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Useless P6 Advice – Part 1

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A lot of dreadful Primavera P6 advice continues to clog the internet. Today's subject is the spreadsheet export feature in Primavera P6. Most of you realize that the XER export file is text-based and can be opened with any text editor. When Primavera P6 data is exported to a Microsoft Excel spreadsheet this creates some confusion because Excel sees text in fields like durations and budgets and therefore displays it as such.

Excel will flag this text and provides an easy solution for converting the text to numbers. Now, when I am showing a client a cost-loaded spreadsheet it will not be possible to ascertain the totals unless the text is converted to numbers. But the ONLY reason I convert the numbers is for the purpose of adding up budgets. This "fix" is otherwise unnecessary.

Below is a simple example. After exporting Primavera P6 data to Excel, I changed the duration of one activity (outlined in red). Excel recognizes that I am typing a number and for this reason the "5" lines up on the right side of the column. All other durations are still being stored as text and therefore line up on the left side of the column. You can also see Excel's warning a couple of rows below the changed duration.

Here is where the bad advice comes into play. Some Primavera P6 users claim that any revisions to durations and budgets must be changed back to text before importing the Excel spreadsheet into Primavera P6. f you want to convert the numbers to text, fine, but you are just wasting your time. This bad advice refuses to die, as I verified just a few days ago on a popular project planning website.

I figure I have exported and imported several thousand Excel spreadsheets and have never had an issue with text versus numbers being in the same column. Spreadsheets are great for gathering or confirming data. There are a few nuances to working with spreadsheets but this is not one of them. Numbers or text in the same column are fine, assuming we are talking about durations or budgets.

You should watch out for an asterisk inside parentheses in a column title, as this signifies data that will not import into Primavera P6. In the spreadsheet excerpt, the Start, Finish, and Resources columns have these asterisks. In fact, most import errors have to do with mismatched data such as a number appearing in a date column, or vice versa.


Primavera Scheduling

In one of my favorite Gene Hackman films, Heist, there is a scene where his character is explaining how he solved a problem. His client (actually, a mobster he is planning to rip off) says, "you're a pretty smart guy." When Hackman's character declines the compliment, the mobster replies, "then how did you figure it out?" Hackman's response:

"I said to myself, 'what would a smart guy do?'"

I love that line. Unfortunately, I recently forgot that lesson. Let's set the stage. I am updating a new Primavera P6 schedule for the first time. I have a change order modification that has been added, and there is also progress on this new activity.

The client told me he is 40 percent complete with the modification. So I type in that percentage. And I move on with the update. But while checking my customized earnings report I realize there is no Earned Value for the new activity. But the activity is in fact showing 40% complete.

Okay...

Now, perhaps you are thinking I forgot to apply an actual start date. Well, no, it would not be possible to show a percent complete without first entering an actual start date. I should also mention that I am using the Physical % Complete type so that I can enter whatever percentage I want.

Hmm. Perhaps there is something wrong with the way I cost-loaded the activity. Nope, it has a budgeted total value. And I am using the same resource that all other cost-loaded activities have been assigned in this particular schedule.

What about my Earned Value settings? I almost never change them, but I verified that Performance Percent Complete = Activity % Complete (Admin > Admin Preferences > Earned Value). In the construction industry that is pretty much the setting that everyone uses. The point being that the activity percent complete determines Earned Value.

Yet here I am, still looking at zero dollars earned and 40% complete.

Aha, must be the activity type! We know that certain activity types like Level of Effort and WBS Summary behave differently than other types of activities.

Sorry - the new activity is Task Dependent. Nothing to see here folks. And if you were thinking it was a milestone, keep in mind that milestones cannot be assigned resources due to their zero durations.

What would Gene Hackman do?

He'd probably say something like, "hey buddy, if Earned Value is working on EVERY other activity in the schedule then there has to be something different about this one."

But it's not different, it's just new.

Oops...

Yes, it is a new activity! And where does Earned Value come from?

The baseline to the current schedule!

