Primavera P6, Project Planning and Scheduling | Mostafa Khorshidi | Skillshare

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Primavera P6, Project Planning and Scheduling

teacher avatar Mostafa Khorshidi, PMP, Project Manager

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Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Watch this class and thousands more

Get unlimited access to every class
Taught by industry leaders & working professionals
Topics include illustration, design, photography, and more

Lessons in This Class

24 Lessons (3h 37m)
    • 1. 01 Welcome

    • 2. 02 Download & Installation

    • 3. 03 Project structure in Primavera P6

    • 4. 04 Introduction to P6 interface Part1

    • 5. 05 Create projects

    • 6. 06 Add WBS

    • 7. 07 Add Activities

    • 8. 08 Activities relationships

    • 9. 09 Advance (Rename Activity IDS, Codes, filters)

    • 10. 10 Advance Activity Constraint

    • 11. 11 Advance Change start date of project

    • 12. 12 Add Resources

    • 13. 13 Assign Resources and Expenses

    • 14. 14 Schedule Compression

    • 15. 15 Add & Assign Baseline

    • 16. 16 Update Project status

    • 17. 17 Earned Value Analyses

    • 18. 18 S Curve

    • 19. 19 Risk Management

    • 20. 20 Reports

    • 21. 21 Print & Export

    • 22. 22 Advance General tips

    • 23. 23 Critical Path

    • 24. 23 Total Float

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About This Class

Guarantee to become a professional in project planning and scheduling using Primavera P6.

What will you learn?

This offers one of the most seamless all-inclusive online tutorials for learning basic and advance topics of Primavera P6. It includes all the important parts of scheduling & planning of a project. This course provides you with valuable know-how about project management in practice with the following topics and steps:

1- Introduction to interface of the P6 software

2- Creating Enterprise Project Structure (EPS) and Organization Breakdown Structure (OBS)

3- Creating a project and adding Work Breakdown Structure (WBS) to your project.

4- Creating activities and adding relations between the activities and finding the critical path

5- Adding and assigning resources

6- Adding expenses

7- Creating and assign baselines

8- Updating project status

9- Exporting and Printing Gantt Chart

In addition to the principals, you will have access to advance tips and tricks such as:

10- General tips

          a. Indicators for schedule Status

          b. Customize Calendars

          c. Currencies and Unit of measures

          d. Filters

          e. Group and Sort

          f. Global Change

         g. User Defined fields.

11- Activity

         a. Types

         b. Steps

         c. Codes

        d. Renaming activities IDS

        e. Percentage complete type

        f. Activity constraints

12- Resources

        a. Resources usage spreadsheets and histograms.

13- Earned Value and S-Curve analyses

14- Schedule compression techniques

15- Add and assigning risks

16- Reporting


Here is what you will receive with your enrollment:

  • High-quality video lectures that explain the different terms and concepts with real world examples and applications.

  • 1-on-1 expert Instructor support to answer your questions or clear up any confusion you might have.

  • Lifetime access with no expiration so you can complete the course at your own pace, anywhere, on any device and come back for a refresher at any time.

  • Free course updates so you can continue to benefit from enhancements made to this course.


How will this help you?

  • You will be able to deliver projects plans, schedules quickly.

  • You will go fully prepared to a job that requires knowledge in project planning and scheduling.

  • What you will learn will make you effective and successful


What are the advantages of Primavera P6 in project planning and scheduling?

  • In P6 you can manage project, programs and portfolios at the same platform easily

  • User friendly environment and easy to navigate different projects at the same time

  • Parametric structure which means you can code, you can customize whatever you want by combining different parameters.

  • And there are many more advantages, but you'll learn more about that as you go through the course

  • Ability to collaborate with your colleagues in developing a project by using the cloud service

  • Powerful tools for reporting and presentation to higher mangers.

