B.COM Unit – 4 ( CORPORATE SOCIAL RESPONSIBILITY ( CSR ).pptx
30 60 90 percent ifc engineering what is the project progress - Oracle Primavera P6 Collaborate 14
1. REMINDER
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30% 60% 90% IFC Engineering
What is the Project Progress
Prepared by:
Trevor Watt
Project Controls Specialist
EPCM Solutions
Using P6 to Decipher
Session ID#: 15412
3. Rules of Credit
■ Document Count
▪ Very accurate during drawing phase
▪ Lacks ability to progress 3d model / calculations
▪ Hard to identify analysis and design changes
— They don’t affect the document count
■ Review package 30 – 60 – 90 – IFC
▪ Inaccurate
▪ Leaves a lot of interpretation to the discipline lead engineers
▪ Hard to identify change
4. Rules of Credit
■ Activity Based
▪ Very Accurate through all phases
▪ Easily identifies changes and slippage in schedule
▪ Provides more insight to resource loading
▪ Can provide detailed historical information for future estimates
▪ Can be used for “What If” scenarios
▪ Clear defined information as to what will be provided and
expected in each review package
▪ Can provide cost, hour and schedule alignment.
5. What is required?
■ Level of completion of review packages
▪ A document specifying what deliverables are to be included, and
at what level are they to be completed too.
■ WBS that aligns with the Level of completion document
▪ Each deliverable has its own deliverable number
▪ This forms the bottom level of the WBS.
▪ The deliverable will be broken down further via activities
■ CBS which mimics the WBS
6. Level of Completion Document
■ Define the Detailed Engineering review stage gates
■ Define the required disciplines to complete the package
■ Define the Deliverables that are to be part of the complete
package
▪ Define the level of completion of each deliverable for each
review package
7.
8.
9. Defining the WBS
■ After the deliverables are defined a coding structure and
system needs to be derived
■ Typical structure for an engineering project would look like so:
▪ Project / Phase / Area / Sub Area / CWP Package / EWP
Package / Discipline / Deliverable / Activity
▪ Project to CWP section should be defined by owner / client
▪ The EWP to Activity should be defined by Engineering company
▪ Next the codes should be defined for each level of the skeleton
structure.
▪ Should be consistent through the project right through till the
end of construction.
10.
11. WBS / CBS alignment
■ In the previous example the CBS or cost code used in the
financial system ends up as:
▪ 4.311.900.100
▪ 4 – Current Project (PS4) added to the CBS but is basically the
project schedule name, so not included in project WBS
▪ 3 – Detailed Design
▪ 1 – Area (W)
▪ 1 – Package
▪ 190 – Process
▪ 300 – Control Narrative
12. P6 Typical Settings
■ Fixed Durations and Units
■ Auto compute Actuals – Off
■ Calculate cost from Units – Off
■ Physical % Complete
■ Budgeted Values with planned dates
■ Recalculate Actual units and cost when duration % changes –
Off
■ Link Actual and Actual This period Units and Cost
■ P6 V7 requires costs to be loaded for performance %
complete to calculate.
■ Activity % complete should be used under Earned Value in
the Admin preferences.
13. Planning
■ After the structure is defined and entered within the schedule
activities can then be created
▪ The most important ones to identify first are the outside client
deliverables that will be required from the client.
▪ Then the internal discipline to discipline deliverables.
▪ These should all be presented as milestones within the
schedule.
■ Each discipline lead should be brought in to help define/plan
there own individual scope.
▪ I have seen mass planning sessions, and these do not work.
▪ Start with each discipline individually then work with the group
as whole to define interdisciplinary logic.
14. Planning
■ Define the activities within each WBS or deliverable bucket
▪ Define durations and Budgeted labour units for each activity
▪ Most logic within a particular bucket is FS
▪ Try to keep activities within a 10 day duration.
▪ And keep in mind the milestones deliverables that were defined.
■ Define the logic between the buckets
■ Define the logic from the outside deliverables client or
external discipline deliverable.
■ Review as a project team.
15. Planning
■ Check resource curves to make sure project is feasible.
■ Level as necessary.
■ Check early and late curves.
■ Add in any schedule risk required.
■ Verify the critical path.
▪ In engineering projects, the critical path can easily be defined
usually by the client and inter-discipline deliverables.
▪ If one deliverable isn’t met the particular discipline usually can’t
get much traction on the beginning of their design.
▪ Eg. Oil and gas pipeline detailed design
— Transients to stress to structural. (could be multiple iterations)
16. Loading Budgets
■ Once the schedule is fully activity loaded
▪ Budgets can be loaded via an excel import
▪ Important that all resources have calculate cost from units
turned off.
▪ Export Project to excel selecting Resource Assignments check
box
▪ Select Budgeted Units and Budgeted Cost
▪ Multiply your units by your wage rate within excel, and re-import
to P6.
17. Place holders for Actuals
■ Since we are not coding to the activity level we need to add in
place holders for uploading the actuals from the financial
system.
▪ Can be WBS summary or LOE activity type.
▪ Activtity ID must match the CBS code from the cost system.
▪ Assign applicable resource with no budgeted units or cost.
▪ One is required for each WBS bucket.
18.
19. Progressing the schedule
■ What questions to ask?
▪ Actual Start?
▪ Actual Finish?
▪ Remaining Labour units
▪ Remaining Duration
■ Make a global change to calculate Physical % complete, The
calculation is as below, but UDF must be used to represent
this caluclation
▪ Physical % complete = (budget – remaining) / budget
■ Essentially the above formula will calculate the earned labour
units.
20.
21. Uploading Actuals
■ Export to excel using resource assignments.
▪ Select Actual Units and Actual Costs columns
▪ Delete all activities that do not have an activity ID that is a CBS
code.
▪ Use Vlookup or some other format to populate excel sheet
▪ Reimport into P6.
22. What info does all this give you?
■ With this setup you now can apply all EV columns to your
layout.
■ The progress is measured at the individual activity level to
provide overall progress.
■ Full resource curves and leveling are available if required.
■ Cashflows can be represented in either excel or P6.
■ Changes are easily identified by the team during progress
meetings.
■ Most importantly you will not over claim progress.
31. Summation
■ There are multiple ways to progress engineering, but the only
unit that really matters is hours.
■ Identification of changes is crucial to success
▪ This is achieved by a detailed schedule
■ With a proper set-up, execution and management of
resources becomes easier and more accurate
■ The bottom line is what ever happens during the engineering
phase, can affect construction two fold.
32. Please complete the session
evaluation
We appreciate your feedback and insight
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on paper or online via the mobile app