1.

   What is the difference between Retained Logic & Override Logic?

If a project is generally running according to plan and activities are not progressed out of sequence then there will be
virtually no difference between the two methods. BIG differences come when activities are progressed out of sequence.
Most of the time or at least as a starting point, I believe in retained logic. Invariably that will produce the longest critical
path but if activities have been progressed out of sequence, there could be some resulting illogical dependencies
remaining, in particular resulting from dependencies with durations.
Progress override invariably produces a shorter critical path and again there could be some illogical lack of dependencies
resulting from activities having been progressed out of sequence.
When using critical path methods for analyzing delays the contesting parties will often select the opining methods to
analyze their schedules – thus producing wildly differing results from what seems like the same base data. As part of their
preliminary discussions, I believe that ‘experts’ should agree what method best represents the situation, in my experience
neither correctly does. ‘Retained logic’ often needs some dependencies to be deleted or their durations modified and
‘progress override’ often needs dependencies to be added to maintain logical sequences.
Whatever method is used a ‘sense check’ is required to ensure the resulting situation accurately models reality (well, as
close as we can get at least).
1. What is total float?
Total float is the amount of time the selected activity can be delayed, without delaying the project’s finish date.
2. What are the difference between free float and total float?
Total float is the amount of time the selected activity can be delayed, without delaying the project’s finish date.
Free float is the amount of time the selected activity can be delayed, without delaying the immediate successor activities
3. What is a constraint?
Use constraints when activities must start or finish on a specific date. Network logic alone cannot reflect all project
situations. Sometimes activity must be accomplished according to specific dates rather than on dates determined by other
activities in the project. To model dependence on specific dates, assign primary and secondary constraints to activities
4. What are the difference between MS Project and Primavera? 
I will reply that the cost & resource management is much better in P3 rather than MS project where as MS project can
produced more makeup(good fonts/color/tabbing and etc) reports then P3 for presentation.
5. How to load cost & resource in a program?

6. What is WBS?
A WBS is a hierarchy of work that must be accomplished to complete a project, which defines a product or service to be
produced. The WBS is structured in levels of work detail, beginning with the deliverable itself, and is then separated into
identifiable work elements.
Each project has its own WBS hierarchy with the top level WBS element being equal to that of each EPS node or project.
Each WBS element may contain more detailed WBS levels, activities, or both.
When creating a project, the project manager typically develops the WBS first, assigns documents to each WBS element,
and then defines activities for performing the element's work. In addition to document and activity assignments, each WBS
element also has an assigned calendar, specific earned value calculation settings, and an assigned OBS element
responsible for all work included in the WBS element
7. What is a milestone? What are the types of milestone?
A Milestone has zero duration and is used to mark the start or finish of a major event. Primavera differentiates
between Start and Finish Milestones in the same way as P3 and SureTrak, where a Start Milestone has a start date and no
finish date and a Finish Milestone has a finish date and no start date
8. What are the difference between flag and milestone activity? 
Mile stone & flags both are events rather than activities. Some client likes to use flags rather than mile stone due the
following differences.
1- With the use of flags the logic of main event can be easily tracked as these cannot be created without predecessor as
standalone allocating the constraint. Whereas mile stone can.
2- Flags cannot update manually as P3 automatically update the status where as milestone can be update manually.
3- Flags cannot be constraint only driven by predecessor where as milestone can.
9. What is a critical activity?
A critical activity is the activity in the critical path and having ZERO float and hence cannot afford to delay that activity.
Else there is chance for the project to get delay.
10. What is resource allocation and leveling? (www.primaverablog.in)
Resource leveling is a important part of Project Management process during the Planning Phase but it is one of the most
rarely used options in Primavera. Leveling Resources helps ensure that the demand for resources does not exceed the
supply.
When you level resources Primavera follows the following processes:
1) Resource requirements of all scheduled activities are compared to the maximum quantity available at the time of
leveling.
2) An activity is delayed if too few resources are available at any time during the activity’s duration.
The maximum quantity for a resource is determined through the Max units/time for a particular resource in the Resources
Tab.
11. What is a Baseline Program?
The baseline is the target you are working to, contractually I would imagine this will be the first agreed programme, the
baseline won't change unless you have agreed changes with the client. 
12. What are BSWS, BSWP, and ACWP?
13. What are SV and CV?
14. What is a Budget and how do you compare budget against Actual cost?
Budget is the initial estimate made at the time of tender. (Without contractor’s Over heads and profits) . Actual cost shall
be obtained during the course of project through accounts statements. Accordingly we can compare budget and actual
costs.
15. What is an S – Curve?
An S-curve is defined as: "A display of cumulative costs, labor hours or other quantities plotted against time. The name
derives from the S-like shape of the curve, flatter at the beginning and end and steeper in the middle, which is typical of
most projects. The beginning represents a slow, deliberate but accelerating start, while the end represents a deceleration as
the work runs out.
There are a variety of S-curves that are applicable to project management applications, including:

         Man Hours versus Time S-curve ---------Costs versus Time S-curve --------Baseline S-curve

         Actual S-curve --------Target S-curve---------Value and Percentage S-curves--

 
Each of these is described in the following pages
Man Hours versus Time S-curve
The Man Hours versus Time S-curve is appropriate for projects that are labor intensive. It shows cumulative man hours
expended over time for the duration of the project. As man-hours are a product of manpower and working hours, these
may be adjusted together or individually in an attempt to keep the project on schedule. Projects may require additional
man-hours to finish on time due to low productivity, delays and disruptions, rework, variations, etc.
Costs versus Time S-curve
The Costs versus Time S-curve is appropriate for projects that contain labor and non-labor (e.g. material supply / hire /
subcontract) tasks. It shows cumulative costs expended over time for the duration of the project, and may be used to assist
in the calculation of the project's cash flow, and cost to complete.
Baseline S-curve
Prior to project commencement, a schedule is prepared outlining the proposed allocation of resources and the timing of
tasks necessary to complete the project within a set time frame and budget. This schedule is referred to as the Baseline
Schedule. From this schedule, a Baseline S-curve is generated. This S-curve reflects the planned progress of the project. If
the project requirements change prior to commencement (e.g. change of scope, delayed start), the Baseline Schedule may
require revision to reflect the changed requirements.
Target S-curve
Following project commencement, modification of the Baseline Schedule is usually required. Changes are continually
made to the Production Schedule (which is originally the same as the Baseline Schedule). The production schedule reflects
the actual progress of the project to date, and any revisions made to tasks yet to commence or not yet completed. From this
schedule, a Target S-curve may be generated. This S-curve reflects the ideal progress of the project if all tasks are
completed as currently scheduled. In an ideal world, the Target S-curve will meet the Baseline S-curve at the end of the
project (On Time, On Budget) or finish below and to the left of the Baseline S-curve (Early, Under Budget). In reality, it is
not uncommon for the Target S-curve to finish above and to the right of the Baseline S-curve (Late, Over Budget).
Actual S-curve
The production schedule is updated on a regular basis throughout the duration of the project. These updates include the
revision of percentage complete for each task to date. Using this information, an Actual S-curve may be generated. This S-
curve reflects the actual progress of the project to date, and may be compared with the Baseline and Target S-curves to
determine how the project is progressing. During the project, the Actual S-curve will terminate at the Cut Off Date. This is
the date the Production Schedule was last updated. At the completion of the project, the Actual S-curve will meet the
Target S-curve.
Value and Percentage S-curves
S-curves may be graphed as absolute values (i.e. Man Hours or Costs) versus Time, or as percentage values versus Time.
Value S-curves are useful for determining Man Hours or Costs expended to date, and Man Hours or Costs to complete.
Percentage S-curves are useful for calculating the project's actual percentage complete against target and baseline
percentage complete, and for calculating the project's percentage growth (or contraction).
Why Use an S-curve?
S-curves are an important project management tool. They allow the progress of a project to be tracked visually over time,
and form a historical record of what has happened to date. Analyses of S-curves allow project managers to quickly identify
project growth, slippage, and potential problems that could adversely impact the project if no remedial action is taken.
What is Resource Curves?
Resource Curves are functionality which helps to spread unit/Cost tied up to an activity across
activity’s specific time-period.
What are the Resource Curve Types?