Meet Your Teacher

Teacher Profile Image

Mostafa Khorshidi

PMP, Project Manager


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1. 01 Welcome: Hi everyone. My name is Mustafa. I'm Dana structure for these Crash Course for Primavera P6. I have MSC and I'm a professional engineer from Ontario, Canada. And also I'm a PMP certified project manager, which several years of experience in different industry. In this course, you will learn how to master Primavera P6 for project planning and scheduling. It contains all the basic and advanced seems for Primavera P6, you will learn how to create a project, how to add WBS, how to add activities, and also add a relation between these activities. To find the critical path for your project, you will learn how to add resources and add expenses to a project to estimate the budget of the project. You will also learn how to update your project status. And more importantly, do the earned value analysis, which is about calculating some important KPIs in order to evaluate the performance of the project. This course is a structure for project scheduler, project coordinator, project manager, cause controller, or probably anyone who is watching this video. So let's make it short. Let's jump into the course and have fun together. 2. 02 Download & Installation: Hello everyone. Today I'm going to tell you how you can download Primavera P6 and inspired. So in Orissa don't dominate that. You have to go to E dogs or ical those com the landing page you see that you have signing in and quickly out, you should not have any accounts. Just click on Create and m columns. Here. There's a formula. You have to put your email, select password, your adverse job title, telephone, company name or university name, and the country. And after you click Create Account, you'll get an e-mail by confirming that you are going to be allowed to signing today previous page. So I'm going to just call back because I have already encountered. So by signing year, ask for your username and password, which I have already minds. Year. We've been signed, he has created after your signing here. So this first page, you see his search for which you were poor products. So I says Primavera P6 and I select Primavera P6, Enterprise Project Portfolio Management. So here there are a bunch of options here. The DLP AR for the download packages. So usually or Auckland just put different items that can be adopted as a bonded theatre or REL our degrees packages. So I'm going to just go for the release version. So I'm going to just select the release version and I select their versions team. After you think HDR, there's one item here which is added to your baskets. So you click Continue and you wait for the next page. Next page, you have to select a platform. Dumb going to select Microsoft Windows because I'm using Windows, if you're using other csim, you have to celebrate her and click Continue. Wait a little bit. Then here you see the terms and condition after reading and approving. Click on Continue. Here you see a bunch of options that you have to select. What I'm going to select the last option which has the Primavera professional for E ppm. So I unselect the other and you're a download, a way to let repeats so the Download can start. So there is a file is two megabytes when you hear, then you have to click DIR value kicking these data window that you see here, it asks where do you want to just start downloading your alkyl? They've grown, so we click Next. There are two items. Just start to w. So you have to wait a little bit. I'm going to just wait until after it's been downloaded. I'll show you how to install it. After it's downloaded, you see the plot here. After you back the zip file here easily you will be able to see old it was folder regarding the Primavera P6. You have to know what's going on. Sarah, since I already installed the promoter. So it asks her upgrade or other options, but if you don't have it and you haven't installed it is pretty straight forward. You ask you if you're going to just for an advanced option or for typical issue selected typical in Preston exit asked to where you want to install it. And aphasic in that folder, we wouldn't be able to finish in a solution. Just in the last step, it asks you to set up the database, which I'm going to show you how you will be able to do it during or after insertion. After you successfully installed P6, use search PC exam software opens and asks for login name, password. You if you've already set up the database to read in installation, It's good. You can put your password and login. Otherwise, if you haven't done it, I will teach you how you can set up a new database. So how P6 works? All the projects that you are working on the are all stored in a database so you don't need to save it while you're working. It is automatically saved. So every change that you make, It's already saved there. And you can have several projects in one database. You click here, you see that I already set up a database, but I, for this course, I couldn't database for you, which you can just click on, Add then our clinic that database to your B6. When you click at it, asked for the database name. So I'm going to just put P6. Training is usually the same. And for the driver type, I select P6 loan. You click Next. Here it asked whether you want to just add a connection to an existing standalone database or to anyone. If you click add two new one, it asks for a login name and enter your password and you click Next it in automatically say that. But I want you to do the ADA connection to an existing standalone database. You next, it asks for the directory of the database that I circled. So I'll just go to the directory that I saved my database. There you go. I open. It depends where you saved when you click on Next and Finish. Successfully, I connected my database to the PCs that I have. So I select east P6 database and here I keep my password that I set up for his database itself, the passport for you. It's kinda be Primavera, the capital P. And then I press, Okay, I went a bit. So the software opens. The software open and ask the Industrial is not yet selected. Ignore a question k. And after it is open, you see that the database is, the connection is successfully. You see one of the project that is open. I can't go to the project menu. When I explain everything to you. And you see all the projects, are there. These database? If you see the same thing, it means that you successfully installed. 3. 03 Project structure in Primavera P6: Hi everyone. In this lecture I want to teach you the project is structured in Primavera P6. Before you start working with the software, it is necessary to understand the structure of a project and unnecessary elements. So by passing this lecture, you will be able to know the elements that we are facing in the software, and it is easier for you to start working with the software 10. So I'm going to tell you what is the definition of the project. As you know all it is a temporary endeavor, which means that it has a start and end date and you create a unique product or service. For example, painting your house is a service study are doing 40 yourself or running this lecture for me is like a quadratic. It has a start and end date and I'm quoting unique or die Coursera. And also making a building, making a bridge, making a role apart. They can't be old type of different projects with different cells. Each project, according to PMBOK, it has five processes, initiating, planning, executing, monitoring and controlling, and closing, and ten, knowledge area and those technology area, they can be found in each of these five processes. So that's why we have at the end 49 knowledge process areas that you are able to successfully implement your project according to the PMBOK and PMI. P6 is a software that is mostly using the planning, monitoring and controlling projects and program. So for the planning, you need to know what is the scope of your project. You need to define the work breakdown structure of your project. You need to add activities that are necessary to run the project. And after that, you need to assign resources to your activities so you are able to estimate the cost of the project. And also you're able to assign, identify your risk and assign them to your project. So all of these activities, all these task falls under the planning stage, which you are able to comprehensively do it in Primavera. And after you start the project in the executing, depending on your project, you update the status of your project in different time periods. In huge project, you, you update the status of the project daily for a smaller one, maybe weekly. It depends on the definition and you're, for example, company policy. But when you update the project status, you are controlling and monitoring your project progress. So you update, see how teams to and what are the, for example, the status of different activities. If you are meeting the schedule, if you are over budget or under budget behind schedule or ahead of schedule, this is possible to easily do eat through Primavera P6. And it is a really a strong software in order to do so. So it can be used for scheduling, for budget estimation, cost, cost control for resource management, because you assign resources to your activities and you can monitor what are the activities of issue associates at different time step, and then you are able to manipulate those and for example, assigned them to other projects when they have free time. It is an iterator, can be a standard or cloud-based software which several people can have access to their project at the same time. We know all that projects chance several project can constitute a program as you see here. And several program can come constitute a portfolio. We are all familiar with this chart. So the portfolio can have programs. It can be consist of projects have separate forests have without having Program or portfolios. Or it can have portfolios, and a portfolio can have projects directly or programs. And as I said, the programs consist of several projects. That is the combination of these, this is one of the scenario, but you can have several combination of these horizontal. So it is possible that the projects directly fought under the portfolio or not. You decide to have presently several project under one program, and then these program falls under the portfolio. For example, when I just go to these paths, you can have several projects in your renewable program. For example, you can have wind energy, you can have solar energy project. And these can be several project under a renewable program. And aside from the history and over, you might have other projects in oil and gas which does not fall under the new renewed renewable. And they all fall on their energy portfolio of the company. And these energy portfolio can fall under a bigger portfolio which has different, for example, program. They might have engineering and construction program and add engineering and construction program consists of project or program. So that's an example that applies to this structure in P6. As you see here, we have the project structure in P6. So the way it works, we have enterprise structure which kind of played a role of the portfolios or program. So whenever you create a project here in green color, they can't fall in one EPS. So the EPS can have several levels. You can have the top EPS as like a portfolio. Then you can have lower EPS that can play the role of program. And then you can assign, for example, several projects under that second level of EPS. So that's the role of EPS in your company. So whenever you are creating a project in Primavera, first of all, you need to define your EPS. And after you define this structure of the project for your company, you will be able to generate the project. After you generate one single project. As you can see here, you are about to define the work breakdown structure. And the work breakdown structures are the deliverables that you are able to provide at different stage of your project are the phases of the project depending on your definition. And for example, the project that you are doing, your work breakdown structure can have several levels. This one can be leveled 1, and then you can have a level 2. So it is possible. To break down your project into several WBS levers, but it depends on the complexity of the project. Sometimes they go to five levels, sometimes to two levels, sometimes they leave it as the first-ever. But my experience shows that tree for level is enough in order to handle one project. But again, it depends on the complexity of project. After you define your WBS, then this is the time to go for the activity. So these activities are tasks or endeavors that you do in order to achieve one deliverable. So you basically don't do the job here. You do the job, the activities, you break down your WBS. Let us start working on the activities. If I want to talk. Parallels, for example, a structure for the that, that is applicable in P6, we have organization breakdown structure. And the organization breakdown structure defined a responsible manager for the EPS level or for the project. So this is a high level titles that are the responsible manager for D. For example, each EPS level for each project. Ideally you will have one project manager for each of your project, but this is not the case. Sometimes one person can have several, for example, project under responsibility or her responsibility. So an OBS define the structure of your organization. For example, you have C0, you have C0, you have CTO, and then you have Directory or director, or for example, human resources. All of these people under your organization, they can have several projects that they are responsible for. So in Primavera, we have to define the organization Victorian structure. So whenever we define an EPS level or whenever we define a project, we are able to assign one responsible manager to them. But if you go to a lower lever, we have resources available to us, assign to the activities. These resources are categorizing labor, equipment, material, labor RP, pill, or individual who does the word equipment and materials are, for example, consumer of a material or equipment, non-labor ones that are used in the project. And they all together constitute the dollar amount of the project or each activity. So whenever you create the activities in your project, you start to assign resources to your activities, either labor, equipment, and material, and you define how much of each, for example, labor. How many tones are, for example, each material use or what is the time that your equipment is working and you assign the rate that they work with. And then by multiplying that automatically, the software does that for you. You are able to calculate the dollar amount for your project and why adding all these, you are able to estimate your total budgeted cost. And also a site firm resources. We have other expenses like accommodation, travel, or extra expenses that you can assign to each of your activities. And he says also constituted dollar and it impacted could dollar amount of each activity. Then by adding those dollar amounts in each activity, you are able to estimate the cost for the WBS. And by different WBS, you are able to define the cost for the project. And if you go higher level, you are able to see the cost for your EPS. So by doing so, you're able to monitor and have a really comprehensive view of all your organization or different project or different activities. So if I want to take a look at an example or organization breakdown structure, as I told you, these are the responsible manager for the EPS levers of the project. Here we have this C0, which is the enterprise level. Then we have engineering construction department or EPS level. We have energy manufacturing, production development, corporate and IT. And under these, for example, we have another responsible manager. We have prosaic program one product program 2. We have IT projects for line-of-business 1 and line of business too. So this is an example, a structure of your company which individuals will be assigned to these titles and they are responsible for managing programs or projects in your company. Then we see a parallel structure of enterprise. Enterprise project structure, EPS. So the, we have the enterprise or the company and you have the engineering and construction. So as you see, there is a, let's say department called engineering construction or VC. We have energy services to an apartment or manufacturing department. As you were able to see in the previous slide, this is corresponding, correspond to the exactly the same, for example, organization very nanostructure diving bell. This is the ideal case because these structure that you see in the EPS, they have one responsible manager in each of the organization breakdown structure. But this is not. What happened in reality, is it's possible that one manager, they managed several, for example, EPS levels. But ideally better to have all corresponding together. Then if I go to the project level, you see one level below the project. So I assume that we start generating project down below the EPS level. Each of those EPS. And we see that here exactly the chorus, the same structure as the EPS. So we can have several projects on there, the engineering and construction. We have several project on their energy services, several on there manufacturing and so on. So that's how it works. So you start then defining the projects and adding your project under the EPS levels. A project, as I told you, can be directly under the top-level EPS level or it can be under the second level, which is the engineering and construction depending on their strategy of company and the policy or the project that you are defined. After defining the project, it's time to define your WBS for each single project. So, for example, regenerate these project here. Right now we have, we want to define WBS. And as I told you, WBS are the deliverables that you are providing in your project in order to achieve the goal of the project. So for n, for example, a production building expansion began, have design and engineering WBS. We can have Foundation, a structure, mechanical, electrical, and so on. These WBS level, they can be break down to lower levels, which can constitute, for example, different deliverables to achieve these higher deliverable. So depending on the complexity, you can have several levels of WBS in your project. And add the end. We have the activities. Activities are the task or individual items that you have to do. Assign one person to eat and tracking in order to be able to achieve your deliverables. So these are the basics up to project, their endeavors that we are doing during the project. So for example, for here, I have an example of activities that you see a fault on there, each of the WBS. And we see a heat. We see here the chart and the relation of the, for example, different activities together. So whenever v defined, we add activities to our project. These activities are not single items that are done separately. They are interrelated to each other and we have to define the relation between them. So what we do after you find the activity, we say, okay, this activity is decreasing period the assessor to this one, this one is the successor to this one. And by defining that, we are able to define the duration of the project and also defined a critical path for the project, which we have to pay attention too much in order to make our project on a schedule. So that's basically the structure of the project in P6. Daddy follow enterprises structure and enterprise project structure that regenerate, regenerate a recreated project. We create WBS and we add activities. And after adding activities, we add a relation between activities. And if you remember the top of slide, we have resources and expensive that are assigned to each of these single activities. This is also something that affects the cost and also it can affect this visual as well. So by doing so, you are able to break down your project from top level to the bottom level and be able to manage your project. Thank you for watching this. If you have any questions, don't hesitate to ask me, send me a message or email, and definitely I will respond to your emails. The next lecture, we are going to have an introduction to the interface of Primavera P6. I will teach you all the necessary elements that are exponentially this slide that you get from Lear, where they are located in Primavera P6 and in the advanced course, which has all the basics and then advanced altogether being covered, creating a project from his crashed and defining the WBS, creating activities, assigning resources, defining the risk. Thank you and have a great day. 4. 04 Introduction to P6 interface Part1: Hi everyone. Today I ever teach you the interface of 26 software. As you can see, there is no project or bent. What I do is simply to your left, you see these projects. I can hear you at least software projects open and I open one up logic. I'm going to share with just open to use in order to pull you to be able to see all the volumes that are active. So I'll start from the top part, the cheese, the menial work. There are many OR if I click on File, you'll have the new option, Ricci's for creating a new project. If i t continue, it asks you to select the enterprise. Project is structured reach you are able to say, okay, I'm done. I just select any of these UPS loans than nucleus snags and then you put the name and that's what didn't you item does. Then I just canceled out. I go to the open. Open when you click there, iss just for opening a project that you already created in your data on this. So as I told you before, it's possible to have several projects in your data and you just keep going on, okay, you would be able to select a project that you want to work on hand and nucleic Gary fecal kind of project it. Okay, right now we have one project open, which is called P6 training. Then the next button, these closed closed, all the projects that are open when I create dirty clothes, the activity page which was coordinated specific quantity. And next button, you see that some of these button RV activated because I have to look on one project can be able to see. Yeah, then they launched. Then if I go to slide, I have paint set up paid said I'll be when you want to print something, Gantt chart or any hierarchy, it's possible to send these everything and all the parameters from it. So if I bleed, you will see that that's the page setup that you have to define the margin, header footer, and also the timescale of four reporter for a preteen girls. Both. Then you have the print Sarah, print, preview and print. It's a kind of comment forever COD or software. So I dig into the data and we have important, important is random. You have one clock, I guess somebody gave it to you, or an excrete sheet that you want to encourage your P6 is possible to do so. That's from the input section. I cancel this one. Export use whenever you want to export your project in different format. The same thing within P6 format or VTE, a spreadsheet format, a format called Microsoft Project. It's possible to do so from the Export option. And you have sent project whenever you want to email your project to someone else in your team, is possible to do so forth. Year we have select coached Project Portfolio, getting five menu and then the stuff there, for example, project under one. And as you see under this organization or this database, we have the EPS and there are several portfolios and some of these projects fall under contraction, some fallen on there. Some fall on their budget and manufacturing drug. The next up share my taping the file is refreshed data whenever you do some changes and you don't see the changes, for example, in your WBS or you feel that something is missing, is like refreshing a web browser. So it's possible to press F5 or reference sheet from that. And you have recent projects that you were working on. And finally is the exit. That's for them file in the menu board. Then we have a rate for the edit. We have Cut, Copy, Add and leads, Kolkata and copy. You know what it means for the ad when a word you want to add some teams through a project, or you want to add a new project depending on which we know you are working. For example, if I am in EPS window and I click Add to add cuz Apple one EPS matter. If I make a project we view and I start, I press added a soul to add a new project that you generally find or insert warm project. And if I click on Add in the store to add the activities, so many places you see these add and delete button that is for reading something that is visibly like renumber activity. It important one because whenever you add activities to your project, if I click here, you'll see that you have the activity ID and these new pops up. And in order to change these numbers automatically for the whole project, especially when the project has many activities. You should be able to do it automatically and not the one by one. So it's possible to remember from these many. And there are different templates that can be found or prefix or suffix that he can't hold AND increment. But the next item in the editing is the SIM been assigned, is whenever you want to assign resources or rows to one of the activities or for example, successor or predecessor. This is not the only place that you can find these waters. There are other hand UK places that you can use in order to add these to your activities. Then they have selected. If I press here, you see that all the projects or all the activities under these projects are selected, is just simply like purchasing portfolio