
PROJECT SCOPE STATEMENT
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1- Define Scope:
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CREATE WBS
Definition: WBS is a hierarchical decomposition of the total scope of work to be
carried out by the project team to accomplish the project objectives and create the
required deliverables.
The WBS is finalized by assigning each work package to a control account and
establishing a unique identifier for that work package from a code of accounts.
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CREATE WBS
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CREATE WBS : I T T O
Inputs
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CREATE WBS: OUTPUTS
5.4.3.1 SCOPE BASELINE.
2- WBS.
3- Work package. The lowest level of the WBS is a work package with a unique identifier.
4- Planning package. A control account may include one or more planning packages. .
5- WBS dictionary. The WBS dictionary is a document that provides detailed deliverable.
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CREATE WBS: OUTPUTS
WBS dictionary
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EPS (Enterprise project structure )
EPS
Cairo. ALex
Madenity San.
EL Rehab
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CEO
Finance manger
Portfolio manger
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DEFINE ACTIVITIES.
Define Activities is the process of identifying and documenting the specific actions to
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Outputs
Tools & Techniques
Inputs
1 -Expert judgment. 1 - Activity list.
2- Decomposition. 2- Activity attributes.
3- Rolling wave planning. 3 - Milestone list.
4- Meetings.
Scope baseline.
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6.2.3 DEFINE ACTIVITIES: OUTPUTS
6.2.3.3 MILESTONE LIST.
A milestone is a significant point or event in a project.
A milestone list identifies all project milestones and indicates
whether the milestone is mandatory, such as those required
by contract, or optional, such as those based on historical
information.
Milestones have zero duration because they represent a
significant point or event.
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SEQUENCE ACTIVITIES.
Sequence Activities is the process of identifying and documenting relationships
among the project activities.
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Finish-to-start Start-to-start
I must complete activity ‘A’ before I can I must start activity ‘A’ before I can start
start activity ‘B’. activity ‘B’.
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A lag
Is the amount of time whereby a successor activity
will be delayed with respect to a predecessor
activity.
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ESTIMATE ACTIVITY RESOURCES
Estimate Activity Resources is the process of estimating team resources and the type and quantities of
materials, equipment.
1- Resource requirements
1- Expert judgment.
2 -Basis of estimates
2 -Bottom-up estimating.
3 -Resource breakdown
• Scope baseline 3 -Analogous estimating.
structure
• Activity attributes 4- Parametric estimating.
4- Project documents
• Activity list 5- Data analysis.
updates
• Alternatives analysis
• Activity attributes
6-PMIS.
• Assumption log
7 –Meetings.
• Lessons learned register
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ESTIMATE ACTIVITY DURATIONS: ITTO
Inputs
Tools & Techniques
• Scope baseline. Outputs
• Activity attributes.
• Activity list 1- Expert judgment.
• Assumption log. 2- Analogous estimating. 1 -Duration estimates.
• Lessons learned register. 3 -Parametric estimating. 2 -Basis of estimates.
• Milestone list. 4 -Three-point estimating. 3 -Project documents
• Project team assignments. 5- Bottom-up estimating. updates
• Resource breakdown structure. 6- Data analysis. • Activity attributes
• Resource calendars. • Alternatives analysis. • Assumption log
• Resource requirements. • Reserve analysis. • Lessons learned
• Risk register. register
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ESTIMATE ACTIVITY DURATIONS: T&T
EXPERT JUDGMENT
ANALOGOUS ESTIMATING.
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Parametric estimating uses a statistical relationship between historical data and other variables (e.g.,
square footage in construction) to calculate an estimate for activity parameters, such as cost, budget,
and duration.
Example:
If it takes 1 day and costs x to build a widget then 1000 widgets
will take 1000 days and cost 1000x.
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Pessimistic
Optimistic
Most likely
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BOTTOM-UP ESTIMATING.
DATA ANALYSIS.
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6.4.2 ESTIMATE ACTIVITY DURATIONS: T&T
2- Reserve analysis.: Is used to determine the amount of contingency and management reserve
needed for the project. Duration estimates may include contingency reserves, sometimes referred to as
schedule reserves, to account for schedule uncertainty.
o 1-Contingency Reserve .
o Duration estimates may include contingency reserves, sometimes referred to as schedule
reserves, to account for schedule uncertainty
o 2- Management Reserve.
o Management reserves are a specified amount of the project budget withheld for management
control purposes and are reserved for unforeseen work that is within scope of the project.
Management reserves are intended to address the unknown-unknowns that can affect a project.
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BASIS OF ESTIMATES:
o Supporting detail for duration estimates may include:
Documentation of the basis of the estimate (i.e., how it
was developed),
Documentation of all assumptions made,
Documentation of any known constraints,
Indication of the confidence level of the final estimate,
and
Documentation of individual project risks influencing this
estimate.
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DEVELOP SCHEDULE
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1- Schedule baseline.
Inputs Tools & Techniques
2- Project schedule.
1 -Project management 3 -Schedule data.
1- Schedule network 4 -Project calendars
plan. analysis
• Schedule management 5 -Change requests.
2 -Critical path method. 6- Project management plan
plan 3 -Resource optimization
• Scope baseline updates
4 -Data analysis. • Schedule management plan.
2 -Project documents. • What-if scenario analysis
3 –Agreements. • Cost baseline.