Under the Settings tab in the Project Details window there are two options for calculating Earned Value: Project baseline or User's primary baseline.

My schedule was set to Project baseline, and my Project baseline is the original plan. The new activity doesn't exist in the original plan so Earned Value is automatically zero.

I knew this, of course, but it is easy to forget when you are in a hurry. And it seems rather odd that users who never create baselines for the current project are immune to this potential problem. Because when there are no baselines the current schedule IS the baseline! 

This is in my mind one of the most counter-intuitive aspects of Primavera P6. Earned Value is not always based on the current schedule. Why would I want to base my earnings on something other than the current schedule? If the budget has changed it seems logical to pay off the new budget.

Now, I prefer not to change the value of an existing activity for pretty much the same reason I don't change the original durations. I want to preserve the old values for future reference. If the duration or budget is changed by a modification I will add a new activity for that purpose.

I have had a few projects, however, where we re-balanced the activity budgets. Assigning any baseline other than the current schedule would clearly cause problems. Which brings up another concern: the Earned Value for a project can be okay one day and off the next if a different baseline is assigned. Fun!

When I mention this during training sessions I often hear someone with a little Primavera P6 experience say something like, "never happens to me". Yes, that could be true. If you don't typically create baselines then by default your baseline is the current schedule. Lucky you!

Those of us who utilize baselines on a regular basis have to be more careful. And it gets rather complicated when there is more than one baseline attached to the current schedule. Re-assigning a baseline can change Earned Value. Oh well. I'll just keep channeling Gene Hackman.


Why vs. How

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Primavera TrainingLearning how to do something is not the same as learning why something should be done. Most of us have been told at various times by a supervisor or boss to do something without any explanation. There may be some urgency in the request and for that reason alone there is not much time to explain why it needs to be done. Still, I will never forget the time I questioned a senior partner’s instructions only to be told, “because I sign your paychecks”.

Even so, when you cannot be bothered to explain assignments to your employees, those employees are not going to learn how to think for themselves. Those employees will also become bored with their jobs. Eventually they will go somewhere else where work is more meaningful. In 2018 this was especially true in the United States, where record numbers of people quit their jobs (3.4 million in April 2018 alone). 

As an instructor, I am fully aware that “why” is just as important as “how”. For example, it is one thing to explain how to set up multiple calendars in Primavera P6. Also very important is “why” this can cause issues with activity dates and float values.

Explaining “how” is fairly straightforward. “Why” takes many years of practical experience. Examples taken from real projects give depth to the explanations. Moreover, Primavera P6 is used in many industries and for that reason there is quite a lot of flexibility built into the program. Best practices for using Primavera P6 likewise vary by industry.


For example, consider the different ways to calculate Performance Percent Complete, which in turn determines Earned Value. In the construction industry we would rarely consider using any setting other than Performance Percent Complete = Activity Percent Complete.

This is in fact so common that I doubt most schedulers in the construction industry have ever bothered to consider Performance Percent Complete. However, there is actually a very good reason for showing Performance Percent Complete on a schedule. Unlike Activity Percent Complete, Performance Percent Complete rolls up, meaning we can show an overall percent complete for the project. Activity Percent Complete only displays on activities.

In the construction industry we like to take credit for every little bit of work when it comes to percent complete. If necessary, we can display up to two decimal places as well (more common when Level of Effort activities or Activity Steps are deployed). Now, I would also argue that using a schedule as a payment tool tends to interfere with the more noble purpose of scheduling; and if the schedule is not cost loaded I could not care less about the percent complete. Remaining duration is far more important!

But in other industries there are valid reasons for tracking Performance Percent Complete differently. The options are:

  • Use WBS Milestones
  • 0/100 % Complete
  • 50/50 % Complete
  • Custom % Complete

The 50/50 % Complete method means that the task is 50% complete as soon as an Actual Start date is recorded. I think of the classic movies where someone tears up a large denomination bill and hands half of it to the hired gun. When the job is completed the hired gun gets the other half. So we are not expecting him to report any further progress until he is done. There is no in-between.

