How to Use SUMIF Function for Progress Analysis

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Toolbox4Planning: How to Use SUMIF Function for Progress Analysis

Primavera P6 Tips Part 2- How To De-progress A Schedule In P6

GOAL

This post explains how to remove progress from a schedule in P6 so that all percent completes are zero and there are no actuals.

SOLUTION

Please perform the following steps to remove the progress from your project in the order that they appear in this list:

1. Choose Enterprise, Projects and select the Calculations tab.   Choose to "Link Budget and At Completion for not started activities" and "Reset Remaining Duration and Units to Original".

If the Calculations Tab is not showing, it needs to be added.  Go to the Projects view and right-click in the details section at the bottom. Choose 'Customize Project Details'. Then select the Calculations option on the left and bring it over to the right. Then click OK.

2. Choose View, Columns and add the columns for Actual Labor Units, Actual Nonlabor Units.
3. Choose Tools, Schedule and set the data date equal to the Project Start Date and schedule. To find the Project Start date, choose Enterprise, Projects. Click on the Dates tab and note the Planned Start date.
4. For the first activity in the list, set the Actual Labor Units to 0. Highlight the activities in this column and choose Edit, Fill Down.
5. For the first activity in the list, set the Actual Nonlabor Units to 0. Highlight the activities in this column and choose Edit, Fill Down.
6. Choose Tools, Global Change and run the 1st Global Change. This will set the Actual Material Units to zero.
7. Run the 2nd global change which sets the activity status to Not Started.

1st Global Change:

Subject Area:
Activity Resource Assignments

If:
Resource Type equals Material

Then:
Actual Material Units = 0

2nd Global Change:

Subject Area:
Activities

If:
Where Activity Status is not equal to Not Started

Then:
Activity Status equals Not Started

If this process is not used you may encounter the following error:

"Cannot set status to Not Started if activity has actuals."

3rd Global Change:

Add duration to activities by running global change for Not Started activities

Subject Area:
Activities

If:
Where Activity Status is equal to Not Started

Then:
Remaining Duration = Original Duration

Reference: Oracle P6 Support

Primavera P6 Tips Part 1-How to Filter Out Activities That Are Not in the Baseline

Simply Run the  below filter:

BL Finish Date = Blank 

BL Start Date = Blank

You have to use both the start and finish if there are Milestones. This filter will show activities that are not in the Baseline. 

To show only activities that are in the Baseline use "Is not equal to"

Why Schedule Risk Analysis is required for projects?

The Value

As part of the project management process, a project schedule will be defined, typically using the Critical Path Method (CPM) technique, that identifies the activities (tasks) that need to be performed to fulfil the project objectives, how long each activity is expected to take, the order in which the activities must be performed, and often the resources required to perform the work.

The trouble with the CPM technique is that it does not take into account uncertainty and because of this it tends to be inherently optimistic in the forecast it provides for project completion.

By understanding the effect of uncertainty, both in terms of estimate uncertainty (lack of knowledge) and event uncertainty (random external threats and opportunities), we can focus our estimating and management effort on activities that are likely to have the largest effect on the project outcome. This reduces management effort and cost and allows us to make commitments that are more realistic and achievable.

CPM is  Optimistic

There is always uncertainty associated with activity execution. There may be less uncertainty associated with work that has been performed before and is well understood, but it is still there. Machines fail, staff have good days/bad days, and weather happens. Consider the following example where we can assume our estimates are good, uncertainty is equally likely to have a beneficial vs detrimental impact, and historically our average actual execution time is in line with estimates.

If each activity takes 5 days to execute, the project should complete at the end of day 10. However, what happens if Activity A takes 6 days to complete? As good project managers we will observe the overrun and we can focus our efforts to bring Activity B in early. If we are successful the project may still complete on day 10.

Now consider those same two activities executed in parallel:

If again, each activity takes 5 days to execute, the project should complete at the end of day 5. However, what happens if activity A takes 6 days to execute? The project completion will slip to day 6 and there’s nothing we can do to Activity B to improve the situation. In fact, if B has any effect at all, it will only be to delay the project further.

Let’s tabulate the possible outcomes of activity A and B in our parallel example:

Activity A	Activity B	Project Completion
On-Time/Early	On-Time/Early	On-Time/Early
Late	On-Time/Early	Late
On-Time/Early	Late	Late
Late	Late	Late

From the table we can see that, even assuming symmetrical uncertainty on the two individual activities, we only have a one in four (25%) chance of the project finishing on-time or early.

