Primavera Project Management P6 Course Session 1

PRIMAVERA P6
PROJECT
MANAGEMENT
Mohamed Adel

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ROLES , RESPONSIBILITIES AND RULES (RRR)
• Facilitator
Mohamed Adel
Mohamed.adel.aziz@gmail.com
Cell: 01065304737
01159492455
• Time Keeper
• Brakes time
• Money Collector
• Place change

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EXPECTATIONS
▪ Yours
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• Ours
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4
COURSE CONTENTS
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Basic (24 hours)
Part 1  Overview and Configuration Defining Budgets
Understanding Project Management Establishing Project Codes
Quick Tour Working with User-Defined Fields
Setting User Preferences Creating Calendars
Part 2 Structuring Projects Part 3 Implementing the Schedule
Setting Up the Enterprise Project Structure Establishing Activity Codes
Setting Up the Organizational Breakdown Structure Working with Activities
Defining Resources and Roles Working with Cost Accounts and Project Expenses
Reviewing Work Breakdown Structures Performing Top-Down Estimation

5
COURSE CONTENTS
Advanced (21 hours)
Part 4  Managing the Schedule Creating and Using Reflections
Managing Baselines Checking Projects In and Out
Updating, Scheduling, and Leveling
Part 5  Managing the Schedule
Summarizing Projects Working with Layouts
Project Issues and Thresholds Grouping, Sorting, and Filtering
Managing Risks Customizing Layouts
Maintaining a Project’s Document Library Customizing Reports
Tracking Projects Printing Layouts and Reports
Comparing Projects Publishing a Project On the Web

6
SESSION 1
• Introduction to project management.
• Quick Tour
I. The Workspace
II. What Is a Layout?
III. Customizing Displays
• Setting User Preferences
I. Formatting Time Units
II. Formatting Dates
III. Setting Currency Symbols

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Structuring Projects
In this section we will cover the following:
• What is the value?
• How to deliver the value?
• Project management as a methodology to deliver the value.
• What is the project?
• What is management?
• What is project management?
• Project lifecycle.

Introduction To
Project Management

Project Management and Business
Could you please answer the following….
• Why you are here???
• What is your job???
• Why are marketing & sales????
• Why is engineering department???
• Why is execution department???
• Why is quality department???
• Why is customer's consultant???
• Why are customer complains and claims???
Why is
project
management
???

short story
Doyle Wilson of Austin, Texas, had been building homes for fifteen years before he got serious
about quality. "In October of 1991 just got disgusted. Such a large part of my business was
waiting and rework, with expensive warranty claims and friction with customers, that I knew
there must be a better way. Then I stumbled across the quality movement.“
He read Carl Sewell's book on car dealing, Customers for Life,1 and decided to test his claims
by buying a car at Sewell's Dallas dealership. ("I thought that if even a car dealer could make a
customer feel good, it should be easy for a homebuilder!") His purchase was such a positive
experience that he asked Sewell for advice on quality in home building and was told to read
the works of W. Edwards Deming.

By February of 1992 he had launched a wall-to-wall Total Quality Management campaign at
Doyle Wilson Homebuilder. Over the next three years he personally taught his workforce the
principles of TQM, began to collect and analyze enormous amounts of data on every aspect of
his business.
Customer surveys showed a steady rise in satisfaction with the homebuilding experience and
sales grew steadily even in a flat market as Wilson took sales from his competitors. In 1995,
Doyle Wilson Homebuilder won the National Housing Quality Award (often called the Baldrige
Award for quality of the construction industry), and Wilson set a goal of winning the Baldrige
Award itself by 1998.

it was necessary to rethink every step in the process to shrink the delivery time…
• He has recently opened a one-stop sales center where the customer can see and decide on
every option available in a house (for example, the forty different varieties of brick, the
three thousand varieties of wallpaper, the four styles of built-in home office), customize a
basic design with the help of an Auto-Cad computer system, select features beyond the
standard level (for example, extra-thick carpet pads, additional outdoor
• To shrink the lead time from contract signing to moving in from six months to a target of
thirty days, he has reorganized his contract-writing and job-release process. He is also
introducing standardized work statements, parts lists, and tool kits for every job.

Let’s get back to our Why questions…
The answer is….
The value…value to the customer.
What’s the value????
Value is…The inherent worth of a product as judged by the
customer and reflected in its selling price and market demand.
But take care… If we get Value wrong, everything else goes
wrong.

So what makes the value???
There are 4 resources that creates the value
(4M & E)
Man power
Money
Machine
Materials
Environment

So the value is constrained by the main 4 constraints of the
project management
• Time
• Cost
• Quality
• Scope

Project , Program and Portfolio
A temporary endeavor undertaken to create a unique
product, service or result.
A group of related projects managed in a coordinated
way to obtain benefits and control not available from
managing them individually. Programs may include
elements of related work outside of the scope of
discrete projects in the program.
A collection of projects or programs and other work
that are grouped together to facilitate effective
management of that work to meet strategic business
objectives. The projects or programs of the portfolio
may not necessarily be interdependent or directly
related.

