Table of Contents

Lecture#01 ............................................................................................................................... 10
What is oil and gas field, how it operates ............................................................................ 10
Role of Primavera P6 in Oil and Gas Projects: .................................................................... 10
What is oil and gas field? Define offshore and onshore project. ......................................... 11
Upstream ........................................................................................................................... 11
Midstream ......................................................................................................................... 12
Downstream ...................................................................................................................... 12
Onshore vs. Offshore Projects .............................................................................................. 13
Job hunting strategy ............................................................................................................. 13
Lecture#02 ............................................................................................................................... 14
Project Management/Planning Control ................................................................................ 14
1. Scope of Work ........................................................................................................... 14
2. Time Management ..................................................................................................... 14
3. Cost Management ...................................................................................................... 14
4. Resource Management .............................................................................................. 15
5. Risk Management ...................................................................................................... 15
6. Quality Control.......................................................................................................... 15
7. Procurement Management......................................................................................... 15
8. Communication ......................................................................................................... 16
Product Management............................................................................................................ 16
Scope Management .............................................................................................................. 17
Project management fundamentals /Project lifecycle .......................................................... 18
Phases of the Project Life Cycle ....................................................................................... 18
1. Initiation phase .......................................................................................................... 18
2. Planning phase........................................................................................................... 21
3. Execution phase......................................................................................................... 21
4. Project Monitoring and Control ................................................................................ 22
5. Project Closing .......................................................................................................... 22
What is scope baseline in primavera p6? ............................................................................. 23
Lecture#03 ............................................................................................................................... 24
Plan schedule management/time management ..................................................................... 24
Define activities: Activities list, Activity attributes, Milestones. ......................................... 24
Sequence activities: Project schedule network diagram (PND). .......................................... 24
 Estimate activity duration: Duration estimate, Basis of estimates. ...................................... 24
Develop schedule: Schedule baseline, Project calendar, Change request. ........................... 24
Control schedule: Work performance information, Schedule forecast. ............................... 24
Organization breakdown structure (OBS) ............................................................................ 24
Key Features of an Organization Breakdown Structure (OBS): ...................................... 24
Example of an OBS in a Civil Engineering Project: ........................................................ 25
Importance of OBS in Civil Engineering: ........................................................................ 26
Work breakdown structure (WBS) ....................................................................................... 27
Levels of WBS: ................................................................................................................ 27
Activity:................................................................................................................................ 27
Activity Attributes: ........................................................................................................... 28
Project contract, general contract condition (GCC) and particular contract condition (PCC).
.............................................................................................................................................. 28
1. General Conditions of Contract (GCC) ..................................................................... 28
2. Particular Conditions of Contract (PCC) .................................................................. 29
Contract Process ............................................................................................................... 30
Role of credit ADNOC (Abu Dhabi oil & gas corporation) ................................................ 30
Designer review ................................................................................................................ 30
What is Procurement. define bulk items and long lead items .............................................. 31
Bulk Items......................................................................................................................... 31
Long Lead Items ............................................................................................................... 31
procurement Process ............................................................................................................ 32
a) Ordering 10% ............................................................................................................ 32
b) Manufacturing 70% ................................................................................................... 32
c) Delivering 20% ......................................................................................................... 32
Write a detail note on EPC Contracts and DBO Contract .................................................... 33
EPC Contracts................................................................................................................... 33
Design Build Operate (DBO) Contracts ........................................................................... 33
Summary........................................................................................................................... 34
Lecture#04 ............................................................................................................................... 35
Basic of project management ............................................................................................... 35
Basics of Project Management ......................................................................................... 35
Phases of Project Management ............................................................................................ 35
Planning ............................................................................................................................ 35
Scheduling ........................................................................................................................ 36
 Controlling ........................................................................................................................ 37
Conclusion ........................................................................................................................ 38
Project Time/Schedule Management .................................................................................... 38
Define activities: Activities list, Activity attributes, Milestones. ......................................... 38
Sequence activities: Project schedule network diagram (PND). .......................................... 38
Estimate activity duration: Duration estimate, Basis of estimates. ...................................... 38
Develop schedule: Schedule baseline, Project calendar, Change request. ........................... 38
Control schedule: Work performance information, Schedule forecast. ............................... 38
Project Network Diagram..................................................................................................... 38
Network Definition ........................................................................................................... 39
Elements of a Network ..................................................................................................... 39
Events in Project Management ............................................................................................. 40
Basic Properties of Events ................................................................................................ 40
Types of Events ................................................................................................................ 40
Interrelationships Between Events ................................................................................... 41
Roles to draw network.......................................................................................................... 41
Planning for Network Structure ........................................................................................... 42
1. Forward Planning: ..................................................................................................... 42
2. Backward Planning: .................................................................................................. 42
3. Combined Planning: .................................................................................................. 42
Modes of Network Construction .......................................................................................... 43
PERT (Program Evaluation Review Technique): ............................................................. 43
CPM (Critical Path Method): ........................................................................................... 43
Network Techniques: AOA and AON............................................................................... 44
Slack and Its Types ............................................................................................................... 44
Types of Slack: ................................................................................................................. 45
Float and its types................................................................................................................. 45
Write a Detailed Note on Activity and Its Properties ........................................................... 47
Properties of Activities ..................................................................................................... 47
Types of Activities ............................................................................................................ 47
Dummies ........................................................................................................................... 49
Relationship Types............................................................................................................ 51
Activity dependencies....................................................................................................... 51
Activity Attributes ............................................................................................................ 52
Activity Start and Finish Time and Its Types ................................................................... 52
 1. Earliest Expected Time (EET) .................................................................................. 52
2. Latest Allowable Occurrence Time (LAOT) ............................................................. 53
3. Early Start (ES): ........................................................................................................ 53
4. Early Finish (EF): ...................................................................................................... 53
5. Late Start (LS): .......................................................................................................... 53
6. Late Finish (LF): ....................................................................................................... 53
CRITICAL ACTIVITIES ................................................................................................. 53
The information about the degree of total float is very important, which comes under the
criticality of activity. ......................................................................................................... 54
The degree of float may be - ............................................................................................. 54
The classification of activities on the basis of degree of float.......................................... 54
Lecture#05 ............................................................................................................................... 55
Estimate Activity Duration ................................................................................................... 55
(Duration of estimate, Basis of estimate) ............................................................................. 55
Resource Management ......................................................................................................... 55
Key Components of Resource Management: ................................................................... 55
Why is Resource Management Important? ...................................................................... 56
Explanation of Key Terms in Resource Management: ......................................................... 56
1) Expert Judgment ........................................................................................................... 56
2) Data Analysis................................................................................................................ 57
3 Points analysis ............................................................................................................... 57
Calculation: ....................................................................................................................... 58
Advantages: ...................................................................................................................... 59
Example: ........................................................................................................................... 59
3) Analogous Estimation .................................................................................................. 59
4) Bottom-Up Estimation ................................................................................................. 60
5) Parametric Estimation .................................................................................................. 61
Summary of Estimation Techniques: ................................................................................ 62
Productivity .......................................................................................................................... 63
Lecture#06 ............................................................................................................................... 64
Interlinking of work packages .............................................................................................. 64
Importance of Interlinking Work Packages ...................................................................... 64
Methods to Interlink Work Packages ................................................................................ 64
Conclusion ........................................................................................................................ 65
Critical Path Method ............................................................................................................ 65
 purpose of float, free float and negative float ...................................................................... 67
What are schedule compression techniques and its types? .................................................. 69
Types of Schedule Compression Techniques ....................................................................... 69
1. Fast Tracking ................................................................................................................ 69
2. Crashing ........................................................................................................................ 69
3. Overlapping .................................................................................................................. 70
4. Adjusting Leads and Lags: ........................................................................................ 70
Summary of Techniques ................................................................................................... 71
Question and Answer session................................................................................................... 72
What is total Float, free Float and negative float also explain the difference among them. 72
EPC Project cost ................................................................................................................... 74
Percentage used of different relationships in EPC ............................................................... 74
EPC Project duration (1 year project) .................................................................................. 74
Interview Question ............................................................................................................... 75
How can I answer the question (tell me about yourself)? ................................................ 75
1. Start with a Brief Introduction ...................................................................................... 75
2. Highlight Relevant Skills and Achievements ............................................................... 75
3. Showcase Your Strengths and Soft Skills ..................................................................... 76
4. Link to Your Career Goals ............................................................................................ 76
5. Conclude with Enthusiasm ........................................................................................... 76
Full Example Answer: ...................................................................................................... 76
How can I answer the question in a job interview (tell me about your strengths and
weaknesses) ...................................................................................................................... 77
Strengths: .......................................................................................................................... 78
Weaknesses: ...................................................................................................................... 78
General Tips:..................................................................................................................... 79
Why I should hire you ...................................................................................................... 80
Talk to your self.................................................................................................................... 81
Tips/suggestions to improve communication skills (English) ............................................. 81
Lecture#07 ............................................................................................................................... 83
Define cost management and its types ................................................................................. 83
Types of Cost Management .................................................................................................. 83
1. Lump-Sum Cost Model: ............................................................................................ 83
2. Comprehensive Cost Model: ..................................................................................... 83
3. Hybrid Cost Model:................................................................................................... 84
Different types of duration ................................................................................................... 84
1. Fixed Duration and Units .......................................................................................... 84
2. Fixed Duration and Units/Time .................................................................................... 85
3. Fixed Units ................................................................................................................... 85
4. Fixed Units/Time .......................................................................................................... 86
Write a detail note on s curve ............................................................................................... 86
1. Definition and Components ...................................................................................... 86
2. Phases of the S-Curve ............................................................................................... 87
Why an “S”? ..................................................................................................................... 87
3. Types of S-Curves ..................................................................................................... 88
4. Common Uses of the S-Curve in Project Management ............................................ 89
5. Benefits of Using S-Curves ....................................................................................... 91
6. Limitations ................................................................................................................ 91
7. How S-Curves Can Influence Decision-Making? ..................................................... 91
8. How to Create an S-Curve?....................................................................................... 93
Write a detail note on histogram .......................................................................................... 94
Advantages of Histograms.............................................................................................. 100
Disadvantages of Histograms ......................................................................................... 100
Histogram Solved Example ............................................................................................ 101
Which histogram represents the consistent data? ........................................................... 102
Can a histogram be drawn for the normally distributed data? ........................................ 103
When a histogram is skewed to right? ............................................................................ 103
When a histogram is skewed to the left? ........................................................................ 103
What are stacked histogram ............................................................................................... 103
........................................................................................................................................ 104
Key Features of Stacked Histograms: ............................................................................ 104
Develop and customise S-curve using primavera p6 ......................................................... 105
1. Set Up the Project Schedule ....................................................................................... 105
2. Assign a Baseline ........................................................................................................ 105
3. Update Project Progress.............................................................................................. 105
4. Generate an S-Curve ................................................................................................... 105
5. Export Data to Excel (For Further Customization) .................................................... 106
6. Customize S-Curve in Primavera P6 .......................................................................... 106
Tips for S-Curve Customization: .................................................................................... 107
What is resource usage profile in primavera p6? ............................................................... 107
 Key Features of Resource Usage Profile ........................................................................ 107
How to View Resource Usage Profile in Primavera P6 ................................................. 108
Benefits ........................................................................................................................... 108
Lecture#08 ............................................................................................................................. 109
Project schedule quality check as per DCMA .................................................................... 109
1. Schedule Quality Assessment Criteria .................................................................... 109
2. Schedule Assessment Steps ..................................................................................... 109
3. Key Performance Indicators (KPIs) ........................................................................ 110
4. Recommendations for Improvement ....................................................................... 110
5. Reporting ................................................................................................................. 111
DCMA points to check schedule quality ............................................................................ 111
Resource Optimization ....................................................................................................... 112
Over-Allocation .................................................................................................................. 112
Resource Levelling ............................................................................................................. 113
What is a Baseline? ............................................................................................................ 114
Types of Baselines .......................................................................................................... 114
Importance of a Baseline ................................................................................................ 115
Establishing a Baseline ................................................................................................... 116
Monitoring and Controlling Against the Baseline .......................................................... 116
Submission of Baseline ...................................................................................................... 116
Narrative Report ................................................................................................................. 117
Scope creep ........................................................................................................................ 117
Causes of Scope Creep: .................................................................................................. 117
Consequences of Scope Creep:....................................................................................... 118
Managing Scope Creep:.................................................................................................. 118
What is Change Management? ........................................................................................... 119
1. Identifying Change Requests .................................................................................. 119
2. Submitting a Change Request ................................................................................. 120
3. Integrated Change Control Process ......................................................................... 121
4. Approval Process and Correspondence ................................................................... 121
Primavera P6 Golden features ............................................................................................... 123
project levels ...................................................................................................................... 123
1. Initiation Level ........................................................................................................... 123
2. Planning Level ............................................................................................................ 123
3. Execution Level .......................................................................................................... 124
 4. Monitoring and Control Level .................................................................................... 124
5. Closure Level .............................................................................................................. 124
Work breakdown structure and its different level .............................................................. 125
Levels of WBS: .............................................................................................................. 125
Different types of activities in primavera p6 ...................................................................... 126
1) Task Dependent Activity ............................................................................................ 126
2) Resource Dependent Activity ..................................................................................... 127
3) Level of Effort (LOE) Activity................................................................................... 127
4) Milestone .................................................................................................................... 127
Discrete Activities: ......................................................................................................... 128
Critical Activities: ........................................................................................................... 128
Non-Critical Activities:................................................................................................... 128
Recurring Activities: ....................................................................................................... 128
In primavera p6 what are filters, cost account, activity codes, resource codes, resource
curve Explain each one with example ................................................................................ 129
1. Filters .......................................................................................................................... 129
2. Cost Account............................................................................................................... 129
3. Activity Codes ............................................................................................................ 130
4. Resource Codes .......................................................................................................... 130
5. Resource Curve........................................................................................................... 131
Lecture#09 ............................................................................................................................. 132
Earned Value Management (EVM) .................................................................................... 132
Key Performance Indicators (KPI’s) in EVM: ................................................................... 134
1. Schedule Variance (SV): ......................................................................................... 134
2. Schedule Performance Index (SPI): ........................................................................ 135
3. Cost Variance (CV): ................................................................................................ 135
4. Cost Performance Index (CPI): ............................................................................... 136
Summary ............................................................................................................................ 136
Key Performance Indicators (KPIs) ............................................................................... 137
Relation Between EVM and KPIs .................................................................................. 138
What is simulator sheet explain with example? ................................................................. 138
Project tracking Part-01 ......................................................................................................... 139
Project Tracking Part-02 ........................................................................................................ 140
Project Progress Updates .................................................................................................... 140
Progress Types (% Complete Types) .................................................................................. 141
Assignment ............................................................................................................................ 143
Global change ........................................................................................................................ 144
Application examples on global change............................................................................. 145
TEMPLATES ......................................................................................................................... 148
How to create template? ..................................................................................................... 148
Frequency of reports........................................................................................................... 148
DPR REPORT TEMPLATE ............................................................................................... 148
CAREER COUNSELLING ................................................................................................... 149
Job hunting strategy ........................................................................................................... 149
ATS CV (applicant tracking system) .................................................................................. 149
Speaking skills.................................................................................................................... 149
Lecture#01
What is oil and gas field, how it operates

An oil and gas field refers to a geographic area where oil or natural gas reserves are found and
extracted. These fields typically contain multiple wells and other infrastructure necessary for
the extraction, production, processing, and transportation of hydrocarbons. There are two main
types of fields:

1. Oil Fields: These are areas where crude oil is extracted.

2. Gas Fields: These are areas where natural gas is extracted.

How It Operates:

1. Exploration: Geologists and geophysicists explore regions using seismic surveys and
other methods to identify potential reserves beneath the earth’s surface.

2. Drilling: Once a reserve is confirmed, drilling rigs are used to create wells that allow
oil or gas to be brought to the surface.

3. Production: Once a well is drilled and oil/gas is located, the production phase begins.
This involves pumping the resources to the surface and processing them to remove
impurities.

4. Transportation and Refining: Crude oil and gas are transported through pipelines or
tankers to refineries, where they are processed into usable products like gasoline, diesel,
jet fuel, and natural gas.

Role of Primavera P6 in Oil and Gas Projects:

Primavera P6 is a powerful project management tool widely used in the oil and gas industry
for planning, scheduling, and managing large-scale projects. Here's how it plays a role:

1. Project Scheduling: Oil and gas projects are often massive and involve multiple phases
(exploration, drilling, production, etc.). P6 helps project managers schedule these tasks,
allocate resources, and set milestones.
 2. Resource Management: Managing labour, equipment, and material resources is
crucial in oil and gas projects. Primavera P6 helps in assigning resources efficiently,
tracking their utilization, and preventing delays

3. Cost Control: Oil and gas projects involve high costs. P6 allows project teams to create
detailed cost estimates, track expenditures, and stay within budget.

4. Risk Management: The tool allows project managers to assess risks and plan
contingencies, ensuring that critical activities stay on track despite uncertainties.

5. Progress Tracking: Using Primavera P6, project managers can track progress in real-
time, compare actual performance against the baseline schedule, and take corrective
actions when needed.

In summary, Primavera P6 in the oil and gas field ensures that complex projects are executed
smoothly, on time, and within budget by offering structured scheduling, resource allocation,
and cost management.

What is oil and gas field? Define offshore and onshore project.

Oil and gas fields are areas where oil and natural gas deposits are found and extracted. These
fields are typically located either on land (onshore) or beneath the sea (offshore). The oil and
gas industry are generally divided into three main segments:

Upstream

This segment involves the exploration and production of oil and natural gas. Key activities
include:

Exploration: Searching for oil and gas reserves through geological surveys and drilling
exploratory wells.
Production: Extracting oil and gas from underground reservoirs. This includes drilling wells
and operating production facilities.

Midstream

Midstream activities involve the transportation and storage of oil and gas. This segment
connects upstream and downstream operations and includes:

Transportation: Moving oil and gas from production sites to refineries or processing plants
through pipelines, tankers, or trucks.

Storage: Storing crude oil, natural gas, and refined products in tanks or underground facilities
until they are needed for processing or distribution.

Downstream

This segment focuses on refining, distributing, and selling oil and gas products. Key activities
include:

Refining: Converting crude oil into usable products like gasoline, diesel, jet fuel, and other
petrochemicals (Chemical obtained from petroleum and natural gas).

Distribution: Transporting refined products to consumers through retail outlets, gas stations,
and other distribution channels.

Marketing: Selling oil and gas products to consumers and businesses.

Onshore vs. Offshore Projects

Onshore Projects: These are oil and gas operations located on land. They typically involve
drilling wells and building infrastructure like pipelines and processing facilities directly on the
surface.

Offshore Projects: These are operations conducted in ocean or sea waters. Offshore drilling
rigs are used to extract oil and gas from beneath the seabed, and this can involve more complex
logistics and engineering challenges due to the marine environment.

Each of these segments plays a crucial role in the oil and gas industry, contributing to the
overall supply chain from exploration to end-user delivery.

Job hunting strategy

Industry division: Search for a job role such as project management control (PMC), Planning
engineer (PE) etc.

Companies list: Make a list of at least 100 companies on LinkedIn and know about it.

Company demand: Knows about company demand using LinkedIn and prepare ATS CV
using chat GPT according to the company requirement/responsibilities.

ATS CV & Communication: Prepare (ATS) Applicant tracking system CV and improve
communication skills (English).

Learn Skills: Learn Civil engineering-oriented skills such as Quantity and cost estimation,
Materials knowledge and material testing, Surveying, expertise in Primavera P6, AutoCAD,
Excel, STAAD Pro, E-tab, Revit structure, MS Project, 3DS Max, Sketch up, Plan swift etc.
Lecture#02
Project Management/Planning Control

Project management refers to the process of leading the work of a team to achieve specific
goals within a defined timeline. It involves planning, executing, and closing work by managing
various elements like scope, time, cost, resources, risks, and communication.

