Lessons Learned - Schedule Updating And Maintenance Using Primavera™

i
PS.480
Lessons Learned – Schedule Updating and
Maintenance using Primavera P6™
Hannah E. Schumacher, PSP and Charlie Jackson, PSP
ABSTRACT— This paper is a follow-up the authors’ 2010 AACE presentation on Schedule
Development Using Primavera P6™. Once the scheduler has developed a schedule in P6™, the next
challenge is to keep it accurately maintained and updated.
Many contract documents are now requiring the use of the latest version of Primavera software
(P6™) therefore it is important for the scheduler to understand how to use this software most
efficiently in their effort to complete their projects in a timely manner. A new or inexperienced user
may be overwhelmed in the struggle to maintain and update the schedule using P6™ and its
advanced features without proper training or “basic training.”
This paper focuses on the authors’ experiences and their lessons learned regarding the effective
use of P6™ in the schedule updating and maintenance process as it applies to the AACE Total Cost
Management (TCM) processes for Progress and Performance Management (9.2), Project
Performance Assessment (10.1), and Forecasting (10.2). The scheduler should be able to apply the
“Lessons Learned” outlined in this paper to update schedules quickly and efficiently using P6™.

2011 AACE INTERNATIONAL TRANSACTIONS
PS.480.2
Table of Contents
Abstract.............................................................................................................................................. 1
Table of Contents................................................................................................................................ 2
List of Figures ..................................................................................................................................... 2
Introduction........................................................................................................................................ 3
Plan .................................................................................................................................................... 3
Update ............................................................................................................................................... 9
Enter Data .......................................................................................................................................... 12
Review and Analyze ........................................................................................................................... 13
Communicate ..................................................................................................................................... 16
Conclusion .......................................................................................................................................... 17
References.......................................................................................................................................... 17
List of Figures
Figure 1 – Resources can be used to track activity responsibility ........................................................ 5
Figure 2 – Two Week Look-ahead with Progress Spotlight .................................................................. 6
Figure 3 – Multiple baselines can be associated to the ‘Current’ schedule ......................................... 11
Figure 4 – The current schedule can be compared to three User Baselines and the
Overall Project Schedule ................................................................................................... 12
Figure 5 – Scheduling/Leveling Report identifying calculation settings and potential schedule issues . 14
Figure 6 – Layout including columns and baseline overlay bars .......................................................... 15

PS.480.3
Introduction
Many contract documents are now requiring the use of the latest version of Primavera software (P6™),
therefore it is important for the scheduler to understand how to use this software most efficiently in
their effort to complete their projects in a timely manner. A new or inexperienced user may be
overwhelmed in the struggle to maintain and update the schedule using P6™ and its advanced features
without proper training or “basic training.”
This paper will focus on the authors’ experiences and their lessons learned regarding the effective use
of P6™ in the schedule updating and maintenance process as it applies to the AACE Total Cost
Management (TCM) processes for Progress and Performance Management (9.2), Project Performance
Assessment (10.1), and Forecasting (10.2). The Scheduler should be able to apply the “Lessons
Learned” outlined in this paper to update schedules quickly and efficiently using P6™.
The schedule update process lessons learned are organized into four main steps: PLAN, UPDATE,
REVIEW / ANALYZE and COMMUNICATE.
Plan
Understand Contract and Specification Requirements
It is important for the planner/scheduler to understand the contract and specification requirements for
schedule updates. These documents should outline frequency of updates, procedures for updates
versus revisions, earned value requirements, cost and/or resource status requirements, and change
management procedures. These documents may also require specific software to be used.
Determine Update Frequency
In order to effectively record and measure project progress consideration should be taken as to
regularity of updates. Internal company policy, project budgeting constraints, and application usage
are factors in establishing schedule update occurrence.
Maintaining more frequent records (i.e., weekly) of previous as-built data (based on the required
periodic performance updates) establishes greater accuracy of as-built documentation, promotes
timely issues resolution/mitigation, enhances the user’s skills in both application and management of
the project schedule, and provides a starting point to which the user can return should errors be made
in the update process.
Regardless of update frequency, an established time of week/month enhances the use of P6™
functionality using Layouts and Reporting tools, as well as predefined filters based on standard rolling
dates and the schedule’s Data Date.

