Resumen
5. Identidad de la colectividad de individuos aburridos
31 INDEX
1 INTRODUCTION
1.1 Purpose
The purpose of this book is to provide a method for planning, scheduling and controlling projects using Primavera P6 Version 8.1 to 15.1 Professional Client and Optional Client within an established Enterprise Project database or a blank database up to an intermediate level. Please note there are no versions 9 to 14 as Oracle has changed their naming convention with the release of 15.1, so the
name is the same as the year of the release. There are differences between how the Professional Client (the term used when opening a PPM database) and
Optional Client (the term used when opening a EPPM database) operate and these are identified throughout the book.
Due to the change in the menu system, it is not possible to make the menus in this book backward compatible to earlier versions of Primavera P6, but users of earlier versions should be able to use this book as most functions are the same once one has invoked a menu command.
This book covers the following topics:
• Understand the steps required to create a project plan and monitor a project’s progress
• Understand the Primavera P6 environment
• Create a project and set up the preferences
• Define calendars
• Creating a Work Breakdown Structure and adding activities
• Format the display
• Add logic and constraints
• Use Filters, Group, Sort and Layouts
• Print reports
• Record and track progress of an un-resourced schedule
• User and Administration Preferences and Scheduling Options
• Create and assign roles and resources
• Resource optimization including leveling
• Update a project containing resources
• Other methods of organizing data and Global Change
• Managing the enterprise environment including multiple project scheduling The book is not intended to cover every aspect of Primavera P6, but it does cover the main features required to create and update a project schedule. It should
provide you with a solid grounding, which will enable you to learn the other features of Primavera 6 by experimenting with the software, using the help files and reviewing other literature.
This book was written to minimize superfluous text, allowing the user to locate and understand the information contained within as quickly as possible. If at any time you are unable to understand a topic in this book, it is suggested that you use the Primavera Version 6.0 Help menu or User Manuals, which are available on the software downloads in pdf format, or the Oracle website to gain a further
understanding of the subject.
The “What Is New” chapters identify the major changes in the software from Versions 6.0 and 7. If you are using this book with an older version, you may find some features do not exist, but I have tried to indicate in which version the new features were introduced and/or removed. Primavera Systems Inc. and the new owners Oracle Corporation continually releases Service Packs for the software and there may be instances where the software operates differently due to the loading of a Service Pack.
1.2 Required Background Knowledge
This book does not teach you how to use computers or to manage projects. The book is intended to teach you how to use Primavera in a project environment.
Therefore, to be able to follow this book you should have the following background knowledge:
• The ability to use a personal computer and understand the fundamentals of the operating system.
• Experience using application software, such as Microsoft Office, which would have given you exposure to Windows menu systems and typical Windows functions such as copy and paste.
• A sound understanding of how projects are managed, such as the phases and processes that take place over the lifetime of a project.
1.3 Purpose of Planning
The ultimate purpose of planning is to build a model that enables you to predict which activities and resources are critical to the timely completion of the project.
Strategies may then be implemented to ensure that these activities and resources are managed properly, thus ensuring that the project will be delivered both On Time and Within Budget.
Planning aims to:
• Identify the total scope of the project and plan to deliver it,
• Evaluate different project delivery methods,
• Identify Products/Deliverables required to deliver a project under a logical
breakdown of the project,
• Identify and optimize the use of resources and evaluate if target dates may be met,
• Identify risks, plan to minimize them and set priorities,
• Provide a baseline plan against which progress is measured,
• Assist in stakeholders’ communication, identifying what is to be done, when and by whom and
• Assist management to think ahead and make informed decisions.
Planning helps to avoid or assist in evaluating:
• Increased project costs or reduction in scope and/or quality,
• Additional changeover and/or operation costs,
• Extensions of time claims against your customer or client,
• Loss of your client’s revenue,
• Contractual disputes and associated resolution costs,
• The loss of reputation of those involved in a project, and
• Loss of a facility or asset in the event of a total project failure.
1.4 Project Planning Metrics
The components that are normally measured and controlled using planning and scheduling software:
• Scope
• Time
• Resource Effort/Work (these are called Units in Primavera P6)
• Cost
A change in any one of these components normally results in a change in one or
more of the others.
Other project management functions that are not traditionally managed with planning and scheduling software but may have components reflected in the schedule include:
• Document Management and Control,
• Quality Management,
• Contract Management,
• Issue Management,
• Risk Management,
• Industrial Relations, and
• Accounting.
The development of Enterprise Project Management systems has resulted in the inclusion of many of these functions in project planning and scheduling software.
Primavera includes modules for:
• Issue Management,
• Risk Management, and
• Document Management.
1.5 Planning Cycle
The planning cycle is an integral part of managing a project. A software package such as Primavera makes this activity much easier.
When the original plan is agreed to, the Baseline or Target is set. The Baseline is a copy of the original plan and is used to compare progress of an updated schedule. Earlier versions were limited 50 baselines but this restriction has been removed in later versions.
After project planning has ended and project execution has begun, the actual progress is monitored, recorded and compared to the Baseline dates.
The progress is then reported and evaluated against the Baseline.
The plan may be changed by adding or deleting activities and adjusting
Remaining Durations, Logic or Resources. A revised plan is then published as progress continues. A revised Baseline may be set if the original Baseline becomes irrelevant due to the impact of project scope changes, a change in methodology or excessive delays.