aid in order to select more than one activity or the athletics, then I have fine. Whenever you're looking for something in your project and activity that you can find it, especially in a huge project with men accurately. So you can search here and goodbye. Then we have replaced, if you want to replace something, especially when you have something that is repeated in many activities, if you click your sake, I find watts or replacing another, I think like something in the Microsoft Word or other software. Then spellcheck, if you want to check this veil of something, it's possible to accumulating and you can add it to a dictionary or leave it as it is. So it's like other software that you have the ability to check your spelling and user preferences, which is important one, this is the preference is for this specific project then glow working. There are several Other tabs here, for example, you have time units, you have dates. For example, if you are like the format that the data is shown in your project, you can change it to mouse. They are year or year, month, day, depending on what you prefer, the time, you can say case 24 hour, 12 hour. How would you like you to present that? Then we have the currency, the currency for these projects. You can also change it from here. So since I'm Canada, US, Canadian border, and we have assistance, application password, if you want to set up a password, it's possible to change password, use it from. And then we have the resource analyses. Each year you are able to, for example, set or some other parameter. For example, if you want to rent, for example, you are in resources is profile and you just showed a project which are open for the calculation and also some features that you are able to manipulate for these projects. So BCS important one in the aid user preferences down below here. Then the next one is view in the view tab for independent. And then you are, you have the layout whenever you have one project here, for example, I have this project operon and there are several columns that is sharing likeness. Good chief here. If I want to save these layout so I can apply this layout to other projects. I'll go a year, may out save, and whenever I want to open a layout, I come here. Just real layout, open layout. So you aren't able to open one. They are there is saved before show on top and Sean minor. And the way it works, Primavera P6 has an upper, middle and lower window. When it says show on top, it asks what I should show here on the top or section and lower section, as you see here right now it's the detail window, but you can change it here. So that's possible. Manipulated from the top. On top, for example, on top I want to see the Gantt chart right now executive, I wonder contracted xy by CBM one shot at the table. And when I click on taper, you see that just the tail is short, so I'll just change it to Gantt chart or a goal against the repo. And then I press Control. Then I have a spreadsheet and activity network. And for the Shaun button, we have for an options you can, for example, shoulder gunshot again down below. But right now as you see, we have the detailed lingo, which is IQ in the lower section of the pieces you need to budget. Then we have the bars are of item. Usually when I click on the bars, the bars shows whatever bar you see here in the Gantt chart you are able to manipulate yield was saying, Okay, I don't want than the baseline for this project will be short and click apply as you see these small yellow line here where it will. So it's possible to manyfold aids and customize you embark that are shown in the Gantt chart from the blockchain. Then next item is called him. When I click on Color and new window pops up, you see that there are some available parameters of shins and the selected options that can be shown in the table, in the table view as you see here. We have activity IT, activity name and start or finish and productive. That's what is shown here. I have budgeted total cost as well. So if I just need a spreadsheet, you see that the budgeted total cost. So if you want to change the parameters that are shown here, your table, it's possible to just drag and drop or you can select this one, actually Eurasia, I press here, add to lease. Then it's possible to add one column. So I want to and I can't move you use these button, move up and down in order to show these kinda indeed favored. If I apply, I'll see that the actual duration is adequate. So color in the view is for customizing the parameter that you want to show. There are many, many parameters that are available for you depending on the project and industrial working to show you. Then we have the time or scary, or the time is scarce. It shows, for example, what he said is thought that Thomas Keller star, he sees right now project and start I can say is the project or as a current state of parents week, depending on what didn't work, there are other options here. The format for the date, you are able to change it here. That's when for the time and scan that show, for example, in fights select year and a quarter months. And I applied, you see here in the Gantt chart that the view is changed. Again, that's what I feel. I can also kind of a stretch, squeeze my Gantt chart here. As you see here, there's a magnifier can stretch and squeeze. And if I go a little bit up in the year, I can just shifted towards right or left in order to see different times. So it's another options that you can make it horizontal manipulated here. So from view, we saw the timescale, how we can manage it. The next item is to turn white. If I click here, you are able to, There's some of these horizontal line. If I click, for example, on the critical and I've pretty supply, you see that all the critical activities in this project are short right now and the accurate did on because I want to see all the activities and ipeak yes. Or you can say, I want to see the activities which are in poverty or their activities that are computed that's possible to use in the future. But aside from that, one of the really good available options in P6 is that you have your able to create new features. And because everything is permanent and it's like a programming, you can define whatever everyday I wanted to do for it. So you can define a code assigned important to some of your activities and say, Okay, called the Ds, I'm going to filter my pre-activity so that those activities can be short. So it's easy, it's really practical in order to manipulate your view with these filters. The next item is goop and source by if I teach here, you see that it's possible to set up some group. For example, here I say group my activities by the WPS, or you can say by the WBS name or other parameter that are here, you can define a manipulative. Right now I leave it as the WBS. And you see that the WBS Level 1 is we have blue color and yellow texts as you see here. And then we have the second level and third level. For this project, I don't have any term. I have this level 1 and level 2 WBS. So in order to group and sort your activities, it's possible to use it from here and you cannot buy any changes then I don't do anything. I just Chris cancer. Again, I go to view. The next option is progress spotlight. When I click, it's very handy for making for checking the progress of your project. It's possible to use these one. Also you have access to these progress is spotlight yet and what it does in the consider that right now I am the timeline there sort of the project or I am an ISS timeline is early embryo. And for one ones I want to see what activities are needed to be our better or I need to take some actions. So if I click here, you see that the blue line shows the start of the time that I am right now and restart or the project is scheduled for. And if I press Save Spotlight, I would be able to move some of these, for example, to stretch and squeeze. These are spotlight in order to be able to see, for example, if I want to see by the end of 2021, what are the activities that must be taken into account? You see that you are all highlighted and I can just go there and shake their status, update them, say, Okay, in this activity has been completed by use or it's not completed yet. That's what they're Spotlight does. So you can't just do this one so it doesn't show anything. Then the app progress, like if I click here, the red color shows that were the progress of the activities. If the red one is deviates from the blue line here, it shows that your project is behind schedule. But if you go to the right and it passes these blue lines, you chose that your project is ahead of schedule. That's very handy if you want to see what part of your project you are missing and it's out of control for in terms of justice schedule, that's possible too. These progress night, then you have the attachment. If I can't shake one part of your schedule if it is needed between one specific date or some specific did you feel like the pattern is possible to do so from here, again into view, I have learned number if I could eat. The activities are marked here with the line number. It's sometimes handy to use these, but I usually don't use it, so I remove it, but you can use it. Then you have cables. Long-time role is just for changing the font and the font size in your table and excite them. They would be having a view just for expanding goal or for example, for zooming in or zooming out and zooming in or zooming out is just for your Gantt chart. The data, ideally the extrusion squeeze my mayor gone chart using these magnifier, but it's possible that you use it either from the toolbar or from the view in the meanwhile, then we have expand or collapse all. If I just collapse all you see that all the activities are collapsed under these projects. So we have WBS Level 1 and the WBS level and we have four WBS on the liver too. And if I right-click here also, it's possible to link expandable. So either I right-click here, I say Collapse All, or I. Spanned all it's possible to do so forgive you as well. And then we have the toolbar. You can, for example, for the toolbar that you see here, it's possible to activate or deactivate to show either parameters that you might need to have them handy here. And that's basically all what you need from their view tab in the menu. And then we have the project tab in the project tab when it, whatever you want to create, each one is specific project. So when you open in logic, you are able to just add activities, assign resources, or create WBS. Sardar, a specific project using these, for example, Project tab here. So if I click on activities, you see that the activity window for the project is open, so it ignore it. If I close this one, imagine this project is open and you don't know what's cause I haven't projects open. But if I click on activities, so those activities specific to that project opens and I am able to manipulate. If I click on the Resource Assignment, their resource window opens. I see my resources and how I can, for example, how these resources are assigned during the course of the project. This is the spreadsheet view. I can show the chart view as well. That's possible also to do it from the project and the resource society. If I click on the WBS and you window opens aside from the project, and you see that I have my four WBS year. I had to gone to you as well. Really handy items here is the chart view. If I click here, I am able to see the chart house. Do you do a WBS SRO? These is if the first level and the second level which has for them, it's possible to add one more level down below each of these. And it's possible to use these kind of HIV AIDS and then later here. But this is really handy if you want to see the logic and the WBS chart, but I'm going to switch to the country. So if I go again to the project, tap into many work. I do resort activities resource on WBS. If I want to ask sign of baseline to my project, it is possible to do so in the Advance option, I explain how you are able to, for example, a sanctuary site. And for maintaining a baseline, baseline, it's possible to keep your window pops up if you see here. And the baseline is actually a snapshot from your project, let's say you are too much in your project and you taken a snapshot from the current status of project to compare, let's say after six months to see if everything went according to the plan was some activities are behind us, digital I head off, excuse you. So you just come here into maintained baseline. You have your project, then you can create a new baseline. If I click on it, say, Do you want to save a copy of the current project? If I say yes. And new baseline from the current is Sadducees generator. And it says, what is the datatype day one and what is the baseline type? I can say it is the initial planning baseline starter project or no, for example, management sign of baseline for customers sign-off base none. So you can assign attributes to the baseline so you are able to manage their nature. It is a very handy here that you can use it during the course of project. After you defined a baseline, you are able to go to the Karadzic and assign your baseline. As you saw there, we had 12 baseline and the availability, I'm going to use this one or the second one and press Okay, when I have Chris, okay, Then the baseline will be shown in here in the Gantt chart. When I go to the activity page right now, if I don't see the baseline, it means that in the bar, if I right-click here, bars Debbie. So in their view also you can write it as on the Gantt chart and click on the primary baseline here because it was on work. And then if I click here, I press Okay, You're able to see these yellow bars that shows their baseline and you see that here, that is not shown as different than the occurrence and status. It means they're pelagic right now is behind your schema. Again, you have these activities and then I go to the project and the project tab, you have expenses. If I click on expenses in your window open, which I am able to add expenses to the president. So right now I have accommodation and tickets as type of day expense that I can assign later to one of the most. So yeah, add many expenses here and then as I need your activities, that's also possible project. You have work package and documents. That's basically any document that you want to create. Again, if you want to add something here, either you right-click on the data specific we know keypad or you can press Insert button. And you see here insert is also available for you to do or to the right, there's a command bar which I quickly tell you what it does. You are able to use it. So you see that I have my community or grant project expenses for a package and document and resource assignment WBS projects, these are all windows that are accessible under the project. Then I have the nutritional issues risk. For example, if I click on the wrist in a recent window open, again, I can add one riskier identifying. I can analyze the risk and there are other options I can't be find the impact of there is what is the probability or what is there, for example, its impact on the schedule, what is the impact on the cost? You can use all these parameters in order to evaluate the total risk of the project during the project or for example, during one is specific face that's also possible to duty the risks. And other option in the project is thresholds. I can define threshold for my project. For example, you are actually great colleague and I click Add. And here I can say, Okay, the parameter that I want to say is start day where he has and is basically defining the threshold for the start date of the project. You have lower threshold here. You have the operatory short here, and also, for example, the WBS that you are monitoring. So there are different parameters that you can assign. For example, I want to say, okay, the cost variance if there is a lower and upper social boldness one. So by defining this threshold ahead of time, for example, if you are sure that you're really limited for the budget and there is no way that you can't, for example, increase the budget during the project. You can define a threshold year. So if something happens, then you know that, okay, in an immediate urgent action needs to be taken because you cannot afford to put more money to the project. So writing, finding these threshold, you would be able to monitor your project more easily and efficiently. Then I have the issues like each year again for the issues, if I add a new issue, if something happens, I can say police issue and I put incidence if any incident happened, your project is possibility quality. Yeah. And then the date it was identified these days was happening. Why metal concerned that have had or there was a leakage from one of your equipment and it has any impact on the environment, you chances log these issues here of issue bank naked recorded from them. The next item that I have in the project is set default project. Right here. I see that there is one option I reiterate if I press OK that's going to apply. The other projects are opening experience, it was possible to set that involvement. So you see here that there are many windows that are open. I'm going to close all one by one. We're going to keep the project, the WBS, I'm going to close it. Then the resource assignment, I'm going to close it. Their work package or document. I closed the project expenses. I'm gonna just do this one. I just took the projects or the projects and the activist, I can be. 5. 05 Create projects: Hi everyone. In this lecture I want to teach you how to create a project from scratch. In order to do so, you see the list of the enterprise, a structure that we have here and a lot of projects under each of these enterprise levers. The first step is to create a organization breakdown structure. You go to enterprise and the youth live on obvious. The new windows open. This window contains all the departments under the central Christ. Actually the OBS is responsible manager, for example, one specific project under the engineering and construction. I'm going to click here and click add the new WBS and managers could their name as P6 In manager, that will be the manager for this course. Then what I do, I just use these bottom shift right, in order to put this under the engineering and construction. So what I do here is to generate a EPS obvious level for this company. So that means manager would be responsible for the project that I'm going to click. So why you do you just click on Close. The next step would be generating the enterprise project structure. Again, you're going to enterprise, if you remember, whenever I talk about generating Create Entity new go to each price. Click on enterprise project structure. Under these engineering and construction. Whenever you see this pyramid one, it means this is an EPS level or in your company. So under these engineering and construction, I'm gonna generate a new EPS level, like the obvious. You click your ad, then you leave the aisles. For the abs I ID, you can put P E and C P6. And for the EPS name you can put P6 training. Then you click Close. You press here again, shift right? Could these EPS level under the engineering and construction, they're responsible manager. If you click here, you see the lists of the OBS here. So I'm going to select P6 trading and Azure. As you remember I told you this OBS defines the responsible manager for the DCP is that you are defining. So I'm going to select this, the legs and toes. Next step is to create a project under these EPS neurons. So if you see the project window here open, that's great. Otherwise, you can click here to have this window open. Or you can simply click on New. And if I click on a new one, you see that a new project is about to open under the enterprise level, but that's not what I wanted. I wanted to create a project under the enterprise level that are created. So I opened this enterprise level and you see that in EPS then regenerated E and C P6 is under the engineering and construction. So I click here, either I click to the left in the directory bar to new, or I can click here to add a new project under the single price. So from the command bar, I simply click and you will know kinds which is called creative project. As you see here. The EPS level it asked, I can select a different EPS levels. Leave it as the original one, which is the P6 training that I press. Next project ID, I'm going to just follow the structure of the company. I could easy 000, 640. You can change the letter. And for the true project name, I'm going to put P6 training project. And then I click Next, the start of the project. I'm going to just put in January 15th, 2021. And for the finish, I don't define it. I live it during the activities, the end of the project will be defined, then I'm present next, the responsible manager. Again, that's the obvious that we defined. I told you it's optional, but it is better to follow the structure and you find an OBS level for this project. So I press Next. And for the rate I leave it as the standard for the company. And then a message that tells us that the project is unit. I'll click on Finish. And you simply see that the name of the project, the ID of the project is generated here and there is no activity on this project. Then next lecture, I'll teach you how to add the W in V S levels to these. 6. 06 Add WBS: In this lecture, I'm gonna teach you how to generate a WBS work breakdown structure for the project that we generated. If you click on your project, right-click and click on Open Project or Control 0. You see that the activity page for these projects opens, but they don't have any activity or any work breakdown structure here. I resources, I put the Excel file for you is just simple activities for a single project. You see here that I'm gonna add these four breakdown the WBS levels to the WBS to my project. And then later we do the activities. I have a structure, roof, envelope and interior finishes. These are the four levels of deliverables down. Can I just add to this project? So simple, if you're a merchant and directory, bar to the left, Vc a WBS. Or you can go to Project and click on WBS if I do to do so. And you'll window opens. And here we see just the highest level of the project, the WBS. And if I click here in Egon car, you are able to see the TableView and also the gun here. I'm gonna just go back to the chart view and add a new level to this WBS. If I click from right from the comment bar, you see that a new WBS is added to this one. I add another one. So if you remember, I told you it's going to be four level from the Excel file. So I have a structure rules, envelope energy function. If I want to just move this WBS level because they have the same level, I can simply use these move left button from the Common Core if I use so. We just look here, I can, it's better to go to the web if I do so if I move to the left, then you see that these WBS level is moved with the same level of the previous one. Then I just use WBS name for this one as structured according to your Excel file. And for the second one, if you look at your egg cell, just true of pens, we have the root depend a new WBS. I'm going either click here and add the right. So a new one is generated here. And I've put these as envelope. And the last fun to see here, these interior finishes. I can just simply click one. Carrier finishes. Yeah, that's so I'm going to just move these two, the last one to the right common where you can simply use this one to move up or down or left to right. And for the envelope, it's just wonderful. So we have a structure. Envelope interior finishes, exactly the same team, yeah, VC from the Excel file. That's how you generate a WBS level. If I want to ask generate some king, breakdown my, my project into lower levels, I can click Copy here, for example, under this structure I wanted to add two more level. I click on Add, you see automatically it would be under is a structure. I'm gonna just good, for example, the steel. And then I can add another level here. Concrete, just for you to visualize how it works. If you pay attention to the numberings, we have level 1, then we have level 1.11.2. These are the same level and then we have level. We have roof, again the same level as the structure. So it's better to see in the chart view, this is the top-level. Then we have level, lower level and to other levels below their structure. This really is a good way to visualize your WBS. I'm going to just again go back to the Gantt chart. Since I don't have these two WBS levels, the slower one, I'm going to just delete it for you also to learn how you can do. And you click here, it asked whether you want to just delete it or not. And then you can say yes. So these are the four WBS level right now if I scroll by 2, my activity window, which is for this project as if you're removing can also just click here for activities you use. You see that the project has the four for WBS, S1 and old. They are all numbered as the same level. Sometimes after you add the WBS level, they don't fall under the same, for example level and it's kind of disorganized. So in order to just fix this issue, you Django to group and sort by click on height if empty, click Apply, and then cage back again. So it's going to fix the issue and then you can press okay. And in the group and source by it's good to visualize that the WBS Level 1 is the blue color. And we did takes in the yellow color, like the one that I see here. Then the next level is green and then the next level would be yellow. You can just change the color of this w lead levels as well depending on your preference. But this is the standard one and I want to leave it doing wrist. Great. So the WBS levels are generated. I told you how UT generated it or you go to Project WBS and from the directory bar to the left and create a new generic video WBS. Next lecture we talk about the Aghion activities to each of these WBS levels. 