PS.480.4
Establish Baseline/Contract Schedule
Prior to starting the update process a Baseline or Contract Schedule must be developed and
established. “The primary outcome of the schedule development process is an as-planned schedule
model that becomes the schedule control baseline for project control plan implementation [1].”
The term, ‘Baseline’ typically refers to the accepted as-planned schedule submitted at project
inception. Primavera defines a baseline as a “snapshot” of the project plan against which the project’s
cost, schedule, and performance can be measured. A baseline can be the project’s as-planned
schedule, a statused or periodic as-built schedule, a ‘what-if’ scenario, a time impact analysis, etc. (For
users familiar with Primavera P3, ‘targets’ are synonymous with ‘baselines’ in Primavera P6™).
Primavera P6™ allows for the creation of ‘infinite’ baselines for comparison to the current schedule
and gives each user the ability to assign up to three baselines to the current schedule for data
comparisons. The maximum number of baselines per project is established by the Administrator
(Admin, Preferences, Data Limits); this setting is Global and applies to all projects in the database. The
Administrator can also provide users the right to copy a specified number of baselines when copying
the project.
Assign Responsibility to Each Activity
“One aspect of planning includes assigning specific roles and responsibilities for measuring the
progress and performance of each work package [1].” During the schedule development process, the
planner/scheduler should assign responsibility to each activity in the schedule. In Primavera P6™, this
is easily accomplished through the use of an Activity Code (i.e., Responsibility).
Using a responsibility Activity Code allows the scheduler to breakdown activity progress by the trade or
crew or individual performing or responsible for the work. Each responsible party can (through the use
of filters and layouts) review a report of work progress and effectively plan for near term activities. The
scheduler can also more easily identify potential issues and mitigate risks based on performance
factors.
Activity Codes may be Global (across the Enterprise) or Project (specific to the individual project). It is
recommended to use project specific activity codes to avoid corruption of any other Projects in the
Enterprise database. Only one Activity Code value can be assigned to an activity (i.e., one responsibility
per activity).
Another option of tracking responsibility is to assign a Resource to each activity based on trade or crew
or individual (as shown in Figure 1); however it must be noted that Resources are always Global. Unlike
Activity Code values, multiple resources can be assigned to an activity.

PS.480.5
Figure 1 – Resources Can be Used to Track Activity Responsibility
It should be noted that an activity listing grouped by Activity Code (View menu, Group and Sort by) is
an option in the Activity window. However, grouping by Resources is not as functional in the Activity
window but available in the Assignments window.
Provide training
The planner/scheduler should provide training to each responsible party to ensure all parties
understand their role in the update process. Training should include details on how to update the
schedule, how to review the schedule, and how to add fragnets for change management. “The
schedule basis should also include a description of how project control performance will be measured
and assessed in respect to the schedule including rules for earning progress and the procedures for
evaluating progress and forecasting remaining durations [1].”
Training should provide an understanding of the update reports (i.e., short interval schedules based on
previous update) and what information is required of each individual to complete these reports (i.e.,
activity remaining duration/percent complete and impacts and mitigation).
Gather data
The first step in the update process, prior to any data input, is to gather the data. The
planner/scheduler should provide the update report or layout to the team and responsible parties at
regularly scheduled intervals based on the frequency of the update process. Suggested information to
provide in the update report or layout is: Activity ID, Activity Name, Original Duration, Remaining
Duration, Total Float, Start, Finish, Actual Start, Actual Finish, Blank column for remarks. It is also
helpful to include columns for Predecessor and Successors.
A useful feature in Primavera P6™ is the Progress Spotlight Option in the Activities window. By
selecting Progress Spotlight, the schedule layout is highlighted to a specific time period (based on the
Timescale minimum time increment). For monthly updates, it is useful to highlight two months; for
weekly updates, it is useful to highlight two weeks (as shown in Figure 2). This will provide the
planner/scheduler with data for one time-period of actual dates plus one time-period of forecasted
dates/logic.