Schedule Risk Analysis (SRA) using Monte Carlo Simulation

CPM uses a single estimate for activity duration. A better model would use a range of estimates that reflect the possible variation in execution for each activity. These are called Three Point Estimates. There is often concern that obtaining a range of estimates for every activity will be arduous and time consuming. This doesn't have to be the case. In fact, an initial analysis of the project using generic estimates for all activities (e.g. ±25%) can usually identify good candidates for more detailed analysis using historical data, expert opinion, or perhaps confidence (or lack thereof) in the original estimate expressed during risk workshops.

Schedule Risk Analysis will then simulate the execution of the project many times, using durations sampled from the range specified for each activity, and produce a range of dates over which the project may finish.

Schedule Risk Analysis will then simulate the execution of the project many times, using durations sampled from the range specified for each activity, and produce a range of dates over which the project may finish.

The histogram bars shows the chance of the project (or activity/milestone) finishing on a specific date.

The cumulative S-Curve shows the probability of finishing by a specific date.

The chart shows we only have a 2% chance of achieving the 13 November 17 finish date suggested by CPM.

Based on this chart we might commit to deliver on 05 March 18 because this gives us  (80%) chance of success.

Sensitivity analysis can identify the top contributors to uncertainty in the project/deliverable outcome.

By focusing management effort on activities listed on the SRA report, management time/cost can be reduced and the chance of project success increased.

Summary

Schedule Risk Analysis can be an easy way to ensure commitments are realistic and improve your chance of success while reducing project costs. Embracing risk can improve confidence and ultimately profitability.

7 Important Project Management Mysteries

I am going to share with you some important mysteries in project management !

Here we go....The seven project management mysteries

 

The seven essential components of successful project management. The things a project manager should never forget to do on a project.

 

1. Define the scope and objectives
2. Define the deliverables
3. Project Planning
4. Communication
5. Tracking and reporting project progress
6. Change management
7. Risk management

 

SUMMARY

 

So, These best practices are the main things that I would expect all project managers to do. They are applicable on all projects big or small. Project management is not rocket science. Applying best practices on your project cannot guarantee that your project comes in under budget, on time and exceeds all the expectations of the stakeholders, but applying them will certainly give you a much better chance of delivering your project successfully than if you don't apply them on your project.

How Do You Control a Project?

That project caused a lot of pain and discomfort for senior management, facility management, and the facility. This was a serious case of an out of control project which leads to the question of “How Do

You Control A Project?”. In theory, it’s quite simple, you;

1. Define the scope
2.Budget and plan the execution of the scope
3.Execute the scope per the plan
4.Control the scope
5.Manage the budget variance

As you know, scope is the single most important variable in defining & controlling the cost of a project. As the with the above project, not planning and developing the scope lead to their downfall.
It’s Difficult! Like you, I know in practice developing the scope difficult to do. However, when it comes to managing a project, it’s “garbage in equals garbage out.”

Scope wrong = estimates wrong.
Scope wrong = schedule wrong.
Scope wrong - resource allocations wrong

The wrong scope can cause a lot of difficulty and discomfort to a project manager. I didn’t like it when I started out, so I took steps to successfully develop scopes for various size projects. So if you
are suffering the pain and discomfort from scope definition problems, and you want to sleep well at night, You need to put in the time, money and effort in determining your total scope.

Leadership Style

You need to know and understand the soft skills to get people to work for you. Some of the leadership skills you have to develop include:

1. Having the vision to plan, organize and set objectives
2. Being inspiring, making people proud to be on your team.
3. Being assertive.
4. Keeping calm during a crisis, avoiding visible panic.
5. Learning from your failures - this is where experience comes from.
6. Understanding the skills of your team and delegating tasks accordingly.
7. Motivating your team members.
8. Mentoring and coaching junior members of the team.
9. Providing constructive criticism.
10. Making logical decisions (need to know project management fundamentals to do this)
11. Persevering when things are not going well.
12. Being able to respond to changing situations.
13. Accepting responsibility for the mistakes and wrong decisions

What Is Expected Of You

As you are aware, if you don’t know what direction the team has to go in or how to get there, people will not follow you. You can have all the leadership skills but unless you know what comes next, what happens months or years out, you could lead the team in the wrong direction. As Seth Godin says, “Leaders take responsibility.” So, you need to know what your responsibilities are. No matter the size of the project, following is typically what management is expecting when they ask you to manage a project:

1. Developing and implementing the project execution plan and project schedule 
2. Communicating the project status to management
3. Contracting for engineering services
4. Project team leader for project contacts and organizing drawing reviews.
5. Responsible for reporting to management.
6. Manage engineering and procurement
7. Review construction bid packages
8. Coordinate construction contracting
9. Manage permitting
10. Provide constructability expertise
11. Assist field efforts during construction
12. Coordinate commissioning and startup
13. Coordinate all technical issues during construction
14. Handling project change and tracking change orders
15. Responsible for project close out.