Projects Programs Portfolio
Definition
(ISO)
A project is a unique process
consisting of a set of coordinated and
controlled activities with start and
finish dates, undertaken to achieve an
objective conforming to specific
requirements including the
constraints of time, cost and
resources.
(PMI)
A temporary endeavor undertaken to
create a unique product, service or
result.
(PMI)
A group of related projects managed in a
coordinated way to obtain benefits and
control not available from managing
them individually. Programs may include
elements of related work outside of the
scope of discrete projects in the program.
(PMI)
A collection of projects or programs and
other work that are grouped together to
facilitate effective management of that
work to meet strategic business
objectives. The projects or programs of
the portfolio may not necessarily be
interdependent or directly related.
Example
Integration of HR system with Oracle
apps
IT Transformation program NASA’s space program
Scope
Have defined objectives and scope is
progressively elaborated during the
project life cycle.
Wider scope compared to projects and
more focused on the benefits
The scope is driven by the strategic
business objective that the portfolio is
created to address.
Success criteria
Success is measured by the product
and project quality, timeliness,
budget compliance, and degree of
customer satisfaction.
Success is measured by the degree to
which the program satisfies the needs
and benefits for which it was undertaken.
Success is measured in terms of
aggregate performance of portfolio
components and on the long term value
creation to investors and stakeholders.
Project , Program and Portfolio

Why Project Management???
The Need for Project Management:
Before starting the Project Management
science, the only way to improve
productivity was to demand harder and
longer hours from workers.
Using Project Management tools, most of the organizations and project managers have
increased their methodological effectiveness in dealing with project problems and increased
their operational overall performance.

Why Project Management???
What Does Project Management Give to Managers ?
Project Management gives managers:
greater control over extremely complex projects.
greater usage of available resources.
more utilization of project time.

WHAT IS A PROJECT?
“A project is a temporary endeavor undertaken
to create a unique product, service or result”
PMBOK (Project Management Body of Knowledge)

WHAT IS A PROJECT?
What do we mean by the word TEMPORARY?
Temporary means:
 Definite beginning and end, not a continuous process not
ongoing.
 With defined project objectives (scope, time, cost, and quality)
 Team disbanded upon completion.

WHAT IS A PROJECT?
Temporary does not mean:
 does not necessarily mean Short in duration! Projects can last for several
years!!
 The product of the project will also be temporary.
Examples: a bridge, a dam, a building, a park
Some projects produce a product or service for a particular occasion.
Examples: Olympics, Fashion show, World Cup.

WHAT IS A PROJECT?
What do we mean by the words A UNIQUE?
Unique product, service, or result
Projects involve creating a product, service, or result that has not been done
exactly the same way before
Even if you have been doing same category of projects many times over!
Different Clients, Requirements, Locations, ……etc.

WHAT IS A PROJECT?
Characterizedby
attributes

WHAT IS A PROJECT?
Unique

WHAT IS A PROJECT?
Requires Resources

WHAT IS A PROJECT?
There’s Uncertainty

WHAT IS A PROJECT?
Temporary

Has a Sponsor
WHAT IS A PROJECT?

“To manage is to forecast and plan, to organize, to command, to
coordinate, and to control” “Henry Fayol” Father of modern management
“Management is the process of using the available resources with
best way to achieve the organization goals”
“Management is the process of achieving organizational goals
through engaging in the four major functions of planning,
organizing, leading and controlling” (Bartol et al, 1998)
What is a Management ?

The functions of management
(Bartol et al, 1998, p7)
What is a Management ?

WHAT IS A PROJECT MANAGEMENT?
Project management is the application of knowledge, skills, tools, and techniques to
project activities to meet the project requirements.
Project management is accomplished through the appropriate application and integration
of the 47 logically grouped project management processes comprising the 5 Process
Groups.
These 5 Process Groups are:
Initiating
Planning
Executing
Monitoring and Controlling
Closing

Project Lifecycle
A project life cycle is a collection of generally sequential and sometimes overlapping
project phases whose name and number are determined by the management and
control needs of the organization or organizations involved in the project, the nature of
the project itself, and its area of application.
No matter how large or small, simple or complex, all projects can be mapped to the
following life cycle structure:
Starting the project,
Organizing and preparing,
Carrying out the project work, and
Closing the project.
Monitoring & Control

DIFFERENCES BETWEEN PROJECT AND OPERATION
Greg Horine Absolute Beginner's Guide to Project Management (2nd Edition) 2009

Primavera P6

The Workspace
When you first open a project, the
Home workspace displays the main
functions available in the module.
For example, click Activities to focus
on activity data and customize
layouts. The workspace for each
main window consists of a menu
bar, navigation bar, directory bar,
toolbar, and command bar.

Formatting Time Units
Time unit settings affect how
time unit values are displayed
in tracking layouts, activity
durations, resource prices,
availability, and work efforts.
Choose Edit, User
Preferences, then click the
Time Units tab.

Formatting Dates
Choose Edit, User Preferences, then click
the Dates tab to specify how to display
dates.

Setting Currency Symbols
Choose Edit, User Preferences, then click the Currency tab to specify the currency
used to view cost data, and whether to show or hide the currency symbol and/or
decimal values in cost values.

Primavera Project Management P6 Course Session 1

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