P6 CPM Schedulers Guide v1-0
P6 CPM Schedulers Guide v1-0
P6 CPM Schedulers Guide v1-0
®
Oracle Primavera P6
NYSDOT CPM Scheduling Guide
Table of Contents
1. Introduction ................................................................................................................... 1
1.1 Executive Summary ................................................................................................................ 1
1.2 Why Use CPM Scheduling?.................................................................................................... 1
1.2.1 Internal to NYSDOT........................................................................................................................................... 1
1.2.2 External to NYSDOT ......................................................................................................................................... 1
1.2.3 Specification Overview ........................................................................................................................................ 1
1.3 Project Management Office (PMO) Role............................................................................... 1
1.3.1 PMO Mission, Vision & Goals .......................................................................................................................... 1
1.3.2 PMO Organization Chart.................................................................................................................................... 1
1.4 Contacts & External Parties ................................................................................................... 1
1.4.1 PMO Contacts ...................................................................................................................................................... 1
1.4.2 Communities of Practice Leads ......................................................................................................................... 1
1.4.3 Office of Information Technology Services (ITS) ......................................................................................... 1
1.4.4 Industry .................................................................................................................................................................. 1
2. Definitions of Terms ...................................................................................................... 2
3. CPM Scheduling Software & Enterprise Configuration ............................................... 7
3.1 Administrator’s Manual .......................................................................................................... 7
3.1.1 Granting Access .................................................................................................................................................... 7
3.1.2 Adding and Modifying Users.............................................................................................................................. 7
3.1.3 Setting Up a New Construction Contract ...................................................................................................... 10
3.1.4 Loading Schedules .............................................................................................................................................. 12
3.1.5 Maintaining and Assigning a Baseline Schedule ............................................................................................ 26
3.1.6 Creating Global Reports .................................................................................................................................... 28
3.1.7 Creating New Project Codes ............................................................................................................................ 31
3.1.8 Adding and Editing User Defined Fields ....................................................................................................... 32
3.2 User Information .................................................................................................................. 33
3.2.1 Primavera P6 Client Software........................................................................................................................... 33
3.2.2 Requesting Access to NYSDOT Software and Data ................................................................................... 33
3.2.3 Accessing Primavera P6 from Locations External to the NYSDOT Network ...................................... 34
3.2.4 Accessing Primavera P6 from Locations on the NYSDOT Network ...................................................... 42
3.2.5 Enterprise Project Structure (EPS).................................................................................................................. 45
3.2.6 Organizational Breakdown Structure (OBS) ................................................................................................. 46
3.2.7 Work Breakdown Structure (WBS) ................................................................................................................. 46
3.2.8 Enterprise Resource Directory......................................................................................................................... 47
3.2.9 Project & Activity Codes & User Defined Fields ......................................................................................... 48
3.2.10 Project Filters ...................................................................................................................................................... 49
3.2.11 Project Layouts .................................................................................................................................................. 50
3.2.12 Global & Project Calendars .............................................................................................................................. 50
3.2.13 User Preferences ................................................................................................................................................. 50
3.2.14 Toolbars ............................................................................................................................................................... 52
4. External Scheduling (Contractor Owned) ................................................................... 53
4.1 Section 100 Compliance ........................................................................................................ 53
4.2 Requirements for Contractor’s Progress Schedules ............................................................. 53
4.2.1 CPM Scheduling Software ................................................................................................................................ 55
4.2.2 Project Scheduler ................................................................................................................................................ 56
4.2.3 Construction Schedule Meetings ..................................................................................................................... 56
4.2.4 Progress Schedules ............................................................................................................................................. 57
4.2.5 Schedule Submission Methodology ................................................................................................................. 68
4.2.6 Resource Loading ............................................................................................................................................... 69
4.2.7 Progress Schedule Review and Analysis ......................................................................................................... 70
4.2.8 Changes to Progress Schedules Due To Added/Deleted/Changed Work.............................................. 71
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4.2.9 Failure to Submit Progress Schedules ............................................................................................................. 72
4.2.10 Submission of Progress Schedules with Projected Early Completion Date(s) ........................................ 73
4.2.11 Float ...................................................................................................................................................................... 73
4.2.12 Progress Schedule Updates and Weekly Status Reports .............................................................................. 73
4.2.13 How to Represent Time Related Contract Provisions in the Schedule .................................................... 73
4.2.14 Setting up the Project Template....................................................................................................................... 73
5. Review and Acceptance of Contractor’s CPM Progress Schedule Submissions ........ 74
5.1 Schedule Submission and Review Process ........................................................................... 74
5.1.1 Schedule Work Flow .......................................................................................................................................... 74
5.1.2 Schedule Review Responsibilities .................................................................................................................... 77
5.1.3 Schedule Submission Due Dates ..................................................................................................................... 78
5.1.4 Schedule Submission Protocol ......................................................................................................................... 79
5.2 High Level Review (HLR) ................................................................................................... 79
5.2.1 High Level Review Overview ........................................................................................................................... 79
5.2.2 Automated High Level Progress Review Report .......................................................................................... 80
5.2.3 Schedule Report .................................................................................................................................................. 80
5.2.4 Immediate Rejection Criteria ............................................................................................................................ 81
5.3 EIC Review ............................................................................................................................81
5.3.1 EIC Review Overview ....................................................................................................................................... 81
5.3.2 EIC Review Report / Template....................................................................................................................... 81
5.4 Detailed Review (Optional) .................................................................................................. 83
5.4.1 Detailed Review Overview................................................................................................................................ 83
5.4.2 Detailed Review Responsibilities ..................................................................................................................... 84
5.4.3 Detailed Review Report / Templates ............................................................................................................. 87
6. Guidance for Using Tools and Features within the P6 Software Application ............ 90
6.1 Project Layouts to View Available Projects in the Database................................................ 90
6.1.1 Opening A Project Layout ................................................................................................................................ 90
6.1.2 Use of Layouts to View Available Projects .................................................................................................... 91
6.2 Project Filters........................................................................................................................ 96
6.2.1 Creating a Project Filter ..................................................................................................................................... 96
6.3 Activity Layouts to View the Schedule ................................................................................. 99
6.3.1 Opening an Activity Layout.............................................................................................................................. 99
6.3.2 Saving a Layout ................................................................................................................................................. 101
6.4 Activity Filters...................................................................................................................... 103
6.4.1 Creating Filters in the P6 Client ..................................................................................................................... 104
6.4.2 Utilizing Filters in the P6 Client ..................................................................................................................... 107
6.5 Making Global Changes ...................................................................................................... 108
6.6 Scheduling a Project ............................................................................................................ 114
6.6.1 Calculating a Schedule in the P6 Client ........................................................................................................ 114
6.7 Claim Digger ....................................................................................................................... 117
6.7.1 Running Claim Digger ..................................................................................................................................... 117
6.8 Assigning & Maintaining Baselines .................................................................................... 120
6.8.1 Maintaining a Baseline Schedule .................................................................................................................... 120
6.8.2 Assigning a Baseline to a Schedule ................................................................................................................ 125
6.9 Project Calendars................................................................................................................. 126
6.9.1 Creating and Modifying Project Calendars .................................................................................................. 126
6.9.2 State Observed Holidays ................................................................................................................................. 129
6.9.3 Seasonal Weather .............................................................................................................................................. 129
6.9.4 Permit Restrictions ........................................................................................................................................... 130
6.10 Saving a Copy of Your Progress Schedule to Your Local Computer .................................. 130
6.10.1 Saving & Printing PDFs on the Citrix System ............................................................................................ 130
6.10.2 Exporting Schedule Files................................................................................................................................. 131
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6.11 Printing Schedules & Schedule Reports.............................................................................. 134
6.11.1 Printing Schedules & Adjusting Page Setup ................................................................................................ 134
6.11.2 Printing Schedule Reports ............................................................................................................................... 137
6.12 Plotting Progress Schedules & Network Activity Diagrams............................................... 138
6.12.1 Plotting Progress Schedules ............................................................................................................................ 139
6.12.2 Plotting Activity Network Diagrams............................................................................................................. 140
7. Contract Changes, Time Extensions & Delays ......................................................... 145
7.1 Delays and Evaluation of Delays......................................................................................... 145
7.2 Time Impact Analysis ......................................................................................................... 145
7.3 Change Order Review Process ............................................................................................ 145
8. Evaluation of Time-Related Delay Disputes ............................................................. 146
9. Internal Scheduling (Non-Contractor Owned) ......................................................... 147
9.1 Creating the Project Schedule ............................................................................................. 147
9.1.1 Responsibilities of the Project Manager ....................................................................................................... 147
9.1.2 Project Delivery Method Codes ..................................................................................................................... 147
9.2 Views.................................................................................................................................... 147
9.2.1 Creating and Customizing Views ................................................................................................................... 147
9.3 Automated Feeds for P6 PPM & P6 CPM to Eliminate Manual Duplicate Data Entry .... 147
9.4 Baselines .............................................................................................................................. 147
9.4.1 Creating a Primary Baseline in P6.................................................................................................................. 147
9.4.2 Creating an Initial Project Baseline in P6 ..................................................................................................... 147
9.4.3 Saving Historical Project Baselines................................................................................................................ 147
9.5 Dashboards, Portfolios, Portfolio Views.............................................................................. 147
9.5.1 Displaying and Customizing Dashboards in P6.......................................................................................... 147
9.5.2 Creating and Customizing Portfolio Views ................................................................................................. 147
9.5.3 Creating Portfolios and Applying Portfolios to Dashboards ................................................................... 147
9.6 Reports................................................................................................................................. 147
9.6.1 Running Reports in P6 .................................................................................................................................... 147
9.6.2 Printing a Large Scale Gantt Chart ................................................................................................................ 147
9.6.3 P6 -BI Publisher Reports- Phase 2 Released (Release 1)........................................................................... 147
9.6.4 P6 BI Publisher Reports - Phase 2 Released (Release 2) ........................................................................... 147
9.6.5 P6 Reports Data Dictionary ........................................................................................................................... 147
9.7 Primavera P6 - Master Activity Library ............................................................................... 147
9.8 Designer’s and Area Construction Supervisors’ Preliminary Schedule for Construction ... 147
9.8.1 Guidance for Selecting the Appropriate Project Type Based Upon Project Scope & Complexity ... 147
9.8.2 General Information ........................................................................................................................................ 147
9.8.3 Setting Up the Project Shell ............................................................................................................................ 147
9.8.4 Developing the WBS........................................................................................................................................ 147
9.8.5 Developing Project Calendars ........................................................................................................................ 147
9.8.6 Entering Activities ............................................................................................................................................ 147
9.8.7 Important Project Specific Factors................................................................................................................ 147
9.8.8 Establishing and Amending Contract Completion Date & Other Milestone Dates ............................ 148
9.8.9 Project Specific CPM Special Notes ............................................................................................................. 148
9.8.10 Designers Schedule Narrative ........................................................................................................................ 148
9.8.11 Estimating Pay Item Cost for CPM Scheduling ......................................................................................... 148
9.9 Transition of PM Responsibilities....................................................................................... 148
10. Progress Schedule Templates .................................................................................... 149
10.1 Design Progress Schedule Templates ................................................................................. 149
10.2 Construction Progress Schedule Templates........................................................................ 149
10.3 Contractor Procedures for Using CPM Progress Schedule Templates............................... 149
11. Using Primavera P6 WebPM application .................................................................. 150
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11.1 Project Portfolios ................................................................................................................. 150
11.2 Summarizing the Project ..................................................................................................... 150
12. The Progress Schedule as a Project Management Tool While Building the Project . 151
Appendix A - CPM Schedule Quick Reference Guide ......................................................... 152
Appendix B - EIC Review of Schedule Update Template .................................................... 158
Appendix C – Detailed Review Templates ............................................................................ 161
1 Group A Baseline.................................................................................................................... 161
2 Group A Update ..................................................................................................................... 165
3 Group B Baseline ................................................................................................................... 175
4 Group C Baseline ................................................................................................................... 190
5 Group C Update ..................................................................................................................... 194
Appendix D - Example Narrative and Attachments ............................................................. 205
Appendix E - Sample Schedule Plots .................................................................................... 206
Appendix F - Frequently Asked Questions & Answers ........................................................ 207
Appendix G – Construction Support Unit Contacts ............................................................. 208
Appendix H – Schedule Load “Cheat Sheet” ....................................................................... 210
Appendix I - Production Rate Guidance to Assist Designers .............................................. 212
1 Table A – Roadway Items (English) ...................................................................................... 212
2 Table A.1 – Roadway Items (Metric) ..................................................................................... 212
3 Table B – Bridge Items (English) .......................................................................................... 212
4 Table B.1 – Bridge Items (Metric) ......................................................................................... 212
5 Table C – Bridge Items One Span (English) ......................................................................... 212
6 Table C.1 – Bridge Items One Span (Metric) ........................................................................ 212
7 Table D – Bridge Items Two Span (English) ........................................................................ 212
8 Table D.1 – Bridge Items Two Span (Metric)........................................................................ 212
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REVISION CHART
Date Version Description Primary Contributor(s)
1.0 Initial document distributed
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1. INTRODUCTION
1.1 Executive Summary
1.2 Why Use CPM Scheduling?
1.2.1 Internal to NYSDOT
1.2.1.1 Benefits in Practice (Case Studies)
1.2.1.2 Managing Progress and Inspection Staff
1.2.1.3 Manage Disputes and Claims
1.2.1.4 Benefits to Contractors
1.2.2 External to NYSDOT
1.2.3 Specification Overview
1.3 Project Management Office (PMO) Role
1.3.1 PMO Mission, Vision & Goals
1.3.2 PMO Organization Chart
1.4 Contacts & External Parties
1.4.1 PMO Contacts
1.4.2 Communities of Practice Leads
1.4.3 Office of Information Technology Services (ITS)
1.4.4 Industry
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2. DEFINITIONS OF TERMS
Activity - A discrete, identifiable task or event that usually has an expected duration, has a definable Start
Date and/or Finish Date, and can be used to plan, schedule, and monitor a project.
Activity, Controlling - The first incomplete activity on the critical path.
Activity, Critical - An activity on the critical path.
Actual Start date- At the activity level, the Actual Start date represents the point in time that meaningful
work actually started on an activity.
Actual Finish date - At the activity level, the Actual Finish date represents the point in time that work
actually ended on an activity (Note: in some applications areas, the activity is considered “finished” when
work is “substantially complete.”)
Backward Pass – Calculation of the late start and late finish dates for each activity, based on the start or
finish dates of successor activities as well as the duration of the activity itself. Also known as the second
pass.
Baseline Progress Schedule @ Award- The Progress Schedule submitted by the Contractor and
accepted by the Department that shows the plan to complete the construction contract work. The
Baseline Progress Schedule @ Award represents the Contractor’s plan at the time of Contract Award for
completing the project.
Bid Date – The date the contract is let and there is an announcement by the Department of an apparent
low bidder.
Completion Date, Contract - The date specified in Article 1 of the Contract for completion of the
project or a revised date resulting from properly executed time extensions.
Anticipated Completion Date - The date forecasted by the Progress Schedule for the completion of
the contract work.
Constraint - A schedule restriction imposed on the Start or Finish date(s) of an activity that modifies or
overrides an activity’s relationships.
Contemporaneous Period Analysis Method – A technique for evaluating schedule delays or time
savings. The analysis period for the purpose of these provisions shall be the period covered in each
regular progress update to the schedule, as they coincide with contract payments to the Contractor.
Contractor’s First Day of Work - The day of the Contractor’s first day of physical work within the
highway Right-of-Way.
Contractor’s Last Day of Work - The Contractor’s last day of physical work in the field, and the
Contractor has demobilized (no longer has any presence within the highway right-of-way).
Contractor Work Day - A calendar day scheduled for active prosecution of the work.
Critical Path – In the Progress Schedule the critical activities shall be those activities being on the
longest path. In a project network diagram, it is the series of activities which determines the earliest
completion of the project.
Critical Delay - An event, action, or other factor that delays the critical path of the Progress Schedule
and extends the time needed for completion of the construction project.
Critical Path Method (CPM) – A network analysis technique used to predict project duration by
analyzing which sequence of activities (which path) has the least amount of scheduling flexibility (the least
amount of float). A scheduling technique utilizing activities, durations, and
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interrelationships/dependencies (logic), such that all activities are interrelated with logic ties from the
beginning of the project to the completion of the project. Early dates are calculated by means of a
forward pass using a specified start date. Late dates are calculated by means of a backward pass starting
from a specified completion date (usually the forward pass’s calculated project early finish date).
Data Date – The date entered in the Project Details, in the Dates tab, which is used as the starting point
to calculate the schedule. Everything occurring earlier than the data date is "as-built" and everything on
or after the data date is "planned."
Deliverable – Any measurable, tangible, verifiable outcome, result, or item that must be produced to
complete a project or part of a project. Often used more narrowly in reference to an external deliverable,
which is a deliverable that is subject to approval by the Department.
Draft Baseline Progress Schedule – An optional schedule submission that reflects an outline of the
schedule format and content proposed by the Contractor’s Project Scheduler to comply with the
schedule provisions in the contract to solicit early comments by the Engineer, prior to the submittal of
complete Baseline Progress Schedule @ Award.
Duration, Original - The original estimated number of working days (not including holidays or other
non-working periods) in which the work task associated with the activity is expected to be performed.
(The number of calendar days may be different based on the calendar assigned to the activity.) For certain
activities such as concrete curing, or others approved by the Engineer, the calendar shall reflect no non-
working days.
Duration, Remaining - The estimated time, expressed in working days (not including holidays or other
non-working periods), needed to complete an activity that has started but has not finished.
