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Planning Schedule Considerations

11 replies [Last post]
Ashik GB
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Joined: 10 Dec 2010
Posts: 27
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Hi Everybody,

I am Ashik working as a Project Planner. I wanted to know before starting of the schedule which things i need to consider

For Example : 

1. Which Relationship is preferrable for Links (SS or FS or FF) for monitoring?

2. Lead or Lag is preferrable? (FS-10days or SS+5days)?

3. How much float will be the maximum?

4. How much contribution of relationships in the total duration? (SS activities should not more than 10% of Total Duration)?

Please also suggest me if any other considerations are required for the best schedule making so that further complications will get avoid while tracking the project

Please help me in this regard,

 

Thanks

Ashik

Replies

Gordon,

software selection is not the topic of this discussion. It may be interesting to create a separate thread for this topic.

Your post contains really critical consideration - if the software meets project modelling needs.

Everything else is nice or not nice, but if this critical requirement is not met nothing counts.

Gordon Aronson
User offline. Last seen 5 years 27 weeks ago. Offline
Joined: 22 Jun 2012
Posts: 2

Which CPM Software would you pick? Not by brand, or software company, but strictly on the following general criteria.

  • Highly complex with lots of selections and settings
  • Calculation methodology hidden, making explanation of results difficult
  • Little traditional use of a mouse that would avoid or limit need for keyboard use
  • Re-invention of standard CPM definition and terminology
  • No easy way to graphically explore and verify the network work flow

Versus

  • Complexity follows need, no more complex then absolutely needed
  • All effects of settings and calculations are explained in detail
  • Lots of mouse functionality, as few moves and clicks as possible
  • Stick with standard techniques, allowing special items only by setup
  • Lots of simple, flexible and configurable network graphics

 

Which direction would you head and why/to what extent?

How would you advise the software company?

 

Gordon

Gordon Aronson
User offline. Last seen 5 years 27 weeks ago. Offline
Joined: 22 Jun 2012
Posts: 2

Which CPM Software would you pick? Not by brand, or software company, but strictly on the following general criteria.

  • Highly complex with lots of selections and settings
  • Calculation methodology hidden, making explanation of results difficult
  • Little traditional use of a mouse that would avoid or limit need for keyboard use
  • Re-invention of standard CPM definition and terminology
  • No easy way to graphically explore and verify the network work flow

Versus

  • Complexity follows need, no more complex then absolutely needed
  • All effects of settings and calculations are explained in detail
  • Lots of mouse functionality, as few moves and clicks as possible
  • Stick with standard techniques, allowing special items only by setup
  • Lots of simple, flexible and configurable network graphics

 

Which direction would you head and why/to what extent?

How would you advise the software company?

 

Gordon

Jean-Yves Moine
User offline. Last seen 4 years 7 weeks ago. Offline
Joined: 17 Jan 2009
Posts: 87
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Hi,

I think that the key of a good schedule is the WBS, with codification of the tasks.

I don't recommend a top-down approach to define it, but to cut the Work in three elementary structures and then to mix it. There are Zones, Product and Activities.

WBS = GBS x PBS x ABS, the tasks are the crossing between Zones, Products and Activities. I detail the methodology to build the WBS on my blog about 3D WBS : http://3d-wbs.blogspot.fr/

BR, JYM.

 

 

Javier Loma
User offline. Last seen 4 years 50 weeks ago. Offline
Joined: 14 Nov 2012
Posts: 11

Apologize for my mistake of posting in this forum.

Thank you very much Dieter

Regards

Larry Rino
User offline. Last seen 2 years 1 week ago. Offline
Joined: 25 Oct 2007
Posts: 64

Ashik,

In addition to Links, Lags, Float, Relationships, etc.  

More important considerations should be;

  • Reading or have a background about the contract, scope of work, drawings, specs, start & finish dates/milestones, of the project, etc...
  • Establish with your management, construction or technical teams the work approach & strategy, work methods, to apply in the Project, durations, and so on…
  • Develop & structure your WBS, ABS, activity codes, etc. set-up your primavera schedule dictionary, etc.

In construction, your PM or Const. Mgr. decides the approach and methods to be applied in the project that you should put or input into your planning.

Regards,

Larry R

Dieter Wambach
User offline. Last seen 8 years 3 weeks ago. Offline
Joined: 15 Jan 2007
Posts: 1350

Javier

It's better to open a new post for a new topic.

This is a very general question, so a general answer. In my opinion there is a misunderstanding of the meanings of those terms.

