1. Introducing P6.0 The Best Thing That Happened to Project Planning & Management

2. What is a Project? Project is a job that has a beginning and an end (time) a specified outcome(scope) at a stated level of quality(performance) and a budget(costs).

3. Examples of project Moving a company's office to a new location Developing a new software application Power plant construction Conducting a national election New product development

4. Project characteristics Temporary Has a definite beginning & definite end Does not mean that it is of short duration Unique Has got some unique features Does not mean that it should start from scratch

5. Project Management Application of knowledge , skills , tools & techniques to project activities in order to meet stakeholder needs & expectations from a project. Needs stated part of the project Expectations unstated part of the project

6. Why do companies use Project Management? To handle projects effectively in an organization. To define the project and agree with the customer To plan and assess resource needs for the project To estimate project cost and make proposals To plan & schedule activities in a project. To allocate the right resources at the right time. To assess risk and failure points and make backup plans. To lead a project team effectively and communicate well among team members.

7. Why do people learn PM? To explore the latest concepts and techniques of project management. To acquire a professional degree/ recognition and increase job prospects. To increase value/contribution to the organization. To prove yourself skillful in managing projects. To learn a new thought process that helps organized thinking and structured approach. Endless possibilities and benefits……..

8. Areas of Application Engineering All the related areas of engineering Software Development Projects Construction projects Production management Finance management Maintenance and shutdown management Materials management Human Resource Management Logistics and supplies management and more……………….

9. Key Players Project Manager / Project leader Action and delivery focused Project Team Members Performs the work Project Sponsor Benefit focused

10. Project Management Concepts Project Management Context Project Management Process Knowledge Areas

11. Project Management Context Environment in which the projects operate Project Phases & the Project Life Cycle Project Stakeholders Organizational Influences Key General Management Skills Socioeconomic Influences

12. Project Management Processes Interaction between various project management processes Project Management Processes Product Oriented Processes Process Groups Process Interaction

13. Generic Life Cycle of a Project

14. Organizational Structure

15. Organizational Structure

16. Organizational Structure

17. Process Groups

18. Integration Procurement Scope Quality PROJECT Time Cost Risk HR Communication Knowledge Areas:

19. Project Integration Management Includes the processes required to ensure that various elements of the project are properly coordinated

20. Project Scope Management Includes the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.

21. Project Time Management Includes the processes required to ensure timely completion of the project.

22. Project Cost Management Includes the processes required to ensure that the project is completed within the approved budget.

23. Project Quality Management Includes the processes required to ensure that the project will satisfy the needs for which it was undertaken.

24. Project Human Resource Management Includes the processes required to make the most effective use of the people involved with the project.

25. Project Communications Management Includes the processes required to ensure timely and appropriate generation , collection , dissemination, storage and ultimate disposition of project information.

26. Project Risk Management Includes the processes concerned with identifying, analyzing and responding to project risk.

27. Project Procurement Management Includes the processes required to acquire goods and services from outside the performing organization.

28. Project Management Techniques

29. Scheduling Resource Analysis Cost Estimation Tracking Project Progress Monitoring & Report Generation Multiple Project Support Communication

30. Scheduling Identifying activities and relationship between them. Preparing the Network Diagram. CPM, PERT Scheduling the project from the start date. Find the project finish date & the critical path.

31. CPM Problem 7 2 4 A B C 6 8 3 0 E F G S 5 10 D H

32. CPM Problem 2 7 2 1 4 8 A B 0 9 3 2 9 C 0 1 12 10 3 6 14 8 0 0 13 0 5 6 13 E G S F 5 16 0 14 13 5 6 17 16 0 0 D 10 0 21 9 17 H 21 7 16 Critical Path S--E--F--G--D

33. Resource Analysis Men, Material, Machinery & facilities Identifying over allocated resources Analyzing resource over allocation, work done in hourly basis, resolving over allocation by leveling resources, exercising better control over distribution of resources.

34. Cost Estimation Estimation of total project cost prior to execution of the project. Including various cost factors Fixed cost, baseline cost, actual cost etc., Determining variance in budget and cost controlling

35. Tracking Project Progress Editing the schedule based on project progress Earned value analysis BCWP,ACWP,BCWS Determining variances from the baseline plan ie., schedule, cost variances Analyzing Project performance

36. Monitoring & Report Generation To capture, analyze and report project performance, usually as compared to plan. Both tabular as well as graphical reports is used to monitor the project performance.

