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Primavera Project Management Workshop

Primavera Project Management Workshop. Agenda. Project Portfolio Management Primavera Project Management OBS, EPS WBS Activities Resources & Cost Top Down Estimation Tracking & Reports. What Is a Program?. A group of projects… Managed in a coordinated way…

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Primavera Project Management Workshop

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  1. Primavera Project Management Workshop

  2. Agenda • Project Portfolio Management • Primavera Project Management • OBS, EPS • WBS • Activities • Resources & Cost • Top Down Estimation • Tracking & Reports

  3. What Is a Program? • A group of projects… • Managed in a coordinated way… • To obtain benefits not available from managing them individually

  4. What Is a Subproject? • A manageable component of a project • May be performed by a separate organization • Could be a project phase • Subprojects are typically referred to as projects and managed as such

  5. What Is Program Management? • Program Management is a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually

  6. Portfolio? Projects? Programs? • A portfolio is collection of: • Projects (temporary endeavors undertaken to create a unique product, service or result) and/or • Programs (a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually) and/or • Other work that are grouped together to facilitate the effective management of the work to meet strategic business objectives.

  7. Portfolio Management - PMI • Defines portfolio management as a set of activities that allow alignment with strategy

  8. EPM Solution • EPM solution is an ideal for organizations that need strong coordination and standardization between projects and Project Managers, Centralized Resource Management or Higher Level Reporting about Project and Resource

  9. EPM Solution • One approach is that EPM is a software tool that helps plan and implement all projects within an organization. • Another view is that projects are selected, planned, controlled and implemented from a central location that rigorously assures all projects report progress to a single element. • Neither of these approaches is wrong for the organization. The bigger picture, however, helps understand the full potential of an EPM. • Enterprise project management, as implied by the words, is an enterprise view of all project management activities and how these activities contribute to the success of the organization. • It entails linking the organization’s vision, mission, goals and objectives, and strategies in a hierarchal fashion to ensure the organization commits its resources to the right projects at the right time. • This definition includes those efforts in software tool use and the central control over projects, but in a holistic view.

  10. PPM • An even more recent evolution in Enterprise Project Management is to not only plan and track the existing set of projects, but to create a portfolio (per budget size, per calendar year, per budget year, per business line, etc) of existing and future (demand) projects. This is called Project Portfolio Management.

  11. PPM • Project Portfolio Management includes the creation of various scenarios to decide which is the most optimal portfolio (for a certain year, business, budget, etc). Once the contents of the portfolio are agreed upon, it is key to constantly scrutinize how the individual projects are evolving in terms of quality, cost and schedule.

  12. Portfolio Relationships Portfolio Projects Programs Other Work Portfolio Other Work Programs Projects Programs Projects Projects Projects Projects

  13. Primavera Systems Inc. • 25 years • 70,000 customers • Leader in Gartner Magic Quatrant for Project Management tool • Customer Support • Online Support • Online knowledgebase • Now part of Oracle

  14. Primavera Systems Inc. • Primavera Project Planner 3.1 • SureTrak Project Manager • Primavera Project Management 6 • Primavera Contractor

  15. Primavera Systems Inc. • Primavera Charts – Graphical Reports • Pertmaster – Risk Management Tool • Cost Manager – EVA • Prosight – Portfolio Analysis & Mgmt.

  16. Primavera Systems Inc. • Primavera Evolve – Resource Management • Primavera Inspire – Forecasting & Integrating tool with SAP • Contract Manager – Document Mgmt., Job Cost & Project Control Solution

  17. P3 to P6 • Single user environment • To • Multi user role based environment • P3 uses Btrieve Database • P6 uses Microsoft SQL Server or MSDE or Oracle

  18. Process Overview for Structuring Data • Set up OBS • Set up EPS • Set up Projects • Set up WBS • Set up Resource Hierarchy

  19. Primavera Features • Enterprise Level Planning • Resource at Enterprise level • Multiuser level • User preferences can be given • Project Level and Global preferences • Compare two reports using Claim Digger • Top Down Budgeting

  20. Primavera Features • Top Down Estimation • Baseline updating • Resource & Cost Analysis • EVA • Reports • Timesheets • Portfolio Analysis • Project Templates – Methodology Management

  21. Major Terminology Changes from P3 • PERT  Activity Network • Activity Form  Activity Details • Bar Chart  Gantt Chart • Activity Logs  Notebooks • Fragnets  Methodologies • Resource Profile  Resource usage Profile

  22. Contd… • Resource Table  Resource usage Spreadsheet • Target  Baseline • Activity Columns  Activity Tables • Custom Data items  User Defined Fields

  23. What is OBS? • Organizational Breakdown Structure is a global Hierarchy that represents the managers responsible for the projects in your enterprise. The OBS usually reflects the management structure of your organization from top level personal down through the various levels constituting your business • Only one OBS root can be represented in an organization • Up to 25 levels can be defined in an OBS structure • Enterprise 4OBS

  24. OBS

  25. OBS Contd . . .

  26. EPS • Enterprise Project Structure forms the hierarchy structure of your database of your projects. Each EPS can be sub – divided into multiple levels to presents the work that needs to be done in your organization. • You can use the EPS to • Perform top down budgeting & resource and Cost Analysis. • Manage multiple projects from the highest level of the organization to the individual that perform specific project task • Implement coding standards for flexible reporting • N numbers of EPS root can be created • Up to 50 levels under each EPS root can be defined

  27. EPS

  28. EPS

  29. EPS Contd . . .

  30. OBS EPS

  31. EPS

  32. What is WorkBreakdownStructure? • A work breakdown structure (WBS) is a deliverable-oriented grouping of the work involved in a project that defines the total scope of the project • It is a foundation document in project management because it provides the basis for planning and managing project schedules, costs, and changes

  33. Planning Process Group MONITORING & CONTROLLING PROCESS GROUP Scope Definition Scope Planning Develop Project Management Plan Activity Definition INITIATING PROCESS GROUP Activity Resource Estimating Create WBS Activity Duration Estimating Cost Estimating Cost Budgeting Risk Management Planning Activity Sequencing Human Resource Planning Risk Identification Schedule Development Quality Planning EXECUTING PROCESS GROUP Qualitative Risk Analysis Communications Planning Quantitative Risk Analysis Plan Purchases and Acquisitions Plan Contracting CLOSING PROCESS GROUP Risk Response Planning

  34. WBS • The WBS is used in projects to define: • The project’s work in terms of deliverables and further decomposition of these deliverables into components.

  35. Goals • WBS has two goals: • To ensure that the project includes all the work needed. • To ensure that the project includes no unnecessary work.

  36. General Process for developing WBS • Step 1: Identify the final product(s) of the project—what must be delivered to achieve project success. A thorough review of high-level project scope documents (inputs such as statement of work [SOW], technical requirements documents, and so on) is recommended to ensure consistency between the WBS and the project requirements. • Step 2: Define the product’s major deliverables, which are often predecessor deliverables necessary for the project, but that in themselves do not satisfy a business need (e.g., a design specification). • Step 3: Decompose major deliverables to a level of detail appropriate for management and integrated control. These WBS elements normally tie to clear and discrete identification of stand-alone deliverable products. • Step 4: Review and refine the WBS until project stakeholders agree that project planning can be successfully completed and that execution and control will successfully produce the desired outcomes.

  37. WBS of – Highway (Ph2)

  38. OBS Assigned to WBS Elements

  39. Thank You

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