Early Completion Schedule - A progress schedule will be considered an early completion schedule
when the schedule submitted by the Contractor indicates a completion date that is earlier than the
specified contract completion date, or the Finish date of any interim Milestone work activity is earlier
than the date specified in the contract. This includes, but is not limited to, B-Clock activities, activities
subject to Incentive/Disincentive provisions and/or specific Liquidated Damages provisions, and Lane
Rental activities.
Enterprise Project Management Database (EPMD) – The Department’s database of construction
project Progress Schedules.
Final Baseline Progress Schedule @ Award - The original plan against which the Contractor’s
progress is measured. The Final Baseline Progress Schedule @ Award represents the original plan at the
award of the contract, of what is expected to happen. Once the Final Baseline Progress Schedule @
Award is accepted by the Engineer it is saved and used as a basis to compare against Progress Schedules
Updates.
Float Suppression - Utilization of zero free float constraints which allows an activity to start as late as
possible by using all of its’ available free float. This technique allows activities to appear more critical than
if the activity's total float was based on early dates. Assigning zero free float prevents true sharing of total
float between Department and the Contractor. Utilization of overly generous activity durations and
overly restrictive calendar non-working periods are also considered to cause float suppression.
Float, Free - The amount an activity can slip without delaying the immediate successor activities. Free
Float is the property of an activity and not the network path.
Float, Total - The amount of time an activity (or chain of activities) can be delayed from its early start
without delaying the contract completion date. Float is a mathematical calculation and can change as the
project progresses and changes are made to the project plan. Total Float is calculated and reported for
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each activity in a network, however, Total Float is an attribute of a network path and not associated with
any one specific activity along that path.
Fragnet – A subdivision of a project network diagram usually representing some portion of the project.
Global data – Data classified by Oracle-Primavera software as Global, including Project Codes, Global
Activity Codes, Global Calendars, Resource Calendars, Global Filters, Resources, Global Reports, User
Defined Fields and Unit of Measure.
Key Plans - Key Plans are graphic representations made by the Contractor’s Project Scheduler on paper
copies of the appropriate contract plan sheets that reflect the Contractor’s planned breakdown of the
project for scheduling purposes to efficiently communicate the Contractor’s activity coding scheme to
State scheduling staff. The key plans prepared by the Contractor shall clearly define the boundaries of the
work for each designated Area, the operations contained in various Stages of work, and work in the Work
Zone Traffic Control (WZTC) Phases. The alphanumeric codes on the key plans shall match the code
values for the activity code "Area", “Stage”, and “WZTC Phase” in the Progress Schedule.
Longest Path - The sequence of activities through the Progress Schedule network that establishes the
Scheduled Completion Date
Look-Ahead Schedule – A three week time segment generated from the accepted Progress Schedule
that shows the actual work progressed during the previous one week and forecasts the work planned for
next two week period following the Data Date, and includes any major materials to be delivered and any
lane closings or anticipated shifts in WZTC.
Milestone – An activity with zero duration that typically represents a significant event, usually the
beginning and end of the project, milestones set forth in the contract proposal, construction stages, a
major work package, or the contract interim time-related clauses.
Narrative Report - A descriptive report submitted with each Progress Schedule. The required contents
of this report are set forth in this specification.
Open End - The condition that exists when an activity has either no predecessor or no successor, or
when an activity’s only predecessor relationship is a finish-to-finish relationship or only successor
relationship is a start-to-start relationship.
Predecessor - An activity that is defined by Schedule logic to precede another activity. A predecessor
may control the Start Date or Finish Date of its successor.
Progress Schedule – A general Oracle-Primavera P6 Schedule as defined by this Specification.
Progress Schedule Update – Changes to the Progress Schedule that reflect the status of activities that
have commenced or have been completed, including the following items: (a) Actual Start date and or
Actual Finish date as appropriate; (b) Remaining Duration for activities commenced and not complete;
and (c) Suspend or Resume dates for activities commenced and not complete.
Progress Schedule Revision – Revisions to the Progress Schedule ensure it accurately reflects the
current means and methods of how the project is anticipated to progress, including modifications made
to any of the following items: (a) changes in logic connections between activities; (b) changes in
constraints; (c) changes to activity descriptions; (d) activity additions or deletions; (e) changes in activity
code assignments; (f) changes in activity Productivity Rates; and (g) changes in calendar assignments.
Project Scheduler – The person that is responsible for developing and maintaining the Progress
Schedule.
Recovery Schedule – A schedule depicting the plan for recovery of significant time lost on the project.
This separate CPM schedule submission shall provide the resolution and include appropriate changes in
network logic, calendar adjustments, or resource assignments.
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If the holiday occurs on a Saturday, it will be observed the Friday before. If the holiday occurs on a
Sunday, it will be observed the Monday after.
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This should allow the new AD account user to access the Citrix servers, and have access to icons
for the following icons:
- Primavera P6 application
- Network T:\ drive application.
We have attached the completed Request For Access form with approval signatures
This new user account is for a non DOT person (external user).
Please notify me when this ticket has been completed at CPMSchedulingSection@dot.ny.gov,
so the other steps to assign Primavera licenses to this user can be completed by the Project
Management Office.
• Select the current appropriate approver for the Engineering Division
• Check off AD Account and Security Group from the Appropriate NYS Entitlements:
• The ticket will be confirmed in an email. The ticket number, in the format RITMxxxxxxx should
be entered on the MS Excel spreadsheet, with the date the request was made.
• When an email is received from ITS confirming that the account has been established, add the
user to P6 by taking the following steps
o Access P6 CPM on the web at: http://cpmprod.dot.ny.gov/p6/action/login.
o Click on Administer> User Access> Users. Click on the “+” sign.
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o Select the appropriate Global Security Profile e.g., “Project Scheduler Contractor” and
check P6 Professional under the Module Access Tab then click Save
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• Find the existing Template project node: “D269997 – Unassigned OBS Node”. Select the "Search"
Figure 11: Enter the D Number to Search the Status Book Database
Use the information in this database , if available, to fill in needed details when setting up the project
such as the assigned EIC and ACS, Current Contract Completion Date, Letting Date, Award Date,
etc. Leave this database open until the project is fully set up.
• Open Copied "D269997 - Unassigned OBS Node". Change the D Number and Project Name in
Parent Node, then change the D Number for all the child nodes:
o D######-Project Name
o D######-Designers Work Area {if applicable, otherwise Delete}
o D######-Contractors Project Scheduler
o D######-NYSDOT Archive (Read-Only)
o D######-NYSDOT Reviewers, What-If (Read-Write)
• Click SAVE
• An example of a project set up in the OBS can be seen in Figure 12
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can result in changes being lost. If the SAVE Icon shows up …SAVE.
3.1.4 Loading Schedules
The process of Schedule Loading is summarized for administrators in a step-by-step guide which can
be found in Appendix H – Schedule Load “Cheat Sheet”
This guide should be printed out and used when loading files until the administrator becomes very
familiar with the process. The following sections detail this process.
3.1.4.1 CPM Scheduling Section Email Management
Consultants, contractors are directed to email the CPM Scheduling Section when schedule
submissions are made to NYSDOT. Based upon current work assignments and workload, emails
are assigned an Outlook category which relates the email to the assigned Section staff. In
addition, a follow-up flag priority is assigned.
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• Drill down in the specified region’s folder then continue to drill down into the D Number Contract
folder
• Create a new folder named xSUyy, e.g. P:\PMO\Construction Support\CPM Scheduling\Project
Schedules\Region 9\D260985\1SU51
• Copy all attachments from the email and place them in this new folder. Remove the attachments from
the email and save it. Removing the attachments from the email is necessary because the files sent by
the schedulers are often large. Once they are saved the P: drive it is a waste of email storage space to
leave them attached to the email.
• Reply All to the email received. Copy the email template information that is used for either a Type 1
or Type 2 schedule into the email. Ensure that the email is being sent from the CPM SchedulingS
ection and that the CPM Scheduling Section is copied. This will serve as the draft response to which
you will add your comments as problems are found with the schedule. Click Save to ensure that a
draft is saved. Move around the recipients to ensure that the EIC and the Detailed Reviewer
are in the TO: line while the remainder of the individuals are in the Cc: line.
3.1.4.3 Loading the Schedule to the State Work Area
• Open P6 Professional client. Ensure that the “P6_Construction_Prod_Primary” database is selected
from the pulldown menu. (See Figure 16)
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• Change the report indicator to NULL. Remove the Green Circle check to blank option by left mouse
clicking on the Green Circle
• Right click the schedule and select Cut. The schedule in the CPS node is the current progress
schedule. There should only be one schedule located here.
• Click on the PSU node beneath and select Paste. The PSU node is where previous schedule updates
are stored until the project is closed out. This allows them to be accessed during the rest of the
project.
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• In the field "Project Name", check the end of the name to verify that “Monthly Progress Schedule
Update #” is present.
• Scroll Left and right, scanning the date fields. All of the fields should be filled appropriately. Using the
Status Book database compare Dates and Names:
- EIC
- Area Construction Supervisor
- Schedule Reviewer
- Contractor
- Contactor’s Project Scheduler
- Letting Date
- Award Date
- Original Contact Completion Date
- The Must Finish By Date
• The time indicated in the "Must Finish By Date" shall be set to 5pm that day.
• In the Project Details area, Click on the Settings tab.
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• This will open a window and defaults to ENTERPRISE (top of all nodes).
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Figure 29: Enter D Number & Search for the Responsible Manager
• Enter the project D# in the search box. DO NOT HIT ENTER. Select “NYSDOT Archive (Read
ONLY)” for the D number which was entered. In the right panel: Click Select
• Make a copy of the previous update from the PSU node to the CPS node; change the Project Name
to“Dxxxxxx-_ySUzz_ - LAST UPDATE BASELINE”
• Maintain and Assign the Last Update Baseline into Current Submission as Project Baseline. This
procedure is described in Sections 3.1.5.1 and 3.1.5.2.
• Select the Activities Tab; go to Layout; click [Open}; Answer [No]; Under Global Layouts
select 00_Schedule Load.
• Go to Filters and verify that "All Activities" are checked in the upper left corner Click
[OK]
• Click on the [Group and Sort By] button in the command bar. Uncheck the box for
Indent field under the GroupBy section of the popup window . Remove all items in the
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Group By table of the popup window. Only "Show Group Totals" should be checked. Click
the [Apply] button. Click the [Ok] button. The popup window will now close.
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• Make sure the option is set for the Longest Path. Note in the email if any of these are
inconsistent.
• Click the [Close] button. Click the [Schedule] button. The Schedule Log text file should be
generated in the in a common location for you such as a temporary directory or a working
folder. The default name should be _NYSDOT_SCHEDLOG.txt. Copy the Schedule Log
text file into the current update project folder in the proper Region/DNumber/xSUyy.
Rename the file DNumber-xSUyy_NYSDOT_SCHEDLOG.txt. Compare the Contractor’s
schedule log with this log and report any differences. Open the Schedule Log and check for
Out Of Sequence Activities and make note in the email previously created.
• Click on the [Filter] button. Click on "Customize" Click on the option called "All Activities".
Set the radio button to “All Selected Filters”. Click on the [Apply] button
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• Start with the last activity and follow the path up the activities making sure that all activities
are connected with a “Logic Line”, through the Data Date (Blue Line).(Figure 36)
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• Click on the [Filter] icon. . Click on "Customize". Set checkbox to “All Activities”
(clears existing filters )Set the radio button for “Any selected Filter”
• Apply each of the 20 or more global filters some of which are shown in Figure 38
• Document errors found in the email which was generated earlier. Take snapshots of activities failing
the filters and also include those. Review all of the comments for reasonableness before proceeding.
3.1.4.4 The Schedule Report
The Schedule Report is a regular attachment to each High Level Review performed by the
NYSDOT CPM Scheduling Section. Included in this Schedule Report are a variety of schedule
layouts to assist the EIC’s review of the Contractor’s schedule submission. Each layout is
uniquely filtered and organized to present important information and to aid schedule analysis.
The Schedule Report is a single .pdf file that combines multiple schedule layouts specifically run
for each P6 progress schedule update. On the left hand side of the report underneath
“Bookmarks”, the names of the various layouts can be found. Clicking on each Bookmark link
brings the viewer to the first page of each layout.
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• Change the User Preferences to not show time. {Edit>User Preferences>Dates>Do not show time}.
This will avoid unnecessary clutter in the layout generated printouts.
• Ensure that the schedule under review is still open and that you are in the Activities, not he Projects
view. Go to View>Layout>Open Layout. Answer “No” to the dialog box asking if you wish to save
this layout. A list of Global Layout will appear. We will be using the Layouts from 01 to 19 for normal
monthly updates as shown in Table 1.
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Layout
01_Milestones Constraint & LevelOfEffort
02_Longest (Critical) Path
03_Longest (Critical) Path by WBS
04_Slipping and Total Float <=20d
05_All Slipping Activities
06_New Near Critical_Total Float <= 20d
07_Actuals in Last 5 Weeks
07a_Actuals to Date
08_30d Look-Ahead
08a_90d Look-Ahead
09_30d Look-Ahead Near Critical
10_Negative Float
11_Near Critical_Total Float <= 20d
12_NYSDOT Resp Party
13_Winter Activities < 100%
14_Summary Roll-Up
15_All Dates Changes from Last UD
16_Full Schedule
17_Remaining Schedule < 100%
17a_Remaining Schedule by AREA
18_Type of Work
19_Added Activities
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the project update folder where the Schedule Log was also saved. While still in Adobe Acrobat click
on File>Properties>Initial View. Select the Options shown in Figure 44, save the file and close it.
• Reopen the file and check that each bookmark has the correct layout number and the correct project.
• Drag and drop the Schedule Report into the review email previously created.
3.1.4.6 Finalizing the Schedule Review
• Review each of the Layouts individually and where appropriate make comments and include
snapshots in the review email of items worthy of the attention of the EIC.
• Send the email. Remove the attachments from the copy of the email in the CPM Scheduling Section
Inbox.
• Drag and drop a copy of the email to the project update folder.
• Clear the Outlook email Category from the original incoming email and clear the Follow Up flag.
3.1.5 Maintaining and Assigning a Baseline Schedule
3.1.5.1 Maintaining a Baseline Schedule
• Make a copy of the schedule you wish to use as a baseline to the same node where the project under
review resides. Rename the baseline to Dxxxxxx-ySUzz Previous Month Baseline
• Open the latest update to which you want to maintain and assign a baseline to, e.g., D261344-1SU8-2.
Switch back to the Projects view. Ensure that the baseline schedule is highlighted.
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• Select “Convert another project to a new baseline of the current project”. Click OK
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• Click on the Plus icon on the right of the screen to add a Report
• The New Report radio button should be active.
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1P6Creating New Project Codes can only be performed by an Administrator with Superuser or Global Data
Administrator privileges.
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2Adding and Editing User Defined Fields can only be performed by an Administrator with Superuser Administrator
privileges.
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• Select Add from the icon bar. Add the Title of the UDF and select the appropriate Data
Type
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• Navigate to https://mytoken.ny.gov/
3 Virtual desktop infrastructure (VDI) is virtualization technology that hosts a desktop operating system on a centralized
server in a data center. VDI is a variation on the client-server computing model, sometimes referred to as server-based
computing. The term was coined by VMware. (techtarget.com)
4 Usually the first initial of the first name followed by the last name, e.g., Jane Doe would be jdoe. There are exceptions
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• Select the appropriate Client for the operating system on your computer, either VMware Horizon Client
for Windows or VMware Horizon Client for Windows 10 UWP for x86-based devices
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• Double click on the Add Server Icon and you will be prompted for the connection server name. Enter
desktop.ny.gov.
o The RSA username is your email address as the system understands it. For NYSDOT employees it is
their actual NYSDOT email address. For external consultants and contractors it is in the format
userid@nysdot.private, where userid is your Active Directory (AD) Account Userid; do not enter your
work or personal email address.
o The RSA Passcode is the token number. For those with a software token obtained with your smart
phone it is the eight digit number that you obtained. For those with a hardware token similar to the
one in Figure 69, enter the PIN that you identified when you applied for your token and the six digit
token that appears on the hardware key.
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• Enter the first two lines as shown above in Figure 70. The DOT Username is the Active Directory (AD)
username assigned to the user when they first were granted access to NYSDOT systems and the DOT
password is the current password assigned to the AD account. Select “NYSDOT” in the dropdown box
for Domain and click on Login. If you use userid@nysdot.private as your Username as you did earlier and
enter your password, you can skip choosing the Domain.
• Access your Remote Desktop
o A desktop selection screen will display
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o Click OK
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recognize the USB drive and upload the driver if necessary. From the pull down menu example
shown in Figure 75 the USB device “SanDisk Cruzer” can be selected for use.
The user is able to select the manner in which the drive is connected. We suggest that the choice
of “Automatically Connect when Inserted” be used.
Click on “Change a password”. The user will be presented with an additional screen shown in
Figure 78.
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Figure 78: Choose the NYSDOT Domain for the Password Change
Choose the NYSDOT domain with your UserID as shown above. The user will then be asked to
enter the current password and the new password twice. After doing so click on the right
pointing arrow and if the password meets the established security criteria it will be changed.
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• Click the checkbox for “DOT-VDI Horizon Client’ on the “Available Software” tab and Click on the
button ‘Install Selected’.
• The installation will take some time to download the application from the server and install on the
machine.
3.2.4.2 Starting the VDI Horizon Client from your DOT Desktop or Laptop
Connecting to Your Virtual Desktop.
• Open the VDI Horizon Client Desktop Icon shown
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• Enter your Active Directory (AD) User Name and Password. Select NYSDOT from the Domain pull
down list and click login.
• You will see a new icon for DOT Virtual Desktop. Double-click on this icon.