7. 07 Add Activities: Hi everyone. In this lecture I want to teach you how you are able to add activities to a project that added a WBS and they produce lecture. If you are able to see the project does great. Otherwise you need on the project component here into the directory bar. And then this Europa's go to your project right key and click on open. You see that for WBS having generated in the previous lecture for adding activities to project. Now I added one Excel file as resources for the course. You can download it. Uc keys for a simple project. Here we have one WBS and the activities and a duration 30 days. 30 days when we leave, the answer is, so I'm going to start adding these activities and you will see how it is possible to the one bottle. For the first activity in a structure, there are two ways to add activities, either equal to or WBS, quite unique. And click on Add or person concert button. And you put the name of the activity, which is Martin is designed using the same person. Pay for the duration. You can double-click out who totally is taught of these activities, pB star of the project. Second way to add one activity to a project, these key K1, the command bar here to the right, we can econ, add in your window pops up here, which is the new Iraqi. So it asks for the activity name, which in this case, as you remember, it's speeding pop. And I press Next. The WBS labor is the structure by leaving the way is because I don't want to change it to another that will be stirrup. Next, activity retirees has to be done. Then I will explain you have other types which I'll explain how that works next. No resources for the moment. Then duration. Sunni that exploration and activity units and duration or immunities as the 80s, because I've heard you say produce the high labor in these high non-labor ideation. Next, no dependency, no relation for the moment, which I will explain in the next course. Here. You will see that it says day while other ketose next and the message that the secondary scenario. So you can't escape these next. Next, we can press finish all at once. So to have, for example, one activity created Here, though originally written for the second activity is 30 days. I'm gonna just add a couple more activities here so you are able to see for the WBS and then I will be able to do as well. Don't forget to group the values, you know, duration. So these activity, if you remember this structure, complete, that type piece, finished my son because he doesn't have any duration. So myosin data on Europe, these are activities which doesn't have any Eurasia. It represent any step of the project that you achieve. One of the, let's say the irreversible and cool off during the phase of the project. And you say stage I say structure is completed, so I have to be completed. I put a milestone, it's eroding mission. So the way I could change it, I came back to me to type in a detail view. I click here and put it as it's nice myself. The others I forgot to could be regulation. It's 20 days. And the next modules, Twain's, I'm going to add the other activities I skipped the video. So you do the same. So after I added all the activities to the project, you see that they are completed. But just wanting for you to learn whenever you want up with some PR change, one parameter in several activities all at the same time, it is possible to use their field on. Feature of the P6 is like an Excel file. So for example, here I have the duration 55 for these two activities and 20, and according to the Excel file, the others who are 20 days as well. So if I want to just copy this one to the other, I teach here and I click Control C, I press Shift and I pulled all the rows together and I right-click to receive feet down button here or Control E. When you Chris, This 120 days would be appropriate. In this case, I had just two activity. This was small, I could do in one by one. But when you have several activities and you are going to do these types of changes in several activities. It's possible to the full example. If you have a, I would say another column here, they say the challenger for your project. If you remember from the color, I'm going to search. It's fine here. I move it here, I leave it to the end and I apply it or cave preceded the column challenger is added to these to these TableView. And right now it's Corporate Calendar for all the activities. But let's say if I change Geoffrey Canada for this one to five and Fridays every ten hour and if I press okay, you see that the activity calendar is stretched. If I want to change the challenger for the other I press Copy, I just get these other activities I press down and then it's going to change. That's how it works. If I want to just go back to the previous view and put it back to the corporate astronomers full-time. It's possible to do so. So this is a very useful and handy feature of the PC. Steady, gentle ways using and when I remove the color and the challenge of by you. So I go back to your previous table view. That's how you generate the activity is just one more information for you is about the activity types. If I click here, I have finish milestone down below in the details, you are able to change your activity types here, finish milestone our whenever you achieve at the end, the end of one phase of your project or one of the deliverable is possible to just say this is a milestone, for example, like structure completely how the WBS here is structure and when it is completed, it is showing me the priority one here. And then I see it's a finish milestone. The other type of activity is level of effort. Level of efforts are not activities. Data are done. So if I put one of them is level of four, you see that the bar is removed is, these are some, let's say, actions or parameters that are done during the project bundy are not content as activities, some administrative jobs or some other things that you can add here. And it would be the force for running the project that's possible to read through the level of. The next type is a resorted pendant. When I say resource dependent on the calendar for the activity depends on the availability of the resource. The difference between resource dependent and task dependent. This is a TP. So task dependent, it means the task depends on the calendar of two project or the calendar that is defined for the accuracy is. But when you say resource defended, the calendar of the resource, take the priority here. And if let's say your resource is available in two days a week, then the duration of the, for example, your activity going I increase because it depends on the availability of fuels as a difference between resource dependent on task. And then we have Scott my stone, start my list. Sonia's Exactly exactly the same as finished milestone, no duration. And a would be the assert a one-phase task dependent is whenever your activity depends on the calendar of the project and your activities depends on the other. That's the definition of task dependent. And the other one is WBS summary, which is a useful form. For example, when I put WBS summary for the duration, I can put this erosion of all the other activities under the smock and the application of these WBS summary type II cell. Whenever you don't want to assign resources to all the activities, you can define one WBS summary. It's like the sum of all the activities under one WBS. The duration will be added. And then you can add all the resources there and the expense and the budgeted total cost will be a calculator for these WBS summary. You don't need to go and add expense or resources to each of these activities does the application of summer. So I put it back to task dependent again here in the general tab of the detail window, we have also the complete type. Nietzsche have duration physical unit, which I will explain in the update, the corridors, how, what are the difference between duration and physical? And here we have the activity calendar that you are able to change and define new challenge was up with that resource dependent or this activity is done in the fuel source or wanting to remember if your project consists of several phases. On one of the phases happens in their feed and they usually different world happens to any four hours, sometimes 70s, and then you have to change your calendar. And some of these work happened in the office, which you have weekends off, and they are easily so you have to make sure that the challenge that is assigned to one activity correspond to what is happening in your reality. And if you make mistakes, that's going to affect those deviation of your activity. And the primary resource which I will export data. That's all what you need to know about the activity. You learn how to add the item and define the activity type and also how to either from the common we're in the next lecture, I will teach you how to add the relation between these activities and find the duration of your flush. 8. 08 Activities relationships: In this lecture, I want to teach you how you can add relations to your activities. So if you don't have the activity window open, just go to your project or project goal key to the left in the directory by an open yeah, activity. Right now you see that the activities here, they don't have any relation together. To do so you are able to do the, add the relations down below in the detail, we know if you don't see the relation tap year into detail, just right-clicking the detail window, click on Customize detail in your window pops up, you search for a relation. For example, if I move it back, you see that the relation tab is moved around here. If I just moving back to the Display tab and I press Apply, I'll see that the relation and taboos attitude. So I'm going to go to in relation here you see that this activity has no predecessor and successor. Successors are the activities that are done after the disease activity and creases or, or the activity priorities activity. So for the design, I'm going to just click on Assign. Then you will know Pop side which called assigned such a source. This is one way to add one, a success or to project. The other way is to just go to the comma or to the right. You see like bureaus, usually one successor and a new window opens. You can just simply go to these tasks and your Gantt chart. Click here and drag and drop one relation between them. I'll do these, the first one with these, great. So you see that when I do that in your relation, winning paddies the successor to the design. And if I click on the pad, DCI right now, design is the predecessor to the back. So I'm gonna just add all the activities one by one. So I click on the assigning the success of a port. And by now they're building tally selected. I click on the masonry structure like lead unsigned or I can double-click. If I do that, you see that this is added here. Succession. Then I'll select these structure. I said the roofs laughed, double-click then through slab again, IQ that instructor. If not, if I go here, you see that the slab has a predecessor, which is the activity prior to that, and she's actively using restructure and one successor which is the structure complete. And you see that this relation is also added here between the bars. And I'll go to the other, I'll go to roof truss machete. And also I see here I say a structural concrete. This one is successor. Then I select the other one. Any equipment for mechanical and so on. The vagaries. And after 40 countries as a intern install exterior we know. And for the Stoics through installed Back-end indoors. And I said please one pain exterior. Paint a series on immobilize of holding and select this one and envelope complete. As angel of completed. Can I say okay, B is torque T electrical? But for the electric car, I don't say it is dependent on the joy walks and drywall doesn't come psi say okay, it's depending on the finishes. And drywall. It depends on the finishes. I would say flooring, coenzyme a as well. So finishes depends on the amino aids. The successor is project complete with that. So if I go here, you see that finishes and it has several the activity here has several treat assessors, electrical drywall 31 year, which is the project concrete. So it's important for you to know and it is possible for one activity, fact, several successful or similar or predecessor. Here, if I click on Project competently has long predecessor, as you see here as well, which means that when finishes, then view your project is completed. That's the way it was for drywall. If I click here, you see that it has one successor which is finishes here. If I click on fluorine, fluorine doesn't, it depends on the finishes and it doesn't depend, for example, on the other activity. That's the way it works for this one. So if I go and press schedule my Gantt chart, then you will be able to see the duration of the project. So I press scheduled button here that I introduce you in the production level and the face of P6 here in the 40s option, It's a what is the current date that you want to change for your project? I want to say right now that my project is dated 31st of March. So if I press here, shows you and you see that, okay, the project right now, you see there is really is completed. So some of these activities because he said these are not dependent on having increased assessors, then they start these different. But that's not the way it works because you have to have your editor. So I'm gonna just click here that will just for you to visualize for dry wall. When I click on one and assign it to CSR this time, I want to say the creative drywall depends on the envelope complete. And also for flooring. I want to say it depends on the angle of company debts they pay, you, add the predecessors. Then I close this video and I press schedule again and reverse off Mars. Just start with the project I purchase. I really does override existing. And then you will see that this is added also pretty pelagic and they start these defense. So now these red activities that you see here, these are actually the critical paths, the activity that falls on the critical path with the longest duration for the project. So you see that here two of these activities are not uncritical class, but I want to include electrical as well. They buy, say for example, this is for you to see how it works. If I say daily tree called the flooring, it depends. Is after and actually call and then ISR fluorine as the successor to electrical, isolated it all. And then I'll go to fluorine. I SMBs mom, and then schedule again. You see that electrical foot constituted past as well. So electrical is done, is finished, and then you have the flooring drywall, these excluded from IES critical path. So the activity type here that I added, as you see here, I can select here to the tools bar the relationship lines. If I deselect this one, these nine can be removed then assigned here, and you are able to see their relation. And if I go to the design activity and AI technique here you see that the building pad is the successor to design. The relation type is finished to start, we have four types of relations. Is finish to finish, which means the finish off one activity dependent on the finish of the second activity. So if I say finish to finish, you see that the bar is changed, saw the finish off for example, building pad depends on the finish of design here or arousal. You say finish off these entrepreneurial finish up building pack. You have finished to start as the common type that you see that after design is completed building patchiness star, we have a start to finish, which means that they start off predecessors depends on the initial successors. That's how you can see in the Gantt chart. You see that the start of the previous Cicero's depends on the finish of the successor. Then we have a start-to-start. They starts. Here. If I press a schedule, it's going to be different. Let's see how it looks like. If I press, you see that the start of course activity will be at the same time. But I'm going to just finish to start schedule. So anytime, just remember you make any changes in their relationship, relation type, the successor and predecessor. Don't forget to update your schedule to see the effect on the Gantt chart and also on of the project. One more thing important to know if you see that, for example, the duration is long and you have to finish the project earlier. It is possible to assign a lag or for example, lead to some of the activities. For example, for this one, I have design, then I wanna say, okay, for this one, the lag is minus n, which means whenever you building pad one to start, it should be started ten years earlier than definition of design. And if I press a schedule here, then you see that the bars are moved to the left. Here is a 10 days was emperor overlap between these two activities. So before the design is finished, building pathways and polygenic slot. So there are some, for example, hard logic and software to assign these type of lag and lead to the project. If I press ten days here, then I press schedule. Then you see that for example, there is a gap here between design and building. Let's say you make arrangement and you see that, for example, the delivery of your equipment is not ready for the building pad. So there is a 10 days gap. So you add it as indeed here, that's the Veda. You can just manipulate your schedule and make it more reasonable. We delete lead and lag here. And you are able to, for example, FastTrack or for example, crash your project using these, for example, lead and lag. One more change for you to remember and also to see is the total float columns that I see in my active, in my table view. If you see the total float for all the activities is 0 except these dry wall, which is 30 days. When the total float is 0. It means these activities on the critical path. And it means that there is no way that is fair. Activity can be delayed one day. If it is delayed one day because it is uncritical classes coming up the total duration of the project. But for the joy while it is still stays, it means that it is possible to, for example, have these activity, the delayed by td days and it doesn't have any impact to the end of the project. But if it is more than 30 days, definitely this activity falls under the critical path as well. If you are not able to see these total floats, as I told you before, you right-click on your table, I'll go to the color. You have all parameters here. You can search for wine and then self portraits are fluid. And then after you find it, you just press this button here, add to the list and ABB added here. Right now I have it, I don't. And so this is all what you need. In this lecture. We learned how to add the activities. We learn to, how to, how to add the relationship between the activities, how to define the type of relation and finish to start this talk with me. And also how to Aguilar and how to see these, for example, relationship lines in the contract, or are you all able to? 9. 09 Advance (Rename Activity IDS, Codes, filters): In this lecture, I want to teach you some of the advanced tips for activity. The first one is how to rename activity IDs. As you see here we have the, all the Acme are these. But let's say I want to add one activity ID, one activity here I click Add, and you see that for example, this activity, let's say my son, I wouldn't say it's teamwork. And I want to add IV, for example, after you're good. I'm going to add it after believed path. But the way it works, you sees 1010, I wanna say it's 10, 11. So it would fall off after the ST work. But it doesn't follow the, for example, the activities for the project, by the name for the project. For this project, I want to change and then make it consistently the order they wave works. I have two quiz, all the activities controlled a. As you remember, there is a way also just making Control a to edit and then press Select All you can select what Jacqueline. So if I press Control a and I'll go to here to Eric and here you have the renumber activity IDs. If I press here and I say, okay, automatically number the preferred is a, I want to say corded be, the suffix is 1000 and increment is 10. If I press okay, then you see that it is change these activity that I just added a steel work. We do follow the resembled the numbering of the project and all of numberings are automatically added and also will be changed dramatically the relationship. So if I want to select my creepy, so the activity IV here is also changed. So there's no worry about it anyway, it's changing. The changes will be applied. If I want to select another 11 more time, I could renumber activity ID. I wanna say it's close and engineering and construction project. So easy suffix work for them. 100 and I'll press Okay, you see at the activity of numbers in this chain. So it depends whatever you select, I'm going to just delete these activities. So go back to the previous view that too easy, a 110 k. That's the way that you can change your activity and rename your activity IDs. The next thing that I wanted to talk about is the activity as, activity as steps are smaller activities, smaller endeavors that you do in your project, but they are not counter lack activities. And you can break down your activities to some step if you don't see it in your detail, we know here down below you can customize activity details. Here you see a step t canister just added to the list that you are able to see, then you press day. This tip bag is added here. And you see here I have a step and I have a stem description. I have to select one of these design. Honestly, it's asked activities, I select the zone for a moment and I say Add. You see 10 step is added here. And I can say this is, for example, for mechanical design. And I can add another one, or electrical and one for the age of 22. These are the three activities that are steps that fall under this activity. And you see that there's a tab for marking them that if they are completed or not. You, John, How also customize your column here. Indeed, I can right-click here, customized step violence. And here you see that for example, I can't say step-8 is 10 percent complete. If I say step wait. And I could it afterward. Yeah, I believe here I applied. You see that this is eyelid here. So I said architecture all has a rough, let's say 5, 2, 1, 3, and the other one too. So whenever I press the Sudan, it would be assigned a weight. The weight of rosenthal, each step is kinda impacted. All activity newer, that's the way that you can manipulate it. For mechanical, you will have the possibility to add some texts, years on description for electric cars are the same and for the same thing and you already also able to creep. That's for activity a step. The next item that I want to talk, he's above the activity code. If you remember in the interface of the P6, I explained that the activity code new generated in the enterprise. Whenever we want to generate something you refer to enterprise, you click on Activity code. And for the activity code for this project, you see that we have several category the craftsmen into acquires milestone, key milestone phases. For example, for the department, if I click here, it's been blue shows that. Okay. I have engineering purchasing department. It was under construction department. I can one item to these, for example, I can say I have R&D department here and he sees research that's added here so I can close this one. So if I go back to my column, I click on column and I look for activity codes here, and it's more a year, I see all the categories that I have selected department and just put it actually leaves the positive too low cost and I applied. And you see that the requirement is added to these activities right now if I click on these one, new window pops up in the available option for the department, which I say that this activity cause on the R&D department that's wanting to add foreground. Or the next one, for example, is information system that you are working in metric system your company solids third is possible that you have on project that you will assign one resource from another department, but these activity must be done under the IT department or for example, construction. That's the way to assign one the department to each of the equities. We have other types of courts as well. So if I go to enterprise activity codes and then again, if I go, for example, to the phase, we have terminal one courtroom and phase installation phase or let's say if you have procurement anyone IV to one of these, for example, coal cure activities, if I were to be column activity codes, I put phase and I could eat at the end after the Kauffman. Now Chris, okay, I maximize my table proceed and the phase I can say, Okay, design right now it is in the crucial moment bays and select this one. And whenever I want to filter my activities, I can say, show me all the activities that are neutral moon phase. Here. They haven't been started. We are just issue isn't one I don't know. Purchasing something for that is desperate to UT. So this is the way that you can add attributes or extra character to your activities in order to be able to use it in your projects, filter it, or process it later. That's for this one. So in this one you learned activity or steps, activity codes, and how to rename your activity ends. 10. 