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Basics of Primavera: (Computer-Aided Construction Project Management)

This document provides an overview of Primavera, a computer-aided project management tool. It defines key project management terms like project, management, and defines Primavera project management as getting a project's activities done on time, within budget and according to specifications. The document also summarizes the basics of setting up and using Primavera, including defining calendars, adding activities and predecessors, and calculating a project schedule.

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arwen Gammad
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154 views40 pages

Basics of Primavera: (Computer-Aided Construction Project Management)

This document provides an overview of Primavera, a computer-aided project management tool. It defines key project management terms like project, management, and defines Primavera project management as getting a project's activities done on time, within budget and according to specifications. The document also summarizes the basics of setting up and using Primavera, including defining calendars, adding activities and predecessors, and calculating a project schedule.

Uploaded by

arwen Gammad
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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BASICS OF

PRIMAVERA
(COMPUTER-AIDED CONSTRUCTION
PROJECT MANAGEMENT)

By: Engr. Mark Anthony D. Ignacio


WHAT IS PROJECT MANAGEMENT
PROJECT. A one-time-only set of activities that has a definite beginning and
ending point in time (Robbins & Coulter, 2002).

MANAGEMENT. The use of resources through various functions using appropriate


tools to meet the goals of the organization (Prof. E. Pueblos, 2002).

RESOURCE + FUNCTIONS + TOOLS = GOALS


S Planning PERT/CPM On time
Labor/People Implementing Bar Chart Within Budget
Material Controlling Other Tools According to Specs
Equipment
WHAT IS PROJECT MANAGEMENT
PROJECT MANAGEMENT. The task of getting a project’s activities done on-
time, within budget and according to specifications (Robbins & Coulter, 2002).

ON TIME > Project Time Management


WITHIN BUDGET > Project Cost Management
ACCORDING TO SPECS > Project Quality Management
PROJECT
Defines theCALENDAR
working and non-working days of a project.

S M T W T F S Project Duration = 12 days

1 2 Project Starts = June 4


3 4 5 6 7 8 9
Project Ends = June 18
10 11 12 13 14 15 16

17 18 19 20 21 22 23

24 25 26 27 28 29 30

UNDERLINED: Non-Working Days


PERT/CPM
Program Evaluation & Review Technique / Critical Path Method

• Two network based project management techniques for planning, scheduling,


executing, monitoring, controlling the different aspects of the project, so as to attain the
goal made at the time of project formulation

Difference between PERT and CPM:

PERT CPM
3-Times Estimate Single-Time Estimate
PERT/CPM
Program Evaluation & Review Technique / Critical Path Method

TERMS USED IN PERT/CPM:

1. Parallel Activities
2. Sequential Activities
3. Earliest Expected Completion Time (TE)
4. Latest Allowable Completion Time (TL)
5. Slack or Float
6. Critical Path
7. Dummy
PERT/CPM IN
PRIMAVERA
In PRIMAVERA P6, the following data are the only required to draw a
PERT/CPM:
1. Activity ID or ID No.
2. Activity Name
3. Duration or Time
4. Predecessor
PROJECT MANAGEMENT TEAM
1. Project Manager
2. Project Planner (Recommend)
3. Project Engineer
PROJECT PLANNING PROCESS
Define Goals

Identify Activities and Resources

Establish Sequences

Estimate Time for Activities

Determine Project Completion Date

Compare with Goal

Determine Additional Resource Req.


ESTIMATE OF TIME, MANPOWER &
EQUIPEMNT
SINGLE-TIME ESTIMATE. This is the estimate of time where it is purely
based on the experience of an engineer in a particular project or activity.

THREE-TIME ESTIMATE. This is the estimate of time that involves


calculations and taking into account all uncertainties. Normally, the quantity
of work is multiplied by the labor productivity rate.