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• You should now see the Windows PC logon screen. Select the OK button to accept the Security disclaimer.
• When the Virtual Desktop appears, double click on the Applications folder, then double click on the P6
Professional R8.2 program listing.
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An example of a project
level OBS. Access is granted
to all users only on a project
sub-node basis.
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The project is the highest level while an individual activity to create a product or service is at the
lowest level. It enables you to divide a project into meaningful and logical pieces for the purpose
of planning and control. Figure 90 is an example of a WBS for a Bridge Reconstruction. Note that
the WBS Path elements with a “+” to the left have been collapsed to that level.
3.2.8 Enterprise Resource Directory
Resources including employees and equipment are stored within the P6 Resource Dictionary, which
groups users and resources based on type (e.g. Equipment, Crew Labor & Individual Labor).
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Please see Figure 91 for an example of a contractor resource listing highlighting. Similarly, NYSDOT
Pay Items are also available as a resource table. If a contractor is either required to or desires to
utilize resources, the CPM Scheduling Section should be contacted to set up the appropriate resource
hierarchy for the specific contractor.
3.2.9 Project & Activity Codes & User Defined Fields
3.2.9.1 Activity Codes
Activity codes are assigned to activities to allow for filtering, sorting, or grouping activities by
categories according to the needs of NYSDOT and the Contractor. The following are commonly used
activity code categories:
Activity codes can be global; these codes are developed and maintained by NYSDOT. Several global
activity codes are required to be used by the Contractor for Type 2 schedules. Activity Codes shall
include, but not be limited to: Responsible Party (Global); Stage (Global); Area of Work(Global); Type
of Work(Global); and additionally as required by the Engineer to meet the needs of the specific
contract work to facilitate the use and analysis of the schedule. Global activity codes apply across the
entire enterprise while Project activity codes are project specific and should be designated with the
project D number as a prefix to the code , e.g., D999999 – Area. Contractors can add data items to
the Project Activity Codes that they develop. Each activity code (global and project) may contain an
unlimited number of activity code values. Activity codes, both project and global, can be organized in
a hierarchy.
3.2.9.2 Project Codes
Project codes are assigned to a schedule when it is first developed as a template for the use of the
contractor. New project code values are entered by the Administrators with the addition of new
projects, staff, contractors, etc. A typical assignment of the project codes for a schedule is shown in
Figure 92
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5 This section is excerpted from the Oracle Primavera® P6™ documentation website
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Multiple criteria for selection may be used within a single filter. Filter specifications can be saved and
reapplied. Filters can be saved as part of a layout. One or more filters may be applied to a layout at a
time.
3.2.11 Project Layouts 6
A layout is a customizable view of project information. To customize a layout to meet specific needs,
you can choose from a wide range of project information, columns, colors, fonts, and activity
groupings, and you can display these data in the top and/or bottom layouts. For example, show a
Gantt Chart in the top layout and an Activity Table in the bottom layout. Each time you change the
way data are presented in the top and bottom layouts, you create a unique layout. The module
automatically prompts you to save a layout when you close it, allowing you to define a unique name
for it so you can use the layout again with the current project or a different project.
3.2.12 Global & Project Calendars
Calendars are established to designate the days and times of day that an activity can occur or a
resource is available. There are three calendar pools:
Global Calendar pool
o Contains two calendars authorized by NYSDOT that can be used by all projects.
o Available for all activities and resources.
o Developed & managed by NYSDOT administrative users
Resource calendar pool
o Contains separate calendars for each resource
o Available for resources
Project calendar pool
o Contains a separate pool of calendars for each project.
o Available for the current project only.
o Developed by the Contractor
o Must be reviewed by NYSDOT.
3.2.13 User Preferences
User preferences are set by selecting Edit > User Preferences. The user has the option of resetting
these values. We will briefly discuss two of these dialog boxes and the desired settings related to
them.
6 This section is excerpted from the Primavera® P6™ Project Management Reference Manual
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It is particularly important to show time when statusing activities, i.e., placing the actual date and
time that an activity occurred. If time is not turned on, an activity that begins and ends on the
same day will be statused at the same time resulting in a completed activity of zero duration.
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3.2.14 Toolbars
The toolbars at the top and sides of the screen can be customized by the user. Select View > Toolbar
and then click on the toolbar that you would like to add or remove. It is also possible in that same
dropdown to select customize and create a toolbar that you might use to perform certain specific
functions in P6.
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The contractor shall prepare and submit progress schedules showing the order in which the
Contractor proposes to carry on the work and the dates on which they plan to start and complete
major items of work. The purpose of the progress schedule is to ensure adequate planning and
execution of the work and to evaluate the progress of the work. The Contractor’s progress schedule,
updates, revisions and reports will be an integral part of the Department’s management of the capital
program. The Contactor's schedules will be used by the Department to monitor progress, plan the
level of effort by its own work forces and consultants, and as a critical decision making tool.
Accordingly, the Contractor shall ensure that its progress schedule submissions are both accurate and
timely.
Approval of the progress schedule shall not be construed to imply approval of any particular method
or sequence of construction or to relieve the Contractor of providing sufficient materials, equipment
and labor to guarantee completion of the contract in accordance with the contract documents.
Approval shall not be construed to modify or amend the contract agreement or the completion date
therein.
All costs to create and update the progress schedule shall be solely the Contractor's obligation and
will be at no additional cost to the State unless specifically provided for in other contract provisions.
If the work falls behind the progress schedule, the Contractor shall take such actions as necessary to
improve its progress. If the Contractor is behind schedule any month, the Contractor shall indicate
what measures it will take in the next thirty (30) days to put the work back on schedule so as to meet
the contract completion date specified in the contract. In preparing the revised schedule, the
Contractor shall consider increasing its work force, construction plant and equipment, the number of
work shifts, etc.
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• Ensure that the Contractor and the Department have a detailed plan and resources to complete the project
in accordance with contract time requirements;
• Provide a means of monitoring the progress of work;
• Aid in communication and coordination of activities among all affected parties;
• Analyze the effect of changed conditions on any milestone dates or on the contract completion date;
• Analyze the effect of change orders for extra work or deductions, and unanticipated delays, on the
contract completion date;
• Establish a standard methodology for time adjustment analysis based on the principles of the Critical Path
Method of scheduling, to analyze delays and resolve construction disputes concerning time;
• Determine appropriate extensions or reductions of Contract Time.
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Events, actions, and progress that cause delays or gains to the progress schedule will be analyzed
solely by the Contemporaneous Period Analysis method.
Primavera software and schedule data on the Department’s EPMD will generally be available for the
Contractor’s use at all times unless system maintenance (i.e., backups, upgrades, etc) is being
performed.
System maintenance will generally be conducted over short time periods between the hours of 10 PM
to 6 AM, Monday through Friday and on weekends. The Department does perform regular backup
of data contained in the EPMD, and will make every effort to restore the latest historical copy of
schedule submissions in the event of any data failure of the EPMD. The Contractor shall also be
responsible for exporting copies of project progress schedules, recovery schedules, TIA schedules,
after data modifications have been made as their backup of these submissions. In the event a
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Contractor’s authorized user cannot access the software from 6AM to 10PM Monday through
Friday, the Contractor shall provide written notification to the Engineer.
Project schedules are developed from the Contractor’s knowledge of the project, and the means and
methods represented in those schedules are based on the Contractor’s understanding of the contract
documents, and the Contractor’s past experience, which are unique to the Contractor. Schedule
activity data and logic are therefore the intellectual property of the Contractor and will not be made
available to other Contractors. All other schedule data, and all Enterprise data residing on the
network servers, are the sole property of the Department.
4.2.2 Project Scheduler
The Contractor shall designate an individual, entitled the Project Scheduler, who will develop and
maintain the construction progress schedule. The Project Scheduler shall be present at the
Preconstruction Schedule Meeting, prepared to discuss, in detail, the proposed sequence of work and
methods of operation, and how that information will be communicated through the Progress
Schedule. The Project Scheduler shall attend all meetings, or receive meeting minutes that outline
schedule related issues of those meetings, which may affect the CPM schedule, including but not
limited to those between the Contractor and their Subcontractors and between the Contractor and
the Department. The Project Scheduler shall be knowledgeable of the status of all aspects of the
work throughout the length of the Contract, including but not limited to: original contract work,
additional work, new work, and changed conditions of work.
4.2.3 Construction Schedule Meetings
4.2.3.1 Preconstruction Schedule Meeting
The Contractor shall contact the Regional Construction Engineer after notification they are the
apparent low bidder, but no later than two (2) State Business Days following the notice of contract
award to schedule a Preconstruction Meeting. One topic of this meeting will be to discuss all
essential matters pertaining to the satisfactory scheduling of project activities, and to resolve any
known questions regarding interpretation of the contract requirements for this work.
The Project Scheduler shall be prepared to discuss the following:
• The proposed hierarchal Work Breakdown Structure (WBS) for the Progress Schedules. The Project
Scheduler shall provide a paper copy at the meeting.
• The proposed project calendars.
• The proposed project activity codes and various code values for each activity code. The Project Scheduler
shall provide a paper copy at the meeting.
• The specifics of any contract Time-Related Clauses (A+B Bidding, Incentive/Disincentive,
• Liquidated Damages, Lane Rental, etc.);
• The Contractor’s schedule methodology to be employed, proposed work sequence and any proposed
deviations from the contract plans with respect to Staging or Work Zone Traffic Control phasing.
• The Key Plans shall be provided at the meeting.
• The factors that the Contractor determines to control the completion of the project and any milestone
activity completion dates contained therein.
• The Project Scheduler shall provide an outline for the content of the Narrative report for future Progress
Schedule submissions.
• Schedule submission protocol for Progress Schedule submissions.
The Contractor shall submit to the Engineer for review, a minimum of five Work Days prior to the
Preconstruction Schedule Meeting, the following: a copy of the Key Plans, a print out of the
proposed Work Breakdown Structure, a print out of each of the proposed project Calendars showing
the Contractor Work Days versus non-work days and work hours per day, and a list of the Code
Values for each Project Activity Code proposed to be used in the schedule.
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The Engineer will be available to answer questions regarding scheduling, including: the availability of
Department supplied electronic file(s) containing sample project schedule information, sample
progress schedule narratives, Special Notes for CPM Scheduling, and required standard format for
CPM Progress Schedules for contract work.
4.2.3.2 Progress Schedule Meetings
The Contractor shall schedule meetings as necessary with the Engineer to discuss schedule
development and resolve schedule issues, until the Final Baseline Progress Schedule @ Award is
accepted by the Engineer.
One topic of the regular progress meetings held by the Engineer and attended by the Contractor
shall be a review of the Weekly Status Report generated from the Progress Schedule. The Contractor
shall be represented by the Field Superintendent and Project Scheduler. The Project Scheduler shall
bring a copy of the printed plot of the current Weekly Status Report to the progress meeting, the
report shall show the current anticipated schedule for all remaining work with the critical path
activities highlighted.
• The review of the Status Report serves as the forum to discuss project progress and delays, suggested
remedies, necessary Progress Schedule revisions, coordination requirements, change orders, potential
Contractor time extension requests, and other relevant issues. If contract work is falling behind the
Progress Schedule, the responsible party (i.e.- Contractor or Department) shall be ready to discuss what
measures it will take in the next thirty (30) days to put the work back on schedule so as to meet the
contract Completion Date specified in the contract.
• Items of discussion will include, but are not limited to: project progress; schedule progress; near term and
long-term schedule issues, including RFIs, Shop Drawing submittals, permit work, utility relocations,
mitigation work; project issues and risks; proposed solutions; and any relevant technical issues that are
schedule related.
• At the meeting the Project Scheduler shall compile an action item list that describes who is responsible for
existing or pending issues and the date by which the issue needs to be resolved to avoid delays. The
Contractor shall forward a copy of the action item list to the Engineer within 2 business days following the
meeting.
4.2.4 Progress Schedules
The Contractor shall prepare and submit complete baseline progress schedules to the Engineer for
approval, showing all of the on-site construction activities with durations and seasonal or other
limitations, including activities of the Contractor, subcontractors, fabricators, and suppliers to ensure
adequate planning and communication. The number and details of the activities will be dependent
upon the nature, size, and complexity of the work.
Baseline Progress Schedule Requirements. As a minimum, the Contractor shall address the
following:
• Defining Project Details and Defaults – Within the Dates tab, the “Planned Start” shall be the Letting
Date, the “Data Date” shall be the date of Contract Award, the “Must Finish By” date shall be the
contract Completion Date. Within the Settings tab, define the Critical Activities as the “Longest Path”.
The Project Scheduler role does not have security privileges to change this data in the project Details tab,
so requests for changes to this data need to be forwarded by email to CPMSchedulingSection@dot.ny.gov;
include in your request the contract Dnumber and the ProjectID.
• Sufficient activities shall be included to ensure that there is adequate planning for the entire project. The
appropriate number of activities will be largely dependent upon the nature, size, and complexity of the
project. In addition to all site construction activities, network activities shall include: activities necessary to
depict the procurement/submittal process including shop drawings and sample submittals; the fabrication
and delivery of key and long-lead procurement elements; testing of materials, plants, and equipment;
settlement or surcharge periods activities; sampling and testing period activities; cure periods; activities
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00011 Prepare & Submit DMWBE Goals Minimum 1 Work Day M0001 SS Contractor
00040 Prepare/Submit Safety & Health Plan Minimum 1 Work Day M0001 SS Contractor
00045 Approve Safety & Health Plan 20 State Business Days 00040 FS NYSDOT
M00050 Contractor’s First Day of Work 0 - Start Milestone 00035, 00045 FS Contractor
00060 Prepare & Submit Baseline Progress Schedule @ 10 State Business Days from Notice of 00005 FS Contractor
Award Award
00065 Review Baseline Progress Schedule @ Award 10 State Business Days 00060, M0025 FS NYSDOT
00070 Accept Baseline Progress Schedule @ Award 1 State Business Days 8 00065 FS NYSDOT
M00925 Regional Recommendation for Final Acceptance 0 - Finish Milestone 09040 FF NYSDOT
7 The Logic Tie shown shall be used as a relationship to the predecessor activities contained in the column named Follows.
8 Acceptance Date shall not exceed 40 State Business Days from Notice of Award.
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• Activity ID - Include a unique identification number for each activity. Activity ID numbers shall not be
changed, or reassigned for the duration of the contract.
• Activity Name - Clearly and uniquely define each activity name with a description of the work that is
readily identifiable to inspection staff and the progress of each activity can be measured. Each Activity
shall have a narrative description consisting at a minimum of a verb or work function (i.e. form, pour,
excavate, etc), an object (i.e. slab, footing, wall, etc), and a location (i.e. STA, bridge or retaining wall
number, street, etc). The work related to each Activity shall be limited to one Area of the contract, one
Stage of the contract, one WZTC Phase of the contract, and one Responsible Party of the contract.
• Milestone Activities - Include activities for all contract milestones that define significant contractual
events such as Contract Award, Notice to Proceed, Contractor Start Work, Substantial Completion,
Physical Completion, Contract Completion, and coordination points with outside entities such as utilities,
State agencies, Authorities, municipalities, Time-Related Contract Provisions, etc.
o The Contract Award milestone shall have a primary constraint of “Finish On” and the date
of Contract signature by the State Comptroller,
o The Contract Completion milestone shall have a primary constraint of “Finish on or before”
and the contract Completion Date.
o The Contractor Start Work” Start milestone activity, that will eventually reflect the actual
date the Contractor started work authorized under the contract.
• Activity Durations – Define the Original Duration of each activity in units of whole work days, except
for activities of less than one day duration which should be shown in units of tenths of a day. Except
submittal/procurement activities, durations shall not exceed 15 work days unless approved by the
Engineer. Durations for Department submittal reviews shall meet the requirements set forth in the
contract documents. If requested by the Engineer, the Contractor shall justify the reasonableness of
planned activity time durations. Task Dependent activities shall not have a zero duration.
• Activity Relationships - Clearly assign predecessors and successors relationships to each activity, and
assign appropriate logic ties between activities (Finish to Start, Start to Start, Finish to Finish, etc). Do not
have any open ended activities, with the exception of the first activity and last activity in the schedule. An
activity may only appear once as a predecessor or successor to another specific activity, but may be
assigned as a predecessor or successor to many different activities. Do not include inappropriate logic ties
with Milestone activities (For a finish milestone activity: a predecessor shall only be assigned a Finish to
Finish logic tie, a successor shall only be assigned a Finish to Start or Finish to Finish logic tie. For a start
milestone: a predecessor shall only be assigned a Finish to Start or Start to Start logic tie, a successor shall
only be assigned with a Start to Start logic tie). Lag time may not exceed 10 days. The Contractor shall
not use negative Lag times.
• The Contractor shall assign the “Contract Award Date” activity as a predecessor to all Review and
Approval type activities to be performed by Department staff.
• Activity Constraint Dates – The Contractor shall not have any constrained activities, with the exception
of contractual dates, unless the Engineer accepts such constraints in writing. Milestone activities shall be
included for the Contract Award which shall have a primary constraint of “Finish On” and the date of
contract signature by the State Comptroller, and for the Contract Completion which shall have a primary
constraint of “Finish on or before” and the contract completion date indicated in the contract documents.
Only contractual/owner-designated constraints are allowed unless specifically authorized by this
specification or the Engineer.
• Activity Dates – With the exception of contract Milestone dates, “Actual Start” and “Actual Finish” dates
and “Planned Start” and “Planned Finish” dates, activity dates shall be calculated by the project scheduler
tool within the Oracle-Primavera software. No Actual Start or Actual Finish dates shall be entered in the
Baseline Progress Schedule @ Award, with the exception of activities that were completed prior to the
Contract Award.
