Blog

Primavera P6 and the Longest Path

There is more to showing THE Critical Path in Primavera than your project manager can imagine. Primavera allows you to change certain settings to define the criticality of activities: you can define a threshold value for total float, or choose for the longest path instead of a total float-based critical path.

by Gert Truyens

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Correctly interpreting Activity Duration in Primavera P6

Duration and Calendar Duration, Time and Units/Time explained, P6 basic.

Time is of the essence. Both in project control and in our personal lives. As we’ve been dealing with time since childhood, you would assume we have learned to communicate on it effectively and unambiguously. But when someone says: “this activity is going to take 48 hours” you might take that as 2 days while he might’ve meant it will take two persons 3 8-hour-working days to complete.

by Matthias van Campen

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6 cost forecasting techniques in EVM (EAC/ETC)

Do you feel your budgeting process has failed from the start of your project? Have you learned that you overbudgeted or underbudgeted the activities in your performance measurement baseline (PMB)? Are you willing to take your Earned Value Analysis (EVA) to the next level? Then this is a blog post for you.

by Niels Ligtvoet

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Two + Two types of Float

When using the Critical Path Method (CPM) in traditional project management software, Total Float (TF) and Free Float (FF) are calculated, which most project managers know and use. But there is more to it. We can gain deeper insight in which timeframe an activity can shift, and the effects on the related activities by calling in two more types of float. The Interfering Float (INTF) and the Independent Float (INDF). Let me tell you how to interpret them, help decision making, and support claim prevention/preparation by using these four characteristics.

by Niels Ligtvoet

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Project Calendars over Global Calendars

Primavera P6 is designed as an Enterprise Project Portfolio Management (EPPM) tool. Even though often used as a standalone tool, Primavera P6 is a database initially designed for the enterprise’s needs where data can be shared between projects. In order to achieve this Primavera P6 uses the concept of “Global” data objects and “Project” (or embedded) data objects.

In this blog I will show you why using a project calendar over a global calendar for your project activities schedule is beneficial to maintain control over your project(s).

by Matthijs Warnez

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Time forecasting techniques with Earned Schedule

You are halfway through your project and you want to know if you are still going to achieve your project objectives. By using an Earned Value Management System, you know how to estimate your total expected costs (Estimate at Completion), but what about your deadline? Based on your current information, can you say something about the expected finish date of your project? This blog gives you an overview of how to use Earned Schedule to predict your project finish date.

by Jelmer Wagenaar

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Recognizing the levels of change during project execution

Each large construction project brings new challenges. One of the challenges from a project controls perspective is to manage changes. The objective of this blog is to create awareness of the different levels of change during project execution and gives a brief answer on the following question: Which type of changes are we dealing with?

by Richard van Milt

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Earned Schedule – The Appropriate upgrade of your EVMS

Now we’ve learned the basics of Earned Value Management calculations (see this blog), it’s time to introduce a new metric to define our project’s health. As you’ve noticed all previous metrics and parameters were either percental (CPI, SPI, TCPI) or monetary/unitary (CV, SV). But what does a schedule variance of € 10.000 tell us? First, a delay expressed in monetary units is somewhat strange. Second, we will show later in this blog post that this metric is subject to a major fallacy. It is to be replaced with a more comprehensive one. Time for change.

by Jelmer Wagenaar

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Schedule Quality: Technical Requirements

As consultants, we frequently come across schedules of substandard quality. You’ve probably seen our top-picks of mistakes as well: overuse of SF-relationships, too many constraints or even the absence of links between the activities. We receive requests to perform a schedule quality analysis more often these days, so it seems that the market starts understanding the importance of quality standards.

by Gert Truyens

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Project Controls – A Definition

The era of the big shot project manager might be over.

Project management has evolved into such a multidimensional profession, that it is no longer realistic to expect a single person to show excellence in all facets of project management. Different aspects of project management require a different skill set.

by Stijn van de Vonder

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