This manual provides the basic concepts of CPM scheduling combined with software techniques that provides the knowledge required to begin using Primavera P6 to update a schedule, document delays, plan a project, schedule a project, customize the schedule, establish resources & cost accounts and viewing tabular & graphic reports.
Table of Contents
|
Chapter 1 Introduction to CPM Scheduling
- The WellPlanned Schedule is a Roadmap to Success
- Scheduling Techniques
- The Bar Chart (Gantt Chart)
- The Critical Path Method (CPM)
- Illustration of the Critical Path
- Technical Terms Used in CPM Scheduling
- Review Questions
|
Chapter 2 Planning a Project
- Developing a Plan
- Project Duration
- Level of Detail
- Resources, etc.
- Work Breakdown Structure (WBS)
|
|
Chapter 3 Introduction to P6
- Primavera Overview
- The P6 Menus and Toolbars (new in version 8)
- Viewing your Schedule in P6
- The Enterprise Project Structure (EPS)
- The Organizational Breakdown Structure (OBS)
- A Project in the Enterprise
|
Chapter 4 Creating a Project in P6
- Creating a New Project in P6
- Scheduling with the WBS
|
|
Chapter 5 Planning and Scheduling in P6
- Calendars
- Deleting Calendars
- Activities
- Viewing Activity Details
- The Critical Path
- Final Adjustments
|
Chapter 6 Customizing P6
- Importing Schedules
- Activity Codes
- Grouping, Sorting, and Filtering
- Formatting Layouts
- Formatting the Gantt Chart
|
|
Chapter 7 Updating Your Schedule
- Setting a Baseline or Target Schedule
- Updating and Scheduling
- Lookaheads
- Updating Activities Manually
- Four Steps to Update
- Updating Activities Using Update Progress
- Making Global Changes to Activities
- Understanding If, Then, Else Statements
- When to Add Activities
- Check the Float
- Key Questions for Updating
- Scheduling the Project
|
Chapter 8 Resources and Roles
- Resources
- Creating Resources
- Adding Resource Codes
- Resource and Roles
- Leveling Resources
|
|
Chapter 9 Reporting
- Tracking Layouts
- Viewing Tracking Layouts
- Customizing Reports
- Creating Reports
- Printing Layouts and Reports
|
Chapter 10 Cost Accounts
- Cost Accounts and Project Expenses
- Creating Cost Accounts
- Expenses
- Comparing Costs and Measuring Performance
- Budgets
- Creating a Monthly Spending Plan for the EPS Node
- Creating Funding Sources
- Monitoring Spending
|
|
Chapter 11 Contract Changes
- Issues
- The Project’s Document Library
- Summarizing Projects
- Using Job Services
|
Chapter 12 Admin and User Customizations
- Admin Customization
- Setting Admin Preferences
- Setting Admin Categories
- Setting Currency
- User Preferences
- Project Check in/Check out
|
Chapter 1 Introduction to CPM Scheduling
This chapter provides an overview of the basic concepts of CPM scheduling and offers some pointers on how to put the critical path method to work for you. We discuss the elements of an effective schedule and factors to consider when updating a schedule and documenting delays.
� The Contractor should make sure the schedule is comprehensive and realistic.
� The Owner and the Owner’s representatives should review the schedule as if they were performing the work themselves.
The Well-Planned Schedule is a Roadmap to Success
� To know where you are going and how to get there.
� To effectively allocate five limited resources:
TIME
MONEY
EQUIPMENT
PERSONNEL
MATERIAL
� To track work progress and to evaluate time extension requests.
� To substantiate delay/interruption claims.
Scheduling Techniques
Bar Chart or Gantt Chart
For small and simple projects – introduced by Gantt and Frederick Taylor (Father of Scientific Management) during the British Industrial Revolution at the turn of the century.
CPM (Critical Path Method)
A powerful planning tool, CPM was developed during the late 1950s in two moreorless parallel actions: the DuPont Company’s Refinery Renovation Project and the U.S. Navy’s Fleet Ballistic Missile Project.
During the middle and second half of the 1960s two developments produced substantial expansion of CPM usage in the construction industry: first, the espousal and the educational endorsement of CPM by the Associated General Contractors of America; second, the decision by many constructionoriented federal government agencies to require the use of CPM on large projects.
PERT (Program Evaluation and Review Technique)
Based on the probability of outcome. Rarely used in Construction Projects.
...
Download the full version