• Calendars - Use clearly defined calendars that account for expected seasonal weather conditions
(including winter shutdown periods) and environmental permit requirements, for the planning and
scheduling of activities. Do not incorporate an activity with a description of “Winter Shutdown” that
requires constraints. Provide the working days per week, holidays, the number of shifts per day, and the
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number of hours per shift by using the Calendar modifier in the P6 software. Incorporate any seasonal
restrictions to the work within calendars assigned to activities.
o Global calendars used in the progress schedule shall be those established by the Department.
There are only two Global Calendars developed and maintained by the Department for use by
Contractor’s, they are the following:
• NYSDOT Milestone/Curing 365 Day / 8 hour
• State Business Days, 5 Day Work Week w/State Holidays, Field
All milestone activities in the schedule shall be assigned the standard Global calendar named
‘NYSDOT Milestone/Curing 365 Day / 8 hour”, this calendar should also be assigned to any
activities for concrete curing. Activities for shop drawing reviews and other approvals by
Department personnel shall be assigned the Department’s standard Global – “State Business
Day, 5 Day Work Week w/State Holidays, Field” Calendar that reflects all holidays observed by
the State.
Changes desired for these calendars shall be forwarded by email to
CPMSchedulingSection@dot.ny.gov, and if appropriate these changes will be performed by the
Office of Construction system admin staff. This will be accomplished by making a copy of the
existing Global calendar, and then the new calendar will be renamed and modified as necessary.
o Calendars related to specific resources (i.e., a specific piece of equipment) shall be established as
Resource Calendars, with the Calendar name clearly identifying the resource.
o All other calendars developed by a Contractor shall be established as Project Calendars, with the
calendar name including the contract D# and describing the function (i.e., D260000 - Asphalt
Calendar, D260000 - Concrete Calendar, D260000 - Landscape Calendar, D260000 - Painting
Calendar, D260000 – Contractor’s 5 Day/8 Hour Workweek). All work activities of the
Contractor shall be assigned to Project Calendars.
o The Baseline Progress Schedule can not include a calendar that reflects any workers working
more than 8 hours in any one calendar day or more than 5 days in any one week. (§102-10
LABOR AND EMPLOYMENT) Following the contract award the Contractor can add
additional calendars in their next Monthly Progress Schedule submission based on an approved
overtime dispensation.
• Clearly define significant interaction points between the Contractor, the Department, and other entities
including but not limited to: Federal, State and local agencies/authorities; and utilities. All activities of the
Department, utility companies, adjacent contracts, and other entities that affect progress and influence any
contract required dates including durations shall be shown in the schedule. This includes dates related to
all Permits or Agreements. The schedule shall give special consideration to sensitive areas such as road
closures and parklands and shall indicate any time frames when work is restricted in these sensitive areas as
outlined in the permits issued by the regulatory agencies, and provided in the contract documents.
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These summary activities will be broken down into, or supplemented with, individual work
activities for the baseline submission.
If any Crew resources are included, the composition of the staffing (the number and titles of the
various staff) shall be listed in the Notes tab of the Crew resource, and the composition of the
crews shall be included in the narrative. To the extent practicable, the Draft Baseline Progress
Schedule should include administrative and procurement activities to be accomplished during the
contract; planned submittal, review, and approval dates for shop drawings, working drawings,
fabrication drawings, and contractor supplied plans, procedures, and specifications.
Any submission of a Draft Baseline Progress Schedule should be accompanied by a written
Narrative that provides details of the Calendar assignments of Working Days versus non-work
days, outlines the sequence of planned operations to complete the project work, and provides
the proposed Activity Codes and Code values to be assigned to activities in future submissions
of project progress schedules.
The review and comment by the Engineer of the sample schedule should assist the Project
Scheduler in assuring the first submittal of the Baseline Progress Schedule @ Award will be in
general conformance with the requirements of the specification and other contract requirements,
and that major rework of the Baseline Progress Schedule @ Award will not be required. The
Engineer will review the logic diagram, coding structure, activity identification system, and
Narrative; and provide comments for required changes by the Project Scheduler for
implementation in the submission of the Baseline Progress Schedule @ Award. The Engineer
will provide written comments on major deficiencies within five (5) State Business Days of
receipt. The Department reviews Draft Baseline Progress Schedules solely for format, and will
not consider any submission of a Draft Baseline Progress Schedule for approval as an Early
Completion Schedule
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D#. The Contractor shall assign appropriate Activity Codes and provide custom Layouts, Filters,
and/or report formats necessary to allow the Engineer to generate a report from the each Progress
Schedule submission of all submittals required under the contract (i.e., shop drawings, required
permits, erection/demolition plans, etc). The list shall show scheduled submission date, review date,
and acceptance date for each submittal and identify the earliest activity affected by each of these
submittals. This list shall be generated from each Progress Schedule submission until all such
activities are completed.
• Schedule Submission
o Within the timeframe indicated in Table 4 Column 1, the Contractor shall submit one electronic
copy of the Baseline Progress Schedule @ Award in a Critical Path Method (CPM) format for the
Engineer’s review and acceptance.
Table 4: Timeframes for the Review and Approval of the Baseline Progress Schedule @ Award
Timeframe from Receipt of Notice of Award to Timeframe for Engineer’s Timeframe from Notice of Award to Acceptance by the
T
Submission of Complete Baseline Schedule. Review Engineer Not To Exceed
h (Column 1) (Column 2) (Column 3)
10 State Business Days 10 State Business Days 40 State Business Days
o The Engineer will review the schedule and r e tur n it, accept it with comments, or reject it within
the timeframes indicated in Table 1 column 2, following the date of receipt of the Contractor’s
submission.
o If the schedule is returned with comments, the Contractor shall address all comments and revise
the schedule as necessary. The Contractor shall complete the Final Baseline Progress Schedule @
Award and obtain the acceptance of the Engineer within the timeframe required in Table 1
column 3.
o If the schedule is accepted without any comments by the Engineer, the Contractor shall copy the
schedule and rename it for submission as the Final Baseline Progress Schedule @ Award.
o In no way does the Baseline Progress Schedule modify the contract documents.
• Developing the Work Break Down Structure (WBS)
A multi level hierarchal WBS shall be incorporated that provides a deliverable-oriented grouping of
activities and defines the total scope of the project.
The Contractor shall develop a detailed project specific WBS for the Engineer’s review and approval.
The Engineer shall make the final determination on the number of levels of the WBS, and how the
activities shall be grouped to represent the deliverables of the project.
For all projects the first two levels (nodes) of the WBS shall be labeled as follows:
Level 1 - is the project level; and shall have the project name.
Level 2 - shall have three nodes; “PRECONSTRUCTION”, “CONSTRUCTION”, and
“POST CONSTRUCTION”;
For all projects under “PRECONSTRUCTION” a third level of the WBS shall consist of at least the
following three sub nodes: “GENERAL SUBMITTALS”, “SHOP DRAWINGS”, and
“PROCUREMENT/FABRICATION/DELIVERY”.
Under the “CONSTRUCTION” node, the grouping of activities may vary depending on the scope
and nature of the project work. The Contractor shall coordinate with the Engineer to determine the
best way to represent (group activities) the project deliverables (i.e. Bridge, Roundabout, Highway
segment, Interchange, Intersection, etc) and the various Stages or Phases of work.
Generally Level 4 would be by geographic area within the project limits, Level 5 would be by highway
feature (bridge, highway segment, intersection), Level 6 the highway features should be broken into
their components (a bridge into components such as Piles, Substructure, Superstructure), and a
highway segment into components such as pavement, drainage, earthwork, lighting, traffic signals, etc.
An example Work Breakdown Structure is shown below in Figure 96
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unsatisfied constraints, Activities with unsatisfied relationships, and Activities with external dates.
The statistics shall include, # of Activities, # of Activities Not Started, # of Activities In
Progress, # of Activities Completed, # of Activity Relationships, # of Activities with
Constraints, total number of activities on the critical path, percent complete, activities without
predecessors, activities without successors, and activities out of sequence.
o Appendix 2 shall be printed in Adobe Acrobat PDF file format to fit standard ANSI B (ledger)
size paper (11” x 17”) (279 mm x 432 mm) with landscape orientation, included with the
narrative as a separate file. Appendix 2 to the narrative shall be an electronic schedule plot using
the Global Layout named “Baseline Schedule submission”, with activities sorted by Start Date in
ascending order, Grouping of activities by WBS, and only the “Longest Path” filter applied. This
plot shall provide a clear critical path from the Data Date to the last activity in the schedule.
Graphical representations shall be shown at a suitable scale to be legible and readable.
4.2.4.3 Baseline Progress Schedule @ Bid.
For projects with late award the contractor may submit a Baseline Progress Schedule @ Bid. The
schedule shall meet the Baseline Progress Schedule @Award requirements with work accurately
reflecting the proposed approach to accomplish the work outlined in the Contract documents
with a 45 calendar day award period.
4.2.4.4 Final Baseline Progress Schedule @ Award
• If the Baseline Progress Schedule @ Award is returned to the Contractor with comments, the
Contractor shall make a copy of the schedule and rename it as the Final Baseline Progress Schedule @
Award with comments addressed and revisions made as necessary. The Contractor shall complete the
Final Baseline Progress Schedule @ Award and obtain acceptance of the Engineer within the
timeframe required in column 3 of Table1, or within one week of the Contractor’s receipt of the final
comments by the Engineer, whichever is sooner.
• The Engineer shall review the schedule and return it, accepted or with comments, within 5 State
Business days following the date of receipt of the Contractor’s submission.
• The Final Baseline Progress Schedule @ Award must be “accepted” or “accepted as noted” by the
Engineer prior to the Department evaluating any Contractor disputes associated with time impacts.
This does not preclude the Contractor from submitting a dispute while the schedule is being reviewed
for acceptance.
4.2.4.5 Progress Schedule Updates and Weekly Status Reports
• The Contractor shall perform a Progress Schedule Update, on a minimum, at the end of each week.
• The Contractor shall generate a Weekly Status Report at the end each work week after performing the
Progress Schedule Update and Scheduling the project with a Data Date of day the schedule was
updated, and submit it to the Engineer by the beginning of business each Monday. The Weekly Status
Report shall be generated using the activity Layout named Weekly Status Report, with activities
grouped by the WBS, sorted by Finish Date. The Gantt chart shall clearly indicate the project critical
(longest) path. Graphical representations shall be shown at a suitable scale to be legible and readable.
• During any time periods within the contract that special time-related contract provisions are in effect,
including B-Clock periods or Incentive/Disincentive Periods, the Engineer may require more
frequent Progress Schedule Updates and/or Progress Schedule Status Reports.
4.2.4.6 Monthly, Bi-Weekly, or Weekly Progress Schedule Submissions
• First Progress Schedule Submission – Within three State Business Days following acceptance of
the Final Baseline Progress Schedule @ Award the Contractor shall perform a Progress Schedule
Update to reflect the status of all activities where work was performed in the time period between the
start of work and acceptance of the Final Baseline Progress Schedule @ Award. This shall include
actual dates entered in the Actual Start and Actual Finish columns, and percentage of work complete
for uncompleted activities, in addition the Contractor shall incorporate any Progress Schedule
Revisions that reflect any changes in how future work activities are to be completed.
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• Subsequent Progress Schedule Submissions: The Contractor shall prepare and submit subsequent
Progress Schedule submissions on a regular basis based on the schedule type determined in the pay
item in the contract.
Type 2A: Monthly Progress Schedules
Type 2B: Bi-Weekly Progress Schedules
Type 2C: Weekly Progress Schedules
The Contractor shall submit a copy of the current Progress Schedule that includes all Progress
Schedule Revisions and Progress Schedule Updates to reflect the actual and planned prosecution and
progress of the contract work. Progress Schedule Updates shall reflect the status of activities that
have commenced or have been completed, including the following items: (a) actual dates in activity
Actual Start and Actual Finish columns as appropriate; (b) actual Remaining Duration for activities
commenced and not complete; and (c) actual activity Suspend or Resume dates for activities
commenced and not complete. Progress Schedule Revisions reflect modifications made to activities
in the current project baseline schedule in any of the following items: (a) activity Original Duration;
(b) changes in logic connections between activities; (c) changes in Constraints; (d) changes to Activity
Descriptions; (e) activity additions or deletions; (f) changes in Activity Code assignments; (g) changes
in Calendar assignments, and Work Days; (h) Productivity Rates; (i) a list of Notebook Topic
additions and changes . All "Out of Sequence" activities noted in the scheduling log shall be
corrected to reflect the current construction operations.
• For any contract time extension requests the Contractor shall include: a Time Impact Analysis (TIA)
for any changes to the schedule for future work for such issues as Added Work, VECP, or Changed
Conditions; and a Delay Analysis that documents all delays from the Contract Award to the current
date that is based on critical path delays that occurred when comparing subsequent Monthly/Bi-
Weekly or Weekly Progress Schedule submissions and the supporting delay documentation in the
Progress Schedule Narratives.
• Narratives for the Weekly/Bi-Weekly/Monthly Progress Schedule. For each Progress Schedule
submission, the Contractor shall submit a narrative in Microsoft Word, or Adobe Acrobat format that
includes, but is not limited to the following additional items: (The narrative may be an annotated
copy of the Claim Digger Report that includes the information below.)
o Recap of progress and days gained or lost versus the previous progress schedule submission. For
each activity on the critical path (include Activity ID’s and Activity Descriptions) where work was
delayed during the reporting period, provide the following detailed information including the:
extent in days (negative float) of the delay, and events that caused the delay.
party(s) responsible for the delay event(s).
other activities in the construction schedule affected by the events.
reasonable steps needed to minimize the impact of the delay, and which party needs to take
the action(s).
o List any other problems experienced during this Progress Schedule submission period, the party
responsible for the problems, and the Contractor’s intentions to resolve the problems.
o List all activities for procurement of long lead time materials that are behind schedule and the
reason(s) why.
o For major work items describe the differences between the actual work performed and the work
planned for the period as represented in the preceding Progress Schedule submission, including
explanations for the deviations.
o For all suspended work activities that could otherwise logically be progressed, identify the
responsible party prohibiting the progression of the work, as well as the detailed reasons why.
o Description of any changes to the critical path since the last Progress Schedule submission and
the impacts of such changes.
o List of all added or deleted activities included in this Progress Schedule submission, and the
reason(s) for and the impact(s) of such changes.
o List all changes in activity Original Durations, the justification for such change(s), and the
impact(s) of such changes.
o List all changes in relationships between activities included in this Progress Schedule submission,
and the reason(s) for and the impact(s) of such changes.
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o List any addition or deletion of activity or project constraints, and the reason(s) for and the
impact(s) of such changes.
o List all changes to the project calendars, and the reason(s) for and the impact(s) of such changes.
o The major work elements, as defined in the WBS, to be accomplished during the next monthly
work period.
o Any potential problems that are anticipated for the next monthly work period and the proposed
solutions to such problems. Identify potential problems or risks that either the Department or
Contractor may be potentially responsible for. Explain what action the responsible party (i.e. -
Department or Contractor) needs to take and the date by which time the action needs to taken to
avoid the problem.
o Any planned acceleration of activities that the Contractor anticipates to undertake within the next
monthly work period that either the Department directed, or that the Contractor believes is
necessary.
o A signed certification that the Contractor has not been delayed, as of the closing date of the
reporting period, by any act, error or omission of the Department, except as otherwise
specifically stated in the narrative or identified in a dispute submitted in accordance with the
general conditions of the Contract. Any determination by the Department will be binding on the
Contractor if the Contractor fails to do so.
o Appendices 3 and 4 shall be printed in Adobe Acrobat PDF file format to fit standard ANSI E
size paper (34” x 44”) (863 mm x 1117 mm) with landscape orientation, included with the
narrative as separate files.
Appendix 3 is a listing of all work activities as of the data date, using the NYSDOT
Appendix 1 activity layout, sorted by Finish date, Total Float in increasing order, showing
the Activity ID, Activity Name, Original Duration, Remaining Duration, Actual Duration,
Total Float, Early Start date, Start date, Finish date, Late Finish date, and Calendar ID. The
grouping of activities shall be by WBS. The Gantt Chart shall clearly indicate all activities in
the schedule. Graphical representations shall be shown at a suitable scale to be legible and
readable.
Appendix 4 is a listing of work activities filtered by Notebook Topics assigned as of the data
date, sorted by Finish date and Total Float in increasing order, showing the Activity ID,
Activity Name, and Notebook Topic. The grouping of activities shall be by WBS.
4.2.4.7 As-Built Progress Schedule.
The Contractor shall submit the As-Built Progress Schedule with Actual Start and Actual Finish
dates for all activities, within ten (10) State Business Days following final acceptance of work by
the Regional Director.
4.2.4.8 Recovery Schedule
• If the latest completion time for any work on the current Progress Schedule results in an activity being
delayed ten percent or more of the time beyond the required Contract duration or any specified
Milestone duration, as adjusted if appropriate, the Engineer may require the Contractor to submit a
Recovery Schedule and written description of the plan to recover all lost time and maintain the
required Completion Date or specified Interim Milestone Date(s).
• With the Recovery Schedule the Contractor shall submit a narrative that identifies where additional
labor and/or equipment resources will be allocated. Alternately, the Contractor may elect to provide
the makeup of their Crew resources in the narrative, and assign those Crew resources to the
appropriate activities in the Progress Schedule. The makeup of the Crew shall include the various
Labor classes and equipment that comprise the Crew along with the quantity of each labor class and
type of equipment. Equipment resources shall be shown for major or specialty equipment such as
tower cranes, pile drivers, barges, asphalt pavers, concrete pavers, dozers, front end loaders, backhoes,
rollers, excavators, graders, long line striping truck or other equipment that cannot be rented easily.