The Custom % Complete method is flexible enough that I could see the benefit even in the construction industry. The typical task should be of a rather short duration – commonly 20 working days or less (with procurement tasks being the exception) or slightly less than one month. No task should therefore stay open very long. With this in mind, why not make progress reporting simple? The custom method allows users to set intervals such as 25%, 50%, 75% and 100%.

Quite frankly, if everything goes according to plan at most we would be recording the task as partially complete during the current month and 100% complete the following month. Activities should only be in progress for one month if the maximum duration is 20 working days! The owner should not be overly concerned with paying 50% vs. 25% or 75% vs. 50% this month knowing he will owe the balance the following month anyway.


Activity durations are another example. In the construction industry it is generally true (and often a contractual requirement) that the minimum duration is one day and all durations are integers (i.e. whole numbers). Even a project meeting must be assumed to last all day because of this convention – and keeping in mind that the maximum duration will still be roughly 20 working days. This means that lag durations should also be whole numbers. Personally, I think it makes everything much easier because I know that if I see a duration (including Total Float) that is not an integer, something is wrong with my schedule.

Partial durations tend to creep in during the update process, especially when the scheduler is using Duration % Complete as the percent complete method. Trying to force a particular percentage (such as 50% on an odd-duration task) often results in a remaining duration that is not an integer. For this reason I input the remaining duration when using Duration % Complete and let the percentage be whatever it has to be. On a schedule that is not cost-loaded the percentage is of little importance to me anyway.

In other industries the activity durations might be quite small. The minimum duration supported by Primavera P6 is one minute, if you were wondering. On a refinery shutdown that is costing the owner millions of dollars of revenue each day we clearly need to track progress on a more granular level. These schedules tend to be much larger in terms of the number of activities even though the project duration may seem rather short. Time costs a lot of money! 

Likewise, even the activity relationships tend to change when the durations are very short. There is simply less need to overlap tasks when durations are in minutes or a few hours at best. Finish-to-Start durations become the norm. Not having to worry about relationship types (or lags, for that matter) makes up for the size of the schedules to some extent. Nevertheless, when tracking progress it is rarely necessary to record the exact time of day that a task is performed. Done is done.


So we can see that understanding “why” is perhaps more important than “how”. As a Primavera instructor with decades of practical scheduling experience I can think of many examples and options for how to schedule using Primavera P6 and why some options within the program might be better than others depending on the industry or the situation. There is more to Primavera P6 than just menus and buttons. 


My First Herman Miller Chair

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Primavera SchedulingClosing out 2017 I thought I would change gears and talk about something near and dear to me; my posterior. As a professional trainer I am required to spend a fair amount of time sitting down. Now, that might seem easy, but I have learned over the years that my students simply do not have my stamina when it comes to being stationary. They shift side to side, arch their backs, lean forward – anything that reliefs the pressure of just sitting there. My favorite is when someone’s leg makes sudden contact with the metal privacy panel on our training desks with a loud CLANG. That tends to get everyone’s attention.

Our training chairs, however, are not to blame. Given my vast experience with sitting down I know a good chair when I see one. I sit in the same type of chair as my students and they are really quite comfortable. However, I do have an alternative chair in our training center that is rather unusual. It is barrel-shaped with a convex bottom. The concept is similar to those inflatable balls that some people sit on, but that seems a little too Romper Room for my taste. Here is what my alternative chair looks like:

Primavera SchedulingThis is the Turnstone Buoy by Steelcase. It is height-adjustable, which is a vast improvement over an inflatable ball. I also do not need to worry about my chair wandering off when I stand up.

A “wobbly” chair like the Steelcase Buoy encourages movement, circulation and strengthens core muscles. The only disadvantage for me is that the padding on top is not particularly thick, so after a few hours I have to switch to a more traditional chair. My natural padding is simply not adequate, which I suppose could be a plus.