10 Advance Activity Constraint: Hey everyone, In this lecture I want to teach you some advanced tips about activity constraint. If you remember the setup, the duration of the activity, and then the setup, the relation between the activity and then we press new shoes, you will, and we run the update of the project in order to see what would be the duration of a project. But imagine that we have one activity that it must start on a specific day or it must finish on a specific day and age. So there is one option here in the detail below of the activities, if you will today a status tab, there is a constraint option here. We have primary, secondary option for the constraint. So if I click here what I'm gonna do, I'm gonna apply some constraint and these activity, which is called drywall. And if you remember that this was not under critical paths based on the existing schedule. But right now I want to just apply the constraint. So we have two types of constraints. The first one is the hard constraint. Hard constraints are those constraint that violate the logic of the P6 schedule. And it means that, for example, if there is any relation between the activities, it doesn't honor them and it cracked off the schedule. Your grant and activity somehow that is hard constraint is met. So we have mandatory Phoenicia and may need to reassign. So for example, for lease activity dry wall, I'm going to just start a mandatory Astarte. And right now, according to the schedule, the current one, it shows that the 1st of March 2022, The soul I'm gonna change the mandatory is start to, for example, some date advanced studies on. So I'm going to click here and it's sort of March, I want to say it is February refers. And then and then I have to run the schedule button. So I'm going to select here that, okay, my xij release for example, the current tweets or February 21. And I press these, as you see right now, these activities on a critical path, but the start date of these activities change to the first of February in a set of the previous speech was first of March. If I take a look at my schedule, my table here right now, in a set of gesturing their start and finish. I want to show earliest, latest start, early finish, late finish also in my table. If you don't see them, as I told you before, were to call column and then if you don't see these item, you have to search. You have a liberal item, earliest, latest start, early finish and late finish, and display them here. So right now you see that the startup project is set to first of February 2022 and also correspond to the earliest start of the project. So the earliest start and latest starting these case where a change and these Activity fall on the critical paths. If you remember, the two flows was 45 days, right now the float is 0. And I'm going to, right now go back to the duty, for example, another type of hard constraint which is the mandatory finish if I press this one. But before doing that, I'm going to just go to non-shared jewelry bags. So you see that how it changed. So now it's changed. I'm going to just go to mandatory finish. Right now they're finish off the project according to the previous run, an air condition. It is Second of May 2022, but I want to say it should finish earlier. Let's say should finish. Bye. Let's say y first of March 2020 to have Chris select. And then I run it again. And as you see these activity, the drywall, it start Evan before its predecessor. So the type of predecessor relation between these activity and enjoy what is finished to a start. But since V is set up a constraint here, it completely violated and logic of the schedule and also the relation and the drywall is scheduled somehow there it is. Start at a specific date and eat finish by the date that we define. If you see here in the finish column of this activity, there's ass trick the shows that these clear finish has a kind of constraint and primary constraint that he said call this activity. So these are the two types of hard constraint mandatory and start on a Monday to finish, I'm gonna just go back to the previous case and show you the soft constraint as well. So I'm going to start with the finish on Finish and then you set it up. It means that your project should finish on, on a specific data you define, but it is soft constraints, soils, for example, the relation between the activities and also the logic of their scheduling is violated. It does not honor these soft constraint. What I'm gonna do under finish on right now that the finish of the project is these activities may say Ken 2022, when I put finish on, it's going to affect both the early finish and late finish for this activity. So in a set of May second 2029, just to I'm going to put and 20 22 and I schedule and I, okay, so what you see here, right now, the activity is not changed, it's just fall on the critical path. But early finish of these activities. Second of me, because it was uncritical and it is a self-image. We cannot just go back and have go back and pass these its predecessor. But if I remove these from the critical path, Let's put these back to the previous case, non and schedule it goes back on when I remove it from the sensor. And under statutes state, I'm going to put finish on and myset of music and what I'm gonna do, I'm gonna quote, for example, 30s of rhonda showed you. And then you see that right now it is completely shifted back a little bit. And it is right now on the critical path. And also in the late finish and early finish right now both are 20 nice ABR. If I want to, for example, change the date again and put it first suburb plead and then press issues her children. You see that this activity can be traced back and also a start and under did is what the early finish and late finish would be first of April, in this case, the next type of Poundstone saponins finish on or after, which actually affects the early finish of the project. So let's put these back again on the previous case. Each time I'm going to do, I could remove their primary run the schedule, and then I start to present a running back again. So because it was removed from the critic, from the relationship, it can start on any day that we want. So there is no constraint. What I'm gonna do right now, I'm going to just put a finish on or after, which as I told you, it's going to affect the early finish of the activity. One is a finish on or after, for example, will 2022. And I grew more. That's a, a prefers sinking that we were looking before. And as you see here, this activity right now, it finishes on April 1st, 2020. Tool early finish is affected. If I change it to four finish on or before, then it's going to affect the late finish. You see that the late finish, for example, can be, can be 21st software could 2022. But early finish is, is bad because it can these equity doesn't have any bearing or any relationship. It is a change it completely so it can finish on or before a specific date, so then we can finish it earlier. Why not? So the software automatically created for an alien attack, but if I say finish on or after a prefers 2022, then I press this one, you see black, it is back again here because it must finish on after the state. So these are the constraint for their finish. The softband strain finish on, finish on or after or finish on or before. Right now if I go to the Start on for this activity and I'm going to just say a start on it. When I say start on a specific day in APIC, both the earliest start and latest start. Unless it violet, for example, the scheduling part of the scheduled in logic, then the actor, the soft constraints is not honor. So I'm going to change the start date right now. Are it now as you see, the start date according to the previous share, Julie's 31st of January, but I went to a good start on our first stop or period, and then I press schedule. As you see right now, this activity is starts as you see here on, for example. So when I press this one, it is start on the 1st of April 2020. 2. Again, if I want to change it, I have to. So as you see here, both early and latest or are impacted and a start date of this equity correspond to the study. If I put a start on or after, but before doing that, I just put it back again to non Ronnie doesn't have any active data. So start on or after if I put this one is going to affect the earliest start of the project. So right now they start off to college. First off Mars 2021. I want to see it's going to start in 20223 and so on. And as your, you are able to see the earliest start, the species 15th of 2020 tool. And the next one or last one is a start on or before which affects the latest start of the project. If I change the date, let's say I put it by the appropriate teams and she's release activity. So he said it can be hard on or before a specific day. So if it is possible to study layer, so it says, OK, I'm going, I start, the earliest start for activity would be for sophomores and the latest start is going to be by this date. That's possible to manipulate it. I'm gonna just go back to the previous step. Put nullclines train, run it back again. As you see, these activity has no relation, so I'm going to just assign one relation to these activity. Here, I'm gonna say, okay, they envelope is the predecessor to this activity. I'm gonna press. And then you see that it is back into the track with the same setting dad who were seemingly the beginning of the project. And since there is no contract, as you see, there is no as trach onDestroy wall either under Finnish or on the start date. That's the benefits of constraints. So sometimes as I told you in the projects, there are some activities that you have to kind of guesstimate. What is the start date or what these the finish date. And by applying this constraint, you will be able to better manage your activities without having any constraint. 11. 11 Advance Change start date of project: Hi everyone. In this lecture I want to teach you how you can change the start date of your project right now the project that we created and we assigned a relation and vg Ron day schedule in order to have the duration, I want to change the start date. In order to do so, you have to first close all the projects that you have. So to the left, if you remember, there is a close button which I press yes, I want to close all project so there is no activity or activity window open. Right now I click on the project. If you see this detail view, that's great. Otherwise you can right-click and press project details or just click here and go to the detail. Shows all the details for the project. Right now you have, you seen many tab here. In the editor window. There is one tab which is called dates. If again, you don't see the top, you rightly customized project details and you showed there tab that you would like. By now you see that I have selected all the available taps in order to display it. But anyway, I'll go to dates. There is one project plant has start with cheese here, 31st of March, 2221, next year. And then the day-to-day, what do you have to do in order to change the date? So I'm basically gonna shift all the activities they started to enter a date, which my plan is to put it for January 15. So you select a project plan to start. You can change the date here. I go month by month, two months, January 15, 2021. That's my intention to start the project. And for the database, you can change this one as well. Put a January 15th, 2021, and then you press Select. Then what you need to do, you have to open your project. I'm going to click, right-click on the project and select Open Project, the activities page window open. And you see that the Gantt is shown here. You see right now that data is shown here. The blue line is for January 2020 to 10. But our project that the data VSD assigned to the activities, if you remember, it was end of March 2021. Right now, I want to shift them all back to January 15 and change the history. I changed it. I started off the project, but now is the term for the activist. So how did that work? I guess you know how it is possible to do it. Right. You click on the schedule and u for the current date you put January 15th, 2021 and I press schedule, I run it. That's done. That easy. So right now all the activities are shifted. Their start date of the project is January 15th, 2021. And you see that the whole project is shifted around almost two months and half. So that's how you can change the start date of your project or you can just pull it later if there is any delay in this art. 12. 12 Add Resources: Hi, In this lecture I want to talk about creating and assigning resources to each of the activities and also I sign-in expenses. In order to do so, we have to first create resources. Again, if you remember, Create, and then we prefer to enterprise in the minibar. And we see their resources here. Click here. Then you see that there is some existing resources in my project. But what I wanted to, I wanted to create several new resources project. As you seen, the resource window is open to the right. We have these comment board. I'm going to just be kind add, and then I'm going to just leave the resource ideas, resource. Dash one, their name off resource. I can put Jack and I press Next. We have tree type of resources, as you can see here. Labor, non-labor and material. Labor or people, non-labor, machinery, equipment and material, those type of resources that are consumed. These are non consumed by the people and their first month of our people. So the first type of because this is a human that I'm just selecting. I say it's a labor, I press Next. What is the price per unit? I'm going to say it's, let's say 80 hour, $80 per hour. And what is the default per time? It's nine hours per day. I'm gonna say no, it's eight hours per day. And the maximum allowed to time that these dad Jack can't work for this project is nine hours a day and then I press Next. I if I want to put the office phone on, e-mail address is up to leave it as it is. Then here it asked for a rose. It's important to recognize that draws is different than resource. Basically, the roles are titers or skills needed to execute the project. But resources are specific labor or individual that can do something. So resources can have several roles, but a role cannot have several resources. It's important to remember that. So it's possible to one resource, I have several rows, but he's just one primary role that a resource can have. An aside from that. And aside from that, it's important to remember that after visiting the project, we usually define their resources. And we are looking to assign the people who perform the project, who are going to do these activity. And we're going to do the next activity and who is the primary resource for one. So for this role, I'm gonna leave it as it is empty or I can assign a if I already defined it, but for the normality it as it is. And I press Next and it says, Okay, what is the resource calendar easy to exist in calendar after project or a new calendar for your. So it might happen that during your project you want to a hire someone can prove that they are able to work five hours a day. So you'll have to define a new challenge for them being so big because it's not possible for them to more poor, more than five hour or as you're getting consultancy services. So I'm gonna just click cure the existing calendar that it suggests that I have to pick. I leave it as five days a week, ten hours. Then next. And it's for this one you put all to compute actual next and then you finish. So you see that these new GI QT resource name is created. I'm going to just move these to the right if you see from the command bar moving to the left. So these become one Here, separate, completely separate dandy other resources defined during in the project. And I'm going to just create another resource here by puts the resource name john, next neighbor. Then it's 60 hours a day. It really works for eight hours. Sorry, that was $60 a day an hour and then eight hours a day. The maximum lowers. I can simply click Finish to just finished R1, and i'll, I'll create another resource as well here. Then I click Add. I could, for example, leaky, sname and I labor $70 and hour and then they get for this one, I put seven hours a day with maximum enough nine hours. I click Finish, I apply, remove him. So all these three resources are in the same level. And I add, for example, one more resource here. But this time I put, for example, concrete or something, or I can put, let's put the steel here. I could next, DC. And what is the unit of measure? I say Gates tones. Select this one next. And what is the price per ton? Can say a fates it 1000 per, per, per tons. And what is the maxilla didn't the unit that you are able to use per day is 10 towns, Is it 50 pounds? How many homogeneous I put two and the maximum nice, for example, five. Then you press Next and Finish. So you'll have one, for example, non-labor resource added to the smart. So I'm going to use these four resources in my project so you are able to see how we can assign resources. 13. 13 Assign Resources and Expenses: Very want to assign a resource to a project. You can click on the ability, for example, to the design and you come to the tab to the detail we do here down below. If you don't see, just simply you need to click on the detail button to the top in the tools bar. And when it appears here, there is a tab for the resource. Again, if you don't see you see the detail we do, but you don't see the resource tab here. What I have to do, I have to cause kick here, click on the Customize activity detail. And over here, I'll select, for example, the resources to be shown in the display tab. And then I'll press Okay, what I have is, I have no problem. Here you have the assigned resource button. You just simply click on Assign resource and a new window pops up here in order to select a resource that we just created in the previous lecture. Just select back here, I press here and I close this one. So you see that he's assigned to this task which has a duration of carry days. And you see that the duration is a 30 days and he is causes $80 per hour and he works eight hours a day. So he totally gets about $640 per day because you multiply the number of unity worth to the price and you get the price of the cost for one day. And he works for carry days. If you want to play altogether. That's the budgeted cost for, for this resource, for this class. So in order for Jack to complete this task, and because he's in Walter Reed is working eight hours on these points on this activity. The cost for this activity would be $19,200. I can simply go to the column just for you to practice and add the total budgeted costs here. So find here I click budgeted down, I find budgeted costs here. I want to display this one. At the end of the column. I press okay, and I see that the budgeted column is added here. And I see that the cost that we see here is edited. If there are other costs or other resources assigned to this task, you will adds up here. And then that's for one of these one activity. I go to the next activity, I add resource. I can't add John peer. Then close these font. That's you see that the budgeted cost is added here he is the primary resource. I can have two resources simply for one task, one activity. And as you see here right now, Mickey's added for this, for example, activity. He's added as another resource to this activity. If she worked six hours a day for these task, the total cost of the forehead is going to be 11,760. But I can simply say she worked two hours a day for this project. So you see that is 4200 and it adds up with John and then it adds up here as the budget total cost for this activity. I can just change that she's the primary resource for this activity or no, Johnny's their primary associates possible to add several resources here. Aside from these, I can add also non-labor resource here, but I will do it in 11 more kilometers. Remove me. Just go to masonry structure. Address source here. I'm going to add a steels here. So how many clones are, for example, it's still do reuse for Lisa, for example. Activity. Then it is automatically calculate how much it costs. I'm going to add, for example, Nicky here. She's the primary resource for these activity. She works, for example, seven hours a day. Then we've multiplies and the budgeted total classes. Jacqueline, I'll do the same for other activities during the project. And I'm going to just add jack again here and then close the swan. Then I could five hours. It's added for a milestone. It's not possible to add any, for example, resources. You see that it's the buttons are deactivated. So I'll do, continue to do the same math. You can do the same here. I'm going to escape here in the video, but I added myself. So I did add only resources to all the activities. And you see that at the end shows the budgeted total cost for this project is a $184 thousand global and dollar. So if I want to see, for example how the resources are, haha, I Chile the cost, these distributed. I'm gonna just PQR and I see that all the activities precedent old as the distribution of the expenses and the budgeted labor for this project or budgeted expenses. That's basically how it works. For more item that I want to mention here is to add expenses here as well. In order to add expenses, I'll change. I came to the detail we know I just cuz call today expenses the customers new, and I'm Chris and shows the expenses. Expenses are other types of expenses that happens. For example, if there is a recommendation, require nation or for example, the travel teachers with T cared, this is kind of expenses. Then you would be able to assign and horizontal add them to, to project it just for you to understand it and how it works. You can put the budgeted cost, the actual price per unit day and night are stated. And happiness is different type dead. You can't, for example, as assign pier and added to your project. And these expenses will be added to the cost of each activity as well. So that's a way to add expenses as well. Key activity. And aside from the activity usage profile W, just so you can, you can select all the activities to see a cost or a one, The one-by-one to see palate, it is possible to see the resource usage profile as well. For example, for Micky that we added, you see that she's used for months here and then another foremost during the course or another three months here for John, you see that he's actually used here and there. If I select the other, for example, Jack here you see that we're doing the course of the project. So it's possible that you can use and manage their friends and they had the resources by just observing the resource usage profile from here. So you have resource usage profile and, and also activity usage per watt is possible to us UDP spreadsheets, but I prefer personally chart you, write the expression. Okay, So what we did in this lecture, we just define the resources, actually created resources, assign resources to each activity and soda total budgeted cost for each activity and a 100 day project. 14. 