Either of these alternatives may be supplemented with a request for a Contract Time Extension. The
Contractor shall provide a reasonable plan for accomplishing the work of the contract within the
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current completion date, or to the requested contract extension date. The Engineer will use the
Recovery Schedule to evaluate time extensions, with or without charges
4.2.4.9 Look-Ahead Schedule
Except during winter shutdown periods the Contractor shall prepare a Look-ahead Schedule as
either a plotted report from the current progress schedule, or as a narrative report, and provide it
to the EIC on a weekly basis, or if approved by the Engineer on a mutually agreed upon interval.
The Look-ahead schedule shall include work activities planned for the next one or two week
period, as determined by the Engineer, and shall include, but is not limited to: anticipated lane
closures, road closures and detours, environmental issues, and utility issues. The Engineer will
provide the Project Scheduler with guidelines for determining the begin dates and end dates for
the one or two week reporting periods, along with the how the plotted schedule report or
narrative report shall be formatted.
The Department generally uses this Look-ahead schedule to facilitate communication with other
Federal or State agencies, local municipalities, utility companies, railroads, emergency service
providers, public news media and other affected parties.
4.2.5 Schedule Submission Methodology
Progress Schedule submissions will only be considered complete when all documents and data have
been provided to the Engineer.
• When preparing a formal submission of the progress schedule, the Contractor shall make a copy of the
current Progress Schedule and name it according to the file naming convention provided by the
Department in Table 5.
Table 5: Schedule Filename Convention
Progress Schedules 1st Version 2nd Version 3rd Version
Draft Baseline Progress Schedule D26####-1DB D26####-2DB D26####-3DB
Baseline Progress Schedule @ Award D26####-1BPS D26####-2BPS D26####-3BPS
Final Baseline Progress Schedule @ Award D26####-1FB D26####-2FB D26####-3FB
Month 1Bi-Weekly Progress Schedule Submission #1A D26####-1SU1A D26####-2SU1A D26####-3SU1A
Month 1Bi-Weekly Progress Schedule Submission #1B D26####-1SU1B D26####-2SU1B D26####-3SU1B
Month 2Bi-Weekly Progress Schedule Submission #2A D26####-1SU2A D26####-2SU2A D26####-3SU2A
Month 2Bi-Weekly Progress Schedule Submission #2B D26####-1SU2B D26####-2SU2B D26####-3SU2B
As-Built Progress Schedule (Last Progress Schedule) D26####-1AB D26####-2AB D26####-3AB
1st Time Impact Analysis D26####-1TIA1 D26####-2TIA1 D26####-3TIA1
1st Recovery Schedule D26####-1RS1 D26####-2RS1 D26####-3RS1
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the project schedule on the network is ready for review. The Contractor’s E-mail to the
Engineer shall also consist of the following:
• The subject of the E-mail shall include the Region #, contract D number, the Project Name, the
Progress Schedule’s ProjectID, and construction company name. (i.e. – Region 8, D260000,
Rehabilitation of Main Street viaduct, D260000-1UD2, ABC Contractors)
• The E-mail message shall include the name of the EIC, the current anticipated Finish date of the last
activity in the project schedule, a statement as to how that date compares to the current Contract
Completion Date, and the name of the Area Construction Supervisor.
• Electronic files of all Narrative Reports and required attachments associated with the schedule shall
be submitted by the Contractor in Adobe Acrobat format.
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significant has been omitted, the Contractor shall correct the Progress Schedule in the next
Progress Schedule submission and describe this revision in the Narrative report.
Acceptance of progress schedules by the Engineer shall not be construed to imply approval of
any particular construction methods or sequence of construction or to relieve the Contractor
from its responsibility to provide sufficient materials, equipment and labor to guarantee the
completion of the contract in accordance with the contract documents.
Acceptance of the progress schedule by the Engineer does not attest to the validity of
assumptions, activities, relationships, sequences, resource allocations, or any other aspect of the
progress schedule. Within the contractual constraints, the Contractor is solely responsible for the
planning and execution of the work.
Acceptance of the progress schedule by the Engineer shall not be construed to modify or amend
the contract agreement or the date of completion therein. Completion dates can only be
modified or amended by standard contractual means, through an official HC-250b Request For
Extension of Completion Date.
If any resources are included in the Progress Schedule, it is not intended that the Engineer, by
accepting the schedule should use the Contractor’s resource data for anything other than
determining the reasonableness of achieving the Contractor’s production rates. Resources
included with the accepted CPM schedule shall not be misconstrued as a cost benchmark for the
performance of planned or actual work.
Once the progress schedule has been accepted, the Contractor shall not deviate from it without
first notifying the Engineer in writing.
Upon receipt from the Contractor of the corrected schedule, a new review period by the
Engineer of five (5) State Business days will begin.
4.2.8 Changes to Progress Schedules Due To Added/Deleted/Changed Work
4.2.8.1 Changes to the Contract
In the event a notice of a change to the contract is received, the appropriate changes to the
progress schedule shall be made, as necessary, to incorporate the anticipated
added/deleted/changed work and the Contractor shall notify the Engineer in writing within 10
(ten) calendar days if there is any effect of such change to the schedule. Change to the contract
includes, but is not limited to, extra work, Agreed Prices, Orders on Contracts, Suspensions of
Work Directed by the Engineer, Changed Condition, and Value Engineering Change Proposals.
Added, deleted and/or extra work associated with Orders On Contract shall be reflected in the
next Monthly Progress Schedule Submission in anticipation of and prior to the date in which the
work physically takes place without regard to the dates when the actual Order On Contract was
approved. The effect of the change to the contract on the projects Critical Path shall be stated.
Extra work or additional work that does not affect the controlling operation on the critical path
will not be considered as the basis for a time extension. All schedule activities effected by
added, deleted or changed work that is included in a signed Order-On-Contract, Field Change
Order, or Authorization of Extra Work (with the exception of minor quantity changes that do
not impact contract milestones), or work activities performed by the Contractor at risk in
anticipation of such Department approval, shall be assigned the appropriate Activity Code
(Added/Changed Work) and Code Value (sequentially numbered) to denote which “Changed
Contract Work” order number correlates to those activities of work.
4.2.8.2 Time Impact Analysis Requirements
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For each request of an adjustment of contract time due to an anticipated change to future work
in the Progress Schedule, when the Contractor or Engineer consider that an anticipated or
approved change to the contract may impact the critical path and contract progress by more than
a calendar month, the Contractor shall submit a Time Impact Analysis (TIA). The TIA shall be
submitted as part of any Order on Contract (Change Order) and/or VECP if the critical path
changes by more than a calendar month. The TIA shall be based on a revised Progress Schedule
and shall be submitted as an electronic file (using Microsoft Word for the narrative) containing:
• The TIA shall illustrate the impacts of each change or delay on the current scheduled completion date
or internal milestone, as appropriate.
• The analysis shall use the accepted Monthly Progress Schedule that has a data date closest to and prior
to the event as the “Current Baseline”, this shall then be compared against the “What-if Project Plan
Baseline” for the purpose of the TIA.
• If the Engineer determines that the accepted schedule used does not appropriately represent the
conditions prior to the event, the accepted schedule shall be updated to the day before the event being
analyzed.
• The TIA shall include an impacted schedule (“What-if Project Plan Baseline”) developed from
incorporating the actual or anticipated event into the accepted schedule by adding or deleting
activities, or by changing durations or logic of existing activities.
• If the impact schedule shows that incorporating the event negatively modifies the critical path and
scheduled completion date of the accepted schedule, and the Engineer accepts the impacted schedule,
the difference between scheduled completion dates of the two schedules shall be equal to the
proposed adjustment of contract time.
• The Engineer may construct and utilize an appropriate project schedule or use another recognized
method to determine adjustments in contract time until the Contractor provides the TIA.
• The Contractor shall submit a TIA within fifteen (15) State Business Days of receiving a written
request for a TIA from the Engineer.
• The Contractor shall allow the Engineer ten (10) State Business Days after receipt to accept or reject
the submitted TIA. All accepted TIA schedule changes shall be included in the next Monthly
Progress Schedule submission.
• If a TIA submitted by the Contractor is rejected by the Engineer, the Contractor shall meet with the
Engineer to discuss and resolve issues related to the TIA. If agreement is not reached, the Contractor
will give notice in conformance with §104-06 Notice & Recordkeeping, and submit in accordance
within the provisions in §105-14.E "Required Content of Dispute Submissions".
• The Contractor shall only show actual as-built work, not unapproved changes related to the TIA, in
subsequent Monthly Progress Schedules submissions. If agreement is reached at a later date,
approved TIA schedule changes shall be included in the next Monthly Progress Schedule submission.
• Request for a contract time extension will not be processed until the receipt and approval of a Time
Impact Analysis.
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4.2.11 Float
During the course of contract execution, Total Float generated due to the efficiencies of either party
(State or Contractor) will be considered project Float that is not for the sole use of the party
generating the float; rather it is a shared commodity to be reasonably used by either party. Any party
assigned activity responsibility within the schedule has the full use of the project Float until it is
depleted. Project Float shall not be negligently be used by either party or relieve either party from
their responsibility to complete activities on time based on the contract documents and standard
specifications.
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The flow chart in Figure 98 illustrates the repetitive process where the Contractor submits a schedule
and the schedule is then reviewed concurrently by 1) the NYSDOT CPM Scheduling Section, 2) the
EIC, and 3) optionally by the Detailed Reviewer. Succeeding sections in this chapter describe the
High Level Review, EIC Review, and Detailed Review.
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Responsibility
Responsibility
NYSDOT CPM
Task (Optional)
Scheduling
EIC NYSDOT / CI
Section
Review Detailed
High Level
Review
Review
Archive Contractor's P6 Submission and Schedule Correspondence Primary
Upload P6 Submission to State's Work Area Primary
Assign Last Update as a Comparison Primary
Technical Review - Global Filters Primary Secondary
Review Calendars Primary Secondary
Create and Issue 'Schedule Report' Primary
Understand Project Plan and Scope Primary Secondary
Baseline Schedule Review Multiple Layouts Secondary Primary Assist EIC
Attend Progress Meetings Primary Assist EIC
Response to Contractor's Narrative / Comment Resolution Secondary Primary Assist EIC
Issues / Delays in Schedule Secondary Primary Assist EIC
Issues / Delays in Contractor's Narrative Secondary Primary Assist EIC
Issues / Delays missing from Schedule / Contractor's Narrative Primary Assist EIC
Layout 01_Milestones,
Confirm Contract Milestones and Durations Secondary Primary Assist EIC
Constraints & Level of Effort
Layout 07_Actuals in Last 5
Confirm Actual Dates Primary Assist EIC
Weeks
Layout 08_30d Look-Ahead
Review 30-Day Look-Ahead Layout 09_30d Look-Ahead Primary Assist EIC
Near-Critical
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Draft Baseline Progress Schedule (optional) Optional submission is strongly encouraged. May be made
anytime following notice to the Contractor that they are the
apparent low bidder on the contract.
Baseline Progress Schedule @ Award Due within 10 Work Days of receipt of the Contract Award.
No work other than installation of the Engineer’s Field Office,
mobilization, procurement and administrative activities,
installation of construction signs, installation of erosion and
pollution protection, clearing and grubbing, field
measurements, and survey and stakeout will be permitted to
start until the Baseline Progress Schedule @ Award has
been submitted to the Engineer
Final Baseline Progress Schedule @ Award Acceptance by Engineer shall not exceed 40 Work Days
from receipt of the Contract Award.
First Progress Schedule Submission Due within 3 Work Days following acceptance of the Final
Baseline Progress Schedule @ Award.
Subsequent Progress Schedule Submissions Due within 3 Work Days of the last day of the month (or any
other repeating Data Date agreed upon by the Engineer).
As-Built Progress Schedule Due within 10 Work Days following Contractor’s Last Day of
Work.
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As previously shown in the Schedule Work Flow, the High Level Review process starts following the
Contractor submitting a schedule to NYSDOT. Below is an outline of the steps performed by the
NYSDOT CPM Scheduling Section during a High Level Review:
• NYSDOT archives the Contractor’s submission, including email, attachments, and P6 schedule
file.
• NYSDOT makes a copy of the Contractor’s P6 file from the Contractor’s secure work area to
the State’s read-only work area.
• NYSDOT reviews Contractor’s submission and compiles reports, including the Automated High
Level Progress Review Report and the Schedule Report (described below).
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• NYSDOT sends High Level Review as an email with attachments to the EIC and copies the
Contractor, ACS, Regional CPM schedule coordinator, and (optional) Detailed Reviewer.
Each of the layouts is a different report that filters and organizes the Contractor’s schedule
submission in various ways. On the top of the first page of each layout, there is a header with the
layout name, “Layout Description” and “What To Look For” that will help review each layout.
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Each and every layout listed in the report is available in P6 as a Global Layout, where any schedule
file in the system can be opened, and you can view the details of these reports in the live schedule
file. To open the layouts in P6, click View > Layout > Open Layout, and then each layout is listed
under the Global heading.
Layouts should be used to stimulate comments in the schedule review to be sent back to the
Contractor. Mark up the PDF, take screen shots, or print/extract specific pages that the reviewer
feels is important and may need to be addressed by the Contractor. It is not recommended to
immediately print the complete report to paper, since the layouts can contain a significant number of
pages. Printing hard copies of specific page ranges are formatted and best viewed on 11”x17” paper.
An example of the Schedule Report is attached in Appendix xx.
5.2.4 Immediate Rejection Criteria
The schedule specification outlines deficiencies in a Contractor’s Progress Schedule submission that
shall be grounds for the immediate rejection by NYSDOT without further review, analysis and/or
comments. Generally, if a Contractor has made an immediate rejection criteria error in the schedule
submission, the CPM Scheduling Section will reach out to the Scheduler to correct the error prior to
the High Level Review, EIC Review, and/or Detailed Review.
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Data Date of the specified Contract Completion Date, the Contractor shall supplement the
Progress Schedule submission by indicating the Labor and Equipment resources assigned to
every task activity in the schedule. For an Early Completion Progress Schedule, the Detailed
Reviewer shall refer to Section I of the Progress schedule specifications for all types of
Projects for the Contractor’s additional submittal requirements. If the Contract submits a
Baseline Progress Schedule that indicates anticipated late completion date(s), the EIC should
be notified immediately by the Detailed Reviewer, and the Contractor shall be requested to
re-submit a Baseline Progress Schedule showing completion of the project by the Contract
Completion Dates;
o The Detailed Reviewer should note any Milestone Dates as listed in the Contract
Documents. Examples of these would include: Interim Milestone Dates with Liquidated
Damages and Special Time-Related Contract Provisions (i.e. A+B Bidding,
Incentive/Disincentive provisions, Lane Rental);
o The Detailed Reviewer should verify the phasing and staging dates and required phasing and
staging durations for the Project; and
o The Detailed Reviewer should verify the NYSDOT-required Constraints as noted in the
Contract Documents, the Progress schedule specifications, or the NYSDOT CPM
Scheduling Procedures Manual.
• The Detailed Reviewer should review the Schedule Log, which is found by selecting the Schedule
function in the Tools Menu and verify the number of activities in the Baseline Progress Schedule.
The Detailed Reviewer should ensure that the number of activities is appropriate for a project of this
respective size. A very rough estimate for an appropriate number of activities on the project should
be approximately one activity for every $40,000-50,000 of contract value.
• The Detailed Reviewer should verify all of the Baseline Schedule calendar information and verify that
the Calendars are in conformance with the Calendars listed in Section 4.2.4 of this Manual.
• The Detailed Reviewer should verify that activity durations in the Baseline Schedule are in
conformance with the Contract Documents, the schedule specifications, and Chapter xx of this
Manual.
• The Detailed Reviewer should verify that activity relationships in the Baseline Schedule are in
conformance with the Contract Documents, the schedule specifications, and this Schedule Manual.
o Ensure that all activities have a successor and predecessor, with the exception of first and
last activities in the schedule.
o Ensure the Baseline adheres to any lag requirements listed in Chapter xx of this Manual.
• The Detailed Reviewer should verify that the only activity constraints in the Baseline Schedule are on
the Contact Contract Date or other intermediate Contract milestone dates. As listed in the schedule
specification, the Contractor shall not use constraints on activities, with the exception of contractual
dates, unless otherwise approved by the EIC. The Detailed Reviewer should list all additional activity
constraints in the review document and recommend the Contractor remove them or request the EIC
approve their use.
• The Detailed Reviewer should review the Baseline Schedule resource loading if required by the
schedule specifications or Contract Documents. Typically, this will be required for Type 2B and 2C
schedules, but may be requested by the EIC for Type 2 schedules for special resources, as well as any
Early Completion Schedules. The Detailed Reviewer should review the resources for reasonableness
and review the resources with the EIC.
• The Detailed Reviewer should ensure all NYSDOT-required activities listed in the Contract
Documents and in Table 3 of this Manual are included in the Baseline Schedule.
• The Detailed Reviewer should review the Contractor submittals and NYSDOT submittal review and
approval activities in the Baseline Schedule. Ensure all submittal, review, and approval activities are
appropriately coded, have the correct original durations, and are assigned the correct calendars in
accordance with the Contract Documents.
• The Detailed Reviewer should verify any NYSDOT deliverables, such as NYSDOT signage or other
materials that may be supplied by NYSDOT.
• The Detailed Reviewer should verify all non-workdays in Baseline Schedule calendars that are above
and beyond the non-working days listed in the Contract Documents, as well as, any planned
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suspensions. (An example of this would be for the Detailed Reviewer to verify any projected
Contractor winter shutdown periods established in the Progress Schedule.) The Detailed Reviewer
should ensure that all NYSDOT submittal review/approval activities have the proper calendar
assignments.