PS.480.6
Figure 2 – Two Week Look-Ahead With Progress Spotlight.
Each of the responsible parties should fill out their respective scope of work on the update sheet. In
the Activities window, the layout can be sorted by responsible party using Group, Sort options (located
under the View menu) and selecting the appropriate Responsibility activity code. In the Activity
Assignments view, the layout can be sorted by resource using Group, Sort options.
Hold a Job Site Visit/Update Meeting and Validate Data
It is extremely important to hold an update meeting, preferably at the jobsite to review and validate
the dates and documentation given. This ‘walk through’ should be conducted prior to or during the
update process to validate information provided by the responsible parties. “…those with project
control responsibility should spot check the work progress and performance measurements to some
extent (i.e., informal work sampling, questioning responsible leaders, etc.) to ensure that the data
being received and reviewed are reliable, appropriate, and understood [1].”
The planner/scheduler should walk the project site to ensure the dates provided match progress in the
field and clarify any questions they may have with the responsible team member(s).
“A risk to be aware of with progress measurements and schedules for payment based on progress is
that contractors responsible for work packages can benefit financially by over-reporting progress
and/or assigning too much money for payment for work that is performed early in the project [1].”
Any critical slippage should be noted and plans (if applicable) of mitigation should be documented.

PS.480.7
Understand P6™ Settings That Affect Updates
With the data in hand and validated, the planner/scheduler is now ready to update the schedule in
Primavera P6™. At this point it is important to have an understanding of the various software settings.
These settings include security access settings, percent complete types, duration types, calculation
settings, resource settings, multiple projects, layouts (reports), and filters.
Security Access Settings
“At implementation, information security mechanisms must be established to control who may enter,
change, delete, view, or otherwise use data and information in and from the database. In addition, the
interaction/interface of owner, supplier, and contractor systems must be considered and resolved [1].”
Based on the Organizational Breakdown Structure (the hierarchical structure used to establish project
responsibility/security) read/write access can be defined down to the WBS (Work Breakdown
Structure) level. Security settings are established by the Administrator (Admin, Security Profiles).
Percent Complete Types
Activity progress is measured based on an activity’s remaining duration and/or its percent complete.
By default P6™ calculates one from the other using the Duration percent option or (Original Duration –
Remaining Duration)/Original Duration. However based on project type and/or contract restrictions an
activity’s duration may not be allowed to calculate the activity’s percent complete. In these cases, P6™
provides the option of Physical percent or manually entered percentage of work complete. These
settings should be defined as default to all activities at the project level (Project Details, Defaults tab).
Defining the activity percent complete type determines the role of percent complete at the activity
level.
 Duration percent complete - direct correlation/calculation with Original and Remaining
Durations.
 Units percent complete - direct correlation/calculation with Budgeted and Actual Units.
 Physical percent complete - no correlation with either Original and Remaining
Durations nor Budgeted and Actual Units.
Regardless of the percent complete type, P6™ assigns 100% complete when an activity has an assigned
Actual Finish date.
Duration Types
Typically, a project can be subdivided into four phases: Initial Phase, Planning Phase, Execution Phase,
and Closeout Phase. The level of incorporating estimated work durations based on production factors
may change dependent on the phase of the project. As scope of work is being defined, production
rates and durations are estimated. Duration can then be based on these estimates. However, once the
scope has been clearly defined and the project duration established, production rates are typically
monitored in order to maintain successful project completion.

PS.480.8
Defining the activity Duration type determines the use of production rates and how they affect
progressed durations. There are four Duration Types to consider:
 Fixed Units and Duration – established Budgeted Units and Duration calculate the
Units/Time production rate. Typically used after contract award and during execution
phases.
 Fixed Units/Time and Duration – established Units/Time production rates and Duration
calculate the projected Budgeted Units. This Duration Type is used when established
Budgeted Quantities are not assigned but are secondary to the Duration and the
Production Rate (i.e., Time and Material Schedule).
The last two Duration Types are typically used during the Initial Phase or constructability phase to
calculate durations based on either Budgeted Units or Units per Time.
 Fixed Units – established Budgeted Units calculate the Duration based on defined
Units/Time production rates.
 Fixed Units/Time – established Units/Time production rates calculate Duration based on
desired Budgeted Units.
These settings are based on resource definition and settings both at the resource and project levels.
The last two options, Fixed Units and Fixed Units/Time (typically used to prepare a ‘constructability’
schedule), calculate Duration based on the settings within the Project Details.
Activity Types
There are six activity types within P6™ that define the role of the activity:
 Task Dependent – the activity’s duration over time is calculated using the activity’s base
calendar. Most activities in the typical construction schedule are task dependent.
 Resource Dependent – the activity’s duration over time is calculated using the
resources’ calendars.
 Start Milestone – a starting event with no duration and no finish date.
 Finish Milestone – a finishing event with no duration and no start date.
Most contracts will define a Start Milestone (example: Notice to Proceed) and a Finish Milestone
(example: Substantial Completion).
 Level of Effort – the activity’s duration is calculated based on the relationship with its
predecessor and successor activities. Typical usage of a Level of Effort type of activity is
similar to that of what was a ‘Hammock’ in P3™ and SureTrak™.
 WBS Summary – the activity’s duration is calculated based on the level of WBS within
which the activity is located.
Calculation Settings
When calculating actual dates and project progress, P6™ applies certain rules which affect the process
outcome (Tools menu, Schedule, Options). When external relationships exist to and from other
projects, the option to ignore these ‘external’ relationships will determine whether those relationships
affect the currently opened schedule. (Note: If this option is not selected when importing/exporting
files from other databases, P6™ preserves External dates based on the external relationships.)