14 Schedule Compression: Hi everyone. In this lecture I want to teach you how you are able to conquer us your schedule. So right now you see that my schedule has an elevation of my project, has a duration of 385 days. But imagine that due to some restriction or for example, the clients want you all to upper management. They want you to reduce the original duration of the call j by 15 days. I'm going to just change it to 372 are two ways in order to do so. The first one is fast tracking. Crashing. Fast tracking is to just make overlap poor different activities so they can be parallel theater. What crashing means that you add resources to your activities? Would it be to make the duration of one activity shorter? Usually in the crashing case, the cost increases because you're adding resources to Europe to each activity. And in the fast track, the risk increases because you are making several meters that are supposed to be finished to start type of relation, but you are making them parallel. So I'm going to teach you how you are able to do. Let's start with the fast tracking. So if you click on the beginning part and you see that or go to the relationship, you see that the building pad is the predecessor to the amazing or I want to make these one day amazing array structure parallel to the building. So how did that, how does that work? So I go to the predecessor for the, when I click on the Mahzarin Carey and I go to the Relationship tab. And then there is a column here. I explained this before to you. But there's a column for lag which I want to say, okay, it's minus 10 days of crazy. Third, and I showed you my Gantt chart and you see that there is an overlap of 10 days right now for this activity. As you see here, the original duration of the project, these decreased by days. So I just made a lag here and the like these, there is also possible to add additional lag to this activity if I feel comfortable, for example, to add make it minus 15 in order to make it 370. But also I can't go to another activity and add resources to crash that activity. So also one more thing for you, for you to remember. It's possible if you want to make two different activities completely parallel together. So the starts of both will be the same. It's possible to change the relation of those activity. And in a sort of putting finish-to-start, you decide to make it Start to start. So they both are most activities can start to get her. But again, it depends on the logic of the activities and the nature. Sometimes it is not possible to start both because you need the foundation, for example, for the next activity. So it's important to know the logic of how you are able to do so I did the score, the masonry structure, there is a lag of minus 10 days. There's overlap here you see in the Gantt chart that before the median paddies finish, we start to work on the masonry because we want to just finish the project earlier. And I for the crash, I want to go to a lower activities here. And if you see here, I want to crash one of the activities that has higher duration. For example, I have the mobilizes cough, folding 35 days. I want to crash these ones. So I go to the resources in the detail. And as you see right now, there is one resource it's assigned to hear every five days. These resources of the team of resources supposed to work seven hours a day. And if you multiply these in total, it's going to be 240 units of work. In order to complete this work. I'm going to just click here on my Gantt chart that you are able to see it as well. So again, I'll go here. So I'll click on the demobilize. And right now you are able to see before crashing activity by adding resources to specific activity. Remember this formula, that the resource unit equals to resource unit per time unit multiply to the duration. So let's say if I give it has a tiling five days of duration, then dabei source work seven hours a day. 35 multiply by seven. That will be the unit required to complete that activity. So right now I want to crashed and I want to decrease the duration, that's my target. So if I want to decrease this one, what I have to do, I should keep these parameter resource you need constant in. And by increasing their time that one resource can work per day, I can decrease the duration. So I decrease the ration, the number of hours that data source can work increases. If you multiply the two parameters, the resource needed would be constant. So it is important to remember that why? Because if I go to my activities, I go to the general tab. If you remember, we selected the fixed duration and you need as the duration type four our activities. But right now, I want to just click here and click on fixed units. And if I go to the resources, that fixed unit means that my budgeted unit is constant. For example, if you have a beak work, the fixed unit is that, for example, if you are supposed to complete a wall by a, by putting 800 breaks. So it means that those 800 should be completely done. So right now you can play with your original duration or the number of hours then your resource work in order to be able to meet that requirement. So if I just change the general one to the fixed unit and go back to the resources. What I'm gonna do, I'm gonna increase the number of hours that my resources is able to walk. So if I say nine hours and here you see that right now this activity is reduced by almost eight days. I can't put more hours in order for ten hours. It's going to be 24 example. For diversion going to be 24 date. I could simply also click on the original duration that I want to happen. So I, if I could say okay, 25 days and I click, then I see that my resource needs to work 10 hours. But if I wanted to crash this activity, let's say by five days and I put in the iteration to 30 days, you see that my resource needs to work eight hours a day, but I can ask them to do over time or they need another person to their team so they would be able to work. So I want to make it original. So if you're 35 days and I meditate 30 days, so by no fight disease decrease. So my resource that was supposed to work eight days. Sorry, I was supposed to work seven hours a day. Right now works eight hours a day. And if I press schedule here, and I go up, I see that my duration is decreased to 370 days. So I could manage to decrease the duration of the project 15 days. Just wanting to remember, it is really important if you want to muck class track or crash your project because you want to decrease the duration. It must be done on the critical path. Because let's say if I work on this activity, because it is not under critical class and it has some float. It is, it doesn't have any impact on the end date of the project. So if you have many activities and you want to just filter it, you can go to the filter if you remember, and then click on the critical soul. You just see the critical activities here. All right, now I just remove it whenever Just one more extra heat whenever you do these fast tracking or crashing. And then you, for example, if you are using filter and then you run the church rule, it is important to remove this material because it might happen that your critical path has changed on another activity is added or removed from your critical path. One extra hint for those activities that they already started. And if you wanted to crash those activities, when you need to do, you need to go to your resources here and click on customize. And I'm gonna just add one parameter to the display and I want to save remaining. And if I click here, go for remaining duration. You seed here. Usually you put it after your primary resource by okay? And right now you say the remaining duration for these activities, for example, 30 days. If you want to cry something by changing the original duration so that your budgeted unit can Larry, in order to have a fixed budgeted unit, you will have to change your remaining duration, not the original one. That's something to remember. So in this lecture, you learned how to fast-track and crash your schedule in order to compensate and meet the requirement of your company. 15. 15 Add & Assign Baseline: In this lecture, I want to teach you how you can now assign baseline. If you want to assign based on pure project. You have to go to a project menu in the project tab in the menu bar. And there is one button here, maintained baseline or Amazon basin. First you click on maintained baseline. Here it says what is the project name that you have? Okay. I'm gonna just add one baseline. It asked whether I want to save a copy of the current project as a new baseline or use another project? I use the current project. Yes. Okay. Then it I create a one baseline current PC Training dash P1, that baseline type gala call it initial planning baseline. Data date is January 15th as they start of the project. But today's the date that these based on each generator. So this is generated, then I can press Close in order to assign it to the project. I'll go here, assign baseline. Then you see that the project is the P6 training that we generated together, the project baseline. There is only one way Stein that I created the SP1 and it says the prime, the user baseline, we're gonna say, okay, this is their primary, is nine. And I press Okay. Then DC's assigned to these projects, has one of the basin, so it's like a snapshot of the project at these time. In order to see it, you go to the bar. And here you see that we have primary baseline which is unchecked when a chicken back again, then press Apply. And Okay, you see that this is added to the project. So this is what is the status of topology. So if say during the course of the project, usually that's the case. All the things doesn't go according to the plan. There might be delays, there might be some changes in the project. So then you will see, for example, these kinda deviate from these yellow bars here. Be sure to baseline. So the total activity during the project might be different and diverse land you are able to make as many ways as you want during the course of the project and name it to be different, for example, characteristic and attribute. 16. 16 Update Project status: In this lecture, I'm gonna talk about updating the progress and status of the project. Let's imagine the president has started, it's one week due to the project. Again, we want to see how things are going and everything is according to plan or no. So I'm going to just turn on these progress, the spotlight here. And if you remember in the introduction to the interface, it could show the duration or the period of time that I want to just update my activities. So I just made it to the end of February. So it's two week for two weeks. And then I'll see, okay, just one of the activity needs to be updated. I'll pick on this activity designed. And here in the detail window, I'll go to the status tab and I see the original duration is scary days. Then other details that are needed to be completed. Since we are two weeks into the project. I'm gonna see if the project has been started or no. If it is not a started and just leave it as it is, they say no, it's not started. But okay. Let's say it started. I'm gonna say okay, it started not according to plan. It was started with five days late on to NES January. And after about 10 days or one week of work is, for example, just 2% completed. You see that? When I just keep 2%, it's just one day is redacted and in the remaining work would be 29 days. You see that the start is a little bit different than the baseline. And for example, the divisions is different. So what I have to do right now, I am going to key condition. And I imagine that I am at the end of the January or February. I click here, I select Yes, and then vigil. Okay. You see that round or is it changing the bars? The design activity has started five days later. They had on the baseline and a plan. The way it works. You see that the process started five years later. And we are first so February, according to this blue line, first of a brewery. So it's a days after the start of this activity. So eight days or the actual but how many, how much of the work has been done? It's just 2%. And it calculated and it says, Okay, just one days is completed or 29 days is remained. So these eight days of the actual is added to the 20 nineties, and then that will be Teddy, seven days of the fully completion of this task. Then that's why you see that the end of the, for example, these activities a little bit for, for example, from the baseline. That's for this activity. And just one more thing. If your person company type is not curation, is physical or unit. Whenever you change the duration, you have to manually ask, for example, and assign the remaining. So you ask the person in charge of that activity how much of the work has been completed and how much is remaining? That's basically a common sense that person has based on their expertise. And they tell you what is the remaining. You couldn't hear, you put it the percentage of completion based on the physical inspection or asking from that project. There are resource. And by assigning the remaining sure, you won't be able to calculate the complete of the activity. So this is basically how you update the progress of your project. Imagine that after 1st of February, by the end of February, we want to update the project again. I'll just turn on these progress spotlight again. And I'm gonna just write now see what are the activities that need to be done? Well, let's say we are at the end of March and when I update the project, so I'll see two activities must be completed, must be updated. One is designed, the other one is building pad for design, I say, okay, this is when it was finished. Okay. There is was finished according to the task. They couldn't just compensate for the delays and the total activity was done in 37 days, the task was completed. But for the design for the building pad, I say, okay, was it started according to the next, by the end of the horizontal, the previous, because these design was predecessor to the building facts. Then I say, okay, this was assorted Marsha 12, and it's completed by 80 percent. And I picture, you see that the duration is completely reduced. What let's say, I'll put it I'm going to just put 70 or 60 60 percent makes much more sense. So you see that the original plan for dissecting it was 30 days, but we couldn't do eat ate at at least by the end of March, 60% of the job. And you'll see that, for example, if I press showed you right now, i'll I'll consider that it is in the end of March. Select schedule, and you will see how many days of remaining would be. So 60 percent of the job is done this activity from Terry, the person's original, so it's 12 days remaining. And by d2, by the end of the activities, if everything goes according to plan, you would do this activity will build young with 25 days. So you see again that this is often a baseline and a plan and we have to compensate it. And there are many other activities in the project that we have the chance to competency so we can fast track or we can crash the activities in order to be able to compensate the timeline. There is one button here which is called progress line. If I click here, it shows the activities that are behind the schedule or the head off as usual. And you see all, almost all the activities in this project because of the delay for the sort of two projects are behind issue. That's your role as a scheduler in your project to update the project progress during the course of the project and prepare the report for the project manager. This is the manual way of adding and updating their project status. And other ways to go to Tools and click on Update progress. And the new data date, for example, that I would like to calculate it is end of Mars. If I press apply these type of progress and just imagine that everything went according to plan. So it doesn't consider the delays, it doesn't consider the duration and the value, cleanliness spec and assigned there, it says, okay, That's the plan, That's the data that I am just getting the update. Let's do it automatically. And it's gonna consider Ashland that everything was quoted line. This is another array, but this is not practical. The more, the more practical way of viewing and updating the status of your project is, as I said, completing the duration, checking their start day, and checking the remainder of the project and just updating dishes you to see how the progress of one activity affect the other activities. 17. 17 Earned Value Analyses: Hi everyone. In this lecture, I will teach you the earned value analysis. And value analysis is done during the project in order to get an update about the status of the project and see how we are doing for the project in terms of his schedule and the cost using these customized S-curve diagram. Ivt Chu somehow that you never ever forget these earned value analysis for those who already passed PMP exam and for those who haven't and are planning to wherever and for those who are intending to use P6 offer without going through the PMP exam. Here I generate a scenario for your project needs five delivers, each of which has 10 days of duration, cause $600. If I add this costs of all the deliverables or all the, let's say the WBS, I'll add achieved to these budget at completion, which is $3 thousand. So by the end of the 50 days, I expect that the cost this project would be $3 thousand and I get the 10 days for each of these deliverer. But after three days, we want to see how things are going. We are on the schedule or we are on watch it. So if you take a look here at these time, which is the status date that I update my project. I observed that just to after delivers were completed and three is still our remaining. However, I was expecting to finish tree of them. So IVC that the end value, which is the planned or budgeted amount for the word actually completed. The hotel was completed is $1200 and the planned cost was $1800. So there is one scenario here. They spent more money on achieving the, completing these two deliverables than what we were planning for. So a scenario that I wanted to write now show you here is that the actual cost for completing these two activities was more than what was planned. So we spent 2404 completing these two activity. It can be due to extra resources that we applied or our existing resources. They worked more than expected or there were some expecting expenses that you were not expecting, some issues happen, you had to compensate for. So the actual cost, which is the total cost incurred in completing their work in these sorrows days is 2400 dollar for this to complete that deliverable. So as it is evident evidence for everyone, you are not doing well on this project. We are beyond your schedule. Over the budget here. Dc is one of the scenarios that could happen. I could have, for example, an actual cause is less than the plan costs or even lower than the available. There's a stick to these scenario and we will see how the calculation, and it is more than enough for you to understand these AS curve and end value analysis. So as you can see here, the actual cost at this essay is. And if you want to complete the other tree delivers definitely if you don't take any, for example, let's say actions or if you don't do anything, the cost would be higher. So the budget at completion, which is the budget for the entire project when we were planning and it was the project baseline is going to be less than what the cost of the project would be at the end. So if you want to complete and meet all the scope of the work, definitely the cost gonna increase unless we cut the scope and try to, for example, do some hello quality, for example, delivers in order to meet the by the budget of the project. So if I take a look here, our n value, the plan costs and actual costs and the cost, which is, which all are represented by dollar value, are shown here. So I'm going to write now calculate some of the indexes for this project to see how we are doing. One of these KPIs is the cost variance, which is the difference between the end value and the actual cost. So that will be the dollar amounts from here to the year. And if it is negative, it means that we are over budget and you are not doing well in the project in terms of cost. So you see that by having 2400 minus the 1200 is going to be minus 1200. The next KPI is the cost performance index, CPI, which is the ratio of these earned value to the actual customer, and it is 15 percent. So what it means for every dollar that we spend in his project, we just get 15% of that, which can be said $0.50. So definitely we are not doing well on the project. So I actually spent $1000. Then the value that we get, the complete, for example, just half of the next KPI is a schedule variance, which is the difference between earned value, land value, and as you see here, is minus $600, which it means that we are behind schedule. If it is negative, it means that you are behind schedule. If it is positive, it means that we are ahead of schedule. And you see that that's true because in a set of completing three deliverables here, we just completed one here and one here, just two. And if we calculate the schedule performance index, SPI, which is the ratio of earned value to the planned value, is 66 percent, which means that we are about 33 percents behind the schedule. And that's true, simple to understand in a set of three we completed to these SPI shows that you're progressing at a rate of CCC, this project. But let's see if we continue with the same rate. What will happen at the end of technology? And what would be the extra money that we need because we are behind schedule and over budget. So we come to an order parameter which is estimated complete, which equals to the actual cost IVC. Why the amount of money that we need in order to complete the whole project. Though, this is the estimate and forecast that we do. If we project with the same rate, we see that the estimate at completion is more than what we were planning to. So the budget at completion is less than the summate submitted a completion. And the time you see that is more than our planned and end date. So if we calculate the estimate as compared these formulas a little bit more complicated but easy to understand, is actual cost plus the increase of the Bolger, the increase of the cost, which depends on the rate of our cost performance index. So it's the budget at completion minus n value. So look at here we have budget at completion minus n value, the difference that we need to complete the project, and it needs to be added to the actual cost. But C's are in performance index is not equal to one. We have to divide it by this one in order to be able to project it correctly. And if I do that, I end up with a value of $6 thousand. So it means that by the end of the project, we estimate to have a cost of $6 thousand. And right now we have a budget of 3 thousand. So we have to look for some budgets firms somewhere in order to be able to complete the project. Otherwise the scope will be uncompleted or we have to water quality, which is not good for the client in order to meet the project, schedule, the budget, and that's not the suggested one. We have to make sure that the quality can be met. So now we know how much is the estimator complete. We wanna see how much budget we should look for from the upper management. So there is an index here or a parameter which is estimate to complete. And this one is the difference between the estimated complete, this one and the actual cost. How much more money we need on the cost. If you see how much more money we need in order to complete the project. If we did that these two values from each other, we end up with a value of 3,600. Please remember this is important. This assumption is that we are continuing for mosaic with the current conditions. We can just take some action in order to, for example, a meter deliverables and also compensate for time-like fast tracking or crashing the project. But all these calculations are based on the assumption that we continue this the same way that we are doing right now, for example, would be the rate of 66 percent for a schedule and iterate of 50 percent for the cost after we finish how much money we are over budget. So that will be the budget at completion. What do you plan for in the baseline minus estimated completion? What the simulation or what the forecast shoes and it is minus $3 thousand. Definitely shows that we plan for 2 thousand, but estimated cost estimate at completion is 6000. So we are less 3000 here. So we have to be sure that we have extra $3 thousand budget that he asked for and in order to complete the project in $600 here, if you see here, it is from the remaining budget after project, which if we add these two value, we end up to 3,600 saw at the start of the project. In order to complete the statute state we need $3,600, but the end, end or at the end of the project, our branch. Project is over budget by $3 thousand. If I take a look at the vertical column here, the cost one. Just for you to review the scheduled variance, that's the earned value minus the plan cost, which we see that we are behind schedule by these calculation, 43 percent. The cost variance is the difference between the end value minus the actual cost that we saw that you're over budget by 50%. And variance at completion is the difference between estimator completion with the budget at completion, which we calculated and we saw that it is minus 3000. And estimate to complete is how much money we need to do to have these stay as these at the state in order to be able to complete the project. And he saw that the estimate to complete was 3,630. So I hope you understand how these n value analysis work and what are these parameters, because we want to switch to this offer and see if these values in the project that we were developing together. If you launder sand, I encourage you to watch this video and I guarantee these unique way of representing the S-curve we'll help you for. And you will never forget it in your carrier. I'm going to just put these PDF file as one of the resources in the earned value analysis later lecture. So you are able to use it and reviewed whenever you want during your project or in order to practice or exam. So I'm going to write now switch to the software. So the project that we were working on, it was PCs under land training. I right-click and open the project. So the activities or so you see that the table that I have here, and this is the project that I also put this as the resource for you to have access to. So the project is in 2021 and it lasts into it continues until 2020. In order to be able to CDN value analysis parameter, I'm going to just maximize these TableView and select some of these parameter that we saw in that slide. So I already selected budget at completion, which was the BAC. That is the baseline cost of the project. The cost variance, a schedule variance, cost performance index, a schedule performance index. If you are not able to see them, I will teach you how you are able to add it here. Then we have estimated completion cost estimate to complete and various at completion. So if you don't see this perimeter, please right-click here. Go to color. And here you search for all these parameter, for example, sage cost here. And then you would be able to, for example, cost variance if I say there's cost variance. So you find the cost variance here, then you. Down because I have the parameter here, you don't see it here in these mean ego, but you can look for these parameter just added to your display window and then press Apply. Okay, then you would be able to see these parameter. So how does that work? If I take a look at my project, I see that the WBS structure that the old created together, there are similar activities. So I click on the design and if you remember, we calculated the budgeted cost for this design. We went to the resources, we assign 1 resources to these TV team, which was Jack and duration of these task, as you remember what, 30 days. So he calculate the budgeted cost Korea, which is 19,200. You see right here. But let's say after several days into the project, we completed the status of the project. If you take a look here at the company at the schedule, we made a schedule at the 31st of March, 2021. That's the blue line, IVC here. So that's the blue line that you see here. We completed the design task and we are either building pad, we call kinda of computers some part of the building pad, but not yet completed. So I'm gonna take a look at the design activity. I see