Planning control is the practice of establishing, monitoring, and adjusting project plans to
ensure that the project objectives are met on time and within budget.

1. Scope of Work

The scope of work defines the boundaries of a project, including deliverables, tasks, and
objectives. It specifies what is included in the project and often highlights what is excluded.
Proper scope management ensures that all required work is completed and prevents scope
creep (additional work not originally agreed upon).

2. Time Management

Time management focuses on ensuring that the project is completed within the approved
timeline. It involves creating a detailed schedule, defining activities, estimating durations,
setting milestones, and monitoring the project’s progress. Gantt charts and critical path
methods (CPM) are common tools used for time management.

3. Cost Management

Cost management ensures that the project is completed within the approved budget. It
includes cost estimation, budgeting, and cost control. The project manager must monitor
expenditures, control costs, and forecast potential budget changes, ensuring the project stays
within financial limits.
 4. Resource Management

Resource management involves planning, allocating, and managing resources such as human
resources, materials, and equipment. It ensures that the project has the right resources at the
right time to meet deadlines and stay within budget. Effective resource management
optimizes the use of available assets to achieve project goals efficiently.

5. Risk Management

Risk management is the process of identifying, assessing, and controlling potential risks that
could impact the project. This involves risk identification, risk assessment (impact and
likelihood), and creating risk mitigation strategies to either reduce the likelihood of risks or
minimize their impact on the project.

6. Quality Control

Quality control ensures that the project deliverables meet the established standards and
specifications. This includes setting quality criteria, reviewing work processes, conducting
inspections, and addressing non-conformities. Quality control helps ensure that the final
output satisfies the client’s requirements and enhances overall project performance.

7. Procurement Management

Procurement management involves acquiring goods, services, or works from external

suppliers to complete the project. It includes identifying what needs to be procured, selecting
vendors, creating contracts, and managing supplier performance. Proper procurement
management ensures the availability of necessary resources at the best price and quality.
 8. Communication

Effective communication is essential to ensure that all stakeholders are informed about the
project’s progress, issues, and changes. This involves developing a communication plan that
outlines how information will be shared, the frequency of communication, and the
stakeholders involved. Good communication helps in decision-making, conflict resolution,
and project coordination.

These elements form the backbone of successful project management and planning control,
helping to ensure that a project is completed on time, within budget, and to the required
quality standards.

Product Management

Product management is about identifying project needs, defining project objectives, and
developing a product roadmap to achieve those objectives. The goal is to bring value to the
construction project by delivering the desired outcomes on time and within budget.

When it comes to managing construction projects efficiently and effectively, product

management plays a critical role in the process. In heavy and civil engineering construction,
product management is defined as the process of overseeing the development and execution
of construction projects, from conception to completion.

A skilled product manager is responsible for identifying and prioritizing project needs,
developing a product roadmap, allocating resources and budgets, mitigating risks, and
monitoring progress.

Product management involves ensuring that a project is planned, executed, and delivered in
accordance with the objectives and goals set forth by the stakeholders.

It encompasses a range of responsibilities that ensure the project meets its goals, is completed
on time, and stays within budget. Here are some key aspects:
 1. Project Planning: Defining project scope, objectives, and deliverables. This includes
creating timelines and budget estimates.
2. Stakeholder Management: Collaborating with various stakeholders, including clients,
engineers, architects, contractors, and regulatory bodies, to align expectations and
facilitate communication.
3. Resource Allocation: Ensuring the right resources (materials, equipment, labor) are
available at the right time to avoid delays.
4. Risk Management: Identifying potential risks (financial, environmental, safety) and
developing mitigation strategies to address them.
5. Quality Control: Establishing quality standards and procedures to ensure that
construction meets regulatory requirements and client expectations.
6. Monitoring and Reporting: Tracking project progress, adjusting plans as necessary,
and reporting on status to stakeholders.
7. Post-Construction Evaluation: Analyzing project outcomes, including performance
against objectives, and gathering lessons learned for future projects.

Overall, product management in this field combines technical knowledge with project
management skills to deliver successful construction projects.

Scope Management

Scope management often used in project management, refers to the process of defining,
controlling, and ensuring that the work required to complete a project is accurately determined
and completed. It involves:

• Defining what is included and excluded from the project (scope).

• Managing scope changes through a formal change control process.

• Monitoring scope to prevent scope creep, which is the uncontrolled expansion of project
boundaries.
In short, product management focuses on the development and success of a product, while
scope management focuses on ensuring that a project's deliverables meet the agreed-upon
requirements.

Project management fundamentals /Project lifecycle

The Project Life Cycle refers to the series of phases that a project goes through from initiation
to completion. It provides a structured framework for managing a project, ensuring that it
progresses smoothly, stays on track, and meets its objectives. The life cycle helps in organizing
project activities, allocating resources, and managing time and costs efficiently.

Typically, the project life cycle is divided into five phases, though some methodologies may
include more or fewer phases depending on the complexity and scope of the project.

Phases of the Project Life Cycle

1. Initiation Phase
o Objective: Define the project at a high level and authorize its existence.
o Key Activities:
▪ Develop the project charter.
▪ Identify stakeholders.
▪ Assess project feasibility and potential risks.
▪ Define project goals and objectives.
▪ Secure initial approval or funding.
o Outcome: Project charter and high-level project scope.

1. Initiation phase

Need assessment: Need assessment" refers to the process of identifying and evaluating
the specific requirements and gaps that the project aims to address. This involves analysing
the current situation, understanding stakeholder expectations, and determining the project's
objectives. The key steps in need assessment typically include:
 Identifying Stakeholders: Engaging with individuals or groups affected by the project
to gather insights.

Gathering Data: Collecting qualitative and quantitative information through surveys,

interviews, or existing reports.

Analyzing Needs: Evaluating the data to identify the primary needs, challenges, and
opportunities related to the project.

Prioritizing Needs: Ranking the identified needs based on their importance and
urgency to ensure that the project addresses the most critical issues.

Defining Objectives: Establishing clear project objectives that align with the identified
needs.

Feasibility reports: A feasibility report is a comprehensive document that assesses

the viability of a proposed project. It evaluates various factors to determine whether the
project is worth pursuing. Key components of a feasibility report typically include:

Executive Summary: A brief overview of the project and its objectives.

Market Analysis: An assessment of the market conditions, target audience, and

competitive landscape.

Technical Feasibility: Evaluation of the technical resources and technologies

required to implement the project.

Economic Feasibility: Analysis of the costs, potential revenue, and overall financial
viability, including cost-benefit analysis.

Operational Feasibility: Assessment of the organizational and operational aspects,

including human resources and processes needed.

Legal and Regulatory Feasibility: Examination of any legal or regulatory

requirements that could impact the project.
 Risk Analysis: Identification and evaluation of potential risks and challenges that
could arise during the project lifecycle.

The feasibility report helps stakeholders make informed decisions about whether to proceed
with the project.

Milestones: Milestones are significant points or events in a project's timeline that

indicate progress toward achieving project objectives. They serve as markers to help
manage the project effectively. Effectively. Key aspects of project milestones include:

Definition: A milestone represents the completion of a major phase or task within the
project.

Examples: Completion of the design phase.

Importance:

o Tracking Progress: Milestones help in monitoring the project's advancement

and ensuring it stays on schedule.

o Decision Points: They often serve as critical points for stakeholder reviews and
decision-making.

o Motivation: Achieving milestones can boost team morale and provide a sense
of accomplishment.

Project Charter: A formal document outlining the project’s objectives, stakeholders,

resources, and high-level deliverables.

Stakeholder Identification: Identifying people or groups who have an interest in or

influence on the project.
2. Planning phase

Planning phase includes: Design, Estimation, Contract, Bidding documents, Award of

project, Project schedule (cash flows and resource requirements)

Objective: Establish a detailed roadmap for achieving the project goals.

Key Activities:

▪ Develop a project management plan.

▪ Define the scope, schedule, and budget.
▪ Identify resources (people, equipment, etc.).
▪ Develop risk management and communication plans.
▪ Break down tasks and create a work breakdown structure (WBS).
o Outcome: Detailed project plan, schedule, and budget.

3. Execution phase

Objective: Execute the project plan by performing the work needed to achieve the
project’s objectives.

Key Activities:

▪ Coordinate people and resources.

▪ Manage team performance.
▪ Communicate with stakeholders.
▪ Monitor and control project scope, schedule, and budget.
▪ Perform quality assurance tasks.

Outcome: Deliverables produced and work completed.

4. Project Monitoring and Control

Objective: Ensure that the project stays on track and that any deviations from the plan
are corrected.

Key Activities:

▪ Monitor project performance using key performance indicators (KPIs).

▪ Track project progress against the baseline schedule and budget.
▪ Identify and address risks and issues.
▪ Managing changes to scope, schedule, and resources
▪ Ensure quality control.

Outcome: Reports on project progress, updated plans, and changes as needed.

5. Project Closing

Objective: Finalize all project activities, complete deliverables, and formally close the
project.

Key Activities:

▪ Verify that project deliverables meet requirements.

▪ Obtain formal acceptance from the client or stakeholders.
▪ Conduct project reviews and document lessons learned.
▪ Release project resources (team, equipment, etc.).
▪ Close contracts and financial accounts.
▪ Completing project documentation for future reference.

Outcome: Completed project, formal closure, and post-project review.

What is scope baseline in primavera p6?

The scope baseline in Primavera P6 refers to the approved project scope, including all work
that needs to be completed for the project. It consists of three primary elements:

1. Project Scope Statement: This defines the detailed description of the project's
deliverables and the work required to create them.

2. Work Breakdown Structure (WBS): A hierarchical decomposition of the total scope

of work into smaller, manageable sections.

3. WBS Dictionary: Provides detailed descriptions of each WBS element, including

deliverables, milestones, and other information necessary for project execution.

In Primavera P6, the scope baseline acts as a reference point for tracking the project’s
performance. Any changes to the project scope must be evaluated and approved through formal
change control procedures to ensure the project stays on track according to its original
objectives.
Lecture#03

Plan schedule management/time management

Define activities: Activities list, Activity attributes, Milestones.

Sequence activities: Project schedule network diagram (PND).

Estimate activity duration: Duration estimate, Basis of estimates.

Develop schedule: Schedule baseline, Project calendar, Change request.

Control schedule: Work performance information, Schedule forecast.

Organization breakdown structure (OBS)

An Organization Breakdown Structure (OBS) in civil engineering is a hierarchical

framework used to define and structure the roles, responsibilities, and relationships of
individuals, teams, or departments within a project. It is a tool often used in project
management to ensure that the right people are assigned to the right tasks and that there is
clarity in communication, accountability, and coordination throughout the life of a project.

In the context of civil engineering, the OBS outlines how the project team is organized,
showing the reporting relationships and organizational responsibilities associated with the
project. It is a visual representation that helps in the allocation of project work and ensures
that the project is properly managed across all levels of the organization.

Key Features of an Organization Breakdown Structure (OBS):

1. Hierarchical Structure: The OBS typically starts with the highest level of
management at the top (e.g., project sponsor, senior project manager), and breaks
down into lower levels, representing project managers, engineers, supervisors, and
workers in various disciplines (structural, geotechnical, electrical, etc.).
 2. Linkage to Work Breakdown Structure (WBS): The OBS is often linked to the
Work Breakdown Structure (WBS), which breaks down the project scope into smaller,
manageable work packages. The OBS helps identify who is responsible for each work
package and ensures alignment between the structure of the organization and the tasks
to be completed.

3. Accountability and Responsibility: Each level of the OBS defines roles and
responsibilities, ensuring accountability. This is important for large, complex civil
engineering projects where multiple teams and departments are involved. For
example, an engineering team might be responsible for certain tasks like structural
design, while a construction team might handle actual site work.

4. Communication Flow: The OBS establishes clear reporting lines, improving

communication among the project team. It ensures that the right information reaches
the right people at the right time, helping to minimize confusion and conflicts.

5. Resource Allocation: The OBS is also used to allocate resources efficiently, ensuring
that each part of the project is adequately staffed with the necessary expertise.

Example of an OBS in a Civil Engineering Project:

1. Project Manager (Top-Level):

o Overall responsibility for project execution and delivery.
2. Engineering Department (Mid-Level):
o Structural Engineer: Responsible for the design of the structure.
o Geotechnical Engineer: Responsible for foundation design and soil
investigations.
 o Environmental Engineer: Ensures compliance with environmental
regulations.
3. Construction Team (Mid-Level):
o Site Manager: Responsible for overseeing day-to-day construction activities.
o Foreman: Manages specific aspects of the construction process.
o Laborers/Technicians: Carry out construction activities on-site.
4. Quality Control and Safety Team (Support Level):
o Quality Control Officer: Ensures construction quality standards are met.
o Safety Officer: Monitors safety compliance on-site.
5. Administrative and Support Staff:
o Project Scheduler: Manages project timeline and milestones.
o Procurement Officer: Handles procurement and supply chain management.

Importance of OBS in Civil Engineering:

• Clear Role Definitions: Helps ensure that each individual or team understands their
role in the project.
• Improved Coordination: By clearly defining who is responsible for what, the OBS
facilitates smooth coordination between different departments and teams.

• Better Project Monitoring: Project progress can be tracked more efficiently when
roles and responsibilities are well-defined.
• Resource Management: Helps in better planning and utilization of human resources
by identifying gaps in staffing or expertise.

In large-scale civil engineering projects such as highways, bridges, dams, or multi-building

developments, an OBS is crucial for effective project management and for ensuring that the
project is completed on time, within budget, and to the required quality standards.
Work breakdown structure (WBS)

Work Breakdown Structure (WBS) is a hierarchical decomposition of a project into smaller,

manageable components or deliverables. It is used to organize and define the total scope of a
project by breaking it down into smaller, more detailed parts that are easier to plan, execute,
and monitor. Each level in the WBS provides more detailed and granular views of the project
work.

Levels of WBS:

Level 1: Project/ Control account

The highest level represents the total project itself.

Level 2: Major Deliverables/Planning packages

These are the main sections or major deliverables of the project. They typically represent
project phases or large components

Level 3: Sub-deliverables/Work Packages

Major deliverables are broken down into smaller, more specific sub-deliverables or work
packages. These components are still large but provide more detail.

Level 4 and beyond: Tasks/Activities

The work packages are further decomposed into tasks or activities, which represent the actual
work that needs to be completed. As the WBS goes deeper, the work becomes more specific
and detailed.

Activity:

The actual performance of a task is known as activity it is project lowest level.

An activity is a distinct, scheduled portion of work performed during a project. It is the smallest
unit of work in project scheduling. Activities are identified, estimated, and managed in relation
to time and resources.
Activity Attributes:

At every activity level we have to define how much work we need to do, how much time and
money it will require to complete, how many manpower and resources are required and what
is the logic (sequence of work).

Activity attributes describe the characteristics of each activity and typically include:

1. Activity ID or code
2. Activity name or description
3. Predecessor and successor activities (activities that must be completed before or after)
4. Resource requirements (labour, materials, equipment)
5. Duration (time needed to complete the activity)
6. Start and finish dates
7. Constraints (limitations like deadlines)
8. Assumptions
9. Responsible team or individual

Project contract, general contract condition (GCC) and particular

contract condition (PCC).

In construction and project management, contracts are essential for defining the relationship
between parties, obligations, and expectations. Contracts typically include General Conditions
of Contract (GCC) and Particular Conditions of Contract (PCC). Here’s an overview of each:

1. General Conditions of Contract (GCC)

GCC outlines the fundamental terms and conditions that apply to the contract as a whole. These
conditions are generally standardized and cover various aspects of the contract, including:

Definitions: Clarifying key terms used in the contract.

Scope of Work: Outlining the general tasks and responsibilities of each party.
Contract Duration: Specifying the timeframe for project completion.
Payment Terms: Detailing how and when payments will be made.
Variation Procedures: Procedures for changes to the scope of work.
Dispute Resolution: Methods for resolving conflicts, such as mediation or arbitration.
Force Majeure: Conditions under which parties are exempt from liability due to extraordinary
events.
Termination: Conditions under which the contract can be terminated by either party.
GCC serves as a framework for contract execution and is often included in many types of
contracts to ensure consistency.

2. Particular Conditions of Contract (PCC)

PCC specifies project-specific clauses that modify or add to the GCC to address the unique
aspects of a particular project. These conditions take precedence over the GCC when there are
conflicts. PCC may include:

Project-Specific Definitions: Terms that are specific to the project.

Site Conditions: Details regarding site-specific conditions affecting work.

Special Payment Provisions: Unique payment schedules or milestones.

Additional Requirements: Specific regulations, safety measures, or quality standards that

must be met.

Timeline Adjustments: Adjustments to the project timeline due to unique circumstances.

Local Laws and Regulations: Any relevant legal requirements that apply to the project
location.

Conclusion

Both GCC and PCC are critical in ensuring that all parties understand their rights and
obligations, helping to mitigate risks and manage expectations. When drafting or reviewing
contracts, it’s essential to carefully consider both sets of conditions to ensure they align with
the project’s specific needs and requirements.
Contract Process

1. Submission of detailed schedule

2. Formatting and detailing
3. Approval process
4. Baseline update
5. Frequency of reports
6. Content of reports
7. Performance metrics
8. Photographic evidence
9. Risk and disputes
10. Liquidity damages and low performance
11. Sub-contracting polices
12. Project control
13. Project management tools
14. Regular meetings

Role of credit ADNOC (Abu Dhabi oil & gas corporation)

Designer review

1. Internal review 3%

2. Inter disciplinary check (IDC) 2%

3. First submission 10%

4. Second submission 20%

5. Approval 50%

6. Approval for construction/Issue for construction (IFC/AFC) 15%

What is Procurement. define bulk items and long lead items

Procurement in civil engineering refers to the process of acquiring goods, services, and works
necessary for a construction project. It involves sourcing, negotiating contracts, purchasing,
and managing suppliers and vendors to ensure that materials and services are delivered on time
and within budget.

Note: Resources within your company is under resource management

Resources outside of the company is procurement management

Bulk Items

Bulk items are materials that are typically purchased in large quantities and are often
fundamental to the construction process. These items usually have a lower cost per unit when
bought in bulk. Examples include:

• Aggregates (sand, gravel, crushed stone)

• Cement
• Steel reinforcement bars
• Concrete (ready-mixed)
• Pipes and fittings

Bulk items are generally less complex to procure and can be sourced from multiple suppliers.

Long Lead Items

Long lead items are materials or equipment that require significant time to manufacture,
deliver, or install. They are critical to the project's timeline and must be procured early to avoid
delays. Examples include:

• Specialized machinery or equipment (e.g., cranes, generators)

• Custom-made structural components (e.g., steel beams, precast concrete)
• HVAC systems
• Large electrical transformers
Identifying and managing long lead items is essential to project scheduling, as delays in their
procurement can impact the overall timeline and progress of the construction project.

procurement Process

a) Ordering 10%

1. Float inquiry (Advertisement for suppliers)

2. Received bids (from suppliers)
3. Issue TBE to company (Technical bid evaluation)
4. TBE approval
5. Issue PO (purchase order)

b) Manufacturing 70%

1. Receipt of vendor documents

2. Approval of documents
3. Place sub orders
4. Receipt of sub orders materials
5. Manufacturing
6. Final inspection
7. External/miscellaneous work

c) Delivering 20%

1. Items on board
2. Receipt at port
3. Receipt at site
Write a detail note on EPC Contracts and DBO Contract

EPC Contracts

EPC (Engineering, Procurement, and Construction) Contracts are a common type of

project delivery method in the construction and engineering industries. Under an EPC contract,
the contractor takes on the responsibility for the design, procurement of materials, construction,
and often commissioning of the project. Here are some key features:

1. Single Point of Responsibility: The contractor is responsible for all aspects of the
project, reducing the client's risk and simplifying communication.
2. Fixed Price: EPC contracts are often fixed-price agreements, which means the
contractor agrees to deliver the project for a set price, encouraging efficiency and cost
management.
3. Design and Engineering: The contractor handles the design phase, ensuring that it
meets the specifications and requirements set forth by the client.
4. Procurement: The contractor procures all necessary materials and equipment,
managing suppliers and logistics.
5. Construction: The contractor executes the construction work, often using
subcontractors for specialized tasks.
6. Commissioning and Handover: The contractor is responsible for testing and
commissioning the project, ensuring that it operates as intended before handing it over
to the client.
7. Timeframe: EPC contracts typically have specific completion deadlines, and the
contractor is incentivized to meet these deadlines to avoid penalties.
8. Risk Management: Since the contractor assumes most risks related to design,
procurement, and construction, clients benefit from reduced exposure to unforeseen
issues.