PS.480.9
P6™has an option to apply Expected Finish dates to activities to calculate activity completions. This can
be used for long lead procurement items or when a completion date determines the activity’s
duration.
In P6™ there are three options available when scheduling progressed activities: retained logic, progress
override, and actual dates. Each of these settings affects the way the scheduled dates are calculated in
an update and are important for the Scheduler to understand. The Retained Logic setting maintains
the as-built sequence of activities regardless of actual work. With the Progress Override setting the
activity logic sequence can be overridden based on actual work. The direct predecessor activity’s dates
(Remaining Early) drive those successor activities which have not started. When the predecessor is
assigned an Actual Finish, the activity’s dates (Remaining Early) are driven by the Data Date. When the
activity has an Actual Start, its Remaining Duration drives the Remaining Early Finish. The Actual Dates
setting allows for future actualized activity dates to calculate sequence.
Resource Settings
P6™ calculates resource actuals (units/cost) based on the settings defined at the Resource level
(Resource Details) and Project level (Project Details).
Update
By default P6™ allows for multiple user access to any schedule (dependent on user access and
licensing) within the database. The access in which a schedule is opened is determined at under the
File menu, Open, Access Mode (Exclusive / Shared / Read Only). If a project is selected from the
Project Window, by highlighting the project, right clicking and selecting Open Project, the file is opened
in ‘Shared’ mode. However, when statusing schedule performance it is best to access the scheduling
using the ‘Exclusive’ mode to prevent other users from overriding progressed data.
Importing and Configuring ‘Outside’ Information
When importing external or outside schedule data there are several considerations regarding database
setup and import configurations. It is recommended importing external data into a ‘sandbox’ or
intermediary database to confirm the data contained in the outside schedule whether required or
unnecessary global data is contained within the data. Once the data is verified then the schedule file(s)
can be imported into a production database.
During the import process the user is prompted to select whether to create a new file, replace an
existing schedule, or to update an existing schedule. Replacing the schedule will erase what was
contained in the database with the outside schedule. Updating the schedule will modify the existing
file with data from the outside schedule.
The final step in the import process is the import configuration utility. The default template provided is
typically used when importing new data that does not exist in the database. However, if there are
items which exist in the current database the default template may need to be altered. There are five
settings to consider when altering the import configuration:

PS.480.10
Action If the data exists in the current
database:
If the data does NOT exist in the
current database
Do not Import The specified data is not imported.
No changes are made to the
existing schedule.
Note: The rule above applies to all
project data except resources
when importing P3 projects. When
importing P3 projects, any
resource data that has a matching
resource in the P3 project will be
updated. Resource data that exists
in the P3 project but does not exist
in the current database will not be
imported.
The data is not imported.
Insert New All data is imported into the
current database. No changes are
made to existing data in the
current database.
Data is added to the database.
Keep Existing When using the option, Update
existing project, this option will
keep existing data when duplicates
are encountered. When adding
duplicate data into the existing
project, the data associated with
the record being imported is
inserted as a new record to the
current database. No changes are
made to the existing record in the
current database.
New data is added to the
database.
Update Existing When updating the existing
project, duplicate data will be
overridden with the outside
schedule.
New data is added to the
database.
Delete When outside data does not exist
in the current database, the
current data will be deleted.
Not applicable
Maintain Baseline (of Previous Update)
Prior to updating schedule data, the previous version should be saved or ‘maintained’ as a Baseline to
track schedule modifications (slippage, accelerations) and changes to the project’s critical path. Using
the ‘Maintain Baseline’ options (as shown in Figure 3) provided by the application (Activity Window,