• Simulation 7- Project documents updates.
4 -EEF. 5- Leads and lags
5 -OPA. • Activity attributes.
6- Schedule compression • Assumption log.
7 –PMIS. • Duration estimates.
8- Agile release planning. • Lessons learned register.
• Resource requirements.
• Risk register.
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Inputs
1 -Project management plan.
• Schedule management plan
• Scope baseline
2 -Project documents.
• Activity attributes. • Activity list
• Assumption log. • Basis of estimates
• Duration estimates.
• Lessons learned register.
• Milestone list.
• Project schedule network diagrams.
• Project team assignments.
• Resource calendars.
• Resource requirements. • Risk register
3 –Agreements.
4 -EEF.
5 -OPA.
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Assessing the need to aggregate schedule reserves to reduce the probability of a schedule slip
when multiple paths converge at a single point in time or when multiple paths diverge from a single
point in time, to reduce the probability of a schedule slip.
Reviewing the network to see if the critical path has high-risk activities or long lead items that would
necessitate use of schedule reserves or the implementation of risk responses to reduce the risk on the
critical path. Schedule network analysis is an iterative process that is employed until a viable schedule
model is developed
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Is used to estimate the minimum project duration and determine the amount of schedule flexibility on
the logical network paths within the schedule model.
The critical path in a network diagram is the longest path through the network that produces the shortest
possible completion time for the project. It typically contains zero float.
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Slack or Float
When constructing a network diagram,
there may be activities that can be delayed
without impacting the project schedule.
These activities are said to contain
float or slack.
Slack/float = LS – ES or
LF – EF
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Leads and lags are refinements applied during network analysis to develop a viable schedule by
adjusting the start time of the successor activities.
Leads are used in limited circumstances to advance a successor activity with respect to the
predecessor activity.
Lags are used in limited circumstances where processes require a set period of time to elapse between
the predecessors and successors without work or resource impact.
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6.5.2.7 (PMIS)
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6.5.3 DEVELOP SCHEDULE: OUTPUTS
6.5.3.1 SCHEDULE BASELINE
A schedule baseline is the approved version of a schedule model that can be changed only through formal
change control procedures and is used as a basis for comparison to actual results.
6.5.3.2 PROJECT SCHEDULE
The project schedule is an output of a schedule model that presents linked activities with planned
dates, durations, milestones, and resources.
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Is the collection of information for describing and controlling the schedule. The schedule data includes, at
a minimum, the schedule milestones, schedule activities, activity attributes, and documentation of all
identified assumptions and constraints.
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Cost management
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TYPES OF COSTS
Type Description
Variable They change with the number of units produced and amount
costs. of work done.
Fixed costs. These cost do not change as the level of production changes.
Direct
The costs that can be directly assigned to the project.
costs.
Indirect
The costs which benefit more than one project.
costs.
Opportunity The cost of any activity measured in terms of the value of the next best
cost. alternative forgone (that is not chosen).
Sunk cost The costs that have already been incurred and cannot be recovered.
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7.2.2 ESTIMATE COSTS: T & T
7.2.2.1 EXPERT JUDGMENT:
Expertise should be considered from individuals or groups with specialized knowledge
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Cost estimates may include contingency reserves (sometimes called contingency allowances) to
account for cost uncertainty.
Contingency reserves are the budget within the cost baseline that is allocated for identified risks.
Contingency reserves are often viewed as the part of the budget intended to address the known-
unknowns that can affect a project.
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7.2.2.7 (PMIS)
Can include spreadsheets, simulation software, and statistical analysis tools to
assist with cost estimating. Such tools simplify the use of some cost-estimating
techniques and thereby facilitate rapid consideration of cost estimate alternatives.
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Include quantitative assessments of the probable costs required to complete project work, as well as
contingency amounts to account for identified risks, and management reserve to cover unplanned
work. Cost estimates can be presented in summary form or in detail.
Costs are estimated for all resources that are applied to the cost estimate.
This includes but is not limited to direct labor, materials, equipment, services, facilities,
information technology, and special categories such as cost of financing (including interest
charges), an inflation allowance, exchange rates, or a cost contingency reserve.
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7.3 DETERMINE BUDGET.
Is the process of aggregating the estimated costs of individual activities or work packages to establish
an authorized cost baseline.
The key benefit of this process is that it determines the cost baseline against which project performance
can be monitored and controlled.
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WBS
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Control Schedule is the process of monitoring the status of the project to update
the project schedule and managing changes to the schedule baseline.
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CONTROL SCHEDULE :TT
6.6.2.1 DATA ANALYSIS
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CONTROL SCHEDULE : TT
Performance reviews : measure, compare, and analyze schedule performance against the schedule
baseline such as actual start and finish dates, percent complete, and remaining duration for work in
progress.
Trend analysis :Examines project performance over time to determine whether performance is
improving or deteriorating.
Variance analysis : looks at variances in planned versus actual start and finish dates, planned versus
actual durations, and variances in float.
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CONTROL COSTS
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2- Variance analysis
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B-Forecasting. As the project progresses, the project team may develop a forecast for the estimate at
completion (EAC) that may differ from the budget at completion (BAC) based on the project
performance
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Key:
1 – Use if a new estimate was
required (the original was flawed).
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7.4.2 CONTROL COSTS: T&T
7.4.2.3 TO-COMPLETE PERFORMANCE INDEX
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