(1) Explain your problem, don't simply post "This isn't working". What were you doing when you faced the problem? What have you tried to resolve - did you look for a solution using "Search" ? Has it happened just once or several times?
(2) It's also good to get feedback when a solution is found, return to the original post to explain how it was resolved so that more people can also use the results.
Corporate project management system usually includes the databases (reference-books) of the corporate standards and templates.
These templates usually include the library of typical fragments that are small projects describing creation of typical project elements.
In construction projects these elements may include building the wall, column, floor, 1km of the pipeline (separate for different soil categories), etc.
Using these fragments in real projects may require some volume and resource adjustments but the set of fragment activities and their dependencies are usually the same.
The same fragments may be used many times in the same project (in construction of high-rise buildings, pipelines, bridges, roads, etc.) and any new project may require to create new fragments and include them in the library for future use.
We find the usage of typical fragment library very helpful and many companies that use Spider Project create and use such libraries.
Other tools useful for creating reliable schedules are reference-books.
They may include resource dictionaries, unit costs for different types of activities, material requirements per volume unit of different types of activities, resource productivity on different types of assignments, resource crews required on different activity types, etc.
If such reference-books are created it is sufficient to enter activity and resource types and get all data required for schedule creation from the reference-books of the corporate norms. Changing norms in the reference-books can automatically change corresponding information in all project models based on these reference-books.
Reference-books are also widely used by Spider Project customers.
Creating corporate reference-books, WBS templates and fragment library is the first major step for creating corporate project management system.
Your thoughts?
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Rafael,
the usual procedure is different.
When WBS is created you may press right mouse button on the line number and select Update phase by a project (if you want to replace WBS phase by your fragment) or Insert project as a new phase (when you want to insert fragment).
In the dialog that will appear select postfix or prefix for activity codes to avoid code conflicts) and what shall be done with the volumes and durations of scalable activities (multiply by ...).
Activity volumes and durations will be adjusted and you will need to link activities of your fragment with activities of other phases.
New resources will be added, if resources of fragment already exist their parameters will not be changed.
Vladimir,
Is the following procedure reliable, is there a better way? Is something missing?
Usually new fragments logic is easy, it is at complex resource loading I find fragments very useful. The following is a schedule fragment for concretework on medium rise concrete building, the logic is easy, without complex resource model you might get it wrong. You must model resource usage as it is done at the jobsite not by pretending it to be simple, pray and hope for the best.
Best Regards,
Rafael
Anoon, typical fragments are not steps but work packages. I agree with your view that steps are useless.
When the fragment library exists you will develop WBS (using templates that shall also exist) to the level of typical fragments. Then you may replace WBS items (phases, summary tasks) with the fragments from the library adjusting the volumes of work. Fragments already contain activities, resources, materials, costs, dependencies, etc. They are small subprojects describing typical work packages.
So your view is correct with the exception that typical fragment is not an activity but work package (small subproject) that is repeatedly used in your schedules with minor changes.
Without Standard Reference Books it would be very difficult to transfer among the different schedules; user defined fields, formulas, scripts, and report templates to name a few (out of over 50 options). Standard Reference Books are so easy I use them almost every day.
While Corporate Reference Books are way more powerful we do not use them.
Typical Fragment Library we find very handy when resource assignment is complex.
Vladimir,
I would like to give a straightforward answer to you original question, and the answer is that I find fragments extremly useful especially for internal calculations and since I always keep 2 schedules, one for Client, which is the contract schedule and one for myself in with I do all my calculations, risk analysis etc. it would be very difficult if I din't use fragments for the internal schedule.
Best regards,
Bogdan
Bogdan,
your way is OK but if you created the fragment for certain concrete or technoogy put it in the library and use without necessary changes next time when needed.
Anoon, SI units are fine but different projects may use different materials but the same activities like in example suggested by Bogdan when the same work required different concrete. So before using typical fragments some changes are needed.
If you created the fragment for 100 eters of the road and want to use it but for 120 meters of similar road just enter 1.2 in the corresponding field when the fragment is inserted into your project model. All information like volumes of work, material requirements, costs, durations will be automatically adjusted.
Vladimir,
<<If you have a fragment for C20/25 concrete it is easy to modify it for C30/37 concrete and add to your library.>>
In a fragment I usually create general materials; in case of concrete: Code: Conc_Cxx_yy Name: Concrete C xx/yy. When I have to use it I change the xx and yy into the actual concrete I will have in my project, then use the fragment.