As you can see from the above, being a project manager is not easy-peasy as there is a lot to know and understand in order to lead your team.  

Sample Delay Analysis

Hello Friends,

Try the following link for some sample delay analysis.

https://www.mdpi.com/2075-5309/3/3/506/pdf

Good Luck

How To Convince Your Boss To Pay For Your Project Management Training

By Reshma Sadhu


With advanced technology, ever-evolving market and competition, it’s critical for project controllers, schedulers and planners in the construction industry to stay on top of their game. Continuing education and project management training are the keys to advancing skills for controllers, schedulers and planners in the construction field. But how do you convince your boss to pay for your training? The simple answer is to roll up your sleeves and create a mini-proposal that hits home. And be ready to answer some questions. With a well-defined proposal that highlights all of the benefits for the company, your boss will be eager to take out the company wallet. Here are some steps outlining what to cover.

The Impact on Current Projects or Role

While generalized training is good, timely training can be utilize on the job right away. Your boss will want to know how what you’ve learned can be used on the current corporate projects. Be prepared to give some real-time answers. For example, management software training will allow you keep track of the current project’s progress and easily collaborate with workers on the project. This approach is a home run. It directly emphasizes the positive effective of the training on your role and the company.

Certifications and Degrees

If your goal is to attain a certificate or degree, present the larger learning goal in a manner that shows how the learning is directly related to the company’s needs. Outline how the specific skills learned from certificate-oriented instruction will close skill gaps. And if you’re seeking a degree, ensure that it lines up with your career path within the company. This way, your larger learning goal is strategic and not opportunistic.

Useful and Cost Effective

Present the reasons why the training is a good fit and the best value. Your boss will want to ensure that you’ve done your research before he reaches into the company funds. Prepare a list of key learning outcomes from the training, such as competence in analyzing cost statistics or preparing documents in compliance with regulations. With define learning outcomes and a good value, your boss is more likely to make the decision that the training makes good financial sense.

Company Growth and Profits

The goal of a business is to grow and make money. Create a factual list of how the training will have a positive impact on profits, such as streamlining the construction and reporting process, implementing new methods, accurate analysis of costs and the planning of new projects. Prepare a current list of where the company is now and use charts and graphs to display projected growth as a result of the training.
When you step into the boss’s office to ask for funds for professional training, you’re really a sales person. You’ve got to sell the worthiness of the training. Follow these steps, and you’ll win the jackpot.

About Me

Shervin has worked on a wide range of projects, and in countries from Iran to Syria, and Malaysia. He has been responsible for major oil and gas projects, and power plant projects. Shervin is a Certified PMP and RMP by PMI and PRINCE2 by APMG and Team Lead Assessor of the Iran National Project Excellence Award. He is specialized in schedule risk analysis, estimate & schedule assurance reviews, integrated portfolio schedule, project control, benchmarking, and Earned Value Analysis. Shervin has 20+ years of industrial experience in consulting oil & gas projects, both upstream and downstream. Shervin worked in various locations including Iran, Syria, and Malaysia.

Project Management Specialist for multi-billion dollar projects with 20+ years of leadership success on multi-billion-dollar EPCIC and LSTK mega-projects. Expert regarding onshore and offshore oil/gas EPCIC and PMC contracts.

Currently, directing Schedule Risk Analysis for Peninsular Malaysia Operation & SBO mega-projects for Petronas Carigali. Directed SRA for 32 projects, including the company’s largest project, Iraq GARRAF FDP, delivering significant savings by migrating SRA to in-house function. Authored planning and scheduling guidelines and procedures, and implemented EVM.

Previously, guided project planning for €5.5-billion South Pars Gas Field Development Mega-Project is among the largest projects of its kind globally, with Industrial Projects Management of Iran.

Well-versed in schedule health check reviews and schedule development from concept to commissioning, using Primavera 6 20.12 and MS Project. Experienced in establishing planning and project control procedures and provide benchmark analysis for upstream projects. Knowledge to measure physical progress based on earned value principles, prepare critical path schedule, lead time impact analysis, and issue recommendations.

Talent leading functional project teams and managing critical timelines. Finesse maintaining communications between the engineering disciplines, departments with the project team, major stakeholders, and clients. Experienced in presenting complex proposals and reports to clients and senior management.