• The Detailed Reviewer should verify the Baseline Schedule Critical Path is reasonable and is the same
as the Critical Path listed in the Contractor’s Narrative.
• The Detailed Reviewer should verify the Baseline Schedule’s near-critical paths and ensure they are
reasonable.
• The Detailed Reviewer should review Activity Codes and ensure the codes are in conformance with
the Codes listed in Chapter xx of this Manual.
5.4.2.2 Detailed Review of Schedule Updates
This section of the Manual identifies the additional steps above and beyond the steps listed in the
above section, “Detailed Review of Baseline Schedules,” that are required for the review of
Schedule Updates, Recovery Schedules, As-Built Schedules, and Early Completion Schedules.
Should an update be rejected, the EIC will require that the Contractor re-submit the schedule
update. This procedure is intended to be used in conjunction with the Detailed Review
Templates in Appendix C of this Manual. A more thorough, detailed process of reviewing
Schedule Updates is available in the manual for the “NYSDOT Intermediate Schedule
Review Course: Reviewing Schedule Submissions.”
• The Detailed Reviewer should request the schedule Meeting Minutes and previous schedule
review comments from the EIC to ensure the Contractor has addressed all comments and
required revisions to the previous schedule update noted in the last schedule review.
• The Detailed Reviewer should verify any changes to the Stage/Phase durations and Contract
milestone dates from the previous schedule update. The Detailed Reviewer should verify any
improvements or delays between schedule updates in the Detailed Review Report.
• The Detailed Reviewer should perform a schedule update comparison using the schedule
comparison tool in P6 (Claim Digger) or any other applicable, comparable software. It is
recommended that the Detailed Reviewer compare the schedule update comparison with the
changes noted in the Narrative or a Claim Digger report provided by the Contractor.
At a minimum, the Detailed Reviewer should review the schedule comparison report and verify
any of the following changes in the Detailed Review Report that Detailed Reviewers are to
provide to the EIC:
o Deleted and added activities: the Detailed Reviewer should ensure that these activities have
been identified in the Contractor’s Narrative.
o Calendar changes: the Detailed Reviewer should ensure that all activities have the correct
calendars.
o Constraint changes: the Detailed Reviewer should ensure that no constraints have changed
unless requested by the EIC.
o Resource changes: typically, this will be required for Type 2B and 2C schedules, but may be
requested by the EIC for Type 2 Progress Schedules for special resources.
o Deleted and added logic relationships: the Detailed Reviewer should ensure that these
relationship changes have been identified in the Contractor’s Narrative.
o Original Durations: the Detailed Reviewer should ensure that no Original Durations, other
than for Level of Effort of Summary Activities have not been changed.
• The Detailed Reviewer should review the Schedule Narrative to ensure that it is accurate and
verify any discrepancies.
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• The Detailed Reviewer shall identify and measure the delays to the Critical Path using
Contemporaneous Period Analysis between the most recent schedule submission and the
previous schedule submission using the procedures noted in Chapter xx of this Manual. Report
any delays to the EIC in the Detailed Review Report.
• Provide a discussion of the CPM Progress Schedule’s Critical Path:
o Report any changes to the Critical Path of the project.
o It is common for the Critical Path of the Project to shift several times during the
construction process. All Critical Path shifts should be reported and described in the
Detailed Review Report.
• For a Project that is behind schedule, as specified in Section xx of the schedule specification, a
Recovery Schedule must be submitted showing what actions or activities are required to
complete the project by the Contract Completion Date.
• If the Contractor submits a Time Impact Analysis (TIA), the Detailed Reviewer should perform
a review of the Contractor’s TIA and fragnets using the procedures listed in Chapter 7 of this
Manual.
In addition to the review requirements listed in above, at the completion of the project, as
specified in schedule specifications, an As-Built Schedule must be submitted showing all Actual
Start and Actual Finish Dates for the final schedule submission. The Detailed Reviewer should
review the As-Built Schedule for completeness and note irregularities in the Progress Schedules.
5.4.2.3 Detailed Review of Early Completion Schedules
The Contractor may show a projected early completion date on any progress schedule
submission provided that all of the requirements of the Contract Documents are met. Some of
the ways that a Contractor can accelerate a Progress Schedule or recover lost time could be by:
• Incorporating a longer work week (6 Day/8 Hr Workweek instead of 5 Day/8 Hr Workweek);
• Adding shifts, increasing the number of crews, reallocating resources to be more efficient; or
• Adopting aggressive construction methods, such as stacking crews, or
• By implementing developing innovative construction processes.
The schedule specifications note that if a Contractor submits an anticipated early completion
date that is less that 90% of the specified Contract Completion Date, the Contractor shall
supplement the Progress Schedule submission by indicating the Labor and Equipment resources
assigned to every activity in the schedule. For Early Completion Progress Schedules, it is
important for the Detailed Reviewer to ensure that the Contractor uses resource leveling when
scheduling the project to support an Early Completion Date, and include time-scaled resource
histograms with the Progress Schedule submission. The resource allocations must be shown to a
level of detail that facilitates report generation based on labor crafts and equipment classes for
the Contractor’s and subcontractors’ work. The Detailed Reviewer must review the Early
Completion Progress Schedule to ensure that the logic is correct and that the durations are
reasonable for the resources that the Contractor is presenting. The Department should require
the Contractor to explain the resources loaded into the Early Completion Progress Schedule, and
perform productivity calculations to check the plan. If an Early Completion Progress Schedule
is accepted by the Department, the work on the Project must be closely monitored and any
deviations from the Contractor’s plan should be noted as they occur.
5.4.3 Detailed Review Report / Templates
The Detailed Reviewer should prepare a Detailed Review Report that reports the results of his or her
schedule submission review. At the conclusion of the Detailed Review Report, the Detailed
Reviewer should recommend that Progress Schedule be “Accepted,” “Accepted as Noted,” or
“Rejected” to the project EIC. It is recommended that the Detailed Reviewers contact Contractors
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directly to discuss the schedule submissions prior to the review and to discuss the Detailed Review
Report after the review is complete.
A Detailed Review report shall present schedule information in a readable format to allow NYSDOT
to communicate with the Contractor. The audience for the Detailed Review report is the EIC, with
the intention to use this report as a communication tool with the Contractor in progress meetings.
Use best judgment to make the report as useful as possible to the EIC or Project Manager.
The Detailed Review report will provide a recommendation to accept or reject the schedule. The
Detailed Reviewer should consult with the EIC prior to issuing the final report so that the EIC and
Detailed Reviewer are in agreement if / why the schedule should be accepted or rejected.
The Detailed Review templates (Appendix C ) represent a guide for the most relevant content to be
presented in a detailed schedule review. Sections, tables and figures can be customized where
necessary for each project to best report on the project progress and schedule.
It is always helpful to show screen shots of activities that show how referenced project work / events
/ impacts / issues / delays are modeling in the schedule.
Table 9 below outlines the sections in the groups of templates (each group has one Baseline and one
Update template), and how the sections vary among different types of contracts – those without
intermediate contract milestones or durations, and those with intermediate contract milestones or
durations.
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Major Comments that need to be Addressed As Necessary As Necessary As Necessary As Necessary As Necessary As Necessary
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This section contains instructions on how to open layouts at the Projects level, with the primary goal
of presenting all available projects in a clear, logical manner. There are two types of layouts available
for users in P6; Global and User. Global Layouts are available for anyone on the NYSDOT system
to use, while User Layouts are available only to the specific user who created the Layout.
6.1.1 Opening A Project Layout
When logged in to P6 and are
in the Projects tab, navigate
to the Layout dropdown
menu and go to Layout →
Open.
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Click on the Group and Sort by dropdown icon and select Customize.
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Advisory: When making changes, clicking the Apply icon will apply the current changes to the
layout currently opened, allowing for the user to see the changes made in real time without having to
close and re-open the Group and Sort menu.
Under the Group By Options, check the box for Hide if empty. This will hide any EPS node that
has no information associated with it, reducing the amount of irrelevant information produced on
the layout.
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Once these basic options and configurations are made, click OK to apply changes and close the
window.
The layout is now grouped and sorted by EPS node and is configured to show only the projects
assigned to the current user based on their account’s access rights in the system.
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The right side (Selected Options) contains a list of columns currently enabled that are visible on the
layout.
Advisory: The Available Options are grouped by category. For example, any column pertaining to
dates will appear under the Dates drop down.
If a column cannot be located, the user can toggle to a list view by clicking on Available Options →
Group and Sort By → List. Doing so will present the columns in a list format that is arranged
alphabetically.
The user can than add or remove columns that will appear in the layout by either adding or removing
them from the Selected Options column.
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Columns can be moved back and forth between the Available and Selected Options sides by double
clicking on the line item, or by highlighting a field and clicking on the single directional arrow in the
center of the menu.
Advisory: Clicking on the icons with double arrows will move all columns from one side or the
other, clearing the respective section of all selections.
Once the desired columns have been moved to the Selected Options, click OK to apply and close
the window.
The current view will now only show projects available to the current user and contains columns
identified by the user as being relevant / important.
To save the current layout, click on the Layout bar at the top of the screen and go to Layout → Save
As.
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Change the Layout Name. The user can also make the layout available to either the Current User or
Another User. By default, saving layouts are made available to the Current User only. Once
configured properly, click Save to save the layout.
The intent of this section is to instruct P6 users on how to create, modify and utilize filters in the P6
client in order to divide and categorize content in the Projects Tab of P6.
When users have access to a significant amount of projects in P6, it can become necessary to filter on
specific content. Creating and utilizing filters at the Project level is a means to remove from view any
content that is not needed for immediate viewing.
6.2.1 Creating a Project Filter
Open the Projects Tab by clicking on Enterprise at the top of the menu bar, followed by Projects.
The Filters menu will open. Click on New to create a new project level filter.
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This opens the Filter creation window. Here there are several modifications the user can make to
custom tailor a filter to suit their needs. In the following example, a filter will be created to show only
the projects in Region 3 (Syracuse) and will filter out all other projects in the system.
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Additionally, the user may select the exact parameter to be filtered on, using the dropdown menu. Select
the desired parameter(s). In this instance, Region will be selected, as we intend to filter on a specific
Region’s projects.
• Value: Selecting value will open a window where the user must select what code value is to be the basis of
the filter. As previously stated, the example filter is intended to filter on Region 3 projects, so the R3 code
will need to be selected.
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Advisory: When creating a range-based filter using specific dates, users can select the option for
Custom Dates (Figure 126). If no custom date is desired, there are several pre-determined dates
that can be selected based on project-specific information, e.g., a project’s DD – Earliest Data
Date.
With the criteria of the filter established, click OK to create and save the filter.
The newly created filter appears in the User Defined section of the Filters menu and by default is
checked and applied to the current layout.
Click OK to exit the Filters menu. The current view is now reflective of the newly created filter. In
this case, only Region 3 projects will appear.
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If you have edit rights to the layout that you are currently working with, you will be asked if you
would like to save the changes that layout. If you do not want to save the changes, click the No
button
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Click once to highlight the layout you wish to open and click the Open button
Note that the layout you’ve chosen is now
reflected on the layout bar.
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Scroll to the bottom of the Layout window; note that the layout that you just created is stored
beneath a grouping band which reflects your login name:
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Use the scroll bar at the right of the Parameter window to scroll through the list of data
items/columns that can be used in filters.
Click once to select the data item that you wish to filter by (WBS in this example).
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Note that your new filter has now been saved in the User Defined section and selected, click the OK
button to exit the Filters dialog window.
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Advisory: The Show activities that match fields indicate the following:
All selected filters: Selecting this option will filter on only activities that fulfill ALL of the requirements
of every filter(s) currently applied.
- Any selected filter: Selecting this option will filter on activities that meet the criteria of any requirement
of a currently selected filter(s).
Only tasks that meet specified criteria in the filter are now displayed in the schedule.
6.5 Making Global Changes
The Global Change Tool in P6 allows for users to make global, schedule-wide changes in the project
with a one-time action on the part of the user. This is particularly useful for users working with very
large schedules, as changing line items one-by-one can be tedious and time consuming.
In this chapter, the user will be guided through the steps required to make a global change to add
multiple missing activity codes for Contractor-responsible activities. The schedule contains several
Contractor activities that have not been identified as such using the Responsible Party activity code.
By implementing a Global Change, this code value will be assigned to all activities at once.
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To access the Global Change Tool, go to Tools and click on Global Change.
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For this example, we will be applying a global change to the activities in the schedule.
The Global Change can be renamed in the top right.
It is recommended that the name contain a short description of both the intention and result of the
change. In this instance, we are applying a global change that is identifying calendar assignments in
the schedule, focusing on activities that are assigned to the Contractor’s calendar. The expected
result is that all of these activities will be changed and coded as a Prime Contractor-related activity;
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hence the name “Where Cal = Con, Resp Party = C.PCON”, which represents “Where the Calendar
equals a Contractor calendar, the Responsible Party activity code will be changed to the Prime
Contractor code value”.
The intent of the next three groupings of fields represent an “If, Then, Else” statement, with the top
portion being the “If” and the bottom represent the “Then”. In the top (If) grouping, we are setting
the target parameters, or what the global change will be searching for initially. In this instance, we
want the change to first identify activities that are assigned to our Contractor’s calendar “D269997 –
Contractor’s 5-Day / 8-Hour w/ Holidays”.
The structure of this statement is arranged in such a way that the change will be looking for instances
“Where” if the “Calendar” “equals” “D2629997 – Contractor’s 5-Day / 8-Hour w/ Holidays”. This was
created by selecting the relevant options in each dropdown menu’s selection options.
The second grouping of editable fields pertains to the “Then” portion of the statement, or what the
users intended actions will result in.
For this example, the intention is to have activities assigned to the Contractor’s calendar have their
RESPONSIBLE PARTY activity code changed to the code value for the Prime Contractor
(C.PCON). As such, this statement will read as “then” “RESPONSIBLE PARTY” “equals”
“C.PCON”.
The third editable grouping of fields pertains to the “Else” statement. Else statements specify the
changes to make to project data when the If conditions are not met. In order to define an Else
statement, there must be at least one If statement. While the Else statement is not essential in the
creating a successful global change, it can prove useful if there is a change that needs to be made that
does not meet the requirements of the If Statement.
In this case if the If statement is not met, meaning that the Calendar is not a Contractor calendar and
is instead a State calendar, the Responsible Party code value will be changed to represent the
NYSDOT (G.DOT), indicating the activity is a State-responsible activity. This statement will read as
“Else” “RESPONSIBLE PARTY” “equals” “G.DOT”.
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Advisory: The Operator field is used for mathematical equations to change numeric data such as
quantities, costs and durations. These arithmetic functions can be used to calculate new values.
Click the Operator column to list the various operator symbols (+, -, /, *). Arithmetic operators can
link two data items, a data item and a number, or two numbers. Operators are only available in the
Then and Else statements to calculate new values and are not used in If statements.
With the Global Change configured properly, click OK to exit to the previous screen.
The newly created Global Change will appear in the list of available changes. By default the change
will only be made available to the user who created it; however, this can be changed and shared with
other users.
The Global Change Report will be generated. This log outlines the Global Change that will be
applied, the project that the change is going to be made in, the date the change is being made and a
list of activities affected by the change.
As shown in the example log in Figure 165, the user can see the changes that will be made by
comparing the Old Value against the proposed New Value. The log has identified that there are
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activities in this schedule that are assigned to a Contractor calendar that do not have the Responsible
Party code value assigned to them and has stated what the new code value will be once the change
has been applied (shown in the read box below).
Figure 165:
In the bottom right corner of the report, the user can select whether or not they wish to Save the
report to a file, Cancel the proposed changes or Commit Changes. Click Commit Changes to
apply the Global Change to the schedule. P6 will prompt the user if they wish to save the report to a
file. If yes, select Yes.
Advisory: If users are making sizeable changes it is strongly encouraged that the Global Change
Report be saved to a file to reference in the future if necessary.
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From the main ribbon bar select Edit User Preferences. Click on the “Dates” tab and select the
option to display the Time as “12 hour (1:30 PM)” and “Show minutes”. Click on “Close”.
To access the scheduling dialog box, either select the schedule icon from the icon ribbon bar at
the top of P6 or press the shortcut F9 button. The “Schedule” dialog box will appear.
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Once the options have been selected and are correct, click “Close”.
To schedule the project, the “Data Date” needs to be adjusted. The data date is the date the project
will be progressed through or the date that the update information is as of.
Advisory: Regarding Data Dates; for a Baseline Schedule, the Data Date shall be the Award Date of
the project. For monthly updates, the Data Date shall be a date agreed upon by the Engineer-in-
Charge (EIC) and the Contractor. Typically this is the 1st or 15th day of the month.
Once the correct data date and time are entered in the “Current Data Date” field, click the
“Schedule” button to schedule the project.
Once the project has been scheduled, the Data Date line, represented as a vertical blue bar, will
advance along the Gantt chart to the date assigned as the Current Data Date. Activities to the left (in
the past) of the data date will reflect actual performance and activities to the right (in the future) of
the data date will reflect the forecast estimate.
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The Select original project or baseline field will now be populated with the project selected in the
previous step. Click on Compare to run the Claim Digger application.
The user can choose to have the file exported as an HTML File or CSV File. While the CSV file is
easier to manipulate in an Excel environment, the HTML file exports in a cleaner, better organized
layout.
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The application will open up the Project Differences Report in the users default internet browser.
This report will identify any discrepancies between the opened project and the project identified as
the original for comparison.
