The Project’s Owner must play a different role, by leading the strategic project planning to setup and implement the most suitable project management system in order to guarantee the success of the capital investment project.
The science of project management was founded, in large part, to manage risk and prevent it from negatively affecting project objectives, schedules, and budgets.
Risk in any project is unavoidable. Fortunately, there are proven methods to identify and analyze potential threats so that appropriate risk responses are developed and the project's level of exposure is controlled.
Risk analysis has become an important discipline within the field of project management. It involves prioritizing risks and assessing each identified risk's probability of occurrence and potential impact, whether positive or negative.
This paper explores both qualitative and quantitative risk analysis techniques applied to the environmental industry. It explains how to incorporate risk assessment into forecasting and shows how a project was able to increase forecast accuracy from 50% to 95% by using the described approach.
This is a major milestone type of schedule; usually only one page, it highlights major project activities, milestones, and key deliverables for th e whole project. It is used to summarise the project schedule in reports and other documents whe n a more detailed schedule is not required. Frequently developed by the ‘client’ as part of its initial feasibility studies for the project and th en maintained by the contractor; may be used to assist in the decision making process (go/no-go, prioritization and determining the criticality of p rojects). Can be used to integrate multiple contrac tors / multiple project schedules into an overall program schedule. Audiences for this schedule Level include , but are not limited to client, senior executives an d general managers. If included with a bid and/or t he Contract, demonstrates conformance to contractual a nd other milestones.
This paper raises concerns that the application of schedule risk analysis (SRA) may sometimes be merely a means to an end rather than as an aid to allow projects to make well founded decisions. The paper is not looking to describe the SRA process, or to detail the benefits of SRA. Instead the paper seeks to outline key questions a project manager should ask themselves about their project and organisation before undertaking an SRA.
In a recent major study of industrial megaprojects, the author finds that oil and gas industry megaprojects fared very poorly. Earlier studies showed that the results of oil and gas megaprojects were quite similar to the results from megaprojects in other industrial sectors. With this much larger and more recent set of megaprojects, we find that upstream megaprojects are more fragile than their nonoil and gas industry cousins. The author attributes this finding to the poor functional integration that characterizes upstream project organizations, which makes these complex projects much more sensitive to poor preparation, schedule aggressiveness, and loss of continuity in project leadership.
This study explores engineering construction labour productivity in the United Kingdom for “engineering construction projects”, authorized between 1998 and 2008. These projects involve the construction or refurbishment of facilities in industries such as petroleum refining, chemicals manufacturing, power production, and the like. These projects generally require extensive engineering input and are usually heavy consumers of high skill crafts such as pipefitters and electricians.
Installation qualification (IQ) and operation qualification (OQ) are frequently on the critical path of the activities in the construction or modification of pharmaceutical facilities. any delay during the IQ/OQ phase is a major problem if it prevents product from being delivered to meet market demand and/or regulatory approval.
Project-oriented organizations must approach quality from all angles—from the planning process to execution, and ultimately, through customer satisfaction. The need for quality is a constant, guiding force. However, as thousands, perhaps millions, of companies can attest, while quality is not necessarily expensive in the traditional sense, it can be difficult to obtain and an absence of quality can be costly and potentially fatal for a company.
A paper summarizing a study of the current status of the integration of risk management with earned value management and recommendations for further actions. This study was conducted by the National Defense Industrial Association Program Management Systems Committee's Risk Management Working Group.
Scheduling a project at the right level, at the right time, is an important consideration in project planning and scheduling. During management-level planning, when executive and senior management are involved, project-level schedules prevail. Read more by downloading the paper .
The critical path method (CPM) is widely used as a project management tool. Basic to CPM is for the planner to draw a project network first, and then to use CPM software to calculate activity dates and total floats, establish the project completion date and locate the critical path. Read more by downloading the paper .