PS.480.11
Project, Maintain Baseline), P6™ renames the previous version or Baseline using the schedules current
Project Name ‘- B1, B2, etc.’ As P6™ allows for innumerable baselines or versions the nomenclature
should be renamed specific to the version being saved (i.e., – Update as of Data Date, Contract
Schedule version 01, What-If as of Data Date, etc.).
Figure 3 – Multiple Baselines Can Be Associated to the ‘Current’ Schedule
Rename File
Once the Baseline has been ‘maintained’, the current schedule should be renamed to a new version
(i.e., EX00 should be renamed to EX01). It is helpful to indicate whether this file is a draft, final, what-if,
etc. in the file name or by using a Project Code to indicate status.
P6™ allows the Scheduler the ability to copy the current schedule as a Reflection. The Reflection copy
can then be altered or updated and then merged back into the current schedule. A word of caution
when using this feature: the following data items, when deleted in the Reflection copy, will not be
deleted in the current schedule during the merge: Activities, Relationships, Resource Assignments,
WBS elements, Work Products and Documents, Project Expenses, Project Issues, and Project Risks.
These data elements would need to be manually deleted from the current schedule following the
merge. (Oracle Knowledgebase ID 908732.1)
Assign and Compare Baselines
As previously mentioned, P6™ allows for multiple Baselines associated to a single schedule. Baseline
comparisons can be affected by the standard or default settings (Admin menu, Earned Value, Earned
Value Calculation) within P6™. The settings determine which baseline dates will be used for
comparison, either planned or current (Start/Finish) dates. The default setting to use Budgeted Values
with planned dates will use baseline planned dates for comparison. To use baseline Start/Finish, select
either option to use current dates (dependent on whether to use At Completion values or Budgeted
values).

PS.480.12
In a network environment users can view and compare up to three Baseline versions as well as the
overall project schedule (typically the Contract Schedule) to the open schedule using the Assign
Baseline option (Activity Window, Project, Assign Baseline). The Project Baseline is defined to all users
and is the standard baseline for comparison. It is typically the case (as shown in Figure 4) that the
‘Project Baseline’ be the approved contract schedule. The three User Baselines are determined by each
user based on their needs for comparison. The user ‘Primary Baseline’ allows for dates, resource, etc.
comparisons while the ‘Secondary Baseline’ and ‘Tertiary Baseline’ versions compare date information
only.
Figure 4 – The Current Schedule Can be Compared to Three User Baselines and the Overall Project
Baseline.
Enter Data
Enter status (dates, percent complete, resources, costs)
“Schedule performance assessment starts by entering the actual start, finish, and milestone
achievement dates in the project schedule (usually using scheduling software) [1].”
“If earned value techniques are used, the percent complete information is also documented for each
activity. However, schedule performance is based on the remaining duration needed to complete the
work of the activity; which is then used to evaluate the percent of schedule completion [1].”
Prior to statusing the schedule in P6™, the scheduler must ensure that time is shown (Edit menu, User
Preferences, Dates, Time). If times are not shown, the software may enter incorrect start and finish
times. The scheduler should enter all actual start dates, actual finish dates, percent completes,
remaining durations, resources and costs from the data provided by the team members. Each activity
with an actual date (start and/or finish) should be marked as Start/Finish and the date Start/Finish
should be entered. If Resource settings allow for auto-calculation the resource actuals will be updated,
otherwise, enter the actuals for each resource assigned to the activity.