Updating a schedule assists in the management of a project by recording and displaying:
• Progress and the impact of project scope changes and delays as the project progresses,
• The revised completion date and final forecast of costs for the project,
• Historical data that may be used to support extension of time claims and dispute resolution, and
• Historical data that may be used in future projects of a similar nature.
1.6 Levels of Planning
Projects are often planned at a summary level and then at a later date detailed out before the work commences. Smaller projects may be scheduled in detail during project planning, but large or complex projects may require several iterations before the project plan is fully detailed out.
The main reasons for not detailing out a project early are that:
• There may not be enough information at that stage and
• Preparing detailed schedules wastes time, as they may be made redundant by unforeseen changes.
The following planning techniques discussed in other well-known project management books may be considered:
PMBOK® Guide
The PMBOK® Guide, which is a project management reference book published by the Project Management Institute, discusses the following techniques:
• The Rolling Wave. This technique involves adding more detail to the schedule as the work approaches. This is often possible, as more information is known about the scope of the project as work is executed. The initial planning could be completed at a high level in the Work Breakdown Structure (WBS). As the work approaches, the planning may be completed at a WBS Component and then to a Work Package level planning.
• The use of Sub-projects. These are useful in larger projects where more than one entity is working on the project schedule. This situation may exist when portions of projects are contracted out. A sub-project may be detailed out when the work is awarded to a contractor.
• The use of Phases. A Phase is different from a PRINCE2 Stage, as Phases may overlap in time and Stages do not. Phases may be defined, for example, as Design, Procure and Install. These Phases may overlap, as Procurement may commence before Design is complete. The Phase development of a
schedule involves the detailing out of all the associated WBS elements prior to the commencement of that Phase.
• The PMBOK® Guide does not have strict definitions for levels of plans but assumes that this process is undertaken when decomposing the Work Breakdown Structure (WBS). There are some other models available that may be used as guidelines, such as the PMI “Practice Standard for Work Breakdown Structures.”
PRINCE2 Plans
PRINCE2 is a project management methodology that was developed in the UK.
This methodology defines the type of plans that a project team should consider.
Stages in PRINCE2 are defined as time-bound periods of a project, which do not overlap in time and are referred to as Management Stages. The end of a Stage may signify a major event, such as signing a major contract. Project Phases may overlap in time, but Stages do not. Under PRINCE2 a Project Plan is divided into Stages and a Stage plan is detailed out prior to its commencement. PRINCE2 defines the following levels of plans:
• Programme Plan – which may include Project Plans or one or more portfolios of multiple projects,
• Project Plan – this is mandatory and is updated through the duration of a project,
• Stage Plan – there is a minimum of two Stage Plans: an Initiation Stage Plan and First Stage Plan. There would usually be one Stage Plan for each Stage,
• Exception Plan – which is at the same level and detail as a Stage Plan and
replaces a Stage Plan at the request of a Project Board when a Stage is forecast to exceed tolerances (contingent time), and
• Team Plan – which is optional and would be used on larger projects where Teams deliver Products that require detailed planning. A typical example is a contractor’s plan, which would be submitted during the bid process.
Jelen’s Cost and Optimization Engineering This book defines the following levels of plans:
• Level 0: This is the total project and is, in effect, a single bar spanning the time from start to finish.
• Level 1: This schedules the project by its major components. For example, a level 1 schedule for a process plant may be broken into process area, storage and handling area, site and services, and utilities. It is shown in bar chart format.
• Level 2: Each of the level 1 components is further subdivided. For example, utility systems are broken into water, electrical, gas, sanitary, etc. In most
cases, this schedule level can only be shown in bar chart format although a bar chart with key constraints may be possible.
• Level 3: The subdivision continues. This is probably the first level that a meaningful critical path network can be drawn. It is also a good level for the project's overall control schedule since it is neither too summarized nor too detailed.
• Levels 4–?: The subdivision continues to whatever level of detail is needed by the user. When operating at these more detailed levels, the planners generally work with less than the total schedule. In most cases these “look-ahead”
schedules span periods of 30–180 days. The user may utilize either bar chart or CPM format for these schedules.
This paragraph was reproduced from Jelen’s Cost and Optimization Engineering, author F. Jelen, copyright 1983, ISBN 0-07-053646-5, with the written permission from the publisher McGraw-Hill.
1.7 Monitoring and Controlling a Project
After a plan has been produced, it should be executed and the work authorized in accordance with the plan. If there is to be a change in the plan, then the plan should be formally changed. If necessary, the client should be informed and, if required by the contract, approval should be sought.
It may be difficult to obtain approval for extension of time claims when the plan is not followed then and furthermore this will make dispute resolution more difficult.
Monitoring a project records progress to date:
• Records the start and finish dates of completed activities,
• Confirms that the required quality is met,
• Thus confirms the deliverables/products that have been produced,
• Confirms that the deliverables/products are produced on time, with the planned resources and to budget,
• Records the progress of started activities,
• Applies the productivity to date for future similar activities,
• Add or amend schedule to reflect changes, and
• Historical data is recorded for use in planning future projects.
Controlling a project provides the next level of management with information that enables them to manage a project and make informed decisions on problems:
• Ensure that the project is being executed according to the plan,
• Compare the project’s progress with the original plan,
• Reviews the productivity to date and how the current productivity will affect future activities,
• Forecast problems as early as possible which enables corrective action to be taken as early as possible,
• Review options to improve the schedule, and
• Obtain data required for preparing extension of time claims and for dispute resolution.