Design Build Operate (DBO) Contracts

DBO (Design-Build-Operate) Contracts integrate design, construction, and operational

responsibilities into a single contract. This method is commonly used for infrastructure projects
such as water treatment plants, roads, and power plants. Here are the main features:
 1. Integrated Approach: DBO contracts combine design, construction, and operation
into a single contract, promoting collaboration among stakeholders from the outset.
2. Lifecycle Responsibility: The contractor is responsible not only for designing and
constructing the project but also for operating it for a specified period (often several
years). This ensures that operational considerations are integrated into the design and
construction phases.
3. Performance-Based: DBO contracts often include performance metrics and standards
that the contractor must meet during the operation phase, linking compensation to
successful operation.
4. Risk Management: The contractor assumes risks associated with design, construction,
and operation, which can lead to more innovative solutions as they are incentivized to
consider the long-term efficiency and effectiveness of the project.
5. Cost and Time Efficiency: By consolidating responsibilities, DBO contracts can lead
to reduced project timelines and costs, as the contractor can optimize design and
construction based on operational needs.
6. Stakeholder Engagement: Engaging the contractor in the operational phase
encourages ongoing communication and alignment with the client’s goals.

Summary

Both EPC and DBO contracts offer unique advantages in managing construction projects. EPC
contracts are ideal for projects where the client wants a clear, fixed-price agreement with a
single point of accountability for design and construction. In contrast, DBO contracts are suited
for projects where ongoing operational efficiency is critical, as they integrate the design,
construction, and operational phases, fostering a holistic approach to project delivery. Each
contract type is chosen based on the specific needs and goals of the project, as well as the risk
tolerance of the stakeholders involved.
Lecture#04
Basic of project management

Project management involves applying knowledge, skills, tools, and techniques to project
activities to meet project requirements. It typically encompasses several key processes and
phases to ensure the project's success. Here’s an overview of the basics and a detailed
explanation of the main phases: planning, scheduling, and controlling.

Objectives

1. It should be completed in minimum time with minimum capital investment

2. It should use available manpower and other resources optimally

Basics of Project Management

1. Definition: Project management is the application of knowledge, skills, tools, and

techniques to project activities to meet project requirements.
2. Key Components:
o Scope: Defines what is included in the project and what is not.
o Time: Establishes a timeline for project activities and milestones.
o Cost: Budgeting and resource allocation for project completion.
o Quality: Ensures the project deliverables meet the required standards.
o Risk: Identifying, analyzing, and responding to project risks.
o Stakeholders: Engaging and managing relationships with everyone affected by
the project.

Phases of Project Management

Planning

Definition: Planning is the process of establishing the scope, objectives, and steps required to
achieve the project's goals.
It is the most important phase of project management, it involves defining objectives of the
project, listing of tasks or jobs that must be performed, determining gross requirement for
materials, equipment and manpower and preparing estimates of costs and duration for various
jobs or activities.

In planning phase plan is made and strategies are set, taking into consideration the company’s
policies, procedures and rules.

Key Activities:

• Define Project Objectives: Clearly articulate what the project aims to achieve.
• Develop a Project Scope Statement: Specify what is included and excluded from the
project.
• Identify Resources: Determine what resources (people, equipment, materials) are
needed.
• Create a Work Breakdown Structure (WBS): Break down the project into smaller,
manageable components.
• Risk Management Planning: Identify potential risks and develop mitigation
strategies.
• Communication Plan: Establish how information will be shared among stakeholders.

Output: A comprehensive project management plan that guides the project's execution.

Scheduling

Definition: Scheduling involves developing a timeline for the project, identifying when tasks
will be performed, and assigning responsibilities.

Scheduling is the laying out of actual activities of the project in time order in which they bare
to be performed and calculating the manpower and materials requirements needed at each stage
of production along with the expected completion time for each of the activity.
Key Activities:

• Define Activities: List all tasks needed to complete the project.

• Sequence Activities: Determine the order of tasks and identify dependencies.
• Estimate Duration: Estimate how long each task will take.
• Develop the Project Schedule: Create a timeline using tools like Gantt charts or critical
path method (CPM).
• Resource Allocation: Assign resources to specific tasks based on availability and
skills.

Output: A detailed project schedule that outlines when tasks will be completed and who is
responsible.

Controlling

Definition: Controlling involves monitoring the project’s progress and performance, ensuring
it stays on track, and making adjustments as needed.

It consists of reviewing the difference between the schedule and actual performance of the
project once it has begun.

It is the formal mechanism established to determine the deviation from the basic plan, to
determine the precise effect of these deviations on the plan, and to replan and reschedule to
compensate for the deviations.

Key Activities:

• Performance Measurement: Use key performance indicators (KPIs) to assess

progress against the plan.
• Change Management: Implement processes to handle changes in scope, budget, or
schedule.
• Risk Monitoring: Continuously assess risks and adjust strategies as necessary.
• Quality Control: Ensure that deliverables meet the required standards through
inspections and testing.
 • Reporting: Regularly communicate project status to stakeholders.

Output: Updated project plans, reports, and any adjustments needed to keep the project on
track.

Conclusion

Project management is essential for ensuring that projects are completed successfully, on time,
and within budget. By effectively planning, scheduling, and controlling projects, managers can
minimize risks and maximize resource efficiency, ultimately leading to the successful
achievement of project goals.

Project Time/Schedule Management

This refers to the processes involved in planning, developing, managing, and controlling
project schedules. The goal is to ensure timely completion of the project. Key elements include
defining activities, sequencing them, estimating the duration, and monitoring progress.

Define activities: Activities list, Activity attributes, Milestones.

Sequence activities: Project schedule network diagram (PND).

Estimate activity duration: Duration estimate, Basis of estimates.

Develop schedule: Schedule baseline, Project calendar, Change request.

Control schedule: Work performance information, Schedule forecast.

Project Network Diagram

A visual representation of a project’s activities and their interdependencies. It shows how tasks
are connected and helps identify the sequence of activities. Common types of diagrams include
the Precedence Diagramming Method (PDM), the Activity-on-Node (AON) diagram and
activity on arrow diagram (AOA).

Activity Links Run CPM

Project Network Diagram (PND)

Estimate Activity Duration Project Duration

Network Definition

It is the flow of diagram consisting of activities and events connected logically and
sequentially.

In project management, a network is a graphical representation of a project’s activities and

events. It visually depicts the relationships and dependencies between tasks, helping to manage
the sequence and timing of project activities. A project network is crucial for effective
planning, scheduling, and monitoring.

Elements of a Network

The main elements of a project network include:

Events: Milestones or points in time that signify the completion of one or more activities.

Activities: Tasks or work items that need to be completed within the project.

Nodes: Represent events in the network and are typically illustrated as circles or rectangles.
Arrows: Indicate the sequence and direction of activities and their dependencies.

Events in Project Management

An Event is an instant of time for a stage that marks the starting or completion of an activity.

Occurrence of event neither require any time nor any other resources. Event on node can be
represented by square, rectangular, ellipse or circle.

Events are critical components of project networks. They are defined as points in time that
signify the start or completion of one or more activities. Events do not consume resources but
are essential for scheduling and tracking project progress.

Basic Properties of Events

Zero Duration: Events have no duration; they occur instantaneously.

Milestones: They represent significant points in the project timeline and serve as checkpoints.

Dependency: Events can be dependent on one or more preceding activities to occur.

Types of Events

Head Event: The starting point of a sequence of activities. It indicates the beginning of a task
or project phase.

Initial Event: The first event in a project network, marking the start of the project. It has no
predecessor.

Tail Event: An event that signifies the completion of one or more activities. It can lead to
another event or the conclusion of the project.
Final Event: The last event in a project network, indicating that all activities have been
completed and the project has concluded.

Dual Role Event: An event that can serve as both a head and tail event. It means that the event
can start or end different paths within the project network.

Interrelationships Between Events

Understanding the relationships between events is crucial for effective project management.
The two primary types of relationships are:

Successor Event: An event that follows another event in the sequence. It depends on the
completion of the predecessor event. For example, if Event A must be completed before Event
B can begin, Event B is the successor to Event A.

Predecessor Event: An event that precedes another event in the sequence. The predecessor
event must be completed before the successor event can start. For instance, if Event B cannot
begin until Event A is finished, then Event A is the predecessor to Event B.

Conclusion

Understanding the structure and elements of a project network is vital for successful project
planning and execution. By identifying events, their types, and interrelationships, project
managers can effectively sequence activities, allocate resources, and monitor progress,
ultimately ensuring project success.

Roles to draw network

1. Initial node having only one outgoing arrow. There must be only single node in a
network.
2. An event cannot occur until all activities leading to it are completed.
3. An event cannot occur twice.
4. There must be no dead end left except the final node (dangling activity).
5. No activity can start until its tail end event has occurred.
6. Any arrow should represent singular situation.
7. Representation of the network should be such that every activity is completed.
 8. All constraints and independencies should be shown properly on the network by use of
appropriate dummies.
9. Logic of network should always be maintained.
10. It is usual practice to show the time flow from left to right.

Planning for Network Structure

1. Forward Planning:

In this method the planner starts from the initial event and builds up the events and activities
logically and sequentially until the end event is reached.

Involves determining the earliest start and finish times for each task.

Helps in identifying the critical path and ensures that tasks are scheduled as early as possible.

2. Backward Planning:

In this method the planner starts from the end event and arranges the events and activities until
the initial event is reached.

Ensures that the project can be completed on time by identifying potential scheduling issues.

Useful for projects with strict deadlines.

3. Combined Planning:

Integrates both forward and backward planning techniques.

Allows for a more comprehensive view of the project timeline, accommodating both earliest
and latest task completion times.

Balances flexibility and control over the project schedule.

Modes of Network Construction

PERT (Program Evaluation Review Technique):

PERT is an event-oriented network that was developed by US navy.

PERT is a technique that statistically present knowledge about the diversified activities of the
project and their uncertainties.

It follows non deterministic or probabilistic approach in which we may only states limits with
in which it is virtually certain that the activity duration will lie.

Between these limits we must guess the probability of executing the activity.

Uses three-time estimates for each task: optimistic, pessimistic, and most likely, which are then
used to calculate an expected duration.

Ideal for research and development projects where time uncertainty is significant.

CPM (Critical Path Method):

A deterministic method used for scheduling project activities.

Focuses on identifying the longest path of dependent tasks in a project, determining the
minimum project duration.

Helps in identifying critical tasks that cannot be delayed without affecting the project timeline.

Best suited for construction projects where task durations are known and fixed.

Key Components of CPM:

Activities: The individual tasks or work items needed to complete the project.
Dependencies: Relationships between activities that determine the order in which they must
be performed.

Duration: The total time required to complete each activity.

Critical Path: The longest path through the project with the least amount of float, representing
the minimum completion time for the entire project.

Network Techniques: AOA and AON

AOA (Activity on Arrow):

Represents tasks as arrows and the events or milestones as nodes.

Emphasizes the sequence of activities and their dependencies.

Less common today due to its complexity, as it can be difficult to read and interpret.

AON (Activity on Node):

Represents activities as nodes and the dependencies between them as arrows.

Easier to understand and interpret, making it more widely used in project management today.

Provides clear visibility of task dependencies and allows for easier updates and modifications.

Slack and Its Types

Slack is the difference between the latest allowable occurrence time and the earliest expected
time of an event.
Slack Refers to the amount of time that a task can be delayed without affecting the overall
project completion time.

Slack means more time to work less to worry about.

Important for managing schedules and allocating resources effectively.

Types of Slack:

Total Slack:

The total time that a project task can be delayed without impacting the project deadline.

Calculated as the difference between the latest start time and the earliest start time.

Free Slack:

The amount of time that a task can be delayed without delaying the start of any subsequent
tasks. Important for resource allocation and scheduling flexibility.

Project Slack:

The overall amount of time that the entire project can be delayed without affecting its
completion date.

Affects the project’s ability to meet deadlines and manage resources effectively.

Float and its types

Definition: Float (or slack time) refers to the amount of time that an activity can be delayed
without affecting the project’s overall completion time.
Importance: Understanding float helps project managers to identify which activities have
scheduling flexibility and which are critical.

Total Float (TF):

Definition: The total amount of time that an activity can be delayed without affecting the
project completion date.

Calculation: TF = Late Start (LS) – Early Start (ES) or Late Finish (LF) – Early Finish (EF).

Total float is a property of complete series it will be divided among all the activities along any
particular path.

Free Float (FF):

Definition: The amount of time that a task can be delayed without delaying the early start of
any subsequent task.

Calculation: FF = ES of next task – EF of the current task.

Independent Float:

Definition: The time that a task can be delayed without affecting its subsequent tasks or the
overall project duration. It is calculated considering both predecessors and successors.

Calculation: Independent Float = LS of the task – EF of the predecessors – duration of the task.
Write a Detailed Note on Activity and Its Properties

Activity: In project management, an activity is a distinct, scheduled task or work that is required
to achieve a specific project objective. Activities are integral components of a project schedule
and contribute to the overall project timeline.

Activity is the actual performance of a task. It is project lowest level.

Properties of Activities

Duration: The time required to complete the activity.

Resources: The personnel, equipment, and materials needed to perform the activity.

Start and Finish Dates: The planned dates for when an activity begins and ends.

Dependencies: Relationships between activities that dictate the sequence in which they must
occur.

Milestones: Significant points in the project timeline that mark the completion of major phases
or deliverables.

Types of Activities

Activities can be categorized based on their nature:

Task: A single piece of work.

Milestone: A significant event or point in the project timeline.

Sub-activity: smaller components that make up a task.

1. Parallel Activities:
These activities can occur simultaneously and do not depend on each other’s completion.

For example, while one team works on the electrical wiring of a building, another team can
simultaneously work on plumbing.
Characteristics:

Independent execution

Can save time and resources if managed properly

2. Serial Activities:
These are activities that must be completed one after the other, in a specific sequence.

For example, in a construction project, the foundation must be laid before walls can be
constructed.

Characteristics:

Sequential execution

Dependence on the completion of the previous activity

Serial activity has further two types

1. Predecessor Activities:
An activity that must be completed before another activity can start.

Example: In a software development project, coding (Activity A) must be completed before

testing (Activity B) can begin. Here, Activity A is the predecessor of Activity B.

2. Successor Activities:
An activity that follows another activity. It can only begin after its predecessor has been
completed.

Example: Continuing from the previous example, testing (Activity B) is the successor of
coding (Activity A).
 Dummies

Dummies is a type of operation which neither requires any time nor any resources but it denotes
relationship among the activities.

A dummy activity is a fictitious task that does not consume resources or time but is used in
project scheduling to illustrate dependency relationships between other activities. Dummy
activities are represented in network diagrams and are essential in managing complex
relationships

Uses of Dummies

1. Logical relationship

To show relationship with other activities

Her dummy is required to show that activity D can start after completion of A and B both.

D 1 A 2 B 3
3
3
3

4
C

Here it is shows that C is performed after the completion of B

To clarify relationships in situations where two activities share a common predecessor but lead
to different successors.

2. Grammatical relationship

Two prevent two arrows having common beginning and common end

Example of Dummy Activity:

Consider three activities: A (Design), B (Develop), and C (Test). If both B and C depend on A,
but do not have a direct relationship with each other, you can introduce a dummy activity (D)
to show this relationship.

Example:

Activity A → Activity D (Dummy) → Activity B

Activity A → Activity D (Dummy) → Activity C

In this scenario, Activity D does not take any time or resources; it simply helps to clarify that
both B and C cannot start until A is completed.
Summary

Understanding the types of activities and their relationships is crucial for effective project
management. Serial and parallel activities provide insight into scheduling, while predecessor,
successor, and dummy activities help manage dependencies and clarify complex project
structures. This knowledge aids in creating accurate project schedules, optimizing resource
allocation, and ensuring timely project completion.

Relationship Types

These define how activities are connected in a project network. Relationships can be based on
dependencies, resource constraints, or logical sequencing of tasks. Common types include:

Finish-to-Start (FS): An activity must finish before the next one can start.

Start-to-Start (SS): Two activities can start simultaneously.

Finish-to-Finish (FF): An activity must finish before another can finish.

Start-to-Finish (SF): An activity must start before another can finish.

Activity dependencies

These are connections between project activities that establish their relationships and
dependencies. Activity links help in mapping out the sequence and flow of tasks in the project.

1. Mandatory dependency

2. Discretionary dependency (Preferential basis)

3. External dependency (involved third Party)

4. Internal dependency (Problem within organization)

Activity Attributes

At every activity level we have to define how much work is to be done, how much time and
money it will require to complete, how many manpower and resources are required and what
is the logic (sequence of work).

Activity attributes describe the characteristics of each activity and typically include:

1. Activity ID or code
2. Activity name or description
3. Predecessor and successor activities (activities that must be completed before or after)
4. Resource requirements (labour, materials, equipment)
5. Duration (time needed to complete the activity)
6. Start and finish dates
7. Constraints (limitations like deadlines)
8. Assumptions
9. Responsible team or individual

Activity Start and Finish Time and Its Types

Activity Start and Finish Times refer to the scheduled time when an activity is set to begin and
end during a project.

1. Earliest Expected Time (EET)

Definition: The earliest expected time is the earliest point in time at which an activity can start
or finish, given the constraints of the project schedule. This is determined using the project’s
network diagram and the duration of each activity.

Calculation: For an activity, EET can be determined by starting from the project’s beginning
and moving forward through the network, adding the durations of the preceding activities.
2. Latest Allowable Occurrence Time (LAOT)

Definition: The latest allowable occurrence time is the latest point in time that an activity can
start or finish without delaying the overall project completion.

Calculation: This is calculated by working backward from the project completion date, taking
into account the durations of subsequent activities. It helps in identifying how long an activity
can be delayed without affecting the overall schedule.

3. Early Start (ES):

Definition: The earliest time an activity can start based on the completion of its predecessor
activities.

4. Early Finish (EF):

Definition: The earliest time an activity can finish. It is calculated as:

Formula: EF = ES + Duration of activity.

5. Late Start (LS):

Definition: The latest time an activity can start without delaying the project.

6. Late Finish (LF):

Definition: The latest time an activity can finish without delaying the project. It is calculated
as:

Formula: LF = LS + Duration of activity.

CRITICAL ACTIVITIES
The information about the degree of total float is very important, which comes under the
criticality of activity.

The degree of float may be -

1. Positive value (if the time availability exceeds the activity duration)

2. Negative value (if the time availability is less than the activity duration)

3. Zero value (if the time availability is equal to the activity duration)

The classification of activities on the basis of degree of float

1. Super critical activity (the float of the activity is negative; demands special attention and
action)

2. Critical activity (the float of the activity is zero; demands normal attention with no freedom
of action)

3. Sub critical activity (the float of the activity is positive; demands normal attention with
some freedom of action)

.
Lecture#05

Estimate Activity Duration

(Duration of estimate, Basis of estimate)

This involves assessing how long each activity will take to complete based on resources,
historical data, and expert judgment. Accurate duration estimation is crucial for developing a
realistic project schedule and identifying the critical path.