• Optimistic Time
• Pessimistic Time
• Most-Likely Time
ESTIMATE OF TIME, MANPOWER &
EQUIPEMNT
• OPTIMITISTIC TIME ESTIMATE (A). This is the estimate of the shortest
possible time in which an activity can be computed under ideal conditions. [NO
DELAY]

• PESSIMISTIC TIME ESTIMATE (B). This is the maximum possible time it


could take to accomplish the job. [+ ALL POSSIBLE DELAY]

• MOST-LIKELY TIME ESTIMATE (C). This is the estimate which lies


between the optimistic and the pessimistic estimates. It assumes that things go in
the normal way, with a few setback, usual lapses in deliveries and so on. [+
MOST PROBABLE DELAY]

TE= (A+4C+B)/6
ESTIMATE OF TIME, MANPOWER &
EQUIPEMNT
EXAMPLE : TIME & MANPOWER

Activity = Excavation
Time (days) = __ / __
No. of men = 5
ACTIVITY QUANTITY LABOR REQD. MH MAN-DAY NO. OF MEN TIME (DAYS)
OF WORK PROD. RATE (8HRS/DAY)
EXCAVATION 40 CU.M. 6MH/CU.M. 240 30 5 6
OF FTG.

ESTIMATOR 1: ESTIMATOR 2:
A = No Delay = 6 A = No Delay = 6
B = A + All Possible Delay = 6 + 2 = 8 B = A + All Possible Delay = 6 + 4 = 10
C = A + Most Probable Delay = 6 + 1 = 7 C = A + Most Probable Delay = 6 + 1 = 7
TE = ___ TE = ___
ESTIMATE OF TIME, MANPOWER &
EQUIPEMNT
NOTE: SAME WITH TIME & EQUIPMENT

SUGGESTED REFERENCE:
[1] Estimating Handbook by: Dalmacio Fortuna
[2] Handbook of Construction Estimate by: Reno Velasco
[3] Estimator’s Gen Construction Man-Hour Manual by: John Page
I. PRIMAVERA P6 TERMS
A. Predecessor Relationship
I. PRIMAVERA P6 TERMS
B. Predecessor Lag
II. GETTINGS STARTED WITH PRIMAVERA
P6
TO RUN PRIMAVER P6
DOUBLE CLICK:
II. GETTINGS STARTED WITH PRIMAVERA
P6 TOP BAR
LEFT RIGHT
BAR BAR
II. GETTINGS STARTED WITH PRIMAVERA
P6
III. NEW PROJECT SETUP
A. DEFINE RESPONSIBLE MANAGER
III. NEW PROJECT SETUP
III. NEW PROJECT SETUP
B. DEFINE ENTERPRISE PROJECT STRUCTURE
III. NEW PROJECT SETUP
III. NEW PROJECT SETUP
C. DEFINE CALENDAR
III. NEW PROJECT SETUP
C. DEFINE CALENDAR
III. NEW PROJECT SETUP
III. NEW PROJECT SETUP
D. COPY EXISTING LAYOUT
III. NEW PROJECT SETUP
III. NEW PROJECT SETUP
E. CREATE A NEW PROJECT
III. NEW PROJECT SETUP
E. CREATE A NEW PROJECT
III. NEW PROJECT SETUP
III. NEW PROJECT SETUP
F. AUTOMATING ACTIVITY ID
III. NEW PROJECT SETUP
III. NEW PROJECT SETUP
G. ADDING ACTIVITIES
ADD
III. NEW PROJECT SETUP
III. NEW PROJECT SETUP
H. ADDING PREDECESSORS
III. NEW PROJECT SETUP
III. NEW PROJECT SETUP
I. SCHEDULING/CALCULATING THE PROJECT
III. NEW PROJECT SETUP
III. NEW PROJECT SETUP
J. FOR REVIEW
1. Project Start (Press: F9, Check Data Date, Click: Schedule
2. Original Duration (Compare Input with Data)
3. Predecessors (Review Predecessors at Bottom Layout)
4. Workdays & Holidays (Click: Enterprise>Calendar>Modify)

NOTE: Re-schedule by Pressing F9 to update


JUST BASICS !!!

 THANK YOU




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