that the budgeted cost is 19,200. But what happened in reality? You see that the budgeted unit four activity was $240. But what happened in reality, the actual regular unit are used for these one from Jack is 260. And these 260 adds up to a cost of 20,800. So if I take a look here, I see that my cost variance at this stage for this activity I'm taking, I am just repeating again at the statues aid, which is end of March, 31st of March, is minus. If you see it in parentheses here, it needs it is minus negative. And if it is negative, the customer, it means that we are over budget. Is Linus was $1600 for this activity. So 46 specific, you are over budget. But what about the schedule barrier? You see that the scheduled variance, which also represented by dollar value is 0, which means that we are doing well for these tasks and these activity. The cost performance index is 0.92 or 92%, which means that for every dollar WE is pending this project, the jet back 92 cents. You can interpreted like these efforts visual performance. It is one. If it is one, it means that we are doing according to the according to the plan. But if it is remote than one quarter schedule, it means that the head office schedule via our performance was better if it is less than one, it means outperformance for in terms of schedule is not good. Then if I go to the next parameter is estimated completion costs is 20,800. That's equal to day salary that you pay to Jack in order to complete this activity. And then the various at completion a cause to these, among these values that you see here, your calculator for each of these activity one by one. And then they are added to the whole WBS level and to the end of the project in order to see how you're doing. So if I go to the building part here. Building path, as you see here, we are just half of the way 2D task. And these are the resources that we assigned to the building task. We have John and me, he working on this project. Johnny's the primary source. He was budgeted for 11500 to 20 dollar and Wiki for 4200. Be these price unit and also the budgeted unit that we tolerable. But what happened in reality? Why these time we w curve? Again, I'm repeating for you to completely get familiar with the concept. By this time we were budgeting to have the complete of these projects, these activity for about a 192 budget unit four and for John to complete these tasks and 60 unit for making to completely. But at this stage of Roger, he spent a 200 units and each has spent at 50 units of their time in order to complete the project. Up to here. That's actually the actual cost that we have assigned and the spent on till here for this one. So for one task we have one resource, we have two hundred, ten hundred dollar. And for the other one, 4200, if we add up these two values together, then we have these, these value here. So our budget at the baseline was $15,720. And the cost variance that the AUC, again here, it is negative $1668, which means that you are not doing well on these activity. And a schedule is also behind because if you want to see their schedule, but you have to go to the status. So here you see the status of these activity. So by completing the duration of completion and also the date and the scheduling, we end up to see that for example, VR kind of here for this activity also behind schedule. And if you take a look at the schedule variance, as you see here is also negative 2000, okay? As you see here, just been on Zoom here. So you are able to see negative $2620 fee schedule. So the cost-performance here for this activity is one day schedule is 0.78, so we are progressing for this activity, we did 78%. And it is behind schedule these specific activity. Then if you go to the other parameters at the end, as you see here, as you see here, we have a similar completion, exactly the same thing that was planned for. But it affect their schedule, but not the cause and estimate complete. How much money do we need at this stage to complete this activity? And if you add up these value to the occurrence of money that is actual cost that is expanded spin here for this activity and you subtracted from the estimator completion costs, you end up with a $0 variance at completion. So it means if you continue the same way that we are doing right now for this activity, there is no extra budget needed for these activity, but the time increases because we are not doing well four days, can you so we have to make sure that we are we we plan also in order to compensate for the remaining of them. So that's basically how it works. I'm going to show you the Gantt here. So if you owe each of these activity, as you see here, the budget at completion BAC that we saw in our presentation already has some value. But for the other tasks that are not yet started, whose input for this activity I teach here. I see that the status is not yet started. You don't see any costs, values or exclusion variance. It is important to remember that. But as you progress into your project, you, for example, your progress and then you have these progress line here. And then let's say by the end of 2021, complete onto it here. And then you calculate your actual you put the time that you spend in order to complete each of these activity, you would be able to populate these values. And by these day end of 2021, just see how we are doing. So it's good in important to calculate these indexes, these KPIs, in order to see the performance of the project during the course of the project. I recommend if you get confused to watch these video one more time. But I believe is ACU clear for everyone to never forget these parameter in their analysis. 18. 18 S Curve: So after you saw these parameters, the end value analysis and the parameters here, I'm going to take a look at the activity usage profile data toolbar you CDA, and if you click here, and then you opens been doing a set of determining door to the bottom right. And these shows actually the S curve that we were seeing in the presentation together. So if I click on the design activity, then you see that the actual total costs of these activity, let me just change the timeline for you to better see the variation here. So I actually cure timeline. I in a certain year, quarter or a year mass I apply. Okay, I am right now even see my activity usage profile here. So I see for January, February, March, these activity in these specific identity design. For the January, the actual total cost was lower than the budgeted one. But for February, it was for example, this as well. For the marsh, the total cost was high. And then after the task was completed in total, as you see here. As you see here, in total, they pay costs for these actual was fired and the soda in the table. So if I want to summarize it then CEDAW and for the quarter as well. Ooh, quarter year. Vc in total for the quarter 1 of the project or the specific activity. Their cost, the actual cost was higher than the planned cost wise like that. If I go to timescale, goodbye, he need your mounts and zoom here and use TD schedule here as well. The one shot to the top, you see that these task was planned to happen January and February, 40 days. There was no plan to spend money or have any budgeting Moscow this activity, but it was extended and then we had to spend someone you noted completed in March. So you see that the plant, the budgeted total costs or replant one here was, for example, 0. While for March we had some actual costs here. If you want to customize the parameters that you see here, you right-click here, activity usage profile, option. And you have different parameters that you can. So I selected budgeted actual end value cause an estimator competition. And you can't put, for example, Planned Value costs. Well, it depends on you if I could these bonds, as you see here, he chooses as a curve here. And if it is Deshawn earned value chairs here shown Barker's. So whenever you apply and teach here any of these parameter, It's important to remember you don't get suits why I have these all permanent, because it changes to all activities. Show usage for all acted or for a selected activity if I select what a selected activity. So just show the parameters for obesity xy1. And as you see here based on these current activity, the design one, the estimated completion costs that you see as a pinch curve here is higher than the budgeted total cost. So if we continue to see that we are doing just for the second VLAN, we don't improve our process for the other activities. We will be over budget and we need extra in order to complete the project. And the other chairs that you see here, this is the n value costs for these activity, for the design one. And you see here the n value is less than the actual. So it's really similar to the chase that we saw together in the presentation, the slide. So the end value was lower than the plan and also the actual cost. If I want to see it for the all the activities I have just to activate. You see here the planned cost, the actual cost and the bankers, and therefore the rest because the other parameters are not yours or the other. I don't see any actual costs for the moment. If I select just these two and I, and select activities. So it shows right now the distribution of the costs for these two activities they want that I just started. They wonder, you see, they are already a starter project. And we see that the actual cause year for the most of Moscow to activities these much higher than what we planned for. And you see the curves here. So by doing these analysis, you will be able to, for example, get control over your project and don't let it go. You are able to manage it efficiently. So for those who are visually, they can update their progress and presented to the project manager for the project coordinator, for them to understand that they have to take some action in order to be the project in under scheduled around the budget. And ever for project manager the China as a scheduler to give them updates frequently so they don't end up with missing the project and go there Wacker for my senior project. So these S curve and also the n value analysis that I presented here will help you to achieve that. 19. 19 Risk Management: Hi everyone. In this lecture, I want to teach you how you can create a risk and assign risk to your activities. So the project that we have worked together is PCs on the line finding. I'm gonna just open this one. The activity pages open right now, if I click on my activities, you see that there is no risk assigned to each of these DVDs. So what I'm gonna do, I'm going to first go to the risk page and create some risk and then assign it. It's like resources that you, as you create resources and then you assign it to a project or, for example, other type of parameters that you first create them. If they don't exist, then you can assign it. The, there are some basic risk in this project and they exist as template by what I'm gonna do, I'm gonna add, for example, these COVID-19 as one of the risks for the project. Because this is something new and it should be taken into account as it has already affected so many project. So here the first thing if you remember for creating risk, you, there is to the left in the directory bar, there is the risk button. If you click here, then the risk window opens. On the top part you see there is no risk generated or created in this project. So what am I supposed to do? I just click right node, add or to the right. I know you all know right now how to create. You click on add and you add one new item. So I click Add here. Their risk ID is risk one. There is name, I want to put it coli 19. Then the risk category, I'm going to right click here. You see that there are many categories. Here is project management, people, cost, contract time, environment, quality, or market. I see that it doesn't exist here. So I'm gonna just go and create a new category here so that I can assign these risks to that category. As, as you remember, we have to go to Admin and go to admin categories. I will explain these in the Free Corps for the P6 interface. So you click on Admin categories, a new window opens, and you go to risk categories, and that's the category of vista you see that you could select. So there are many options here, but I'm going to add a new 14, for example, COVID-19. So here I'm going to adjust, minimize, and collapse all the items. Then what I'm gonna do, I'm gonna just add one category here. So I click Add and I put the name and demi. Okay? And that's it. I'm going to just add one risk under this one. I she read COVID-19, then I press enter, then I shift right. These COVID-19 falls under pandemic. Yeah, I can shift down pandemic to the end as there is a new one, it's not necessary, it's optional. But I shifted down. So I mean, this is COVID 19 as one of the type of pandemic that happens is right now generated. There is possibility that other types of wireless generate, for example, pandemic and cause the same issue. I hope not, but there is a category for that that we can assign two. So after I ask who created these risk category, I close. If you remember, we have to close from here that stand right now that is generated. Here I go to risk categories, scroll down and use UC COVID-19. I press here, I select this one and selected the risk category is COVID-19. There is time, here is treads. We have two types, tread opportunity because this is a tread, I'm going to just put threat, the risk of sadness. There are several options. Either the risk is active, which is the case right now, I'm going to just put in active, but we have other options. There is can be already impacted the project and it is closed. You can define it, but it's good that you assign it, that it's after reviewing your project. It can be like a lesson learned. If the risk happen and you could manage it and it is closed, you can select the third option if it is still open. And it was defined before. For example, during the planning phase, you could have you had document in your wrist reducer. You can add it, it's still open or if it is proposed one you translates propose and if there is a risk that is rejected and for example, after brainstorming day, don't think that's a risk that they should take into account. You can put reject it. But for the moment I put these COVID-19 that active the risk owner, you remember that you have to assign one, for example, resource to this one. If you remember, we had a resource called Mickey, I assigned her to the these risks and it is identify again by whom I can assign target. This is identified by meet your noise is assigned by the project control rate is assigned by the, for example, enterprise. So whatever I put Mickey again. And what is the date that is identified? January let's say January 4th, 2020 wines to date there is some is identified and exposure a start. I can say it is from January 2021, which is 20 years, or it can be an array that's regenerated. And if you see the details window here for this risk, we have the general information for that, which are the information that B field here. And we have the and we have the impact activities, which I'll explain. But if you want to change the exposure date, yeah, you need to go to impact. Here. We have the probability if there is high chance that this happened, you set a high value for this one. So we all know that there is high chance, so I put very high. What is the impact on their schedule? It's very high, high, medium, or low, or negligible. But we all know that it had many impact and it is still have a mini, it is seen as many impacts on D, for example, the project schedule. So I put, for example, Hi, Hi. And for the cost is very high, I'm going to put this on. You see that the score which is calculated 72. So what response type we can put, because it is typeof a treat, we have accept, avoid, reduce, transfer. For those who are familiar with these terms are true the PMI definition and PMBOK. There are several type of response to heavy chain we can do in order to respond to a risk. For example, for a treat we can accepted, we can avoid it or we can transfer it by buying insurance or using a third company where we can reduce it. What I'm going to put for the COVID, I'm gonna reduce and I can say, okay, use mass or the unemployed it. Then I can put, for example, keep social distancing. And what water item that you've seen that should Peter. And after this is done, you say, okay, what is the post response after viola, for example, obey these responses. Okay? The probabilities is still a high. They schedule. We can, the impact may be reduced. Let's say it's going to be low if we keep the social distancing, if we use our mass and the cost will be again low because we say, okay, nobody will be impacted. So you see that the score from 72 decreases tonight. So this is what are the, what the information that you put in the impact up and then in the activity tabs, you can assign. And if I click Assign, then it opens all the activities in your project. You can assign to these three. So let's say I'm gonna just put, it doesn't have any impact on the design is office wall where people work from home. So it may have impact on the building pad. I assign it here, masonry structure for example, on roof slab here one for example, asphalt roofing. I put several of the activities that I think there might be an impact from these risks. Then in the other tab I have the description. I can put whatever I want. And then I can put cause. What is the root cause of 1? Risks that may happen? And we know the cause. It's unfortunate virus. And what are the effects? We can explain the effects. If there is any extra node that you want to put here, It's possible to do so. So these tabs that you see here, the description, cause, effect and nodes, these are the qualitative description of the risk. So if you remember for the risk management, first of all, we have the plan risk management for the project according to the PMBOK, then we have the identified risks. And after, if you identify the risks, we have the qualitative risk analysis, which are these tabs you can put the description and what are the actions that you can take. And then we have the quantitative risk analysis. And it is actually the information that you put here in the impact. You are assigning him a score to each of these risks. And after the quantitative analysis, we have the risk action and the risk response, which is this one. What is the response type and what are the description for the response and what happens after reapply. So you see that here in Primavera, all the items required for identifying analysis, qualitative and quantitative, and also identifying and defining the risk response available here. And by having those information, you are able to assign it to your activity and one neutron and control the risks during the project. That's all the information for one risk. I can also assign another, I define another risk, but this time I can't put opportunity for these trees. And I press yes here if you see any message and you can put a name for this one and who identify these. So it is also possible is are the two example of a type of risks. So if I go back to my activities, see that the detail window down below here in the activity page, when I click on this activity and I am in the Risk tab, this is different than the risks window which we, as we create one risk. This is the resource tab in the detail of each activity. So I see that COVID-19, there is a risk for this activity. If I go to another task, I see it doesn't exist. If I go to, for example, installing exterior windows, there is no risk. I can assign it here I click, so I have risk 12. You see the types are identified here. This one is opportunity and this one is the trade. So the colors clearly defining what is the type. So you know, well, if you're selecting their opportunity or a tree, then I'm going to say, Okay, yeah, there is a horizontal trait, again, a COVID 1940s corn. So this is the way that you can assign risks to your project. Again, mandatory if something happens and address affect their schedule or the budget, you can take notes and add them here by the end of the project, you are able to, for example, get reports from your risk and also be able to include them in your lesson learned for, for your project. 20. 20 Reports: Hi everyone. In this lecture I want to teach you how you can generate reports from your project. So if you remember in the interface introduction to P6 interface, I told you there is a report button to the directory bar. So if you look here, the report window opens. It's also possible. Opened their reports a page from the tools and ended two reports here. So if I click here, that's the same thing. So either you opened it, formed the tools here or from the director of one. So here you see that there are many typeof reports. And also what would a date that these reports are generated? I'm going to just collapse all the items so you get an overview of BIPOC, different reports. If you see here we have a group here which is called administration and security. And it says resource code values, activity code values projects security profile, privilege, assignment by user. So basically there are different categories that are defined that you can run a report for the resources group. You see that resource theory, soul rate, role responsibility. For example, I want to get a report for the resource details. I will right-click here. And I go to the top, Ron, you see that? And you click on report. Then it says print preview or directly to printer. I want to preview my report. I press. Okay. And you see that one report is generated as you remember, like printing a gun charge, you have the page setup here, beach, you can select the size of your report if you can escape lead, we can put header, select the March eat or defined as footer. So these sees one after report for your resources, which has the resource ID, resource name David from mere road, and also their default unit time. For example, some people have nine hours a day, eight hours. For example, non-labor units. They have two hours. So you'd say complete, complete report from your resources. I'm gonna close this one and just go and generate another report. If you see here D or other type of, for example, repossess we have we have a report regarding the Project WBS details. If I take here, I have WBS dictionary, WBS summary, WBS details. And I have cost and schedule, for example, for the project cost or project labor, I'm going to adjust wrong one cost. Okay, so when I go to again, right-click, go to Ron and report. And again print preview. And you'll see that it has the enterprise level. Older projects that I have based on total cost, actual total costs, and different parameters that you can also customize it. Dcs and under report that you are able to run and generate, That's all the reports that are available in the report's window. But again, it is possible like other types of actions here in PCs, possible to generate one is specific type of report. So I click on Add. This is a customized report that I want to generate. So it asks you, is this a new report? I say yes, I'm going to generate one report about risk. He said, What is this? Select Subject, select your subject or what is the area that you went up. They get reports ice age category. Then it says any area that you want and just select if there is something available, you can just select it here and then press Next. It says configure your selected area. So I want to see what information I should see when I get a report about risk. If you see here, these are the selected options, is the risk ID, risk named risk category restyle, and so on. For example, I don't want to have the exposure Finch or I don't want to get, for example, this corner, but I just remove them. Then I press, Apply, I press Okay. Then I go. Also it's possible to click on Group and sort by. And you can say, Okay, group BY, for example, WBS. If I go to w, yes, to get the WBS, it's possible to group it. I'll leave it the way it was. I don't touch it. And also it's possible to filter, you can say Okay, and apply a rule to your, for example, filter tab here and say, okay, Wherever, for example, these parameter is equal to these parameters is bigger than a value or something you're, for example, I will see an example. If the risk score is higher than 50, then that's the route that I want to include in my report that's possible to do to the Filter. So I'm going to just click chances here because I wanna get older risk. Then it asks to add a title for your report. I leave IT risk. Next. It says do you want to run the report right now? I said normally with because I'm going to save it and then I will run it later next. And it says save the report. I saved it. And there was saved. The report was saved that you are. So I click Finish. And there you go. You see this risk is generated here. So whenever I want to, for example, wander risk report. Right-click here. Go to Ron report and print preview. And it shows the available risking my database. If you remember, we've generated Tuileries. One was COVID-19 as a treads and the other treat and the other one was opportunity, which I did not assign a name. And the identifier II, who was the person who identified. And also there is a service that's possible to do eat here to generating every Thanks for watching. 21. 