Primavera P6Primavera P6 (formerly Primavera Project Management, P3e, P3e/c, as of 2010 P6 v7.0), a project management softare pac!age mar!ete" #y $racle %orporation, manages an" controls activities relate" to project management as ell as portfolio management. &eso'rces representing la#or, materials an" e('ipment are 'se" to trac! time an" costs for t)e project. *lippage of projects+ activities are 'p"ate" res'lting in t)e a"j'stment of time relate" ,antt #ars.$racle+s Primavera P6 -nterprise Project Portfolio Management is t)e most poerf'l, ro#'st, an" easy.to.'se sol'tion for glo#ally prioriti/ing, planning, managing, an" e0ec'ting projects, programs, an" portfolios. Primavera P6 -nterprise Project PortfolioManagement is an integrate" project portfolio management (PPM)sol'tion comprising role.speci1c f'nctionality to satisfy eac) teammem#er+s nee"s, responsi#ilities, an" s!ills. 2t provi"es a single sol'tion for managing projects of any si/e, a"apts to vario's levels of comple0ities it)in a project, an" intelligently scales to meet t)e nee"s of vario's roles, f'nctions, or s!ill levels in yo'r organi/ation an" on yo'r project teamBENEFITS Plan, sc)e"'le, an" control large.scale programs an" in"ivi"'al projects *elect t)e rig)t strategic mi0 of projects 3alance reso'rce capacity 4llocate #est reso'rces an" trac! progress Monitor an" vis'ali/e project performance vers's. plan 5oster team colla#oration 2ntegrate it) 1nancial management an" )'man capitalmanagement systems Project managementProject management is the discipline of planning, organizing, securingand managing resources to bring about the successful completion ofspecic engineering project goals and objectives! It is sometimes con"ated #ith program management, ho#ever technicall$ that is actuall$ a higher level construction% a group of related and someho# interdependent engineering projects!A project is a temporary endeavor, having a defined beginning and end (usually constrained by date, but can be by funding or deliverables),[1] undertaken to meet unique goals and objectives,[] usually to bring about beneficial change or added value! "he temporary nature of projects stands in contrast to business as usual (or operations),[#] $hich are repetitive, permanent or semi%permanent functional $ork to produce products or services! &n practice, the management of theset$o systems is often found to be quite different, and as such requires the development of distinct technical skills and the adoption of separate management!"he primary challenge of project management is to achieve all of the engineering project goals['] and objectives $hile honoring the preconceived project constraints![(] "ypical constraints are scope, time, and budget![1] "he secondary)and more ambitious)challenge is to optimi*e the allocation and integration of inputs necessary to meet pre%defined objectives!Contents6)i"e7 18istory 24pproac)es o 2.19)e tra"itional approac) o 2.2%ritical %)ain Project Management o 2.3-0treme Project Management o 2.:-vent c)ain met)o"ology o 2.;P&2+roject management has been practiced since early civili*ation! ,ntil 1-.. civil engineering projects $ere generally managed by creative architects and engineers themselves, among those for e/ample 0itruvius (1st century 12), 2hristopher 3ren (14#516#) , "homas "elford (16(6517#') and &sambard 8ingdom 1runel (17.4517(-)![4] &t $as in the 1-(.s that organi*ations started to systematically apply project management tools and techniques to comple/ engineering projects![6]8enry ,antt (1?61.1@1@), t)e fat)er of planning an" control tec)ni('es.As a discipline, +roject 9anagement developed from several fields of application including civil construction, engineering, and heavy defense activity![7] "$o forefathers of project management are :enry ;antt, called the father of planning and control techniques,[-] $ho is famous for his useof the ;antt chart as a project management tool< and :enri =ayol for his creation of the ( management functions $hich form the foundation of the body of kno$ledge associated $ith project and program management![1.] 1oth ;antt and =ayol $ere students of =rederick 3inslo$ "aylor>s theories of scientific management! :is $ork is the forerunner to modern project management tools including $ork breakdo$n structure (31?) and resource allocation!"he 1-(.s marked the beginning of the modern +roject 9anagement era $here core engineering fields come together $orking as one! +roject management became recogni*ed as a distinct discipline arising from the management discipline $ith engineering model![11] &n the ,nited ?tates, prior to the 1-(.s, projects $ere managed on an ad hoc basis using mostly ;antt 2harts, and informal techniques and tools! At that time, t$o mathematical project%scheduling models $ere developed! "he @2ritical +ath 9ethod@ (2+9) $as developed as a joint venture bet$een Au+ont 2orporation and Bemington Band 2orporation for managing plant maintenance projects!And the @+rogram Cvaluation and Bevie$ "echnique@ or +CB", $as developed by 1oo* Allen :amilton as part of the ,nited ?tates Davy>s (in conjunction $ith the Eockheed 2orporation) +olaris missile submarine programs continuation is debated and decided! An e/ample is the ?tage%;ate model!