PS.480.13
Once the actual information is entered, the schedule can be calculated using the new Data Date (Tools
menu, Schedule). In P6™ there is an option to ‘Schedule automatically when a change affects dates,’ it
is recommended that this option be unselected when statusing the actuals to improve speed and
efficiency of the program. Once calculated, the schedule should be reviewed to ensure the data was
entered correctly (refer to the section Review and Analyze).
After the schedule has been reviewed and is acceptable as a project schedule update, the schedule
may be saved as a Baseline (with ‘Status Only’ included in the title) prior to entering any new activities
and revised logic.
There are other options for updating activity progress based on work performance. If work
performance has occurred based on scheduled projections, P6™ allows the user the option to Apply
Actuals (Tools menu, Apply Actuals) and Update Progress (Tools menu, Update Progress). Activity
actuals and percent complete will be automatically statused based on projected performance up to the
new Data Date. Note of caution that Apply Actuals and Update Progress options use Planned Dates
(Planned Start/Planned Finish) versus scheduled Start/Finish or Early Dates which may be different; this
setting can cause defined Actual Dates to be changed.
Enter Revisions/Forecast (Activities, Durations, Logic)
“Schedule forecasting starts with the statused network schedule. If changes or trends have been
identified, the plan and schedule for the work scope remaining is then developed using the methods of
the schedule planning and development process. The project schedule forecast is then revised
reflecting the current status integrated with the schedule for the remaining work scope. The revised
schedule must consider the performance and productivity to date, resource allocation, any
improvement or corrective actions proposed, and risk factors. Creating a revised schedule entails the
schedule development steps, and therefore is done only infrequently when conditions invalidate the
planned schedule because it can no longer be attained. If no changes or trends have been identified,
and the project status is as planned, the schedule forecast is simply the existing schedule [1].”
At this point, the scheduler should enter any new activities, delete activities and revise logic and/or
durations based on information provided by the team. The schedule should be recalculated with the
new data date and reviewed to ensure the data was entered correctly. The schedule can be saved as a
Baseline (with ‘Revision’ added to the title) to monitor variances to the ‘status only’ update as well as
the previous update and Project Baseline schedule.
Review and Analyze
Review and Verify Data Input (Scheduler Self-Check)
After inputting the data and prior to distributing any draft schedule layout or reports to the team, the
planner/scheduler should do a self-check of the data input and logic. When performing the schedule
calculation (Tools menu, Schedule) a log report (shown in Figure 5) identifying calculation settings and
potential schedule issues can be created and reviewed.

PS.480.14
Figure 5 – Scheduling/Leveling Report Identifying Calculation Settings and Potential Schedule Issues
Some items that should be reviewed are open ends (activities without Predecessors and/or
Successors), dangling relationship ties (Start-to-Start and/or Finish-to-Finish ties without a Successor
and/or Predecessor), incorrect and non-overlapping lag ties (Start-to-Start lag that exceeds the activity
duration or Finish-to-Finish lag that exceeds the successor duration would result in gaps in the
sequence), out-of-sequence progress (incorrect logic based on actualized progress), actual dates in the
future (actual status after the Data Date), incorrect times( start/finish times not set according to the
calendar day start/finish times), activities on the data date (verify predecessor logic), excessive float
values (based on Contract Duration and allowable float), and negative float (verify cause and
responsibility as well as contractual requirements for demonstrating and supporting work impacts).
New activities should be reviewed for durations and relationships, as well as impact to the overall plan.
The planner/scheduler should review the critical path and near critical path to make sure they are
reasonable. The entire schedule should be reviewed to identify any areas of concern such as
constructability issues and stacking of trades. Standard and customized Primavera P6™ filters (Activity
Window, View menu, Filters) and reports can be used to check for many of these items. It is extremely
helpful to use Claim Digger and/or a third party review software such as Schedule Analyzer for the
Enterprise to assist in the self-check review. The planner/scheduler should identify any questions and
items of concern and review them with the appropriate team members.
Compare to Previous Update and Contract Schedule
It is useful to compare the current update to the previous update and/or Contract Schedule. “The
schedule assessment is usually reported using a schedule plot (e.g., a bar chart) showing the planned
(i.e., target) and actual schedule activity status [1].”