Primavera Client by default provides set of Curve Types like

1. Linear
2. Bell Shaped
3. Front Loaded
4. Back-Loaded
5. Triangular
6. Trapezoidal
7. Triangular Increase/Decrease Curves
8. Double Peak, etc…
 
How to generate S-Curve in Primavera:
Step 1: Create a new resource (Resource Type --- Labor). Don’t use the material resource type.
Step 2: Assign this newly created resource to all the activities of your project. 
Step 3: View ---Column --- Units ---Budgeted Labor Units & Actual Labor Units (Add to the list)
(There is no column for Budgeted Material Units & Actual Material Units. That’s why I recommended you to
choose Labor type resource)
Step 4: Assign the planned weightage value in Budgeted Labor Units cell.
Step 5: After updating the project you will find the Actual Weightage in Actual Labor Units Column.
Step 6: Through Resource Usage Profile you will find S-Curve 
16. What is the difference between P3.1, P3E, and P5 etc. _
There are not many differences. The standard Templates and nodding system (In EPS) is introduced in P6. Character
limits have been increased in P6. In fact it is more confusing as per the user comments.
17. What is an open end activity? 
The open end activity is the activity that does not have any successor. Normally open end activity is not accepted willingly
in schedule because the total float will be calculate from the end of the project and these entire activities late dates gather
at the end of the project and cannot be prepare a logical late start plan. 
18. How often you update your program?
For internal purpose we need to update weekly basis. However, it depends on the client requirement and the request from
management.
20. What is the difference between Continuous & Interruptible scheduling?
Contiguous  - when you use the the contiguous duration scheduling option this means that a finish-to-finish predecessor
can delay its successor’s finish date
This in turn delays the successor’s start date because the work periods of the activity must be contiguous. When the
successor has an Actual Start date, P3 cannot delay the start and the warning message is generated
Interruptible -If the finish to finish relationship is no longer valid you can remove the relationship between the two
activities.
This allows the remaining duration of the successor to be calculated from the Data date.
If you choose Interruptible and a finish-to-finish predecessor delays and activity’s finish date, P3 delays only the finish of
the activity; the start is scheduled separately on the Actual Start date
21. What is the no. of activities that u monitor & how do u make the update?
22. How do u measure & compare the progress?
I measured the Progress in term of EV (Earned values) such as EMH (Earned man-hours) which is equivalent to the
progress achieved by the define progress steps for each activity multiply with SMH (Standard man-hours)
EMH can be calculated as
EMH= SMH * %age of activity as describe above. 
Comparison can be done in various different ways, tabular and graphically after getting the planned values from the base
line program.

23. Briefly outline the process you follow to build & agree a baseline construction plan.
Initially we need to fix the start and completion duration of the project. QS Department will be furnishing the quantities
for each item and planners will apply the norms for each item to arrive the duration for each item. Then based on the
sequence in consultation with site in charge a schedule will be prepared. Once the schedule is prepared, we need to check
whether all the mile stone dates are met as per contract ( if any mentioned) . if not, then necessary changes are required to
be made and again to be checked whether the completion date is as per our requirement. 
24. When updating a plan, what key people and/or systems would you expect to need information from? What, if any,
analysis of the updated programme would you perform? Who would you distribute your work to?
Normally all good companies have the monitoring system including the progress break down steps agreed between all
stake holders of the project to update the plan. But if you don’t have any kind of these program then I will always contact
with the concern activity / package supervisor and collect the information on a well define format.
25. Briefly outline the benefits to a project of a well designed and maintained plan.
If a baseline schedule is made properly considering all the aspects from all areas, it eases the job for project manager to
follow up and arrange timely resources (Money, material, machinery, manpower, Etc) which is the key factor for
successful (timely and economical) completion of any project.
26. Give an example of a mistake you have made when planning. What were the consequences? What did you learn from
the episode?
 
 
Earned value Analysis
Earned value concept is accepted worldwide as the standard tool for tracking project progress. It measures not only
progress against the budget but also progress against the schedule.
This tool was developed by department of defense, USA because of the difficulty it was having tracking progress on a
program that had scores of subcontractors using different data-collecting and data-presentation techniques.

Budgeted cost of work schedule (BCWS) -

•          BCWS is the   planned or the estimated cost of the task/project i.e the budgeted amount

Budgeted cost of work performed (BCWP)

•          BCWP is the  amount of work accomplished against the amount planned

      BCWP = BCWS * % of work completed

Actual cost of work performed (ACWP)
 •          ACWP is the cumulative costs actually expended during the project life cycle.

