Total Float

Hi Shahul



It seems you are talking about Milestone stage completions.



These of course are perfectly valid as they have zero duration and assist in logic transfer on large programmes.



Best regards



Mike Testro

Hi Mike



Assume a floor in building construction projects where the last activity is tied to an activity named as floor completion(Dummy 1) and that floor completion is tied to respective sectional completion and finally sectional completion is tied to project handover



Please be noted that i might be wrong but i proposed to get the correct logic through discussion in this forum

.-Intermediate dummy activity

Arun,



To have better schedule, we should have better links or sequence(not depend on software itself) Of course every single activity shall have next activity. Otherwise U will have big gap in between early and late curves.



I wish I can help u but I dun know what kind of industry u involved. U have to know what is critical items on ur schedule and the best way is ask project team about the sequence. That is what I did thus far, but if the activity confirmed wont have succescor then link FF+++ with last completion activity.



Cheers

Hi shahul



Whats all this about "intermediate dummy activity"?



How does that fit into proper planning unless it is a "Time Risk Buffer".



Please let us know.



Best regards



Mike Testro

Hi Arun



In addition , check the successors links and tie them to immediate ones with logical sequence.



You can also define some intermediate dummy activity or event monitor to draw realistic pro-gramme which reduces the total float.

Check your logic, you probably have too many activities without successors. Link them to a finish milestone that the project is aiming for, or it may have several finish milestones. Do a view log in P6 when you schedule and tidy up all the mess.

Its negative lag (- ve) lag



But this is not the right method

Just use -ve lagging.

Hi, Arun.



I’d approach it by identifying which critical tasks have the most drag. Then I’d compress the schedule by shortening them up, splitting them, or fast tracking them (SS relationships) wherever I could without damaging the project by increasing risk, etc.



Then if the critical path has changed, I’d check which activities now have the most drag, and I’d keep repeating this process until most of the float was gone and I had a shorter (and often more profitable!) schedule. If it’s shorter but not more profitable, I’d see if a shorter project has value for the customer, and, if it does, negotiate an early delivery incentive.



Unfortunately, Primavera (unlike Spider or MSP with an add-on) doesn’t compute drag, so you’ll have to do the drag calculation "manually".



Good luck.



Fraternally in project management,



Steve the Bajan

Hi Arun



I replied that I do not have P6 software so I cannot help.



Best regards



Mike Testro

Hi Arun



Tighten up the logic - do not leave any open ended bars.



If you are still getting excess float then your schedule is probably wrong.



Best regards



Mike Testro