PS.480.15
In Primavera P6™, the planner/scheduler can create a comparison layout by assigning the appropriate
baseline(s) (Project menu, Assign Baseline) and selecting the Baseline bars (View, Bars) and Baseline
data columns. The planner/scheduler must be aware that varying Baseline Types (Project Baseline
versus User Baselines – Primary, Secondary, and Tertiary) will allow for varying levels of data (Primary
will allow for more data than Secondary. Likewise, Secondary will allow for more data comparison than
Tertiary).
“Schedule performance variance may be expressed as either the amount of time or the percent of the
planned duration that the schedule is ahead or behind [1].”
In Primavera P6™ the earned value calculation settings (Admin Preferences menu, Earned Value) will
determine how variances are calculated. The options are: At Completion values with current dates,
Budgeted values with current dates and Budgeted values with planned dates. In a standard comparison
of current and baseline data, it is recommended that “Budgeted values with current dates” option be
used. The setting is global, not project specific, and affects all projects in the database.
A useful comparison schedule layout (shown in Figure 6) includes the following columns: Calendar,
Activity ID, Activity Name, Start, Finish, Baseline Start, Baseline Finish, Original Duration, Actual
Duration, Remaining Duration, Baseline Actual Duration, Baseline Remaining Duration, Total Float, Free
Float, Baseline Total Float, Baseline Free Float, Variance Baseline Start Date, Variance Baseline Finish
Date, Predecessors, Successors, Critical. This layout should include the current schedule and baseline
schedule bars to graphically display variances from the Baseline.
Figure 6 - Layout Including Columns and Baseline Overlay Bars

PS.480.16
Review Logic Reports/Layouts and Changes Made
The planner/scheduler should provide the team with logic reports and layouts as “the schedule will
also be assessed to determine if the logic for the remaining work is still valid (e.g., is the actual
performance now out of sequence). This observation, along with cost, resource, productivity, and
work process and performance assessments (i.e., trends) will be used in the forecasting process to
evaluate the plan and schedule for remaining work, and to address trends and changes [1].”
The planner/scheduler and team should review the logic and changes made during the update; these
can be quickly identified through the use of Claim Digger (Tools, Claim Digger) and/or third party
software such as Schedule Analyzer for the Enterprise.
Finalize and Maintain Baseline (of This Finalized Update)
Once the entire team has reviewed and approved the draft update (this may take several drafts), the
planner/scheduler should finalize the update. The file should be maintained as a Baseline in Primavera
P6™ (Project, Maintain Baseline, Save Copy), exported and backed up to a safe location. “The change
management process, in integration with the forecasting process, results in a revised project control
baseline against which performance will be measured and assessed for the remaining project [1].”
Communicate
“It is also a project control responsibility to keep those responsible for the work packages appraised of
the approved control baselines and current forecasts [1].”
Layouts
The planner/scheduler must provide the team with various layouts and reports to communicate the
updated plan. Some useful layouts that can be created in Primavera P6™ include bar chart layouts,
look ahead schedules, critical path and near critical path sorts, and responsibility sorts. Each of these
layouts may be saved as ‘Global’ (available to all projects in the database), ‘User’ (available only to the
user) and ‘Project’ (specific only to the project).
Reports
“To help assess management priorities, additional schedule status reports may include lists of activities
sorted by pending planned start dates (activities requiring immediate attention), pending planned
finish dates, or by total float (activities with most immediate potential impact to project completion
[1].” Primavera P6™ contains many standard schedule, resource and cost reports as well as ‘Report
Editor’ and ‘Report Wizard’ tools which the Scheduler can use to create customized reports.

PS.480.17
Conclusion
Many contract documents are now requiring the use of the latest version of Primavera software (P6™)
therefore it is important for the scheduler to understand how to use this software most efficiently in
their effort to maintain and to complete their projects in a timely manner. A new or inexperienced
user may be overwhelmed in the struggle to maintain and update the schedule using P6™ and its
advanced features without proper training or “basic training.” The scheduler should be able to apply
the “Lessons Learned” outlined in this paper to update schedules quickly and efficiently using P6™.
REFERENCE
1. Total Cost Management Framework – A Process for Applying the Skills and Knowledge of Cost
Engineering, 1st
Edition, Chapter 7.2 Schedule Planning and Development, pages 129-138; Chapter
8.1 Project Control Plan Implementation, pages 175-180; Chapter 9.2 Progress and Performance
Management, pages 189-196; Chapter 10.1 Project Performance Assessment, pages 199-208;
Chapter 10.2 Forecasting, pages 209-214; and Chapter 10.3 Change Management, pages 215-222,
AACE International, Morgantown, WV, 2006.
Hannah E. Schumacher, PSP
Kitchell Contractors
hschumacher@kitchell.com
Charlie Jackson, PSP
Hill International, Inc.
charliejackson@hillintl.com

Lessons Learned - Schedule Updating And Maintenance Using Primavera™

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