These concepts are foundational in managing project schedules effectively and ensuring
successful project completion.

Resource Management

Resource management is the process of planning, allocating, and utilizing resources

efficiently and effectively to achieve organizational goals or project objectives. Resources can
include human resources (e.g., workers, experts), financial resources (e.g., budget), physical
resources (e.g., materials, equipment), and time. Effective resource management ensures that
resources are used optimally, projects are completed on time, within budget, and to the
desired quality standards.

Key Components of Resource Management:

1. Resource Planning: Identifying the type, quantity, and timing of resources needed for
a project or operational activities.
2. Resource Allocation: Assigning the available resources to specific tasks or projects.
3. Resource Scheduling: Scheduling resources to ensure that they are available when
required.
4. Resource Monitoring and Control: Tracking the usage of resources and making
necessary adjustments to avoid over- or under-utilization.
5. Optimization: Striving to improve the use of resources, ensuring minimal wastage
and maximum output.
Why is Resource Management Important?

• Efficiency: Proper management ensures that resources are utilized optimally.

• Cost Control: It helps prevent overspending by ensuring resources are not wasted.
• Timeliness: It ensures that resources are available when required, helping to meet
deadlines.
• Risk Reduction: Helps in identifying resource shortages or excesses early, reducing
the risks associated with resource mismanagement.

Explanation of Key Terms in Resource Management:

1) Expert Judgment

Expert judgment refers to the process of seeking input from experienced professionals or
subject-matter experts (SME) to help make decisions regarding resource allocation,
estimation, or planning. Experts apply their specialized knowledge to make predictions,
evaluate risks, or provide recommendations on project management decisions.

Examples:

• Using an expert's judgment to decide the feasibility of resource allocation when no

concrete data is available.
• Relying on a senior engineer’s experience to determine the best approach for handling
a resource conflict.

Key Characteristics:

• Subjective: Based on the expert’s knowledge, experience, and intuition.

• Collaborative: Often involves collaboration with other experts or teams to reach a
consensus.
• Helpful in Uncertainty: Useful when data is incomplete, or there are too many
unknown variables.
2) Data Analysis

Data analysis involves examining raw data to uncover patterns, correlations, trends, and
insights. In resource management, data analysis helps project managers and teams assess
resource performance, identify inefficiencies, and optimize resource allocation.

Examples:

• Analysing resource utilization data (e.g., work hours, equipment usage) to identify
inefficiencies.
• Using historical data to predict future resource requirements.

Key Techniques in Data Analysis:

• Trend Analysis: Tracking resource usage patterns over time to forecast future needs.
• Variance Analysis: Comparing actual resource usage with the planned usage to
identify discrepancies.
• What-If Analysis: Simulating different scenarios to see how changes in resource
allocation impact project outcomes.

3 Points analysis

The Three-Point Estimation Method is a technique used in project management,

particularly for estimating the duration, cost, or effort required to complete a project task or
activity. It aims to account for uncertainty and risk by considering three different scenarios:
an optimistic estimate, a pessimistic estimate, and a most likely estimate.

Here are the three key points in this method:

1. Optimistic Estimate (O):

o This represents the best-case scenario, where everything goes as planned and
there are no delays or issues. It is the least time-consuming or least costly
estimate.
o This estimate assumes the project will encounter no problems and proceeds
smoothly.
 2. Pessimistic Estimate (P):
o This represents the worst-case scenario, where everything that could go wrong
does go wrong, and there are significant delays or obstacles.
o It assumes maximum potential risks, delays, or cost overruns.

3. Most Likely Estimate (M):

o This is the estimate that reflects the realistic scenario, assuming that normal
challenges and opportunities for optimization occur.
o It’s based on typical expectations and represents the most probable outcome.

Calculation:

A weighted average of these three estimates can be calculated using different methods, the
most common of which are:

• Triangular Distribution:

Estimated Value=O+M+P3\text {Estimated Value} = \frac {O + M + P}{3}

Estimated Value=3O+M+P

This method gives equal weight to each estimate.

• Beta Distribution (PERT - Program Evaluation Review Technique):

Estimated Value=O+4M+P6\text {Estimated Value} = \frac {O + 4M + P}{6}

Estimated Value=6O+4M+P

This method gives more weight to the most likely estimate, reflecting that it is often
the most realistic.
Advantages:

• Provides a more realistic and balanced estimation than a single-point estimate.

• Helps in planning by considering both risks and uncertainties.
• Improves the accuracy of project estimates by factoring in different possible
scenarios.

Example:

If a project task has the following estimates:

• Optimistic: 4 days
• Most Likely: 6 days
• Pessimistic: 10 days

Using the PERT formula:

Estimated Duration=4+(4×6) +106=4+24+106=386≈6.33 days\text {Estimated Duration} =

\frac {4 + (4 \times 6) + 10}{6} = \frac {4 + 24 + 10}{6} = \frac {38}{6} \approx. 6.33 \,
\text{days}Estimated Duration=64+(4×6) +10=64+24+10=638≈6.33days

Thus, the most likely duration would be about 6.33 days, considering the uncertainties and
risks.

3) Analogous Estimation

Analogous estimation is a technique used in project management to estimate the duration,

cost, or resource requirements of a project by using historical data from similar, past projects.
This method relies on the assumption that future projects will follow a similar pattern to past
ones, making it a quick and cost-effective estimation technique.
How it Works:

• A project manager compares a current project with a similar project they have
managed in the past.
• They use data (e.g., time, cost, resources) from the similar project as a reference to
estimate the resources or time needed for the current project.

Advantages:

• Quick and simple.

• Doesn’t require detailed project data, making it useful for early stages.

Disadvantages:

• May not be accurate if the projects are not truly similar.

• Assumes conditions, scope, and resources are similar, which is not always the case.

4) Bottom-Up Estimation

Bottom-up estimation involves estimating project costs, durations, or resource requirements

by breaking down the project into smaller components (tasks or work packages), estimating
the resources needed for each component, and then summing them up to get an overall
estimate.

How it Works:

• The project is divided into smaller tasks or sub-tasks.

• Each task’s resources, costs, and time requirements are estimated in detail.
• The estimates for each task are then aggregated to determine the total project
requirements.
Advantages:

• Highly Accurate: Since each task is estimated in detail.

• Comprehensive: Takes into account the specific needs of each project component.

Disadvantages:

• Time-consuming.
• Requires detailed planning and a clear work breakdown structure (WBS).

5) Parametric Estimation

Parametric estimation uses mathematical models and historical data to estimate project
resources, costs, or durations. This technique relies on statistical relationships between
variables (parameters) and uses these relationships to predict future values.

How it Works:

• Based on known historical data, the relationship between certain parameters (e.g., cost
per unit of work or time per unit of resource) is used to calculate an estimate for the
project.
• For example, if past data shows that building 1 mile of road costs $1 million, a
parametric model can estimate the cost of building a 5-mile road by multiplying $1
million by 5.

Advantages:

• Quick and Scalable: Useful when dealing with large projects or when historical data
is readily available.
• Objective: Relies on factual data, which can reduce bias.
 Disadvantages:

• May not account for unique project variables or unforeseen circumstances.

• Requires accurate historical data for reliable results.

Summary of Estimation Techniques:

Estimation
Description Advantages Disadvantages
Technique
Expert Estimates based on expert opinion Fast, useful for
Subjective, can be biased.
Judgment and experience. uncertainty.

Analysing historical data and Informed decision- Requires accurate historical

Data Analysis
trends to forecast future needs. making, predictive. data, can be complex.

Analogous Using historical data from similar Quick, cost-effective, Assumes similarity to past
Estimation past projects to estimate. useful early on. projects, may lack accuracy.

Bottom-Up Estimating detailed tasks or Detailed, accurate, Time-consuming, requires

Estimation components, then summing them. comprehensive. detailed planning.

Using mathematical models and Needs accurate historical data,

Parametric Fast, objective,
historical data relationships to can miss project-specific
Estimation scalable.
estimate. factors.

Conclusion

Resource management is a critical aspect of project management, as it ensures that the right
resources are available at the right time to achieve project objectives. Estimation techniques
like expert judgment, data analysis, and various forms of estimation (analogous, bottom-
up, parametric) provide the necessary tools for planning, tracking, and optimizing resource
usage. Each estimation method has its strengths and weaknesses, and the choice of technique
depends on the project’s complexity, available data, and required accuracy.
Productivity

Work done in unit time (hours) is called productivity.

In project management, productivity refers to the efficiency with which project tasks are
completed. It can be measured as the output per unit of input (e.g., time, labour) and is critical
for assessing overall project performance.

Note: Manpower and machinery effort is calculated in hourly basis while material is on unit
basis.

3M Resources: Manpower, Machinery and Materials

Formula to calculate total man hours: Total man hours = Total work/
Productivity
Let

Total work=1200 sq. m

Productivity = 10 sq. m
Then
Total man hours = 1200/10 = 120 hours
And if 1 crew is working for 10hr a day
Then it will take 120/10 =12 days to complete the work
When crew is doubled then it will take 6 days to complete the same work
Note: By doubling the team the man hour will remain the same but the number of days
required to complete the work becomes half.

Project time breakdown (1 year project) and Cost Breakdown

Design: 2 Months Design 10-15%

Procurement: 4-6 Months Procurement 40-50%

Construction: 12 Months Construction 30-35%

Lecture#06
Interlinking of work packages

Work Packages: These are smaller, manageable units of work that comprise the overall
project. Each work package includes specific tasks, resources, timelines, and deliverables.
They are part of the Work Breakdown Structure (WBS) and help in organizing the project
efficiently.

Importance of Interlinking Work Packages

1. Integration: Ensures that all parts of the project work together harmoniously.
2. Dependency Management: Helps identify and manage dependencies between tasks,
which is crucial for scheduling and resource allocation.
3. Resource Optimization: Facilitates better allocation and utilization of resources by
understanding how work packages relate.
4. Risk Management: Assists in identifying risks associated with one work package that
may affect others.
5. Improved Communication: Enhances collaboration and communication among team
members by clarifying how their work fits into the larger project.

Methods to Interlink Work Packages

1. Dependency Identification:
o Finish-to-Start (FS): A task must finish before the next one can start (e.g., Task
A must complete before Task B begins).
o Start-to-Start (SS): Two tasks can start simultaneously, but one may depend
on the other’s progress.
o Finish-to-Finish (FF): A task must finish before another can finish (e.g., both
tasks need to conclude together).
o Start-to-Finish (SF): A less common relationship where a task cannot finish
until another starts.
 2. Using Gantt Charts:
o Gantt charts visually represent tasks and their timelines, making it easier to see
dependencies and interconnections.
3. Critical Path Method (CPM):
o Identify the longest sequence of dependent tasks to determine the minimum
project duration, allowing you to focus on critical interlinked work packages.
4. Project Management Software:
o Tools like Microsoft Project, Trello, or Asana help manage and visualize the
interdependencies between work packages effectively.
5. Regular Reviews and Updates:
o Conducting regular team meetings to discuss progress and dependencies
ensures that everyone is aligned and aware of how their work packages relate to
others.
6. Change Management Processes:
o Implementing a robust change management process helps in adjusting
interlinking work packages when project scope or timelines change.

Conclusion

Interlinking work packages is vital for maintaining project coherence, managing dependencies,
and optimizing resources. By effectively identifying and managing these interconnections,
project managers can enhance communication, mitigate risks, and ensure that all project
components work towards the common goal, ultimately leading to project success.

Critical Path Method

The longest path with dependent activity is called critical path and all other path are called non
critical path.
 Activity Network Diagram Algorithm

ES D EF
A/V
Legend
Name
LS F LF

Early
ES Start Earliest Possible Date an activity can be started
D Duration Hours, Days need to complete task/activity
Early
Definitions

EF Finish Earliest Possible Date an activity can be Finished

Late
LS Start Latest Possible Date an activity can be started
Late
LF Finish Latest Possible Date an activity can be Finished

F Float Amount of Time an activity can be delayed without delaying Project end date
Formula

EF=ES+D-1
Total float= LS-ES or LF-EF
LS=LF-D+1

Legend

ES D EF
Activity Network Diagram Algorithm
Legend A/V Name
LS F LF

ES Early Start Earliest Possible Date an activity can be started

D Duration Hours,Days need to complete task/activity Solve it and submitt as an assignment
Definitions

EF Early Finish Earliest Possible Date an activity can be Finished

LS Late Start Latest Possible Date an activity can be started
LF Late Finish Latest Possible Date an activity can be Finished

F Float Amount of Time an activity can be delayed without delaying Project end date
Formula

EF=ES+D-1 Total float= LS-ES or LF-EF

LS=LF-D+1 ES=LS

11 8 18 FS 19 15 33
Activity Network Diagram Model

B D
FS 13 2 20 21 2 35 34 14 47
ES D EF G
1 10 10 36 2 49
A 19 8 26 50 15 64
5 0 10 Roller E M
LS LF 28 9 35 50 0 64

28 10 37
H
28 0 37 38 12 49
11 10 20 21 7 27 K
C F 38 0 49 Duration 64
11 0 20 21 0 27 28 8 35
J
32 2 37

Simulator Sheet
purpose of float, free float and negative float

In project management, particularly within scheduling, the concepts of float (or slack) are
essential for understanding the flexibility of project timelines. Here’s an overview of float, free
float, and negative float, along with their purposes:

1. Float (Total Float)

Definition: Total float is the amount of time that a task can be delayed without affecting the
project's overall completion date. It is calculated based on the project's schedule, taking into
account task dependencies and the critical path.

Purpose:

• Flexibility: Float provides project managers with flexibility in scheduling tasks. If a

task has float, it can be delayed without impacting the project's finish date.
• Resource Allocation: Understanding total float helps in optimal resource allocation,
allowing teams to prioritize tasks based on their urgency and flexibility.
• Risk Management: Float acts as a buffer to absorb delays caused by unforeseen
circumstances, helping to manage risks effectively.

2. Free Float

Definition: Free float refers to the amount of time that a task can be delayed without delaying
the subsequent task(s). It is specific to the individual task and does not impact the overall
project timeline.

Purpose:

• Task Prioritization: Free float helps project managers decide which tasks can be
delayed without affecting other dependent tasks, aiding in prioritization.
• Optimizing Workflow: By understanding free float, teams can optimize their
workflows by rearranging non-critical tasks without affecting the project's timeline.
 • Focus on Dependencies: It allows managers to focus on task dependencies and their
relationships, ensuring that critical paths remain unaffected.

3. Negative Float

Definition: Negative float occurs when a task is scheduled to start later than its planned finish
date, meaning it is behind schedule and will delay the overall project completion if not
addressed.

Purpose:

• Immediate Attention: Negative float signals that a project or task is in trouble and
requires immediate intervention to bring it back on track.
• Highlighting Risks: It highlights potential risks and scheduling conflicts that could
affect project delivery, prompting necessary adjustments.
• Informed Decision-Making: Understanding negative float helps project managers
make informed decisions about resource reallocation, task rescheduling, or scope
adjustments to mitigate delays.

Summary

• Total Float: Overall flexibility in the schedule, allowing for task delays without
affecting the project's end date.
• Free Float: Flexibility for a specific task, allowing for delays without impacting
subsequent tasks.
• Negative Float: Indicates that a task is behind schedule, requiring immediate corrective
action to avoid delaying the entire project.

By effectively managing these floats, project managers can enhance scheduling accuracy,
improve resource utilization, and maintain better control over project timelines.
What are schedule compression techniques and its types?

Schedule compression techniques are project management methods used to shorten the project
schedule without changing the project scope. These techniques are particularly useful when a
project is behind schedule or when there is a need to expedite the project timeline. The primary
goal of schedule compression is to reduce the duration of tasks while maintaining the quality
and integrity of the project.

Types of Schedule Compression Techniques

Schedule compression techniques are methods used to shorten the project timeline without
sacrificing project scope. They help project managers meet deadlines by optimizing task
schedules. The two primary techniques are fast tracking and crashing, with overlapping often
being considered a subset or related concept. Here’s a detailed look at each:

1. Fast Tracking

Definition: Fast tracking involves rearranging the project schedule to perform tasks in parallel
that were originally planned to be done sequentially. This can help reduce the overall project
duration but may increase risks and coordination challenges.

Example: In a software development project, if the coding phase is scheduled to follow the
design phase, the project manager might decide to begin coding some components while the
design is still being finalized, thereby overlapping the two activities.

2. Crashing

Definition: Crashing refers to adding additional resources (such as manpower, equipment, or

budget) to critical path tasks to shorten their duration. This technique usually incurs extra costs
but can effectively reduce the project timeline.

Example: In a construction project, if the project is falling behind schedule, the manager might
hire additional workers or use more equipment to accelerate the pouring of concrete, which is
on the critical path, to complete it faster.
3. Overlapping

Definition: Overlapping is often considered an aspect of fast tracking, where activities that
were initially planned to be done one after another are instead started before the previous ones
are completed. It emphasizes the simultaneous execution of different phases or tasks.

Example: In a product launch, while the manufacturing of a product is still ongoing, the
marketing team could begin creating promotional materials and planning the launch event, thus
ensuring everything is ready to go as soon as production is completed.

4. Adjusting Leads and Lags:

This technique involves modifying the amount of time between tasks. By increasing leads (the
amount of time a task can begin before its predecessor has finished) or reducing lags (the
amount of time a task must wait after its predecessor is complete), the overall project timeline
can be compressed.

Considerations When Using Schedule Compression Techniques

Impact on Quality: Increased speed can lead to compromises in quality; thus, it’s essential to
ensure that project standards are maintained.

Cost Implications: Techniques like crashing can significantly increase project costs; a cost-
benefit analysis is often required.

Risk Management: Fast tracking can introduce risks that need to be managed proactively.

Stakeholder Communication: Any changes to the schedule should be communicated clearly to

all stakeholders to ensure alignment and understanding.
Using these techniques effectively requires careful planning and consideration of the project’s
unique circumstances.

Summary of Techniques

• Fast Tracking: Involves performing tasks in parallel to shorten the schedule.

• Crashing: Adds resources to critical tasks to reduce their duration and involves higher
costs.
• Overlapping: Specifically focuses on starting subsequent phases or tasks before the
preceding ones are fully completed.

Using these techniques strategically can help project managers meet deadlines, but they should
be mindful of the potential risks and impacts on project quality and coordination.
Question and Answer session
What is total Float, free Float and negative float also explain the difference
among them.
In project management, particularly in scheduling (such as in techniques like Critical Path
Method or CPM), Float refers to the amount of time a task can be delayed without affecting
the overall project schedule. Here’s a breakdown of the different types of floats:

1. Total Float (Slack):

Definition: Total float is the total amount of time that a task can be delayed without affecting
the project’s overall completion date. It represents the amount of flexibility in the schedule for
each activity.

Total float is a property of complete series it will be divided among all the activities along any
particular path.

Calculation: It is calculated as the difference between the earliest start time and latest start
time (or earliest finish time and latest finish time).

Implication: If an activity has a large total float, it means that you can delay it significantly
without delaying the entire project.

2. Free Float:

Definition: Free float is the amount of time a task can be delayed without affecting the early
start of any subsequent tasks (activities that depend on the completion of this task).

Free float is a property of individual activity.

Calculation: Free float is calculated by looking at the earliest start time of the succeeding
activity and subtracting the earliest finish time of the current activity.

Implication: Free float is typically smaller than total float and indicates the flexibility available
without impacting dependent tasks.
 A=36 days

C=40 days

B=39 days

Here Activity A can be delay by 3 days (Non critical activity), But Activity B cannot be delay
as it delays the next activity start time (Critical Activity).

3. Negative Float:

Definition: Negative float occurs when an activity cannot be completed within its scheduled
time without affecting the project deadline. It typically happens when the constraints of the
project (such as deadlines or limited resources) force certain tasks to be completed later than
planned.