The aims of this presentation is to review practical methods that may be used for managing projects using Earned Value Performance Measurement methods.(307 KB)
This paper lists a number of points that users shuld be aware off when importing a Microsoft Project file into a P6 database. Please contact the Eastwood Harris if there are some points that you consider should be added to this paper.
The aim of this presentation shows how a P6 Resources Driven Activities calculate, it explores the interaction of the Resource and Task calendars and demonstrates that P6 calculates differently to other software scheduling software.
The P6 bar defaults may be misleading. For example the Baseline bars and the Negative Float bar have the same colour and are on the same line, the Level of Effort bars are not displayed and completed activities show Total Float. This presentation outlines changes to the Primavera default bar formatting that should be considered and as a result your schedule should be clearer.
The aim of this presentation is to explain the different types of project schedule Baselines, how the Planned Dates are calculated, why the Planned Dates often display irrelevant data, the issues with the Planned Dates, what functions control the display of the Planned Dates as Baseline Dates, and how to ensure you have the Baseline dates and not the Planned Dates displayed as Baseline Bars.
Microsoft Project and Oracle Primavera P6 Version 7 calculate differently. It is unlikely that a schedule will calculate the same dates and other values such as durations and resource data in both packages unless the schedules are very simple or a large amount of manual manipulation is applied after conversion, down load and read on.
The defaults setting for the display of bars in Primavera P6 can be greatly improved with some formatting, this presentation outlines the issues and solutions. Presented by Paul E Harris at thePrimavera User Group in Melbourne June 2010.
Presented by Paul E Harris at the my PRIMAVERA09 Peak Project Performance conference in Melbourne. (633KB - June 2009 )
Some notes written by Paul E Harris on the process of exporting schedules from Asta PowerProject to Primavera Version 5.0 (449 KB - July 2007)
A paper written by Paul E Harris on the import and export of data between Asta Tilos, a Linear scheduling software package from Germany. (1,356 KB - July 2007)
This document has been compiled by Andrew Dick to assist in setting up a Primavera Enterprise project to enable resource scheduling to be achieved. (4,966 KB - July 2007)
This document is designed to assist people who are using SureTrak, P3, Primavera Enterprise or Microsoft Project to learn the basics of PowerProject to create an unresourced schedule. (1,525 KB - Updated July 2009v)
The process used by Paul Harris to rebuild corrupt files. This is a zip file that includes instructions and bat files. ((32KB - July 2007)
This is a step by step guide on how to complete this process. (278 KB - June 2007)
The comparison of AS4817 Project performance using Earned Value 2006, ANSI/EIA-748-A-1998 Earned Value Management Systems and PMI Practice Standard for Earned Value Management (163 KB - 3 July 2006)
The aim of this paper is to outline some guidelines for organizations to structure their training as part of implementation of Planning and Scheduling software for the planning and control of projects. (151 KB - May 2005)
The aim of this paper is to outline some guidelines for organizations to use when looking at implementing a corporate project planning and scheduling system. Many of these guidelines equally apply to the implementation of a stand alone planning and scheduling system. ( 314 KB - April 2004)
The aims of this presentation is to review practical methods that may be used for managing projects using Earned Value Performance Measurement methods.((307 KB)
This article explains how SureTrak calculates percent complete in the various fields available. ((102 KB)
This article demonstrates how a P3 schedule database may be linked to Excel or a dbf file using the Pervasive ODBC drivers. (278 KB)
This paper will discuss techniques that may be used for developing and managing schedules that have a large number of activities and a number of complex relationships. (246 KB)
This article looks at the various methods of converting files to and from Microsoft Project and P3 or SureTrak. (226 KB)
This article is aimed at assisting companies in the process of selecting new project management software but could be applied to the selection of many other types of software. (28 KB)
Presented by Paul E Harris at the myPRIMAVERA09 Peak Project Performance conference in Melbourne. (633KB - June 2009 )
Presenting Countermeasures against Deviations in Project Progress, Using Improved S-Curve (729Kb)
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