&edit' Initiation2nitiating Process ,ro'p Processes61@7"he initiation processes determine the nature and scope of the project[1]! &f this stage is not performed $ell, it is unlikely that the project $ill be successful in meeting the businessI needs! "he key project controls needed here are an understanding of the business environment and making sure that all necessary controls are incorporated into the project! Any deficiencies should be reported and a recommendation should be made to fi/ them!"he initiation stage should include a plan that encompasses the follo$ing areasH 4naly/ing t)e #'siness nee"s/re('irements in meas'ra#le goals &evieing of t)e c'rrent operations 5inancial analysis of t)e costs an" #ene1ts incl'"ing a #'"get *ta!e)ol"er analysis, incl'"ing 'sers, an" s'pport personnel for t)e project Project c)arter incl'"ing costs, tas!s, "elivera#les, an" sc)e"'le &edit' Planning and designPlanning Process ,ro'p 4ctivities61@7After the initiation stage, the project is planned to an appropriate level of detail! "he main purpose is to plan time, cost and resources adequately to estimate the $ork needed and to effectively manage risk during project e/ecution! As $ith the &nitiation process group, a failure to adequately plan greatly reduces the project>s chances of successfully accomplishing its goals!+roject planning generally consists of[] "etermining )o to plan (e.g. #y level of "etail or rolling ave)A "eveloping t)e scope statementA selecting t)e planning teamA i"entifying "elivera#les an" creating t)e or! #rea!"on str'ct'reA i"entifying t)e activities nee"e" to complete t)ose "elivera#les an" netor!ing t)e activities in t)eir logical se('enceA estimating t)e reso'rce re('irements for t)e activitiesA estimating time an" cost for activitiesA "eveloping t)e sc)e"'leA "eveloping t)e #'"getA ris! planningA gaining formal approval to #egin or!. Additional processes, such as planning for communications and for scope management, identifying roles and responsibilities, determining $hat to purchase for the project and holding a kick%off meeting are also generally advisable!=or ne$ product development projects, conceptual design of the operation of the final product may be performed concurrent $ith the project planning activities, and may help to inform the planning team $hen identifying deliverables and planning activities!&edit' E*ecuting-0ec'ting Process ,ro'p Processes61@7C/ecuting consists of the processes used to complete the $ork defined in the project management plan to accomplish the project>s requirements! C/ecution process involves coordinating people and resources, as $ell as integrating and performing the activities of the project in accordance $ith the project management plan! "he deliverables are produced as outputs from the processes performed as defined in the project management plan!&edit' )onitoring and controlling9onitoring and controlling consists of those processes performed to observe project e/ecution sothat potential problems can be identified in a timely manner and corrective action can be taken, $hen necessary, to control the e/ecution of the project! "he key benefit is that project performance is observed and measured regularly to identify variances from the project management plan!Monitoring an" %ontrolling Process ,ro'p Processes61@79onitoring and 2ontrolling includesH[#] Meas'ring t)e ongoing project activities (+)ere e are+)A Monitoring t)e project varia#les (cost, eCort, scope, etc.) against t)e project management plan an" t)e project performance #aseline (where we should be)A 2"entify corrective actions to a""ress iss'es an" ris!s properly (How can we get on track again)A 2nG'encing t)e factors t)at co'l" circ'mvent integrate" c)ange controlso only approve" c)anges are implemente" &n multi%phase projects, the monitoring and controlling process also provides feedback bet$een project phases, in order to implement corrective or preventive actions to bring the project into compliance $ith the project management plan!+roject 9aintenance is an ongoing process, and it includesH[.] %ontin'ing s'pport of en" 'sers %orrection of errors Hp"ates of t)e softare over time Monitoring an" %ontrolling cycle&n this stage, auditors should pay attention to ho$ effectively and quickly user problems are resolved!Gver the course of any construction project, the $ork scope may change! 2hange is a normal ande/pected part of the construction process! 2hanges can be the result of necessary design modifications, differing site conditions, material availability, contractor%requested changes, valueengineering and impacts from third parties, to name a fe$! 1eyond e/ecuting the change in the field, the change normally needs to be documented to sho$ $hat $as actually constructed! "his is referred to as 2hange 9anagement! :ence, the o$ner usually requires a final record to sho$ all changes or, more specifically, any change that modifies the tangible portions of the finished $ork! "he record is made on the contract documents 5 usually, but not necessarily limited to, the design dra$ings! "he end product of this effort is $hat the industry terms as%built dra$ings, or more simply, Jas built!K "he requirement for providing them is a norm in construction contracts!3hen changes are introduced to the project, the viability of the project has to be re%assessed! &t isimportant not to lose sight of the initial goals and targets of the projects! 