Is there an easier/more practical way?
Bogdan,
creating fragments for all possible types of work is the huge task that is not practical. They are created for current projects and are added to library for future use.
If you have a fragment for C20/25 concrete it is easy to modify it for C30/37 concrete and add to your library.
Yes, fragments are used for internal scheduling for understanding real costs, material and resource requirements. As I wrote earlier it is usual to have one schedule for contract management and another one for internal resource management. In some cases when the project is private and state norms are not mandatory they may be the same.
Anoon,
your interpretation of typical fragment is correct.
Resource productivity and material requirements per volume unit on fragment works may be entered and changed in the reference-books linked with the current fragment.
Entering volumes you will automatically get activity and fragment duration and costs.
Adding fragment into project schedule is easier than adding one activity.
Creating one activity instead of the fragment is wrong because different resources are used at different activity parts and so resource requirements will be wrong. It is usually done in high level schedules not intended for resource management.
About accounting and site reports. In my country acounting considers only accepted works. If some volume of work was done but an activity was not finished and acepted this volume does not go to the report for accounting system. And so actual work status and accounting work status are not the same.
Vladimir,
While I agree with you regarding the advantages of using fragments there are pros and cons which vary from project to project, from company to company and from country to country, here are some problems I belive exist:
I conclude that fragments are very useful in the following cases:
Best Regards,
Bogdan
Vladimir,
Here's my own version of a typical fragmentation of "Concreting Works" with corresponding resource(s) and units where needed (may apply to any type of concrete structure) and I believe that you can never go wrong when using automatic resource leveling:
1. Layout - Surveyor, Helper, - No. unit
2. Fabricate / Install Rebars - Kg or Ton; Steel Fixers, Helpers - No.; Tools - No.; Crane - Hr. or No.
3. Fadricate / Install Formworks - Sq.Meter (m2); Carpenters, Helpers - No.; Tools - No.; Crane - Hr. or No.
4. Quality Inspection - Inspectors - No. and Hr.
5. Concrete Pouring - Cubic Meter (m3); Masons, Helpers - No.; Tools - No.; Equipment (Truck Mixers, PumpCrete, Crane & Bucket) - Hrs. and No. where needed.
6. Strike / Remove / Arrange Formworks - m2; Carpenters, Helpers - No.; Tools - No.; Equipment / Crane where necessary - Hrs. or No.
When you consider the above items as measurable tasks, then for sure you can derive exact durations and exact corresponding resources for each tasks. And shall follow any dyanamic movement (or following logics) and shall correspond exactly to automatic leveling (You can never go wrong).
Now, compare the above with say: One (1) Task or Activity: Construct Concrete Foundation - Cubic Meter (m3) and assign this one activity with multiple resources as described above. Isn't it a chaos? But I guess this is how current worldwide scheduling goes. What do you think? If I'm wrong, please tell me why?
Not accounting! Accounting data are always late and do not show correct situation at the construction site. Actual data are required for proper planning of remaining work and are collected directly from the construction sites. I am not sure that monitoring and reporting will change soon.
Not straitforward. 3D model does not define construction technology to be used, resource crews that will be assigned, etc. Project shedule should use the data taken from 3D model and add technology and resource data, existing constraints, calendars and other information required for scheduling.
Anoon, any tool can be used wrong way. And Spider Project users may decide if to create and to use fragments and reference-books or not. We recommend them as the powerful tool and consider them as "must" in the corporate project management systems. But they are not mandatory.
Spider Project can do flawless automatic resource leveling and creates shortest schedules.
Our first attempt to link project schedule with 3D modelling was made in 1997. It was used at the major construction project to show project schedule (with all variances) to Government representatives. When this construction was finished all companies that were involved (several dozens) started to use Spider Project and no one bought the module responsible for 3D modelling. Their reason: "We know where we work without these pictures."
In 2005 Spider Project was linked with Revit by Hong Kong developers. As I learned later their software was used for showing the schedule for their customers and that's all.
Now BIM starts to became popular and we expect that the third attempt can become successful, so it is in our plans for the next year.
Meanwhile Spider Project shows project schedules as Time-Location charts (linear modeling) and as 2D models popular among Russian construction companies.
Download Demo here http://www.spiderproject.com/index.php/spiderproject/spiderdemo and try it. Let me know if you will have any questions.
Email: PPadmin@planningplanet.com
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