Advisory: Claim Digger analyzes durations in the form of hours. In the example below, “Pour/
Strip Sidewalks N. Side” does not have a New Original Duration of 32.0 days. Since this activity is
assigned to a calendar with 8-hour work days, the New Original Duration for this activity is actually
4.0 days (32-hours / 8-hours per day).
The final section of the report will highlight sections where no changes have occurred.
6.8 Assigning & Maintaining Baselines
The intent of this chapter is to instruct users on how to maintain and assign baseline schedules in the
P6 Client. While working in the State’s system, Users will find it necessary to compare a previous
schedule submission to a current schedule. For the example shown in this scenario, the Contractor is
comparing their Monthly Update #4 to the Project’s Approved Final Baseline.
Advisory: For security reasons, to avoid Contractor’s accidentally deleting archived, read-only
schedule submissions in the state’s work area, maintaining the Baseline must be performed by an
Admin upon the request of the Contractor.
6.8.1 Maintaining a Baseline Schedule
Identify which file is the current working file in the Contractor’s Work Area node. This is the file
that the Contractor’s Project Scheduler will copy from to create each month’s progress update.
Typically, this working file will be the most recent schedule update created by the Contractor, or the
Project ID that ends with “-CON”. Always confirm which file is the working file prior to
creating and assigning a Baseline Schedule in the Contractor’s Work Area.
For this example, the Contractor’s current working file is D262361-1SU4.
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The Final As Planned At Award Baseline Schedule (D26####-1FB-#) will be assigned as the
Project Baseline to the Contractor’s working file.
In the Final As Planned At Award Baseline Schedule node, right-click on the accepted Baseline
schedule (D262361-1FB-3) and select Copy.
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In each of the following windows for Copy WBS Options and Copy Activity Options, all boxes
under Optionally Include should be checked, then select OK.
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For the schedule that was just created in the Contractor’s Work Area, change the Project Name of
the created project to include the Project ID and the words “PROJECT BASELINE”. The Project
Name is changed to “D26####-1FB-PROJECT BASELINE”.
The Project Baseline file is now created in the Contractor’s Work Area.
In the Contractor’s Work Area, click on the Contractor’s working schedule identified in Step 1,
right click and select Open Project.
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Select +Add.
Locate the Baseline project created in Part I, D26####-1FB-PROJECT BASELINE, single left-
click on this Project, and then select the green plus symbol to assign the project as a Baseline.
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Underneath Project Baseline, click the dropdown arrow, and select the Baseline that was brought
into this project, D26####-1FB-PROJECT BASELINE, and select OK.
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The accepted Project Baseline is now embedded and assigned as the Project Baseline to the
Contractor’s working schedule.
6.9 Project Calendars
In accordance with the Section 639 Scheduling Specification, Contractors are required to assign all
Contractor-responsible activities to Project Calendars. Template schedules provided to Contractors
include a default, standard 5-day, 8-hour Project Calendar that includes all NYSDOT holidays. This
calendar is included and intended to be assigned to all Contractor activities that will be worked on a
standard 40 hour work week and are not affected by seasonal, permit or other restrictions.
Advisory: The only Contractor activities permitted to be assigned to Global Calendars are
Milestones, Level of Effort bars or activities pertaining to concrete curing.
The default name for the new calendar will be New Calendar. Rename this new calendar with the
D# and a short description, e.g., D269997 – Asphalt Paving.
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Scroll through the months to restricted periods for this specific calendar and mark restricted days as
non-work days. Multiple days can be selected at once by clicking the weekday header (Mon, Tue,
Wed, etc.) and the click Nonwork. This will “gray out” these days as non-work days.
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Additionally, dispensation may be approved on a project, in which case the Contractor will need to
create calendars with workweeks that are different than the standard 5-day, 8-hour norm. In these
cases, additional modifications are required to ensure that the scheduled is calculated and presented
properly. Examples include 6-day schedules, weekend schedules and/or 10-hour days. To modify
the standard work days within a work week, after clicking Modify, click the button for Detailed
work hours/day, and click Workweek.
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If a 5-day, 10-hour calendar was created, Hours/Day would be changed to “10” and Hours/Week
would be changed to “50”.
6.9.2 State Observed Holidays
The following days in Figure 201 are recognized as State Holidays. State recognized public holidays
are not work days and as such, in all Global Calendars maintained by NYSDOT, all holidays listed
below are designated as non-working days.
If the holiday occurs on a Saturday, it will be observed the Friday before. If the holiday occurs on a
Sunday, it will be observed the Monday after.
Advisory: While State work will not progress on these days, it is understood that Contractors can
and do perform work on these days when approved. If Contractors are to work on these days, this
information should be communicated in the Schedule Narrative and designated on the Contractor’s
calendar.
6.9.3 Seasonal Weather
Mark all seasonally restricted days as “Nonwork” days, from the start of the project through one year
beyond the Contract Completion Date. This will ensure that if activities slip beyond the Contract
Completion Date, seasonal restrictions will still be applied to activities. Once the seasonal calendar is
created, return to the Activity view and reassign any activities affected by this restriction to the
specific calendar. This will prevent these activities from being scheduled during these non-work
times.
It is recommended that weather days should be included in the Contractor’s production rates when
populating activity Original Durations and should not be blocked out as sporadic non-work days
throughout calendars. Blocking out sporadic non-work days for weather creates multiple issues
including but not limited to:
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Short-term look-ahead schedules will not allow work to be scheduled on these blocked out days.
Activities with Actual Start / Finish dates on these days will not show correct Actual Durations
Sporadic, non-work days do not represent the actual weather days and will result in an inaccurate As-
Built schedule
6.9.4 Permit Restrictions
Along with identifying holidays and seasonal shutdowns in calendars as non-working days,
restrictions attributed to permit requirements must be designated as non-working days in calendars in
the schedule.
Calendars shall give special consideration to sensitive areas such as road closures and parklands and
shall indicate any time frames when work is restricted as outlined in permits issued by regulatory
agencies.
For example, if a permit indicates that work in streams cannot progress from September through
May, the project should have a calendar that has September through May depicted as non-work time.
This calendar would then be assigned to any activity that would be affected by these stream
restrictions in order to logically prevent those activities from progressing during the non-work
period.
6.10 Saving a Copy of Your Progress Schedule to Your Local Computer
The intent of this section is to instruct all P6 users on how to export files, print .PDFs or save other
files using either the P6 Client or the Citrix-based system.
6.10.1 Saving & Printing PDFs on the Citrix System
When exporting files, printing to PDF, or saving other files from the Citrix system, the user
should choose the “T” (“temporary”) drive as the location. The T-drive is on the Citrix server
and allows for much quicker writing speeds than if the user tries writing directly to their personal
computer’s C-drive.
Advisory: When writing files to the T-drive, it is strongly recommended to include the contract D#
so files can be easily located.
Within P6, select the option to Print and select the PDF writer as the desired printer
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Note: When printing PDF schedule files while not on Citrix, the user may select their C:-drive from
the Save in dropdown to save the files directly to their local computers.
Within Citrix, the user will have access to the Managed File Transfer utility application shown in
Figure 204.
This application allows the user to quickly copy files from the Citrix T:-drive onto their personal
computer’s C:-drive. Open the File Transfer Application, locate the file in the T:-drive folder
location where it has been saved in the previous step and copy/paste within the file transfer
window to the personal computer’s C:-drive.
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Using this window, the user will select the appropriate export format: a Primavera compatible XER
or XML file, a Microsoft Excel File (XLS) or a format compatible for use with Microsoft Project.
The most widely used format is the Primavera PM – (XER).
Depending on the User’s selection, the software version will need to be selected. For example, when
exporting as a Primavera PM compatible XER file, the user will have to select the software version of
P6 they are exporting to from the dropdown list.
Here the user can select if they want to export the entire project, resources only, or roles only. For
this example, export all Project Data and click on Next.
The Projects to Export window will appear and will identify which open projects are available to
export. If only one project is open, it will be the only project that is marked as the project to export.
If multiple projects are open, the user will need to identify by clicking in the check boxes to identify
which projects are to be exported.
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Advisory: For security purposes, project schedule files cannot be imported into the NYSDOT
system.
The preview page will open and will show the User exactly how the schedule will print with the
currently applied settings.
Along the toolbar at the top left of the screen, select the Page Setup icon.
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The Print Preview will adjust in real time based on changes made so the user will be able to view
their modifications instantly
The Page Setup window will open. This window contains multiple tabs and each tab has several
subsections where adjustments to the page setup can be made.
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Adjust the options under the Scaling dialog box to ensure that the print area size is set to an
acceptable level. In most cases, selecting the “Fit timescale to: 1 page(s) wide” will ensure that the
Gantt chart will stretch only to 1 page wide and will not break onto another page.
Change the Paper Size. If printing a layout or schedule with many columns shown, selecting a paper
size of 11x17 as your paper choice is optimal and will provide a better view of all columns.
Click on the Options tab on the Page Setup menu. Here, the user can adjust the Timescale Start
and Finish.
Timescale Starts and Finishes will vary depending on the type of information the user wishes to
portray. For example, if the user wishes to print a critical path layout using a current schedule, the
Timescale Start can be configured to read as DD-1M, which equates to the Data Date minus 1
month of time.
If the Data Date of the schedule is July 1st, the timescale will start 1 month prior to that date.
Additionally, the Timescale Finish could be set to PF+3M, which represents the Project Finish plus 3
months. So if a project was finishing in September, the timescale would finish in January.
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To print a full schedule, the suggested Timescale Start is PS-1M (Project Start minus 1 month) and
the Timescale Finish is PF+3M (Project Finish plus 3 months).
Lastly, certain print features can be toggled on or off depending on user preferences. The Activity
Table can be toggled off in order to print just the Gantt Chart. Columns and Grid Lines can be
toggled on or off. The Gantt Chart can be toggled off in order to show just the Activity Table.
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Click Print and select the desired print option (PDF, local printer, etc.). and select OK to print
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Also included in this section are steps to print out Activity Network Diagrams. These are useful
when reviewing schedules, especially Baselines, since they portray a linear, pictorial view of the logic
tying the activities to one another in the schedule and make it simpler to analyze the accuracy of the
logic ties.
6.12.1 Plotting Progress Schedules
Advisory: It is recommended that when plotting a schedule, the user first prints the desired schedule
and saves the file in .PDF format. For steps on how to print a progress schedule as a .PDF file,
please see Section 6.11 of this manual.
Advisory: Depending upon the plotter being used, there may be more print settings / options
available for the user to configure. The following chapter outlines how to plot using the most basic
settings; however, users are encouraged to experiment with plot settings in order to fine tune the
output.
Once the file has been printed & saved as a PDF File, click on File -> Print to open the Print menu
and select the applicable plotter. In this case, the plotter is the HP800 series device highlighted.
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Advisory: Depending on the print size, you may decide to set this to portrait (feel free to experiment
with this setting).
Click OK to close the Properties menu and then click OK to plot the progress schedule.
6.12.2 Plotting Activity Network Diagrams
Activity Network Diagrams outline the sequence of activities by showing activities as terminal
elements along with their associated relationships. Network diagrams are extremely useful when
users are interested in analyzing and validating the relationships between activities (represented by the
lines with arrows) to ensure they are logically sound.
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Individual activities are represented by yellow rectangles (shown below). Each box contains
pertinent information related to that activity:
Activity ID
• Activity Name
• Planned Start
• Planned Finish
• Total Float
• Original Duration
• Remaining Duration
To plot an Activity Network Diagram:
With the project open, click the Activity Network icon.
The Activity Network Diagram will open on the right side, while the user is presented with the WBS
hierarchy on the left.
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Advisory: The user may toggle between the various levels of the WBS structure to alter the contents
of the Activity Network. In Figure 232, the top-most level of the WBS is selected and as a result, the
Activity Network contains all of the activities in the schedule. Selecting the Level 2 WBS element,
PRE-CONSTRUCTION”, will only populate the Activity Network with the activities that are
underneath the WBS element for pre-construction.
Figure 233: Lower Level WBS & the Accompanying Activity Network
Select the desired level of WBS detail for your network diagram
Click on File>Print Preview. Once the Print Preview screen opens, click on the Page Setup icon
on the top ribbon bar.
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In the Page Setup menu, under the Page tab, ensure the Orientation is set to Landscape, that the
Adjust to: setting is set to 100% normal size and that the Paper size is set to the desired plot size.
In this case, we are using the standard Arch D size of 24x36.
Advisory: Depending on how many activities the user has in their schedule, minor adjustments will
need to be made to the Scaling settings in order for the boxes to appear legibly on the plot. Users are
encouraged to experiment with these settings to ensure the information is be plotted in a way that is
appropriate for the selected project.
With the Page Setup configured, click OK.
Click on the Print icon and select the plotter specific to your network/office as described earlier in
this chapter.
Click on the Properties icon and adjust the properties (Paper Size, Orientation, Quality, etc.) as
described earlier in this chapter.
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Advisory: When adjusting the Paper Size in the plotter properties, ensure that the sizing matches
what was selected in the Page Setup menu in P6.
Click OK once properties are configured. Click OK to plot the network diagram.
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9.8.8 Establishing and Amending Contract Completion Date & Other Milestone Dates
9.8.9 Project Specific CPM Special Notes
9.8.10 Designers Schedule Narrative
9.8.11 Estimating Pay Item Cost for CPM Scheduling
9.9 Transition of PM Responsibilities
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VI. Durations:
• 15 day maximum duration specification requirement
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• Updates that change (+,-) activities should also change logic, concur with changes
X. P6 Schedule/Leveling Report & Claim Digger Report:
• Provide significant information used to evaluate schedule quality and changes
• Understand the Schedule/Leveling report output
o Schedule/Leveling Settings & Results
o Data date conforms to update period
o Statistics
# Activities
Not Started
In Progress
Completed
# Relationships
# Constrained Activities
o Errors/Warnings
# Activities without predecessors
# Activities without successors
# of out of sequence activities
Activities with Actual Date = DD
Milestone activities with invalid relationships
Finish Milestone & Predecessors have different calendars
o Exceptions
List of Critical Activities
Activities not on a Float Path
• Claim Digger Report Output
o Compares detailed parameters of two schedules
o Simplifies reviews, identifies schedule changes that should be considered
o Intuitive report by data item (new activities, deleted activities, duration changes, logic
changes, etc.)
XI. Baseline Schedule Acceptance:
• Does the high level overview make sense?
• Does the BL schedule conform to the good practice of items I. thru IX. above?
• Review the Critical Path activities and WBS pass thru..make sense?
• Responsible parties involved in the CP understand their role/deliverable duties and
deadlines?
• Do near CP activities or longest paths 2, 3, 4 appear logical ?
• One primary flaw of BL schedules is they don’t model 100% of contract work unless
comprehensive
• Must find all missing work within each Area/Location prior to BL acceptance
• Print/Distribute Reports to communicate project information to all involved
stakeholders.
XII. Monthly Schedule Updates:
• What changed? Why? Document party responsible.
• On schedule? Falling behind? CP changes? Near CP changes?
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1. Acceptance / Rejection
This Schedule Update as submitted by the Contractor is Accepted.
The Contractor shall address the NYSDOT CPM Scheduling Section Comments.
The Contractor shall address the following comments that were discussed at the schedule 01-Jan-99.
meeting on
Comments
1.1. [List Comments from Schedule Meeting that need to be addressed.]
Enter responses to any comments made in the Contractor’s Narrative, including but not limited to:
• Does the Narrative acknowledge any agreements on reasons for improvement / slippage between Contractor and
NYSDOT?
• Does the Narrative acknowledge any agreements on mitigation efforts for slipping work?
Issues / Delays
• Verify dates of issues / delays are accurate in both the Narrative and schedule.
• Where necessary, respond to each current issue / delay in the Contractor’s Narrative.
• Has the Contractor identified how each issue / delay impacts or may potentially impact the schedule, noting important
dates to resolve issue / delay?
• Are there other issues / delays not included in the schedule and/or Contractor’s Narrative that should be included?
• Does schedule include all issues / delays discussed at progress meetings?
Comments
2.1. [Comments here.]
4. Actual Dates
(Layout 07_Actuals in Last 5 Weeks)
Comment on the Actual Start and Actual Finish dates input into the schedule, including but not limited to:
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5. 30-Day Look-Ahead
(Layout 08_30d Look-Ahead)
(Layout 09_30d Look-Ahead Near Critical)
Comment on the 30-day look-ahead layout, including but not limited to:
• Does the schedule plan properly represent the actual planned work?
• Is there work that should be in the 30-day look-ahead that is not showing up?
• Is there work showing up in the 30-day look-ahead that will not take place and should be scheduled out further?
• Is there work available to the Contractor that can currently start, but has not started?
Comments
5.1. [Comments here.]
6. NYSDOT-Responsible Activities
(Layout 12_NYSDOT Resp Party)
Comment on the NYSDOT-responsible party layout, including but not limited to:
• Are all NYSDOT-responsible activities represented in the schedule?
• Are NYSDOT-responsible activity Original Durations sufficient?
• Are Actual Start / Actual Finish dates for NYSDOT-responsible activities input correctly?
Comments
6.1. [Comments here.]
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Recommendation
We recommend that NYSDOT [Accept as Noted / Reject with Comments] this schedule update as noted in this report.
Comments that the Contractor should address in the next submission are shown in red underlined text.
The Contractor shall address the NYSDOT CPM Scheduling Section Comments noted in Exhibit 1.
The Contractor should address the following comments that were discussed at the schedule meeting on 01-Jan-99.
3. Comment Resolution
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
Address any comments made in the Contractor’s Narrative that need resolution. Address comments made in meetings, emails, etc.
regarding the schedule. Reference any specific comment numbers so resolution can be easily tracked.}
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7. Near-Critical Paths
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
Similar to the Critical Path, describe elements of the Near-Critical Paths, including but limited to:
• Besides the Critical Path, what are the next most critical groups of activities, focusing mainly on upcoming remaining
work?