Estimate at completion (EAC)

•          EAC is a projection of the final costs at work at project completion = BAC / CPI

To calculate Formula to be used

1)Cost variance (CV) BCWP - ACWP
2) Schedule variance (SV) BCWP – BCWS
3)Cost performance Index ( CPI) BCWP / ACWP
4)Schedule performance Index ( SPI) BCWP / BCWS
5)Estimate at completion (EAC) BAC / CPI
6) Estimate to complete( ETC) EAC - ACWP

•          The formulas for CV & SV yield a positive or negative numeric value. If the value is positive, then the
project is under budget and ahead of schedule  and if it is negative, then the project is over budget and behind
schedule.

It is common to have a negative cost variance and positive schedule variance. This means that although the spending is
more than budget, you are ahead of schedule. So that project is not necessarily in trouble

•          Cost and schedule variances have meaning to the project managers analysing the project progress, but they
have less impact on senior managers who are not so close to the project.

•          CPI & SPI provide the same information as CV & SV. For ex. CPI of 0.75 means for every rupee spent,
you are earning 75 paise.

•          If CPI & SPI =1, then the project is on budget and schedule

•          If CPI & SPI <1, then the project is over budget & behind schedule

•          If CPI & SPI >1,  then the project is under budget and ahead of schedule.

•          If CPI <1,  then the new EAC will be greater than the original estimate. Likewise, if CPI >1, then the new
EAC will be less than the original estimate.

•          BAC is used only the first time  the analysis is performed. At every succeeding analysis, latest EAC should
be used. This is because CPI is computed using the actual cost information, which means that every time new
EAC is calculated, it should be more accurate as the project progresses.

 
COST AND SCHEDULE VARIANCE
Cost and schedule variance are the two primary measures of project progress.
    Example:  The scheduled cost of a task was Rs.1000. Rs.900 has actually been spent till date and the work is 90%
complete. Calculate CV & SV
     BCWS = Rs. 1000 ; ACWP = Rs.900
     BCWP = 1000* 0.9 = Rs. 900
     CV = BCWP-ACWP = 900-900 = 0
     SV = BCWP – BCWS = 900-1000= -100
     Conclusion:  the task is on budget but behind schedule.
 
Example: The BCWS for a task is Rs.1000, the ACWP is Rs.950 and the work is 98% complete. What are the CPI & SPI
for this task?
    CPI= BCWP / ACWP
    BCWP = 1000* 0.98 = 980
    CPI = 980 / 950 = 1.031 (This means that for every one rupee spent, you are earning Rs.1.03)
    SPI = 980 /1000 = 0.98
   Conclusion: The task is under budget but behind schedule.
 
The original estimate of the project is Rs. 1,00,000. If the BCWP for the project till date is Rs 8,000 and the  ACWP is
Rs.9,300/-  what is the new EAC for the project?
     CPI = BCWP / ACWP = 8000 / 9300 = 0.86
     EAC = BAC / CPI = 1, 00,000 / 0.86 = 1,16,279
     (This is the amount needed to complete the project if no
     changes are made to the way in which the project is being managed currently.)
If the estimate to complete a project is Rs. 1,16,279 and the actual expenditures to date are Rs. 9,300/-  what is the
estimate to complete the project?
     ETC  = EAC – ACWP  - 1,16,279- 9,300 = Rs. 1,06,979
 
Question: Task A is 100% complete, Task B is 75% complete, task C is 80% complete and task D has not yet started.
Actual expenditures as of July 1 for tasks A,B &C were 950, 725 & 830 respectively. Find BAC, CV,SV,CPI,SPI,EAC
and ETC?
     As on July 1:
BCWS = 1000 + 900 + 1000*0.7 +1000*0.15=  Rs 2750
BCWP = 1000+ 900*0.75 + 1000*0.8 = Rs2475
BAC = 1000+900+1000+1000 = Rs 3,900
CV =  BCWP-ACWP = 2475 – (950+725+830)= -30
SV = BCWP-BCWS = 2475 – 2750 = -275
CPI = BCWP / ACWP = 2475/2505 = 0.99
SPI = BCWP / BCWS = 2475 /2750 = 0.9
EAC = BAC / CPI = 3900 /0.99 = 3939
ETC  = EAC – ACWP = 3939 – 2505 = 1434

You are working on a project that was slated to be completed on 5th of a month for a cost of Rs. 1,50,000. Today is 9th  and
the project is 85% complete. You have spent Rs.1,45,000. Answer the following questions:
1) What is the BAC for this project?
2) What is the BCWS, BCWP and ACWP for this project?
3) What is CV, SV, CPI & SPI for this project?
4) What is the new EAC?
5) What is ETC?
 
 
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