3hen the changes accumulate, the forecasted result may not justify the original proposed investment in the project!&edit' (losing%losing Process ,ro'p Processes.61@72losing includes the formal acceptance of the project and the ending thereof! Administrative activities include the archiving of the files and documenting lessons learned!"his phase consists ofH[.] Project closeI 5inali/e all activities across all of t)e process gro'ps to formally close t)e project or a project p)ase (ontract closureI %omplete an" settle eac) contract (incl'"ing t)e resol'tion of any open items) an" close eac) contract applica#le to t)eproject or project p)ase. &edit' Project control s$stems+roject control is that element of a project that keeps it on%track, on%time and $ithin budget![#] +roject control begins early in the project $ith planning and ends late in the project $ith post%implementation revie$, having a thorough involvement of each step in the process! Cach project should be assessed for the appropriate level of control neededH too much control is too time consuming, too little control is very risky! &f project control is not implemented correctly, the costto the business should be clarified in terms of errors, fi/es, and additional audit fees!2ontrol systems are needed for cost, risk, quality, communication, time, change, procurement, and human resources! &n addition, auditors should consider ho$ important the projects are to the financial statements, ho$ reliant the stakeholders are on controls, and ho$ many controls e/ist! Auditors should revie$ the development process and procedures for ho$ they are implemented! "he process of development and the quality of the final product may also be assessed if needed or requested! A business may $ant the auditing firm to be involved throughout the process to catch problems earlier on so that they can be fi/ed more easily! An auditor can serve as a controlsconsultant as part of the development team or as an independent auditor as part of an audit!1usinesses sometimes use formal systems development processes! "hese help assure that systems are developed successfully! A formal process is more effective in creating strong controls, and auditors should revie$ this process to confirm that it is $ell designed and is follo$ed in practice! A good formal systems development plan outlinesH 4 strategy to align "evelopment it) t)e organi/ationJs #roa"er o#jectives *tan"ar"s for ne systems Project management policies for timing an" #'"geting Proce"'res "escri#ing t)e process -val'ation of ('ality of c)ange [edit] Topics&edit' Project managersA project manager is a professional in the field of project management! +roject managers can have the responsibility of the planning, e/ecution, and closing of any project, typically relating toconstruction industry, engineering, architecture, computing, or telecommunications! 9any other fields in the production engineering and design engineering and heavy industrial also have project managers!A project manager is the person accountable for accomplishing the stated project objectives! 8eyproject management responsibilities include creating clear and attainable project objectives, building the project requirements, and managing the triple constraint for projects, $hich is cost, time, and scope!A project manager is often a client representative and has to determine and implement the e/act needs of the client, based on kno$ledge of the firm they are representing! "he ability to adapt to the various internal procedures of the contracting party, and to form close links $ith the nominated representatives, is essential in ensuring that the key issues of cost, time, quality and above all, client satisfaction, can be reali*ed!&edit' Project )anagement Triangle9)e Project Management 9riangle.Eike any human undertaking, projects need to be performed and delivered under certain constraints! "raditionally, these constraints have been listed as @scope,@ @time,@ and @cost@![1] "hese are also referred to as the @+roject 9anagement "riangle@, $here each side represents a constraint! Gne side of the triangle cannot be changed $ithout affecting the others! A further refinement of the constraints separates product @quality@ or @performance@ from scope, and turns quality into a fourth constraint!"he time constraint refers to the amount of time available to complete a project! "he cost constraint refers to the budgeted amount available for the project! "he scope constraint refers to $hat must be done to produce the project>s end result! "hese three constraints are often competing constraintsH increased scope typically means increased time and increased cost, a tighttime constraint could mean increased costs and reduced scope, and a tight budget could mean increased time and reduced scope!"he discipline of +roject 9anagement is about providing the tools and techniques that enable theproject team (not just the project manager) to organi*e their $ork to meet these constraints!&edit' 0or+ Brea+do#n Structure-0ample of a =or! #rea!"on str'ct're applie" in a