Calculation: Negative float arises when the late finish time is earlier than the early finish time
of a task, indicating that delays in that task will directly impact the project end date.

Implication: Negative float signals a potential problem in the schedule, meaning the project is
behind and corrective actions may be needed.

Note: Negative float in tracking phase is an indicator, but in planning phase negative float is
not acceptable (LS-ES= 14-12=2 but ES-LS=12-14=-2 not accepted) it will occur due to
predefining of the completion date of project activities.

Key Differences:

Total Float refers to the overall flexibility for a task without affecting the project’s end date.

Free Float is the flexibility available without impacting dependent activities.

Negative Float signals that a task’s delay will directly affect the project’s deadline, indicating
issues with the schedule.
As a planning Engineer first day at site if you were asked what are
the important things for scheduling
1. Documents and BOQ
2. Scope baseline (Create WBS)
3. Availability of resources
4. Productivity sheet
5. Construction strategy (dependencies) etc

EPC Project cost

1. Engineering 10-15%
2. Procurement 40-50%
3. Construction 30-35%

Percentage used of different relationships in EPC

1. Finish to start F.S 80-85%
2. Start to Start S.S and Finish to finish F.F 10-15%
3. Start to finish S.F does not used in EPC construction

EPC Project duration (1 year project)

1. Engineering 2 months
2. Procurement 4-6 months
3. Construction 12 months

Percentage of total float allowed in EPC construction is 10-15%

Engineering

Procurement

Construction
Interview Question

How can I answer the question (tell me about yourself)?

Tips to answer

1. Don’t answer the question as per your CV format

2. Try to add something extra such as hobbies, childhood habits, fondness for Engineering,
curiosity, good management etc
3. Basically, in introduction they assess your personality. Focused on communication
skills.

When answering "Tell me about yourself" in a job interview, aim to create a concise,
structured response that highlights your skills, experiences, and goals relevant to the job.
Here’s a tailored guide for you:

1. Start with a Brief Introduction

• Share your name and a quick summary of your background.

Example:
"My name is Inam Ullah, and I am a fresh civil engineering graduate with expertise in
Primavera P6, AutoCAD, MS Excel, quantity and cost estimation, surveying, Material
knowledge and materials testing."

2. Highlight Relevant Skills and Achievements

• Focus on skills or experiences that align with the role you’re applying for.
Example:
"During my studies and internships, I worked on various small-scale projects where I
gained hands-on experience in preparing detailed drawings, analysing construction
materials, and ensuring accurate quantity estimations. I’m also skilled at using
surveying equipment for on-site measurements."
3. Showcase Your Strengths and Soft Skills

• Mention attributes that set you apart, like your work ethic or adaptability.
Example:
"I am known for being reliable, punctual, and quick to adapt. I pride myself on being
a fast learner and dedicated to delivering quality work, whether it’s in the office or on-
site."

4. Link to Your Career Goals

• Connect your goals to the company or job role.

Example:
"My ultimate goal is to contribute to impactful construction projects, especially in the
Gulf region, where I can grow my skills while meeting the high standards of the
industry."

5. Conclude with Enthusiasm

• End with why you’re excited about the role.

Example:
"I’m excited about the opportunity to join your team and contribute to your projects,
while continuing to develop my professional skills in this dynamic field."

Full Example Answer:

"My name is Inam Ullah, and I am a fresh civil engineering graduate with a strong foundation
in Primavera P6, AutoCAD, MS Excel, quantity estimation, surveying, Materials knowledge
and materials testing. During my academic projects and internships, I gained hands-on
experience in preparing detailed drawings, analysing construction materials, and conducting
site surveys. I am highly reliable, punctual, and quick to adapt to new challenges. My goal is
to contribute to impactful construction projects in the Gulf region while growing my
professional expertise. I’m enthusiastic about the opportunity to join your team and bring
value to your projects."

"Thank you for the opportunity to interview with your company. I have researched your
organization and I am impressed by your reputation in the offshore industry, particularly with
your commitment to innovation, safety, and sustainability. Your diverse portfolio of projects,
ranging from oil and gas to renewable energy, showcases your leadership in delivering high-
quality solutions in challenging environments, which I find very inspiring.

As for myself, I am Inam Ullah, a fresh graduate in civil engineering with a solid foundation
in key areas such as Primavera P6, AutoCAD, MS Excel, quantity and cost estimation,
surveying, materials testing, and more. Throughout my academic and practical experiences, I
have developed strong technical skills, a keen eye for detail, and a proactive attitude towards
learning and adapting to new environments. I am highly reliable, punctual, and motivated to
contribute to the success of the team. I believe my passion for engineering, combined with
my eagerness to work in challenging and dynamic offshore settings, makes me a great fit for
your company. I am excited about the opportunity to bring my skills to a team that values
growth and development in such a rewarding field."

How can I answer the question in a job interview (tell me about your
strengths and weaknesses)

When answering the "tell me about your strengths and weaknesses" question in an interview,
it's important to be honest while framing your responses in a positive and professional way.
Here's how you can approach it:
Strengths:

1. Identify Key Strengths: Choose strengths that are relevant to the job you're applying
for. As a fresh civil engineer, you can highlight qualities like:
o Adaptability: "One of my key strengths is my ability to quickly learn new
concepts and adapt to different work environments. I believe this will help me
excel in various project needs."
o Attention to Detail: "I have a strong attention to detail, which I find crucial
when working with construction plans, quantity estimation, and material
selection."
o Reliability and Punctuality: "I'm highly reliable and punctual, ensuring tasks
are completed on time and meet project deadlines."
o Teamwork and Collaboration: "I work well in team settings, which is
essential in the construction industry where collaboration between different
stakeholders is vital."

o Hardworking: I approach all tasks with dedication and perseverance. I am

willing to go the extra mile to ensure that the work I deliver is thorough and of
high quality. Whether it involves long hours or tackling complex problems, I
take pride in my strong work ethic and determination to succeed.
o Self-Motivated: I am highly driven to achieve my goals and grow both
personally and professionally. I don’t wait for external encouragement to take
initiative or complete tasks. My self-motivation helps me stay focused and
productive, even when working independently or under pressure.

Weaknesses:

1. Be Honest but Strategic: Select a weakness that doesn't directly impact your ability
to perform the job. You can also mention a weakness you’ve worked on improving:
o Perfectionism: "One area I've worked on is my tendency to focus on
perfection. While it’s good to deliver high-quality work, I've learned that
sometimes it's better to balance quality with efficiency to meet deadlines."
 o Experience with Advanced Tools: "As I’m relatively new to the field, I’m
still working on getting more hands-on experience with some advanced design
tools and software beyond AutoCAD, but I’m actively taking courses and
learning on my own to improve."
o Delegation: "In the past, I’ve had a tendency to take on too many tasks
myself. However, I’ve learned to trust my team more and delegate tasks
effectively to ensure better project outcomes."

o Limited Work Experience: As a recent graduate, I have limited hands-on

experience in the field. However, I am eager to gain practical exposure and
apply the theoretical knowledge I’ve acquired. I actively seek opportunities to
learn from experienced professionals and take on responsibilities that will help
me grow quickly in my career.
o Public Speaking: While I am comfortable communicating in smaller groups,
presenting ideas or speaking in front of larger audiences is an area where I
seek to improve. I’ve started working on this by practicing presentations and
participating in group discussions to build confidence and improve my public
speaking skills over time.
o Can’t Say No: I sometimes struggle with saying no when additional tasks or
responsibilities are assigned, even if my workload is already full. While this
stems from my eagerness to help, it can lead to overcommitment and
occasional stress. I am learning to set boundaries and prioritize tasks
effectively to balance workload without compromising quality.

General Tips:

• Keep it balanced: Show confidence in your strengths and demonstrate awareness

and improvement for your weaknesses.
• Avoid overused answers like "I'm a perfectionist" unless you can explain it
clearly and positively.
• Use examples: If possible, back up your strengths and weaknesses with real-life
examples. For instance, "During a recent university project, I was able to manage
multiple tasks at once, which helped me refine my multitasking skills."
Why I should hire you

TIPS:

1. Before an interview know about yourself (50% answer)

2. Know about company profile/demands (50% answer)
A. As per my knowledge I know that your company is dealing in offshore project in
offshore project good management skill is mandatory and I have the right skill of
managing time, resources, scheduling, planning and risk assessment which make me fit
for the job.
B. You should hire me because I bring a combination of skills, experience, and a strong
work ethic that aligns with the needs of your organization. I am adaptable, a fast learner,
and able to approach challenges with a problem-solving mindset. I also prioritize
collaboration, communication, and delivering results on time. My commitment to
excellence and continuous improvement ensures that I can make a positive impact and
contribute effectively to your team and company goals.

Summary

What is your strength?

I am a quick learner and enjoy collaborating with others to achieve goals.
What is your weakness?
I focus on one task at a time, but I am learning to balance multiple tasks efficiently.
Where do you see yourself in 5 years?
I see myself in a role with more responsibility where I can make a meaningful impact on
the team and company.
Why should we hire you?
I bring a strong work ethic, reliability and a commitment to achieving goals, making me a
great fit for this role.
How do you handle criticism?
I view feedback as an opportunity to improve and grow, so I take it constructively and use
it to enhance my work.
Talk to your self
1. Talk to yourself in front of a mirror for 20-30 minutes a day
2. Spend about 20 minutes in reading, listening and writing respectively every day
3. Rewind all the day before sleeping
4. answering and questioning yourself

Tips/suggestions to improve communication skills (English)

Here are some tips to help you improve your English communication skills:

1. Practice Regularly: Speak as much as possible in English, even if you make

mistakes. The more you practice, the better you’ll get.
2. Listen Actively: Listen to English podcasts, movies, TV shows, and news. Pay
attention to pronunciation, tone, and context.
3. Expand Your Vocabulary: Learn new words daily and try using them in your
conversations. This will make you more confident in expressing yourself.
4. Engage in Conversations: Try to speak with native or fluent English speakers.
Engaging in real conversations helps you improve fluency and learn colloquial
expressions.
5. Focus on Pronunciation: Mispronunciation can hinder communication. Use online
resources or language apps to improve your accent and pronunciation.
6. Watch and Mimic: Watch English-language media and mimic the way speakers form
sentences. Focus on their body language, expressions, and pacing.
7. Read Aloud: Reading English books, articles, or newspapers aloud can improve both
pronunciation and fluency.
8. Use Technology: Apps like Duolingo, Hello Talk, or Tandem can connect you with
other learners or native speakers for practice.
9. Learn Phrases, Not Just Words: Learning common phrases or idioms can help you
communicate more naturally in various situations.
10. Get Feedback: Ask for feedback from teachers, friends, or colleagues. This will help
you identify areas for improvement.
11. Be Patient with Yourself: Don’t be discouraged by mistakes. Learning a language is
a gradual process, and each mistake is an opportunity to improve.
12. Record Yourself: Listen to recordings of your own voice to identify areas where you
can improve, such as pronunciation or intonation.
13. Use English in Your Daily Life: Try to think in English, write your notes or to-do
lists in English, and make English a part of your daily routine.
14. Join Language Groups: Find language exchange groups online or in your
community where you can practice speaking with others.
15. Focus on Clarity: Speak slowly and clearly, especially in the beginning. Focus on
being understood rather than speaking quickly.

These consistent efforts will gradually boost your confidence and fluency in English
communication.
Lecture#07

Define cost management and its types

Cost Management refers to the process of planning, estimating, budgeting, and controlling
costs to ensure that a project is completed within the approved budget. Effective cost
management helps project managers minimize costs while maximizing profitability, ensuring
that resources are used efficiently.

Types of Cost Management

1. Lump-Sum Cost Model:

In this model, a fixed price is agreed upon at the beginning of the project, regardless of the
actual cost incurred during execution.

This approach is commonly used in construction projects where the contractor bears the risk
of cost overruns, but it benefits the client as the cost remains predictable.

If the project costs less than the fixed amount, the contractor profits; if it costs more, the
contractor absorbs the additional expense.

In Lumpsum cost the total BOQ mentioned cost is assigned to materials without any further
segregation of the cost.

2. Comprehensive Cost Model:

This model involves an all-inclusive approach to cost estimation, accounting for every aspect
of the project.

It covers direct and indirect costs, including materials, labour, equipment, overheads,
contingencies, and other associated expenses.
It is used when a detailed cost breakdown is required, allowing for precise financial tracking
and transparency throughout the project lifecycle.

3. Hybrid Cost Model:

A hybrid cost model combines elements of both lump-sum and comprehensive models.

Certain parts of the project may be handled under a fixed-price contract (lump sum), while
other components may be more detailed and flexible, allowing for adjustments based on actual
costs (as in a comprehensive model).

This model provides a balance between fixed-price certainty and flexible cost management for
complex or evolving projects.

In this type of cost materials, machinery and labour are assigned to each activity but cost is
assigned to materials only.

Different types of duration

When managing project schedules and resources, understanding different duration types is
essential for effective planning and execution. Here’s a detailed look at the specified duration
types:

1. Fixed Duration and Units

Definition: In this duration type, the project’s total duration is fixed, and the amount of work
(units/BU) required remains constant. The work is completed within the fixed timeframe,
regardless of how many resources are applied.

Characteristics:

Constant Timeline: The total time for task completion does not change.

Variable Resource Allocation: The number of resources (Bu/t) can be adjusted, but the
duration(D) remains the same.
Example: A construction project that has a fixed deadline of six months. Regardless of whether
two workers or ten workers are assigned, the project must be completed within six months.

Application: Useful for projects with strict deadlines where time is a critical constraint, such
as regulatory deadlines or events.

NOTE:

BU = Bu/time x Duration
Where: BU (Budgeted units), Bu/t (Budgeted units/time), D(Duration).
Here BU and Duration(D) are fixed but Bu/t is variable/adjustable.
BU= Total manhours required to complete an activity
Bu/t= Total work hours a day, while Max/t are company capacity.

2. Fixed Duration and Units/Time

• Definition: The duration of the task is fixed, and the resource allocation per unit of
time is constant (e.g., hours/day). Increasing or decreasing the resources will adjust
the total work accordingly but not the duration.

• Example:
o Task: Supervising a construction activity for 3 days.
o Duration: 3 days.
o Units/Time: 1 supervisor per day.
o Even if additional supervisors are added, each supervisor's contribution per
day remains the same.

3. Fixed Units

• Definition: The total amount of work (units) is fixed, and the duration adjusts based
on resource allocation. Adding more resources reduces the duration.

• Example:
o Task: Painting a 100-square-meter wall.
o Units: 100 square meters.
o If 1 painter works, it might take 5 days; if 2 painters work, it will take 2.5
days.
4. Fixed Units/Time

• Definition: The amount of work performed per unit time (units/time) is fixed, and the
task duration is calculated based on the total amount of work and resource allocation.

• Example:
o Task: Installing tiles on a 300-square-meter floor.
o Units/Time: 10 square meters/day.
o If 1 worker is assigned, it will take 30 days; if 2 workers are assigned, it will
take 15 days, but the work done per worker remains constant at 10 square
meters/day.

Summary

Each duration type offers a different approach to managing project schedules and resources,
catering to varying project constraints and goals. Selecting the appropriate duration type can
significantly impact project planning and execution, influencing timelines, resource allocation,
and overall success

Write a detail note on s curve

An S-curve is a graphical representation commonly used in project management and various

fields to illustrate the growth, progress, or performance of a project over time. Its name derives
from its characteristic S-shaped curve, which reflects how a project’s progress typically starts
slowly, accelerates in the middle phase, and then tapers off as it approaches completion. Here’s
a detailed note on S-curves:

Pre-settings to S-Curve: assign resources to activities, set time scale to week of year.

1. Definition and Components

S-Curve: A graphical representation showing the cumulative progress of a project or the

relationship between time and a specific measure (such as cost, resources, or scope).
Components:

X-Axis: Represents time, usually in days, weeks, months, or years.

Y-Axis: Represents cumulative progress, which could be measured in terms of costs, work
completed, or other metrics.

2. Phases of the S-Curve

The S-curve can be divided into three main phases:

Initial Phase (Slow Start): Characterized by slow progress as the project begins and initial
tasks are completed. Resources are mobilized, and team members become acclimated to the
project.

Growth Phase (Acceleration): This phase shows a steep upward trend as the majority of work
is completed. Increased productivity is often observed as processes become more efficient, and
team members gain familiarity with their tasks.

Final Phase (Tapering Off): The curve begins to flatten as the project nears completion. In
this phase, the focus is on finalizing deliverables, testing, and resolving any outstanding issues.

Why an “S”?

The "S" shape of the curve arises from the typical pattern of project progress or costs over time.
At the beginning of a project, progress or costs may be slow as initial planning and preparatory
work are undertaken. As the project moves forward and resources are applied more intensively,
progress or costs accelerate, forming the upward slope of the "S." Eventually, progress or costs
begin to level off as the project nears completion, resulting in the flattened top of the "S." This
characteristic shape reflects the natural evolution of projects, making the S-curve a useful tool
for visualizing and analysing project performance.
3. Types of S-Curves

Several S-curves are used in project management, each serving different purposes and
providing unique insights into project performance. Here's a breakdown of some common
types:

1. Cost S-Curve: This is the most widely used type of S-curve. It tracks a project's
cumulative costs over time. The horizontal axis represents time, while the vertical
axis represents the total cost incurred up to that point. Project managers can assess
cost performance and make necessary adjustments to keep the project within budget
by comparing the planned cost curve with the actual cost curve.

2. Progress S-Curve: Also known as the "effort S-curve" or "manpower S-curve,"

this type tracks a project's cumulative progress over time. It measures the amount of
work completed relative to the planned schedule. The horizontal axis represents
time, while the vertical axis represents the percentage of work completed. Analysing
the progress of the S-curve helps project managers identify any delays or bottlenecks
and take corrective actions to ensure timely project delivery.

3. Resource S-Curve: This type of S-curve depicts allocating resources (such as

labour, equipment, or materials) for a project. It helps project managers visualize
resource utilization patterns and ensure that resources are allocated efficiently to
meet project requirements. Project managers can identify any resource shortages or
overages by comparing the planned resource curve with the actual resource curve
and adjusting resource allocation accordingly.
 4. Quality S-Curve: While less commonly used, the quality S-curve tracks the
cumulative quality of work produced over time. It measures the adherence to quality
standards and the effectiveness of quality control processes throughout the project
lifecycle. By analysing the quality S-curve, project managers can identify trends or
patterns in quality performance and implement corrective actions to maintain or
improve quality standards.

5. Risk S-Curve: This type represents the cumulative impact of risks on a project over
time. It helps project managers visualize the likelihood and severity of risks
throughout the project lifecycle. By analysing the risk S-curve, project managers can
prioritize risk management efforts, allocate resources to mitigate high-risk areas, and
monitor the effectiveness of risk mitigation strategies over time.

4. Common Uses of the S-Curve in Project Management

The S-curve is a versatile tool in project management, offering various uses across different
stages of a project lifecycle. Here are some common applications:

Performance Monitoring:
One primary use of the S-curve is monitoring project performance. Project managers can
quickly identify deviations from the baseline plan by comparing the planned progress or costs
against the actual performance depicted by the S-curve. This allows them to take timely
corrective actions to keep the project on track.

Forecasting:
The S-curve can forecast future project performance based on historical data. By extrapolating
the current trend of progress or costs, project managers can predict the likely outcome of the
project and anticipate any potential issues or challenges that may arise.
Resource Management
S-curves, particularly those tracking resource allocation or utilization, are invaluable for
resource management. Project managers can use these curves to ensure that resources are
allocated efficiently throughout the project lifecycle, avoiding shortages or overages that may
impact project delivery.