• Aside from the Critical Path, what are the upcoming activities and important dates that must be maintained to keep the
project on schedule?
• Are the Near-Critical Paths the same, compared to the Previous Update? Describe any changes to the Near-Critical
Paths.
• Insert a screen shot of Near-Critical Paths, adding comments to the image that highlight the more important Near-Critical
Path details.}
8. Exhibits
Exhibit 1: High Level Review Email
Exhibit 2: Schedule Revision Details
Exhibit 3: Correspondence
Exhibit 4: Critical Path (Global Layout “02_Longest (Critical) Path”)
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2 Group A Update
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Recommendation
We recommend that NYSDOT [Accept as Noted / Reject with Comments] this schedule update as noted in this report.
Comments that the Contractor should address in the next submission are shown in red underlined text.
The Contractor shall address the NYSDOT CPM Scheduling Section Comments noted in Exhibit 1.
The Contractor should address the following comments that were discussed at the schedule meeting on 01-Jan-99.
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4. Issues / Delays
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
Address each issue / delay on the project that is or may potentially impact the schedule.
• Track each issue / delay by assigning numbers, if the Contractor has not already done so. If Contractor has not,
encourage Contractor to assign numbers to allow for consistent tracking.
• Respond to each current issue / delay in the Contractor’s Narrative.
• Identify how each issue / delay is affecting or may affect the Critical Path or another contractual milestone. If it is not
causing an impact, explain.
• Identify how the issue / delay impacts or may potentially impact the schedule, noting important dates to resolve issue /
delay.
• Review with NYSDOT to determine if there are other issues / delays not included in the schedule and/or Contractor’s
Narrative that should be included.
• Does schedule include all issues / delays discussed at progress meetings?
• Verify dates and issues / delays are accurate.
• Comment, addressing each current issue / delay.
• Even if issue / delay is not modeled in schedule, still identify activities that are affected and show / discuss float.
• Insert screen shots of Narrative / schedule where applicable.}
6. Near-Critical Paths
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
Similar to the Critical Path, describe elements of the Near-Critical Paths, including but limited to:
• Besides the Critical Path, what are the next most critical groups of activities, focusing mainly on upcoming remaining
work?
• Are there groups of activities that are slipping and may potential take over the Critical Path due to slippage?
• What work is available to the Contractor to start but has not started?
• Aside from the Critical Path, what are the upcoming activities and important dates that must be maintained to keep the
project on schedule or prevent it from slipping further behind?
• Are the Near-Critical Paths the same, compared to the Previous Update? Describe any changes to the Near-Critical
Paths.
• Have Near-Critical activities improved / slipped since the Previous Update?
• Insert a screen shot of Near-Critical Paths, adding comments to the image that highlight the more important Near-Critical
Path details.}
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8. Schedule Revisions
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
If sections below are very long due to large tables, reference large tables in attached Exhibits and include here only most important
content. Acknowledge if revisions were addressed in previous correspondence, meetings, or reviews, as well as if these changes
were previously approved by the EIC.}
Activities Added
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
Using Claim Digger and other means to identify and describe all activities added to the schedule when compared to the Previous
Update.
• Are these additions acceptable?
• Were they previous discussed / approved by the EIC?
• Did the Contractor detail all changes in the Narrative, including the reason(s) for and impact(s) of such changes?
• Show screen shots of added activities and how these activities tie into the logic of the schedule.
• How do these changes impact the schedule?
• State if the added activities have affected the Critical Path or other contract milestones.}
Activities Deleted
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
Using Claim Digger and other means to identify and describe all activities deleted from the schedule when compared to the Previous
Update.
• Are these deletions acceptable?
• Were they previous discussed / approved by the EIC?
• Did the Contractor detail all changes in the Narrative, including the reason(s) for and impact(s) of such changes?
• How do these changes impact the schedule?
• State if the deleted activities have affected the Critical Path or other contract milestones.}
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Logic Changes
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
Using Claim Digger and other means to identify and describe all logic changes in the schedule when compared to the Previous
Update.
• Are these changes acceptable?
• Were they previous discussed / approved by the EIC?
• Did the Contractor detail all changes in the Narrative, including the reason(s) for and impact(s) of such changes?
• How do these changes impact the schedule?}
Calendar Changes
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
Using Claim Digger and other means to identify and describe all Calendar changes in the schedule, and also Calendar assignment
changes, when compared to the Previous Update.
• Are these changes acceptable?
• Were they previous discussed / approved by the EIC?
• Did the Contractor detail all changes in the Narrative, including the reason(s) for and impact(s) of such changes?
• How do these changes impact the schedule?}
[Comments here.]
9. Comment Resolution
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
Address any comments made in the Contractor’s Narrative that need resolution. Address comments made in meetings, emails, etc.
regarding the schedule. Reference any specific comment numbers so resolution can be easily tracked.}
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• If there is a Time Extension on a contract milestone/duration, the “Baseline” curves should be revised to the schedule
submission at the time of the Time Extension, showing the revised plan for completing contract milestones by the revised
dates.
Float Density
Chart Description How to Read It
Float Density represents what percentage of remaining activities The higher percentage / more activities in the lower
have a comfortable amount of float versus very little float. The categories indicate a higher percentage / more activities
below chart and table track Float Density over the last six updates, becoming near-critical / critical. More green = more
based on number of remaining task activities (non-milestone, non- activities with float. A trend towards more yellow /
level of effort). Use this analysis in conjunction with any orange / red = a higher percentage of critical / near-
movement of intermediate and / or overall milestones / durations. critical activities and higher risk of late contract
completion.
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12. Exhibits
Exhibit 1: High Level Review Email
Exhibit 2: Schedule Revision Details
Exhibit 3: Correspondence
Exhibit 4: Critical Path (Global Layout “02_Longest (Critical) Path”)
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3 Group B Baseline
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Recommendation
We recommend that NYSDOT [Accept as Noted / Reject with Comments] this schedule update as noted in this report.
Comments that the Contractor should address in the next submission are shown in red underlined text.
The Contractor shall address the NYSDOT CPM Scheduling Section Comments noted in Exhibit 1.
The Contractor should address the following comments that were discussed at the schedule meeting on 01-Jan-99.
3. Comment Resolution
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
Address any comments made in the Contractor’s Narrative that need resolution. Address comments made in meetings, emails, etc.
regarding the schedule. Reference any specific comment numbers so resolution can be easily tracked.}
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8. Exhibits
Exhibit 1: High Level Review Email
Exhibit 2: Schedule Revision Details
Exhibit 3: Correspondence
Exhibit 4: Critical Path (Global Layout “02_Longest (Critical) Path”)
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Group B Update
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Recommendation
We recommend that NYSDOT [Accept as Noted / Reject with Comments] this schedule update as noted in this report.
Comments that the Contractor should address in the next submission are shown in red underlined text.
The Contractor shall address the NYSDOT CPM Scheduling Section Comments noted in Exhibit 1.
The Contractor should address the following comments that were discussed at the schedule meeting on 01-Jan-99.
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4. Issues / Delays
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
Address each issue / delay on the project that is or may potentially impact the schedule.
• Track each issue / delay by assigning numbers, if the Contractor has not already done so. If Contractor has not,
encourage Contractor to assign numbers to allow for consistent tracking.
• Respond to each current issue / delay in the Contractor’s Narrative.
• Identify how each issue / delay is affecting or may affect the Critical Path or another contractual milestone. If it is not
causing an impact, explain.
• Identify how the issue / delay impacts or may potentially impact the schedule, noting important dates to resolve issue /
delay.
• Review with NYSDOT to determine if there are other issues / delays not included in the schedule and/or Contractor’s
Narrative that should be included.
• Does schedule include all issues / delays discussed at progress meetings?
• Verify dates and issues / delays are accurate.
• Comment, addressing each current issue / delay.
• Even if issue / delay is not modeled in schedule, still identify activities that are affected and show / discuss float.
• Insert screen shots of Narrative / schedule where applicable.}
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8. Schedule Revisions
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
If sections below are very long due to large tables, reference large tables in attached Exhibits and include here only most important
content. Acknowledge if revisions were addressed in previous correspondence, meetings, or reviews, as well as if these changes
were previously approved by the EIC.}
Activities Added
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
Using Claim Digger and other means to identify and describe all activities added to the schedule when compared to the Previous
Update.
• Are these additions acceptable?
• Were they previous discussed / approved by the EIC?
• Did the Contractor detail all changes in the Narrative, including the reason(s) for and impact(s) of such changes?
• Show screen shots of added activities and how these activities tie into the logic of the schedule.
• How do these changes impact the schedule?
• State if the added activities have affected the Critical Path or other contract milestones.}
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Activities Deleted
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
Using Claim Digger and other means to identify and describe all activities deleted from the schedule when compared to the Previous
Update.
• Are these deletions acceptable?
• Were they previous discussed / approved by the EIC?
• Did the Contractor detail all changes in the Narrative, including the reason(s) for and impact(s) of such changes?
• How do these changes impact the schedule?
• State if the deleted activities have affected the Critical Path or other contract milestones.}
Logic Changes
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
Using Claim Digger and other means to identify and describe all logic changes in the schedule when compared to the Previous
Update.
• Are these changes acceptable?
• Were they previous discussed / approved by the EIC?
• Did the Contractor detail all changes in the Narrative, including the reason(s) for and impact(s) of such changes?
• How do these changes impact the schedule?}
Calendar Changes
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
Using Claim Digger and other means to identify and describe all Calendar changes in the schedule, and also Calendar assignment
changes, when compared to the Previous Update.
• Are these changes acceptable?
• Were they previous discussed / approved by the EIC?
• Did the Contractor detail all changes in the Narrative, including the reason(s) for and impact(s) of such changes?
• How do these changes impact the schedule?}
[Comments here.]
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9. Comment Resolution
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
Address any comments made in the Contractor’s Narrative that need resolution. Address comments made in meetings, emails, etc.
regarding the schedule. Reference any specific comment numbers so resolution can be easily tracked.}
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• If there is a Time Extension on a contract milestone/duration, the “Baseline” curves should be revised to the schedule
submission at the time of the Time Extension, showing the revised plan for completing contract milestones by the revised
dates.
Float Density
Chart Description How to Read It
Float Density represents what percentage of remaining activities The higher percentage / more activities in the lower
have a comfortable amount of float versus very little float. The categories indicate a higher percentage / more activities
below chart and table track Float Density over the last six updates, becoming near-critical / critical. More green = more
based on number of remaining task activities (non-milestone, non- activities with float. A trend towards more yellow /
level of effort). Use this analysis in conjunction with any orange / red = a higher percentage of critical / near-
movement of intermediate and / or overall milestones / durations. critical activities and higher risk of late contract
completion.
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12. Exhibits
Exhibit 1: High Level Review Email
Exhibit 2: Schedule Revision Details
Exhibit 3: Correspondence
Exhibit 4: Critical Path (Global Layout “02_Longest (Critical) Path”)
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4 Group C Baseline
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Recommendation
We recommend that NYSDOT [Accept as Noted / Reject with Comments] this schedule update as noted in this report.
Comments that the Contractor should address in the next submission are shown in red underlined text.
The Contractor shall address the NYSDOT CPM Scheduling Section Comments noted in Exhibit 1.
The Contractor should address the following comments that were discussed at the schedule meeting on 01-Jan-99.
3. Comment Resolution
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
Address any comments made in the Contractor’s Narrative that need resolution. Address comments made in meetings, emails, etc.
regarding the schedule. Reference any specific comment numbers so resolution can be easily tracked.}
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8. Exhibits
Exhibit 1: High Level Review Email
Exhibit 2: Schedule Revision Details
Exhibit 3: Correspondence
Exhibit 4: Critical Path (Global Layout “02_Longest (Critical) Path”)
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5 Group C Update
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Recommendation
We recommend that NYSDOT [Accept as Noted / Reject with Comments] this schedule update as noted in this report.
Comments that the Contractor should address in the next submission are shown in red underlined text.
The Contractor shall address the NYSDOT CPM Scheduling Section Comments noted in Exhibit 1.
The Contractor should address the following comments that were discussed at the schedule meeting on 01-Jan-99.
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4. Issues / Delays
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
Address each issue / delay on the project that is or may potentially impact the schedule.
• Track each issue / delay by assigning numbers, if the Contractor has not already done so. If Contractor has not,
encourage Contractor to assign numbers to allow for consistent tracking.
• Respond to each current issue / delay in the Contractor’s Narrative.
• Identify how each issue / delay is affecting or may affect the Critical Path or another contractual milestone. If it is not
causing an impact, explain.
• Identify how the issue / delay impacts or may potentially impact the schedule, noting important dates to resolve issue /
delay.
• Review with NYSDOT to determine if there are other issues / delays not included in the schedule and/or Contractor’s
Narrative that should be included.
• Does schedule include all issues / delays discussed at progress meetings?
• Verify dates and issues / delays are accurate.
• Comment, addressing each current issue / delay.
• Even if issue / delay is not modeled in schedule, still identify activities that are affected and show / discuss float.
• Insert screen shots of Narrative / schedule where applicable.}
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8. Schedule Revisions
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
If sections below are very long due to large tables, reference large tables in attached Exhibits and include here only most important
content. Acknowledge if revisions were addressed in previous correspondence, meetings, or reviews, as well as if these changes
were previously approved by the EIC.}
Activities Added
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
Using Claim Digger and other means to identify and describe all activities added to the schedule when compared to the Previous
Update.
• Are these additions acceptable?
• Were they previous discussed / approved by the EIC?
• Did the Contractor detail all changes in the Narrative, including the reason(s) for and impact(s) of such changes?
• Show screen shots of added activities and how these activities tie into the logic of the schedule.
• How do these changes impact the schedule?
• State if the added activities have affected the Critical Path or other contract milestones.}
Activities Deleted
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
Using Claim Digger and other means to identify and describe all activities deleted from the schedule when compared to the Previous
Update.
• Are these deletions acceptable?
• Were they previous discussed / approved by the EIC?
• Did the Contractor detail all changes in the Narrative, including the reason(s) for and impact(s) of such changes?
• How do these changes impact the schedule?
• State if the deleted activities have affected the Critical Path or other contract milestones.}
Logic Changes
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
Using Claim Digger and other means to identify and describe all logic changes in the schedule when compared to the Previous
Update.
• Are these changes acceptable?
• Were they previous discussed / approved by the EIC?
• Did the Contractor detail all changes in the Narrative, including the reason(s) for and impact(s) of such changes?
• How do these changes impact the schedule?}
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Calendar Changes
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
Using Claim Digger and other means to identify and describe all Calendar changes in the schedule, and also Calendar assignment
changes, when compared to the Previous Update.
• Are these changes acceptable?
• Were they previous discussed / approved by the EIC?
• Did the Contractor detail all changes in the Narrative, including the reason(s) for and impact(s) of such changes?
• How do these changes impact the schedule?}
[Comments here.]
9. Comment Resolution
{***DELETE PRIOR TO SUBMITTING TO CONTRACTOR***
Address any comments made in the Contractor’s Narrative that need resolution. Address comments made in meetings, emails, etc.
regarding the schedule. Reference any specific comment numbers so resolution can be easily tracked.}
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• If there is a Time Extension on a contract milestone/duration, the “Baseline” curves should be revised to the schedule
submission at the time of the Time Extension, showing the revised plan for completing contract milestones by the revised
dates.
Float Density
Chart Description How to Read It
Float Density represents what percentage of remaining activities The higher percentage / more activities in the lower
have a comfortable amount of float versus very little float. The categories indicate a higher percentage / more activities
below chart and table track Float Density over the last six updates, becoming near-critical / critical. More green = more
based on number of remaining task activities (non-milestone, non- activities with float. A trend towards more yellow /
level of effort). Use this analysis in conjunction with any orange / red = a higher percentage of critical / near-
movement of intermediate and / or overall milestones / durations. critical activities and higher risk of late contract
completion.
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12. Exhibits
Exhibit 1: High Level Review Email
Exhibit 2: Schedule Revision Details
Exhibit 3: Correspondence
Exhibit 4: Critical Path (Global Layout “02_Longest (Critical) Path”)
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Primavera P6 CPM
Support Section who perform P6 related tasks. When communicating with the
section on P6 related issues it is best to send an email to
CPMSchedulingSection@dot.ny.gov.
This Unit has additional responsibilities related to Design-Build Oversight and
Construction Document Management and assistance with Resource Reporting.
Lowell has overall responsibility for the operation of the unit and has oversight for P6 CPM, Unifier and Contract
Manager at NYSDOT. He also serves as the Lead for DB Program oversight of the Construction Phase.
Lowell Lingo, PE
Unit Supervisor Phone: (518) 457-0211
Email: Lowell.Lingo@dot.ny.gov
Frank performs detailed reviews upon request, QA of CPM Schedule Reviews by Detailed Schedulers and audits
Design-Build Contract progress through the use of their schedules. He also serves as a backup for high level reviews and
uploads.
Frank Arcuri
Phone: (518) 457-2550
Email: Frank.Arcuri@dot.ny.gov
Al performs project setup and overall security management for the P6 CPM system managing the system to grant access
to individuals, performs high level reviews on an as needed basis and coordinates the Help Desk functions for the
Section.
Albert E. Karoly, PE
Phone: (518) 457-3226
Email: Albert.Karoly@dot.ny.gov
Matt performs high level reviews and uploads of Contractor submitted CPM Schedules, takes the lead on systems
testing and performs audits of schedule submissions.
Matt Anderson Phone: (518) 457-6417
Email: Matt.Anderson@dot.ny.gov
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