37. Multiple Project Support Managing several project simultaneously by combining all project files into one consolidated project file. Establishing cross project links External predecessor/successor relationship.

38. Communication Exchange project information at web site Microsoft Project Central E-mail the project information Workgroup Features Collaborative planning of project team

39. Primavera P6.0

40. Introduction to Primavera 6.0 Project Planning Management Tool Developed by Primavera System Inc. in 1983 Primavera Project Planner (P3) is the 1st software released by Primavera.

42. Methodology Management

44. Advantages Central database, Primavera v6.0 enables managers to access project data anywhere, at any time. This single database design increases efficiency, consistency and repeatability, saving organizations time and money.

45. What's new in Primavera 6.0? OBS – Organizational Breakdown Structure EPS – Enterprise Project Structure Undo option Unlimited Baselines Edit Activity ID Multiple rates for roles and resources New user preferences to better control the hours per day, week, month and year

46. Organizational Breakdown Structure

47. Organizational Breakdown Structure: OBS represents the management responsible for the projects in a hierarchy. Structure of your organization ,from top-level personnel down through the various levels.

48. OBS and Project Manager OBS is set up with a Project Manager at the project level to oversee and coordinate the entire project.

49. Constraints of OBS: Maximum of 25 levels can be created Maximum character length for an OBS element is 100.

50. Enterprise Project Structure

51. EPS is a hierarchical structure that identifies the company- wide projects and enables organizing and management of those projects by means of subdivisions of levels. Shibu lijack

52. EPS can be used for: Perform top-down budgeting and resource and cost-analysis. Organize work breakdown and organizational breakdown structure into one common structure. Manage multiple projects. Implementing coding standards for flexible reporting. Maintain appropriate security throughout the enterprise.

53. Calendars

54. Calendars can be assigned to each project, resource and each activity. Defines the available work hours in each calendar day. Calendar assignments are used for activity scheduling ,tracking and resource leveling.

55. Three Calendar pools: Global :contains calendars that apply to all projects. Resource :separate pool of calendars for each resource. Project : separate pool of calendars for each resource.

56. WBS-Work Breakdown Structure

57. WBS represents a hierarchical breakdown of a project into elements. Features of WBS: Hierarchical structure to which activities are attached. A maximum of 50 levels are available.

58. Steps for using WBS facility: Define the WBS structure. Build the WBS code dictionary Assigned the WBS codes to the activities.

59. Different type of views of WBS Tabular or column view Graphical or chart view

60. Activities Activities are the fundamental work elements of a project. They are the lowest level of a Work Breakdown Structure. Shibulijack

61. Activity type: Task Dependent Resource Dependent Level of Effort Start Milestone Finish Milestone WBS Summary Shibu lijack

62. Scheduling Identifying tasks Estimate task duration Establish relationship between task Identifying critical tasks Revising schedules when needed Analyzing scheduling flexibility with slack values

63. Constraints Constraints are used to impose restriction on activities that cannot be realistically scheduled with logical links Two types of constraints are: Primary Constraints Secondary Constraints Shibu lijack

64. Work Products and Documents: This feature enables to track all project relayed documents .Including: Guidelines Procedures Standards Design Templates worksheets Shibu lijack

65. Benefits of using WP’s and Documents Actual document files can be stored on a: Network file server Configuration management system Web site

66. Currencies This module helps in finding out the cost of project in various other currencies based on the exchange rate Shibu lijack

67. Roles These are project personnel job titles or skills. Represent a group of resources with a certain level of proficiency. Can be assigned to specific resources to further identify the skills of the resource. Shibu lijack

68. Resource Management Define resources Assign resources to tasks Analyze resource distribution Trace over allocated resource and idle resources Level resources

69. Status updating Tracking progress Update actual duration. Update actual % complete. Update actual resource & cost. Comparing baseline with actual performance Analyze schedule and cost variances Controlling project by corrective actions

70. Report Generation Tabular Reports Graphical Reports in terms of Units & Cost S-Curve Histogram