But what I really want to talk about today is my first Herman Miller chair. I started thinking about this subject when I read an article that was originally published in Vanity Fair back in 1998, “My First Gulfstream”. The article was written anonymously but the author (a Microsoft executive at the time) has since revealed himself. He was a little embarrassed to be buying a jet when even his own boss (some guy named Bill Gates) did not own one.

Only the top 1% of earners can relate to the trials and tribulations of dropping $10 Million on a used jet and another $2 Million in renovations ($100,000 for a digital phone makes me almost appreciate my Verizon cell phone plan – almost) but his search for the perfect office chair seemed rather pragmatic to me:

“In an unusually reflective moment, I sat down one day and made a list of everything in my life that could be improved. The top of the list was easy enough: my office chair. I realized that I spent more hours sitting in that chair than in nearly anything else I owned. On that basis, I should be willing to spend a huge portion of my income on that chair. As it turns out, that isn’t really possible. Antiques and art pieces can be pricey, but if you’re buying a chair for your behind rather than for status you can get a Herman Miller Aeron for about $1,150.”

Yes, the Herman Miller Aeron chair. I did not read the Gulfstream article until recently (it is available online) but I was in fact dreaming about the Aeron chair back in 1998. Released just a few years earlier, it was/is the perfect office chair. Often imitated, but there is no other office chair that can make work more pleasurable. Here is what Herman Miller’s website says about the Aeron:

“Aeron’s PostureFit SL technology affords the ideal sit — chest open, shoulders back, pelvis tilted slightly forward. Adjustable pads provide lumbar support and stabilize the base of the spine for the perfect balance of ergonomics and comfort. Our breathable 8Z Pellicle suspension seat and back create eight zones of varying tension for optimal support.”

That said, many of us would have to think pretty hard (and get permission from our spouses) before spending $1,150 on an office chair. Heck, back in 1998 the consulting firm I worked for had one email address for the entire company. Anyone trying to reach me via this newfangled technology would have to put my name in the header. I would then wait for a secretary to print out the email for me. When traveling on business my employer would rent a laptop for me because we did not own any such machines.

I left that company in 1999 and moved to Kansas City. My wife had received a promotion at General Electric and I knew someone who owned a small consulting firm there. So it was a pretty easy decision. And when GE offers to move you, things happen fast. On the day that my wife accepted the promotion a Realtor (paid by GE) showed up at our condominium to get the listing started. Within two weeks all of our stuff had been transported from New Jersey to Kansas City.

Meanwhile, I had not stopped thinking about the Aeron. So imagine my surprise in 2001 when I walked into the conference room and saw IT in the corner of the room. Hello beautiful. The meeting starts, with no explanation right away. Finally, the president of the company explains that a friend of his who owns an office supply company was trying to convince him to upgrade to Herman Miller chairs. So we would take turns trying out the Aeron for a week.

Needless to say, nearly every one of us loved the Aeron. But still, I kept thinking that the president would change his mind when he realized how many employees wanted the Aeron. Perhaps it would come down to seniority? A coin-flip?

In the end, everyone who wanted the Aeron got one. I enjoyed every minute I spent in that chair. When I was being recruited by another consulting firm to move to California I regretted leaving behind the Aeron. But I did pick up a gently used Herman Miller chair while in Kansas City. It is not the Aeron but it is such a well-crafted chair that I still use it today in my home office – more than 15 years after I bought it.

When I started my career in 1982 hardly anyone paid attention to ergonomics. But in the 1990s I developed pain in both wrists after several years of trying to use a keyboard on a desk not intended for computer use. That was a wake-up call for me. The thought of being debilitated by pain at the age of 35 was scary. With a more appropriate desk and chair I have not experienced any such pain since then even though I use a computer much more often today.

Being comfortable is no laughing matter. According to the U.S. Department of Labor, musculoskeletal disorders (MSDs) account for one-third of all workplace injuries and illnesses. You may not wear a hardhat or steel-toe boots at work but that does not mean there are no risks. We joke about paper cuts and stapler incidents but the reality is that poor ergonomics cost companies millions of dollars every year in workers’ compensation claims.