Schedule Management
Progress S-curves are particularly useful for schedule management. They provide a visual
representation of how work is progressing relative to the planned schedule, allowing project
managers to identify any delays or bottlenecks and take corrective actions to ensure timely
project completion.

Cost Control
Cost S-curves help project managers monitor and control project costs. By comparing the
planned cost curve with the actual cost curve, project managers can identify cost overruns or
savings and implement cost-saving measures or adjustments to stay within budget.

Risk Management
In risk management, S-curves can be used to track the cumulative impact of risks on project
performance over time. By monitoring the risk S-curve, project managers can identify
emerging risks, prioritize risk mitigation efforts, and ensure that risk management strategies
are effective in minimizing project risks.

Communication and Reporting

S-curves provide a concise and visual way to communicate project performance to
stakeholders. They can be included in project reports, presentations, or dashboards to convey
complex project data in an easily understandable format, facilitating informed decision-making
and stakeholder engagement.
Benchmarking and Comparison
S-curves can also be used for benchmarking and comparison purposes. Project managers can
compare the performance of multiple projects or different phases of the same project to identify
best practices, trends, or areas for improvement.

5. Benefits of Using S-Curves

Visual Representation: Provides a clear and intuitive visual representation of progress over
time.

Trend Analysis: Facilitates the identification of trends in project performance, making it easier
to understand and communicate project status to stakeholders.

Risk Management: Helps project managers identify potential issues early, allowing for
proactive risk management strategies.

6. Limitations

Simplistic Representation: While helpful, S-curves may oversimplify complex projects and
fail to capture all variables affecting progress.

Dependency on Accurate Data: The effectiveness of an S-curve is heavily reliant on accurate

and timely data collection.

7. How S-Curves Can Influence Decision-Making?

S-curves play a significant role in influencing decision-making across various aspects of

project management. Here's how:

1. Identifying Trends and Patterns

S-curves offer a graphic depiction of how projects unfold over time. By scrutinizing these
curves, project managers gain insights into trends and patterns related to progress, costs,
resource usage, and other key metrics. For instance, they might detect a persistent departure
from the scheduled timeline, signalling a systemic challenge needing resolution. With this
understanding, project managers can make informed choices about tweaking project strategies,
reallocating resources, or applying corrective measures to tackle root problems effectively.

2. Early Detection of Deviations

S-curves help project managers quickly identify deviations from the baseline plan. Whether it's
a cost overrun, a schedule delay, or a resource shortage, S-curves provide early warning signs
that allow project managers to intervene before issues escalate. By detecting deviations early,
project managers can take proactive measures to mitigate risks, minimize the impact on project
performance, and prevent costly delays or budget overruns.

3. Optimizing Resource Allocation

S-curves tracking resource utilization or allocation enable project managers to optimize
resource usage throughout the project lifecycle. By analysing these curves, project managers
can identify periods of resource shortages or overages and make informed decisions about
reallocating resources to ensure that project requirements are met efficiently. For example, if a
project phase requires additional manpower, project managers can allocate resources
accordingly to avoid delays and keep the project on schedule.

4. Monitoring Performance Metrics

S-curves visualize key performance metrics such as progress, costs, quality, or risks. By
monitoring these metrics through S-curves, project managers can assess project management
strategies' effectiveness, identify improvement areas, and make data-driven decisions to
enhance project performance. For example, suppose the quality S-curve shows a decline in
quality standards over time. In that case, project managers can implement quality improvement
initiatives to address the issue and maintain high-quality outcomes.

5. Facilitating Communication and Stakeholder Engagement

S-curves serve as a valuable communication tool for engaging stakeholders and facilitating
decision-making. By presenting project performance data in a visually appealing format,
project managers can communicate complex information to stakeholders, facilitate discussions
about project status, risks, and opportunities, and garner support for decision-making
processes. Whether it's presenting progress updates, budget forecasts, or risk assessments, S-
curves enable project managers to convey key messages clearly and transparently,
fostering stakeholder confidence and alignment.

8. How to Create an S-Curve?

Creating an S-curve involves several steps, primarily gathering data, plotting the curve, and
interpreting the results. Here's a general guide on how to create an S-curve:

1. Define the Parameters: Determine what aspect of the project you want to track
with the S-curve. Common parameters include project progress, costs, resource
utilization, or quality.

2. Gather Data: Collect data relevant to the chosen project parameter. This may
include planned versus actual progress, costs incurred, resource allocations, or
quality metrics. Ensure the data is accurate, reliable, and consistent to produce
meaningful results.

3. Organize the Data: Arrange the data in a tabular format with two columns: one for
the time (e.g., weeks, months) and the other for the corresponding values of the
tracked parameter (e.g., progress percentage, cumulative costs).

4. Calculate Cumulative Values: Calculate the parameter's cumulative values for

each time period. For example, to create a progress S-curve, sum up the percentage
of work completed for each time to obtain the cumulative progress.

5. Normalize the Data: Normalize the cumulative values to a scale of 0 to 100%,

ensuring consistency and comparability across different projects or phases.

6. Plot the Curve: Use a graphing tool or software (e.g., Microsoft Excel or Project
Management Software) to plot the S-curve. Assign the periods to the horizontal axis
and the cumulative values of the parameter to the vertical axis. Connect the data
points to form the curve, which should exhibit an "S" shape.
 7. Add Baseline and Actual Curves: If applicable, add additional curves representing
the planned (baseline) and actual performance. This allows for comparing the
planned trajectory with the actual progress or costs.

8. Label the Axes and Title: Label the horizontal and vertical axes with appropriate
units (e.g., periods, percentage) and provide a descriptive title for the S-curve to
convey the parameter being tracked and the project context.

9. Interpret the Curve: Analyse the S-curve to identify trends, patterns, and
deviations from the baseline plan. Evaluate the curve's slope, shape, and trajectory
to assess project performance, identify potential issues or risks, and inform decision-
making.

10. Communicate Results: Present the S-curve in project reports, presentations, or

dashboards to communicate project performance to stakeholders. Use annotations,
legends, or captions to provide context and highlight key findings or insights derived
from the S-curve analysis.

Conclusion
The S-curve is a powerful tool in project management, offering a visual representation of
project performance over time. From tracking progress and costs to optimizing resource
allocation and facilitating decision-making, the S-curve provides valuable insights that help
project managers ensure project success. By creating and interpreting S-curves, project
managers can effectively monitor, analyse, and control various aspects of project performance,
improving outcomes and stakeholder satisfaction.

Write a detail note on histogram

A histogram is a graphical representation of the distribution of numerical data. It is an essential

tool in statistics and data analysis, providing insights into the shape, central tendency,
variability, and overall characteristics of a dataset. Here’s a detailed note on histograms:
Definition: A histogram is a type of bar chart that displays the frequency of data points within
specified ranges (bins) on the x-axis. Each bar represents the count of data points that fall within
that range.

Components of a Histogram

Bins (or Intervals): The range of values into which the data is divided. Bins are often equal in
width, but they can vary.

Frequency: The height of each bar indicates the number of data points that fall within each
bin. This is typically represented on the y-axis.

X-axis and: The x-axis represents the bins or ranges of data values.

Y-axis: The y-axis represents the frequency (or count) of data points in each bin.

Histogram
In statistics, a histogram is a graphical representation of the distribution of data. The histogram
is represented by a set of rectangles, adjacent to each other, where each bar represents a kind
of data. Statistics is a stream of mathematics that is applied in various fields. When numerals
are repeated in statistical data, this repetition is known as Frequency and which can be written
in the form of a table, called a frequency distribution. A Frequency distribution can be shown
graphically by using different types of graphs and a Histogram is one among them. In this
article, let us discuss in detail about what is a histogram, how to create the histogram for the
given data, different types of the histogram, and the difference between the histogram and bar
graph in detail.

What is Histogram?
A histogram is a graphical representation of a grouped frequency distribution with
continuous classes. It is an area diagram and can be defined as a set of rectangles with bases
along with the intervals between class boundaries and with areas proportional to frequencies
in the corresponding classes. In such representations, all the rectangles are adjacent since the
base covers the intervals between class boundaries. The heights of rectangles are proportional
to corresponding frequencies of similar classes and for different classes, the heights will be
proportional to corresponding frequency densities. In other words, a histogram is a diagram
involving rectangles whose area is proportional to the frequency of a variable and width is
equal to the class interval.

How to Plot Histogram?

You need to follow the below steps to construct a histogram.

1. Begin by marking the class intervals on the X-axis and frequencies on the Y-axis.

2. The scales for both the axes have to be the same.

3. Class intervals need to be exclusive.

4. Draw rectangles with bases as class intervals and corresponding frequencies as heights.

5. A rectangle is built on each class interval since the class limits are marked on the
horizontal axis, and the frequencies are indicated on the vertical axis.

6. The height of each rectangle is proportional to the corresponding class frequency if the
intervals are equal.

7. The area of every individual rectangle is proportional to the corresponding class

frequency if the intervals are unequal.

Although histograms seem similar to graphs, there is a slight difference between them. The
histogram does not involve any gaps between the two successive bars.

When to Use Histogram?

The histogram graph is used under certain conditions. They are:

• The data should be numerical.

• A histogram is used to check the shape of the data distribution.

• Used to check whether the process changes from one period to another.

• Used to determine whether the output is different when it involves two or more
processes.

• Used to analyses whether the given process meets the customer requirements.
Difference Between Bar Graph and Histogram
A histogram is one of the most commonly used graphs to show the frequency distribution. As
we know that the frequency distribution defines how often each different value occurs in the
data set. The histogram looks more similar to the bar graph, but there is a difference between
them. The list of differences between the bar graph and the histogram is given below:

Histogram Bar Graph

It is a two-dimensional figure It is a one-dimensional figure

The frequency is shown by the area of The height shows the frequency and the width has no
each rectangle significance.

It shows rectangles touching each other It consists of rectangles separated from each other with
equal spaces.

The above differences can be observed from the below figures:

Bar Graph (Gaps between bars)

Histogram (No gaps between bars)

Types of Histograms
The histogram can be classified into different types based on the frequency distribution of the
data. There are different types of distributions, such as normal distribution, skewed distribution,
bimodal distribution, multimodal distribution, comb distribution, edge peak distribution, dog
food distribution, heart cut distribution, and so on. The histogram can be used to represent these
different types of distributions. The different types of a histogram are:

• Uniform histogram

• Symmetric histogram

• Bimodal histogram

• Probability histogram

Uniform Histogram

A uniform distribution reveals that the number of classes is too small, and each class has the
same number of elements. It may involve distribution that has several peaks.
Bimodal Histogram

If a histogram has two peaks, it is said to be bimodal. Bimodality occurs when the data set
has observations on two different kinds of individuals or combined groups if the centres of
the two separate histograms are far enough to the variability in both the data sets.

Symmetric Histogram
A symmetric histogram is also called a bell-shaped histogram. When you draw the vertical line
down the centre of the histogram, and the two sides are identical in size and shape, the
histogram is said to be symmetric. The diagram is perfectly symmetric if the right half portion
of the image is similar to the left half. The histograms that are not symmetric are known as
skewed.
Probability Histogram
A Probability Histogram shows a pictorial representation of a discrete probability
distribution. It consists of a rectangle cantered on every value of x, and the area of each
rectangle is proportional to the probability of the corresponding value. The probability
histogram diagram is begun by selecting the classes. The probabilities of each outcome are
the heights of the bars of the histogram.

Advantages of Histograms

Visual Interpretation: Histograms provide a clear visual representation of data distribution.

Identifying Patterns: Helps in identifying patterns, trends, and anomalies within data.

Central Tendency and Variability: Aids in estimating the central tendency (mean, median)
and variability (range, standard deviation) of the data.

Non-parametric: Useful for data that do not meet the assumptions required for parametric
tests.

Disadvantages of Histograms

Loss of Information: Data is binned, which can lead to loss of individual data point details.

Dependence on Bin Size: The shape and interpretation of the histogram can be significantly
affected by the choice of bin size.

Not Suitable for Small Datasets: Histograms may not be effective for very small datasets as
they can lead to misleading representations.

Applications

Statistics and Data Analysis: Widely used in exploratory data analysis to understand the
distribution of data.

Quality Control: In manufacturing, histograms help monitor variations in product quality.

Finance: Used to analyse the distribution of returns on investment portfolios.

Conclusion

Histograms are a fundamental tool in statistics and data analysis, providing valuable insights
into the characteristics of datasets. By visualizing the frequency distribution of data points,
histograms facilitate better understanding and interpretation of complex data. Understanding
how to create and analyse histograms is essential for anyone involved in data-driven decision-
making.

Related Articles

• Graphical Representation
• Bar Graph
• Line Graph
• Pie Charts

Histogram Solved Example

Question: The following table gives the lifetime of 400 neon lamps. Draw the histogram
for the below data.

Lifetime (in hours) Number of lamps

300 – 400 14

400 – 500 56

500 – 600 60

600 – 700 86

700 – 800 74

800 – 900 62
900 – 1000 48

Solution:

The histogram for the given data is:

Frequently Asked Questions on Histogram

Is Histogram and Bar chart same?

No, histograms and bar charts are different. In the bar chart, each column represents the
group which is defined by a categorical variable, whereas in the histogram each column is
defined by the continuous and quantitative variable.

Which histogram represents the consistent data?

The uniform shaped histogram shows consistent data. In the uniform histogram, the
frequency of each class is similar to one other. In most cases, the data values in the uniform
shaped histogram may be multimodal.
Can a histogram be drawn for the normally distributed data?

Yes, the histogram can be drawn for the normal distribution of the data. A normal distribution
should be perfectly symmetrical around its centre. It means that the right should be the mirror
image of the left side about its centre and vice versa.

When a histogram is skewed to right?

A histogram is skewed to the right, if most of the data values are on the left side of the
histogram and a histogram tail is skewed to right. When the data are skewed to the right, the
mean value is larger than the median of the data set.

When a histogram is skewed to the left?

A histogram is skewed to the left, if most of the data values fall on the right side of the
histogram and a histogram tail is skewed to left. In this case, the mean value is smaller than
the median of the data set.

What are stacked histogram

It is a type of Histogram that displays the distribution of multiple data sets on top of each
other, using different colours to represent each dataset. The total height of the stacked bars
represents the combined frequency or event for the categories for all data set.

Stacked Histogram are useful when you want to show how individual categories contributes
to the overall distribution. They help in comparing both the total and the individual part of the
data for each category.

The Stacked Histogram contains advanced filtering capabilities, letting you click on a
specific-coloured bars in a specific time period. Schedule then builds a filter to show that
resource for that time period in the Gantt chart.
Key Features of Stacked Histograms:

Data Representation: Each bar in the histogram represents the total count or frequency of a
particular category, while the different segments within each bar represent sub-categories or
groups.

Comparative Analysis: Stacked histograms enable easy comparison of the total values and
the distribution of sub-groups within each category.

Visual Clarity: By stacking the bars, you can quickly see how different segments contribute
to the total value of each category, making it easier to identify trends and patterns.

Example Use Cases:

Sales Data: Comparing sales figures across different products and regions, where each bar
represents a region and the segments represent different products.

Survey Results: Showing the distribution of responses (e.g., satisfaction levels) across various
demographics, with each demographic represented by a different segment.
Develop and customise S-curve using primavera p6

customizing an S-curve in Primavera P6 is an essential part of project performance analysis.

The S-curve visually represents progress (planned vs. actual) over time. Here's a step-by-step
guide:

1. Set Up the Project Schedule

Ensure your project schedule is complete with:

• Activities with proper durations.

• Relationships (predecessors and successors).
• Resources and costs assigned (if applicable).

2. Assign a Baseline

1. Go to Project > Assign Baselines.

2. Assign a baseline for the project by selecting:
o Project Baseline: Planned values.
o Primary Baseline: For tracking progress.

3. Update Project Progress

1. Input actual progress for activities.

2. Update start and finish dates or use the Progress % Complete column.
3. Ensure the project reflects accurate data.

4. Generate an S-Curve

Using Primavera's Reports:

 1. Navigate to Tools > Reports > Report Wizard.
2. Choose or create a new report for cumulative planned, actual, and remaining costs or
units (e.g., hours or costs).
3. Customize the report fields:
o Add Activity ID, Activity Name, Start/Finish Dates, Planned Value,
Actual Value, and Remaining Value.
4. Export the data to Excel.

Using Resource Usage Profile:

1. Go to View > Resource Usage Profile.

2. Select Planned Units or Actual Units.
3. Customize the time scale:
o Right-click the profile area.
o Select Time Scale and adjust to display weekly, monthly, or custom intervals.

5. Export Data to Excel (For Further Customization)

1. Go to File > Export.

2. Choose Spreadsheet (XLS/XLSX) format.
3. Export the desired data (e.g., planned values, actual values, dates).
4. Create the S-curve in Excel using cumulative sums:
o Use line or area charts for better visualization.

6. Customize S-Curve in Primavera P6

1. Open the Activity Usage Profile or Resource Usage Profile.

2. Adjust:
o Curves Display: Right-click in the profile area and select the data you want to
display (e.g., Baseline, Actuals).
o Formatting Options: Change colours and styles for better clarity.
Tips for S-Curve Customization:

• Compare planned vs. actual progress:

o Overlay the baseline and actual progress curves.
• Highlight deviations:
o Use visual indicators like colour changes or annotations.
• Time Intervals:
o Customize the time scale to suit project reporting needs (weekly, monthly,
etc.).

If you need advanced analysis, consider using tools like Microsoft Excel for detailed S-curve
customization, as Primavera's built-in visualization tools have limitations.

What is resource usage profile in primavera p6?

A Resource Usage Profile is a graphical representation that provides detailed insights into
how resources (such as labour, materials, or equipment) are allocated and utilized over time
in a project. This profile helps project managers understand the distribution and demand of
resources, identify potential overallocation, and optimize resource usage for better efficiency.

Key Features of Resource Usage Profile

1. Time-Phased Data: Displays resource usage over specific time intervals (e.g., daily,
weekly, monthly).
2. Graphical Representation: Uses bar charts or histograms to show planned, actual,
and remaining resource allocations.
3. Resource Types: Can display data for labour, non-labour, or material resources.
4. Over-Allocation Highlighting: Identifies periods where resource demand exceeds
availability.
5. Customization: Can be tailored to focus on specific resources, resource groups, or
time ranges.
 6. Baseline Comparison: Enables comparison between baseline and current schedules
to assess resource performance.

How to View Resource Usage Profile in Primavera P6

1. Navigate to Activities:
o Open the project in Primavera P6.
o Go to the Activities view.
2. Access Resource Profiles:
o Select View > Resource Usage Profile from the menu.
o The profile will appear below the Gantt chart or on a separate pane.
3. Customize the Profile:
o Right-click on the profile area and select Resource Usage Profile Options.
o Choose specific resources, time intervals, or data types (e.g., budgeted vs.
actual usage).

Benefits

• Resource Planning: Ensures resources are allocated efficiently without conflicts.

• Conflict Resolution: Helps identify and resolve over-allocations or shortages.
• Performance Monitoring: Tracks how well resources are utilized against the
baseline.
• Better Decision-Making: Provides a clear visual aid for resource management
decisions.

By regularly analysing the Resource Usage Profile, project managers can maintain balanced
resource allocations, reduce inefficiencies, and ensure project timelines are met.
Lecture#08

Project schedule quality check as per DCMA

The Défense Contract Management Agency (DCMA) provides guidelines for project schedule
quality checks, particularly focusing on the quality and integrity of project schedules. Here are
the key components and steps for conducting a project schedule quality check as per DCMA
standards:

1. Schedule Quality Assessment Criteria

Integrity of Data: Ensure that all data entered in the schedule is accurate and up-to-date.

Critical Path Analysis: Identify the critical path and ensure that it is accurately represented
and maintained.

Milestone Tracking: Confirm that milestones are well-defined, tracked, and aligned with
project objectives.

