How to define Resource Productivity in Primavera P6 and create schedule

When create a schedule, we can based on Resource Productivity to estimate duration.

For example:

  • We have a team which can cast 10 m3 of concrete per day (This is Productivity)
  • We have an Foundation which take 100 m3 concrete.
  • Duration of Foundation activity will be  100 / 10 = 10 days

Now we will do it in Primavera.

Supposed that we have a schedule like below picture:

Activities Spanning More Days than it should in a Primavera P6 Schedule

"Activities Spanning More Days than it should in a Primavera P6 Schedule" by: Zoltan Palffy Jr. 


Problem: After having created and updated a CPM schedule using Primavera P6 you notice that some 1 day activities are spanning 2 days. How could this be possible?

Creating a Baseline Schedule Narrative for a CPM Schedule

"Creating a Baseline Schedule Narrative for a CPM Schedule" by Zoltan Palffy Jr.


Typical Schedule Logic for Manufacturing Building


1) Purpose:  This provides the user with the basic logic to quickly develop an early schedule for a manufacturing facility.

Schedule Collaboration on Mars Science Laboratory with Multi-Users and Tools

"Schedule Collaboration on Mars Science Laboratory with Multi-Users and Tools"

by Julie K. Owen, CCC PSP and Thomas Barnhart


What is Schedule Quality?


As a scheduler within various industries, I have been asked “What is Schedule Quality?” In fact, if you pose this question to various project personnel, you may receive more than one answer per individual! Why? Some view “schedule quality” as a simple series of measures and techniques. I believe that the pursuit of schedule quality is a multi-front battle.

The Scheduling Conundrum

The scheduling conundrum is simple:

We know effective scheduling makes a significant difference to project success and we know what effective scheduling looks like but in most projects, the schedule is ignored, bad scheduling practice is the norm and most projects finish late.

Projects do not always go exactly as planned.

Cost and Schedule Risk Analysis

Some readers might have noticed that projects do not always go exactly as planned.  Actually they never go exactly as planned.  What’s more, they have a tendency to go worse than planned more often than they go better than planned.  Why is this?


Market Place

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