21 Print & Export: After updating dish Israel in this lecture, I want to teach you how you can print your Gantt chart and send it to your manager for review or for example, if you want to send it to the upper manager of the company to see the progress of the project. If you see here to the top left you see print preview. What I'm gonna do, I'm gonna just click here a new window opens and it shows the table and the Gantt chart. I can zoom in and zoom out in these we know wanna see for example, how did you send my data and my studio? I have one option here called Page Setup. If I click DIR, you are able to see that in the page tab you have portrait or landscape. I leave it as landscape. That's a better way to represent it. And for the scaling, you can't say adjusted to 50 percent. So if I press Apply, you see that it's 50, but if I want to increase it by a 100 person, we can put a 100. I press applied speaker taper, bigger guns, but it has a second page that I have to go to, the second page to see. I don't know if you liked out, but I personally don't like you to see because there is no turbo here. I prefer to see the boost table here. So I just minimize it and go, I want to change it to, so it's possible to I just sit here. I can't say I'm one hour feet it to one page by one page. If I press Apply, That's what I was looking at. That's a better representation. I like it. I see all the activities, I see the table here. Or you can say I went out to Paige, told if you press Apply. Or you can say, for example, because we don't have too many activities, it actually doesn't show two page, but if I Chris, two-page wide by one page tall, That's basically to page that you see here for Chris. Okay. I go to the next page that's there. Same thing that we're seeing, a 100 percent whose size or her skirt and we have free time is scared to one-page. Bye. Ooh, you have the timescale is kinda squeezed somehow that it's fit all the activities in warpage. That's a better presentation at myself if you'd like. But for hire project could be many activities is better that you see did all the tables to their love in all the page and you see the activities to the right. So you can remove some of these columns as well to just save some time, save some space. But depending on the OD, usually I leave a start, finish duration and if, for example, the budget, but it depends on the purpose of your report. Then if I click again back on the page setup, I have margin for the margin, you can set it up header. You can put the company name and logo or any additional information that is shown here in the header. You see that? And then I have the footer, which are the informations that are shown here. You can put again the name of the person or somebody can sign it if you have the same policy, the policy in your company, and I have the options here is important because you can set up your timescale. I said, start off the timescale here is the start of the project and a n is by project finish, I can cost them assign accustomed it. I said No, I don't want to have these. I want to see let's say end of 2022. For example. You can just scroll down here. Oops, go back over them but, or go to, for example, 22, let's say December 2002, by the end of 20 December, I wanna see datetime is good if I apply, the timescale is changed here you see that there are some months that there was my activities by this added. So it's possible to change the timescale as well here, depending on your purpose and endocrine space is in a document a table of all the columns not put, don't own all the columns or remove some. So if I say don't put all the columns, you see that just to start these and the duration is put here and say, okay, you can leave the green lines or Libya cubed m, or don't include the con charging. Usually I need to have the Gantt chart. That's basically all the possible options that you have here for printing. And after you're happy, you can just click on print or print setup in order to send it for print. Or you can publish it through an HTML view for CIO, for example, project or company website that's also possible to do so. That's for printing and for exporting. I go to File if remember I told you it's possible to export a project from here. If I click on the Export, there are many formats or you can't export Primavera format 17 or later. You are, you can also export lower versions. You have the Primavera P6 XML file. You have Excel spreadsheet, you have Microsoft Project. If I say I want to just put the Primavera P6, have paris next, he says, Do you want to explore the project or resource or role? I say, okay, the whole project, I have already the project you selected, the directory you want to just explore, then you press Finish it takes some small time to export it, and then you are good to go and you can send it to someone else in a spreadsheet. You can also do the same. You say I want to have the activity expenses, resources, or activity relations as exported. What is the project you select the project I want to explore, and then the template you want, you can add or assign a new template or modified then the directory and then press Next and Finish. You would be able to get a output as a spreadsheet or you can just send it to someone who has access to Microsoft Project grade and the PCs. That's how you can export it. Whenever you get a fall a project from soma, you can import it from here. So you go here, you have do, you select the desired format for your fall? And then you click Next. And then it says, okay, loading summary, just waiting a little bit, I Tina Chris twice. And then okay. And then it says, do you want to import a project resources or rows? Then you select a directory, you Chris snakes, and then you're good to go, you to pause the project. And if you were to do a project directory, you will see the project over there. That's what you need to do for exporting, importing, and printing your contract. 22. 22 Advance General tips: Hi, In this lecture I want to teach you some of the tips that was not included before. Their first one is about the calendar and how to customize originated calendar. If you remember, I told you whenever I talk about customers or create something, you go to enterprise. You see the calendar options here and you click on calendar and you'll window pops up here. Dad shows all the available calendar or these database. So right now the default calendar is the corporate is standard full-time, but I went off, for example, modify our generate one new candor I can do to the right, to the ad and a new window open. It says, OK, select a calendar that you want to copy from our Nazi. Let say, okay, I want to copy prompt corporate standard full-time, I select this one. So a new calendar is generated by just a name. Each calendar costs. So Mies for these database and I press enter, we just come here, can't say Okay, right now, um, what do you apply? These new window open? As you see here, it's shows older, for example, dates during the year in for each month. Based on this calendar, we see that Saturdays and Sundays, according to these legends, they are non-work and the other days are working days. If I select on, for example, a nice half December, as you see here, the work hours is eight hours. And if I click on Saturday work hours viz 0, I want to, for example, change, let's say 20 fifths of December is the holiday. I'm gonna just here in Canada, I'm gonna just change it and put it as a non-working day. So I click here, I simply click on non-work, the INDCs, the holiday, if I want say 24 hours, that the color, for example, half a day, pupils should work All the day. The what I do, I'll just go here. It link for example, 500 words and then I press Enter or I click modify, for example 24. I see that it is firewall where if I wanna go to the detail work hours, you are able to see what are the details, for example, for 24 hours because five hours you just start from nine to one. But for 23rd because it is a normal days is sorrow from eight to three in the afternoon. So it is eight hours. You can define and say, okay, these half an hour is for launch. I have to just exclude it in the calendar so people know where body and it is, for example, half an hour as as seven hours and half. So there are many options for you to customize your calendar. Also, I am able to, for example, here, click here time period and it sees eight hours a day gonna be 40 hours a week. I can just reduce your pituitary five hours or for example, or how many hours in monsoon it's possible to manipulate it here, as you remember, I said, Okay, deer in the admin proof, rare, serious. I said, okay, they start day of the week is on Monday, but you could change it, but based on the country that you are working, so it's not possible to change it from here. You can actually do that, but I want to say, okay, they start of the week is going to be, for example, Sunday or Saturday. So it's possible to do it from the admin. That's one of the changes our options that I wanted to talk about, the other options is about global change. So I'm going to just save these calendar. And then if I want to use it, I say, okay, this is the default. And then as you remember before, I told you how you are able to change to your calendar in the risk for death was ample resources or in the general tab for that is specific. So for example, I can come here and click here and I say, okay, this is the calendar customize for this asking activity. And I selected this is a way for us to assign calendar to your activity. The other option is the global change in the 2s. So I'm going to click here and generate a new rule that I want to apply. So I click on New, the name of global China I want to say, or regional Eurasia and increase. Then I want to say, then I say here, where E, original duration, it is greater than or equal or less than. I wanna say when they are less than 20 days, then what should the room do here? So I'm going to add here, sorry, I press delete and click here at this ad. By Saida parameter is the original duration. Want to diminish the value of the original duration. What is the operator? I want to add 10 days to these act or duration in I click here, I have the parameter value. There are many other parameters that you can put here and calculate. You can say, Okay, for example, are 10. I don't know. Subtract the finish date from late finish, from the SR finish, early finish, and R divided by 2 or some, some customized perimeter. But here what do I want to say? I want to say cause stem. And when I click here, as you can see, it asked for a number, I want to save 10. So what it does right now, according to this rule, it add ten days to do original duration. And if I press Okay, it's going now save these original duration increase rule. But remember that you can say wherever or Juno duration is less than 20 days, I can add another rule. And for example, if the WBS is under Dan there, for example, a structure, then applied these changes right now if I go to their structure, I see that I don't have any according to that Excel file that I share for you, I see that I don't have any activities under 20, but under the roof I have but I want to leave it gullible so that he changed everything so it's possible to apply it and restrict your rule by defining extra line or Rossini in your room. So I'm going to delete this one. Delete it, I'm going to keep this one. I press, Okay. This one is E generated right now. So if I press right now, apply change to the right. If you see here, Danny gives me a message that shows a log n. It says what parameters were less than 20 days. And these Appia, for example, or operator was applied to you see that the activity ID 1050 and also 1180, they had duration less than 21 was 10, and the other 15. And then after the changes was 20 and 25. Then I say Cami changes. As you see he said, Do you want to have the log nor? And if I go back to my schedule, I can see that, for example, the activity that has just a duration of 10 days, which was the true far dresses and shipping, I is increased to 20 days. And my other activity, which is, for example, finishes which had a duration of 15 days. Right now he has a duration of 25 years. So this is for Galois chains. And add our item is the group and sort by I explained this before, but just some more details. If I click here and I press Apply in the group and source by, you see that on top of these it doesn't show the total. If you see here these values, which is the total value of the start and finish or original duration or do you duration of their present, the WBS level, it's not shown here. I want to show them back. I press Apply. And I have here, for example, shrink vertical grouping bands. If I press Apply, you see that these panda you see here is, and I've minimized and squeeze. I press bag and put it here. And by group BY, if I see here right now, I have a group by WBS level. I can have a second, for example, broke off level or I can say, let's group my activities based on the, for example, another criteria of each I'm gonna just put here right now. Calendar. If I press Apply, then you see that, okay. I have one type of file okay. To see Chris. Okay. Then on the calendar for the old activities are corporate standard full-time. But as I told you before, sometimes it happens that, for example, you have field Word and Office Word field work happened 24 hours, seven days a week. So all you have you assign different calendar to or activities saw dads possible that you see here to type two different type of a calendar? If I go to group and sort by in a set of calendar, I put for example, resources. I go back resource, apply. And I see that, okay, I have secretion, iron work. I had jag, John and Mickey or daddy are working together for different activities. So it's kinda of sorting the activities based on the assigned resources. It's also possible to assign a second type of grouping. For example, here you see the resources are, if I want to put WBS as well here and press Apply, then you are able to see the WBS and grouping here. So the activities are categorized, our group based on first resources and then based on their WBS liver. So if I go down, you will see for example here that John McKee and then they are working for a structure for these factory to or I can do Weisberg can do first-level WBS. Chris up. Then for the second, if you want to just remove, put a second. If this is indented, then you have to unlock this one. I put a second-level, put resources and then you press up by. Then you are able to see, for example, for a structure I have Jack John Mickey D's non-labor source. And then for the roof, rather rare, for example, resources we have over. So it's really useful to use these group and sort by whenever you want to show something specific, that you want to present it to your manager and a project manager or client. So we first talk about challengers and how to modify, then about the Galois change, how to apply a rule to all of your activities and at the end, the group and sort by how to group your activities based on your friend parameters and criteria. Thanks for watching. 23. 23 Critical Path: Hey everyone, there was a request from some students. They wanted to know how to calculate the critical paths and how it works in theory. So in this video, I'm going to teach you how to manually you can calculate these critical task and obtain it for your project. And it will help you to better understand how the software does it. So imagine this example here that we have a project with several activities and then we have the pre predecessors and the duration for each of these activity. So these are the inputs that we need in order to be able to calculate the critical path of one project. So the activities that we have seen together, the predecessors. So for example, activity B has predecessors or a, or activities he has predecessor a as well. So which means a can, when a is finished and B and C can start and a duration. So what we have to do next step, we have first step, as you see here, you have to use a template, as you see in this slide to draw all the Project paths based on the table. So these template that you see here, it has earliest toward it has duration, early finish, late finish, and leave earliest, latest start. And then we have the total float. But at different system, what you need is just to put the activity name and duration because you don't have anything else. As I told you, according to table, you have the duration and activity, the activity name, but you don't have the earliest start, you don't have the early finish or so on. So you start to make your activities according to this. So activity a has duration of three days, then when it is finished, activity B and C can start because you see that this is predecessor for BNC. Activity B has duration of four days and activity C has duration of two days. Then activity D, as you see, has predecessor P. So when we finished the start has a duration of five days according to the table. The same here for e and f, as you see the has predecessor see here one day for the duration of one day and today for f and for GI, activity Gita, you see here in this table, it has two predecessors, D and E. And the duration of these activities four days, you put it here, then the final activity, which is edge, you can call it milestone, the end of the project. But sorry, it is now mylist and this is the air has a duration, so it has an activity. So you have the predecessor F and G for this one. When G and F, For example, they receive each one will focus on the critical paths, but the predecessor are these ones are these one can assortment both of these activities are finished and the duration of tree. So in the next slide we're gonna start adding here. So. Step two is to calculate early finish by adding duration of each activity to earlier start. So if you remember according to that template that was early start, early finish is here. So when you add the duration, you, you obtain the early finish of the project. And the duration is Speaks is not changing. According to the plan that you can imagine that this is day 0. Your project is starting. You add three days and you obtain your early finish. Then the next step, as you see here, is to calculate the early finish of the next activities based on the activity a. So I went activity a is completed. Then at the day tree, you can start working on activity B or activity C as you see here. So i cavity B has a duration of four days. According to this step, you add these four days, 237. So at the day 7, activity P0 finishes. And as you see here, activity C has a duration of two days. You add to two days duration to the tree and the day tree and then you obtain five. So if you go according to the plan, activity C finishes the day five, you do the same thing for the rest of the activities. Here. Seven, you put it here, then five days, you add it, then 12, day 12, activity D, Camm finish the same here. You add those five here. Because he's actually is the predecessor to E and a predecessor to F, 5 and 5, one day duration adds it together, it come to 61 phi, two days duration here you add it and you wish to seven days. So this step is important. Right now we want to see what is the earliest start of the activity G. Is it 12 or 6? So let's see. That's 12. So because activity G cannot start when activity D and E finishes, activity finish after six days. That's good. Activity D, I finish after 12 xA after start of the project. So logically, I mean, it's a common sense. You cannot start right away activity, the activity G after activity ies finish because you need activity D as well. So the bigger number comes to this part and you fill it by the bigger number. So then that's the earliest start for activity G. And you add the duration of folders you wish to 16 days. And if we want to see here are right now, we have Activity 1 to calculate the earliest start for activity edge here. And we want to see what is the earliest start for activity edge. So we have two days here, 16 or 17. Which one? Definitely, I'm sure that you say 16 because that's a bigger number. So if activity H wants to be a starter, it should be started after activity G and H FOR Don. So activity F is done under Day 7, but activity G is done at the day 16. So you have to wait until activity G is completed. That's the early finish off, this project. Activity, early finish. And then you can start activity each edge. So you put 16 here in acuity edge. You add the three days of duration and then you reach to 19 days. So these project can be completed in 19 days. And right now we're going to see what is the critical path. So there, step 3, as you see here, the critical path is the path with the longest duration. So as you see these paths, a, B, D, G edge is the longest path. Because the activities that falls under these paths, they all constitute the longest duration for the project. Right now, that's done. We already calculated the critical path. 24. 23 Total Float: We want to see what is the total float of the, each of these accurately. And total float is the number of days you can delay one activity without affecting the end date of the project, as you know, critical are the critical path to top float should be 0 because you cannot delay one activity on the critical path. Because if you delay one act of Dubai one-day old, the project, the data of a project, the end date, be delayed by one more day. So we're going to just do the reverse path and see what is the total float so the way it works. So you put the 19 year and you say, okay, I'm gonna deduct 19 from these 90 so that as you see this for, you do the calculation backwards to update and total float for each activity. And total float is late finish minus early finish, or it equals to latest start minus early start. So if I do this one, so I see that this is 0 or LES star. So if I put 19 and I reduce three days for the duration of this activity edge, then we get the latest sort of 16. And if I deduct 16 from 16019 from 190, you can do whatever you want. So I go one step backward. So right now you have to see what is the late finish of activity G and F. So you see that the numbers that is here, so you have to put 16, okay, so that's the 16 that you have to put here. Then you have 16 for activity G and 16 for activity F. Right now if you want to calculate the total float for activity G is 16 minus 1600. If you deduct 16 minus 4 is going to be 12 days, which you put it here. And again, if you deduct 12 minus 12 is gonna be 0. So as you expected, this should have a total float of 0 because it is on the critical path spot for f. We put 16, the larger number here as you see, then 16 minus 7 is going to be nine. How we calculated the 14 days, the late start, that 16 days minus two days of duration is going to be 14 days. And for the total float, I mean, you can do it. I also like these. 14 minus 5 is going to be nine days. So either you deduct this one or you did like 14, 15. So let's go one step backward. Here. You have 12 days here. And for example, for the late latest start of 12 days. Then you put it here and here again, the same team that we did in the previous step. Then you put 12 days, you calculate the two south Floyd with the same formula and 212 float here. So the total float for this, so it means for example, activity can be delayed by six days without without affecting the end date of the project. But if it would be seven days, these activity falls on the critical path, That's an important one. This activity is delayed by seven days, then it falls on the critical path, and then the project is going to be delayed by one day. So let's go one step back. So that's critic. Here. We have one activity predecessor to D. Easy. You put seven, the late finish, the latest start from here you put the call to the late finish for the predecessor activity and then you calculate the total flow. But for these activity C, we want to see what is the late finish for this activity. And you have two numbers here. You have two inputs, which one you should select, okay? And in this case, you put the smaller number. It is completely vice versa did a previous one, which when we were going forward, we put the larger number of envy face such a case. But here you put this smaller number. And the early, the late finish for this activity C is going to be 11 days. So if you want to calculate the total float for this activity, you have 11 minus 5, which is six. And you can also do calculate the latest sort of a project by deducting the 11 minus 2 is equal to 9. And also you can also calculate the for the six and the last one. So we have three here and also we have nine here. So if we want to select what is delayed finish of activity a dashed, as I told you, is the smaller one of the two. If it was three again, it was, it is the smallest one. So you put three here and then you detect three minus three, the late finish minus early finish, and the total fluid would be 0. So the, as we expected, the total float on the critical path, which was a, b, d, g edge is 000, 000, 000. And the other tree activities that you see here, they have total float of six days, six days, nine days. Which means for example, if project for activity F it if it has nine days delays, it okay. Doesn't affect date, end date, but if it is more than nine days, then definitely it's going to affect the end date of the project. And then what happens? These activity falls under critical paths and you have to recalculate your critical task. That's the logic. So the software worked with this logic in order to schedule your project and obtain the critical paths. And only one more hint. It is possible on project have several critical paths and not just one. So these are the smallest step if you want to practice, I put this slide for you. You can just download it and just do the stuff yourself. And you can write down and put it on their paper in order to better understand. But I'm sure with this video, you already understand how the critical path is calculated and the logic behind the software. Thank you for watching. See you in the next video, you are doing great.