Baseline Comparison: Compare the current schedule against the baseline to assess variances
and understand impacts on project timelines.

Resource Allocation: Review resource assignments for over-allocation or under-allocation,

ensuring that resources are realistically assigned and balanced.

2. Schedule Assessment Steps

Documentation Review: Examine project documentation, including the schedule, updates,

and reports. Verify that there is a logical flow of activities and that dependencies are accurately
defined.

Time Estimates: Check the accuracy of time estimates for each task, ensuring they are based
on historical data and expert judgment.
Change Management: Assess how changes to the schedule are managed and documented,
including impact analysis.

Progress Updates: Review how progress is reported and ensure that it reflects actual
performance against the planned schedule.

3. Key Performance Indicators (KPIs)

Schedule Variance (SV): Measure the difference between the planned and actual progress to
assess schedule performance.

Schedule Performance Index (SPI): Calculate the SPI to determine efficiency in managing
the project schedule.

Where EV is Earned Value and PV is Planned Value.

Percentage of Milestones Met: Evaluate how many milestones were achieved on time versus
the total number of milestones.

4. Recommendations for Improvement

Training: Provide training for project managers and team members on effective scheduling
practices and tools.

Regular Updates: Implement regular schedule updates and reviews to ensure accuracy and
alignment with project goals.

Stakeholder Engagement: Engage stakeholders in the scheduling process to ensure their inputs
and concerns are addressed.
5. Reporting

Compile findings into a report that highlights strengths, weaknesses, and actionable
recommendations.

Share the report with project stakeholders for transparency and to facilitate continuous
improvement.

By following these guidelines, you can ensure that your project schedules are of high quality
and meet DCMA standards.

DCMA points to check schedule quality

1. Logic: ensure that each task has at least one successor and one predecessor. An activity
having no successor called open ended activity or dangling activity are not preferable.

2. Leads: Limit the use of lead (negative lead) to less than 5%.

3. Lags: keep lags (delays between tasks) to less than 5%.

4. Relationship types: use F.S relationships for most tasks (at least 90%).

5. Hard constraints: Minimize hard constraints (e.g. mandatory start) to less than 5%.

6. High float: Keep activities with more than 44 days of float under 5%.

7. Negative float: No activity should have negative float.

8. High duration: Limit tasks with duration over 44 days to less than 5%.

9. Invalid dates: ensure no tasks has start or finish date in the past.

10. Resources: All tasks should have resources assigned.

11. Missed tasks: keep missed tasks deadline below 5%.

12. Critical path test: the critical path should run continuously.
Resource Optimization

Definition: Resource optimization is the process of efficiently allocating resources (such as

time, money, and personnel) to achieve project goals while minimizing waste. It aims to ensure
that the right resources are available at the right time, and that their utilization is maximized
throughout the project lifecycle.

Key Objectives:

Maximizing Resource Utilization: Ensure that resources are used to their full potential
without excess or idle time.

Reducing Costs: Minimize expenditures by optimizing resource usage, leading to cost-

effective project execution.

Meeting Deadlines: Align resource allocation with project timelines to ensure timely delivery
of project milestones.

Resource Allocation Analysis: Assess resource requirements for tasks and allocate resources
accordingly.

Prioritization: Focus on high-priority tasks that drive project success and allocate resources
accordingly.

Utilization Tracking: Monitor resource use to identify inefficiencies and make adjustments
as needed.

Over-Allocation

Definition: Over-allocation occurs when a resource is assigned more work than it can
realistically handle within a given time frame. This can lead to burnout, decreased productivity,
and project delays.

NOTE: When BU/time> Max.U/time implies over allocation

Where BU/time is per/day effort assigned, and Max.U/time is company capacity.

Causes:

Poor Planning: Inaccurate estimates of the time and effort required for tasks.

Unforeseen Changes: Sudden project scope changes or additional tasks that require immediate
attention.

Resource Availability: Lack of alternative resources to distribute workload effectively.

Impacts:

Decreased Productivity: Overworked resources may perform poorly due to fatigue and stress.

Quality Issues: Rushed work can lead to mistakes and substandard output.

Increased Turnover: High workloads can result in employee dissatisfaction and turnover.

Resource Levelling

Definition: Resource levelling is a technique used to address over-allocation by adjusting the

start and finish dates of tasks to ensure that resources are used evenly throughout the project.
The goal is to balance the workload without delaying the project completion.

Solution: Either hire more resources or adjust BU/time to level up the resources.

Key Techniques:

Task Rescheduling: Delay non-critical tasks to reduce the workload on over-allocated

resources.

Resource Redistribution: Assign tasks to different resources with available capacity.

Using Alternative Resources: Engage subcontractors or additional personnel to share the

workload.
Benefits:

Balanced Workload: Helps to prevent resource burnout and maintains high productivity
levels.

Improved Quality: By allowing adequate time for tasks, the quality of work improves.

Enhanced Employee Satisfaction: A more manageable workload leads to higher job

satisfaction and retention.

Summary

Effective project management requires a balance between resource optimization, managing

over-allocation, and applying resource levelling techniques. By ensuring resources are
allocated efficiently and workloads are balanced, project managers can enhance productivity,
maintain quality, and deliver projects on time. Proper planning and continuous monitoring are
essential to achieving these goals, ultimately contributing to the overall success of the project.

What is a Baseline?

A baseline is a fixed reference point that serves as a standard or benchmark for comparison
throughout the lifecycle of a project. It is essential in project management, engineering,
construction, and various other fields to track progress, manage performance, and ensure that
objectives are met.

Types of Baselines

1. Project Baseline:

This includes the original approved version of a project plan, which encompasses scope,
schedule, and cost.

It serves as a reference for measuring project performance and progress

2. Scope Baseline:

This defines the scope of the project, including the deliverables and the work required to
complete the project.

It consists of three components:

1. Project scope statement

2. Work breakdown structure (WBS)
3. WBS dictionary

3. Schedule Baseline:

This outlines the approved version of the project schedule, including the start and finish dates
for each task.

It helps in tracking the progress of project timelines and managing deadlines.

4. Cost Baseline:

This represents the approved version of the project budget, including all planned expenses.

It provides a basis for measuring financial performance throughout the project.

Importance of a Baseline

Performance Measurement: Baselines enable project managers and teams to assess

performance and determine if the project is on track, behind, or ahead of schedule and budget.

Change Management: When changes occur, baselines help in evaluating the impact of those
changes on the project’s overall performance.

Accountability: Baselines serve as a point of reference for stakeholders, helping them hold
project teams accountable for delivering results within the defined parameters.
Risk Management: By comparing actual performance against the baseline, project managers
can identify potential risks early and take corrective actions to mitigate them.

Establishing a Baseline

Define Project Objectives: Clearly articulate the goals and objectives of the project.

Gather Requirements: Collect detailed requirements from stakeholders to understand what is

needed for project success.

Create the WBS: Develop a work breakdown structure that outlines all tasks and deliverables.

Develop Schedule and Budget: Create a detailed project schedule and budget based on the
WBS.

Approval Process: Present the baselines to stakeholders for review and approval to ensure
everyone agrees on the project parameters.

Monitoring and Controlling Against the Baseline

Performance Reports: Regularly generate reports comparing actual performance against the
baseline.

Variance Analysis: Conduct variance analysis to identify discrepancies between planned and
actual performance.

Adjustments and Re-baselining: If significant changes occur, adjustments may be necessary,

which can lead to re-baselining of the project.

Submission of Baseline

The submission of a baseline refers to the process of formally documenting and approving a
project’s initial plan, which includes the project’s scope, schedule, and cost. This baseline
serves as a standard for measuring project performance and progress throughout its lifecycle.
Any changes to the baseline must go through a formal change control process, and deviations
from the baseline can be analysed to assess project performance.

Conclusion

A baseline is a crucial component of effective project management. It establishes the

foundation for planning, monitoring, and controlling project performance. By setting clear
baselines, project managers can enhance accountability, facilitate decision-making, and
ultimately drive project success.

Narrative Report

A narrative report is a descriptive document that provides a detailed account of a project’s

progress, findings, or outcomes. It typically includes a summary of activities undertaken,
challenges encountered, and solutions implemented. Narrative reports may also present data
and analyses to support the information shared. These reports are often used to communicate
with stakeholders, summarize project status, and document lessons learned for future reference.

Scope creep

Scope creep refers to the gradual expansion of project requirements beyond the original
objectives and specifications without appropriate adjustments to resources, timelines, or
budgets. It often occurs when additional features, tasks, or deliverables are added to a project
after it has already begun, typically without formal approval or changes to the project plan.

Causes of Scope Creep:

Unclear Project Goals: Vague or poorly defined project objectives can lead to
misinterpretation and additional requests.
Stakeholder Changes: New stakeholders or changes in existing stakeholders’ priorities may
introduce additional requirements.

Lack of Change Control: Inadequate processes for managing changes to the project scope can
allow unauthorized alterations.

Insufficient Communication: Poor communication among team members and stakeholders

can result in misunderstandings about project requirements.

Consequences of Scope Creep:

Increased Costs: Additional work often requires more time and resources, leading to budget
overruns.

Delayed Timelines: Expanding the scope can push back project deadlines and impact overall
project delivery.

Reduced Quality: Trying to accommodate too many changes may dilute the quality of the
final deliverable.

Team Burnout: Increased workload without corresponding adjustments can lead to stress and
reduced morale among team members.

Managing Scope Creep:

Clear Documentation: Establish clear project goals and document all requirements from the
outset.

Change Control Process: Implement a formal process for requesting and approving changes
to the project scope.

Regular Communication: Maintain open lines of communication with all stakeholders to

manage expectations and clarify requirements.
Frequent Reviews: Conduct regular reviews of project progress to identify potential scope
creep early and address it accordingly.

By effectively managing scope creep, project managers can help ensure that projects stay on
track, within budget, and meet stakeholder expectations.

What is Change Management?

Change management is a structured approach to managing changes in an organization, ensuring

that the transition from the current state to a desired future state is smooth and effective. This
process helps minimize disruptions, maintain stakeholder engagement, and ensure that changes
are implemented successfully. Change management is crucial in various contexts, including
project management, organizational restructuring, and process improvements.

1. Identifying Change Requests

Change requests can arise from various sources, and they may pertain to different aspects of a
project. Here are the main types of changes:

Scope Change: This involves altering the project’s scope, which may include adding new
features, functionalities, or deliverables. Scope changes can significantly impact project
outcomes and often arise due to new stakeholder requirements, market demands, or lessons
learned during project execution.

Time(schedule) Change: Changes to the project timeline may be necessary due to unforeseen
delays, resource availability, or changes in project scope. Time changes can involve extending
deadlines, adjusting milestones, or reallocating resources to meet revised schedules.

Cost Change: A cost change request is initiated when there is a need to modify the project
budget. This could be due to increased material costs, changes in labour rates, or additional
expenses incurred as a result of scope changes. It’s crucial to analyse the financial implications
of cost changes carefully.

Design Change: Design changes involve modifications to project specifications, drawings, or

architectural plans. This may result from stakeholder feedback, regulatory requirements, or
innovations in technology. Design changes can significantly affect project execution, quality,
and costs.

2. Submitting a Change Request

A formal change request is submitted using predefined templates, this includes:

Documentation: The requester must provide detailed documentation of the proposed change.
This includes a description of the change, the reason for the change, and the potential
impacts on the project (scope, time, cost, quality).

Review: The change request is submitted to the change control board (CCB) or relevant
stakeholders for initial review. This may involve preliminary discussions to assess the necessity
and urgency of the change.

Analysis: The impact of the proposed change is analysed. This includes assessing the effects
on project scope, timeline, budget, and resources. Stakeholders may provide input based on
their expertise and the project’s strategic objectives.

Formal Submission: Once the necessary information is gathered and analysed, the change
request is formally submitted for approval. This often involves filling out a standardized change
request form that captures all relevant details.
3. Integrated Change Control Process

Integrated change control is the process of reviewing all change requests, approving changes,
and managing their implementation in a way that integrates them into the project plan. Key
components include:

Change Control Board (CCB): A designated group of stakeholders responsible for evaluating
and approving or rejecting change requests. This board ensures that changes align with project
objectives and organizational goals.

Change Log: A documented record of all change requests, including their status (approved,
rejected, in progress), impacts, and actions taken. This log serves as a reference for tracking
changes throughout the project lifecycle.

Impact Assessment: A thorough evaluation of how the proposed change will affect project
elements, including scope, schedule, cost, quality, resources, and risk. This assessment helps
decision-makers understand the trade-offs involved in approving a change.

Communication Plan: An established strategy for communicating changes to all stakeholders.

This includes informing affected parties about the nature of the change, the rationale behind it,
and its implications.

4. Approval Process and Correspondence

The approval process for change requests generally follows these steps:
Review and Discussion: The CCB or relevant decision-makers review the change request,
considering the impact assessment and any supporting documentation. Discussions may take
place to clarify details or address concerns.

Decision Making: After thorough evaluation, the CCB makes a decision to approve, reject, or
request additional information. Their decision should be based on alignment with project goals,
feasibility, and stakeholder interests.

Formal Approval Communication: Once a decision is made, formal communication is sent

to the requester and relevant stakeholders. This includes details about the decision, any
conditions for approval, and next steps.

Implementation: If approved, the change is integrated into the project plan. This may involve
updating project documentation, schedules, budgets, and communicating the change to the
project team and other stakeholders.

Monitoring and Evaluation: After implementation, the impact of the change is monitored to
ensure it achieves the desired outcomes. Feedback is collected, and lessons learned are
documented for future reference.

In summary, effective change management is essential for navigating the complexities of

project execution and ensuring that any modifications to the project are handled systematically
and efficiently. This process ultimately contributes to the overall success of projects and
organizational initiatives.
Primavera P6 Golden features
project levels

In project management, different levels or stages of a project are commonly divided to ensure
clarity and structure throughout its lifecycle. These levels typically include:

Project level 1 Engineering Procurement Construction

Project level 2 Structural, MEP LLI, Bulk items Civil, MEP

Project level 3 Loaded critical path method schedule is called level 3

Project level 4 Level 3 + Resource loaded

1. Initiation Level

This is the starting point where the project’s goals, feasibility, and scope are defined. Key
activities include:

• Defining project objectives.

• Identifying stakeholders.

• Conducting a feasibility study.

• Developing a project charter.

2. Planning Level

During this phase, the project is mapped out in detail. The focus is on creating a roadmap for
the project execution. Activities include:

• Defining the project scope in detail.

• Developing the project schedule.

 • Creating a cost estimate and budget.

• Identifying risks and developing mitigation strategies.

• Allocating resources (team, materials, etc.).

3. Execution Level

This is the level where the actual work gets done. The project plan is implemented, and
deliverables are produced. Activities include:

• Managing teams and resources.

• Directing and coordinating project activities.

• Communicating with stakeholders.

• Ensuring the quality of work.

4. Monitoring and Control Level

This level runs concurrently with the execution phase to ensure that the project is on track. It
involves:

• Tracking project performance (schedule, cost, and quality).

• Adjusting the plan as needed to keep the project on track.

• Managing changes and risks.

• Reporting progress to stakeholders.

5. Closure Level

Once the project objectives are met, the project moves into the closure phase. Activities
include:
 • Finalizing all project activities.

• Delivering the final product or service.

• Handing over documentation and reporting.

• Conducting a project evaluation and lessons learned.

• Releasing project resources and closing contracts.

Each level ensures that the project is managed efficiently and effectively, with well-defined
goals and checkpoints to minimize risks and maximize success.

Work breakdown structure and its different level

A Work Breakdown Structure (WBS) is a project management tool that breaks down a project
into smaller, more manageable components. It organizes the project’s work into hierarchical
levels, starting from the broadest objectives and drilling down into detailed tasks. The purpose
of a WBS is to help with planning, organizing, and controlling the project’s scope and
deliverables by defining each part of the work needed to complete the project.

Levels of WBS:

Level 1: Project Objective or Deliverable

The top level represents the complete project or the final product/service to be delivered. It’s
the most abstract and broad level that outlines the overall project goal.

Level 2: Major Deliverables or Phases

This level breaks the project into major deliverables or project phases. These could be high-
level stages of the project such as design, construction, testing, etc., or primary product
components.

Level 3: Sub-deliverables or Tasks

Each major deliverable from Level 2 is further broken down into smaller, more detailed tasks
or sub-deliverables. These tasks describe what needs to be done to complete each major
deliverable.

Level 4: Work Packages

At this level, tasks are divided into manageable work packages that can be assigned to specific
teams or individuals. These work packages are the smallest units of work, with clear outcomes,
resources, and time frames.

Each subsequent level adds more detail and clarity to the work involved, ensuring all necessary
tasks are identified and accounted for. The WBS helps with resource allocation, scheduling,
and performance tracking throughout the project.

Different types of activities in primavera p6

In Primavera P6 and project management, different activity types are used to define how
activities are scheduled and controlled. Here's a breakdown of the activity types along with
examples:

1) Task Dependent Activity

• Definition: These activities are scheduled based on their relationships (dependencies)

with other tasks and do not depend on the availability of resources. The activity's
duration is fixed unless its predecessors or successors are adjusted.
 • Example:
Activity: "Pouring concrete for a foundation"
This task depends on its predecessor, such as "Setting up formwork," and the
successor, such as "Curing the concrete." Resource availability (e.g., workers or
equipment) does not directly affect the schedule.

2) Resource Dependent Activity

• Definition: These activities are scheduled based on resource availability in addition to

relationships. The duration or schedule of the activity may change if resources (e.g.,
manpower, materials, or equipment) are added or removed.
• Example:
Activity: "Installing electrical wiring"
If fewer electricians are available, the task takes longer. Conversely, adding more
electricians may reduce the duration.

3) Level of Effort (LOE) Activity

• Definition: These are support or overhead activities whose duration depends on other
activities in the project. They do not represent actual work but rather the effort needed
to manage or oversee other tasks. LOE activities are tied to the start and finish of
other dependent activities.
• Example:
Activity: "Project management and supervision"
This activity spans the entire duration of a project and does not produce a deliverable
but reflects the time and effort required for management tasks.

4) Milestone

• Definition: Milestones are zero-duration activities used to mark significant events or

checkpoints in the project. They do not consume resources or time but are essential
for tracking progress.
 • Example:
Activity: "Project kick-off" (Start Milestone)
Activity: "Project completion" (Finish Milestone)

Milestones help in measuring progress and signalling the start or completion of major phases.

Discrete Activities:

These are measurable and visible tasks that have a definite start and finish, such as installing a
pipeline or pouring concrete. The completion of discrete activities directly contributes to the
progress of the project.

Definition: Milestones are significant points or events in a project timeline that mark the
completion of major phases or tasks.

Importance: They are used to track progress and signify key achievements in the project.

Milestones are significant points or events in a project schedule. They are typically used to
mark the start or end of a phase or a key deliverable. Milestones don’t have duration but act as
checkpoints.

Critical Activities:

These activities are on the project’s critical path, meaning their completion directly affects the
overall timeline. Delays in critical activities will cause the entire project to be delayed.

Non-Critical Activities:

Activities that are not on the critical path and thus have some flexibility in their timing. Delays
in these activities may not necessarily delay the entire project, as they have float or slack.

Recurring Activities:

These activities are repeated at regular intervals throughout the project, such as regular
maintenance checks or progress meetings.
Understanding these types helps in managing and controlling a project effectively, as it allows
for better planning, scheduling, and resource allocation.

In primavera p6 what are filters, cost account, activity codes, resource codes,
resource curve Explain each one with example

Here’s an explanation of the listed Primavera P6 features, along with examples for better
understanding:

1. Filters

Filters in Primavera P6 are used to narrow down the activities or data shown in a project
schedule based on specific criteria. Filters help focus on particular parts of a project, such as
critical activities, delayed tasks, or tasks assigned to a specific team.