1. You can find many postings for %-complete and/or EV here in PP which may help.

2. Check the P6-manual for the meaning of the different %-complete and the terms related to EV.

maybe easier: Switch on "Hint Help" (under View --> HH), then create a layout with the terms you are interested as a column --> move the cursor onto each column --> read the explanation/definition.

Regards

Dieter

Javier Loma
User offline. Last seen 4 years 50 weeks ago. Offline
Joined: 14 Nov 2012
Posts: 11

Hello everybody.<?xml:namespace prefix = o />

I'm trying to surf on the earned value costs, but I don't feel very confident about handling with cost issues in P6.

I have always been monitoring projects through P3 or P6, in terms of schedule, whereas I have worked through excel spreadsheets, just to run certification simulations on the projects, in terms of costs.

At the moment I'm working in earned value costs, budget costs and estimate to complete, but P6 runs in a very unsteady and inaccurate way. The thing is that sometimes the performance % complete doesn't match the physical % complete (that is the one I use), other times the earned value cost is not calculated properly (EV= performance % complete*Budgeted cost), or if so, there are grand deviations between my spreadsheet in excel and P6, therefore the graphics don't match each other either.  

If anyone could help me, I would appreciate a lot.

 

Thank you very much in advance

Andrew Tan
User offline. Last seen 12 years 14 weeks ago. Offline
Joined: 9 Oct 2004
Posts: 40

Hi there,

My 2cents worth

 

For Example :

1. Which Relationship is preferrable for Links (SS or FS or FF) for monitoring?
FS are the norm.

2. Lead or Lag is preferrable? (FS-10days or SS+5days)?
Up to individual, Lag is easier to use. Lead is more systematic.

3. How much float will be the maximum?
Individual activity float is best less than 3 months.

4. How much contribution of relationships in the total duration? (SS activities should not more than 10% of Total Duration)?
Up to individual contract.

5. My preferred critical activity float definition
Anything less than 30 days for a 1.5 year plus project term critical.

6. My preferred scheduling method
Always gain input, review and buying of the supervisors level at least. Else it is a planner's plan - Not real.

7. My preferred method of calcuating duration.
Try to do it based on MTO and Productivity index for realistic schedule. Else analgous estimating will be also ok.

Rafael Davila
User offline. Last seen 12 weeks 1 day ago. Offline
Joined: 1 Mar 2004
Posts: 5241

1. Which Relationship is preferable for Links (SS or FS or FF) for monitoring?

It depends on what are your modeling needs, each is different and shall not be a substitute of the other. It is a misconception FS is the universal solution, it will not prevent out-of-sequence, how you split the activity to make it all FS will always be arbitrary and will have the effect of creating discontinuity, an error when you need the activity to be continuous especially under resource leveling that might separate the parts.

Reason shall prevail over arbitrary preferences.

On the other hand many software miss true intention of lag when it is meant to be a volume lag that must be active at all times contrary to time lag that stop being active as soon as the time elapses no matter if a required distance have not being met. Both lag types are needed, but each shall be used when needed as none is a substitute to the other.

2. Lead or Lag is preferable? (FS-10days or SS+5days)?

This has ben a never ending debate, in some cases the negative lag can be considered better.

http://www.calveyconsulting.com/files/PS02_Great_Negative_Lag_Debate.pdf

3. How much float will be the maximum?

The remaining project duration will be the maximum float any activity can display. If there is an activity that can occur any time during the job, let it be, do not add artificial constraints.

4. How much contribution of relationships in the total duration? (SS activities should not more than 10% of Total Duration)?

Again there is no universal rule. What if by contract you are given a sequence of SS activities and say each with a 30 days lag to allow the owner to get ready the area?

Please also suggest me if any other considerations are required for the best schedule making so that further complications will get avoid while tracking the project.

Here I would say avoid unnecessary redundant activities, they complicate the updating and can create out-of-sequence issues that can be avoided simply by not adding activities that add nothing. With regard to redundant links, these are different to activities and I have no problem with them.

Mike Testro
User offline. Last seen 23 weeks 6 days ago. Offline
Joined: 14 Dec 2005
Posts: 4420

Hi Ashik

Use only FS links - no lead lags aunless it is for curing time set to 24/7.

No task should be more than 10 days.

Work "Bottom Up".

Float will sort its own level out if every task has at least one predecessor and successor.

Never use constraints unless on the first start milestone.

Follow these tried and tested rules and you project programme will perform realistically and dynamically to changes and updates.

Best regards

Mike Testro