With that in mind, I wish you a happy, prosperous and safe 2018!


Another Reason for Not Using Global Calendars

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Students who attend our Primavera P6 training classes know that we prefer to use Project Calendars rather than Global Calendars. One reason is that other users may have the ability to change Global Calendars, which means their changes are applied to any project using that Global Calendar. Obviously there are many situations where that would be a bad thing. Another reason is that when exporting a project that uses Global Calendars, those Global Calendars then wind up in the Global Calendars list of the recipient who imports the project. Frankly, the only time I want to see a project’s calendars is when I have that project open.  And today’s blog deals with a very specific problem of exporting and importing schedules that use Global Calendars.

During one of our classes a student asked me to look at a schedule he had already started on a project his company was building. When I imported the schedule I ran the schedule calculation (F9) so that I could review the Schedule Log. During my review it became apparent that the project end date that I was seeing was different from what the student was seeing. My first thought was that he had forgotten to schedule the project prior to exporting the file, but even after hitting F9 the project end dates did not match. So what the heck was happening?

As it turned out, not only was my student using a Global Calendar, he was using a Global Calendar with the exact same name as a Global Calendar in my database. This rarely happens to me because even a basic 5-day calendar can be labeled so many different ways, such as:

  • 5×8
  • 5 x 8
  • 5-8s
  • Five day calendar
  • 5 day calendar

Anyway, I think you get the idea. My student had used one of the Global Calendars provided with the sample projects that are available when installing Primavera P6. I had the same Global Calendars in my database so, presto, it was easy for my student to pick a Global Calendar name that already existed in my database.

Primavera P6 will not overwrite Global Calendars when importing schedules. My version of the Global Calendar remained intact, which is probably a very good thing when you think about it. But as a result, my student and I had Global Calendars that were the same in name only. His actually had more holidays, so the project end date was later. That was the only reason we were getting different results.

Sharing schedules among databases always introduces concerns when global data is being used. Hopefully you will now understand why it is so important to use project-specific data as much as possible.

 


“Going to Kansas City”

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I am excited to be heading back to Kansas City to lead another Primavera P6 102 training program. I will be training members of the telecommunications group at Black & Veatch, one of the largest engineering firms in the world with over 9,000 employees. This is my second training program for Black & Veatch. I trained a large contingent at the telecommunications group two years ago. This makes my father very happy, as he started his professional career working for Black & Veatch. Back then Black & Veatch had perhaps a few hundred employees. My father still remembers going out on surveying assignments with Mr. Veatch. Ironically, my dad left Black & Veatch because he did not think there would be much room for advancement! After a short stint working for a general contractor in Paola, Kansas, he started his own construction company with two partners and ran this company quite successfully for more than 25 years. Hard to believe, but my dad has been retired for nearly that long as well. He turns 85 in May 2013.

Update: please note that our Primavera P6 101 class in Kansas City on April 16th is now full. We will be back in Kansas City later this year. Please contact us to be added to our mailing list for the next training session. Thank you.

 


Discounted Training for March 2013

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To celebrate completion of our new website (www.primaverascheduling.com) we are offering a 10% discount on any of our online or in-person P6 training programs. Just enter the discount code “MAR13” during checkout. Training must be booked no later than March 31, 2013 to get this discount. Hope to see you soon!


Welcome!

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Construction Science, LLC has established a new website (www.primaverascheduling.com) to handle registration for all of our in-person and online Primavera P6 training programs. Our corporate website (www.constructionscience.com) will begin directing visitors to the new website for registration starting on March 15, 2013. In the meantime, visitors can continue to register for P6 classes on both websites. We will continue to utilize the corporate website for other services that we provide such as Primavera scheduling, change order and claims preparation, and dispute resolution.

We welcome your feedback regarding our new website. Please use the Contact Us page to submit feedback. Thank you!

Bill Pepoon