Example:

• If you want to view only critical activities, you can apply a filter for activities with a
Total Float of zero.
• If you want to see all activities starting in January 2024, you can create a filter where
the start date is between 01-Jan-2024 and 31-Jan-2024.

2. Cost Account

This represents a breakdown structure used to track project costs in Primavera P6. Cost
accounts can be linked to resources to help monitor project expenditures and budgets
effectively. It is commonly used for financial tracking and project control

Example:

• You might create cost accounts for different project phases, such as:
 o CA01: Foundation Work
o CA02: Structural Work
o CA03: Finishing Work
• When assigning costs to activities or resources, these activities fall under specific cost
accounts to track their expenses.

3. Activity Codes

Activity codes are custom fields in Primavera P6 used to group, categorize, and organize
activities based on specific criteria like project phases, work types, or responsible parties. They
help in reporting and filtering activities for better project control.

Example:

• For a construction project, you could create activity codes like:

o Phase: Excavation, Foundation, Superstructure
o Location: Block A, Block B, Block C
o Discipline: Civil, Electrical, Mechanical
• Assign these codes to activities to easily filter, group, or analyse tasks. For instance,
viewing only activities in Block A.

4. Resource Codes

Resource Codes categorize and organize resources (labour, materials, equipment) for better
tracking and reporting.

Example:

• You can create resource codes like:

o Trade: Carpenter, Mason, Electrician
o Location: Site A, Site B, Site C
 o Type: Labour, Material, Equipment
• For example, assign the code "Carpenter" to a resource to identify which tasks require
carpentry work.

5. Resource Curve

A Resource Curve defines how resources are distributed over the duration of an activity. It
allows for realistic modelling of resource usage patterns, such as front-loading or back-
loading.

Example:

• If an activity requires more work at the start and tapers off later, you can use a Front-
Loaded Curve.
• For an activity where work is uniform throughout, a Linear Curve is used.
• In a Concrete Pouring Activity, you might use a bell-shaped curve (S-Curve) where
the workload increases in the middle phase and decreases towards the end.
Lecture#09
Earned Value Management (EVM)
Earned Value Management (EVM) is a project management technique that integrates the scope,
schedule, and cost of a project to assess its performance and progress. It provides a quantitative
measure of project performance and helps project managers make informed decisions by
forecasting future performance based on current data. EVM uses three primary metrics—
Planned Value (PV), Earned Value (EV), and Actual Cost (AC)—to analyse project
performance.

Key Components of EVMs:

Definition: A Key Performance Indicator (KPI) is a measurable value that demonstrates how
effectively a company or project is achieving key business objectives. Organizations use KPIs
at multiple levels to track progress toward specific targets.

Example:

For a construction project, a KPI could be "Percentage of project completion versus schedule."
If the goal is to finish 50% of the work by a certain date, the KPI would measure if that 50%
milestone is met on time. Other KPIs could include cost performance, safety incident rates, and
customer satisfaction.

1. Planned Value (PV)

Definition: Planned Value (PV), also known as Budgeted Cost of Work Scheduled (BCWS),
represents the authorized budget assigned to the work scheduled to be completed up to a
specific point in time. It answers the question, "What was the planned or expected cost at this
point in the project?"

Planned value is the amount of the task that is supposed to have been completed, in terms of
the task budget.it is calculated from the project budget.
Formula:

𝑃𝑉=Total Budget ×Percentage of planned work completed by that date

Example:

Assume a construction project has a total budget of $100,000 and is planned to take 5 months.
If by the end of the second month, 40% of the work was supposed to be completed, the Planned
Value (PV) would be:

𝑃𝑉=100,000×0.40=40,000

PV=100,000×0.40=40,000 So, by the end of month two, the planned cost for the completed
work should be $40,000.

2. Earned Value (EV)

Definition: Earned Value (EV), also known as Budgeted Cost of Work Performed (BCWP),
represents the value of the actual work completed up to a specific date, expressed in terms of
the budget assigned to that work. It answers the question, "What is the worth of the work
completed so far?"

Earned value is the amount of the task that is actually completed. It is also calculated from the
project budget.

Formula: 𝐸𝑉=Total Budget × Percentage of actual work completed

Example:

Using the same project, if by the end of the second month, only 35% of the work was completed
instead of the planned 40%, then Earned Value (EV) would be:

𝐸𝑉=100,000×0.35=35,000

EV=100,000×0.35=35,000 This means that the actual value of the work completed is $35,000,
even though the plan was to complete work worth $40,000.
3. Actual Cost (AC)

Definition: Actual Cost (AC), also known as Actual Cost of Work Performed (ACWP), is the
total cost actually incurred for the work completed by a specific date. It answers the question,
"How much did we actually spend to complete the work up to this point?"

Example:

Let’s say that to complete 35% of the work (as calculated in the Earned Value example), the
project team actually spent $38,000. This is the Actual Cost (AC). Even though the work done
is valued at $35,000 (Earned Value), the actual cost incurred to do it is $38,000, indicating an
overrun.

Summary Example

Let's summarize the terms with one simple project example:

Project budget: $100,000

Project duration: 5 months

By the end of month 2:

Planned Value (PV) = $40,000 (because 40% of the work was scheduled to be completed by
now)

Earned Value (EV) = $35,000 (because only 35% of the work was actually completed)

Actual Cost (AC) = $38,000 (the cost incurred to achieve the 35% completion)

This shows that the project is behind schedule (because EV < PV) and over budget (because
AC > EV).

Key Performance Indicators (KPI’s) in EVM:

1. Schedule Variance (SV):

Schedule Variance measures the difference between the Earned Value and Planned Value. It
indicates whether the project is ahead or behind schedule.
NOTE:
Positive value means ahead of the schedule
whereas negative value means behind the schedule.
Formula:
SV = EV - PV
Example: Continuing from the previous examples:
SV = 40,000 - 50,000 = -10,000
This negative value indicates that the project is behind schedule.

2. Schedule Performance Index (SPI):

The Schedule Performance Index is a ratio that indicates how efficiently the project is
progressing relative to its schedule.
Formula:
SPI = EV / PV
Example:
SPI = 40,000 / 50,000 = 0.8
An SPI of less than 1 indicates that the project is behind schedule.

Threshold for SPI

0.7 need to reschedule, 0.8 improvement required, 0.9 good, 1 implies EV=PV rear,
1.1 good, 1.2 & 1.3 excellent, 1.4 unreal.

3. Cost Variance (CV):

Cost Variance measures the difference between Earned Value and Actual Cost. It indicates
whether the project is under or over budget.

NOTE:
Negative value means over budget/loss
Positive value means under budget/saving/profit.
Formula:
CV = EV - AC
Example:
CV = 40,000 - 45,000 = -5,000
This negative value indicates that the project is over budget.

4. Cost Performance Index (CPI):

The Cost Performance Index is a ratio that indicates how efficiently the project is using its
budget.
Formula:
CPI = EV / AC
Example:
CPI = 40,000 / 45,000 ≈ 0.89
A CPI of less than 1 indicates that the project is over budget.

Organization KPI’s diagram

SV= -5% CV= -2000$

SPI= 0.97 CPI= 0.98

Summary

Earned Value Management is a powerful tool for project managers, allowing them to assess
project performance through a combination of cost and schedule metrics. By using PV, EV,
and AC, along with key performance indicators like SV, CV, SPI, and CPI, project managers
can identify trends, forecast future performance, and make data-driven decisions to keep the
project on track. This proactive approach helps mitigate risks and ensures that project
objectives are met efficiently.
Advantages of EVM:

• Offers a clear and objective view of project health.

• Helps in early detection of potential delays or budget overruns.
• Enables better communication and accountability.
• Supports informed decision-making for corrective actions.

Key Performance Indicators (KPIs)

Definition:
Key Performance Indicators (KPIs) are measurable values that indicate how effectively an
individual, team, or organization is achieving its goals. In project management, KPIs are used
to track progress, performance, and success.

Types of KPIs in Project Management:

1. Cost KPIs:
o Cost Variance (CV): Measures the difference between planned and actual
budget.
o Cost Performance Index (CPI): Assesses cost efficiency.
2. Schedule KPIs:
o Schedule Variance (SV): Indicates whether the project is ahead or behind
schedule.
o Schedule Performance Index (SPI): Measures schedule efficiency.
3. Quality KPIs:
o Defect Density: Measures the number of defects identified per unit of
deliverable.
o Customer Satisfaction Score (CSAT): Gauges client satisfaction with the
deliverables.
4. Scope KPIs:
o Scope Change Impact: Tracks the effect of scope changes on the project
schedule and budget.
5. Risk KPIs:
 o Risk Mitigation Efficiency: Measures how effectively risks are mitigated.
o Percentage of Risks Identified: Tracks how well potential risks are identified
during planning.
6. Team Performance KPIs:
o Resource Utilization Rate: Measures the efficiency of resource allocation.
o Employee Productivity: Assesses the output of team members.
7. Delivery KPIs:
o On-Time Delivery: Tracks the percentage of deliverables completed on
schedule.
o Milestone Achievement Rate: Measures the percentage of milestones
achieved on time.
o

Relation Between EVM and KPIs

EVM provides the data needed to calculate and track key performance metrics (KPIs) such as
CPI and SPI, which are essential for assessing the health of a project. Together, EVM and
KPIs offer:

• A comprehensive view of project performance.

• Insights into cost, time, quality, and resource management.
• Actionable data to optimize project execution and improve overall efficiency.

By integrating EVM and KPIs, organizations can ensure projects are delivered on time,
within budget, and according to quality standards.

What is simulator sheet explain with example?

A simulator sheet is a type of spreadsheet that simulates real-world processes or scenarios,

allowing users to model, analyse, and visualize outcomes based on varying input parameters.
These sheets are often used in fields such as finance, engineering, and project management to
help in decision-making, forecasting, and risk analysis.
Project tracking Part-01
How to develop Excel templates

Add Column: Schedule % complete, Physical % complete, estimate weightages, Earned value
cost, Actual cost, Activity % complete, establish weightages

Select schedule on Primavera P6 dashboard copy and paste in Excel.

Formatting:

Trim Formula: =IF (C2=”” “”, (FIND(TRIM(B2), B2))-1)/2,”’ “”).

• Add a column to the left of data and name it as WBS

• Copy and paste the trim formula and drag it down to show different WBS levels
• Conditional formatting tab…>New rule…>use a formula to determine which cell to
format…>write =$A1=1(number which level to colour) ….>format.
• Conditional formatting…>manage rule….>select data (shift +right arrow) enter.
• Edit rule=$A1=1 and remove the extra digits if any.
Project Tracking Part-02

Project Progress Updates

1. Understanding the Baseline: Before updating progress, ensure that a baseline plan is
set. The baseline is the original plan and serves as a comparison point for actual
progress. If a baseline isn’t set, advise them to establish one.

2. Data Date: Explain the concept of the ‘Data Date’ in Primavera P6. It's the date up to
which the project progress is updated. Essentially, it represents the "as of" date for the
project schedule.

3. Updating Activities: Go to the Activities window. Here, each task or activity in the
project can be updated. Key things to update include:

• Actual Start and Finish Dates: If an activity has started or finished, input the
actual dates.

• Remaining Duration: If the activity is ongoing, estimate how much longer it

will take to complete.

• % Complete: Update the percent complete based on progress. This can be

done in different ways, like duration % complete, physical % complete, etc.,
depending on the nature of the activity.

4. Progress Spotlight: Use the Progress Spotlight feature, which highlights activities
that should have started or finished by the data date. It’s a useful tool for focusing on
which activities need updating.

5. Updating Resources and Costs: If your project is tracking resources and costs,
update the actuals for these as well. This includes labour hours worked, materials
used, and costs incurred up to the data date.

6. Reviewing the Schedule: After updating, review the schedule to see the impact of the
updates. Look for any activities that are now behind schedule or over budget.
 7. Analysing Variances: Compare the current schedule with the baseline to identify
variances. Pay attention to any critical activities that are off-track.

8. Reporting: Generate reports to communicate the project progress. Primavera P6 has

various reporting tools to present data in formats suitable for different stakeholders.

9. Saving the Updated Project: After updating the project, save the changes. It's good
practice to keep detailed notes or a change log of the updates made for future
reference.

10. Regular Updates: Finally, emphasize the importance of regular updates. Consistent
and accurate updating is key to maintaining an effective project schedule.

11. Seek Feedback and Collaborate: Encourage the new engineer to regularly discuss
the project schedule with the project team, seeking feedback and ensuring that
everyone is aligned with the project progress.

Remember, the key to effective use of Primavera P6 is not just in knowing how to
update the software, but also in understanding how these updates reflect the real-
world progress and challenges of the project. It’s about translating project realities
into the system for accurate monitoring and decision-making.

Progress Types (% Complete Types)

Right Click on Activity ……….>Activity Details …………>General Window
………>% Complete types

• In Primavera P6, understanding the different types of percentage completions is

crucial for accurate progress tracking and reporting. Here are the differences between
Physical % Complete, Duration % Complete, and Units % Complete:

Physical % Complete:

• Definition: Physical % Complete is used to represent the actual, physical progress of

an activity or work item. It's based on the subjective assessment of how much work
has been completed.
• Usage: This method is often used in situations where the progress is not easily
quantifiable by time or resources. For example, in construction, you might estimate
that the building of a wall is 40% complete based on visual inspection and
professional judgment.

• Advantages: It provides a more realistic picture of progress for activities where time
or resource consumption isn't linear or easily measurable.

Duration % Complete:

• Definition: Duration % Complete is calculated based on the elapsed duration of an

activity in relation to its total planned duration.

• Usage: It's used when progress is closely related to time. For example, if an activity
was planned for 10 days and 5 days have elapsed, the Duration % Complete might be
reported as 50%.

• Advantages: It's straightforward and easy to calculate. It works well for activities
where progress is directly proportional to time.

Units % Complete:

• Definition: Units % Complete is based on the amount of resources used or the

quantity of work done, compared to what was planned.

• Usage: This method is appropriate for activities where progress can be quantified in
terms of resource usage or units of work done. For example, if you planned to use 100
hours of labour for a task and have used 50 hours, you might report the task as 50%
complete.

• Advantages: It provides a measure of progress based on actual resource consumption

or work done, which can be more accurate than duration-based measures.
 Assignment

Please submit Unit % Complete Progress with same steps and record observations and
ask queries

Submit Progress update process with all % Complete Types as well.

Establish Dashboard columns as PMS (Progress measurement system) like

Performance % complete, Schedule % Complete, etc. (as shown in Lecture)

Good Luck

You are Now learning Like Pro level Planning Engineer

\
Global change

The "Global Change" feature in Primavera P6 allows users to make widespread changes across
a project or multiple projects within a database, based on specific criteria.

This feature can apply changes to various aspects of a project, such as activity durations,
resource assignments, costs, and more, by executing predefined or custom rules and conditions.

The Global Change utility uses a conditional statement (IF-THEN-ELSE) logic to identify the
set of data that matches the specified conditions and then applies the desired changes to this
data.

It's a powerful tool for making bulk updates, thereby saving time and reducing the risk of
manual errors.

1.Understanding IF-THEN-ELSE Logic

The IF-THEN-ELSE statement is a conditional logic used to perform different actions based
on whether a specific condition is true or false. In the context of Primavera P6's Global Change:

IF checks for a condition (e.g., an activity's duration is greater than 10 days).

THEN executes an action if the condition is true (e.g. increase the activity's duration by 2 days)

ELSE (optional) executes an action if the condition is false (e.g. leave the duration as is).

2. Identifying the Data to Change

Before constructing your statement, you need to clearly define which data or aspects of your
project you intend to change. This could be activity durations, resource assignments, costs, or
any other project attribute. Understanding the data model of Primavera P6 and how different
elements are related is crucial at this stage.
3. Formulating Conditions

Formulate conditions that accurately identify the target data. This involves specifying
attributes, operators (e.g., >, <, =), and values. Conditions can be simple (e.g., Critical = 'Yes')
or complex, involving multiple criteria using AND/OR logic (e.g. Critical=Yes’ and
Duration>10).

4. Specifying Actions

Once you've defined the condition, specify the exact change you want to apply to the data
identified by that condition. Actions must be clear and precise, considering the implications on
project scheduling, costs, and resource allocation.

Application Examples

1: Adjusting Activity Durations Data

Scenario: You want to extend the duration of all activities labeled as "Critical" by two days to
account for anticipated delays.

Global Change Steps:

1.Define a condition to select activities where the” Critical” flag is set to Yes.

2.Specify the action to increase the “Original Duration” by 2 days for the selected activities.

3.Execute the global change and review the impact before finalizing the changes.

Application examples on global change

1.Adjusting Durations for Overdue Activities

Objective: Increase the duration of overdue activities to reflect a realistic timeline.

IF Status='In Progress' AND Finish Date<Current Date

THEN Duration=Duration+ (Current Date-Finish Date)

ELSE No change.
2.Reassigning Resources for High Priority Tasks

Objective: Shift a resource from lower to higher priority tasks when the higher priority tasks
are falling behind schedule.

IF Activity Priority>'High' AND Status='Behind Schedule'

THEN Resource Assignment=Key Resource

ELSE No change

3.Updating Start Dates for Non-Started Activities

Objective: Postpone the start date of activities not yet started to the next Monday for better
resource allocation.

IF Status ='Not Started' AND Start Date<Current Date

THEN Start Date=Next Monday (Current Date)

ELSE No change

4.Escalating Issues for Critical Path Activities

Objective: Flag critical path activities that are behind schedule for immediate review.

IF Critical=Yes ‘AND Status="Behind Schedule”

THEN Add Issue='Review Required"

ELSE No change

5.Adjusting Budget for Overdue High-Cost Activities

Objective: Increase the budget for activities that are significantly over budget and overdue,
indicating a need for re-evaluation.

IF Cost variance>20% Budget AND Finish Date < Current Date

THEN Budget= Budget *1.1 (Increase budget by 10%) ·

ELSE No change
6.Delay Notification for Key Deliverables

Objective: Automatically notify the project manager when key deliverables ore delayed.

IF Deliverable Status=’Delayed AND Importance=’High’

THEN Send Notification to Project Manager=’Yes’

ELSE No change

7.Standardizing Activity Codes for New Activities

Objective: Ensure all new activities are assigned a default activity code for tracking purposes.

IF Activity Code IS NULL AND Status=’Not Started”

THEN Activity Code=’New Activity’

ELSE No change
 TEMPLATES
How to create template?
Site team: Filled the templates and share it as DPR, WPR, MPR etc.

Planning team: templates are prepared by site team and forwarded to site team.

Client and consultant: Templates are recommended by client and consultant.

Frequency of reports
DPR: daily progress report

WPR: weekly progress report

FPR: fortnight progress report

MPR: monthly progress report

DPR REPORT TEMPLATE

Activity Activity UOM Total work Previous Cum %Progress Start Finish
ID name work done work work date date

A2100 Excavation cm 34567 200 2500 2700 7.81% 1st 8th

Jan Jan
Attached a correspondence letter to MPR
CAREER COUNSELLING
Job hunting strategy
• CV/ATS CV (Applicant tracking system)
• LinkedIn profile
• Chat GPT
• Online job portals
• Network with people

Networking

• Search for job role i.e., Planning engineer on LinkedIn

• Add or connect with people every day
• After accepting your request say thanks, comment and share their posts
• Ger advises or suggestion from them

ATS CV (applicant tracking system)

• Search planning jobs on LinkedIn
• Copy key responsibilities
• Paste in chat GPT and made ats cv of it

Prompt

• I am a fresh planning Engineer having primavera P6 expertise. Generate job

responsibilities for a junior planning Engineer working on road construction.
• Generate only job responsibilities in bullets without any.

Speaking skills
• Read 10-15 minutes daily
• Write 10 minutes a day
• Listening active
• Self-talk in front of mirror on daily basis
• TED talk/Speaking